HomeMy WebLinkAbout2023-091 - ResolutionRESOLUTION NO. 2023-091
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, ADOPTING THE 2023
EMERGENCY OPERATIONS PLAN UPDATE
WHEREAS, the City of Rancho Cucamonga has identified disaster resiliency as a vital
function and one of the most important activities undertaken by the City, and
WHEREAS, the City is charged and entrusted with the protection of persons and property
prior to, during and after emergencies; and
WHEREAS, the preservation of life and property is an inherent responsibility of local,
state, and federal governments; and
WHEREAS, the City is continuously revising the Emergency Operations Plan and
exercising emergency preparedness roles and responsibilities,
WHEREAS, this Emergency Operations Plan represents a comprehensive plan of action
of the City's commitment to prepare, respond and recovery from potential impacts of disasters;
and
WHEREAS, the Emergency Operations Plan is an extension of the State of California
Emergency Operations Plan, and will be reviewed and exercised periodically and revised as
necessary to meet changing conditions; and
WHEREAS, the City of Rancho Cucamonga previously adopted it's Emergency
Operations Plan with the adoption of Resolution No. 16-152; and
WHEREAS, the City desires to rescind Resolution No. 16-152 and adopt the 2023
updated Emergency Operations Plan in accordance with the National Incident Management
System and State Incident Management System; and
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA,
HEREBY RESOLVES, DETERMINE AND ORDER AS FOLLOWS:
Resolution No. 2023-091 - Page 1 of 3
Section 1. Resolution No. 016-152 is hereby rescinded.
Section 2. The City Council approves the 2023 Emergency Operations Plan Update.
Section 3. The City Council authorizes the Director of Emergency Services to make
necessary administrative and operational changes to the plan that are in
keeping with the intent of the plan as approved.
Section 4. The City Council authorizes the Director of Emergency Services, or his duly
appointed representative, to perform all duties as required to carry out the
Emergency Operations Plan.
Section 5. The City Clerk shall certify to the passage and adoption of this resolution
and enter it into the book of original resolutions.
Resolution No. 2023-091 - Page 2 of 3
PASSED, APPROVED, and ADOPTED this 2nd day of August, 2023.
L. Dennis ichael, M yor
ATTEST:
Ja a Reynolds, City Clerk
STATE OF CALIFORNIA
COUNTY OF SAN BERNARDINO ) ss
CITY OF RANCHO CUCAMONGA )
I, Janice C. Reynolds, City Clerk of the City of Rancho Cucamonga, do hereby certify
that the foregoing Resolution was duly passed, approved, and adopted by the City Council of
the City of Rancho Cucamonga, at a Regular Meeting of said Council held on the 2"d day of
August, 2023.
AYES: Hutchison, Kennedy, Michael, Scott, Stickler
NOES: None
ABSENT:None
ABSTAINED: None
It
Executed this 3rd day of August, 2023, at Rancho Cucamonga, California.
anlio4 C. Reynolds, City Clerk
Resolution No. 2023-091 - Page 3 of 3
City of Rancho Cucamonga
EMERGENCY OPERATIONS PLAN
Adopted July 2023
City of Rancho Cucamonga 2023 Emergency Operations Plan
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Emergency Operations Center Activation Quickstart Guide
The City of Rancho Cucamonga (City) Emergency Operations Center (EOC) supports the command-and-control
functions of the on-scene incident response. There is often insufficient information to determine if the EOC should
be activated or how long an activation may last when an incident occurs. If this condition occurs, a virtual or partial
EOC activation may be initiated. More detailed information on emergency activations levels is contained in Section
4.2.3.
Once an EOC activation begins, the first arriving staff should use this Quickstart Guide to set up and operate the EOC
efficiently. When activated, the EOC coordinates response to all impacts on city communities, employees and
facilities, critical and other infrastructure/services, and b usiness functions. The EOC carries out this function
through:
• Information Collection and Evaluation
• Operational Planning
• Resource Management
• Priority Setting
Overall Priorities:
• Life/Safety
• Incident Stabilization
• Property Preservation
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City of Rancho Cucamonga 2023 Emergency Operations Plan
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EOC ACTIVATION CHECKLIST
COMPLETED
Date/Time
TASK
Establish the level of activation with the City Manager’s Office. Use the
guidance provided in Section 4.2.3.
Use EOC Call Down Roster to send an EOC Activation notification to staff.
Follow building inspection instructions. Consider which EOC should be
activated based on damage and inspections.
Open the City Emergency Operations Center (EOC) by assuming the role of
EOC Director. Use the EOC Directors Job Aid in Appendix C. The primary EOC
is located in the City Hall Police Department.
Ensure each section workstation has an Emergency Operations Plan (EOP)
with position job aids, along with paper, pen, and message forms (ICS Form
213) and Unit Log (ICS Form 214). Office supplies are located in the EOC closet.
The first person to arrive at the EOC will circulate ICS Form 211 forms for sign-
in purposes. These will be provided to the Finance Section Time Keeping Unit
and Planning Section Documentation Unit.
Contact the San Bernardino Operational Area (909) 356-3998 and notify them
the EOC is activated.
Create a WebEOC incident. Turn on all audio/visual displays.
Create the EOC staffing chart. Use ICS Form 203, Organization Assignment List.
Begin to develop situational awareness about the extent and severity of the
incident. Use the Information Collection Plan in Appendix B.
Initiate preparation of the Incident Briefing, ICS Form 201.
Turn over duties as the EOC Director to more senior staff when directed.
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FOREWARD
This Emergency Operations Plan addresses the City of Rancho Cucamonga’s planned response to extraordinary
emergency situations associated with natural disasters, technological incidents, and national security emergencies
in both war and peacetime.
The plan does not address normal day-to-day emergencies, or the well-established and routine procedures used in
coping with such emergencies. Instead, the operational concepts reflected in this plan focus on potential large-scale
disasters, which can generate unique situations requiring unusual emergency responses. Such disasters pose major
threats to life, the environment and property and can impact the well-being of large numbers of people.
This plan integrates regulations pertaining to California’s Standardized Emergency Management System (SEMS)
while meeting the requirements of the concepts and principles established in federal National Incident Management
System (NIMS) regulations. Homeland Security Presidential Directive 5 (HSPD 5) directs the United States
Department of Homeland Security (USDHS) to lead a coordinated national effort with other federal departments
and agencies and State, Local and Tribal governments to establish a National Response Plan (NRP) and the National
Incident Management System.
The City of Rancho Cucamonga created the Emergency Operations Plan founded in the ICS principles and concepts
within the Standardized Emergency Management System (SEMS). The SEMS and the NIMS are compatible plans, and
the City of Rancho Cucamonga recognizes these policies and utilizes the SEMS/NIMS as a basis for the Incident
Command System (ICS) structure. The SEMS/NIMS create a standard incident management system that is scalable
and modular and can be used in incidents of any size/complexity. These functional areas include command,
operations, planning, logistics, and finance/administration. The SEMS/NIMS incorporate such principles as Unified
Command (UC) and Area Command (AC), ensuring further coordination for incidents involving multiple jurisdictions
or agencies at any level of government.
Homeland Security Presidential Directive 8 (HSPD 8) is a companion policy to HSPD 5, and will provide guidance and
standards, through the NIMS Integration Center (NIC), for preparedness activities, including training, exercising,
employee certification, credentialing, and National Resource Typing Protocols.
This plan is a preparedness document designed to be read, understood, and exercised before an emergency. It
provides the planning bases for hazard identification, hazard mitigation, disaster preparedness, emergency
response, and recovery efforts. The Plan creates a uniform structure for emergency management. It is designed to
include the City of Rancho Cucamonga as part of the California Standardized Emergency Management System
(SEMS). However, it is written primarily for (1) City Management Staff, (2) City Employees, (3) Federal, State, and
County Governments, (4) Special Districts who serve City of Rancho Cucamonga residents, and (5) Private and
volunteer organizations involved in emergencies.
City departments identified in this plan will develop and maintain current Standard Operating Procedures
(Department SOPs), which will detail how their assigned responsibilities will be performed to support the
implementation of the Emergency Operations Plan.
EMERGENCY MANAGEMENT GOALS
• Provide effective life safety measures and reduce property loss.
• Provide for the rapid resumption of impacted businesses and community services.
• Provide accurate documentation and records required for cost recovery efforts.
City of Rancho Cucamonga 2023 Emergency Operations Plan
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ORGANIZATION OF THE EMERGENCY OPERATIONS PLAN
• Basic Plan. The Basic Plan contains information on the overall organizational and operational concepts
relative to response and recovery, as well as an overview of potential hazards. The intended audience of
the Basic Plan is the City’s decision makers and managers.
• EOC Position Responsibilities and General Duties Appendix (Appendix C). The EOC Position Responsibilities
and General Duties Appendix contains descriptions of the emergency response organization and
responsibilities. The intended audience of Appendix C is the EOC staff.
HAZARDOUS MATERIALS
The San Bernardino County Fire Department is designated as the Administering Agency for hazardous materials for
the City of Rancho Cucamonga as required by Chapter 6.95 of the Health and Safety Code. This Emergency
Operations Plan complies with and relies on the City’s hazardous materials response plan as required by the
Environmental Protection Agency’s NRT1-A.
APPROVAL AND PROMULGATION
This plan will be reviewed by all departments/agencies assigned a primary function in the Emergency Responsibilities
Matrix (EOC Manual - Management Section). Upon completion of review and written concurrence by these
departments/agencies, the plan will be submitted to the City Council for approval. Upon agreement by the City
Council, the Plan will be officially adopted and promulgated. A copy will then be forwarded to the Governors’ Office
of Emergency Services (Los Alamitos) for review.
City of Rancho Cucamonga 2023 Emergency Operations Plan
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City of Rancho Cucamonga 2023 Emergency Operations Plan
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City of Rancho Cucamonga 2023 Emergency Operations Plan
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Plan Distribution/Signature List Rancho Cucamonga Departments Date Signature
Animal Services, Director
Assistant City Manager
Battalion Fire Chief’s Office
Building and Safety Department, Director
City Attorney
City Clerk’s Office, Director
City Council/Mayor
City Manager
Community Improvement, Manager
Community Services Department, Director
Department of Innovation & Technology, Director
Deputy City Manager – Community & Cultural Services
Deputy City Manager - Community Development
Deputy City Manager- Administrative Services
Deputy Fire Chiefs
Emergency Management Coordinator
Emergency Operations Center
Engineering Services Department, Director
Environmental Programs, Manager
Finance Department, Director
Fire Chief
Human Resources, Director
Library Services Department, Director
Planning Department, Director
Police Chief
Police Lieutenant - Administration
Procurement, Manager
Public Information Officer - Fire
Public Works Services Department, Director
Senior Community Affairs Officer – CMO's
External
Agencies
San Bernardino County Operational Area Office of
Emergency Services
California Office of Emergency Services (Cal OES)
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Plan Maintenance and Record of Revisions
Record corrections and updates on this page as provided by the City’s Emergency Management Coordinator. The
Emergency Management Coordinator will maintain the official copy of the Emergency Operations Plan.
Date
Basic Plan
Section
Pages
Description
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City of Rancho Cucamonga 2023 Emergency Operations Plan
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Plan Approval Resolution
(To be inserted upon adoption)
RESOLUTION NO. 2023-091
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, ADOPTING THE 2023
EMERGENCY OPERATIONS PLAN UPDATE
WHEREAS, the City of Rancho Cucamonga has identified disaster resiliency as a vital
function and one of the most important activities undertaken by the City, and
WHEREAS, the City is charged and entrusted with the protection of persons and property
prior to, during and after emergencies; and
WHEREAS, the preservation of life and property is an inherent responsibility of local,
state, and federal governments; and
WHEREAS, the City is continuously revising the Emergency Operations Plan and
exercising emergency preparedness roles and responsibilities,
WHEREAS, this Emergency Operations Plan represents a comprehensive plan of action
of the City's commitment to prepare, respond and recovery from potential impacts of disasters;
and
WHEREAS, the Emergency Operations Plan is an extension of the State of California
Emergency Operations Plan, and will be reviewed and exercised periodically and revised as
necessary to meet changing conditions; and
WHEREAS, the City of Rancho Cucamonga previously adopted it's Emergency
Operations Plan with the adoption of Resolution No. 16-152; and
WHEREAS, the City desires to rescind Resolution No. 16-152 and adopt the 2023
updated Emergency Operations Plan in accordance with the National Incident Management
System and State Incident Management System; and
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA,
HEREBY RESOLVES, DETERMINE AND ORDER AS FOLLOWS:
Resolution No. 2023-091 - Page 1 of 3
Section 1. Resolution No. 016-152 is hereby rescinded.
Section 2. The City Council approves the 2023 Emergency Operations Plan Update.
Section 3. The City Council authorizes the Director of Emergency Services to make
necessary administrative and operational changes to the plan that are in
keeping with the intent of the plan as approved.
Section 4. The City Council authorizes the Director of Emergency Services, or his duly
appointed representative, to perform all duties as required to carry out the
Emergency Operations Plan.
Section 5. The City Clerk shall certify to the passage and adoption of this resolution
and enter it into the book of original resolutions.
Resolution No. 2023-091 - Page 2 of 3
PASSED, APPROVED, and ADOPTED this 2nd day of August, 2023.
L. Dennis ichael, M yor
ATTEST:
Ja a Reynolds, City Clerk
STATE OF CALIFORNIA
COUNTY OF SAN BERNARDINO ) ss
CITY OF RANCHO CUCAMONGA )
I, Janice C. Reynolds, City Clerk of the City of Rancho Cucamonga, do hereby certify
that the foregoing Resolution was duly passed, approved, and adopted by the City Council of
the City of Rancho Cucamonga, at a Regular Meeting of said Council held on the 2"d day of
August, 2023.
AYES: Hutchison, Kennedy, Michael, Scott, Stickler
NOES: None
ABSENT:None
ABSTAINED: None
It
Executed this 3rd day of August, 2023, at Rancho Cucamonga, California.
anlio4 C. Reynolds, City Clerk
Resolution No. 2023-091 - Page 3 of 3
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TABLE OF CONTENTS
1. Emergency Operations Plan Overview and Administration .................................................................................. 1
1.1 Plan Format and Use .................................................................................................................................... 1
1.2 Purpose and Scope ....................................................................................................................................... 1
1.3 City EOP Activation ....................................................................................................................................... 1
1.4 Authorities.................................................................................................................................................... 2
1.4.1 Local ......................................................................................................................................................... 3
1.4.2 State ......................................................................................................................................................... 3
1.4.3 Federal ..................................................................................................................................................... 4
1.5 Relationship to Other Plans/references ....................................................................................................... 4
1.6 Private Industry, Special Districts, and Non-government Organizations ..................................................... 4
2. Situation and Assumptions ................................................................................................................................... 7
2.1 City Description ............................................................................................................................................ 7
2.1.1 Climate ..................................................................................................................................................... 7
2.1.2 City Services ............................................................................................................................................. 7
2.2 Infrastructure ............................................................................................................................................... 7
2.3 Hazard Identification .................................................................................................................................... 8
2.3.1 Hazard Profiles ......................................................................................................................................... 9
3. Concept of Operations (ConOps) ........................................................................................................................ 21
3.1 Assumptions ............................................................................................................................................... 21
3.2 Phases of Emergency Management ........................................................................................................... 21
3.2.1 Mitigation .............................................................................................................................................. 21
3.2.2 Prevention ............................................................................................................................................. 22
3.2.3 Preparedness ......................................................................................................................................... 22
3.2.4 Response ................................................................................................................................................ 22
3.2.5 Recovery ................................................................................................................................................ 24
3.3 National Incident Management System (NIMS)......................................................................................... 24
3.4 Standardized Emergency Management System (SEMS) ............................................................................ 25
3.4.1 Field Response ....................................................................................................................................... 25
3.4.2 Local Government .................................................................................................................................. 26
3.4.3 Operational Area ................................................................................................................................... 27
3.4.4 Regional Level and Regional Emergency Operations Center (REOC) ..................................................... 28
City of Rancho Cucamonga 2023 Emergency Operations Plan
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3.4.5 State Level and State Operations Center (SOC) ..................................................................................... 28
3.5 Incident Command System (ICS) ................................................................................................................ 28
3.6 Mutual Aid .................................................................................................................................................. 30
3.6.1 California Master Mutual Aid Agreement .............................................................................................. 30
3.6.2 Mutual Aid Systems ............................................................................................................................... 30
3.6.3 Mutual Aid Regions ................................................................................................................................ 30
3.6.4 Mutual Aid Requests .............................................................................................................................. 31
3.6.5 Rancho Cucamonga Mutual Aid ............................................................................................................. 32
3.7 Emergency Management Assistance Compact (EMAC) ............................................................................. 33
3.8 Rancho Cucamonga Emergency Organization ........................................................................................... 33
3.8.1 Disaster Council ..................................................................................................................................... 34
3.8.2 Director of Emergency Services ............................................................................................................. 34
3.8.3 Field Level Incident Command System .................................................................................................. 34
3.8.4 Field/EOC Communications and Coordination ...................................................................................... 35
3.8.5 Field/EOC Coordination with Department Operations Centers (DOCs) ................................................ 35
3.9 EOC Action Plans ........................................................................................................................................ 35
3.10 Emergency Proclamations .......................................................................................................................... 36
3.10.1 City Proclamations ............................................................................................................................. 36
3.10.2 County Proclamations ....................................................................................................................... 36
3.10.3 State of Emergency ........................................................................................................................... 37
3.10.4 State of War Emergency .................................................................................................................... 37
3.11 Alerting and Warning ................................................................................................................................. 37
3.11.1 Integrated Public Alert and Warning System .................................................................................... 37
3.11.2 Emergency Alert System (EAS) .......................................................................................................... 38
3.11.3 Wireless Emergency Alerts (WEA) ..................................................................................................... 39
3.11.4 California State Warning Center (CSWC) ........................................................................................... 39
3.11.5 National Warning System (NAWAS) .................................................................................................. 40
3.11.6 National Weather Service .................................................................................................................. 40
3.11.7 Telephone Emergency Notification System ...................................................................................... 41
3.11.8 SB Ready ............................................................................................................................................ 41
3.11.9 Nixle ................................................................................................................................................... 41
3.11.10 Government Emergency Telephone System and Wireless Priority Service ...................................... 41
3.11.11 Tri-City Auxiliary Communications Services ...................................................................................... 42
3.12 Populations with Disabilities and Other Access and Functional Needs (Review) (Building Dept) ............. 42
City of Rancho Cucamonga 2023 Emergency Operations Plan
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3.12.1 Functional Needs Populations ........................................................................................................... 43
3.12.2 California OES Office of Access and Functional Needs ...................................................................... 43
3.13 Animal Considerations ............................................................................................................................... 43
3.14 Continuity of Government ......................................................................................................................... 44
4. Emergency Operations........................................................................................................................................ 47
4.1 Emergency Organization ............................................................................................................................ 47
4.1.1 Response Levels ..................................................................................................................................... 47
4.1.2 SEMS Functions ...................................................................................................................................... 47
4.2 Emergency Operations Center (EOC) ......................................................................................................... 48
4.2.1 Purpose and Functions of the EOC ........................................................................................................ 48
4.2.2 EOC Locations and Layout...................................................................................................................... 49
4.2.3 EOC Activation and Deactivation ........................................................................................................... 49
4.2.4 EOC Organization ................................................................................................................................... 50
4.2.5 EOC Safety and Security ......................................................................................................................... 62
4.3 Emergency Communications...................................................................................................................... 62
4.3.1 Amateur Radio ....................................................................................................................................... 63
4.3.2 Public Works Communications .............................................................................................................. 63
4.4 Information Management .......................................................................................................................... 63
4.5 Information Collection ............................................................................................................................... 64
4.6 Public Information ...................................................................................................................................... 65
4.6.1 Community Outreach ............................................................................................................................ 65
4.7 Resource Management .............................................................................................................................. 65
4.8 Support to Populations with Disabilities and Other Access and Functional Needs ................................... 65
4.9 Recovery Operations Framework............................................................................................................... 66
4.10 After-Action Reports .................................................................................................................................. 66
5. Plan Development, Distribution, and Maintenance ........................................................................................... 67
5.1 Plan Updates .............................................................................................................................................. 67
5.2 Plan Testing, Training, and Exercises ......................................................................................................... 67
5.2.1 EOC Responder Training ........................................................................................................................ 68
5.2.2 Exercises ................................................................................................................................................ 69
5.3 After Action Review ................................................................................................................................... 69
6. Appendices.......................................................................................................................................................... 71
Appendix A – Glossary and Acronyms ................................................................................................................... A-1
Appendix B – Information Collection and Dissemination ..................................................................................... B-1
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Appendix C – Position Responsibilities and General Duties .................................................................................. C-1
Appendix D – Hazard Specific Annexes ................................................................................................................. D-1
Appendix E – Functional Annexes ......................................................................................................................... E-1
Appendix F – EOC Action Planning and Situation Reporting .................................................................................. F-1
Appendix G – After Action Reporting .................................................................................................................... G-1
Appendix H – Recovery Operations Framework ................................................................................................... H-1
Appendix I – Critical Infrastructure ........................................................................................................................ I-1
City of Rancho Cucamonga 2023 Emergency Operations Plan
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1. EMERGENCY OPERATIONS P LAN OVERVIEW AND
ADMINISTRATION
This Section provides general information on the content and use of the Emergency Operations Plan (EOP or Plan).
1.1 PLAN FORMAT AND USE
The EOP is designed to assist City and other staff members who have key roles and responsibilities for responding
during emergencies. Emergency management organization staff who support emergency response, report to the
Emergency Operations Center (EOC) or Department Operations Centers (DOC) or are assigned to field response
duties should use the EOP to guide their actions in completing assigned tasks.
The EOP is composed of a base plan with supporting appendices and annexes.
BASIC PLAN
The EOP provides an overview of the City’s organization, policies, and approach to all phases of emergency
preparedness. It is the foundation document for the City’s emergency management program. The EOP identifies the
functions and responsibilities for the emergency response organization and EOC staff and guides plan maintenance.
It describes internal processes that address emergency response and coordination. The EOP intends to provide
supporting documentation to emergency response staff that is detailed enough for effective response yet is flexible
enough to be used in any emergency response.
APPENDICES
The EOP appendices include forms, checklists, and other supplemental information to be used in preparation for and
during an emergency. Appendices also include supporting information that may frequently change, such as
personnel rosters and contact lists.
1.2 PURPOSE AND SCOPE
The Basic Plan addresses the City of Rancho Cucamonga's planned response to emergencies associated with natural
disasters and technological incidents. It provides an overview of operational concepts, identifies components of the
City’s emergency management organization within the Standardized Emergency Management System (SEMS) and
the National Incident Management System (NIMS), and describes the overall responsibilities of the federal, state,
and county entities and the City for protecting life and property and assuring the overall well-being of the population.
The Emergency Operations Plan (EOP) has been designed to serve the growing needs of the City of Rancho
Cucamonga. As the population continues to increase and, with it, vulnerability to hazards, the EOP must be flexible
enough to use in all emergencies. This plan not only meets that need but will increase the effectiveness and efficiency
of the community’s response and short-term recovery activities.
1.3 CITY EOP ACTIVATION
Activation of the EOP occurs as a result of any of the following conditions:
• By order of the Director of Emergency Services (Director) as specified in City Municipal Code
Section 2.36, provided that the existence or threatened existence of a Local Emergency has been
proclaimed per the City Municipal Code.
City of Rancho Cucamonga 2023 Emergency Operations Plan
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• When the Director determines that the available resources are inadequate to cope with the
incident
• When the Governor proclaims a State of Emergency for an area that includes the City
• Automatically on the proclamation of a State of War Emergency as defined in California Emergency
Services Act (Government Code §§ 8550, et seq.)
• A Presidential declaration of a National Emergency
EOP activation should not be confused with activation of the City’s Emergency Operations Center (EOC). Detailed
information about activating the City’s EOC is contained in Section 4.2.3 of this EOP.
1.4 AUTHORITIES
The California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code), hereafter referred
to as the Act, provides the basic authorities for conducting emergency operations following a proclamation of Local
Emergency, State of Emergency, or State of War Emergency, by the Governor and/or appropriate local authorities,
consistent with the provisions of the Act.
The Standardized Emergency Management System (SEMS) Regulations (Chapter 1 of Division 2 of Title 19 of the
California Code of Regulations), hereafter referred to as SEMS, establishes the SEMS to effectively respond to multi-
agency multi-jurisdiction emergencies in California. SEMS is based on the Incident Command System (ICS) adapted
from the system initially developed by the Firefighting Resources of California Organized for Potential Emergencies
(FIRESCOPE) program. SEMS incorporates ICS, the Master Mutual Aid Agreement and existing mutual aid systems,
the Operational Area concept, multi-agency or inter-agency coordination, and the Operational Area Satellite
Information System (OASIS).
Homeland Security Presidential Directive 5 (HSPD 5) directed the United States Department of Homeland Security
(USDHS) to lead a coordinated national effort with other federal departments and agencies and State, Local and
Tribal governments to establish a National Response Plan (NRP) and the National Incident Management System.
NIMS requires: 1) institutionalizing the Incident Command System, 2) incorporating NIMS into training and exercises,
3) incorporation of NIMS principles in Emergency Operations Plans, 4) local recognition of NIMS and adoption of
NIMS principles and policies, 5) delivery of NIMS-mandated training courses to those individuals who may be
involved in a future emergency response.
NIMS standard incident management structure is based on three key organizational systems:
• The Incident Command System (ICS) defines the operating characteristics, management components, and
structure of incident management organizations throughout the life cycle of an incident
• Multi-agency Coordination Systems, which define the operating characteristics, management components,
and organizational structure of supporting entities
• Public Information Systems, which include the processes, procedures, and systems for communicating
timely and accurate information to the public during emergencies
The California Emergency Plan, which the Governor promulgates, is published under the Act and provides overall
statewide authorities and responsibilities and describes the functions and operations of government at all levels
during extraordinary emergencies, including wartime. Section 8568 of the Act states, in part, that "the State
Emergency Plan shall be in effect in each political subdivision of the state, and the governing body of each political
subdivision shall take such action as may be necessary to carry out the provisions thereof." Local emergency plans
City of Rancho Cucamonga 2023 Emergency Operations Plan
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are, therefore, considered to be extensions of the California Emergency Plan. In 2005, the California Emergency Plan
was updated to be compliant with the National Incident Management System.
The California Civil and Government Codes contain several references to liability release (Good Samaritan Act) for
those providing emergency services.
The following guidance provides emergency authorities for conducting and/or supporting emergency operations:
1.4.1 LOCAL
• Emergency Services Ordinance adopted by the City Council (Ordinance No. 104, May 21, 1980)
• Resolution adopting the Master Mutual Aid Agreement (Resolution No. 77-14)
• Resolution adopting Workmen's Compensation Benefits for Disaster Service Workers (Resolution
No. 82-62)
• Resolution adopting the Emergency Operations Plan (Resolution No. 01-065)
• Resolution adopting the National Incident Management System (Fire Board Resolution No.06-060)
• San Bernardino County Operational Area Emergency Operations Plan
• City of Rancho Cucamonga Municipal Code
1.4.2 STATE
• Standardized Emergency Management System (SEMS) Regulations (Chapter 1 of Division 2 of Title
19 of the California Code of Regulations) and (Government Code Section 8607(a)) Standardized
Emergency Management System (SEMS) Guidelines.
• California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code).
• “Good Samaritan” Liability
• California Emergency Plan
• California Natural Disaster Assistance Act (Chapter 7.5 of Division 1 of Title 2 of the Government
Code)
• California Hazardous Materials Incident Contingency Plan
• California Health and Safety Code, Division 20, Chapter 6.5, Sections 25115 and25117, Chapter
6.95, Sections 2550 et seq., Chapter 7, Sections 25600 through25610, dealing with hazardous
materials
• Orders and Regulations which the Governor may selectively promulgate during a State of
Emergency
• Orders and Regulations Promulgated by the Governor to Take Effect upon the Existence of a State
of War Emergency
• California Master Mutual Aid Agreement
• Disaster Assistance Procedure Manual (CAL OES)
• California Emergency Resources Management Plan
• California Law Enforcement Mutual Aid Plan
City of Rancho Cucamonga 2023 Emergency Operations Plan
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• California Fire and Rescue Operations Plan
1.4.3 FEDERAL
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law 93-288, as
amended)
• Federal Civil Defense Act of 1950 (Public Law 920), as amended
• NRT-1, Hazardous Materials Emergency Planning Guide, and NRT-1A Plan Review Guide
(Environmental Protection Agency's National Response Team)
• National Incident Management System (Homeland Security Presidential Directive 5)
1.5 RELATIONSHIP TO OTHER PLANS/REFERENCES
The EOP is the primary document used by the City to describe the conduct of emergency management activities.
The EOP addresses how emergency response and recovery operations will be conducted and how resource support
will be requested and coordinated.
The EOP is not a stand-alone document. Its purpose is to coordinate emergency operations while supporting the
emergency plans and procedures of all City departments. The EOP is designed to be flexible enough to adapt to a
changing response environment while meeting the needs of supporting and requesting organizations. Other plans
and guidelines the EOP may support/complement include:
• State of California Emergency Plan 2017
• State of California Emergency Management Mutual Aid Plan 2012
• California Law Enforcement Mutual Aid Plan 2016
• California Fire Service and Rescue Emergency Mutual Aid Plan 2014
• California Public Health and Medical Emergency Operations Manual 2011
• Southern California Catastrophic Earthquake Plan 2010
• San Bernardino County Operational Area Emergency Response Plan (OAERP)
• The San Bernardino County Multi-Jurisdiction Local Hazard Mitigation Plan Update 2016
• City of Rancho Cucamonga Local Hazard Mitigation Plan
• City General Plan
• Other City Department Emergency Operations Plans and Standard Operating Procedures
• Community Wildfire Protection Plan (CWPP)
• 2021 Evacuation Assessment
1.6 PRIVATE INDUSTRY, SPECIAL DISTRICTS, AND N ON-GOVERNMENT ORGANIZATIONS
Volunteer agencies and private agencies may participate in the mutual aid system along with governmental agencies.
For example, the disaster medical mutual aid system relies heavily on private sector involvement for medical/health
resources. Some volunteer agencies such as the American Red Cross, Salvation Army, and others are an essential
element of the statewide emergency response to meet the needs of disaster victims. Volunteer agencies mobilize
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volunteers and other resources through their own systems. They also may identify resource needs that are not met
within their own systems that would be requested through the mutual aid system. Volunteer agencies with extensive
involvement in the emergency response should be represented in EOCs.
Some private agencies have established mutual aid arrangements to assist other private agencies within their
functional area. For example, electric and gas utilities have mutual aid agreements within their industry and
established procedures for coordinating with governmental EOCs. In some functional areas, services are provided
by a mix of special district, municipal and private agencies. Mutual aid arrangements may include both governmental
and private agencies. Liaisons should be established between activated EOCs and private agencies involved in a
response. Where there is a need for extensive coordination and information exchange, private agencies should be
represented in activated EOCs at the appropriate time.
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2. SITUATION AND ASSU MPTION S
The following section provides basic information about the city and identifies potential hazards that may pose risks
to the city’s communities.
2.1 CITY DESCRIPTION
Rancho Cucamonga is located just south of the foothills of the San Gabriel Mountains and San Bernardino National
Forest in San Bernardino County, approximately 37 miles east of Downtown Los Angeles. Occupying 46 square miles,
the city is home to nearly 180,000 residents and several large corporations like Coca-Cola, Frito-Lay, Mercury
Insurance Group, Southern California Edison, and Amphastar Pharmaceuticals. Bordered by Upland to its west,
Ontario to its south, the San Gabriel Mountains to its north, and Fontana to its east, this part of San Bernardino
County is connected to the rest of southern California and the world by freeways (I-10, I-210, I-15) and the Ontario
International Airport.
2.1.1 CLIMATE
The city’s climate is classified as warm Mediterranean, or Csa, under the Köppen climate classification system with
hot, dry summers, and cooler wetter winters.
Winter/ Spring – typically lasts from November through early May, with average highs from 60’s and 70’s °F and
lows in the 30’s and 40’s °F. During these times of the year, the city can experience cold weather events and heavy
rains and snows along the foothills of the San Gabriel Mountains. During these times of the year, flooding and
landslides incidents can occur, and monitoring should occur to manage these risks.
Summer/ Fall – runs typically from June through October, with average high temperatures in the low 90’s and
essentially no rainfall. The city can experience extreme heat events, severe winds (Santa Ana Winds), and extreme
fire danger during these times of the year. All three of these conditions can often occur together, creating high-risk
conditions for City staff, residents, and businesses.
2.1.2 CITY SERVICES
Government Services are provided directly by the City, except for the following services:
• Law Enforcement: Provided under contract by the San Bernardino County Sherriff
• Fire Protection: Provided by the Rancho Cucamonga Fire Protection District.
• Electrical Utilities: Provided by Southern California Edison, except for certain locations within the city served
by the Rancho Cucamonga Municipal Utility (RCMU), provides electricity to over 2,000 metered businesses
and residents in a selected area within the southeastern portion of the city.
• Gas Utilities: Provided by Southern California Gas Company (SoCal Gas)
• Water and sewer utilities: Provided by Cucamonga Valley Water District and Fontana Water Company
• Refuse / trash
2.2 INFRASTRUCTURE
An inventory of City Critical Facilities is provided in Appendix I.
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2.3 HAZARD IDENTIFICATION
The 2021 Local Hazard Mitigation Plan and General Plan Safety Element include a detailed assessment of the
community's natural hazards. Table 2.1 identifies the hazards identified in the LHMP and the anticipated level of
impacts that could occur within the city.
TABLE 2.1 HAZARDS OF CONCERN
HAZARD PROBABILITY
IMPACT HAZARD PLANNING
CONSIDERATIONS LOCATION PRIMARY
IMPACT
SECONDARY
IMPACT
Seismic Hazards Highly Likely Entire City High High High
Wildfire Highly Likely Wildland Urban
Interface High High High
Severe Weather
(Extreme Heat) Highly Likely Entire City Moderate Moderate High
Human-caused Hazards
(Cyber Threats) Highly Likely Entire City Negligible High High
Severe Weather
(Severe Wind) Highly Likely Entire City Limited High High
Flooding Likely
Flood Plains and
Low-Lying
Roadways
Moderate High Medium
Severe Weather
(Drought) Likely Entire City Negligible Limited Medium
Human-caused Hazards
(Terrorism/MCI) Occasional Entire City, Small
Area Limited Moderate Medium
Hazardous Materials
Release Occasional
Industrial Areas,
Truck Routes,
Railways
Limited Limited Medium
Aircraft Incident Occasional
Entire City.
Multiple Block
Area
Negligible Negligible Low
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2.3.1 HAZARD PROFILES
The following tables provide a description of the hazards that may affect the city.
NATURAL HAZARDS
SEISMIC HAZARDS (FAULT RUPTURE, SEISMIC SHAKING, LIQUEFACTION, LANDSLIDE)
DESCRIPTION
Seismic hazards includes four different but related hazard types—fault rupture, seismic shaking, liquefaction, and
landslide—all of which are consequences of earthquakes. Earthquakes themselves are caused by the movement
of large pieces of the earth’s crust, called tectonic plates. As the tectonic plates move against each other, they
can become stuck together, causing stress between the plates to build up until it eventually overcomes the friction
holding them together. When this happens, the stress is released, and the plates suddenly slip past each other,
creating the shaking that we call an earthquake. Earthquakes occur along boundaries called fault lines. These fault
lines may be the actual border between plates, but they may also be borders between two sections of a single
plate, created by the repeated accumulated and released stress process.
Fault Rupture occurs when the earth's surface shifts and cracks along a fault line during a seismic event. While
this phenomenon is not especially dangerous in natural environments, issues arise when structures are built near
or on top of an active fault. Per the California Geological Survey (CGS), an active fault has experienced surface
movement in the past 11,700 years.
Liquefaction is a ground failure phenomenon that may occur during a seismic event. Liquefaction results when
seismic energy shakes an area with low-density, fine grain soil, like sand or silt saturated with water. The shaking
motion causes loosely packed soils to experience decompaction, making the saturated sediment behave more
like a liquid than solid ground. During liquefaction events, the liquified soil can lose most of its stability, causing
damage to buildings and infrastructure built upon it.
Ground failure resulting from an earthquake can occur in the form of an Earthquake-Induced Landslide. These
failures typically happen in areas with steep slopes or unstable soil conditions. Landslides can impact structures,
sever utility lines, block roadways, and impact people and properties in the failure path.
RISK/THREAT
Fault rupture: fault segments where rupture could occur, include the Cucamonga Fault, Etiwanda Fault Scarp,
and Red Hill Fault. The Cucamonga Fault and Etiwanda Fault Scarp are located within Alquist Priolo Special Study
Zones as defined by the California Geological Survey. The Red Hill Fault is situated in a City designated Special
Study Zone.
Seismic shaking: According to the Third Uniform California Earthquake Rupture Forecast (UCERF3), the probability
of an M6.7 earthquake in the next 30 years along the Cucamonga Fault is approximately 1.5%. In comparison, two
of Southern California's most active faults (San Jacinto and San Andreas) are located within 16 miles of the city.
They have a probability between 5% and 18%, respectively, the potential of producing an M6.7 earthquake within
the next 30 years. They have a 5% and 11%, respectively potential of producing an M7.5 earthquake over the
same timeframe.
Liquefaction: Small isolated areas within the city have the potential for liquefaction. These areas are located in
the vicinity of the intersection of Baseline Road and Carnelian Street and Baseline Road and Hellman Avenue.
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Earthquake Induced Landslide: Areas along the city's northern border are most prone to Earthquake Induced
Landslide hazards. These areas are characterized by steep terrain and are located near the Cucamonga Fault.
AFFECTED POPULATION ESTIMATES
All of the city is subject to the potential effects of a seismic event. For Fault Rupture, Liquefaction, and Earthquake
Induced Landslide, minimal populations within the city are potentially affected due to the isolated locations of
these hazard areas and the limited amount of development.
FREQUENCY
Seismic incidents occur regularly near the city. The list below describes seismic events since 1971.
Date Event Name/Location Distance (miles) Magnitude
2019 Ridgecrest 105 7.1
1999 Hector Mine 98 7.1
1994 Northridge 55 6.6
1992 Big Bear 43 6.3
1992 Landers 65 7.3
1971 Agua Dulce 51 6.7
GEOGRAPHICAL CHARACTERISTICS
The city is located near a variety of active faults in southern California. The closest faults include the Etiwanda
Avenue Fault and Cucamonga Fault, both located within the city and Sphere of Influence (SOI). While these faults
are considered active and can generate earthquakes, the probability of producing a significant event is relatively
low compared to other faults in the region, such as the San Andreas and San Jacinto Faults.
RESPONSE CONSIDERATIONS
Response considerations should include damage assessments of critical facilities, identification of safe locations
for potential evacuation and sheltering purposes, and protecting life and property from infrastructure that is
damaged and deemed hazardous to people and the environment.
ASSOCIATED PLANS
City of Rancho Cucamonga Plans: 2021 LHMP, 2021 General Plan Safety Element, Mass Care and Shelter Annex.
2021 Evacuation Assessment
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WILDFIRE
DESCRIPTION
Wildland fires are relatively common in the wildland and forested areas and a natural feature of many ecosystems
in the State. However, changes to California’s landscape due to farming and urban development, past suppression
of naturally occurring fires (allowing dry fuel to accumulate), and increased development into forested and other
natural areas have all made wildfires a hazard of concern. There are two primary types of wildfires: wildland fires
and wildland-urban interface (WUI) fires. Wildland fires burn entirely in natural environments and generally pose
a minor direct threat to life or property, although they may threaten sensitive environmental areas. These fires
may be left to burn out on their own or may even be deliberately set in an attempt to return California’s wildfire
regime to a natural pattern. WUI fires, which burn in areas where development has intruded into natural settings,
pose a substantially greater risk. Depending on the population density of the WUI and the topography of the area,
even small WUI fires can be highly damaging.
RISK/THREAT
Wildfire risk is the result of multiple factors, including the amount and type of vegetation in an area, the local
topography, the health of the vegetation (due to extended drought conditions or pestilence), and weather and
climatic conditions such as temperature, humidity, and wind. Wildfires may be started by weather (lightning),
accidents (sparks from machinery, for example), or deliberately.
Fire-prone areas in California are divided into three categories: Federal Responsibility Areas (FRAs), State
Responsibility Areas (SRAs), and Local Responsibility Areas (LRAs). FRAs are lands where federal agencies are
responsible for preventing and fighting fires and include lands protected by the US Forest Service, the US
Department of Agriculture, and the Department of the Interior (including the National Park Service, the Bureau
of Land Management, and the Bureau of Indian Affairs). SRAs are areas where the California Department of
Forestry and Fire Protection (Cal Fire) is responsible for fire prevention and firefighting, while local agencies have
responsibilities in the LRAs. The City has designated a Wildland Urban Interface Fire Area (WUIFA), which includes
high and very high fire hazard severity zones as defined by Cal FIRE.
AFFECTED POPULATION ESTIMATES
Over 5,400 developed parcels located in the WUIFA.
FREQUENCY
Wildfire is the most commonly occurring hazard event in California. Recent fires that have affected the city include
the 2003 Grand Prix Fire (Old Fire) and the 2014 Etiwanda Fire that caused large evacuations and impacted
properties within the city.
GEOGRAPHICAL CONSIDERATIONS
The City has identified the most fire-prone areas within the WUIFA, including portions of the City and Sphere of
Influence.
RESPONSE CONSIDERATIONS
Response considerations for Wildfire events should include understanding the direction and speed of any winds
(or the forecast for these conditions), the location of ignition, the evacuation routes necessary to travel safely,
special needs associated with evacuation (large animals, special needs populations), and the procurement of
necessary resources and equipment if the incident grows beyond ity boundaries and capabilities.
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ASSOCIATED PLANS
2021 LHMP, 2021 CWPP, 2021 Evacuation Assessment, Mass Care and Shelter Annex, Large Animal Evacuation
Annex
SEVERE WEATHER (EXTREME HEAT, SEVERE WIND, DROUGHT)
DESCRIPTION
Extreme Heat: Extreme heat is when temperatures are abnormally high relative to the average temperature
range. The effects of extreme heat (over eighty-four degrees Fahrenheit (84°F)) on human health are well
documented. Increased temperature or extended periods of elevated temperatures can increase heat-related
mortality, cardiovascular-related mortality, respiratory mortality, and heart attacks while increasing hospital
admissions and emergency room visits. Extreme heat can also affect a person’s ability to thermo-regulate, causing
heat stress and sometimes leading to death.
Several factors contribute to the vulnerability of an individual to extreme heat. Intrinsic factors that contribute to
heat-related risk include age (over sixty-five (65) and infants and children) and medical conditions (e.g.,
cardiovascular disease, diabetes, and mental illness). Extrinsic factors, or those external to an individual, include
neighborhoods with high levels of impervious surfaces and low tree cover, housing units that lack air conditioning,
or household access to a vehicle. These intrinsic and extrinsic factors such as race and ethnicity, education level,
poverty, immigration status, and profession (particularly individuals who work outside, such as farm and
construction workers) may contribute to an individual’s vulnerability to heat events.
Severe Wind: Wind is simply the movement of air caused by differences in atmospheric pressure and
temperature. High-pressure air will naturally move to areas of low pressure. Usually, the distance between these
high- and low-pressure zones is far. However, on occasion, these low- and high-pressure zones may occur near
one another. When this happens, air will flow dramatically, creating high-speed winds. The NWS defines high
winds as between 40 and 58 mph. High winds typically occur in the fall, when high-pressure air masses to the east
are close to low-pressure air off the coast. These easterly Santa Ana winds are dry and, along with high
temperatures, create the potential for fire danger and may result in red flag warnings. Winter storms may also
contain high winds.
Drought: a period in which water supplies become scarce. In California, droughts occur when precipitation is
limited for an extended period. Unlike most other hazards, droughts develop over a long period, often taking
multiple dry years to cause drought conditions, which may persist for years. Droughts may also have a significant
impact on communities, not directly in the affected area.
RISK/THREAT
Extreme Heat: Extreme Heat is characterized by National Weather Service (NWS) advisories and warnings. The
National Weather Service (NWS) issues an Excessive Heat Warning/Advisory when an extreme heat event (a “heat
wave”) is expected within the next thirty-six (36) hours. These extreme heat events are influenced by weather
patterns generally affecting an entire region, though they have varying impacts on different locations within a
region depending on topography, proximity to coastal wind patterns, and the design of the surrounding
environment. For Rancho Cucamonga, an extreme heat day involves temperatures over 103.9°F.
Severe Wind: When winds are fast enough, they can damage homes, public facilities, utilities, and other
infrastructure. They can also uproot or topple mature trees and send debris careening through the air. Airborne
debris can injure or even kill people who are outdoors. High-speed winds can also deposit debris in roads,
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freeways, and railways, blocking exit routes for would-be evacuees or impeding access to first responders trying
to reach injured people.
Drought: Droughts are regional in nature, although depending on where water comes from, droughts could be
felt from outside the local area if water supplies are impacted. The US Drought Monitor Classifications range from
D0 (Abnormally Dry) through D4 (Exceptional Drought). Checking this resource ensures you understand what
drought conditions the city is currently facing.
AFFECTED POPULATION ESTIMATES
Extreme Heat: Extreme heat events would subject the entire city to the same physical effects. However, different
segments of the population may experience these effects differently. According to The Impacts Of Climate Change
On Human Health In The United States: A Scientific Assessment, the following groups are particularly vulnerable
to heat:
• Young children and infants are particularly vulnerable to heat-related illness and death, as their bodies
cannot adapt to heat as readily as adults.
• Older adults, particularly those with preexisting diseases, take certain medications, live alone or with
limited mobility exposed to extreme heat, and experience multiple adverse effects.
• People with chronic medical conditions are more likely to have a serious health problem during a heat
wave than healthy people.
• Pregnant women are also at higher risk. Extreme heat events have been associated with adverse birth
outcomes such as low birth weight, pre-term birth, and infant mortality, as well as congenital cataracts.
Severe Wind: The entire city is subject to potential high winds.
Drought: The regional nature of drought hazards means that all of the city faces an equal risk of drought.
FREQUENCY
Extreme Heat: Historically, the city has experienced an average of 4 extreme heat days between 1950-2005. The
number of days could increase to between 21 and 35 days by the end of the century.
Severe Wind: Severe wind events are common to the city and typically occur during Santa Ana wind conditions
during the cool season months from October to March.
Drought: Droughts are a regular feature in California and are almost certain to continue to occur in the future,
with varying severity and duration.
GEOGRAPHICAL CHARACTERISTICS
Extreme Heat: All portions of the community are equally susceptible to extreme heat conditions; however certain
local conditions (tree cover, building age/condition) could change the effects felt by residents within the
community.
Severe Wind: Wind direction is most commonly from northeast to southwest during Santa Ana conditions.
Droughts: The specific impacts of a drought can depend on several local conditions, including water supply
systems, soil types, and land uses. For the city, any water supplies that rely on local water supply and groundwater
recharge could be impacted if the city experiences drought conditions.
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RESPONSE CONSIDERATIONS
Extreme heat conditions may involve the establishment of cooling centers and require notifications to community
members days leading up to the event and during the event. Cleanup activities may include damage clean-up
along roadways and buildings from fallen trees and structures for severe wind events.
ASSOCIATED PLANS
2021 LHMP, Climate Action Plan, Mass Care and Shelter Annex.
FLOOD (FLOODING AND DAM INUNDATION)
DESCRIPTION
Flood: Flooding occurs any time a body of water rises to cover what is usually dry land. Floods have many causes,
including heavy rains, spring snowmelt, and dam or levee failure. When flooding occurs, affected areas may
sustain damage to structures and personal property and severe damage to the environment in the form of soil
erosion and deforestation, and damage to utilities and transportation systems. Floods that develop quickly,
known as flash floods, are especially dangerous because there may be little warning that one is occurring, but
floods can also build over a more extended period.
Dam Inundation: Dam failure occurs when a dam is damaged or destroyed to the point where it partially or
completely loses its ability to hold back water. When this occurs, some or all of the water impounded by the dam
is suddenly released, causing a fast-moving flood downstream of the dam. Depending on the amount of water
released, the flood caused by dam failure can resemble a flash flood, or in more severe instances, can resemble
a wall of water similar to a tsunami. These floods can damage or destroy property and cause injury or loss of life
for people in the affected area. Due to the speed of the floodwaters, an unexpected dam failure event may occur
too rapidly to effectively notify people living near the dam.
RISK/THREAT
Flooding: Flood severity is generally described in percent of occurrence over a span of years, such as a 100-year
event, which equates to a 1 percent chance of occurring in any given year. Similarly, a 500-year flood event is one
where the risk of such an event is 0.2 percent in any given year. Flood events within the City can occur either due
to large storms and flash flooding that overwhelms infrastructure or the failure of flood control facilities that
inundate downstream communities.
Dam Inundation: The California Department of Water Resources has identified the downstream hazard
classifications for dam facilities within the city, which are all considered high and expected to cause the loss of at
least one human life.
AFFECTED POPULATION ESTIMATES
Flooding: Populations located within or downstream of flood hazard zones will be most vulnerable to this hazard;
however, key locations within the city that either lack adequate storm drain infrastructure or are unable to convey
storm flows effectively may also be affected.
Dam Inundation: Areas downstream of dam facilities within the city are most vulnerable to these effects. Refer
to the General Plan Safety Element or LHMP for maps depicting these inundation zones.
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FREQUENCY
Flooding: Flooding is most likely to occur in the winter months due to winter storms. Key floods that have affected
the city have occurred in 1983, 1978, and 1969.
Dam Inundation: Dam failure is a low probability, high impact hazard. While dam failures are infrequent, they can
cause catastrophic results.
GEOGRAPHICAL CHARACTERISTICS
Flooding: Approximately 3,857 acres of land are located within the city's 100-year and 500-year flood zones.
Dam Inundation: The city currently has seven catch-basins that are defined as dams by the State of California.
These are:
• Alta Loma Basin 1 and 2: has a 155 acre-feet reservoir capacity and inundation zone of 332.4 acres.
Maximum capacity per EAP: 120 acre-feet
• Cucamonga Creek: has a 355 acre-feet reservoir capacity and inundation zone of 353.3 acres. Maximum
capacity per EAP: Same
• Day Creek: has a 140 acre-feet reservoir capacity and inundation zone of 122.9 acres. Maximum capacity
per EAP: 173 acre-feet
• Deer Creek: has a 24 acre-feet reservoir capacity and inundation zone of 212.3 acres. Maximum capacity
per EAP: 46 acre-feet
• Demens Creek has a 35 acre-feet reservoir capacity and inundation zone of 206.9 acres. Maximum
capacity per EAP: 45 acre-feet
• Etiwanda Basin has a 283 acre-feet reservoir capacity and inundation zone of 119.9 acres. Maximum
capacity per EAP: Same
• Hickory Basin has a 220 acre-feet reservoir capacity and inundation zone of 333.7 acres. Maximum
capacity per EAP: 220 acre-feet
• San Sevaine Basin has a 2,765 acre-feet reservoir capacity and inundation zone of 2,982.7 acres.
Maximum capacity per EAP: 3,477 acre-feet
See the 2021 Rancho Cucamonga LHMP for Flood Hazard Zones and Dam Inundation Zones within the city.
RESPONSE CONSIDERATIONS
Should include identifying the potential flooding location(s), the need for temporary road closures, infrastructure
repairs, and possible evacuation locations. Weather monitoring should occur before any weather events,
accompanied by frequent outreach and notifications to vulnerable populations and key locations.
ASSOCIATED PLANS
2021 LHMP, 2021 Evacuation Assessment, Mass Care and Shelter Annex, Large Animal Evacuation Annex, San
Bernardino County Flood Control EAPs
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HUMAN-CAUSED HAZARDS
CYBER THREATS
DESCRIPTION
Cyber-attack: an incident whereby an intruder or a group of individuals is either attempting or actively disrupting
the operations of government or private sector information technology networks, systems, or any other
electronically based infrastructure. Cyberattacks may take a variety of forms and vary in the scale of their impact.
Small attacks may come in the form of isolated attacks from software called malware (malicious software, such
as computer viruses) against a few systems or networks. Larger incidents represent mass, coordinated attacks
against multiple networks, systems, or pieces of municipal infrastructure.
RISK/THREAT
Large-scale cyberattacks have the potential to cause mass failure of key pieces of government or private sector
systems such as power, water, financial services, healthcare, telecommunications, transportation, or public
safety. Such attacks may affect financial security, overall well-being, and potentially the health and safety of
community members. Cyberattacks can result in physical damage (for example, a malicious command to a piece
of infrastructure may cause it to operate in a manner it was not designed for, damaging the infrastructure).
For the County’s response, the likely primary systems affected by a hypothetical cyberattack are transportation
and government services. Cyberattacks on internal computer networks, such as payroll systems or the County’s
website, may also cause significant hardship. Utilities such as telecommunications, power, and natural gas
represent potential secondary targets as the County government does not manage them. It should be assumed
that all infrastructure and systems could potentially be subject to cyberattacks.
AFFECTED POPULATION ESTIMATES
The entire city and its populations, commerce, industry, and services are susceptible to cyber-attacks.
FREQUENCY
Cyber threats and attacks occur multiple times a day within the city. They may affect individuals, businesses, and
critical infrastructure services.
GEOGRAPHICAL CHARACTERISTICS
Cyber threats and attacks may be local, regional, national, or international. They may affect global networks and
systems.
RESPONSE CONSIDERATIONS
Cyber threats require a coordinated response from IT operators and law enforcement officials. Much cyber-
attack response lies in developing robust preparedness plans and protocols and implementing a robust cyber-
security training program. Individual cyber-attack response is often proprietary or other protected information.
ASSOCIATED PLANS
Cybersecurity Incident Response Plan
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TERRORISM/MASS-CASUALTY INCIDENT
DESCRIPTION
Terrorism: the use of force or the threat of force to intimidate the population and/or the government, with the
intent to achieve a particular political or social objective. Terrorists may seek to kill or injure people, damage, or
destroy property, disrupt infrastructure or services, or some combination of these outcomes. Acts of terror
often involve the use of firearms or conventional explosives, although other materials may be used in some
cases (e.g., flammable materials in terrorism-related acts of arson). The use of biological, chemical, radioactive,
or high-yield explosive materials (collectively called weapons of mass destruction or WMDs) in acts of terror is
not unprecedented but is extremely rare. Terrorist acts are often perceived as being carried out by foreign
individuals or groups, although American citizens have been responsible for most acts of terror in the US.
RISK/THREAT
The causes behind acts of terror are highly complex, often involving national or global political, social, or economic
issues. It is not possible to reasonably forecast the likelihood of a future terrorist act in Rancho Cucamonga or to
suggest which facilities or events may be potential targets. Like virtually all other communities, Rancho
Cucamonga will continue to be a target.
AFFECTED POPULATION ESTIMATES
All residents, businesses, and infrastructure are susceptible to the effects of terrorism.
FREQUENCY
There have been no reported acts of terror within Rancho Cucamonga itself, although multiple terrorist acts have
happened in the region.
GEOGRAPHICAL CHARACTERISTICS
Terrorism is not limited to specific areas. Terrorists may target virtually any location, depending on their
objectives, and there are no places that can be said to be completely safe from terrorist acts. Potential prominent
sites that terrorists may seek to target include government offices, corporate headquarters, shopping malls,
schools, healthcare facilities, major industrial facilities and pieces of infrastructure, and large events.
RESPONSE CONSIDERATIONS
A terrorist attack will have responders from multiple agencies. The City must establish a UC with all affected
agencies. The EOC would be activated to coordinate the response and support the incident with logistical needs,
alert and warning, public messaging, and sheltering.
ASSOCIATED PLANS
2021 LHMP, 2021 Evacuation Assessment, Mass Care and Shelter Annex
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HAZARDOUS MATERIALS RELEASE
DESCRIPTION
Hazardous materials release refers to a hazard event whereby harmful concentrations of hazardous or toxic
substances are released into the environment. This occurs when storage containers of hazardous materials leak
or fail. This can happen due to industrial accidents, vehicle crashes, as a direct result of other disasters (e.g., a
flood or earthquake), or as a deliberate act.
RISK/THREAT
Hazardous materials can take the form of liquids, solids, contained gases, or sludge, and can be the by-products
of manufacturing processes or simply discarded commercial products, like cleaning fluids and pesticides. In severe
situations, there is a risk of hazardous materials release events on a regional level due to prevailing wind
conditions; airborne toxic material could spread and impact the city. The threat that hazardous materials pose to
human health depends on the type of material, frequency, and duration of exposure, and whether chemicals are
inhaled, penetrate the skin, or are ingested, among other factors. Exposure to hazardous materials can result in
short- or long-term effects, including major damage to organs and systems in the body or death.
Hazardous materials release into the environment with properties that make them dangerous or potentially
harmful to human health or the environment. Hazardous materials can also cause health risks if they contaminate
soil, groundwater, and air, potentially posing a threat long after the initial release.
AFFECTED POPULATION ESTIMATES
While all residents have the potential to be affected by a hazardous material release, those that live near sites
using, storing, producing, or disposing of hazardous materials, industrial centers, and transportation corridors are
most susceptible.
FREQUENCY
As long as hazardous materials are present in Rancho Cucamonga, either permanently or temporarily, there is
some chance of a hazardous material release. There is no indication that the amounts of hazardous materials in
Rancho Cucamonga will change substantially in the future (e.g., from the opening or closing of a large industrial
facility), but such events are possible. Given that hazardous material releases have occurred in the past in Rancho
Cucamonga, all expectations are that similar releases will continue to occur. Assuming there are no substantial
deviations from past trends, most releases are likely to be small-scale events with rare larger releases.
GEOGRAPHICAL CHARACTERISTICS
Major transportation routes (Base Line, Foothill, Archibald, Haven, Milliken) and industrial use areas within the
city (predominantly located south of Foothill Blvd) are more likely to experience hazardous material releases due
to the activities that occur in these locations.
RESPONSE CONSIDERATIONS
Hazardous materials releases will require identification of the incident location and material released,
identification of surrounding properties (including sensitive receptors/vulnerable populations), potential
evacuation needs, and adequate notification to residents and businesses in the area affected.
ASSOCIATED PLANS
Hazard Materials Business Plans
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AIRCRAFT INCIDENT
DESCRIPTION
The National Transportation Safety Board defines an airplane accident as an occurrence associated with the
operation of an aircraft that takes place between the time any person boards the aircraft with the intention of
flight and all such persons have disembarked, and in which any person suffers death or serious injury, or in which
the aircraft receives substantial damage (see 49 CFR 830).
RISK/THREAT
In aviation, an accident is defined by the Convention on International Civil Aviation Annex 13 as an occurrence
associated with the operation of an aircraft which takes place from the time any person boards the aircraft with
the intention of flight until all such persons have disembarked and in which: 1) a person is fatally or seriously
injured, 2) the aircraft sustains significant damage or structural failure, or 3) the aircraft goes missing or becomes
completely inaccessible. Annex 13 defines an incident as an occurrence, other than an accident, associated with
the operation of an aircraft that affects or could affect the safety of operation. A hull loss occurs if an aircraft is
destroyed, damaged beyond repair, lost, or becomes completely inaccessible.
AFFECTED POPULATION ESTIMATES
Aircraft incidents typically involve a single aircraft operating in proximity to an airport or airfield. Large commercial
aircraft may operate holding hundreds of crew and customers. A crash of this type of aircraft is likely to result in
a mass casualty incident. Populations on the ground in the crash pathway may be injured or killed and buildings
damaged or destroyed.
FREQUENCY
Aircraft incidents are rare. In July 2014, a light aircraft crashed in an open field in the city. The pilot sustained
injuries and was rescued by local bystanders. No injuries were reported on the ground, and there were no other
people on the plane. Fire crews contained a small fuel leak from the aircraft.
GEOGRAPHICAL CHARACTERISTICS
Ontario International Airport is located within five miles of the city.
RESPONSE CONSIDERATIONS
Aircraft incidents response is coordinated by local fire and rescue agencies. The City of Ontario Fire Department
provides fire response for the airport using two fire stations.
ASSOCIATED PLANS
Ontario Airport Master Plan
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3. CONCEPT OF OPERATIONS (CONOPS)
Operations during peacetime and national security emergencies involve a full spectrum of activities from a minor
incident to a major earthquake. There are a number of similarities in operational concepts for peacetime
and national security emergencies. Some emergencies will be preceded by a build-up or warning period, providing
sufficient time to warn the population and implement mitigation measures designed to reduce loss of life and
property damage. Other emergencies occur with little or no advance warning, thus requiring immediate activation
of the emergency operations plan and commitment of resources. All agencies must be prepared to respond
promptly and effectively to any foreseeable emergency, including the provision and utilization of mutual aid.
3.1 ASSUMPTIONS
• The City of Rancho Cucamonga is primarily responsible for emergency actions and will commit all available
resources to save lives, minimize injury to persons, and damage to property.
• The City will respond to emergencies within the existing Emergency Management Organization in the State
of California.
• The City of Rancho Cucamonga will utilize SEMS/NIMS/ICS in emergency response operations.
• The City will use the Incident Command System (ICS) and the Multi-Agency Coordination System (MACS) at
all incidents and events.
• The Director of Emergency Services will coordinate the City's disaster response in conformance with
Emergency Services Ordinance No.104.
• The City of Rancho Cucamonga will participate in the San Bernardino County Operational Area.
• The City of Rancho Cucamonga's resources will be made available to local agencies and citizens to cope with
disasters affecting this area.
• The City will commit its resources to a reasonable degree before requesting mutual aid assistance.
• Mutual Aid assistance will be requested when disaster relief requirements exceed the City's ability to meet
them.
3.2 PHASES OF EMERGENCY MANAGEMENT
Emergency management activities are often associated with the five emergency management phases indicated
below during peacetime and national security emergencies. However, not every disaster necessarily includes all
indicated phases.
3.2.1 MITIGATION
Mitigation efforts occur both before and following disaster events. Post-disaster mitigation is part of the recovery
process. Eliminating or reducing the impact of hazards within the city that are a threat to life and property is part
of the mitigation effort. Mitigation tools may include:
• Local ordinances and statutes (zoning ordinance, building codes and enforcement, etc.)
• Structural measures
• Abatements
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• Public information and community relations
• Land-use planning
• Professional training
3.2.2 PREVENTION
Prevention focuses on averting human created hazard events, primarily from potential natural disasters or terrorist
(both physical and biological) attacks. Preventive measures are designed to provide more permanent protection
from disasters. However, not all disasters are preventable. Good evacuation plans, environmental planning, and
design standards can limit the risk of life and injury.
3.2.3 PREPAREDNESS
The preparedness phase involves activities taken in advance of an emergency. These activities develop operational
capabilities and effective responses to a disaster. These actions might include mitigation activities,
emergency/disaster planning, training and exercises, and public education. Those identified in this plan as having
either a primary or support mission relative to response and recovery should prepare Standard Operating
Procedures (SOP), Emergency Operations Plans (EOP), and checklists detailing personnel assignments, policies,
notification rosters, and resource lists. Personnel should be acquainted with these SOPs and checklists through
periodic training in the activation and execution procedures.
• Increased Readiness
o Increased readiness actions will be initiated by the receipt of a warning or the observation
that an emergency situation is imminent or likely to occur soon. Actions to be accomplished
include, but are not necessarily limited to:
• Review and update of EOP, SOPs, and resources listings
• Dissemination of accurate and timely emergency public information
• Accelerated training of permanent and auxiliary staff
• Inspection of critical facilities
• Recruitment of additional staff and Disaster Services Workers
• Mobilization of resources
• Testing warning and communications systems
3.2.4 RESPONSE
Pre-Emergency
When a disaster is inevitable, actions are precautionary and emphasize protection of life. Typical responses might
be:
• Evacuating threatened populations to safe areas
• Providing security as necessary
• Advising threatened populations of the emergency and apprising them of safety measures to be
implemented
• Advising the San Bernardino County Operational Area of the emergency
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• Notifying Rancho Cucamonga Emergency Management Coordinator or designee to request notification to
the Operational Area EOC
• Identifying the need for mutual aid and requesting such through the San Bernardino County
Operational Area EOC either by telephone or radio
• Proclaiming of a Local Emergency by local authorities
Emergency Response
During this phase, emphasis is placed on saving lives and property, controlling the situation, and minimizing the
effects of the disaster. Immediate response is accomplished within the affected area by local government agencies
and segments of the private sector.
One or more of the following conditions will apply to the City during this phase:
• The situation can be controlled without mutual aid assistance from outside the City.
• Evacuation of portions of the city is required due to uncontrollable immediate and ensuing threats.
• Mutual aid from outside the City is required.
• The city is either minimally impacted or not impacted at all and is requested to provide mutual aid to other
jurisdictions.
The emergency management organization will give priority to the following operations:
• Dissemination of accurate and timely emergency public information and warning to the public
• Situation analysis
• Resource allocation and control
• Evacuation and rescue operations
• Medical care operations
• Coroner operations
• Care and shelter operations
• Access and perimeter control
• Public health operations
• Restoration of vital services and utilities
• Damage Assessment
When local resources are committed to the maximum and additional resources are required, requests for mutual
aid will be initiated through the San Bernardino County Operational Area. Fire and law enforcement agencies
will request or render mutual aid directly through established channels. Any action which involves financial outlay
by the jurisdiction, or a request for military assistance, must be authorized by the appropriate local official. If
required, the California Office of Emergency Services (Cal OES) may coordinate the establishment of one or more
Disaster Support Areas (DSAs) where resources and supplies can be received, stockpiled, allocated, and
dispatched to support operations in the affected area(s).
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Depending on the severity of the emergency, a Local Emergency may be proclaimed, the local Emergency
Operations Center (EOC) may be activated, and San Bernardino County Operational Area will be advised. The
Cal OES Director may request a gubernatorial proclamation of a State of Emergency. Should a State of
Emergency be proclaimed, state agencies will, to the extent possible, respond to requests for assistance. These
activities will be coordinated with the Cal OES Director.
Cal OES may also activate the State Operations Center (SOC) in Sacramento to support Cal OES Regions, state
agencies, and other entities in the affected areas and to ensure the effectiveness of the state's SEMS. The State
Regional EOC (REOC) in Los Alamitos, or an alternate location, will support the San Bernardino County Operational
Area.
If the Governor requests and receives a Presidential declaration of an Emergency or a Major Disaster under
Public Law 93-288, the Governor will appoint a State Coordinating Officer (SCO). The SCO and an appointed
Federal Coordinating Officer (FCO) will coordinate and control state and federal recovery efforts in supporting
local operations. The REOC will coordinate all emergency response efforts and initial recovery support.
Sustained Emergency
In addition to continuing life and property protection operations, mass care, relocation, registration of displaced
persons, and damage assessment operations will be initiated. During this crucial time, the need for security will
be evaluated and deployed as necessary.
3.2.5 RECOVERY
As soon as possible, CAL OES will collaborate with representatives of federal, state, county, and city agencies
and representatives of the American Red Cross to coordinate the implementation of assistance programs and the
establishment of support priorities. Local Assistance Centers (LACs) may also be established, providing a "one-
stop" service to initiate the process of receiving federal, state, and local recovery assistance.
The recovery period has major objectives which may overlap, including:
• Reinstatement of family autonomy
• Provision of essential public services
• Permanent restoration of private and public property
• Identification of residual hazards
• Plans to mitigate future hazards
• Recovery of costs associated with response and recovery efforts
3.3 NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)
The NIMS provides a comprehensive approach to emergency management for all hazards. NIMS integrates existing
best practices into a consistent, nationwide approach to domestic emergency management applicable to all
jurisdictional levels (public and private) and across functional disciplines. NIMS incorporates Incident Command
System (ICS), a standardized on-scene emergency management concept designed to provide an integrated
organizational structure for single or multiple emergencies and facilitate emergency response across jurisdictional
boundaries.
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The City conforms to the requirements of NIMS and uses the concepts of incident command, common terminology,
span of control, and resource management common to both systems. The City applies standard operating processes
and procedures in managing small incidents and may not activate the EOC.
3.4 STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS)
SEMS is required by the California Emergency Services Act (Government Code Section 8607(a)) for managing multi-
agency and multi-jurisdictional responses to emergencies in California. The system unifies all California’s emergency
management community elements into a single integrated system and standardizes key elements. SEMS
incorporates ICS, California Disaster and Civil Defense Master Mutual Aid Agreement, the Operational Area concept,
and multiagency or inter-agency coordination. State agencies are required to use SEMS, and local government
entities must use SEMS to be eligible for any reimbursement of response-related costs under the State’s disaster
assistance programs.
Under SEMS, response activities are managed at the lowest possible organizational level. SEMS consists of five (5)
levels: 1) Field Response, 2) Local, 3) Operational Area, 4) Regional, and 5) State, as illustrated below in Figure 3.1.
The City utilizes SEMS during incidents that require a multi-agency response or when the incident involves multiple
jurisdictions.
3.4.1 FIELD RESPONSE
The Field Response level is where emergency response personnel and resources, under the command and control
of responsible officials, carry out tactical decisions and activities in direct response to an incident or threat
(emergency operations that take place in the field such as evacuations, fire suppression, damage assessments or
temporary construction are considered to occur at the Field level).
At the Field Response level, all departments and agencies will use the ICS to standardize the emergency response
and report related information to the emergency management organization in the City’s EOC. In the city, the law
enforcement services are conducted by the San Bernardino County Sheriff under contract to the City, and fire,
Field Response
•Commands on-scene information, resources, and priorities
Local
•Manages and/or coordinates information, resources, and priorities within its jurisdiction
Operational Area
•Manages and/or coordinates information, resources, and priorities among all local
governments within the boundary of a county
Region
•Manages and coordinates information and resources among operational areas
State
•Statewide resource coordination integrated with Federal agencies
Figure 3.1 – SEMS Levels
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rescue, and emergency medical services are provided through the Rancho Cucamonga Fire Protection District. These
two (2) agencies along with the Public Works Department, are the primary emergency service responders for the
city.
Headquarters for these law enforcement and fire services are located at 10500 Civic Center Dr, Rancho Cucamonga,
CA 91730
Additional departments that respond to and assist in emergency response include all City Departments, County
Departments, utility companies, special districts, volunteer groups, and non-governmental organizations. These
include:
• Rancho Cucamonga Fire District CERT
• San Bernardino County Public Health
• Tri-City Auxiliary Communications Service (Tri-City ACS)
• American Red Cross
• School Districts
• Chamber of Commerce
• So Cal Gas, SCE, CVWD, and Fontana Water
SEMS regulations require the use of ICS at the field level of a multi-agency or multi-jurisdictional incident. Requests
for any resources or support that cannot be filled at the Field level will be requested through a Department
Operations Center (DOC) or the City Emergency Operations Center (EOC).
3.4.2 LOCAL GOVERNMENT
The Local Government level includes cities, counties, special districts, and the administrative and coordinative
operations of agencies. Local governments manage and coordinate the overall emergency response and recovery
activities within their jurisdiction. As a condition of State reimbursement of response-related costs, local
governments are required to use SEMS when the local EOC is activated, or a Local Emergency is proclaimed.
The City’s EOC reports to the San Bernardino County Operational Area (SBCOA EOC), which is managed by the San
Bernardino County Office of Emergency Services. If needed resources exceed the capabilities of the City, the EOC
requests will be sent to the SBCOA EOC.
Implementation of SEMS and NIMS by the City is a cooperative effort of all departments with an emergency response
role. The City Manager leads the City to comply with SEMS and NIMS requirements in coordination with the
Emergency Management Division supported by the Human Resources Department during employee on-boarding.
They conduct the following activities:
• Communicates information within the City on SEMS/NIMS requirements and guidelines
• Coordinates SEMS/NIMS development among departments and agencies
• Identifies departments and agencies involved in Field Response
• Identifies departments and agencies with DOCs
• Coordinates with other local governments, the Operational Area, and volunteer and private agencies on
the application of SEMS/NIMS principles
• Ensures SEMS/NIMS is incorporated into the City’s EOP and procedures
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• Ensures SEMS/NIMS is incorporated into the City’s emergency ordinances, agreements, memoranda of
understanding, etc.
• Identifies local volunteer and private agencies that have an emergency response role (contacts should be
made to develop arrangements for coordination in emergencies)
At the local government level and higher levels of SEMS, special organizations may be established. Two (2) common
organizational structures are:
• Multi/Inter-Agency Coordination (MAC) is defined as 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. The City EOC may function as a MAC.
• Unified Command allows agencies responsible for an incident, either geographical or functional, to manage
an incident by establishing a common set of incident objectives and strategies. This is accomplished without
losing or abdicating agency authority, autonomy, responsibility, or accountability. The City’s first responder
departments (Police and Fire) will implement or represent City field operations in a Unified Command when
the situation requires a Unified Command.
3.4.3 OPERATIONAL AREA
An Operational Area is the intermediate level of the state emergency services management organization. The
Operational Area level encompasses a county and is responsible for coordination among all political subdivisions
located therein, including incorporated cities and special districts. The Operational Area facilitates and/or
coordinates information, resources, and decisions regarding priorities among local governments within the
Operational Area. The Operational Area operates an EOC and serves as the coordination and communication link
between the Local Government and Regional levels.
In San Bernardino County, the Director of Emergency Services is the County Chief Executive Officer. The Director of
Emergency Services is empowered to:
• Request the Board of Supervisors to proclaim the existence of a “Local Emergency” if the Board of
Supervisors is in session or to issue such proclamation if the Board of Supervisors is not in session. Whenever
a local emergency is proclaimed when the Board of Supervisors is not in session, the Board of Supervisors
shall take action to ratify the proclamation within seven days thereafter, or the proclamation shall have no
further force or effect.
• Recommend that the Board of Supervisors request the Governor to proclaim a “State of Emergency” when,
in their opinion, the locally available resources are inadequate to cope with the emergency.
• Represent this County in all dealings with public or private agencies on matters pertaining to emergencies.
• Develop response and recovery plans for the Operational Area of the County.
• Collect, share, and disseminate information between cities and the Operational Area
• Obtain support for the Operational Area and provide support to other jurisdictions as needed.
• Collect, evaluate, and disseminate damage estimates and other essential information.
• Provide support to cities with operational communications and warning systems.
Activation of the Operational Area during a State of Emergency or a Local Emergency is required by SEMS regulations
under the following conditions:
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• A local government within the Operational Area has activated its EOC and requested activation of the
Operational Area EOC supporting their emergency operations
• Two (2) or more cities within the Operational Area have proclaimed a local emergency and have requested
that County EOC be activated to support the City
• The county and one or more cities have proclaimed a local emergency
• A city, city and county, or county has requested a Governor's proclamation of a State of Emergency, as
defined in the Government Code Section 8558(b)
• A State of Emergency is proclaimed by the Governor for the county or two or more cities within the
operational area
• The Operational Area is requesting resources from outside its boundaries, and this does not include
resources used in normal day-to-day operations that are obtained through existing mutual aid agreements
• The Operational Area has received resource requests from outside its boundaries. This does not include
resources used in normal day-to-day operations, which are obtained through existing mutual aid
agreements
3.4.4 REGIONAL LEVEL AND REGIONAL EMERGENCY OPERATIONS CENTER (REOC)
The State's regional level is administered and manages and coordinates
information and resources among Operational Areas and within or between
one or more mutual aid regions established by Cal OES. The Regional level
coordinates overall State agency support for emergency response activities
within the Region. California is divided into three Cal OES administrative
regions – Inland, Coastal, and Southern; six (6) fire and rescue mutual aid
regions; and seven (7) law enforcement mutual aid regions. The Regional level operates the REOC and serves as the
coordination and communication link between the Operational Area and the State level.
There are eleven (11) counties and 151 incorporated cities within the Southern Administration Region. Within the
region, 226 incorporated cities include two nuclear plants. The total population of all cities and counties in the
Southern Region is approximately 21,648,506.
3.4.5 STATE LEVEL AND STATE OPERATIONS CENTER (SOC)
The State level of SEMS prioritizes tasks and coordinates State resources in
response to the requests from the Regional level, and coordinates mutual aid
among the Regions. The State level also serves as the coordination and
communication link between the State and the Federal emergency response
system. The State level requests assistance from other State governments
through the Emergency Management Assistance Compact (EMAC) and similar interstate compacts/agreements and
coordinates with the Federal Emergency Management Agency (FEMA).
3.5 INCIDENT COMMAND SYSTEM (ICS)
The Incident Command System (ICS) is a nationally recognized on-scene emergency management system specifically
designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of
single or multiple incidents without being hindered by jurisdictional boundaries. ICS uses a common organizational
struct ure to effectively accomplish management of the incident by objectives.
Cal OES SOC
3650 Schriever Avenue
Mather, CA 95655-4203
(916) 845-8510
Cal OES Souther n Region
4671 Liberty Avenue,
Building 283
Los Alamitos, California
90720
2902 Offi
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The five functions of the ICS organization are management, operations, planning, logistics, and finance:
• Management (Command) is responsible for directing, ordering, and/or controlling resources by virtue of
explicit legal, agency, or delegated authority. It includes the incident commander (IC), who is responsible for
the overall management of the incident. The management function also includes the Information Officer,
Liaison Officer, and Safety Officer.
• Operations are responsible for the coordinated tactical response of all field operations directly applicable to
or in support of the mission(s) per the Incident Action Plan. Operations develops the Incident Action Plan's
operations portion, requests resources to support tactical operations, maintains close communication with
the Incident Commander and ensures safer tactical operations. The operations function includes branches,
divisions, groups, and air operations personnel.
• Planning is responsible for the collection, evaluation, documentation, and use of information about the
development of the incident. The planning function includes the Resource Unit, Situation Analysis Unit,
Documentation Unit, and Demobilization Unit.
• Logistics is responsible for providing facilities, services, personnel, equipment and tracking the status of
resources and materials in support of the incident. The logistics function includes the supply unit, facilities
unit, ground support unit, communications unit, food unit, and medical unit.
• Finance is responsible for all financial and cost analysis aspects of the indent and/or any administrative
aspects not handled by the other functions. The finance function includes the Time Keeping Unit,
Procurement Unit, Compensation/Claims Unit, and the Cost Unit.
Principles of ICS
The system’s organizational structure adapts to any emergency or incident to which emergency response agencies
would expect to respond. Components of ICS are:
• Common terminology;
• Modular organization
• Unified command structure
• Consolidated action plans
• Manageable span-of-control;
• Pre-designed incident facilities
• Comprehensive resource management; and
• Integrated communications
Common titles for organizational functions, resources, and facilities within ICS are used. The organizational structure
is developed based upon the type and size of an incident. Staff builds from the top-down as the indent grows, with
responsibility and performance placed initially with the Incident Commander.
At all incidents there will be five functions. Initially, the IC may be performing all five functions. Then, as the incident
grows, each function may be established as a section with several units under each section.
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Unified Command
Unified command structure is a unified team effort that allows all agencies with responsibility for the incident to
manage an incident by establishing a common set of incident objectives and strategies.
3.6 MUTUAL AID
3.6.1 CALIFORNIA MASTER MUTUAL AID AGREEMENT
The foundation of California's emergency planning and response is a statewide mutual aid system designed to ensure
that adequate resources, facilities, and other support are provided to jurisdictions whenever their own resources
prove to be inadequate to cope with a given situation(s). The basis for the system is the California Disaster and Civil
Defense Master Mutual Aid Agreement as provided for in the California Emergency Services Act. This Agreement
was developed in 1950 and has been adopted by the state, all 58 counties, and most incorporated cities in the State
of California. The Master Mutual Aid Agreement creates a formal structure wherein each jurisdiction retains control
of its own facilities, personnel, and resources but may also receive assistance from or provide assistance to other
jurisdictions within the state. State government is obligated to provide available resources to assist local jurisdictions
in emergencies. It is the responsibility of the local jurisdiction to negotiate, coordinate and prepare mutual aid
agreements. Mutual aid agreements exist in law enforcement, fire services, medical, public works, and emergency
managers (EMMA – Emergency Managers Mutual Aid).
3.6.2 M UTUAL AID SYSTEMS
A statewide mutual aid system, operating within the Master Mutual Aid Agreement framework, allows for the
progressive mobilization of resources to and from emergency response agencies, local governments, operational
areas, regions, and states with the intent to provide requesting agencies with adequate resources.
The statewide mutual aid system includes several discipline-specific mutual aid systems, such as fire and rescue, law,
medical, and public works. The adoption of SEMS does not alter existing mutual aid systems. These systems work
through local government, operational area, regional, and state levels consistent with SEMS. Mutual aid may also be
obtained from other states. Interstate mutual aid may be obtained through direct state-to-state contacts, under
interstate agreements and compacts, or may be coordinated through federal agencies.
3.6.3 MUTUAL AID REGIONS
Mutual aid regions are established under the Emergency Services Act by the Governor. Six mutual aid regions
numbered I-VI have been established within California. The City of Rancho Cucamonga is located within Region VI.
Region VI is located within the OES Southern Administrative Region. (Figure 3.2: State Mutual Aid and Administrative
Regions).
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3.6.4 MUTUAL AID REQUESTS
Discipline-specific mutual aid systems work through designated mutual aid coordinators at the operational area,
regional and state levels to facilitate mutual aid. The basic role of a mutual aid coordinator is to receive mutual aid
requests, coordinate the provision of resources from within the coordinator's geographic area of responsibility, and
pass on unfilled requests to the next level.
Mutual aid coordinators may function from an EOC, their normal departmental location, or other locations
depending on the circumstances. Some incidents require mutual aid but do not necessitate activation of the affected
local government or operations area EOCs because of the incident’s limited impacts. In such cases, mutual aid
coordinators typically handle requests from their normal work location. When EOCs are activated, all activated
discipline-specific mutual aid systems should establish coordination and communications with the EOCs:
• When an Operational Area EOC is activated, operational area mutual aid system representatives should
be at the Operational Area EOC to facilitate coordination and information flow.
Figure 3.2 – Mutual Aid and Administrative Regions
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• When a CalOES regional EOC (REOC) is activated, regional mutual aid coordinators should have
representatives in the REOC unless it is mutually agreed that effective coordination can be
accomplished through telecommunications. State agencies may be requested to send representatives
to the REOC to assist regional staff in handling mutual aid requests for disciplines or functions that do
not have designated mutual aid coordinators.
• When the State Operations Center (SOC) is activated, state agencies with mutual aid coordination
responsibilities will be requested to send representatives to the SOC.
Mutual aid system representatives at an EOC may be located in various functional elements (sections, branches,
groups, or units) or serve as an agency representative, depending on how the EOC is organized and the extent to
which it is activated.
Field Level Requests: Requests for Master Mutual Aid Agreement resources originate from the Field Level and are
managed by the Incident Commander (IC). If the IC cannot obtain the resource through existing local channels, the
request is elevated to the next successive government level until obtained or canceled.
Local Government Request: Local jurisdictions are responsible for protecting life and property within the municipal
geographic boundaries. The local jurisdiction where the incident occurred should assess its resource inventory and
existing local agreements to determine if the requested resource is available. When locally committed resources
are exhausted and mutual aid is needed, the local official will request assistance from the San Bernardino County
Operational Area (SBCOA)
Operational Area Requests: The SBCOA is a composite of its political subdivisions (i.e., municipalities, contract cities,
special districts, and county agencies). The SBCOA assesses the availability of resources within the SBCOA and fulfills
the resource request based upon that assessment. If resources are unavailable at the SBCOA level, the request is
forwarded to the responsible Region Mutual Aid Coordinator to be filled.
Region Level Requests: The state is geographically divided into six Mutual Aid Regions. For Law Enforcement Mutual
Aid, Region I is divided into two sub-regions. Each Mutual Aid Region is comprised of multiple Operational Areas
and has a Regional Mutual Aid Coordinator. The Region Mutual Aid Coordinator is granted the authority to
coordinate the mutual aid response of discipline-specific resources within the Region to support a mutual aid request
by a jurisdiction also within the Region. If resources are unavailable at the Region level, the request is forwarded to
the State Mutual Aid Coordinator to be filled.
State Level Requests: On behalf of the Governor, the Secretary of Cal OES is responsible for coordinating state
mutual aid resources in support of local jurisdictions during times of emergency. The Secretary will analyze and
coordinate the request by forwarding the request to an unaffected REOC or tasking an appropriate state agency to
fill the need.
3.6.5 RANCHO CUCAMONGA MUTUAL AID
The City maintains mutual aid memorandums of understanding with the following organizations:
• American Red Cross for Mass Care and Shelter through Community Services Department
• San Bernardino County Fire Department – Wildfire through Fire District
• Forest Service – Wildfire through Fire District
• CalFire – Wildfire through Fire District
• West Coast Arborist for Weather Debris Management through Public Works
• Mariposa for Weather Debris Management through Public Works
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3.7 EMERGENCY MANAGEMENT ASSISTANCE COMPACT (EMAC)
California is a signatory to the interstate EMAC, an organization ratified by the US Congress that provides form,
structure, and procedures for rendering emergency assistance between states. Once the Governor has proclaimed
a State of Emergency, Cal OES will assess the resource needs for the incident. California can then request resources
through the EMAC network for assistance provided by other states. The use of EMAC resolves two (2) of the key
issues regarding mutual aid: liability and reimbursement. This allows a disaster-impacted state to request and receive
assistance from other member states quickly and efficiently.
Personnel deployed under EMAC submit documentation to their resource providers (home agency), who submit a
reimbursement package to their home state. The home state submits a reimbursement to the requesting state who
reimburses the assisting state. The requesting state covers the tort liability and the responding state covers the
workers' compensation liability.
3.8 RANCHO CUCAMONGA EMERGENCY ORGANIZATION
All references within this section are defined and/or derived from the description and authority in the City’s
Municipal Code, Chapter 2.36, Disaster Council.
Together with volunteer forces, all officers and employees of the City and Fire District are enrolled to provide aid
during an emergency. All groups, organizations, and persons who, made by agreement or operation of law, including
persons impressed into service under the provisions of City Code Section 2.36.060(D), and thereby charged with
duties incident to the protection of life and property in this city during such emergency, shall constitute the
emergency organization of the City.
The City has the overall responsibility to provide an effective emergency response in the city. The City uses SEMS
and NIMS for incident management. These emergency management systems provide the on-scene management of
an incident and the coordination of response activities between the City and other jurisdictions (such as neighboring
cities, the SBCOA EOC, supporting agencies, etc.).
The City’s emergency management structure and organization cover all emergency management phases, specifically
prevention, mitigation, preparedness, response, and recovery.
The City organizes and implements emergency operations at the field and local government levels of the SEMS. The
City’s EOC and DOCs function to support field-level activities. The City staff designated by the EOC Director may serve
as agency representatives to the SBCOA level when requested. Agency representatives, if assigned, report to the
Liaison Officer.
The structure of the emergency organization is based on the following principles:
• Compatibility with the structure of governmental and private organizations
• Use of SEMS/NIMS
• All-hazards approach
• Clear lines of authority and channels of communication
• Simplified functional structure
• Incorporation into the emergency organization of all available personnel resources having disaster
capabilities
• Formation of special-purpose units to perform those activities particular to major emergencies
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3.8.1 DISASTER COUNCIL
The disaster council is established by Ordinance 104 and is comprised of the mayor, who shall be chairperson,
councilmember, who shall be vice-chairperson, the director and assistant director of emergency services, the City
Chief of Police, and the Rancho Cucamonga Fire Protection District Fire Chief and representatives of civic, business,
labor, veterans, professional, or other organizations having an official emergency responsibility, as may be appointed
by the director with the advice and consent of the city council.
The disaster council must develop and recommend for adoption by the city council emergency and mutual aid plans
and agreements and such ordinances and resolutions and rules and regulations as are necessary to implement such
plans and agreements. The disaster council shall meet upon call of the chairperson or, in his or her absence from the
city or inability to call such meeting, upon call of the vice-chairperson
3.8.2 DIRECTOR OF EMERGENCY SERVICES
The City Manager is designated as the Director of Emergency Services. The City Manager (or their designated
successor or agent) will direct the City’s emergency management organization. In this role, the Director provides for
the overall management and policy direction of prevention, mitigation, preparedness, response, and recovery
operations in the city.
The Director is empowered to a range of powers and duties to be executed before and during emergencies. Refer
to Municipal Code Chapter 2.36 for powers and duties and emergency power.
http://qcode.us/codes/ranchocucamonga/
Should the Director be unavailable or unable to serve, the positions listed below, in order, shall act as the Director,
with all the same powers and authorities. Only these alternates will be empowered to exercise the powers and
authorities of the Director. Specifically, only these individuals are authorized to activate the City’s EOP and act as the
Director. The individual who serves as Acting Director shall have the Director’s authority and powers and will serve
until the Director is again able to serve or until the city council appoints a successor.
ORDER OF SUCCESSION TITLE DEPARTMENT
Director of Emergency Services City Manager City Manager’s Office
First Alternate Assistant City Manager City Manager’s Office
Second Alternate Deputy City Manager Community Development
Third Alternate Deputy City Manager Civic and Cultural Services
Notification of any successor changes shall be made through the established chain of command.
3.8.3 FIELD LEVEL INCIDENT COMMAND SYSTEM
The concepts, principles, and organizational structure of the ICS are used to manage all field operations. The size,
complexity, hazard environment, and objectives of the situation will determine the ICS structure and the level of
support that field activities will require. All incidents will be managed by developing operational objectives that are
clearly communicated to field and EOC staff through the action planning process.
Typically, an Incident Commander (IC) will communicate with the EOC as to the situation and resource through the
Operations Section. Members of the Incident Commander’s Command and General Staff will communicate with their
counterparts in the EOC.
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When multiple agencies respond to the incident, the individual ICs will establish a Unified Command or Multi-Agency
Coordination (MAC) and any other supporting organizations will provide a representative who will report to the
Liaison Officer. Other agencies, including those from the county, state, and federal agencies, may participate in the
Unified Command/MACS by identifying objectives, setting priorities, and allocating critical resources to the incident.
3.8.4 FIELD/EOC COMMUNICATIONS AND COORDINATION
The Communications Unit Leader in the Logistics Section, working with the Operations Section and Fire and Law
Branch, will develop a Communications Plan outlining all emergency communications capabilities, including radio
channels and protocols to be used during an incident. The Incident Action Plan (IAP) developed for a specific incident
will include the Emergency Communications Plan (ICS 205). Typically, field to EOC communications will occur at the
Command and General Staff levels or, if they are established, field units will communicate with the DOC, which will,
in turn, relay the information to the appropriate section/function in the EOC. It is the responsibility of Incident
Commander(s) to communicate critical information to the EOC Director promptly.
The Operational Area EOC will communicate situation and resource tracking information to the State Operating
Center (SOC) via CalEOC, a WebEOC based emergency management response system.
WebEOC Incident Management Software
The City of Rancho Cucamonga EOC uses a proprietary implementation of the web-based incident management
software, WebEOC. Access, passwords, and a standard operating guide can be found on the intranet and in the EOC
in each section's EOC Manual. The Emergency Management Division regularly schedules training for EOC responders
on the use of this required system.
3.8.5 FIELD/EOC COORDINATION WITH DEPARTMENT OPERATIONS CENTERS (DOCS)
When a DOC is established to coordinate and support their field activities, the DOC Director will provide the location,
time of establishment, and staffing information to the City EOC. All communications with the field units of that
department will be directed to the DOC, who will then relay situation and resource information to the City EOC.
DOCs may act as intermediate communication and coordination links between field units and the City EOC. In Rancho
Cucamonga, DOC’s may be established for the following Departments:
• Animal Services
• Community Services
• Fire
• Police
• Public Works
3.9 EOC ACTION PLANS
EOC Action Plans are created within an activated EOC during an operational period. The plans provide EOC personnel
with knowledge of the incident objectives and the steps required for achievement. EOC Action Plans provide
direction, but they also serve to provide a basis for measuring the achievement of objectives and overall system
performance. Action planning is an important management tool that involves:
• A process for identifying priorities and objectives for emergency response or recovery efforts
• Documentation of the priorities and objectives, as well as the tasks and personnel assignments associated
with meeting them
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Staff participation in the West End EOC Academy will provide detailed training on developing EOC Action Plans.
Appendix F provides detailed information on and direction for developing Action Plans.
3.10 EMERGENCY PROCLAMATIONS
Upon determining that conditions which constitute a local emergency exist, the Council or the City Manager as
Emergency Services Director may proclaim the existence of a local emergency as specified by Rancho Cucamonga
Municipal Code Title 2, Chapter 2.36; provided that whenever a local emergency is proclaimed by the Director, the
Council shall ratify or rescind the proclamation at the earliest practicable time thereafter. The proclamation must be
issued within 10 days of the incident and ratified by the Council within 7 days.
3.10.1 CITY PROCLAMATIONS
A local emergency may be proclaimed by the City Council or by the City Manager as specified by the Rancho
Cucamonga Municipal Code Chapter 2.36 adopted by the City Council within 10 days of the incident. The City Council
must ratify a Local Emergency proclaimed by the City Manager within seven days and, if it extends past 60 days,
review the extension of the resolution every 60 days thereafter.
The local emergency must be terminated by resolution as soon as conditions warrant. Proclamations are typically
made when an actual incident or threat of disaster or extreme peril to the safety of persons and property within the
city, caused by natural or artificial situations.
The proclamation of a Local Emergency provides the governing body with the legal authority to:
• If necessary, request that the Governor proclaim a State of Emergency.
• Promulgate or suspend orders and regulations necessary to protect life and property, including issuing
orders or regulations imposing a curfew within designated boundaries.
• Exercise full power to provide mutual aid to any affected area per local ordinances, resolutions, emergency
plans, or agreements.
• Request state agencies and other jurisdictions to provide mutual aid.
• Require the emergency services of any local official or employee.
• Requisition necessary personnel and materials from any local department or agency.
• Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use.
• Impose penalties for violation of lawful orders.
• Conduct emergency operations without incurring legal liability for performance or failure of performance.
(Note: Article 17 of the Emergency Services Act provides for certain privileges and immunities.)
• Request financial assistance through California Disaster Assistance Act (CDAA) by order of a Director’s
Concurrence or Governor’s Proclamation. This request can be included in the local emergency proclamation
or on a separate letterhead once the Council has identified, and can certify, local resources are insufficient.
• Increase in spending authorities.
3.10.2 COUNTY PROCLAMATIONS
For the County of San Bernardino, the Chair of the Board of Supervisors, the Board of Supervisors, the Chief
Administrative Officer, or the Sheriff has the authority to proclaim a state of emergency. The County Public Health
Officer may proclaim a public health emergency. Under the SEMS, cities must send their local proclamations to Cal
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OES through their county operational area coordinator. However, a city doesn't need to proclaim an emergency if
the County proclaims an emergency for the entire geographic county area or a specific area that includes the
impacted city or cities.
3.10.3 STATE OF EMERGENCY
A State of Emergency may be proclaimed by the Governor when:
• Conditions of disaster or extreme peril exist which threaten the safety of persons and property within the
state caused by natural or human-caused incidents.
• The Governor is requested to do so by local authorities.
• The Governor finds that local authority is inadequate to cope with the emergency.
Whenever the Governor proclaims a State of Emergency:
• Mutual aid shall be rendered per approved emergency plans when needed in any county, city, county, or
city for outside assistance.
• To the extent deemed necessary, the Governor shall have the right to exercise all police power vested in
the state by the Constitution and the laws of the State of California within the designated area.
• Jurisdictions may command the aid of citizens as deemed necessary to cope with an emergency.
• The Governor may suspend the provisions of orders, rules, or regulations of any state agency; and any
regulatory statute or statute prescribing the procedure for conducting state business.
• The Governor may commandeer or make use of any private property or personnel (other than the media)
in carrying out the responsibilities of the office.
• The Governor may promulgate issues and enforce orders and regulations deemed necessary.
3.10.4 STATE OF WAR EMERGENCY
Whenever the Governor proclaims a State of War Emergency, or if a State of War Emergency exists, all provisions
associated with a State of Emergency apply, plus:
• All state agencies and political subdivisions are required to comply with the lawful orders and regulations
of the Governor, which are made or given within the limits of authority as provided for in the Emergency
Services Act.
3.11 ALERTING AND WARNING
Alert and warning are the processes of alerting governmental partners and the public to the threat of imminent
and/or extraordinary danger. Dependent on the nature of the threat and the population group at risk, a warning can
originate at any level of government. Success in saving lives and property depends on timely warning and emergency
information dissemination to persons in threatened areas. The local government is responsible for warning the
population within their jurisdiction. City officials use various national and local warning systems and processes, such
as the police dispatch center or the Operational Area communications center. The following are systems in place to
provide public alerts and warnings.
3.11.1 INTEGRATED PUBLIC ALERT AND WARNING SYSTEM
IPAWS enables public safety officials to use various communication technologies to send emergency alerts and
warnings, increasing the likelihood that the public will receive the message from at least one of them. IPAWS includes
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radio, television, the Internet, wireless devices, sirens, electronic road signs, and other emerging technologies can
be used to disseminate emergency alerts. It is an architecture that unifies the Emergency Alert System (EAS),
Wireless Emergency Alerts (WEA), the National Oceanic and Atmospheric Administration (NOAA) Weather Radio,
and other public alerting systems into a single interface. Geographical interfaces and other technologies ensure that
the emergency alerts are relevant to the area in which you are located.
IPAWS allows public safety officials to send life-saving alerts to all the community, including those with disabilities
and those without an understanding of the English language. IPAWS delivers National Weather Service and state and
local alerts and warnings and allows the President to address the American people in the event of a national
emergency.
3.11.2 EMERGENCY ALERT SYSTEM (EAS)
The Emergency Alert System (EAS) is designed for the broadcast media to disseminate emergency public
information. This system enables the President and federal, state, and local governments to communicate with the
general public through commercial broadcast stations. EAS is operated by the broadcast industry voluntarily at the
local level and follows approved EAS plans, SOPs, and the rules and regulations of the Federal Communications
Commission (FCC). EAS can be accessed at Federal, State, and local levels to transmit essential information to the
public. Message priorities under the California Emergency Alert Plan are as follows:
• Priority One - Presidential Messages (carried live)
• Priority Two - EAS Operational (Local) Area Programming
• Priority Three - State Programming
• Priority Four - National Programming and News
State programming originates from the California State Warning Center (CSWC) and is transmitted through the State
using the State's California Law Enforcement Radio System (CLERS) VHF/UHF radio relay stations. CLERS is a
microwave interconnected radio repeater system with Statewide coverage. It is managed by Cal OES and provides a
point-to-point (fixed and temporary mobile base) or dispatch-to-dispatch communications and mobile and portable
communications for interagency coordination among State and local law enforcement agencies. CLERS also serves
as one delivery method of the EAS for the State and as the alternate alert system for Operational Areas.
The State message priorities are as follows:
• Priority One - Immediate and positive action without delay is required to save lives
• Priority Two - Actions required for the protection of property and instructions to the public requiring
expedient dissemination
• Priority Three - Information to the public and all others
Emergency information is broadcast directly through the transmitters to all broadcasters in the city simultaneously
and to special districts and businesses with more than 100 employees, who by law must monitor this frequency.
Emergencies that may warrant an alert include a child abduction emergency, civil danger or emergencies,
evacuations, law enforcement or fire warning, radiological or hazardous materials warnings, flash flooding, and
severe weather warnings.
The City is included in the FCC Emergency Alert System Plan for San Bernardino County (revised 2012). Local EAS
voice and video broadcasts are accomplished at the San Bernardino Operational Area EOC. There are four LP-1
stations designated for San Bernardino County.
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Riverside/San Bernardino County LECC Monitor Assignments. The FCC Local Area is divided into four (4) Zones
comprising two of the largest counties in the United States. No one broadcast station covers one entire county.
There are a few locations without adequate California coverage due to terrain and distances.
• EAS Zone LP1 KFRG 95.1 / LP2 Alt KGGI 99.1 Includes but is not limited to the following cities and
geographic areas: San Bernardino, Redlands, Highland, Fontana, Rialto, Colton, Rancho Cucamonga,
Upland, Montclair, Ontario, Chino, Beaumont, Banning, Cherry Valley, Big Bear, arrowhead, Riverside,
Corona, Norco, Hemet, Temecula, Lake Elsinore, from the 15 Fwy Cajon Pass to the county line at the 10
Fwy in Pomona, to 10 Fwy in Banning to the 91 Fwy at Corona, to the Temecula Valley.
3.11.3 WIRELESS EMERGENCY ALERTS (WEA)
WEA is a public safety system that allows customers who own certain wireless phones and other enabled mobile
devices to receive geographically-targeted, text-like messages alerting them of imminent threats to safety in their
area. WEA enables government officials to target emergency alerts to specific geographic areas.
WEA was established in 2008 per the Warning, Alert, and Response Network (WARN) Act and became operational
in 2012. Wireless companies volunteer to participate in WEA, which results from a unique public/private partnership
between the FCC, FEMA, and the wireless industry to enhance public safety. Using WEA, authorized national, state
or local government authorities may send alerts regarding public safety emergencies, such as evacuation orders or
shelter-in-place orders due to severe weather, wildfire, a terrorist threat, or a hazardous materials incident.
The alerts from authenticated public safety officials are sent through FEMA's IPAWS to participating wireless carriers,
pushing the alerts to mobile devices in the affected area. Mobile device customers do not need to sign up for this
service. WEA allows government officials to send emergency alerts to all subscribers with WEA-capable devices if
their wireless carrier participates in the program. Rancho Cucamonga has an MOU with FEMA to allow designated
City staff to send WEA alerts to cellular devices within the city.
3.11.4 CALIFORNIA STATE WARNING CENTER (CSWC)
The CSWC is staffed 24 hours a day, seven days a week. The mission of the CSWC is to be the central information
hub for statewide emergency communications and notifications. The CSWC is staffed with Emergency Notification
Controllers, Emergency Services Coordinators, and Program Managers. The CSWC serves as a highly reliable and
accurate “one-stop” resource for emergency management, law enforcement, and key decision-making personnel
throughout the State. The CSWC can be reached at (916) 845-8911.
The CSWC has the responsibility to receive, coordinate, verify and disseminate information pertaining to events that
occur within California or that could affect California. Information obtained by the CSWC is coordinated between
Cal OES and other sources to ensure that the disseminated information is both timely and accurate.
The following is a list of current functions and responsibilities of the CSWC:
• Facilitates multi-regional and statewide AMBER Alerts
• Carries out critical incident notifications, warnings, and tactical alerts to all involved agencies and
organizations
• Conducts computer crime incident notifications
• Conducts homeland security incident notifications
• Conducts hazardous material notifications
• Monitors natural disasters and coordinates emergency response
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• Monitors and maintains state and national emergency response communications
• Conducts Governor and executive staff notifications
• Facilitates toxic call-outs (drug labs)
Procedures have been established for the handling of such incidents as:
• Hazardous Materials Spill Reports
• Earthquakes
• Tsunamis
• Floods
• Major fires
• Missing or overdue aircraft
• Search and rescues
• Radiation incidents
• Nuclear Incidents
• Weather watches and warnings
• Train derailments
3.11.5 NATIONAL WARNING SYSTEM (NAWAS)
NAWAS is a dedicated wire-line system that provides two-way voice communications between federal, state, and
local warning centers. If the situation ever presents itself, NAWAS is a nationwide system developed to send
warnings of impending attacks throughout the nation.
The system may be activated from two federal facilities staffed 24 hours daily: the National Warning Center (North
American Air Defense Command, Colorado Springs) and the Alternate National Warning Center (Olney, Maryland).
During major peacetime emergencies, state agencies may use portions of NAWAS augmented by state and local
systems. Each state has a warning point that controls the NAWAS connection within the state.
Tests
NAWAS is tested three times daily at unscheduled times. The state warning point, OES, acknowledges the test for
California. If OES does not respond, the alternate, CHP, will acknowledge the test. Immediately following the national
test, the state NAWAS test is conducted.
3.11.6 NATIONAL WEATHER SERVICE
The National Weather Service transmits continuous weather information on162.40, 162.475, and 162.55 MHZ
frequencies. Weather Service Severe Weather Broadcasts are preceded with a 1,050 MHZ tone that activates
weather monitor receivers equipped with decoders. The National Weather Service can also access NAWAS to
announce severe weather information. The City of Rancho Cucamonga emergency resources has access to Weather
Radio via Dispatch.
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3.11.7 TELEPHONE EMERGENCY NOTIFICATION SYSTEM
The San Bernardino County Sheriff send high-speed mass notifications via telephone and text messages to quickly
communicate information on impending dangers. This system is known as the Telephone Emergency Notification
System (TENS).
The County uses a database of landline telephone numbers updated every six months to send emergency messages
to landline phones only. By signing up, residents can also receive emergency text messages on their cell phones, add
voice over internet phone numbers (V.O.I.P.), and manage their own account using a valid email address. Those
without internet connections can sign up by calling 211 or (909) 980-2857 for assistance in registering.
TENS alerts do not generally go out to the entire County but instead are targeted to affected areas.
3.11.8 SB READY
The San Bernardino Community Preparedness App, SB Ready, helps its users, the residents of San Bernardino
County, to stay prepared and protect their loved ones should an emergency occur. Some of the features include:
• The five-step family emergency plan creation wizard
• Important news and timely alerts from the county
• Live information on evacuation routes and shelters
• One-button status sharing
• Library of emergency preparedness eGuides
3.11.9 NIXLE
NIXLE Connect allows the City Police Department to communicate with the public via text/SMS, email, and Internet
posts at no cost. NIXLE is the primary resource for distributing secure information to residents over the department’s
Web-based platforms. Communications range from emergency alerts to routine day-to-day information, including
traffic advisories, missing persons reports, public safety announcements, press releases for high-profile cases,
awards, and other relevant information to the area.
City residents can sign up to receive free, real-time safety information by texting their zip code to 888777 or by
visiting www.nixle.com. Once registered, users can customize the alerts they wish to receive via text, email, and
online.
3.11.10 GOVERNMENT EMERGENCY TELEPHONE S YSTEM AND WIRELESS PRIORITY SERVICE
The Government Emergency Telephone System (GETS) and the Wireless Priority Service (WPS) programs are
companion services for priority calling offered by the Cybersecurity and Infrastructure Security (CISA). GETS provides
essential personnel priority access and prioritized processing in the local and long-distance segments of landline
networks, greatly increasing the probability of call completion. GETS is intended to be used in an emergency or crisis
situation when the network is congested and the probability of completing a normal call is reduced.
WPS supports national leadership, federal, state, local, tribal, territorial governments and authorized national
security and emergency preparedness users. It is intended to be used in an emergency or crisis situation when the
wireless network is congested and the probability of completing a normal call is reduced. Select field-level
responders have access to these resources, which is coordinated through the Emergency Management Division.
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3.11.11 TRI-CITY AUXILIARY COMMUNICATIONS SERVICES
The Tri-City Auxiliary Communications Services (Tri-City ACS) was founded in 1995. Tri-City ACS was established to
encourage the hobby of amateur radio and electronics, to promote disaster preparedness and emergency response,
and provide disaster communication workers for the City of Rancho Cucamonga and the County of San Bernardino.
When requested, Tri-City ACS team members will assist with ReadyRC outreach efforts and help respond to large
emergencies and catastrophic disasters by assisting with and providing communication services. These services may
include operating portable, mobile and/or base station Amateur and Public Safety radios.
While many Tri-City ACS operators have access to equipment at home, several workstations are located in the City
EOC.
Tri-City ACS uses a variety of radio systems – HF (6m, 10m, 15m, 20m, 40m, and 80m), 440 MHz (HBARA repeater
and frequency pair on 220 MHz, and two (2) meter – to link with the SBCOA EOC and city/special-district EOCs and
communications centers across the area. If an incident is big enough or severe enough to take down the cell systems
and the internet, Tri-City ACS may be the only choice for real-time, voice communication.
3.12 POPULATIONS WITH DISABILITIES AND OTHER A CCESS AND FUNCTIONAL NEEDS
(REVIEW) (BUILDING DEPT)
Access to emergency services shall not be denied on the grounds of race, color, national origin, sex, age, or handicap.
To ensure that this goal is met, Title II of the Americans with Disabilities Act of 1990 (ADA) requires state and local
governments to make their programs and services accessible to persons with disabilities. This requirement extends
to physical access at government facilities, programs, and events and to policy changes that governmental entities
must make to ensure that all people with disabilities can take part in and benefit from the programs and services of
state and local governments. In addition, governmental entities must ensure effective communication, including
providing necessary auxiliary aids and services, so that individuals with disabilities can participate in civic life.
ADA, signed into law on July 26, 1990, is a broad civil rights law that prohibits discrimination against people with
disabilities, including but not limited to mobility, vision, hearing, cognitive disorders, mental illnesses, and language
barriers. In 2008, the Federal government updated the ADA, known as the ADA Amendments Act (ADAAA). The
revised law broadens the scope of the definition of what it means to have a disability. These changes went into effect
on January 1, 2009. These amendments make it easier for people with disabilities and others with access and
functional needs to seek protection under the law.
The City will make every effort to address the needs of people with disabilities and other with access and functional
needs. Priorities for emergency incidents will be providing effective alerting and warning messaging, conducting
lifesaving operations, ordering and executing evacuations, and providing shelter while addressing the issues related
to communications, mobility, and accessibility. Included in the City’s planning efforts for those with disabilities and
others with access and functional needs are:
• Access to staff trained in Functional Assessment Service Teams (FAST) through the county and the State of
California
• ADA-compliant access to City programs, services, and facilities and ARC shelter facilities
• Assistance with animal services for evacuation of service dogs and sheltering
• Identified transportation assistance for those requiring physical assistance
• Reverse telephone system for specific geographic areas
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• Notification and warning procedures
• Evacuation considerations
• Emergency transportation issues
• Sheltering requirements
3.12.1 FUNCTIONAL NEEDS POPULATIONS
Functional need populations are those community members who may have additional needs before, during, and
after an incident in functional areas. This includes, but is not limited to, maintaining independence, communication,
transportation, supervision, and medical care. Individuals in need of additional response assistance may consist of
those who have disabilities, those in institutionalized settings, older adults, children, those from diverse cultures,
those with limited or no English proficiency, or those who are transportation disadvantaged.
According to the Center for Disease Control, 21.9% of people in California identify as having a disability. Lessons
documented in recent disasters concerning the integration of people with disabilities into community living and the
growing aging population has shown that the existing paradigm of emergency planning and implementation must
change. These lessons learned show three (3) areas that are repeatedly identified as most important to people with
disabilities and older adults: 1) communications (alert, warning, and notification), 2) evacuation (transportation),
and 3) sheltering.
3.12.2 CALIFORNIA OES OFFICE OF ACCESS AND FUNCTIONAL N EEDS
In January 2008, the Office for Access and Functional Needs (OAFN) was created within Cal OES. The purpose of
OAFN is to identify the needs of individuals with disabilities and others with access and functional needs before,
during, and after disasters and to integrate them into the State's emergency management systems.
OAFN utilizes a whole community approach by offering training and guidance to emergency managers and planners,
disability advocates, and other service providers responsible for planning for, responding to, and helping
communities recover from disasters. In short, OAFN plans for the realities of disasters by integrating access and
functional needs into everything Cal OES does, including partnership development, outreach, training, guidance, and
technical assistance.
3.13 ANIMAL CONSIDERATIONS
The PETS Act (Pets Evacuation and Transportation Standards Act of 2006) directs state and local emergency
preparedness plans to address the needs of people with pets and service animals prior to, during, and after a major
disaster.
The Rancho Cucamonga Animal Center cares for more than 5,000 animals annually, including dogs, cats, small pets,
and wildlife. The Animal Center is a part of the City of Rancho Cucamonga’s public safety team, which includes Police,
Fire, Animal Services, and Community Improvement. The Center is an open admission municipal shelter that accepts
and cares for all animals residing in the city regardless of the animal’s health, behavior, or adoptability. The Animal
Center is located at 11780 Arrow Route.
Animal Service Officers work 24/7 to rescue, protect and provide for animals in need. Animal Services Department
is also responsible for issuing animal licenses and the enforcement of local and state laws about domesticated and
wild animals. The City Animal Services Department provides the following services:
• Rescuing injured animals
• Capturing at-large or stray animals
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• Investigating animal bites and attacks
• Removing dead animals from public property
• Removing dead or living wildlife from private property ONLY if such wildlife has direct contact with humans
and/or animals that involves a bite or attack
• Enforcing leash laws and local ordinances
• Euthanizing severely injured animals
• Investigating reports of animal cruelty
3.14 CONTINUITY OF GOVERNMENT
Within the context of this document, the concept of Continuity of Government is comprised of three elements:
1. Standby Officers for the Governing Body
2. Alternate Seat of Government
3. Preservation of Vital Records
STANDBY OFFICERS
Article 15, Chapter 7, Division 1, Title 2, California Government Code provides the authority, as well as the procedures
to be employed, to assure continued functioning of political subdivisions within the State of California. Generally,
Article 15 permits the appointment of up to three Standby Officers for each member of the governing body, and up
to three Standby Officers for the Chief Executive, if not a member of the governing body. Article 15 permits provision
for the succession of officers who head departments having duties in the maintenance of law and order, or in the
furnishing of public services relating to health and safety.
Article 15 also outlines procedures to ensure continued functioning of political subdivisions in the event the
governing body, including Standby Officers, are unavailable to serve.
Government Code 8642 states: “should there be only one member of the governing body present, he may call and
hold meetings to perform acts necessary to reconstitute the governing body.”
LINE OF SUCCESSION FOR DIRECTOR OF EMERGENCY SERVICES
ORDER OF SUCCESSION TITLE DEPARTMENT
Director of Emergency Services City Manager City Manager’s Office
First Alternate Assistant City Manager City Manager’s Office
Second Alternate Deputy City Manager Community Development
Third Alternate Deputy City Manager Civic and Cultural Services
CITY DEPARTMENT DIRECTOR LINE OF SUCCESSION
Each City department has a line of succession for their position. In the absence of the Department Director, the next
person in charge will automatically assume the department director’s responsibilities and full authority. Department
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Directors will take actions necessary, utilizing their personnel and resources, to mitigate, respond to, and assist the
City in recovering from disasters.
During the existence of a local emergency, state of emergency or state of war emergency, the seat of
government of the City shall be the Rancho Cucamonga City Hall – Council Chambers. In the event such
facility cannot be utilized as the seat of government due to severe damage or destruction, the Director of
Emergency Service shall provide an alternate seat of government, which may be located either within or
outside the corporate limits of the city. The two locations listed below shall be considered first.
ALTERNATE SEAT OF GOVERNMENT
First Alternate – All Risk Training Center 11285 Jersey Blvd.
Second Alternate – Public Safety Facility 8870 San Bernardino Rd.
PRESERVATION OF VITAL RECORDS
Vital records are defined as those records essential 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, the City’s Emergency
Management Plan, and personnel rosters.
• Re-establish normal governmental functions. Included in this group are charter, statutes,
ordinances, court records, and financial records.
Each level of government down to the departmental level is responsible for designating a custodian for vital records,
and ensuring vital records storage and preservation is accomplished. Vital records storage methods that might be
utilized include, but are not necessarily limited to:
• Fireproof containers
• Vault storage (both in and out of the jurisdiction)
The City Clerk is the designated custodian of vital records.
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4. EMERGENCY OPERATIONS
This section addresses the City’s emergency operations processes and procedures.
4.1 EMERGENCY ORGANIZATION
The City’s emergency organization is aligned with SEMS/NIMS and follows ICS principles.
4.1.1 RESPONSE LEVELS
Governmental response is an extraordinary extension of responsibility and action in an emergency, coupled with
normal day-to-day activity. Regular governmental duties will be maintained, with emergency operations carried out
by those agencies assigned specific emergency functions. The Standardized Emergency Management System (SEMS)
and the National Incident Management System (NIMS) have been adopted by the City of Rancho Cucamonga for
managing a response to multi-agency and multi-jurisdiction emergencies and facilitating communications and
coordination between all levels of the system and among all responding agencies. Chapter 1 of Division 2 of Title 19
of the California Code of Regulations establishes the standard response structure and basic emergency response and
recovery protocols.
Fully activated, the emergency organization consists of five levels: field response, local government, operational
areas (countywide), OES Mutual Aid Regions, and state government as described in Section 3.4.
4.1.2 SEMS FUNCTIONS
SEMS requires that every emergency response involving multiple jurisdictions or multiple agencies include the five
functions identified below. These functions must be applied at each level of the SEMS organization which includes
the ICP and EOC.
1) Command/Management: Command is responsible for the directing, ordering, and/or controlling resources
at the field response level. Management is responsible for overall emergency policy and coordination at
the SEMS EOC levels. Command and Management are further discussed below:
a) Command: A key concept in emergency planning is to establish command and tactical control at the
lowest level that can effectively perform that role in the organization. In the Incident Command System
(ICS), the Incident Commander (IC), with appropriate policy direction and authority from the
responding agency, sets the objectives to be accomplished and approves the strategy and tactics to be
used to meet those objectives. The IC must respond to a higher authority. Depending upon the
incident’s size and scope, the higher authority could be the next ranking level in the organization up to
the agency or department executive. When activated, this relationship provides an operational link
with policy executives who customarily reside in the Department Operations Center (DOC) or EOC.
b) Management: The EOC serves as a central location from which multiple agencies or organizations
coordinate information collection and evaluation, priority setting, and resource management. Within
the EOC, the Management function:
i. Facilitates multiagency coordination and executive decision making in support of the incident
response,
ii. Implements the policies established by the governing bodies,
iii. Facilitate the activities of the Multiagency (MAC) Group
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2) Operations: Responsible for coordinating and supporting all jurisdictional operations in support of the
response to the emergency through implementation of the organizational level's Action Plans (AP). At the
Field Level, the Operations Section is responsible for the coordinated tactical response directly applicable
to or in support of the objectives per the Incident Action Plan (IAP). In the EOC, the Operations Section
Coordinator manages functional coordinators who share information and decisions about discipline-specific
operations.
3) Logistics: Responsible for providing facilities, services, personnel, equipment and materials in support of
the emergency. Unified ordering takes place through the Logistics Section Ordering Managers to ensure
controls and accountability over resource requests. As needed, Unit Coordinators are appointed to address
the needs for communications, food, medical, supplies, facilities, and ground support.
4) Planning/Intelligence: Responsible for the collection, evaluation and dissemination of operational
information related to the incident for the preparation and documentation of the IAP at the Field Level or
the AP at an EOC. Planning/Intelligence also maintains information on the current and forecasted situation
and the status of resources assigned to the emergency or the EOC. As needed, Unit Coordinators are
appointed to collect and analyze data, prepare situation reports, develop action plans, set Geographic
Information Systems (GIS) priorities, compile and maintain documentation, conduct advance planning,
manage technical specialists, and coordinate demobilization.
5) Finance/Administration: Responsible for all financial and cost analysis aspects of the emergency and for
any administrative aspects not handled by the other functions. As needed, Unit Leaders are appointed to
record time for incident or EOC personnel and hire equipment, coordinate procurement activities, process
claims, and track costs.
4.2 EMERGENCY OPERATIONS CENTER (EOC)
This section describes the functions and organization of the City’s EOC.
4.2.1 PURPOSE AND FUNCTIONS OF THE EOC
The purpose of the City EOC is to provide a facility from which the organization’s response to an emergency can be
effectively coordinated. During an emergency, the EOC will provide a single focal point for centralized activities, to
include:
• Decision-making at the operation level
• Management of information by developing, maintaining, displaying, and disseminating situational
awareness of the incident to those working within the EOC, at the incident, or with other DOCs.
• Resource support to identify, obtain, and manage City and other resources for emergency operations
• Providing logistics support when multiple incident commands require coordination
• Performing accounting and recordkeeping to track disaster costs
• Providing liaisons to other organizations
• Coordinating appropriate information for public dissemination
The EOC performs these tasks by communicating across departments, agencies, and jurisdictions to relieve on-scene
command of the burden of external coordination, resource allocation, and information collection, verification, and
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dissemination. The decisions made through the EOC are designed to be broad in scope and offer guidance on overall
priorities.
The EOC is operated by the City staff and others that are specially trained to perform their ICS position roles in
emergency management. They provide support to ICs and DOCs, conduct public notification and warning, provide
incident emergency and public communications, and manage resource coordination. The EOC facility has the
specialized equipment, information systems, and various tools that support conducting city-wide emergency
response operations.
The EOC does not directly manage or command incidents. Field-level emergency responders, such as the Fire , Police,
and Public Works staff, manage or command incidents through on-scene ICs. The role of the EOC is to collect, validate
and organize incident information and to provide for the overall coordination of resources required during response
and recovery operations.
Tasks performed by the EOC and processes to complete them are more fully described in Appendix C: Position
Responsibilities and General Duties, and the job aids located in the EOC.
4.2.2 EOC LOCATIONS AND LAYOUT
The City EOCs are located at:
PRIMARY City Hall Police Department
ALTERNATE 1 All-Risk Training Center
ALTERNATE 2 West-side Public Safety Center
The Alternate EOC will be activated only when the primary EOC is damaged, inaccessible, and/or evacuation of EOC
staff members becomes necessary. If the primary EOC is unusable before its activation, staff members will be asked
to report to the alternate EOC site as directed. The EOC Logistics Section will arrange for the relocation of EOC staff
members to the alternate EOC. All field ICs will be notified of the transition to the alternate EOC.
4.2.3 EOC ACTIVATION AND DEACTIVATION
The EOC will be activated in coordination with EOC Activation Policy 400-01.
Activation Levels
Event /Incident Monitoring
This level is used if an EOC needs to monitor an incident for which the Operational Area, region, and State are
not required to activate. This includes staffing related to a training exercise, a pre-planned event, a minor
incident, or a Department Operations Center (DOC) activation.
The City's Emergency Management Coordinator should be contacted to reserve/use the EOC for planned events,
as well as when a DOC has been activated. Example: Parades, holiday activities, large sports events, political
events, concerts, minor fire or hazmat incidents, storms that produce flash flooding or other disruptive or
destructive effects, etc.
Level III (Low-Level Activation)
Level III activation may prompt the minimum staffing of the EOC with the EOC Coordinator (Emergency
Management Coordinator) and select designated monitoring staff.
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The City's EOC may also activate at a Level III "remotely" and may not require physical staffing at the EOC. This
generally applies to an event conducted by one individual assigned as the EOC Director or designee and meets
the internal and external notification criteria necessary as noted below.
Example: Rain or Wind Event requiring the involvement of 2 or more City Departments.
Level II (Medium Level Activation)
Level II activation assumes that staffing has been deemed insufficient to meet the needs of the incident and
additional EOC positions need to be filled. The decision to call in additional trained EOC responders is based
upon the magnitude of the emergency or disaster as determined by the EOC Director or designee.
Due to the nature of the emergency or disaster, Level II activation may necessitate a 24-hour A Shift and B Shift
schedule. While the A Shift will be fully staffed in the EOC, the B Shift may be staffed by a reduced number of
EOC responders or by a few key positions as assigned by the EOC Director or designee.
Example: Wildland Fire or Hazardous Materials spill requiring evacuations.
Level I (High-Level Activation)
Level l activation assumes Level III and Level II staffing has been deemed insufficient to meet the needs of the
incident and that most if not all of the EOC positions need to be filled.
During a Level l activation, the EOC operates on a 24-Hour basis, rotating personnel in and out of the EOC on
12-hour shifts (0700-1900 A-Shift and 1900-0700 B-Shift).
Example: Large-Scale events such as an earthquake or terrorist event.
Deactivation
The EOC will operate until the EOC Director determines to return to normal operations. EOC operations may be
downgraded from a full or partial activation to a reduced level. All internal and external contacts informed of the
initial activation will be notified when the EOC is deactivated, or the activation level is downgraded. Appropriate
contact phone number(s) will be provided to external partners upon deactivation to ensure continuity of access, as
additional support or informational needs may arise.
For incidents that require recovery operations, the EOC may transition to a recovery operations center that is likely
to operate during normal business hours. Additional information on recovery operations is contained in Appendix
H.
4.2.4 EOC ORGANIZATION
City and other personnel who operate the EOC are known collectively as the EOC team, which includes staff with
either the technical ability or decision-making authority to support life safety response activity, protect property and
restore essential City services after an incident. City Departments provide staff to support the EOC when activated.
Figure 4.1, EOC Staffing Responsibility, provides direction on which positions are filled by responsible City
departments. Figure 4.2 shows the City’s EOC organizational structure.
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FIGURE 4.1 - EOC STAFFING RESPONSIBILITY
EOC Position/
Responsibility
[Lead (L) / Support (S)] Administration Services Animal Services Building & Safety City Clerk City Manager Comm. Improvement CSD Engineering Environ. Programs Finance Fire District DoIT Human Resources Library Planning Police Procurement Public Works EOC Director L
EOC Coordinator L
Legal Counselor
Advisor L
Liaison Officer L
Safety/AFN Officer L
Security Officer L
Public Information
Officer S L S
Operations Section
Coordinator L L L
Fire/Rescue Branch L
Law Enforcement
Branch L
Public Works Branch L
Construction &
Engineering Branch L
Damage Assessment
Group L S
Care & Shelter Branch L
Donations
Management Unit L
Animal Services
Branch L
Planning/Intel Section
Coordinator S L
Situation Analysis Unit S L S
Documentation Unit S L S
Advanced Planning
Unit S L
Demobilization Unit L S
Resource Tracking Unit S L
GIS Unit L
Logistics Section
Coordinator L S S
Transportation Unit L
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Personnel/Volunteer
Unit L
Supply & Procurement
Unit L
Communications/IT
Unit L
Facilities Unit L
Food Unit S L
Finance/Admin
Section Coordinator L S
Recovery Unit L
Time Keeping Unit L
Purchasing Unit L S
Compensation &
Claims Unit L
Cost Accounting Unit L
EOC team staffing is a function of the scope and scale of the emergency and requirements for effective response;
therefore, not all identified EOC positions will necessarily be staffed in the event of activation. City personnel, who
are not designated as members of the EOC Team, may be directed to move to other facilities or workstations, or
may be advised to remain at or return to their regular workstations or homes pending further instructions. The EOC
is organized using the chart below.
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FIGURE 4.2 - EOC ORGANIZATIONAL CHART
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4.2.4.1 P OLICY G ROUP
The Policy Group is responsible for assisting the EOC Director, on an as needed basis, in developing policy, overall
strategy, and rules, regulations, proclamations, and orders. The Policy Group consists of all City Council members.
The Legal Counsel is the City Attorney, who will assist the EOC Director and the Policy Group as needed. The City
Clerk supports the Policy Group and is responsible for documenting and recording all emergency orders and
decisions of the policy group. In carrying out their responsibilities, the Policy Group should use the following
guidance:
Assess the Situation
EOC Director at the EOC, or appointed, will contact to provide an update on the incident, including the
emergency’s extent and status of available resources.
Be involved in discussion of any interruption to essential services and obtain an estimation of the likely
duration of the event.
Responsibilities:
Proclaim and/or ratify a local emergency proclamation
Monitor executive issues (business and finance, media, information systems, risk management)
Let the City’s operational managers coordinate the response in the field within their areas of expertise. At
the executive level, watch for emerging issues related to overall continuity of operations, media issues, risk
management concerns, and other enterprise-wide considerations.
Support the Legal Liaison Position
Discuss policy issues as needed.
Engage legal counsel as part of the emergency response effort
Stay apprised of legal issues as they emerge and consult with counsel as necessary and appropriate.
Host and accompany VIPs and government officials on tours of the emergency/disaster
End the emergency proclamation at the appropriate time
4.2.4.2 MANAGEMENT S ECTION
The responsibilities of the Management Section are to implement response and recovery activities effectively and
to manage resources efficiently. To meet these responsibilities, the Management Section directs the following
overarching objectives:
Provide overall management and coordination of the City’s emergency response and recovery operations
Support the Policy Group
Coordinate with appropriate federal, state, and other local government agencies, as well as private sector
entities and volunteer agencies
Establish response priorities and resolve any conflicting demands for resource support
Prepare and disseminate emergency public information to inform, alert and warn the public
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Disseminate damage information and other essential data
Ensure that all EOC Sections are aware of and follow documentation procedures to recover all eligible
disaster response and recovery costs
Review and approve the Action Plan
The Management Section consists of the following ICS positions. Detailed position checklists are contained in
Appendix C: Position Responsibilities and General Duties, and the job aids located in the EOC.
EOC Director
Authority for managing EOC operations is delegated from the City Council to the City Manager as EOC Director. The
EOC Director reports to the Policy Group. The Management Staff and General Staff Section Coordinators report to
the EOC Director. The EOC Director has the overall responsibility of managing the emergency response per the
guidance provided by the City Council. In concert with the EOC General Staff, the EOC Director sets priorities for
response efforts and establishes coordination between the City and other emergency response agencies. During EOC
activation, the EOC Director has the authority to authorize the expenditure of funds.
EOC Coordinator
The EOC Coordinator is responsible for supporting EOC setup and initial operations. The EOC Coordinator monitors
EOC internal management systems, coordinates with outside public jurisdictions and internal departments, and
serves as advisor to the EOC Director and General Staff. The EOC Coordinator provides information and guidance to
all EOC sections and coordinates with the Operational Area EOC if a liaison is not assigned.
Legal Counsel Advisor
The Legal Counsel Advisor supports the Policy Group and works with City’s Legal Counsel. The Legal Counsel Advisor
prepares proclamations, emergency ordinances, and other legal documents and provides legal services as required.
The Legal Counsel Advisor maintains legal information, records, and reports.
Liaison Officer
The Liaison Officer oversees the activities of outside agency representatives in the EOC. The Liaison Officer
establishes and maintains a central location for incoming agency representatives, providing workspace and support
as needed. The Liaison Officer ensures guidelines, policy directives, situation reports, and a copy of the EOC Action
Plan is provided to Agency Representatives upon check-in. In conjunction with the EOC Coordinator, the Liaison
Officer provides orientations for VIPs and other visitors to the EOC. Liaison officers are responsible for keeping
contact lists of key stakeholders updated. The Fire District, Building and Safety, and Business Licensing are good
resources for those seeking specific contact information of resources throughout the city.
Safety Officer/AFN Advisor
The EOC Safety Officer identifies and mitigates safety hazards and conditions representing potential liability to the
City during emergency operations. The EOC Safety Officer ensures a safe working environment in the EOC and all
facilities used in support of EOC operations. The EOC Safety Officer identifies and mitigates safety hazards during
EOC operations, such as: slips, trips, falls, dehydration, fatigue, food illness, mental well-being, creates an
atmosphere of safety. The EOC Safety Officer develops the EOC 208, Safety Message, for the EOC Action Plan.
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Security Officer
The Security Officer is responsible for 24-hour security of the EOC and supporting facilities. The Security Officer
coordinates all visits to the EOC and control access to the EOC and adjacent parking areas in accordance with policies
established by the EOC Director. This position will be established if EOC is not located at the primary EOC facility.
Public Information Officer
The Public Information Officer (PIO) reports to the EOC Director. The PIO conducts media monitoring and ensures
that government officials, the media, and the public receive complete, accurate, and consistent information about
the status of City emergency operations. The PIO also serves as the coordination point for all media contacts and
releases. The PIO is responsible for alerting the public of the pending or existing emergency and activating all public
warning systems.
Agency Representatives
Agency Representatives are assigned to the EOC who may speak on behalf of their agencies within established policy
limits. Agency Representatives facilitate requests to or from their agencies but normally do not directly act on or
process resource requests. Agency Representatives are responsible for obtaining situation status information and
response activities from their agencies and providing it to the EOC. Agency Representatives will work directly with
the liaison officer.
4.2.4.3 OPERATIONS S ECTION
The Operations Section is responsible for the coordination of all response elements applied to the disaster or
emergency. The Operations Section carries out the objectives of the EOC Action Plan and requests additional
resources as needed. The Operations Section consists of the following ICS positions. Appendix C: Position
Responsibilities and General Duties, and the job aids located in the EOC.
Operations Section Coordinator
The Operations Section Coordinator (OSC) reports to the EOC Director. The OSC is responsible for executing the
operational objectives identified in the EOC Action Plan. The OSC establishes the appropriate level of Branch/Division
organization level within the EOC Operations Section, continuously monitoring the effectiveness and modifying
accordingly. The OSC coordinates with all field response operations and supervises operational functions assigned
to the EOC, such as Fire, Law, Medical/Health, Care and Shelter, Public Works, and Building and Safety. The OSC
provides the Planning/Intelligence Section with field status reports and other incident information. The OSC
determines resource requirements and provides them to the Logistics Section Coordinator. The OSC conducts
operations briefings for the EOC Director and other staff as required or requested.
Fire & Rescue Branch
The Fire & Rescue Branch (FRB) reports to the OSC. FRB coordinates and prioritizes the assignment of fire, disaster
medical, hazardous materials, and search and rescue resources for response operations. The FRB mobilizes and
assigns these resources through the Logistics Section as necessary. The FRB coordinates fire, hazardous material,
and search and rescue mutual aid activities.
Law Enforcement Branch
The Law Enforcement Branch (LEB) reports to the OSC. The LEB coordinates movement and evacuation operations,
law enforcement, and traffic control operations and provides for security at incident facilities. The LEB coordinates
incoming law enforcement mutual aid resources and assumes responsibility as necessary for fatalities management
if the County Coroner is delayed in responding.
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Public Works Branch
The Public Works Branch (PWB) reports to the OSC. The PWB is responsible for supporting City-owned infrastructure.
The PWB conducts response operations to protect and restore damaged or destroyed city infrastructure. The PWB
manages its own resources and coordinates with the Logistics Section for procurement of support supplies,
transportation, materials, and equipment. The PWB assists with repairing utility systems as required and provides
flood management assistance, such as sandbagging; rerouting waterways away from populated areas; and river,
creek, or stream bed debris clearance. The PWB determines the need for and location of general staging areas for
unassigned public works resources and prioritizes the allocation of resources to individual incidents, monitors
resource assignments, and adjusts assignments based on requirements. The PWB also distributes emergency potable
water supplies and coordinates with Water Treatment Plants and the County Department of Public Health on water
purification notices.
Construction & Engineering Branch
The Construction & Engineering Branch (CEB) reports to the OSC. The CEB is responsible for inspection and re-
occupancy processes for key city facilities. The CEB provides engineering support as requested for response activities
such as urban search and rescue and coordinates with the Damage Assessment Unit to conduct safety assessments
of damage to buildings, structures, and property within the city and provide safety assessment information and
statistics to the Damage Assessment Unit. The CEB tags structures that are unsafe to enter or inhabit. The CEB works
with the City Attorney to condemn unsafe structures that owners have abandoned. The CEB reviews City building
codes and develop recommendations for building code changes.
Damage Assessment Group
The Damage Assessment Group (DAG) reports to the Construction and Engineering Branch Director. The DAG
collects initial damage/safety assessment information from other branches within the Operations Section. If the
disaster is a winter storm, flood, or earthquake-related, the DAG ensures assessment teams are dispatched to
evaluate the conditions of creeks and dams. The DAG provides detailed damage/safety assessment information to
the Planning/Intelligence Section and develops loss damage estimates in conjunction with the Construction &
Engineering Branch and maintains detailed records on damaged areas and structures. The DAG initiates requests for
building inspector resources from the Operational Area.
Care and Shelter Branch
The Care and Shelter Branch (CSB) reports to the OSC. The CSB identifies community care and shelter needs and
coordinates with the American Red Cross (ARC) and other emergency welfare agencies to identify, set up, staff, and
maintain evacuation centers and mass care facilities for disaster victims. The CSB works with the ARC to establish
and operate shelters. See Tab 6 of the Mass Care and Shelter Annex for Care and Shelter Branch position job aids.
Donations Management Unit
The Donations Management Unit (DMU) reports to the LSC and is responsible for managing donated goods and
financial contributions which may be offered to help in the event of a disaster. The DMU will work with the
Personnel/Volunteer Unit and the Care and Shelter Branch to determine needs and establish a means to collect,
receive, account for, store, manage, distribute, and dispose of donated goods, services, funds, and materials.
Animal Services Branch
The Animal Services Branch (ASB) reports to the OSC. The ASB coordinates animal care, rescue operations, and
sheltering with San Bernardino County Animal Services and the City’s Animal Center. The Animal Center Field
Services Division promptly and professionally assists citizens with a wide variety of services relating to the care and
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control of animals. The ASB coordinates with law enforcement and the San Bernardino County Sheriff’s Office for
pet evacuations and animal control issues, such as lost and injured pets.
4.2.4.4 P LANNING/INTELLIGENCE S ECTION
The Planning Section collects, evaluates, and disseminates incident situation information and intelligence for the
EOC, DOCs, and field response incident personnel. The Planning Section prepares status reports, displays situation
information, maintains the status of resources assigned to the incident, and prepares and documents the EOC Action
Plan, based on Operations Section input and guidance from the Incident Commander/Unified Command.
The Planning/Intelligence Section consists of the following ICS positions. Appendix C: Position Responsibilities and
General Duties, and job aids are located in the EOC.
Planning Section Coordinator
The Planning Section Coordinator (PSC) reports to the EOC Director. The PSC directs the Planning Section to collect,
analyze, display and disseminate situation information; prepare situation status reports; and develop the EOC Action
Plan. The PSC provides for incident documentation collection and maintenance. The PSC supports developing
incident analytical tools such as GIS maps and databases and is responsible for advanced planning for complex, long-
duration incidents. The PSC leads the After-Action Review (AAR) process.
Situation Analysis Unit
The Situation Analysis Unit (SAU) reports to the PSC. The SAU collects, organizes, and analyzes incident information
from all sources. The SAU evaluates field status reports and incident action plans provided by the Operations
Section. The SAU develops and provides flash reports and situational status reports for each operation period based
on the evaluation of information. The SAU generates databases and creates displays for dissemination to the EOC
and other organizations. The SAU works to provide a common operating picture for the development of the EOC
Action Plan.
Documentation Unit
The Documentation Unit (DocU) reports to the PSC. The DocU maintains an accurate and complete record of
significant disaster events and supports the EOC organization by setting up and maintaining files, journals, and
special reports. The DocU collects and organizes written Action Plans, forms, logs, journals, and reports at the
completion of the operational period. The DocU activates and operates at the EOC, which assigns appropriate
internal and external message routing. The DocU provides documentation and copying services to EOC staff. The
DocU compiles, copies, and distributes the EOC Action Plans and AARs.
Advanced Planning Unit
The Advanced Planning Unit (APU) reports to the PSC. The APU supports planning beyond the next operational
period by anticipating developing requirements and creating long-term strategies for complex, multi-operational
period incidents. The APU begins recovery planning while response operations are ongoing.
Demobilization Unit
The Demobilization Unit (DemU) develops a Demobilization Plan for the EOC based on a review of all pertinent
planning documents and status reports. The Demobilization Plan will detail specific responsibilities, release
priorities, and procedures. The DemU will meet with the General Staff to determine any needs for assistance in
demobilization planning. If necessary, the DemU will advise the PSC on the need for a formal, written Demobilization
Plan.
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Resource Tracking Unit
The Resource Tracking Unit (RTU) reports to the LSC, maintains a constant awareness of the location and readiness
for resources ordered, deployed, or demobilized in support of incident operations. The RTU oversees the
development and maintenance of resource tracking boards in the Logistics Section and coordinates with the other
units in the Logistics Section to capture and centralize resource tracking information.
GIS Unit
The GIS Unit (GU) provides geospatial information services for all aspects of incident response and recovery. This
includes data collection, visualization, analysis, and report compilation (maps, statistics, graphs). This unit could (if
available) maintain and disseminate real-time situational awareness on a standard common operating platform for
DOC and EOC staff.
The GU ensures that the current situation and all significant events are mapped. The GU incorporates all relevant
data to produce map products, statistical data for reports, and/or analyses. The GU determines the availability of
needed GIS support products. The GU collects, displays, analyzes, and disseminates spatial information and prepares
GIS summary reports which are forwarded to the Documentation Unit. In coordination with the Operations Section-
Law Enforcement Branch, the GU estimates the number of people who will require transportation out of the risk
areas. The GU coordinates with the Logistics Section-Transportation Unit on transportation methods and the status
of evacuation routes and conducts similar decision support analyses like damage assessments.
4.2.4.5 L OGISTICS S ECTION
The Logistics Section is responsible for all service support requirements needed to facilitate effective and efficient
EOC and incident management, including ordering resources from off-incident locations. The Logistics Section
provides for facilities, security, transportation, supplies, equipment maintenance, fuel, food services,
communications and information technology support, and emergency responder medical services.
Logistics Section Coordinator
The Logistics Section Coordinator (LSC) reports to the EOC Director. The LSC supervises the Logistics Section and
works closely with the OSC to determine resource requirements and acts to meet them. The LSC supervises technical
communications and supports the development of the Emergency Communications Plan. The LSC is responsible for
resource tracking and demobilization.
Transportation Unit
The Transportation Unit (TU) reports to the LSC. The TU coordinates all ground transportation during an incident. In
conjunction with providing transportation, the TU is also responsible for maintaining and supplying vehicles, keeping
usage records, and developing incident traffic plans. Establish relationships with other local transportation agencies
for potential mutual aid services.
Personnel/Volunteer Unit
The Personnel/Volunteers Unit (PVU) reports to the LSC. The PVU provides staffing resources requested in support
of the EOC and Field Operations. The PVU receives and processes all incoming requests for personnel and volunteer
support and assists with identifying, recruiting, and registering volunteers while supporting the City Clerk to affirm
volunteers as Disaster Service Workers. The PVU administers all personnel matters relating to hiring/releasing non-
permanent personnel supporting incident response and recovery efforts. The PVU manages travel requests, and
coordinates travel arrangements for personnel supporting operations either in the field or EOC.
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Supply/Procurement Unit
The Supply/Procurement Unit (SPU) reports to the LSC. The SPU is responsible for resource management. The SPU
identifies sources and orders incident expendable materials and equipment. The SPU prepares and signs equipment
rental agreements in conjunction with the Finance Section and maintains records of resource requests and resource
assignments. The SPU manages mutual aid processes and identifies and provides support for staging areas along
with maintaining records of work location activities and resources used.
Communications/IT Unit
The Communications/IT Unit reports to the LSC. This unit is responsible for effective communications planning along
with acquiring, setting up, maintaining, and accounting for internal and external communications equipment. The
unit prepares the Emergency Communications Plan and establishes a call center when needed. Unit also manages
all computer needs including desktop/laptop, network, printing, audio/visual, and other technological needs in the
EOC.
Facilities Unit
The Facilities Unit (FAU) provides and maintains adequate essential facilities for incident response, including securing
access to the staging areas and other field support needs. The FAU provides staff, furniture, support supplies, and
materials as necessary to configure the facilities adequately to accomplish the mission. The FAU ensures acquired
property, including buildings and other facilities, is returned to its original state when no longer needed.
Food Unit
The Food Unit reports to the LSC and coordinates all feeding operations for the EOC, support and field personnel.
This may include staff working at shelters, PODs, and call centers. This unit creates a feeding plan, identifies cost
limits, is aware of special diets, and will set up and manage sanitary eating areas.
4.2.4.6 FINANCE S ECTION
The Finance Section is established when incident management activities require EOC support for specific financial
and other administrative services. Functions that fall within the scope of the Finance Section are recording personnel
time, maintaining vendor contracts, compensation, claims, and conducting overall cost analysis for the incident.
Records maintained by the Finance Section are vital to process incident cost recovery action through the State and
FEMA.
Finance Section Coordinator
The Finance Section Coordinator (FSC) reports to the EOC Director. The FSC is responsible for developing a
comprehensive understanding of the incident/situation from a financial perspective. The FSC establishes and
maintains overall finance requirements (e.g., source of funds, different agency spending authorities, documentation
requirements, etc.). The FSC identifies specific finance requirements of each operational period and implements
them per City fiscal policy.
Recovery Unit
The Recovery Unit (RU) determines impacts of the emergency requiring recovery planning and initiates recovery-
planning meetings with appropriate individuals and agencies. The RU develops the initial recovery plan and strategy
for the County and monitors the current situation reports to include recent updates that assist with determining the
overall impacts of the emergency. The RU coordinates with the Planning/Intelligence Section to determine major
and mid- to long-term social, economic, environmental, and political impacts of the incident. The RU coordinates
with the Care and Shelter Branch to determine appropriate shelter sites. The RU coordinates with the Finance
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Section Coordinator to ensure FEMA, CalOES, and other public reimbursement source documents and applications
are consistent with the recovery strategy and ensures that specific project timelines are developed to meet the goals
and objectives of the recovery plan.
Time Keeping Unit
The Time Keeping Unit (TKU) reports to the FSC. The TKU ensures that daily personnel time recording documents,
including any overtime hours, are prepared and maintained. The TKU establishes equipment time recording activity
at appropriate locations.
Purchasing Unit
The Purchasing Unit (PU) coordinates vendor contracts not previously addressed by existing approved vendor lists.
The PU coordinates with The Logistics Section-Supply/Procurement Unit on all matters involving the need to exceed
established purchase order limits. The PU establishes and maintains a purchasing system and reviews all emergency
purchasing procedures. The PU prepares and signs contracts as needed, being sure to obtain concurrence from the
Finance Section Coordinator. The PU ensures that all contracts identify the scope of work and specific site locations.
The PU negotiates vendor rental rates or purchase prices not already established with vendors. and finalizes all
agreements and contracts as required.
Compensation/Claims Unit
The Compensation/Claims Unit (CCU) reports to the FSC. The CCU works closely with the Risk Manager to oversee
the investigation of injuries and property/equipment claims arising out of the incident. The CCU assists with the
completion of all forms required by the Workers’ Compensation program and maintains a chronological log and file
of injuries, illnesses, and property damage associated with the incident, including results of investigations.
The CCU prepares appropriate forms for all verifiable injury claims and forward them to Workers’ Compensation
within the required time frame consistent with the jurisdiction’s policies and procedures. The CCU will coordinate
with the Safety Officer to identify potential hazards and mitigate their effects to reduce potential future claims.
Cost Accounting Unit
The Cost Accounting Unit (CAU) reports to the FCS. The CAU collects cost information and performs cost-
effectiveness analysis and provides cost estimates and cost savings recommendations.
4.2.5 EOC SAFETY AND SECURITY
The EOC Coordinator ensures all necessary security and access controls and safety measures are provided at the EOC
and other alternate facilities. If EOC activation is due to an earthquake, The EOC Coordinator will ensure that all
building safety inspection and reentry procedures have been followed before the use of the facility. The City Building
Inspectors will arrange for EOC inspection and damage assessment on a priority basis.
The EOC Coordinator will ensure that the evacuation plan for the EOC facility is posted and briefed in the event an
evacuation is necessary.
4.3 EMERGENCY COMMUNICATIONS
The following emergency communications systems may be used to support EOC operations. Police and Fire tactical
radios may also be used in the EOC if normal communications systems are inoperable. For Police, Fire and City staff
who have 800 mhz radios, communication can take place on the following channels for each respective department.
Each department should routinely exercise use of the radios and their assigned channels to ensure
reliability during an emergency event.
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• RCF - A, B, C – Fire
• RCC – A – Public Works
• RCC – B – Building and Safety
• RCC – C – Community Improvement
• RCC – D – Animal Services
• RCC – E – Engineering
• RCC – F – Fire DOC
• RCEOC – For communication directly into the EOC
4.3.1 AMATEUR RADIO
The Tri-City Auxiliary Communications Service (Tri-City ACS) is the volunteer-run amateur radio service attached to
the EOC. During an emergency, especially one that has disabled telephone and internet systems, Tri-City ACS can
contact other EOCs and dispatch centers throughout the area. Tri-City ACS can set up mobile workstations
throughout the City and use the equipment in the Radio Room within the EOC.
Procedures below to send messages utilizing Tri-City ACS:
• Incoming messages:
o Tri-City ACS completes a Message Form and brings it to Management Section for tracking
o The Management Section forwards the message to its intended recipient(s)
• Outbound messages:
o EOC staff member fills out a Message Form, including recipient(s) and message
o Sender forwards the Message Form to the Management section
o The Management Section logs and forwards the message to Tri-City ACS for transmission
4.3.2 PUBLIC WORKS COMMUNICATIONS
On a daily basis, Public Works staff who are in the field, communicates using cell phones and City issued
800 MHz radios for routine operations and maintenance. Public Works staff utilize the 800mhz, RCC-A
channel and Public Works staff are assigned radio call numbers to communicate with each other. In the
event of an extreme weather event or emergency, the Public Works Services Director or their designee
will activate the Department Operation Center (DOC). When this occurs, the primary means of
communication between the DOC and Public Works staff will be the 800 MHz radios. In the event of a
major emergency or disaster in which the Public Works DOC and the Emergency Operations Center (EOC)
are both activated, Public Works communication with the EOC will take various forms such as WebEOC,
the 800 MHz radios, Microsoft Teams, and cell phones.
4.4 INFORMATION MANAGEMENT
Incident situation status, operational objective, resource tracking, and other information will be shared within the
EOC by using televisions and various charts in the EOC. Large-scale, pre-printed ICS forms are ideal for this purpose.
Additionally, the EOC Director will assign the Planning Section to continually update an Incident Briefing (ICS 201) to
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provide routine briefings to EOC staff for collective situational awareness. The ICS 201 should be shared with Field
Incident Command Posts and the Operational Area. The ICS 201 will contain at a minimum:
• Operational period duration
• Operational objectives and their status
• Current location and status of resources
• Requests for resources from other agencies
• Key leadership status information
• Relevant maps
• Essential information to support the public
The Situation Analysis Unit must ensure that all displays are frequently and accurately updated to ensure information
conflicts do not arise.
4.5 INFORMATION COLLECTION
The EOC will use the Information Collection Plan in Appendix B to develop and maintain situational awareness and
track situation status to manage information effectively. The Situation Status Report will provide City staff and other
EOCs with current information regarding the operability of City, Fire, and Law Enforcement facilities and ongoing
response and recovery operations.
Situational Awareness
Situational awareness refers to identifying, processing, and comprehending the critical elements of information
about what is happening as a result of an incident or concerning a specifically assigned mission. More simply,
situational awareness means knowing what is going on around you. Situational awareness is critical for effective
decision-making in both field operations and the EOC and is critical for ensuring the safety of responders and the
public.
During an emergency, the EOC Director will convene briefings regularly. At that time, the EOC staff will attend and
provide verbal and/or written summaries of existing problems, actions taken, priorities, timetables, and potential
for new issues for incorporation into the Action Plan. The situational awareness approach will take the form of
consolidating situation reports, obtaining supplemental information, and preparing maps and status boards.
Incident Briefing Report
An Incident Briefing Report, ICS Form 201, is essential to providing a picture of the developing emergency and
response efforts. The reports are to be completed by the first person setting up the EOC for the initial operational
period and updated by the Planning Section for continuing shifts.
Internal incident updates should be made frequently as information is collected and the extent and potential
duration of the incident becomes clear. An initial report to City leadership and staff should be made within the first
thirty (30) minutes following an emergency, and reporting should continue as long as the EOC is activated or as
circumstances warrant. Within four (4) to eight (8) hours, a confirmation and update of the initial Incident Briefing
should be made, including a preliminary damage assessment and the City’s response operations status.
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4.6 PUBLIC INFORMATION
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.
Before any emergency, public awareness is crucial to successful public information efforts during and after the
emergency. The pre-disaster awareness programs must be viewed as equal in importance to all other preparations
for emergencies and receive adequate planning. These programs must be coordinated among local, state, and
federal officials to ensure their contribution to emergency preparedness and response operations.
4.6.1 COMMUNITY OUTREACH
Throughout the year, the departments with emergency responsibilities are involved in a wide range of community
outreach activities, including presentations, neighborhood meetings, community events, and fairs.
Effective community outreach creates opportunities to inform residents and business owners of the City’s
emergency procedures and to provide personal preparedness information, plans, and techniques.
The City’s website link is www.cityofrc.us. During a major emergency a webpage will be established through the
City’s website and provide Rancho Cucamonga residents and outside agencies real-time access to information
related to disasters and emergencies in or around the City of Rancho Cucamonga. Real-time information will also be
provided via the City’s social media outlets when appropriate.
4.7 RESOURCE MANAGEMENT
When activated, the City EOC establishes priorities for resource allocation during an emergency. All City resources
are considered part of a pool, which the EOC may allocate to fulfill priority missions. Each department retains control
of its non-assigned resources until released for an emergency assignment by the EOC. 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 the local coordinator to the Operational Area
Mutual Aid Coordinator to the Regional Mutual Aid Coordinator.
• All other resource requests will be made through the Logistics Section to determine if the resource is
available internally or other more appropriate sources within the OA.
Resource requests for equipment, personnel, or technical assistance not available to the City should be requested
from SBCOA EOC. Once the request is coordinated, approved, and resources deployed, the Resource Tracking Unit,
in coordination with various Operations Branches, is responsible for tracking the resources. Resource requests from
the EOC to the OA may be verbally requested and then documented. Once received, available resources will be
allocated to the requesting entity. 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 Coordinators
in the EOC are responsible for ensuring that priorities are followed.
4.8 SUPPORT TO POPULATIONS WITH DISABILITIES AND OTHER ACCESS AND FUNCTIONAL
NEEDS
The City Manager’s Office, in conjunction with the City’s Community Development and Community Services
Departments, will ensure the coordination of the services for people with disabilities and others with access and
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functional needs. This will ensure the City complies with the ADA Amendments Act. The City will also coordinate
with the San Bernardino County Department of Health and Human Services to identify people with disabilities and
others with access and functional needs that may need assistance in the event of a disaster.
The City strives to ensure that every facility, activity, benefit, program, and service operated or funded by the City is
fully accessible to and useable by people with disabilities and access and functional needs per the ADA, as well as
other federal, state, and local codes, and disability rights laws. Contact the City’s Business Licensing Division for
location, points of contact, phone numbers, and other information about the following facilities that house, support,
or provide services to populations with disabilities and other access and functional needs.
• Dialysis centers
• Assisted living and skilled nursing facilities
• Schools
• Community Centers
• Residential care facilities
• SCE critical care customers
4.9 RECOVERY OPERATIONS FRAMEWORK
Recovery includes restoring and strengthening key systems and resource assets critical to the economic stability,
vitality, and long-term sustainability of the community. This includes health (including behavioral health) and human
services capabilities and networks, public and private disability support and service systems, educational systems,
community social networks, natural and cultural resources, affordable and accessible housing, infrastructure
systems, and local economic drivers. Appendix H provides information on the City’s recovery framework.
4.10 AFTER-ACTION REPORTS
SEMS regulations under Title IX, Division 2, Chapter 1, Section 2450(a) require any federal, state, or local jurisdiction
proclaiming or responding to a Local Emergency for which the governor has declared a State of Emergency or State
of War Emergency shall complete and transmit an After-Action Report (AAR) to Cal OES within 90 days of the close
of the emergency period. Upon completing the AAR, recommendations are made for correcting problems noted in
the response/recovery effort or during exercises and training. Depending on the level of the AAR, corrective action
may encompass anything from detailed recommendations for improving individual agency plans and procedures to
broader system-wide improvements. Priority disciplinary actions are assigned to relevant stakeholders and tracked
to ensure the identified problem has been addressed. Appendix G contains the CalOES AAR template.
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5. PLAN D EVELOPMENT, DISTRIBUTION, AND MAINTENANCE
The following section provides direction for maintaining, updating, and distributing the EOP. It includes
recommendations for testing, training, and exercises to keep the EOP current and train City staff on using the Plan.
5.1 PLAN UPDATES
Individual departments are responsible for updating and revising their departmental procedures regularly and
submitting those updates to the Emergency Management Division, who will incorporate them into the EOP. These
updates should include new information (e.g., an update of phone numbers and revisions of relevant standard
operating procedures or positions). All changes to the EOP will be documented in the record of revisions table.
Changes to the EOP will be distributed to the City departments shown on the Plan Distribution list. Major EOP
revisions will be submitted to the City Manager for approval or recommendation for review by the City Council.
Evaluating the effectiveness of the EOP involves capturing information from training events, exercises, and real-
world incidents to determine whether the goals, incident objectives, decisions, and timing outlined led to a
successful response. This process may indicate that deficiencies exist. The City staff should discuss the deficiencies
and consider assigning responsibility for generating remedies. Remedial actions may involve revising planning
assumptions and operational concepts, changing organizational tasks, or modifying organizational implementing
instructions such as checklists or templates. Remedial actions may also involve providing refresher training for EOC
personnel.
The EOP should be reviewed and updated annually internally by the City staff and whenever the following occurs:
• A major incident
• A change in operational capabilities or resources (e.g., policy, personnel, organizational structures,
management processes, facilities, equipment)
• A formal update of planning guidance or standards
• A change in the acceptability of various risks
5.2 PLAN TESTING, TRAINING, AND EXERCISES
The Fire District’s Emergency Management Division coordinates and schedules training and exercises this Plan. The
City of Rancho Cucamonga's Emergency Management Division will conduct regular exercises (one functional per
year) of this plan to train all necessary City staff in the proper response to disaster situations.
An exercise is a simulation of a series of emergencies for identified hazards affecting the city. During these exercises,
emergency response organizations are required to respond as though a real emergency had occurred. The public
may be made aware of these exercises through normal media communications.
The appropriate SEMS/NIMS/ICS training, e.g., IS-100 Basic Incident Command System, IS-200 Incident Command
System for Single Resources and Initial Action Incidents, for entry level staff and IS-700 National Incident
Management System for supervisory staff and the equivalent IS-800 National Response Framework will be required
for managerial, higher staff and EOC assigned personnel. Exercises will be conducted utilizing the concepts and
principles of SEMS/NIMS. Training and exercises are essential at all levels of government to make emergency
operations personnel operationally ready. All emergency plans should include provisions for training.
The objective is to train and inform local government officials, emergency response personnel, and the public. The
best method for training staff to manage emergency operations is through exercises. The City is dedicated to
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adhering to the U.S. Department of Homeland Security’s Homeland Security Exercise and Evaluation Program
(HSEEP), which is a capabilities and performance-based exercise program that provides a standardized methodology
and terminology for exercise design, development, conduct, evaluation, and improvement planning. HSEEP
constitutes a national standard for all exercises. Through exercises, the National Exercise Program supports
organizations in achieving objective assessments of their capabilities so that strengths and areas for improvement
are identified, corrected, and shared as appropriate prior to a real incident.
Exercises are conducted regularly to maintain the readiness of operational procedures. Exercises provide personnel
with an opportunity to become thoroughly familiar with the procedures, facilities, and systems that will be used in
emergencies. There are several forms of exercises:
• Tabletop exercises provide a convenient and low-cost method to evaluate policy, plans, and procedures;
establish and reinforce coordination between departments and personnel; and establish responsibilities.
Such exercises are an excellent way to see if policies and procedures exist to handle specific issues.
• Functional exercises are designed to test and evaluate the capability of an individual aspect of the plan such
as evacuation, emergency medical services, communications systems and equipment, or dissemination of
public information.
• Full-scale exercises simulate an actual emergency. They typically involve complete emergency management
staff and are designed to evaluate the operational capability of the emergency management system.
5.2.1 EOC RESPONDER TRAINING
Maintenance of the EOP and evaluating its effectiveness involves using training and exercises along with evaluating
actual incidents to determine whether goals, decisions, and timing outlined in the plan led to a successful response.
The City has developed a matrix of training for personnel who may be required to respond to an emergency incident
in the city. Individual departments are responsible for coordinating and executing training or sending employees to
attend appropriate training programs. Table 5.1 contains recommended staff training by assignment.
When a new City employee is hired, Human Resources will notify the employee of the required training and the need
to contact the Emergency Management Division to coordinate additional training if assigned to the EOC.
Except for the EOC Academy, all of the ICS training courses below are available online through FEMA’s Emergency
Management Institute Independent Study Program. The EOC Academy is put together annually through
collaboration between West End Cities. The courses included in the EOC Academy are ICS/EOC Interface, Section
Specific training, Action Planning development and a functional exercise. The following table delineates the City’s
training standards for those with designated emergency roles:
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Table 5.1: Recommended Emergency Management Training
NIMS/SEMS/IS
Training IS 100 IS 200
CC
Incident
Mgmt
Training
IS 700 IS 800 SEMS
G606
EOC
Academy
City Council X
All Full Time City Staff X X X
Volunteer – Disaster Service Workers
(CERT, ACS) X X X X
EOC Assigned Staff X X X X X X
According to the U.S. Department of Homeland Security NIMS Training Program (September 2011), emergency
management and response personnel should refresh their mandated NIMS training every three (3) years in
conjunction with participating in exercises and real events.
5.2.2 EXERCISES
Short of real-world operations, exercises are the best method of evaluating the effectiveness of a plan. They also
provide a valuable tool in training emergency responders and other City staff to become familiar with the
procedures, equipment, and systems they use or manage in emergencies. Exercises must be conducted regularly to
maintain readiness. Table 5.2 provides a recommended schedule of exercise for City staff.
Table 5.2: Recommended City-wide Exercise Schedule
FREQUENCY TYPE PARTICIPANTS
Annually Evacuation Drills of All City-Owned Facility All employees
Annually Tabletop or Functional Exercise Emergency operations staff
Every 3 years or as available Full-Scale Exercise Emergency operations staff
5.3 AFTER ACTION REVIEW
After every exercise or incident, an after-action review (AAR) should be conducted, and an After-Action
Report/Improvement Plan (AAR/IP) should be completed. The AAR/IP has two (2) components: 1) an AAR, which
captures observations and recommendations based on incident objectives as associated with the capabilities and
tasks, and 2) an IP, which identifies specific corrective actions, assigns them to responsible parties, and establishes
targets for their completion. The division responsible for creating and facilitating the exercise is responsible for
developing the AAR/IP and convenes participants to discuss action items and solicit recommendations for
improvements. Appendix G contains a template for an AAR.
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6. APPENDICES
APPENDIX A – GLOSSARY AND ACRONYMS
APPENDIX B – INFORMATION COLLECTION AND DISSEMINATION
APPENDIX C – POSITION RESPONSIBILITIES AND GENERAL DUTIES
APPENDIX D – HAZARD SPECIFIC ANNEXES
APPENDIX E – FUNCTIONAL ANNEXES
APPENDIX F – EOC ACTION PLANNING AND SITUATION REPORTING
APPENDIX G – AFTER ACTION REPORTING
APPENDIX H – RECOVERY OPERATIONS FRAMEWORK
APPENDIX I – CRITICAL INFRASTRUCTURE
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Appendix A: Glossary and Acronyms
A-1
APPENDIX A: GLOSSARY AND ACRONYMS
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Appendix A: Glossary and Acronyms
A-2
APPENDIX A: GLOSSARY AND ACRONYMS
Action Plan (AP): See EOC Action Plan and Incident Action Plan.
Activation: 1) Initial activation of an EOC may be accomplished by a designated official of the emergency response
agency that implements SEMS as appropriate to accomplish the agency's role in response to the emergency. 2) An
event in the sequence of events normally experienced during most emergencies.
After-Action Report (AAR): A report that examines response actions, application of SEMS, modifications to plans
and procedures, training needs, and recovery activities. After-action reports are required under SEMS after any
emergency that requires a declaration of an emergency. Reports must be submitted within 90 days to Cal OES.
Agency: A division of government with a specific function offering a particular kind of assistance. In the Incident
Command System (ICS), agencies are defined either as jurisdictional (having statutory responsibility for incident
management) or as assisting or cooperating (providing resources or other assistance). Governmental organizations
are most often in charge of an incident, though in certain circumstances, private sector organizations may be
included. Additionally, Non-Governmental Organizations (NGOs) may be included to provide support.
All-Hazards: Any incident, natural or human-caused, that warrants action to protect life, property, environment,
public health, or safety and minimize disruptions of government, social, or economic activities.
California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA): An agreement entered into by and
between the State of California, its various departments and agencies, and the various political subdivisions,
municipal corporations, and public agencies of the State of California to assist each other by providing resources
during an emergency. Mutual Aid occurs when two or more parties agree to furnish resources and facilities and to
render services to each other in response to any disaster or emergency.
California Emergency Functions (CA-EF): The California Emergency Functions are a grouping of state agencies,
departments, and other stakeholders with similar functional activities/responsibilities whose responsibilities lend to
improving the state’s ability to collaboratively prepare for, effectively mitigate, cohesively respond to and rapidly
recover from any emergency. California Emergency Functions unify a broad spectrum of stakeholders with various
capabilities, resources, and authorities to improve collaboration and coordination for a particular discipline. They
also provide a framework for the state government to support regional and community stakeholder collaboration
and coordination at all levels of government and across overlapping jurisdictional boundaries.
California Emergency Services Act (ESA): An Act within the California Government Code to ensure that preparations
within the state will be adequate to deal with natural, manmade, or war-caused emergencies which result in
conditions of disaster or in extreme peril to life, property and the natural resources of the state and generally to
protect the health and safety and preserve the lives and property of the people of the state.
Catastrophe: Any natural or human-caused incident, including terrorism, that results in extraordinary levels of mass
casualties, damage, or disruption severely affecting the population, infrastructure, environment, economy, national
morale, and/or government functions.
Command: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated
authority.
Command/Management: Command is responsible for the directing, ordering, and/or controlling of resources at
the field response level. Management is responsible for overall emergency policy and coordination at the SEMS EOC
levels.
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Appendix A: Glossary and Acronyms
A-3
Command Post: See Incident Command Post.
Command Staff: The Command Staff at the SEMS Field Level consists of the Information Officer, Safety Officer, and
Liaison Officer. They report directly to the Incident Commander. They may have an assistant(s), as needed. These
officers are also found at the EOC levels in SEMS, and they report directly to the EOC Director and comprise the
Management Staff. They may have an assistant(s), as needed.
Common Terminology: Normally used words and phrases-avoids the use of different words/phrases for the same
concepts, consistency to allow diverse incident management and support organizations to work together across a
wide variety of incident management functions and hazard scenarios.
Communications: Process of transmission of information through verbal, written, or symbolic means.
Continuity of Government (COG): Activities that address the continuance of constitutional governance. COG
planning aims to preserve and/or reconstitute the institution of government and ensure that a department or
agency’s constitutional, legislative, and/or administrative responsibilities are maintained. This is accomplished
through a succession of leadership, the pre- delegation of emergency authority, and active command and control
during response and recovery operations.
Continuity of Operations (COOP): Planning should be instituted (including all levels of government) across the
private sector and non-governmental organizations as appropriate to ensure the continued performance of core
capabilities and/or critical government operations during any potential incident.
Coordination: The process of systematically analyzing a situation, developing relevant information, and informing
appropriate command authority of viable alternatives for selecting the most effective combination of available
resources to meet specific objectives. The coordination process (which can be either intra-or inter-agency) does not
involve dispatch actions. However, personnel responsible for coordination may perform command or dispatch
functions within limits established by specific agency delegations, procedures, legal authority, etc. Multiagency or
Interagency coordination is found at all SEMS levels.
Coordination Center: Term used to describe any facility used for the coordination of agency or jurisdictional
resources in support of one or more incidents.
Corrective Actions: Implementing procedures that are based on lessons learned from actual incidents or from
training and exercises.
Cost Unit: Functional unit within the Finance/Administration Section responsible for tracking costs, analyzing cost
data, making cost estimates, and recommending cost-saving measures.
Critical Infrastructure: Systems and assets, whether physical or virtual, are so vital to the United States that the
incapacity or destruction of such systems and assets would have a debilitating impact on security, national economic
security, national public health or safety, or any combination of those matters.
Cyber Threat: An act or threat that poses potentially devastating disruptions to critical infrastructure, including
essential communications such as voice, email, and Internet connectivity
Cyber Security: The protection of data and systems in networks that are connected to the internet, including
measures to protect critical infrastructure services. These services may include essential communications such as
voice, email, and internet connectivity.
Demobilization: An incident resource's orderly, safe and efficient return to its original location and status.
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A-4
Department Operations Center (DOC): An Emergency Operations Center (EOC), specific to a single department or
agency. Their focus is on internal agency incident management and response. They are often linked to and, in most
cases, are physically represented in a combined agency EOC by authorized agent(s) for the department or agency.
Disaster: A sudden calamitous emergency event bringing great damage, loss, or destruction.
Division: The partition of an incident into geographical areas of operation. Divisions are established when the
number of resources exceeds the manageable span of control of the Operations Section Coordinator. A Division is
located within the ICS organization between the Branch and resources in the Operations Section.
Documentation Unit: Functional unit within the Planning/Intelligence Section responsible for collecting,
distributing, recording, and safeguarding all documents relevant to an incident or within an EOC.
Emergency: Any incident(s), whether natural or manmade, that requires responsive action to protect life or
property. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means, any
occasion or instance for which, in the determination of the President, federal assistance is needed to supplement
state and local efforts and capabilities to save lives and to protect property and public health and safety, or to lessen
or avert the threat of a catastrophe in any part of the United States.
Emergency Management Assistance Compact (EMAC): A congressionally ratified organization that provides form
and structure to interstate mutual aid. Through EMAC, a disaster-affected state can request and receive assistance
from other member states quickly and efficiently, resolving two key issues upfront: liability and reimbursement.
Emergency Management Community: The stakeholders in emergency response in California including the residents
of California, the private sector, and federal, state, local and tribal governments.
Emergency Operations Center (EOC): The physical location at which the coordination of information and resources
to support incident management (on-scene operations) activities normally takes place. An EOC may be a temporary
facility or may be located in a more central or permanently established facility, perhaps at a higher level of
organization within a jurisdiction. EOC may be organized by major functional disciplines (e.g., fire, law enforcement
and medical services), by jurisdiction (e.g., federal, state, regional, tribal, city, county), or some combination thereof.
Emergency Operations Plan: The ongoing plan maintained by various jurisdictional levels for responding to a wide
variety of potential hazards.
Emergency Resource Directory (ERD): A directory containing information on agency or organization personnel
emergency certifications and qualifications and vendor and support organization supplies, equipment, etc. that may
be needed during an emergency. Supplies and equipment can include such items as potable water tenders, portable
toilets, heavy equipment, prepared meals, bulk foodstuffs, cots, rental office trailers, etc. To the extent possible and
when appropriate, equipment should be typed by capability according to a common and accepted typing schematic.
Emergency resource directories should only include those items likely to be needed by the preparing agency or
organization in the performance of their duties and should not attempt to include everything that may be needed
in any emergency.
Emergency Response Agency: Any organization responding to an emergency, or providing mutual aid support to
such an organization, whether in the field, at the scene of an incident, or to an operations center.
Emergency Response Personnel: Personnel affiliated with or sponsored by emergency response agencies.
EOC Action Plan: The plan developed at SEMS EOC levels, which contains objectives, actions to be taken,
assignments and supporting information for the next operational period.
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Essential Facilities: Police, fire, emergency operations centers, schools, medical facilities, and other resources that
have a role in an effective and coordinated emergency response.
Evacuation: Organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or
potentially dangerous areas and their reception and care in safe areas.
Federal: Of or pertaining to the federal government of the United States of America.
Finance/Administration Section: The section responsible for all administrative and financial considerations
surrounding an incident or EOC activation.
Function: Function refers to the five major activities in ICS: Command, Operations, Planning, Logistics and
Finance/Administration. The same five functions are also found at all SEMS EOC Levels. At the EOC, the term
Management replaces Command. The term function is also used when describing the activity involved (e.g., the
planning function). A sixth function, Intelligence/Investigations, may be established, if required, to meet emergency
management needs.
Group: Established to divide the incident management structure into functional areas of operation. Groups are
composed of resources assembled to perform a special function, not necessarily within a single geographic division.
Groups, when activated, are located between branches and resources in the Operations Section. See Division.
Hazard: Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome.
Incident: An occurrence or event, natural or manmade, which requires a response to protect life or property.
Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, civil unrest, wild-
land and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes,
hurricanes, tornadoes, tropical storms, tsunamis, war- related disasters, public health, and medical emergencies and
other occurrences requiring an emergency response.
Incident Action Plan (IAP): An oral or written plan containing general objectives reflecting the overall strategy for
managing an incident. It may include the identification of operational resources and assignments. It may also include
attachments that provide direction and important information for management of the incident during one or more
operational periods. At the SEMS EOC level it is called the EOC Action Plan.
Incident Base: The location at which primary Logistics functions for an incident are coordinated and administered.
There is only one base per incident. (Incident name or other designator will be added to the term base.) The Incident
Command Post may be co-located with the Base.
Incident Command: Responsible for overall management of the incident and consists of the Incident Commander,
either single or unified command, and any assigned supporting staff.
Incident Commander (IC): The individual responsible for all incident activities, including the development of
strategies and tactics and the ordering and the release of resources. The IC has overall authority and responsibility
for conducting incident operations and is responsible for the management of all incident operations at the incident
site.
Incident Command Post (ICP): The field location where the primary functions are performed. The ICP may be co-
located with the incident base or other incident facilities.
Incident Command System (ICS): A standardized on-scene emergency management construct specifically designed
to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of
single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities,
equipment, personnel, procedures and communications operating within a common organizational structure,
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designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is
applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies,
both public and private, to organize field-level incident management operations.
Information: Pieces of raw, unanalyzed data that identifies persons, evidence, events; or illustrates processes that
specify the occurrence of an event. May be objective or subjective and is intended for both internal analysis and
external (news media) application. Information is the “currency” that produces intelligence.
Intelligence: Product of an analytical process that evaluates information collected from diverse sources, integrates
the relevant information into a cohesive package and produces a conclusion or estimate. Information must be real,
accurate and verified before it becomes intelligence for planning purposes. Intelligence relates to the specific details
involving the activities of an incident or EOC and current and expected conditions and how they affect the actions
taken to achieve operational period objectives. Intelligence is an aspect of information. Intelligence is primarily
intended for internal use and not for public dissemination.
Intelligence/Investigations: Intelligence gathered within the Intelligence/Investigations function is information that
either leads to the detection, prevention, apprehension and prosecution of criminal activities (or the individual(s)
involved) including terrorist incidents or information that leads to determination of the cause of a given incident
(regardless of the source) such as public health events or fires with unknown origins. This is different from the normal
operational and situational intelligence gathered and reported by the Planning Section.
Interoperability: Allows emergency management/response personnel and their affiliated organizations to
communicate within and across agencies and jurisdictions via voice, data, or video-on-demand, in real-time, when
needed and when authorized.
Joint Information Center (JIC): A facility established to coordinate all incident-related public information activities.
It is the central point of contact for all news media. Public information officials from all participating agencies should
co-locate at the JIC.
Joint Information System (JIS): Integrates incident information and public affairs into a cohesive organization
designed to provide consistent, coordinated, accurate, accessible, timely and complete information during crisis or
incident operations. The mission of the JIS is to provide a structure and system for developing and delivering
coordinated interagency messages; developing, recommending and executing public information plans and
strategies on behalf of the IC; advising the IC concerning public affairs issues that could affect a response effort; and
controlling rumors and inaccurate information that could undermine public confidence in the emergency response
effort.
Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal
responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., federal,
state, tribal and local boundary lines) or functional (e.g., law enforcement, public health).
Key Resources: Any publicly or privately controlled resources essential to the minimal operations of the economy
and government.
Liaison: A form of communication for establishing and maintaining mutual understanding and cooperation.
Liaison Officer: A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for
coordinating with representatives from cooperating and assisting agencies or organizations. At SEMS EOC Levels,
reports directly to the EOC Director and coordinates the initial entry of Agency Representatives into the Operations
Center and also provides guidance and support for them as required.
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Local Government: According to federal code30 a county, municipality, city, town, township, local public authority,
school district, special district, intrastate district, council of governments (regardless of whether the council of
governments is incorporated as a nonprofit corporation under state law), regional or interstate government entity,
or agency or instrumentality of a local government; an Indian tribe or authorized tribal entity, or in Alaska a Native
village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public
entity.
Logistics: Providing resources and other services to support incident management.
Logistics Section: The section responsible for providing facilities, services and material support for an incident or
EOC activation.
Management Staff: See Command Staff.
Mitigation: Provides a critical foundation in the effort to reduce the loss of life and property from natural and/or
manmade disasters by avoiding or lessening the impact of a disaster and providing value to the public by creating
safer communities. Mitigation seeks to fix the cycle of disaster damage, reconstruction and repeated damage. These
activities or actions, in most cases, will have a long-term sustained effect.
Mobilization: The process and procedures used by all organizations—federal, state, tribal and local-for activating,
assembling and transporting all resources that have been requested to respond to or support an incident.
Mobilization Center: An off-emergency location where emergency services personnel and equipment may be
temporarily located, pending assignment to emergencies, release, or reassignment.
Multiagency or Inter-Agency Coordination: The participation of agencies and disciplines involved at any level of the
SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response
activities, including the sharing of critical resources and the prioritization of incidents.
Multiagency Coordination Group (MAC Group): Typically, administrators/executives, or their appointed
representatives, who are authorized to commit agency resources and funds, are brought together and form MAC
Groups. MAC Groups may also be known as multiagency committees, emergency management committees, or as
otherwise defined by the System. It can provide coordinated decision making and resource allocation among
cooperating agencies and may establish the priorities among incidents, harmonize agency policies and provide
strategic guidance and direction to support incident management activities.
Multiagency Coordination System(s) (MACS): Multiagency coordination systems provide the architecture to
support coordination for incident prioritization, critical resource allocation, communications systems integration and
information coordination. The elements of multiagency coordination systems include facilities, equipment,
personnel, procedures and communications. Two of the most commonly used elements are EOC and MAC Groups.
These systems assist agencies and organizations responding to an incident.
Mutual Aid Agreements and/or Assistance Agreements: Written or oral agreements between and among
agencies/organizations and/or jurisdictions that provide a mechanism to quickly obtain emergency assistance in the
form of personnel, equipment, materials and other associated services. The primary objective is to facilitate rapid,
short-term deployment of emergency support prior to, during, and/or after an incident.
Mutual Aid Coordinator: An individual at local government, Operational Area, Region or State Level that is
responsible to coordinate the process of requesting, obtaining, processing and using mutual aid resources. Mutual
Aid Coordinator duties will vary depending upon the mutual aid system.
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Mutual Aid Region: A mutual aid region is a subdivision of Cal OES established to assist in the coordination of mutual
aid and other emergency operations within a geographical area of the state, consisting of two or more Operational
Areas.
National: Of a nationwide character, including the federal, state, tribal and local aspects of governance and policy.
National Incident Management System (NIMS): Provides a systematic, proactive approach guiding government
agencies at all levels, the private sector and non-governmental organizations to work seamlessly to prevent, protect
against, respond to, recover from and mitigate the effects of incidents, regardless of cause, size, location, or
complexity, in order to reduce the loss of life or property and harm to the environment.
National Response Framework (NRF): A guide to how the nation conducts all-hazards incident management.
Non-governmental Organization (NGO): An entity with an association that is based on the interests of its members,
individuals, or institutions. It is not created by a government, but it may work cooperatively with the government.
Such organizations serve a public purpose, not a private benefit. Examples of NGO include faith-based charity
organizations and the American Red Cross.
Officer: 1) The ICS title for the personnel responsible for the Command Staff (Management Staff at EOC) positions
of Safety, Liaison and Public Information. 2) One who holds an office or post; especially one elected or appointed to
a position of authority or trust in a corporation, government, institution, etc.
Operational Area (OA): An intermediate level of the state emergency organization, consisting of a county and all
other political subdivisions within the geographical boundaries of the county.
Operational Period: The time scheduled for executing a given set of operation actions, as specified in the Incident
Action Plan. Operational periods can be of various lengths, although usually they last 12-24 hours.
Operations Section: The section responsible for all tactical incident operations and implementation of the Incident
Action Plan. In ICS, it normally includes subordinate branches, divisions, and/or groups. At the SEMS EOC levels the
section is responsible for the coordination of operational activities. The Operations Section at an EOC contains
branches, groups or units necessary to maintain appropriate span of control.
Organization: Any association or group of persons with like objectives. Examples include, but are not limited to,
governmental departments and agencies, private sector, and/or non- governmental organizations.
Planning Section: The section responsible for the collection, evaluation and dissemination of operational
information related to the incident or EOC activities and for the preparation and documentation of the IAP or EOC
action plan respectively. This section also maintains information on the current and forecasted situation and on the
status of resources assigned to the incident or EOC activation.
Political Subdivisions: Includes any city, city and county, county, tax or assessment district, or other legally
authorized local governmental entity with jurisdictional boundaries.
Preparedness: A continuous cycle of planning, organizing, training, equipping, exercising, evaluating and taking
corrective action in an effort to ensure effective coordination during incident response. Within NIMS, preparedness
focuses on the following elements: planning, procedures and protocols, training and exercises, personnel
qualification and certification and equipment certification.
Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring. Prevention involves
actions to protect lives and property. It involves applying intelligence and other information to a range of activities
that may include such countermeasures as deterrence operations; heightened inspections; improved surveillance
and security operations; investigations to determine the full nature and source of the threat; public health and
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agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific
law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and
apprehending potential perpetrators and bringing them to justice.
Private Sector: Organizations and entities that are not part of any governmental structure. The private sector
includes for-profit and not-for-profit organizations, formal and informal structures, commerce and industry.
Protocols: Sets of established guidelines for actions (which may be designated by individuals, teams, functions, or
capabilities) under various specified conditions.
Public Information: Processes, procedures and systems for communicating timely, accurate and accessible
information on the incident’s cause, size and current situation; resources committed; and other matters of general
interest to the public, responders and additional stakeholders (both directly affected and indirectly affected).
Public Information Officer (PIO): A member of the Command Staff (Management Staff at the SEMS EOC Levels)
responsible for interfacing with the public and media and/or with other agencies with incident-related information
requirements.
Recovery: The development, coordination and execution of service- and site-restoration plans; the reconstitution of
government operations and services; individual, private–sector, non- governmental and public assistance programs
to provide housing and to promote restoration; long-term care and treatment of affected persons; additional
measures for social, political, environmental and economic restoration; evaluation of the incident to identify lessons
learned; post incident reporting; and development of initiatives to mitigate the effects of future incidents.
Recovery Plan: A plan developed to restore the affected area or community.
Region Emergency Operations Center (REOC): Facilities found at Cal OES Administrative Regions. REOC provide
centralized coordination of resources among Operational Areas within their respective regions and between the
Operational Areas and the State Level.
Reimbursement: Provides a mechanism to recoup funds expended for incident-specific activities.
Resource Management: Efficient emergency management and incident response requires a system for identifying
available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare
for, respond to, or recover from an incident. Resource management under NIMS includes mutual aid agreements
and assistance agreements; the use of special federal, state, tribal and local teams; and resource mobilization
protocols.
Resources: Personnel and major items of equipment, supplies and facilities available or potentially available for
assignment to incident operations and for which status is maintained. Resources are described by kind and type and
may be used in operational support or supervisory capacities at an incident or at an EOC.
Response: Activities that address the short-term, direct effects of an incident. Response includes immediate actions
to save lives, protect property and meet basic human needs. Response also includes the execution of EOP and of
mitigation activities designed to limit the loss of life, personal injury, property damage and other unfavorable
outcomes. As indicated by the situation, response activities include applying intelligence and other information to
lessen the effects or consequences of an incident; increased security operations; continuing investigations into
nature and source of the threat; ongoing public health and agricultural surveillance and testing processes;
immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting,
or disrupting illegal activity and apprehending actual perpetrators and bringing them to justice.
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Response Personnel: Includes federal, state, territorial, tribal, sub-state regional and local governments, private
sector organizations, critical infrastructure owners and operators, NGO and all other organizations and individuals
who assume an emergency management role. Also known as an Emergency Responder.
Safety Officer: A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for
monitoring incident operations and advising the IC on all matters relating to operational safety, including the health
and safety of emergency responder personnel. The Safety Officer may have assistants.
Section: 1) The organizational level having responsibility for a major functional area of incident or EOC Management,
(e.g., Operations, Planning, Logistics, Finance/Administration) and Intelligence/ Investigations (if established). The
section is organizationally situated between the branch and the Incident Command. 2) A separate part or division
as: a. a portion of a book, treatise, or writing. b. A subdivision of a chapter. c. A division of law.
Situation Report: Often contain confirmed or verified information regarding the specific details relating to the
incident.
Span of Control: The number of resources for which a supervisor is responsible, usually expressed as the ratio of
supervisors to individuals. (Under NIMS, an appropriate span of control is between 1:3 and 1:7, with optimal being
1:5.)
Special District: A unit of local government (other than a city, county, or city and county) with authority or
responsibility to own, operate and maintain systems, programs, services, or projects (as defined in California Code
of Regulations (CCR) Section 2900(s) for purposes of natural disaster assistance. This may include a joint powers
authority established under Section 6500 et. seq. of the Code.
Stafford Act: The Robert T. Stafford Disaster Relief and Emergency Assistance Act establishes the programs and
processes for the federal government to provide disaster and emergency assistance to states, local governments,
tribal nations, individuals and qualified private nonprofit organizations. The provisions of the Stafford Act cover all-
hazards including natural disasters and terrorist events. Relevant provisions of the Stafford Act include a process for
Governors to request federal disaster and emergency assistance from the President. The President may declare a
major disaster or emergency.
Staging Area: Established on an incident for the temporary location of available resources. A Staging Area can be
any location on an incident in which personnel, supplies and equipment can be temporarily housed or parked while
awaiting operational assignment.
Standard Operating Procedure (SOP): Complete reference document or an operations manual that provides the
purpose, authorities, duration and details for the preferred method of performing a single function or a number of
interrelated functions in a uniform manner.
Standardized Emergency Management System (SEMS): A system required by California Government Code and
established by regulations for managing response to multiagency and multijurisdictional emergencies in California.
SEMS consists of five organizational levels, which are activated as necessary: Field response, Local Government,
Operational Area, Region and State.
Standardized Emergency Management System (SEMS) Guidelines: The SEMS guidelines are intended to assist
those responsible for planning, implementing and participating in SEMS.
Standardized Emergency Management System (SEMS) Regulations: Regulations establishing the Standardized
Emergency Management System (SEMS) based upon the Incident Command System (ICS) adapted from the system
originally developed by the Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE)
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A-11
program including those currently in use by state agencies, the Multiagency Coordination System (MACS) as
developed by FIRESCOPE program, the Operational Area concept and the Master Mutual Aid Agreement and related
mutual aid systems. Regulations are found at TITLE 19. DIVISION 2. Chapter 1, §2400 et. seq.
State: When capitalized, refers to any State of the United States, the District of Columbia, the Commonwealth of
Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands, and
any possession of the United States. See Section 2 (14), Homeland Security Act of 2002, Public Law 107−296, 116
Stat. 2135 (2002).
State Operations Center (SOC): The SOC is operated by the California Emergency Management Agency at the State
Level in SEMS. It is responsible for centralized coordination of state resources in support of the three Cal OES
Administrative Regional Emergency Operations Centers (REOCs). It is also responsible for providing updated
situation reports to the Governor and legislature.
Strategy: The general plan or direction selected to accomplish incident objectives.
System: An integrated combination of people, equipment and processes that work in a coordinated manner to
achieve a specific desired output under specific conditions.
Technical Assistance: Support provided to state, tribal and local jurisdictions when they have the resources but lack
the complete knowledge and skills needed to perform a required activity (such as mobile-home park design or
hazardous material assessments).
Technical Specialists: Personnel with special skills that can be used anywhere within the SEMS organization. No
minimum qualifications are prescribed, as technical specialists normally perform the same duties during an incident
that they perform in their everyday jobs and they are typically certified in their fields or professions.
Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as activity that involves an act dangerous
to human life or potentially destructive of critical infrastructure or key resources; is a violation of the criminal laws
of the United States or of any state or other subdivision of the United States in which it occurs; and is intended to
intimidate or coerce the civilian population, or influence or affect the conduct of a government by mass destruction,
assassination, or kidnapping. See Section 2 (15), Homeland Security Act of 2002, Public Law 107−296, 116 Stat. 2135
(2002).
Threat: An indication of possible violence, harm, or danger.
Tools: Those instruments and capabilities that allow for the professional performance of tasks, such as information
systems, agreements, doctrine, capabilities and legislative authorities.
Tribal: Any Indian tribe, band, nation, or other organized group or community, including any Alaskan Native Village
as defined in or established pursuant to the Alaskan Native Claims Settlement Act (85 stat. 688) [43 U.S.C.A. and
1601 et seq.].
Type: 1) An ICS resource classification that refers to capability. Type 1 is generally considered to be more capable
than Types 2, 3, or 4, respectively, because of size, power, capacity, or (in the case of incident management teams)
experience and qualifications. 2) A class, kind, or group sharing one or more characteristics; category. 3) A variety or
style of a particular class or kind of things.
Unified Command: An ICS application used when more than one agency has incident jurisdiction or when incidents
cross political jurisdictions. Agencies work together through the designated members of the UC, often the senior
person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and
strategies and a single IAP.
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Unit: The organizational element with functional responsibility for a specific incident planning, logistics, or
finance/administration activity.
Vital Records: The essential agency records that are needed to meet operational responsibilities under national
security emergencies or other emergency or disaster conditions (emergency operating records), or to protect the
legal and financial rights of the Government and those affected by Government activities (legal and financial rights
records).
Volunteer: For purposes of NIMS, a volunteer is any individual accepted to perform services by the lead agency
(which has authority to accept volunteer services) when the individual performs services without promise,
expectation, or receipt of compensation for services performed. See 16 U.S.C. 742f(c) and 29 CFR 553.10.
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Appendix B: Information Collection and Dissemination
B-1
APPENDIX B: INFORMATION COLLECTION AND DISSEMINATION
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Appendix B: Information Collection and Dissemination
B-2
APPENDIX B: INFORMATION COLLECTION AND DISSEMINATION
This Appendix describes both incident and EOC information collection and management processes. It may
be used by an incident commander or by staff assigned for EOC activation.
The information collection plan is a tool that describes the types of information that may be gathered and
shared for senior leaders, emergency managers, EOC staff, and Incident Commanders to understand the
situation and make decisions regarding detailed response priorities and resource allocations. Table B.1
provides a template for an information collection plan that supports systematically developing situational
awareness of the magnitude and effects of an incident. This information collection plan template can be
modified for each individual incident dependent upon its level of complexity and phase of response.
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B-3
Table B.1 Information Collection Plan
Critical Information Specific Information Methodology/Source Responsible
Entity
Product Timeline
1. Boundaries of incident
area (at-risk
populations, fire,
flooding, HAZMAT spill)
• Geographic limits of
damage
• Description of the
severity of damage
• Estimated number of
people inside incident
boundaries
• On-scene reports
• Social media
• Media
• Assessment teams
• Remote sensing
• Aerial reconnaissance
• GIS
• First responders
• Assessment
teams
• GIS Unit
• Media
monitoring staff
• GIS impact maps
• SITSTAT Report
• Incident Briefing
ICS 201
• Initial estimate
within 2 hours of
EOC activation
and updated
every
operational
period or as
needed
2. Access points to
incident areas
• Location of access
points
• Credentials needed to
enter
• Best routes to approach
the incident area
• First responders
• Aerial reconnaissance
• GIS
• Incident
Commander(s)
• Unified
Command
• GIS Unit
• GIS maps
• Displays
• Incident Briefing
ICS 201
• Initial estimate
within 2 hours of
EOC activation
and updated
every
operational
period or as
needed
3. Jurisdictions impacted • Counties, cities, towns,
and special districts
affected by the incident
• USGS Pager
• National Weather
Service
• Cal OES Southern
REOC
• Media
• Other EOCs
• Cal OES
• EOC Planning
Section
• Agency Liaisons
• GIS Displays
• SITSTAT Report
• Incident Briefing
ICS 201
• Media releases
• As soon as
possible post-
incident and
ongoing as
required
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Appendix B: Information Collection and Dissemination
B-4
Critical Information Specific Information Methodology/Source Responsible
Entity Product Timeline
4. Impacts on staff and
population
• Casualties
• Populations in life-
threatening situations
• Number of evacuees
• Numbers without critical
lifeline infrastructure
• EOC staff
• First responders
• Reports from
populations
• News media
• Social media
• HAZUS
• Incident
Commander(s)
• Unified
Commands
• City DOCs
• GIS impact maps
SITSTAT Report
• Incident Briefing
ICS 201
• Media releases
• Initial estimate
within 2 hours
and updated
every operational
period or as
needed
5. Hazard-specific
information on toxic
and radiological
issues. Safety
hazards
• Extent of fires
• Actual or potential for
release of hazardous
materials
• Affected locations and what
they contain
• Personal safety issues
• Public health concerns
• Staff
• First responders
• South Coast Air Quality
Management District
• Assessment teams
• News media
• Social media
• City Staff
• First responders
• ICs
• Unified
Commands
• Private industry
• GIS products
depicting actual or
potential threats
• SITSTAT Report
• Incident Briefing
ICS 201
• Media releases
• Safety
briefing/messages
• Initial estimate
within 2 hours and
updated every
operational period
or as needed
6. Weather • Forecast post-incident
conditions and implications
for impeding operations
• National Weather
Service
• EOC Planning
Section
• SITSTAT Report
• Incident briefing
ICS 201
• Safety Briefings/
messages
• As soon as
possible post-
incident and
ongoing as
required
7. Status of City
resources
• Operability of roadways,
water systems, Public Works
equipment
• Availability of City staff
• City departments
report
• DOC action plans/
situation status
reports
• Department
directors
• DOC Planning
Sections
• SITSTAT Report
• Incident briefing
ICS 201
• As soon as
possible post-
incident and
ongoing as
required
City of Rancho Cucamonga 2023 Emergency Operations Plan
Appendix B: Information Collection and Dissemination
B-5
Critical Information Specific Information Methodology/Source Responsible
Entity Product Timeline
8. Damage
assessments and
initial needs
• Status of damage
assessment teams
• Assessment status of critical
facilities maintenance yards,
and operations centers
• Description of incidents
requiring immediate
response (life safety)
• On-scene reports
• Incident commands
• Aerial reconnaissance
• Media
• Social media
• Incident
Commander(s)
• City staff
• Utility company
liaisons/EOCs
• GIS maps
• SITSTAT Report
• Incident Briefing ICS
201 Form
• Initial estimate
within 1 hour and
updated every 6
hours
9. Status of lifeline
utilities
• Electrical power
• Water
• Waste Water
• Gas
• Utility companies
Southern California
Edison (SCE)
• On-scene reports
• Public works
departments
• EOC Public Works
Branch
• Agency Liaisons
• GIS maps
• Status boards
• Initial estimate
within 1 hour and
updated every 6
hours
10. Status of
communications / IT
systems
• Status of radio systems
• Status of
telecommunications service
including internet
• Reliability of cellular service
• Status of notification
systems
• Status of City social media
sites
• Internet service
providers/phone
company
• IT
• City EOC
• News media/open
sources
• Social Media
• IT Department
• Logistics Section
• SITSTAT Report
• Incident Briefing ICS
201
• Incident
Communications Plan
ICS 205
• Initial estimate
within 1 hour and
updated every 6
hours
11. Status of
transportation
systems
• Status of roadways and
bridges
• Status of mass
transportation systems
• Status of airports
• On-scene reports
• Public Works
• Caltrans
• Metrolink
• Aerial survey
• Media
• EOC Operations
and Planning
Sections
• City DOCs
• SITSTAT Report
• Incident Briefing ICS
201
• Safety briefings/
messages
• Initial estimate
within 4 hours and
updated every
operational period
City of Rancho Cucamonga 2023 Emergency Operations Plan
Appendix B: Information Collection and Dissemination
B-6
Critical Information Specific Information Methodology/Source Responsible
Entity Product Timeline
12. Status of Emergency
Operations Center
• Status of
functionality
• Level of activation
• Level of staffing
• Ability to conduct
sustained operations
• Operational Area
• Building Department
• IT Department
• HR Department
• EOC Director
• SITSTAT Report
• Organization
Assignment List ICS
203
• Initial status within
1 hour and updated
every operational
period
13. Status of City and other
critical infrastructure
and facilities
• Functionality of City
facilities
• Capability to support
operations
• Estimate of resources
needed to restore
operations
• On-scene reports
• Assessment teams
• Remote sensing
• Aerial reconnaissance
• Media reports
• Public Works
• City DOCs
• SCE
• SITSTAT Report
• Incident Briefing ICS
201
• Safety
briefings/messages
• Initial estimate
within 4 hours and
updated every
operational period
14. Status of shelter
operations
• Locations of shelters
• Numbers at shelters
• ADA/AFN numbers
and needs at shelters
• Red Cross
• Salvation Army
• Houses of worship
• EOC Care and
Shelter Branch
• SITSTAT Report
• Incident Briefing ICS
201
• GIS maps
• Initial status within
1 hour and updated
every operational
period
15. Status of key medical
and health facilities
• Functionality of
facility
• Number of available
beds
• Percent capacity
• Hospitals
• CAHAN
• EMSA
• Logistics Section • SITSTAT Report
• Incident Briefing ICS
201
• GIS maps
• Initial status within
1 hour and updated
every operational
period
16. Status of fueling
locations and available
fuel
• Location and
availability of fuel
• Amount of fuel
available for
emergency
operations
• California Energy
Commission
• Fuel suppliers
• Local fuel retailers
• EOC Public
Works Branch
• SITSTAT Report
• Incident Briefing ICS
201
• GIS maps
• Initial estimate
within 4 hours and
updated every
operational period
17. Status of key staff /staff
issues
• Well-being, location,
and contact
information of City
Council and key City
staff
• HR Department
• Notification systems
• Key staff • SITSTAT Report
• Incident Briefing ICS
201
• Initial estimate
within 2 hours and
updated as
necessary
City of Rancho Cucamonga 2023 Emergency Operations Plan
Appendix B: Information Collection and Dissemination
B-7
• Organization
Assignment List ICS
203
City of Rancho Cucamonga 2023 Emergency Operations Plan
Appendix C: Position Responsibilities and General Duties
C-1
APPENDIX C: POSITION RESPONSIBILITIES AND GENERAL DUTIES
City of Rancho Cucamonga 2023 Emergency Operations Plan
Appendix C: Position Responsibilities and General Duties
C-2
APPENDIX C: POSITION RESPONSIBILITIES AND GENERAL DUTIES
1. All EOC Staff
2. Management Section
3. Operations Section
4. Planning & Intel Section
5. Logistics Section
6. Finance & Administration Section
FOR OFFICIAL USE ONLY
C-3
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC
Contents
All EOC Staff .................................................................................................................................................. 5
DIRECTOR OF EMERGENCY SERVICES ........................................................................................................... 6
EOC Policy Group .......................................................................................................................................... 7
EOC Director .................................................................................................................................................. 8
Public Information Officer ............................................................................................................................ 9
Safety Officer .............................................................................................................................................. 10
Security Officer ........................................................................................................................................... 11
EOC Coordinator ......................................................................................................................................... 12
Liaison Officer ............................................................................................................................................. 13
Legal Advisor ............................................................................................................................................... 14
Operations Section Coordinator ................................................................................................................. 15
Fire/Rescue Branch ..................................................................................................................................... 16
Law Enforcement Branch ............................................................................................................................ 17
Public Works Branch ................................................................................................................................... 18
Construction & Engineering Branch ............................................................................................................ 19
Damage Assessment Group ........................................................................................................................ 20
Care & Shelter Branch ................................................................................................................................. 21
Donations Management Unit ..................................................................................................................... 22
Animal Services Branch ............................................................................................................................... 23
Planning/Intelligence Section Coordinator ................................................................................................. 24
Situation Analysis Unit ................................................................................................................................ 25
Documentation Unit ................................................................................................................................... 26
Advanced Planning Unit .............................................................................................................................. 27
Demobilization Unit .................................................................................................................................... 28
Resource Tracking Unit ............................................................................................................................... 29
GIS Unit ....................................................................................................................................................... 30
Logistics Section Coordinator...................................................................................................................... 31
Transportation Unit .................................................................................................................................... 32
Personnel/Volunteer Unit ........................................................................................................................... 33
Supply & Procurement Unit ........................................................................................................................ 34
Communications/IT Unit ............................................................................................................................. 35
Facilities Unit ............................................................................................................................................... 36
Food Unit..................................................................................................................................................... 37
Finance & Administration Section Coordinator .......................................................................................... 38
Recovery Unit .............................................................................................................................................. 39
Time Keeping Unit ....................................................................................................................................... 40
Purchasing Unit ........................................................................................................................................... 41
Compensation & Claims Unit ...................................................................................................................... 42
Cost Accounting Unit .................................................................................................................................. 43
FOR OFFICIAL USE ONLY
C-4
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC
PAGE INTENTIONALLY LEFT BLANK
FOR OFFICIAL USE ONLY
C-5
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC ALL EOC STAFF This Appendix contains information regarding general duties and responsibilities for each
Section/Branch/Group/Unit within the EOC. Current, more specific, job aids are provided in the EOC and
the EOC Academy and will be updated as needed.
AUDIENCE: ALL EOC STAFF
PRIMARY
RESPONSIBILITY: ALL EOC FUNCTIONAL POSITIONS
YOUR RESPONSIBILITY:
o Be familiar with and review ALL EOC STAFF and assigned
EOC Function Checklists.
o Leadership Positions are responsible for and must be
knowledgeable of all position functions subordinate to
them.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
FOR OFFICIAL USE ONLY
C-6
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC MANAGEMENT SECTION AUDIENCE: DIRECTOR OF EMERGENCY
SERVICES
PRIMARY
RESPONSIBILITY: CITY MANAGER
YOUR RESPONSIBILITY:
•City’s overall emergency management policy and
coordination.
•Ensures the City Council is kept informed and brings all major
policy issues to the Council for review and resolution.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Serve as the Director of Emergency Services for the City of
Rancho Cucamonga.
•Make executive decisions based on policies of the City Council.
•Develop and issue rules, regulations, proclamations, and
orders.
FOR OFFICIAL USE ONLY
C-7
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC MANAGEMENT SECTION AUDIENCE: EOC POLICY GROUP
PRIMARY
RESPONSIBILITY:
CITY COUNCIL, CITY MANAGER, DEPARTMENT DIRECTORS,
LEGAL COUNSEL, EMERGENCY SERVICES MANAGER
YOUR RESPONSIBILITY:
•Responsible for resolution of all policy issues, issuing
emergency declarations, making requests to higher levels of
government, supporting a unified message to the public as
established by the PIO or JIC.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Support Director of Emergency Services and EOC operations by
serving or fulfilling duties for the City of Rancho Cucamonga
according to Municipal Code Chapter 2.36.
•Assist in making executive decisions.
•Assist the DES and EOC Director in the development of rules,
regulations, proclamations, and orders.
•Determine and establish policies governing the operations of
all City Departments, business, sales, and other activities
within the City during emergency periods.
FOR OFFICIAL USE ONLY
C-8
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC MANAGEMENT SECTION AUDIENCE: EOC DIRECTOR
PRIMARY
RESPONSIBILITY: CITY MANAGER
YOUR RESPONSIBILITY:
•Responsible for providing overall leadership to the Emergency
Operations Center and the Management Section. Responsible
for overall emergency management operations and
coordination through the joint efforts of City departments,
other governmental agencies and the private sector.
READ: Read entire checklist at beginning of each shift provided in the EOC.
GENERAL DUTIES:
•Establish the appropriate level of organization, and
continuously monitor the effectiveness of that organization.
Make changes as required.
•Be prepared to form additional branches/groups/units as
dictated by the situation.
•Exercise overall management responsibility for the
coordination of the response efforts within the affected area.
In conjunction with the General Staff, set priorities for
response efforts, and ensure that all agency actions are
accomplished within the priorities established.
•Ensure that multi-agency or inter-agency coordination is
accomplished effectively within the EOC and with other levels
of government.
•Manage initial recovery planning relating to any large-scale
emergency or a disaster.
FOR OFFICIAL USE ONLY
C-9
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC MANAGEMENT SECTION AUDIENCE: PUBLIC INFORMATION OFFICER
PRIMARY
RESPONSIBILITY: FIRE DISTRICT
YOUR RESPONSIBILITY:
•Responsible for providing incident-related information to the
public and media. Responsible for coordination of all
news/press releases. Ensures information released is
consistent, accurate, timely and appropriate. Establishes
media area; arranges for tours or photos of the incident.
Participates as the lead for the City’s Joint Information Centers
or a member of Operational Area JIC.
READ: Read entire checklist at beginning of each shift provided in the EOC.
GENERAL DUTIES:
•Function as the official media point of contact for all
information relating to the emergency/disaster.
•Develop and provide the information essential for public
direction and advice.
•Establish any media center required.
•Coordinate the rumor control function.
•Serve as the dissemination point for all media releases within
the affected area. Other agencies wishing to release
information to the public should coordinate through the Public
Information function.
•Coordinate as necessary to ensure that the public within the
affected area receives complete, accurate, timely, and
consistent information about lifesaving procedures, health
preservation instructions, emergency status and other
information, and relief programs and services.
•Review and coordinate all related information releases.
•Maintain a relationship with the media representatives and
hold periodic press conferences as required.
•Coordinate visiting officials’ tours of the incident site as
approved by EOC Director.
FOR OFFICIAL USE ONLY
C-10
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC MANAGEMENT SECTION AUDIENCE: SAFETY OFFICER
PRIMARY
RESPONSIBILITY:
HUMAN RESOURCES
YOUR RESPONSIBILITY: •Responsible for identifying and mitigating safety hazards and
situations of potential City liability during EOC operations and
ensuring a safe working environment in the EOC.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Ensure that all facilities used in support of EOC operations have
safe operating conditions.
•Monitor all EOC and related facility activities to ensure that
they are being conducted in as safe a manner as possible under
the circumstances that exist.
•Stop or modify all unsafe operations.
•Monitor operations to reduce, minimize or eliminate liability
to the City as much as possible.
FOR OFFICIAL USE ONLY
C-11
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC MANAGEMENT SECTION AUDIENCE: SECURITY OFFICER
PRIMARY
RESPONSIBILITY: POLICE
YOUR RESPONSIBILITY: •Responsible for security of EOC facility and controlling
personnel access.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Provide twenty-four hour a day security for EOC facilities.
•Control personnel access to facilities in accordance with
policies established by the EOC Director and departmental
standard and emergency operating procedures.
FOR OFFICIAL USE ONLY
C-12
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC MANAGEMENT SECTION AUDIENCE: EOC COORDINATOR
PRIMARY
RESPONSIBILITY: FIRE DISTRICT
YOUR RESPONSIBILITY:
•Responsible for ensuring the EOC maintains a state of
readiness. Facilitates the overall setup and functioning of the
EOC, coordinates with other departments and agencies for
staffing, serves as a resource to the EOC Director.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Maintains EOC in a state of readiness.
•Facilitates Emergency Operations Center (EOC) internal
management, organization and operations.
•Facilitates the overall setup and functioning of the EOC.
•Is knowledgeable of all capabilities, functions and operational
tools available in the EOC.
•Serves as a resource to access all capabilities, functions, and
operational tools available in the EOC.
•Assist and serve as an advisor to the EOC Director and General
Staff as needed.
•Serve as temporary EOC position staff if assigned by the EOC
Director.
•Coordinate all visits to the EOC.
FOR OFFICIAL USE ONLY
C-13
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC MANAGEMENT SECTION AUDIENCE: LIAISON OFFICER
PRIMARY
RESPONSIBILITY: CITY MANAGER’S OFFICE
YOUR RESPONSIBILITY:
•Representatives from adjacent jurisdictions, operational area,
state and/or federal emergency officials or outside entities
located the EOC to aid in the response effort to ensure all
involved organizations and agencies are working together,
maximizing the effectiveness of available resources while
reducing duplication and waste of resources.
READ: Read entire checklist at beginning of each shift provided in the EOC.
GENERAL DUTIES:
•Function as a central location for Agency information flow.
•Ensure that all developed guidelines, directives, actions plans
and appropriate situation information are in line with Agency
operations.
•Provide point of contact for non-city agencies supporting the
response effort and business and industry representatives and
others providing resources.
•Serve as the coordination point for operations, programs and
policy of outside entities.
FOR OFFICIAL USE ONLY
C-14
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC MANAGEMENT SECTION AUDIENCE: LEGAL ADVISOR
PRIMARY
RESPONSIBILITY: CITY CLERK’S OFFICE
YOUR RESPONSIBILITY: •Provides legal advice to the EOC Director in all legal matters
relative to the emergency and assists in the proclamation of an
emergency.
READ: Read entire checklist at beginning of each shift provided in the EOC.
GENERAL DUTIES:
•Prepare proclamations, emergency ordinances and other legal
documents and provide legal services as required.
•Maintain legal information, records and reports relative to the
emergency
•Commence legal proceedings as needed.
•Participate as a member of the Policy Group and EOC
Management Section.
•Identify issues that should be forwarded to the proper political
entities to ensure the best possible response to community.
FOR OFFICIAL USE ONLY
C-15
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC OPERATIONS SECTION AUDIENCE: OPERATIONS SECTION
COORDINATOR
PRIMARY
RESPONSIBILITY:
FIRE DISTRICT, POLICE, PUBLIC WORKS
(AS APPROPRIATE)
YOUR RESPONSIBILITY:
•A member of the General Staff and EOC Management Team;
oversees the Operations Section and reports to the EOC
Director. Responsible for coordinating all jurisdictional
operations in support of the emergency response through
implementation of the City’s EOC Action Plan, working closely
with the Field Level ICP, and for coordinating all requests for
mutual aid and other operational resources.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Supervise and exercise overall responsibility for the
coordination of branch/group/unit activities within the
Operations Section: Fire Operations, Law Enforcement, Public
Services, Engineering, Care & Shelter, and Animal Services
Branches, and associated Groups and Units.
•Establish the appropriate level of branch, group and unit
organization; monitor for effectiveness; modify accordingly.
•Ensure the operational objectives and assignments identified
in the EOC Action Plan are carried out effectively and EOC
Action Plan is current every operational period.
•Ensure that Operations Branch Status Reports and/or Major
Incident Reports are received, and the Planning/Intelligence
Section is provided a Section Summary Report every
operational period.
•Conduct periodic Operations Section briefings to EOC Staff.
FOR OFFICIAL USE ONLY
C-16
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC OPERATIONS SECTION AUDIENCE: FIRE/RESCUE BRANCH
PRIMARY
RESPONSIBILITY: FIRE DISTRICT
YOUR RESPONSIBILITY:
•Responsible for coordinating personnel, equipment and
resources committed to firefighting, emergency medical
services, search and rescue, and hazardous materials response
including radiological monitoring. Via the Medical Group,
coordinates with San Bernardino County Public Health and
Operational Area (SBCOA) as needed for appropriate
medical/health response.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Coordinate the prevention, control, and suppression of fire
incidents.
•Coordinate response to hazardous materials incidents
(including nuclear).
•Coordinate the provision of emergency medical care.
•Coordinate all heavy and light search and rescue operations.
•Implement that portion of the EOC Action Plan appropriate to
the Fire/Rescue Branch.
•Coordinate radiological monitoring, data evaluation, and
recommendation of actions required for population
protection.
FOR OFFICIAL USE ONLY
C-17
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC OPERATIONS SECTION AUDIENCE: LAW ENFORCEMENT BRANCH
PRIMARY
RESPONSIBILITY: POLICE
YOUR RESPONSIBILITY:
•Responsible for coordinating evacuations, enforcing laws and
emergency orders, animal control, establishing safe traffic
routes, ensuring that security is provided at incident facilities,
ensuring access control to damaged areas, ordering, and
coordinating appropriate mutual aid resources and assuming
responsibility for the Coroner function in the absence of the
County Coroner (San Bernardino County Sheriff’s
Department).
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Maintain law and order, ensure that emergency ordinances are
enforced, provide, or ensure adequate security of incident and
critical facilities and hazardous areas.
•Initiate all general alert and warning required to inform City
government or the general public regarding emergency
conditions. Activate appropriate public warning system(s) and
oversee the distribution of public warning information.
•Coordinate and oversee movement, traffic control and
evacuation operations during emergencies/disasters.
Recommend priority for traffic routing and route restoration.
•Coordinate mutual aid support of traffic control activities and
management of traffic control volunteers.
•Coordinate with local jurisdictions for cooperative traffic
movement controls.
•Coordinate incoming law enforcement mutual aid resources
during the emergency.
•Coordinate and assume responsibility as necessary for Coroner
Operations.
FOR OFFICIAL USE ONLY
C-18
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC OPERATIONS SECTION AUDIENCE: PUBLIC WORKS BRANCH
PRIMARY
RESPONSIBILITY: PUBLIC WORKS
YOUR RESPONSIBILITY: •Responsible for street and route recovery, debris removal,
sanitation, and water and utilities coordination.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Facilitate street/route recovery.
•Coordinate all phases of Damage Assessments.
•Coordinate debris removal, clean up, and recovery operations
during disaster events.
•Coordinate Public Services (works) mutual aid assistance with
the San Bernardino County Operational Area.
•Liaison with Utilities.
FOR OFFICIAL USE ONLY
C-19
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC OPERATIONS SECTION AUDIENCE: CONSTRUCTION &
ENGINEERING BRANCH
PRIMARY
RESPONSIBILITY: ENGINEERING
YOUR RESPONSIBILITY: •Responsible for inspection and re-occupancy processes for key
city facilities and providing engineering support as requested
for response activities.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Coordinate with Damage Assessment Unit.
•Provide engineering support for response activities such as
urban rescue.
•Coordinate investigation of building code performance.
Determine the extent of damage to buildings and structures,
evaluate effectiveness of building code enforcement, and
develop recommendations for building code changes.
•Coordinate building and safety inspections for re-occupancy of
key city-owned facilities and other public facilities.
FOR OFFICIAL USE ONLY
C-20
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC OPERATIONS SECTION AUDIENCE: DAMAGE ASSESSMENT GROUP
PRIMARY
RESPONSIBILITY: BUILDING & SAFETY
YOUR RESPONSIBILITY:
•Responsible for all phases of damage assessment. Maintain
detailed records of safety/damage assessment information
and support the documentation process. Evaluation of all
publicly owned and private structures that may have been
damaged in an incident to determine habitability and safe
access.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Coordinate all phases of damage assessment.
•Work with Fire/Rescue Branch and Public Works Branch to
gather all damage information.
•Provide damage assessment information to the
Planning/Intelligence Section Coordinator.
•Coordinate assessment of damage to buildings, structures, and
property within the City for the purpose of:
o Identifying life-threatening hazardous conditions for
immediate abatement.
o Re-occupancy and posting status of structures, identifying
unsafe conditions.
o Determining the cost and percentage of damage to all
buildings, structures, and properties.
•Provide safety assessment information and statistics.
•Impose emergency building regulations as necessary based on
evaluation of structures.
FOR OFFICIAL USE ONLY
C-21
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC OPERATIONS SECTION AUDIENCE: CARE & SHELTER BRANCH
PRIMARY
RESPONSIBILITY: COMMUNITY SERVICES DEPARTMENT
YOUR RESPONSIBILITY: •Responsible for ensuring care (emergency food and water) and
shelter for disaster victims is provided. Coordinates with
SBCOA, American Red Cross and other volunteer agencies.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Identify the care and shelter needs of the community.
•Coordinate with the American Red Cross and other emergency
welfare agencies for emergency mass feeding and to identify,
set up, staff, and maintain evacuation centers and mass care
facilities for disaster victims.
•Via the media, encourage residents to go to the shelter nearest
their residence.
•Conduct registration functions of shelter operations.
•Ensures that plans are in place to open and operate evacuation
centers and mass care facilities until, and if, the American Red
Cross assumes responsibility.
•Coordinate with the San Bernardino County Social Services
Agency (SSA) as required.
•Consider AFN populations in Care and Shelter planning.
The San Bernardino County Chapter of the American Red Cross is the primary provider of mass care
and shelter operations for the City of Rancho Cucamonga. The Care & Shelter Branch will work closely
with and support the American Red Cross and other supporting volunteer services agencies providing
assistance to those disaster victims. If the disaster is large enough, the affected American Red Cross
chapter(s) may consolidate operations into a disaster operations headquarters at a site to be
determined.
FOR OFFICIAL USE ONLY
C-22
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC OPERATIONS SECTION AUDIENCE: DONATIONS MANAGEMENT
UNIT
PRIMARY
RESPONSIBILITY: COMMUNITY SERVICES DEPARTMENT
YOUR RESPONSIBILITY: •Responsible for managing donated goods and financial
contributions which may be offered to help in the event of a
disaster.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Work with the Personnel/Volunteer Unit and the Care and
Shelter Branch to determine needs.
•Establish a means to collect, receive, account for, store,
manage, distribute, and dispose of donated goods, services,
funds, and materials.
FOR OFFICIAL USE ONLY
C-23
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC OPERATIONS SECTION AUDIENCE: ANIMAL SERVICES BRANCH
PRIMARY
RESPONSIBILITY: ANIMAL CARE AND SERVICES
YOUR RESPONSIBILITY: •Responsible for ensuring care and shelter for animals during a
disaster.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Coordinates animal care, rescue operations, and sheltering with
San Bernardino County Animal Services and the City’s Animal
Center.
•Promptly and professionally assists citizens with a wide variety
of services relating to the care and control of animals.
•Coordinates with law enforcement and the San Bernardino
County Sheriff’s Office for pet evacuations and animal control
issues, such as lost and injured pets.
FOR OFFICIAL USE ONLY
C-24
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC PLANNING/INTELLIGENCE SECTION AUDIENCE: PLANNING/INTELLIGENCE
SECTION COORDINATOR
PRIMARY
RESPONSIBILITY: PLANNING
YOUR RESPONSIBILITY:
•A member of the General Staff and EOC Management Team;
oversees the Plans/Intel Section and reports to the EOC
Director. Responsible for the collection and analysis of
information, dissemination, and use of information about the
development of the incident, facilitates action-planning
meetings, prepares Incident/EOC Action Plan for each
operational period, develops, and updates and displays EOC
information, maps and the status of resources.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Ensure that the Planning/Intelligence function is performed
consistent with SEMS Guidelines, including:
o Preparing periodic situation reports.
o Collecting, analyzing, and displaying situation information.
o Initiating and documenting the EOC Action Plan and After-
Action Report.
o Advance planning.
o Planning for demobilization.
o Providing technical support services (i.e., G.I.S.) to the
various organizational elements within the EOC.
•Establish the appropriate level of organization within the
Section, and continuously monitor the effectiveness of that
organization. Make changes as required.
•Be prepared to form additional branches/groups/units as
dictated by the situation.
•Exercise overall responsibility for the coordination of
branch/group/unit activities within the Section.
•Report to the EOC Director on all matters pertaining to Section
activities.
FOR OFFICIAL USE ONLY
C-25
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC PLANNING/INTELLIGENCE SECTION AUDIENCE: SITUATION ANALYSIS UNIT
PRIMARY
RESPONSIBILITY: LIBRARY
YOUR RESPONSIBILITY:
•Responsible for collecting and organizing incident status and
situation information and the evaluation, analysis and display
of information for use by EOC staff. Responsible for
Event/Incident and Situation Reports to Operational Area
Level.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Collect, organize, process, and display operational information
needed for disaster management purposes from EOC sources.
•Provide current situation assessments and status based on
analysis of information received from a variety of sources and
reports.
•Develop situation reports for dissemination to
Planning/Intelligence Section Coordinator, EOC Director and
other Section Coordinators to support the action planning
process.
•As required, transmit approved reports to the San Bernardino
County Operational Area.
•Develop and maintain current maps and other displays
(locations and types of incidents).
•Assess, verify, and prioritize situation information into
situation intelligence briefings and situation status reports.
Seek from any verifiable source available information that may
be useful in the development of current situation assessments
of the affected area.
•Evaluate the content of all incoming field situation and major
incident reports. Provide incoming intelligence information
directly to appropriate EOC Sections, summarize and provide
current information on central maps and displays.
•Monitor and ensure the orderly flow of disaster intelligence
information within the EOC.
FOR OFFICIAL USE ONLY
C-26
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC PLANNING/INTELLIGENCE SECTION AUDIENCE: DOCUMENTATION UNIT
PRIMARY
RESPONSIBILITY: LIBRARY
YOUR RESPONSIBILITY:
•Responsible for compiling and publishing the EOC Action Plan
and maintaining the files and records that are developed as
part of the overall IAP; providing photocopying, messaging,
and plotting support to the EOC staff, and preserving incident
files for legal, analytical and historical purposes. Prepares the
City’s After-Action Reports.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Maintain an accurate and complete record of significant
disaster events.
•Assist other parts of the EOC organization in setting up and
maintaining files, journals, and special reports.
•Collect and organize all written forms, logs, journals and
reports at completion of each shift from all sections.
•Establish and operate a Message Center at the EOC and assign
appropriate internal and external message routing.
•Provide documentation and copying services to EOC staff.
•Maintain and preserve disaster/emergency files for legal,
analytical, and historical purposes.
•Compile, copy and distribute the EOC Action Plans as directed
by the Section Coordinators.
•Compile, copy and distribute the After-Action Report with
input from other sections/units as documentation of the event
and initial recovery operations.
FOR OFFICIAL USE ONLY
C-27
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC PLANNING/INTELLIGENCE SECTION AUDIENCE: ADVANCED PLANNING UNIT
PRIMARY
RESPONSIBILITY: PLANNING
YOUR RESPONSIBILITY: •Responsible for preparing the EOC organization for transition
to a recovery operations or other future planning
requirements.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Ensure that the City of Rancho Cucamonga is prepared to
participate jointly with the San Bernardino County Operational
Area, Cal OES, FEMA, and non-profit organizations to expedite
disaster assistance for hazard mitigation, individuals, families,
businesses, public entities and others entitled to disaster
assistance.
•Prepare special reports and briefings as necessary for use in
strategy and/or planning meetings.
FOR OFFICIAL USE ONLY
C-28
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC PLANNING/INTELLIGENCE SECTION AUDIENCE: DEMOBILIZATION UNIT
PRIMARY
RESPONSIBILITY: LIBRARY
YOUR RESPONSIBILITY:
•Responsible for maintaining a system to track the current
location and status of all assigned resources and maintaining a
master list of all resources committed to the incident
operation. Responsible for preparing a Demobilization Plan, if
required, to ensure an orderly, safe, and cost-effective release
of personnel and equipment.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Help plan for the EOC demobilization.
•Develop demobilization strategy and plan with Section
Coordinators.
•Prepare written demobilization plan or procedures for all
responding departments and agencies if necessary.
•Follow through on the implementation of the plan and
monitor its operation.
FOR OFFICIAL USE ONLY
C-29
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC PLANNING/INTELLIGENCE SECTION AUDIENCE: RESOURCE TRACKING UNIT
PRIMARY
RESPONSIBILITY: PLANNING
YOUR RESPONSIBILITY:
•Responsible for maintaining a constant awareness of the
location and readiness for resources ordered, deployed, or
demobilized in support of incident operations. Oversees the
development and maintenance of resource tracking boards
coordinates with other units to capture and centralize
resource tracking information.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Manage resources management and tracking.
•Prepare and maintain displays, charts, and lists which track and
reflect the current status and location of controlled resources,
transportation and support vehicles.
•Establish a resource reporting system for field and EOC units.
•Prepare and process resource status change information.
•Provide information to assist the Situation Analysis and
Documentation Units in strategy planning and briefing
presentations.
FOR OFFICIAL USE ONLY
C-30
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC PLANNING/INTELLIGENCE SECTION AUDIENCE: GIS UNIT
PRIMARY
RESPONSIBILITY: DoIT
YOUR RESPONSIBILITY: •Preparation of maps, collection of data, and analysis of
information needed and desired by other sections.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:•Provide mapping and analytical expertise to the
Planning/Intelligence Section and others as required.
FOR OFFICIAL USE ONLY
C-31
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC LOGISTICS SECTION AUDIENCE: LOGISTICS SECTION
COORDINATOR
PRIMARY
RESPONSIBILITY: ADMINISTRATIVE SERVICES
YOUR RESPONSIBILITY:
•A member of the General Staff and EOC Management Team;
oversees the Logistics Section and reports to the EOC Director.
Responsible for providing all the support needs for the
incident, such as ordering resources and providing facilities,
transportation, supplies, equipment maintenance and fuel,
food service, communications, and medical services for
incident personnel.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Ensure the logistics function is carried out consistently with
SEMS guidelines.
•Exercise overall responsibility for the coordination of
branch/group/unit activities within the Section.
•Coordinate the provision of logistical support for the EOC.
•Expand and reduce the branches/groups/units as required by
the situation.
•Report to the EOC Director on all matters pertaining to Section
activities.
•Manage communication needs – telephone, radio, and data of
the EOC.
•Manage computer support in the EOC and normal
governmental operations.
•Coordinating transportation needs and issues and the Disaster
Route Priority Plan.
•Managing personnel issues and registering volunteers as
Disaster Services Workers.
•Obtaining all materials, equipment and supplies to support
emergency operations in the field (incident support) and in the
EOC.
•Coordinating management of facilities used during disaster
response and recovery.
•Establish the appropriate level of organization within the
Section, and continuously monitor the effectiveness of that
organization. Make changes as required.
FOR OFFICIAL USE ONLY
C-32
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC LOGISTICS SECTION AUDIENCE: TRANSPORTATION UNIT
PRIMARY
RESPONSIBILITY: ENGINEERING
YOUR RESPONSIBILITY:
•Responsible for maintaining and servicing vehicles and mobile
equipment (including fuel), maintaining a transportation pool
of vehicles (e.g., staff cars, buses, or pickups) that are suitable
for transporting personnel, equipment, and supplies.
Coordinating the identification of traffic routes available for
emergency use.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Coordinate the transportation of emergency personnel and
resources needs within the City by any available means
possible.
•Coordinate all public transportation resources.
FOR OFFICIAL USE ONLY
C-33
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC LOGISTICS SECTION AUDIENCE: PERSONNEL/VOLUNTEER UNIT
PRIMARY
RESPONSIBILITY: HUMAN RESOURCES
YOUR RESPONSIBILITY:
•Responsible for obtaining, coordinating, and allocating all non-
fire and non-law enforcement mutual aid personnel support
requests received; for registering volunteers as Disaster
Services Workers and for managing EOC personnel issues and
requests.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Coordinate all personnel support requests received at or
within the EOC, including any category of personnel support
requested from the EOC functional elements or from City
response elements in the field.
•Identify sources and maintain an inventory of personnel
support and volunteer resources. Request personnel resources
from those agencies as needed.
•Ensure that all Disaster Service Workers and volunteers are
registered and integrated into the emergency response
system.
•Assign personnel within the EOC as needs are identified.
•Coordinate Emergency Management Mutual Aid (EMMA) as
necessary through the San Bernardino County Operational
Area.
FOR OFFICIAL USE ONLY
C-34
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC LOGISTICS SECTION AUDIENCE: SUPPLY & PROCUREMENT UNIT
PRIMARY
RESPONSIBILITY: PROCUREMENT
YOUR RESPONSIBILITY:
•Responsible for ordering, receiving, processing, storing, and
distributing all incident- related resources and supplies. Also
responsible for ordering tactical and support resources and
expendable and nonexpendable supplies required for incident
support, including food and hydration requirements of the
responders/EOC.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Coordinate and oversee the ordering, allocation and
distribution of resources not normally obtained through
existing mutual aid sources, such as food, potable water,
sanitation services, petroleum fuels, heavy and special
equipment and other supplies and consumables.
•Provide supplies for the EOC, field operations and other
necessary facilities.
•Determine if the required items exist within the City supply
system.
•Determine the appropriate supply houses, vendors or
contractors who can supply the item, product, or commodity if
City stocks do not exist.
•Purchase items within limits of delegated authority from
Finance/Administration Section. Coordinate with the
Finance/Administration Section on actions necessary to
purchase or contract for items exceeding delegated authority.
•Arrange for the delivery of the items requisitioned, contracted
for, or purchased.
•Maintain records to ensure a complete accounting of supplies
procured and monies expended.
•Support activities for restoration of disrupted services and
utilities.
PROCUREMENT POLICY:
Procurement of resources will follow the priority outlined below:
1.Resources within the City inventory (City-owned).
2.Other sources that may be obtained without direct cost to
the City.
3.Resources that may be leased/purchased within spending
authorizations.
FOR OFFICIAL USE ONLY
C-35
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC LOGISTICS SECTION AUDIENCE: COMMUNICATIONS/IT UNIT
PRIMARY
RESPONSIBILITY: DoIT
YOUR RESPONSIBILITY:
•Responsible for managing all radio and telephone assets of the
EOC and for the overall emergency communications systems.
Responsible for developing the Communications Plan, to
coordinate communications equipment and facilities assigned
to the incident, including radio nets, interagency frequency
assignments, and ensuring interoperability.
•Responsible for operating, maintaining, and supporting the use
of all computers, audiovisual, and technology needs of the
EOC.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Notify support agencies and oversee the installation,
activation and maintenance of all computer, radio, data, and
telephone communications services inside the EOC and
between the EOC and outside agencies.
•Operate and maintain internal department communications
systems, coordinate overall city emergency communications,
establish communication networks between elements of city
government, and between the city and essential county and
outside services.
•Determine the appropriate placement of all radio transmitting
equipment brought to the EOC to support operations. Approve
all radio frequencies to minimize interference conditions.
•Provide necessary communication system operators and
ensure effective continuous 24-hour operation of all
communications services.
•Make special assignment of computer, radio, data, and
telephone services as directed by the EOC Director.
•Coordinate with other EOC sections the necessity for
additional computer operations or Systems Analyst support
personnel either in the EOC or in the field.
•Maintain and protect the City’s electronic vital records,
including backup, storage, and retrieval for emergency
response and recovery purposes.
FOR OFFICIAL USE ONLY
C-36
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC LOGISTICS SECTION AUDIENCE: FACILITIES UNIT
PRIMARY
RESPONSIBILITY: PUBLIC WORKS
YOUR RESPONSIBILITY:
•Responsible for ensuring adequate facilities are provided for
the response effort, including security, furniture, supplies and
materials necessary to configure the facility in a manner to
adequately fulfill the mission request.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Coordinate and oversee the management of and support to
the EOC and other essential facilities and sites used during
disaster operations.
•Coordinate with other EOC sections/branches/groups/units
for support required for facilities.
•Support activities for restoration of disrupted services and
utilities to facilities.
•Coordinate with Finance/Administration Section on any claims
or fiscal matters relating to facilities’ operations.
•Close out each facility when no longer needed.
FOR OFFICIAL USE ONLY
C-37
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC LOGISTICS SECTION AUDIENCE: FOOD UNIT
PRIMARY
RESPONSIBILITY: PROCUREMENT
YOUR RESPONSIBILITY: •Responsible for coordinating all feeding operations for the
EOC, support, and field personnel. This may include staff
working at shelters, PODs, and call centers.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:•Creates a feeding plan, identifies cost limits, is aware of special
diets, and will set up and manage sanitary eating areas.
FOR OFFICIAL USE ONLY
C-38
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC FINANCE & ADMINISTRATION SECTION AUDIENCE: FINANCE & ADMINISTRATION
SECTION COORDINATOR
PRIMARY
RESPONSIBILITY: FINANCE
YOUR RESPONSIBILITY:
•A member of the General Staff and EOC Management Team;
oversees the Finance/Admin Section and reports to the EOC
Director. Responsible for the fiscal management and support
of response and recovery operations including payroll,
purchasing, and activating the disaster accounting system.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Implementing a disaster accounting system.
•Maintaining financial records of the emergency.
•Tracking and recording of all agency staff time.
•Processing purchase orders and contracts in coordination with
Logistics Section.
•Processing worker’s compensation claims received at the EOC.
•Approve travel requests, forms, and expense claims.
•Providing administrative support to the EOC.
•Supervise the EOC Finance/Administration Section staff.
•Establish the appropriate level of organization within the
Section, and continuously monitor the effectiveness of that
organization. Make changes as required.
•Be prepared to form additional branches/groups/units as
dictated by the situation.
•Exercise overall responsibility for the coordination of
branch/group/unit activities within the Section.
•Ensure that the Section is supporting other EOC sections
consistent with priorities established in the EOC Action Plan.
FOR OFFICIAL USE ONLY
C-39
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC FINANCE & ADMINISTRATION SECTION AUDIENCE: RECOVERY UNIT
PRIMARY
RESPONSIBILITY: FINANCE
YOUR RESPONSIBILITY: •Responsible for determining the impacts of the emergency
requiring recovery planning and initiates recovery-planning
meetings with appropriate individuals and agencies.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Develops the initial recovery plan and strategy for the City and
monitors the current situation reports to include recent
updates that assist with determining the overall impacts of the
emergency.
•Coordinates with the Planning/Intelligence Section to
determine the incident's major and mid- to long-term social,
economic, environmental, and political impacts.
•Coordinates with the Care & Shelter Branch to determine
appropriate shelter sites.
•Coordinates with the Finance/Admin Section Coordinator to
ensure FEMA, CalOES, and other public reimbursement source
documents and applications are consistent with the recovery
strategy.
•Ensures that specific project timelines are developed to meet
the goals and objectives of the recovery plan.
FOR OFFICIAL USE ONLY
C-40
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC FINANCE & ADMINISTRATION SECTION AUDIENCE: TIME KEEPING UNIT
PRIMARY
RESPONSIBILITY: FINANCE
YOUR RESPONSIBILITY: •Responsible for ensuring proper daily recording of personnel
time, in accordance with the policies of the relevant agencies.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Maintain time keeping by tracking, recording, and reporting
staff time for all personnel/volunteers working at the
emergency/disaster.
•Establish and maintain a file for all personnel working at the
emergency/disaster.
•Ensure that daily personnel time recording documents are
prepared and follow specific City, OA, Cal OES, and FEMA time
recording policies.
•Track, record, and report equipment use and time.
FOR OFFICIAL USE ONLY
C-41
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC FINANCE & ADMINISTRATION SECTION AUDIENCE: PURCHASING UNIT
PRIMARY
RESPONSIBILITY: FINANCE
YOUR RESPONSIBILITY: •Responsible for maintaining accurate and complete records of
purchases.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Coordinates vendor contracts not previously addressed by
existing approved vendor lists.
•Coordinates with the Logistics Section-Supply/Procurement
Unit on all matters involving the need to exceed established
purchase order limits.
•Establishes and maintains a purchasing system and reviews all
emergency purchasing procedures.
•Prepares and signs contracts as needed, ensuring concurrence
from the Finance/Admin Section Coordinator.
•Ensures that all contracts identify the scope of work and
specific site locations.
•Negotiates vendor rental rates or purchase prices not already
established with vendors and finalizes all agreements and
contracts as required.
FOR OFFICIAL USE ONLY
C-42
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC FINANCE & ADMINISTRATION SECTION AUDIENCE: COMPENSATION & CLAIMS UNIT
PRIMARY
RESPONSIBILITY: HUMAN RESOURCES
YOUR RESPONSIBILITY:
•Responsible for managing the investigation and compensation
of physical injuries and property damage claims involving the
City arising out the emergency/disaster operation, including
completing all forms required by worker’s compensations
programs and local agencies, maintaining a file of injuries and
illnesses associated with the incident and for providing
investigative support of claims and for issuing checks upon
settlement of claims.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Accept as agent for the City of Rancho Cucamonga claims
resulting from an emergency/disaster.
•Collects information for all forms required by Workers
Compensation and local agencies.
•Maintain a file of injuries and illness associated with the
personnel activity at the EOC and maintains a file of written
witness statements on injuries.
•Manage and direct all compensation for injury specialists and
claims specialists assigned to the emergency/disaster.
•Provide investigative support in areas of claims for bodily
injury and property damage compensation presented to the
City of Rancho Cucamonga.
FOR OFFICIAL USE ONLY
C-43
READ ENTIRE CHECKLIST AT BEGINNING OF EACH SHIFT PROVIDED IN THE EOC FINANCE & ADMINISTRATION SECTION AUDIENCE: COST ACCOUNTING UNIT
PRIMARY
RESPONSIBILITY: FINANCE
YOUR RESPONSIBILITY:
•Responsible for maintaining the Disaster Accounting System
and developing procedures to capture and document costs
relating to a disaster/emergency operation in coordination
with other sections and departments; coordinating with the
disaster assistance agencies and managing the recovery of
costs as allowed by law.
READ: Read entire checklist at beginning of each shift provided in the
EOC.
GENERAL DUTIES:
•Coordinate documentation of costs with other sections and
departments.
•Coordinate cost recovery with disaster assistance agencies.
•Document information for cost recovery/reimbursement from
the state and federal governments.
•Activate and maintain disaster accounting system.
City of Rancho Cucamonga 2023 Emergency Opera�ons Plan
Appendix D: Hazard Specific Annexes
D-1
APPENDIX D: HAZARD SPECIFIC ANNEXES
City of Rancho Cucamonga 2023 Emergency Operations Plan
Appendix D: Hazard Specific Annexes
D-2
APPENDIX D: HAZARD SPECIFIC ANNEXES
Hazard-specific annexes describe the courses of action taken unique to a particular hazard. Hazard-specific annexes
offer a means of extending functional annexes to address special and unique response procedures, notifications,
protective actions, emergency public information, and other needs generated by a particular hazard. The following
is a list of hazard-specific annexes for the City of Rancho Cucamonga that may be developed in the future.
•Aircraft Incident
•Flooding
•Hazardous Materials Release
•Human-caused Hazards
•Seismic Hazards
•Severe Weather
•Wildfire
City of Rancho Cucamonga 2023 Emergency Opera�ons Plan
Appendix E: Functional Annexes
E-1
APPENDIX E: FUNCTIONAL ANNEXES
2023 Emergency Operations Plan
Appendix E: Functional Annexes
E-2
City of Rancho Cucamonga
APPENDIX E: FUNCTIONAL ANNEXES
Mass Care & Shelter Annex
Animal Care & Shelter Annex
Fire Protection District DOC Annex
City of Rancho Cucamonga
MASS CARE AND SHELTER ANNEX
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
i
Plan Maintenance and Record of Revisions
Record corrections and updates on this page as provided by the City’s Emergency Management
Coordinator. The Emergency Management Coordinator will maintain the official copy of the
Emergency Operations Plan.
Date
Basic Plan
Section
Pages
Description
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
ii
PAGE INTENTIONALLY LEFT BLANK
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
iii
Contents
1 Introduction ............................................................................................................................. 1
1.1 Purpose ............................................................................................................. 1
1.2 Objectives.......................................................................................................... 1
1.3 Scope ................................................................................................................. 1
1.4 Authorities, References, and Legal Considerations .......................................... 2
1.5 Relationship to Other Plans .............................................................................. 3
1.6 Situation ............................................................................................................ 3
1.7 Threats and Hazards ......................................................................................... 4
2 Planning Assumptions ............................................................................................................. 5
3 Concept of Operations............................................................................................................. 7
3.1 Overview of Mass Care and Shelter Operations ............................................... 7
3.1.1 Types of Mass Care and Shelter Operations ..................................................... 7
3.2 CONOPs Phase 1: Preparedness for Mass Care and Sheltering...................... 12
3.2.1 Pre-identified Potential Shelter and/or Center Locations .............................. 12
3.2.2 Pre-Designated Potential Points of Distribution ............................................. 12
3.2.3 Pre-Identified Mass Feeding Resources .......................................................... 12
3.3 CONOPs Phase 2: Activation and Notification ................................................ 12
3.3.1 Notification and Activation ............................................................................. 12
3.3.2 Shelter-In-Place ............................................................................................... 13
3.3.3 Spontaneous Shelter Sites .............................................................................. 14
3.3.4 Environmental Health Considerations ............................................................ 15
3.4 CONOPs Phase 3: Mass Care and Sheltering Operations ............................... 15
3.4.1 General Mass Care and Sheltering Operations ............................................... 15
3.4.2 Care and Shelter Information Management .................................................. 17
3.4.3 ARC Information Management ....................................................................... 17
3.4.4 Transportation to Mass Care Sites .................................................................. 17
3.4.5 Sheltering ........................................................................................................ 18
3.4.6 Donations Management ................................................................................. 22
3.4.7 Family Reunification........................................................................................ 22
3.4.8 Unaccompanied Minors .................................................................................. 22
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
iv
3.4.9 Mass Feeding .................................................................................................. 23
3.4.10 Human Service and Emergency Assistance Provision .................................... 25
4 Organization and Assignment of Responsibilities ................................................................. 27
4.1 Organizational Structure ................................................................................. 27
4.2 Direction, Command, and Control .................................................................. 28
4.3 Roles and Assignments ................................................................................... 28
4.3.1 Lead Agency .................................................................................................... 28
4.3.2 Support Agencies ............................................................................................ 29
4.3.3 Federal Level ................................................................................................... 32
5 Demobilization and Recovery ................................................................................................ 33
5.1 Demobilization ................................................................................................ 33
5.2 Recovery .......................................................................................................... 34
5.2.1 Transition to Recovery .................................................................................... 34
6 Administration, Finance, and Logistics .................................................................................. 35
6.1 Administration and Finance ............................................................................ 35
6.2 Logistics and Resource Requests .................................................................... 35
7 Plan Development, Maintenance, and Revision ................................................................... 37
8 Tabs: ....................................................................................................................................... 39
Tab 1: Shelter Opening Quick Start Guide ................................................................................ 39
Tab 2: Mass Care Information Management ............................................................................ 42
Tab 3: Shelter Resource Requirements ..................................................................................... 44
Tab 4: Shelter Forms ................................................................................................................. 46
Tab 5: Additional Forms Located in the CSD ............................................................................. 71
Tab 6: Position Job Aids ............................................................................................................. 73
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
1
1 INTRODUCTION
Functional Annex E is devoted to Mass Care and Shelter Operations. The purpose of mass care
and shelter operations is to provide temporary relief to disaster victims by providing emergency
care such as shelter, food, water, information, communication, basic health care/first aid, and
other basic necessary human services.
The function of mass care and shelter is to provide relief to people temporarily displaced by
natural, technological, or human-caused emergencies or disasters. This Annex outlines the City
of Rancho Cucamonga’s planned response for mass care and shelter associated with large-scale
disasters.
This Annex includes information regarding general mass care and shelter, which includes
providing for individuals with disabilities and others with access and functional needs, as well as
feeding and human services. This Annex intends to create a mass care and shelter event
framework within existing statutory obligations and limitations. This Annex does not apply to
normal day-to-day operations; instead, it focuses on large-scale, catastrophic events that can
generate unique situations.
1.1 PURPOSE
The purpose of this annex is to provide an overview of mass care and shelter operations, agency
roles and responsibilities, and overall guidelines for the care and shelter of people in need of such
services during an emergency situation. This Annex will describe the actions, roles, and
responsibilities of coordinating and participating agencies within the city during mass care and
shelter operations.
1.2 OBJECTIVES
The overall objectives of this annex are to:
• Identify potential shelter site locations and points of distribution.
• Coordinate and provide food, shelter, emotional support, and other basic disaster-caused
needs.
• Coordinate and provide services to reunite separated families and respond to inquiries
from relatives and friends outside the affected areas.
1.3 SCOPE
The Annex details the organization, responsibilities, and concept of operations for response and
recovery functions during a potential, imminent, or declared emergency. It provides a structure
in which to effectively direct, manage, and control the following activities:
Mass Care: the provision of shelter, feeding, and bulk distribution of needed items and
related services to persons affected by a large-scale incident.
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
2
Human Services: the provision of basic supplemental services to support the personal
and/or immediate recovery needs of individuals affected by a disaster. Attention is focused
on more vulnerable persons who, because of age, health, disability, language, or medical
condition, may need additional assistance to benefit from the mass care services described
above. Effective service delivery requires coordination with non-governmental
organizations.
The City’s model for shelter operations is integrated and inclusive. The City will use ADA-
compliant shelter facilities or can be made compliant through modification, with showers and
restrooms that are fully accessible to all occupants. Additionally, as part of shelter operations,
the City will address the needs of individuals with disabilities and others with access and
functional needs, which includes individuals who have developmental or intellectual disabilities,
physical disabilities, chronic conditions, injuries, limited English proficiency or who are non-
English speaking, older adults, children, people living in institutionalized settings, or those who
are low-income, homeless, or transportation disadvantaged, including, but not limited to, those
who are dependent on public transit or those who are pregnant.
There will be a transition from mass care emergency services identified above to longer-term
recovery services and programs following a large-scale disaster event. This “recovery support”
includes both government assistance and more sustainable (i.e., ongoing) efforts that evolve
from community and faith-based organizations.
This annex aligns with federal Emergency Support Function #6 – Mass Care, Emergency
Assistance, Temporary Housing and Human Services (ESF #6) and with the State of California
Emergency Plan Emergency Support Function 6 (ESF 6) – Care and Shelter. Some aspects of ESF
#6 and ESF 6 are not included in this annex, including emergency assistance and temporary
housing.
1.4 AUTHORITIES, REFERENCES, AND LEGAL CONSIDERATIONS
Authorities and References
The following authorities and references have informed the development of this Annex and
guided the development of its contents. The same authorities and references provide direction
for implementing the Annex’s operational components.
Federal
• The Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, as amended
• Post-Katrina Emergency Management Reform Act of 2006
• Pets Evacuation and Transportation Standards Act of 2006
• Americans With Disabilities Act of 1990, as amended
• Rehabilitation Act of 1973, as amended
• National Response Framework, 2020
• National Incident Management System (NIMS)
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• Guidance on Planning for Integration of Functional Needs Support Services in General
Population Shelters (FEMA)
• Mass Care/Emergency Assistance Pandemic Planning Considerations Guide (FEMA) 2020
• Individual Assistance Program and Policy Guide (IAPPG) (FEMA) 2019
State
• California Emergency Services Act, California Government Code § 8550-8668
• Health and Safety Code § 34070
• Standardized Emergency Management System (SEMS)
• California Government Code § 8593.3 (2016) – Accessibility to Emergency Information and
Services
Local
• San Bernardino County Emergency Operations Plan, Mass Care, and Shelter Annex, 2012
Legal Requirements
State of California Emergency Plan and Standardized Emergency Management System (SEMS)
puts local government at the first level of response for meeting the disaster needs of people in
its jurisdiction by providing emergency care and shelter. As per the California 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. Currently the City has agreements and
relationships in place which enables the American Red Cross to provide mass care and sheltering
to residents during a disaster.
1.5 RELATIONSHIP TO OTHER PLANS
The Emergency Operations Plan (EOP) provides a comprehensive overview of the City’s policy
approach to protecting the public safety and welfare during emergency situations. As part of the
EOP, this annex provides details for mass care and shelter operations conducted during
emergency situations. Additionally, understanding and facilitating an ongoing relationship
between the Safety Element of the General Plan and the City’s Local Hazard Mitigation Plan will
be critical to ensure the safety of Rancho Cucamonga’s residents, businesses, and visitors.
1.6 SITUATION
California law places responsibility for emergency care and shelter at the local level. The
California Health and Safety Code, the Emergency Services Act, and the California Master Mutual
Aid Agreement all outline responsibilities, planning requirements, and resource commitments.
Local emergency ordinances outline local powers, roles, and responsibilities and provide for
developing and adopting local emergency plans. Mass care support may be needed in the city for
both the direct and indirect effects of an emergency or disaster. In the event of a major disaster,
heavily populated areas or segments of an area may need to be evacuated or relocated, creating
a demand for mass care services. All mass care plans must comply with the Americans with
Disabilities Act (ADA). Persons with access and functional needs must have access to mass care
programs, services, and facilities.
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1.7 THREATS AND HAZARDS
According to the California Department of Finance, the City’s 2021 population was estimated to
be 174,476. The projected number of displaced households and people needing shelter in Rancho
Cucamonga are subject to the type and magnitude of hazard. The City of Rancho Cucamonga is
vulnerable to the following hazards: seismic shaking, fault rupture, liquefaction, earthquake-
induced landslides, wildfires, flooding, dam failure/dam inundation, severe weather (drought,
extreme heat, severe wind), human-caused hazards (cyber-attack, terrorism/mass casualty
incident), aircraft incident, and hazardous materials release. For more information on the hazards
that face Rancho Cucamonga, refer to the Rancho Cucamonga Local Hazard Mitigation Plan,
2021. Potential pre-identified shelter facilities provide adequate square footage to provide
shelter to evacuees from the city based on the estimated population seeking shelter. However,
damaged facilities and limited shelter equipment and supplies within the Operational Area (OA)
will likely constrain the Mass Care and Shelter response for the first 72 hours or longer following
the incident.
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2 PLANNING ASSUMPTIONS
This Annex was developed and will be implemented based upon the following assumptions:
• The City of Rancho Cucamonga Community Services Department (CSD) is the lead
department for mass care and shelter operations in the City of Rancho Cucamonga and is
responsible for staffing the Care and Shelter Branch when the Emergency Operations
Center (EOC) is activated as well as the Department Operations Center for CSD. Although
the City has primary responsibility for its jurisdiction, the American Red Cross of San
Bernardino County will serve, where possible, as the primary support agency responsible
for operating traditional emergency shelters. When the Red Cross has exhausted its
capacity to support shelter operations, the Community Services Department will provide
shelter management and oversee operations.
• The City’s Community Services Department (CSD), is responsible for opening and
operating evacuation centers and/or mass care facilities until and if the American Red
Cross (ARC) assumes responsibility.
• The ARC’s resources and services may be overwhelmed during an emergency incident.
• The City’s responsibility for mass care and shelter does not end when the American Red
Cross assumes operation of a mass care and shelter facility.
• In accordance with the Standardized Emergency Management System (SEMS), additional
resources and assistance outside the local jurisdiction shall be available to the local
government through the Operational Area (OA). However, expect resources to be
extremely limited during 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.
• In the immediate days after a major disaster, neighborhood organizations and local
congregations will emerge to provide care and shelter support independent of local
government. Local government will want to coordinate care and shelter services with
these groups that emerge spontaneously.
• Some displaced residents may converge on public parks and open spaces as an alternative
to using indoor mass care shelters.
• Many residents, who suffer some structural damage to their home following a major
disaster, will choose to remain on their property (i.e., camp out) versus going to a public
disaster shelter or mega-shelter. Yet, they will still have needs and expectations for
disaster assistance from local government.
• Community-based organizations (CBOs) that provide social services and serve people with
disabilities and others with access and functional needs will initially be overwhelmed with
demands for service. Local government can support this effort by using its Emergency
Operations Center (EOC) to obtain the resources that CBOs need to sustain operations
post-disaster.
• Essential public and private services may need to continue during shelter and mass care
operations. However, for a major disaster that generates a shelter operation, normal
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activities at schools, community centers, churches, and other facilities used as shelter
sites may be curtailed.
• The Mass Care and Shelter Plan complies with SEMS and the National Incident
Management System (NIMS).
• Experience gained from prior American Red Cross (ARC) shelter operations shows that
approximately 10-20% of those evacuated will need temporary sheltering provisions.
County of San Bernardino Mass Care and Shelter Plan.
• According to FEMA’s PowerPoint, Planning for the Whole Community (April 2011), 56.4
million (20%) Americans have disabilities.
• People with disabilities and others with access and functional needs vary depending upon
the type of disabilities or access and functional needs and the type of disaster affecting
them. Mass Care and Shelter Operations personnel will meet their needs by identifying
and understanding those needs and planning strategies to meet them.
• Licensed care facilities, including, but not limited to, Skilled Nursing Facilities (SNFs),
Residential Care Facilities for the Elderly (RCFEs), and Adult Residential Facilities, must
develop their own plans to relocate their clients to like-facilities that can provide a similar
level of care.
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3 CONCEPT OF OPERATIONS
3.1 OVERVIEW OF MASS CARE AND SHELTER OPERATIONS
The City will utilize the Mass Care and Shelter Annex during any disaster event that requires a
coordinated response to mass care and human services support. Procedures pertaining to this
function are consistent with the National Incident Management System (NIMS), Standardized
Emergency Management System (SEMS), and the Incident Command System (ICS). This Concept of
Operations will outline the following care and shelter elements:
• Mass Care Operations
• Sheltering
• Feeding
• Bulk Distribution
• Human Services
• Response Organization and Structure
• Roles and Responsibilities
• Notification and Activation Procedures
• Response Actions
• Deactivation Procedures
3.1.1 Types of Mass Care and Shelter Operations
According to ESF #6, mass care operations are divided into three areas:
• Sheltering: Establishing operations which includes selecting shelter sites that maximize
accessibility for individuals with disabilities and others with access and functional needs.
• Feeding: Coordinating operations which include procurement, preparation, distribution,
and warehousing. May include the use of fixed sites and mobile feeding units.
• Bulk Distribution: Distributing emergency relief items to meet urgent needs, including food,
water, or other commodities.
Sheltering
During a large emergency incident affecting the entire City Area and requiring multiple shelter sites,
coordination of shelter facility selection and operations will occur at the EOC in coordination with the
ARC. The City will collaborate with relevant partner organizations/agencies that may own/operate
the facilities, such as school districts. Shelter sites will be selected by the EOC and may already be
part of the ARC National Shelter System (NSS). When a shelter site in the city is selected, the shelter
will generally be opened and managed by the American Red Cross with support from the City.
Following a major disaster that displaces a large population segment, ARC may not initially have
adequate local resources to operate all the required shelter sites. Until they can mobilize their
national response system (normally 5-7 days), City personnel can augment ARC capabilities by staffing
and operating necessary service delivery sites, utilizing Disaster Service Workers (DSWs) and mutual
aid resources. Trained employees and volunteers who may staff and operate emergency shelters
should the need arise. Once the ARC national disaster response program is fully mobilized, the ARC
will generally assume the lead role for most shelter management functions. The City provides overall
coordination and support.
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Shelter Operations
To ensure consistent service delivery and a smooth transition in shelter management, incorporated
jurisdictions within the San Bernardino County Operational Area (OA) generally follow mass care
standards, guidelines, and procedures set forth by the ARC. Therefore, whether shelter sites are
opened and operated by the ARC, County, or the City, they should operate according to the same
principles.
City shelter sites managed by ARC or CSD personnel will report directly to the CSD Department
Operation Center (DOC), who in turn will report to the EOC. Extensive, ongoing communication is
required between the ARC the CSD DOC and the City’s EOC Care and Shelter Branch to ensure
coordinated support for shelter operations and avoid duplication when ordering resources.
The general rule of thumb is that if the ARC is managing a shelter, or if the site is operated under the
auspices of the ARC (e.g., using ARC trained shelter management staff), then the site is considered an
ARC shelter site and the ARC assumes both the liability and cost of the operation. Moreover, the
primary resource supply stream will come through the ARC. The ARC will do a pre-occupancy
inspection of the facility with the facility manager before it is turned over for ARC use. The following
shelter support functions may be provided:
ARC Support
• Shelter managers and operations staff
• Health services (as defined by ARC protocols)
• Mental health services (given available disaster mental health service resources)
• Meal, snack, and beverage service
• Operational supplies (cots and blankets, hygiene kits, signage, etc.)
• Traffic control
• Can make request for sanitation facilities (e.g., portable toilets, showers, hand washing
stations) through the EOC
• Support for individuals with disabilities and others with access and functional needs
• Housing relocation assistance for shelter residents
• Communications support
• Disaster spiritual care support
City Support
• Access to City-owned facilities/sites for use as shelters or other service delivery functions
• Post-earthquake structural assessment of sites
• Assistance with staffing or managing shelters
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• Operational supplies (hygiene kits, signage, etc.)
• Site security and traffic control
• Sanitation facilities (e.g., portable toilets, showers, hand washing stations)
• Support for individuals with disabilities and others with access and functional needs
• Housing relocation assistance for shelter residents
• Household pet sheltering and support
• Communications support
• Chaplain Corps services
Shelter Supply System
Logistical support requirements for sheltering events can generally be resolved at the local level.
Resources to support operations may come from the ARC, County, City, partner organizations, or pre-
identified local vendors and service providers.
Between the combined resources of the ARC and San Bernardino County there are enough stored
supplies in the County to accommodate over 3,200 people in emergency shelters (this includes cots,
blankets, comfort/hygiene kits, etc.). Typically, the agency responsible for operating a site is primarily
responsible for establishing the location's logistical support system. A resource request can be
submitted to the City’s EOC if a critical resource is unavailable through those established
channels. If the City EOC determines that a requested resource is not available in the City, the City
will consider requesting resources through the OA. See Tab 3 for a sample list of shelter supplies.
Feeding Operations
As soon as possible, feeding operations should be established to serve people in shelters or other
congregate locations. The situation will determine the scope of feeding operations. If the impacts of
the incident are limited in scope and the utility systems and restaurant/retail food distribution
network are uninterrupted, feeding operations may be limited to providing meals, snacks, and
beverages at shelters or other service delivery sites.
Typically, the ARC will work directly with its partners to prepare and deliver hot meals to shelters.
However, if the impacts of the disaster are widespread and include utility and private sector food
distribution system disruptions, feeding operations may be extensive and involve some or all of the
following activities:
• Fixed feeding at shelters and other service delivery sites
• Fixed feeding sites strategically located in and around the impact area in facilities, such as
community centers, churches, schools, or at an existing non-governmental organization
(NGO) congregate meal site (for persons not in public disaster shelters)
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• Mobile feeding (hot food, beverages, and snack items) in the impact area (ARC and The
Salvation Army have mobile feeding units to supplement the efforts of fixed feeding facilities)
• Distribution of packaged food (meals), water, and possibly some miscellaneous feeding
support materials.
• Food options for feeding sites that accommodate people with restricted diets (no salt, sugar-
free, no potassium, gluten-free, etc.)
• Distribution of allotments issued through the Disaster Supplemental Nutrition Assistance
Program (D-SNAP)
Food Source Options
In catastrophic disasters, when utility, transportation, and other infrastructure are disrupted, feeding
operations may initially rely on pre-prepared, packaged meals that are shelf-stable, such as meals-
ready-to-eat (MREs). As utilities are restored, or emergency field kitchens become available, feeding
operations will shift from packaged meals to freshly prepared hot meals. Local options for prepared
food when utilities are functional include:
• Local restaurants, hotels, and other commercial suppliers (where the ARC and City may have
existing agreements)
• Local non-profit agencies and schools with commercial kitchens
• Catering companies (where the ARC has existing agreements)
Feeding options when utilities are disrupted include:
• MREs may be available from the City, ARC, or OA and may take days to have them
delivered.
• Field kitchens are available through The Salvation Army, ARC, Southern Baptist Disaster
Relief, and through mutual aid requests to the OA (for preparation of hot meals when
local kitchens are largely unavailable)
Bulk Distribution
Based on the event's severity, the bulk distribution of emergency relief supplies is another service
that can be activated to support disaster victims. Bulk distribution programs are designed to provide
individuals affected by disaster with access to supplies and materials that are life-sustaining (food and
water) or support their recovery (cleanup supplies.)
Distribution programs also support the ability of people to continue to shelter-in-place at home
versus evacuating to shelter sites for necessities. Distribution programs may be required when typical
retail distribution systems have been disrupted. The types of items and amounts that may need to be
distributed are based on the situation and may include some of the following:
• Shelf-stable food (MREs)
• Water (and containers for water)
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• Limited amounts of ice (and ice chests)
• Tarps
• Blankets
• Hygiene kits (travel size toothbrush, toothpaste, soap, etc.)
Agencies that usually establish bulk distribution programs following large, presidentially declared
disasters include:
• FEMA
• American Red Cross
• The Salvation Army
There are extensive food distribution networks in San Bernardino County with organizations in
neighborhoods throughout the region. The Food bank operates points of distribution (POD)
throughout the County and has an extensive volunteer network that prepares items for distribution
and supports PODs.
The bulk distribution program should be scaled back or discontinued once access to normal retail
outlets is restored (generally as soon as utilities are restored, and roads reopened) so as not to
inhibit economic recovery of the private sector.
Points of Distribution
Depending on the scope of damage and the City’s most heavily impacted areas, additional fixed
distribution points may need to be established at strategic locations (either close to or inside the
impact area), where the public can come to receive supplies. These POD sites are temporary local
facilities where commodities are distributed directly to disaster victims. PODs will distribute
commodities that FEMA and other relief entities provide to the local jurisdiction. At City run POD
sites a POD manager will coordinate the functions of the POD (See POD manager job aid).. POD sites
generally have these characteristics:
• Easy access to major streets
• Large open paved area to park trucks or semi-trailers and off-load supplies
• Traffic flow in and out of the site
• Potential for indoor storage
• Presence of security
Mobile Supply Distribution
Mobile supply distribution allows relief supplies to reach people who are unable to come to fixed
distribution points. It provides the opportunity to exercise some control over who accesses the
materials because mobile supply distribution will target the worst impacted neighborhoods.
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3.2 CONOPS PHASE 1: PREPAREDNESS FOR MASS CARE AND SHELTERING
3.2.1 Pre-identified Potential Shelter and/or Center Locations
•Sports Center
•Central Park
3.2.2 Pre-Designated Potential Points of Distribution
•All City facilities
3.2.3 Pre-Identified Mass Feeding Resources
•Salvation Army
•American Red Cross
•Southern Baptist Disaster Relief
3.3 CONOPS PHASE 2: ACTIVATION AND NOTIFICATION
The following section describes the notification and activation processes that support care and
shelter response operations.
3.3.1 Notification and Activation
Notification
Care and shelter response operations may result from both no-notice and expected incidents. While
a large earthquake may result in the need for immediate activating and operating shelters, an
incident such as a storm that can cause flooding may provide time to open shelters in a more
deliberate manner.
Notifications will be issued to all relevant supporting care and shelter partner organizations, City
departments, and community-based organizations. Given the response, warnings will be issued
through the most appropriate means available.
Upon notification, the City, in coordination with the ARC, will begin planning efforts to include:
•Defining the extent of required care and shelter support
•Identifying and deploying response resources
•Placing relevant personnel on standby
•Determining CSD DOC staffing requirement.
Activation
The City EOC Care and Shelter Branch and therefore the CSD DOC may be activated by the EOC
Director, Operations Section Chief, or Emergency Management Coordinator when an event is
anticipated or has occurred with care and shelter implications. The level of activation will be
determined according to the requirements of the incident.
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RESPONSE LEVELS
Level III - Mobilization of Staff and Resources
•Upon learning of any emergency affecting Rancho Cucamonga, after looking after the
wellbeing of their family and property, staff – if not already contacted by their supervisor
–must phone their immediate supervisor for reporting instructions.
•If phone lines are down report to City Hall. If unable to report to City Hall, report to either
Central Park or Sports Center
•Staff at City facilities following an emergency shall ensure the safety and welfare of
patrons at the facility.
•Staff shall thoroughly inspect City and/or Shelter facilities, making written notes and
documenting any damages and forward report to the CSD DOC or the EOC Care and
Shelter Branch. Staff shall attempt to mitigate dangerous conditions.
•Staff shall check and prepare communication devices.
Level II - Preparation for Shelter Opening and Mass Care Operations
•Establish and follow authority structure identified in emergency plan. The CSD
Organizational Chart is located in Chapter 4, Section 4.1 of this document.
•CSD DOC Director designates assignments as needed.
•Contact unreported staff to report to designated location.
•Contact designated personnel of shelter sites for access.
•Locate and prepare shelter supplies and resources.
•Establish all means of communication with CSD DOC or the EOC Care and Shelter Branch.
•Thoroughly inspect all shelter sites, making written notes and documenting any damages
and forward report to the CSD DOC or the EOC Care and Shelter Branch.
•Await direction from the CSD DOC or the EOC Care and Shelter Branch.
Level I - Full Scale Emergency Plan Activation
•Receive specific direction from the CSD DOC or the EOC Care and Shelter Branch regarding
shelter activations.
•If so directed, set up shelter (refer to the Shelter Opening “Quick Start” Guide in Tab 1 of
this document). Re-establish communications, if necessary.
•Implement use of City and ARC emergency shelter forms.
•Re-establish authority structure as identified in level II.
•Relocate, if necessary, all supplies and resources to designated shelters. Open shelter -
begin registration process.
•Reference job aids for all shelter operation positions as identified by the CSD DOC
Director. See Tab 6 of this document for Position Job Aids.
3.3.2 Shelter-In-Place
One of our public safety agencies may order residents to shelter-in-place (i.e., on their lawn, etc.).
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Cooperative outreach involving door-to-door efforts in areas more heavily impacted by a disaster
may be necessary to check on people with disabilities and others with access and functional
needs to ensure they have adequate food, water, and medications. City departments may work
with community-based organizations, neighborhood emergency teams, faith-based
organizations, or community volunteers in coordinating neighborhood outreach to people with
disabilities. Outreach efforts should include senior housing facilities, Meals-on-Wheels, In-Home
Supportive Services, etc.
3.3.3 Spontaneous Shelter Sites
In the immediate days after a major disaster, neighborhood organizations and local
congregations may emerge to provide care and shelter support independent of local
government. The City and the ARC will request permission to conduct a walk-through of the
shelter to ensure basic needs and the safety of all residents are being met Additionally, financial
support from the City or ARC may not be available to the organization sponsoring the
spontaneous shelter.
Spontaneous Shelter Assessment Criterion
The following criteria are designed to assess if a spontaneous shelter meets minimum support
requirements and will aid in deciding whether to work with and support an independent shelter
with resources or consolidate it with other sites.
•Physical Condition: The site will require approval from the County Department of Public
Health (and perhaps City Building Inspectors if an earthquake event) to confirm that it is
safe to occupy
•Site Location: Is the shelter serving a neighborhood/community that is currently not being
served by an ARC, County, or City shelter? If yes, it is likely filling an unmet need, and
consideration should be given to supporting the shelter site
•Site Management: Is the agency or group operating the site trusted and/or known by the
occupants? If yes, then the site management team is presumably operating the site in the
best interest of the occupants
•Number Served: The number of occupants served by the site should not exceed the site’s
physical capacity to serve or shelter them. An excess capacity of occupants should be
referred to the nearest ARC, County, or City shelter site.
•Meeting Occupant Needs: Given the demographics and/or needs of individuals being
served at the site (languages, cultural diversity, disabilities, number of children, etc.) –
there should be evidence that everyone’s needs are being met. Otherwise, refer
occupants who may require additional assistance to the nearest ARC, County, or City
shelter site if the assistance required cannot be provided at the site
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•Length of Operation: If the site management group is committed to maintaining the
shelter, and there is no immediate need to move out the occupants, then consideration
should be given to supporting it
•Resource Needs: Can the ARC, County, or City provide the resources that the site needs
to keep operating? If the answer is yes, then the ARC, County, or City will need to provide
logistics support to the site
If these questions can all be answered affirmatively, supporting the site may be appropriate. The
site can be counted as an independent shelter versus an ARC, County, or City site (unless the site
management function is transferred). If the ARC, County, or City cannot work with site
management to address any identified deficiencies, and if there is a need to close the
independent shelter, residents will be transferred to the most appropriate ARC, County, or City
shelter site.
3.3.4 Environmental Health Considerations
The County Environmental Health Services will provide expertise and guidance related to
environmental health in the set-up and operations of emergency shelters. These services may
include areas such as general sanitation, waste disposal, vector control, and food and water
service operation. Services are provided under the Health and Human Services Unit in the Shelter
Operations Compound.
3.4 CONOPS PHASE 3: MASS CARE AND SHELTERING OPERATIONS
3.4.1 General Mass Care and Sheltering Operations
The following steps provide a systematic approach to conducting care and shelter response
operations. They are designed to support activity in the field and the EOC. Steps 1 and 2 are usually
determined at the CSD DOC Director and EOC level before a shelter is operational.
Step 1: Establish the EOC Care and Shelter Branch & the CSD DOC
•Review preliminary incident data
•Determine staffing needed for the required level of activation
•Notify the appropriate care and shelter partner organizations (ARC, Salvation Army, etc.).
•For a large-scale event, prepare City staff shift schedules for at least three days in the future
(both EOC and field personnel)
Step 2: Gather and Analyze Information
o Estimated number of people requiring shelter support
o Estimated number of people requiring feeding and/or food and water distribution
support
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o General areas (neighborhoods) with significant numbers of displaced households may
also include identifying affected institutional facilities, pre-disaster homeless populations,
etc.
• Establish the number, location, and sequence of service sites or shelters to be opened
• Identify where household pet shelters can be co-located with public shelter sites
• Based on the level of care and shelter needs involved, develop an initial plan for providing
services
• Coordinate lead agencies for each site (generally, the ARC will be the lead agency, and the
City will support ARC with operations as needed)
• Coordinate safety assessment inspections of potential shelter sites
• Determine the availability of ARC and partner agency resources (facilities, personnel, supplies,
and equipment)
• Determine the number of ARC and City personnel available for assignment to support
sheltering activities
• Identify expected resource shortfalls
• Determine where spontaneous shelters may have opened (sites operated independently
from ARC or City) and report to Care and Shelter Branch Director
• Provide regular situation status updates for inclusion in the EOC Action Plan
Step 3: Obtain and Deploy Resources
• Mobilize Care and Shelter personnel and resources from partner agencies
• Work with the ARC to ensure that qualified shelter management teams are identified for each
site
• Request supplies, equipment, and specialized services through the following.
o Supporting departments or partner agencies (from inventory or through a vendor)
o Through the EOC Logistics Section
Step 4: Coordinate Response
• Open and operate shelters and other service delivery sites.
• Ensure that all site managers have communications equipment (cell phone or handheld radio)
for required coordination with the ARC operations center, and City EOC Care and Shelter
Branch
• Coordinate feeding and other essential services as soon as possible:
o Health services
o Security
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o Feeding
o Environmental health inspections
o Support for individuals with disabilities and others with access and functional needs
• Expand current sheltering and field response capacity as needed
• Develop and expand feeding capacity to meet needs
• Based on demand, set up bulk distribution for potable water, food (MREs), ice, clothing,
sanitary items, and other essential life-sustaining supplies
Step 5: Monitor Response Operations and Coordinate Information Exchange
• Ensure all shelter sites report the current situation status daily:
o Daytime population
o Nighttime population
o Number of new registrations since the last report
o Number of meals/snacks/drinks served since the previous report
• Receive and respond to resource or information requests from shelter and field sites
• Identify potential breakdowns in coordination and support and intervene accordingly
• Provide ongoing situation reports on care and shelter status
• Coordinate the closing/consolidation of shelters
3.4.2 Care and Shelter Information Management
Shelter personnel must plan for collecting, communicating, and distributing care and shelter
information. This includes information about the disaster, relief services available to shelter
residents, and information to help reunite separated family members. Some methods used to
communicate information include public shelter messages; bulletin boards with news postings
and flyers; shelter meetings; Public Information Officer’s efforts; and referring ARC disaster
welfare inquires (seeking to locate people who are presently unaccounted) to shelter
registrations.
3.4.3 ARC Information Management
CSD maintains the Facility Use Agreements between the City and the ARC.
3.4.4 Transportation to Mass Care Sites
Transportation resources will be provided for the whole community, including accessible modes
of transportation (vans and buses) for people with disabilities and others with access and
functional needs. During the period in which the shelter is in operation, some people will require
transportation to the shelter from safe areas and reception centers; transportation from the
shelter to medical appointments, assistance resources, and housing; and transportation back to
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their residences. In addition, people with mobility disabilities will need paratransit assistance.
• Paratransit Resources: Local paratransit resources may be needed to transport people
using wheelchairs. In addition, local taxi services may be used to support the
transportation needs of frail elderly people, people with disabilities, and others with
access and functional needs.
• Transportation supplies and Resources: The movement of shelter supplies and resources
will also require transportation resources.
Sheltering-related issues for the City’s transportation considerations during a mass care event
include:
• The Transportation Branch within the City EOC will be the first point of contact for any
transportation needs identified for an operations period during an event. The branch will
have responsibility for the coordination of all transportation assets.
• Public information regarding the availability of and access to transportation will be the
responsibility of the Joint Information Center (JIC) and will be released in accordance with
emergency public information management procedures.
• Accessible transportation will be provided for shelter residents when necessary.
• Shelter residents will receive messaging information regarding transportation resources.
Shelter staff id responsible for information sharing in the shelter environment and
identifying multiple communication strategies.
Transportation needs may exceed available resources. EOC coordination with surrounding
counties/operational areas and Cal OES southern region office mutual aid assets can be
requested when local resources are unavailable. The City EOC Transportation Branch will be the
central point for determining any mutual aid needs to address operations priorities and will
coordinate with the San Bernardino County EOC. In many cases, individuals displaced by a major
emergency may bring their pets to a shelter or reception area. Service animals and emotional
support animals for people with disabilities and others with access and functional needs are
required to be transported with the individual to which they belong. The City’s Animal Care and
Services Department will be the City agency responsible for working with transportation agencies
to transport animals.
3.4.5 Sheltering
Shelter Site Selection and Activation
The City’s Community Services Department (CSD) is responsible for site evaluation and selection
before activating a shelter. Consideration for site selection should be the pre-determined sites
(Central Park and Sports Center) first before considering other locations. This includes:
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• Evaluating the site for ADA accessibility and suitability for shelter operations and
maintaining the facility list. CSD can request through the EOC to have a Functional
Assessment Service Team (FAST) member review and assess the needs at shelters for
people with a disability or access and functional needs.
• Upon determination that a shelter needs to be activated in the City, CSD will coordinate
with ARC and the RCFD Emergency Management Division to determine shelter location
based on mass care sheltering needs (i.e., size, proximity to disaster, and associated
services).
• CSD is responsible for ensuring shelters are appropriately set up to be accessible for
residents and that facilities are functional.
• CSD will coordinate with ARC for shelter setup and layout.
Mass Care Logistics and Services
Mass care logistical support and services will follow the standard procedures for EOC resource
requests. When the EOC is activated, the Red Cross DOC may request resources from the City
through the CSD DOC. If CSD operates the shelter, resources will be requested through the CSD
DOC and will be forwarded to the EOC Mass Care and Shelter Branch to be filled. The City may
enter into agreements for shelter equipment items, including but not limited to cots, linens,
tents, tables, chairs, generators, light towers, portable showers, toilets, hand-wash stations, etc.
Additionally, the City will coordinate service support through existing internal capacity or, when
necessary, through contract support. Services include laundry, waste management, construction
(temporary modifications), bio-hazard waste services, and custodial services.
Shelter Registration
The intake and assessment of shelter residents will occur according to Red Cross guidelines,
protocols, and forms. Forms will be used to identify Functional Needs Support Services that
may be needed by the person being registered to maintain his/her independence and to ensure
that he/she receives access to all services and activities while in the shelter setting.
Food Services
The City has responsibility for ensuring that food service is provided in City operated shelters,
either through ARC provided resources or through City contracts. Red Cross has the responsibility
for ensuring that food service is provided in Red Cross shelters. Food service in all locations will
include three meals a day, beverages, and snacks. The shelter manager will ensure the food
service areas are set up to meet the needs of all shelter residents, including ensuring an
accessible setup.. Under all scenarios, responsible parties (ARC and/or CSD) will ensure that food
provision meets the dietary requirements and dietary restrictions for people with medical needs,
people with disabilities, and others with access and functional needs.
Communications
The shelter manager is responsible for ensuring clear, concise, and up-to-date information to
shelter residents. This includes daily briefings, bulletin boards, and access to information on
community services. Additionally, shelter managers will ensure that communication within the
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shelter is clear and accessible, including oral, signage, registration and intake process, television
(captioning), and telephone and internet accessibility, if needed. Shelter managers will ensure
that multiple accessible, redundant communication strategies are available to support people
with disabilities and others with access and functional needs.
Within shelter sites, communication to residents may be executed in the following ways:
• ARC and CSD assign personnel to disseminate information to shelter residents. This
information must be processed into a clear, accessible, and concise message to be
delivered to shelter residents.
• The Public Information Officer should regularly coordinate with the Shelter Manager prior
to making public announcements in the shelter.
• Bulletin Boards may be displayed in key traffic areas throughout shelters to display
relevant information. Be sure to update bulletin boards regularly and keep them relevant.
If not updated regularly, they will lose value, and residents may no longer read them.
• Auxiliary aids and services necessary to meet the communication needs of all persons in
the shelter will be made available. All information will be in accessible formats for people
with disabilities and others with access or functional needs. Information support in a
shelter includes but is not limited to:
• Translators for other languages and sign language interpreters;
• Way-finding guidance for individuals who are blind or have low vision when they cannot
see posted signage for transportation resources and activities.
• Specific briefings to individuals who have difficulty understanding group announcements
or head of household meetings to ensure that transportation information is effectively
shared.
• Signs in large print, or pictograms.
• Assistance in filling out or reading forms.
Shelter Reporting
• Shelter Managers will report shelter status to the CSD DOC at agreed upon times. The ARC
Daily Shelter Report will be used to collect pertinent data daily and sent to the CSD DOC
and then EOC.
If a shelter nears maximum capacity, the shelter Manager will notify the CSD DOC of “full”
status.
Tab 4 includes the shelter opening/closing assessment checklist, shelter opening/closing plan
checklist, and the ARC Daily Shelter Report.
Accommodating the Whole Community
Because of age, health, disability, language, or medical condition, persons may have access
and/or functional needs within a shelter environment that need to be met before they can fully
benefit from services being provided.
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As defined by California Government Code, “the access and functional needs population consists of
individuals who have developmental or intellectual disabilities, physical disabilities, chronic
conditions, injuries, limited English proficiency or who are non-English speaking, older adults,
children, people living in institutionalized settings, or those who are low income, homeless, or
transportation disadvantaged, including, but not limited to, those who are dependent on public
transit or those who are pregnant.”
To the maximum extent possible, programs, services, and activities provided to residents of care and
shelter facilities will be inclusive of individuals with disabilities and others with access and functional
needs. The following are some general guidelines for meeting these needs:
• Ensure the accessibility of disaster-related services, programs, and facilities comply with
Title II of the ADA, including accessible transportation to reach service delivery sites.
• Provide functional needs support services (FNSS) which enable individuals with disabilities
and others with access and functional needs to maintain their usual level of
independence, safety, and well-being in an integrated shelter environment.
• Engage the San Bernardino County Human Services Department, the American Red Cross
Disability Integration Team, and/or representatives from local disability organizations to
help assess and identify functional needs at service delivery sites.
• Obtain necessary durable medical equipment (accessible cots, transfer boards, walkers,
portable ramps, etc.) and consumable medical supplies. San Bernardino County maintains
a cache of durable medical equipment and consumable medical supplies. Additional
resources can be coordinated via the OA EOC.
• Provide access to refill prescription medications.
• Provide communications support (sign language interpretation, TTY access, assistive
listening devices, translation services, Braille materials, etc.).
• Provide specific support services (behavioral health services, personal care assistance,
space for service animals, etc.).
• Provide service animals and their owners with assistance and support, as needed, which
may include access to accessible relief areas and food/water services.
• Provide ongoing support for medically fragile persons evacuated to public shelter settings
until they are transferred to a more appropriate care setting. In cases where community
residential programs or care facilities need to evacuate, it is best for individuals in those
facilities to be placed in a like-facility that can provide a similar level of care.
• As soon as practicable, provide interpretation and translation assistance at service delivery
sites so that non-English speaking persons can convey needs and receive disaster
information and services.
• Provide for the unique needs of children, adults with children, and pregnant women, which
includes providing nutritious, age-appropriate meals and snacks (including formula, bottles,
etc.); age-appropriate health and behavioral health services; children’s bathing and first aid
supplies; diapers, sanitation wipes, and proper disposal receptacles; private area for
breastfeeding and quiet area for expecting mothers; and systems that protect the safety of
children (including monitoring play areas, etc.).
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• Arrange for transportation services to transport individuals from emergency shelter
locations to other service delivery sites, pharmacies, etc. Transportation assets may
include the use of bus, rail, and paratransit services.
Medical and Mental Health Services
The City and ARC can request County Medical and Mental Health Services assistance at emergency
shelters under their operational control through the CSD DOC.
Communicable Disease Outbreak Strategy
The City will follow any guidelines provided by the San Bernardino County Department of Public
Health, the California Department of Public Health, and the Centers for Disease Control and
Prevention.
Co-locating Animals and Humans
Co-located animal disaster shelters should be near the human shelter to allow owners to visit
and care for their pets. However, the animal shelter should also be far enough away to reduce
noise levels. Service animals should stay with their owners in human disaster shelters.
A service animal is NOT a pet. Do not separate service animals from their owners; service animals
are allowed in a shelter. Try to place them within easy access to an exit/entrance and consider
the potential presence of other shelter residents who should not be near certain types of animals
for safety or health reasons. Set up a sleeping space in a separate room, if possible. Be sure to
assign a dog relief area and provide disposal containers. Request emergency supplies from the
ARC or other animal services providers to allow people with disabilities to care for their service
animals. For information regarding service animals, see U.S. Department of Justice, ADA
Checklists for Emergency Shelters, July 2007.
3.4.6 Donations Management
Donations Management includes collecting, sorting, and distributing goods that arrive at
shelters. It is important to pre-identify which, if any, donation items can and cannot be accepted
in emergency shelters and clearly communicate these needs to donation management. If needed
the Donations Management Unit can be activated within the EOC.
3.4.7 Family Reunification
To assist with reunification efforts, shelters may be equipped with technology (Wi-Fi, computers,
tablets, etc.) to provide impacted individuals with access to communications systems that facilitate
reunification. Some sites that facilitate reunification are American Red Cross Reunification Activity,
National Center for Missing and Exploited Children, Google Crisis Response, and Facebook Safety
Check.
3.4.8 Unaccompanied Minors
Single-parent and two-working parent households may have minors left unsupervised at the time
of the disaster. All facilities that have some temporary responsibility for minors – day care
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centers, schools, and after-school programs – are accountable for the child's safety and welfare
following a disaster until released to a parent or guardian.
Reunification with Parents
Plan to help reunify families who are separated during the disaster (i.e., reconnect children with
their parents or an authorized guardian). The following are tips for helping unaccompanied or
unsupervised children.
• Central Database: Establish a central collection point to track missing people's
information.
• Shelter Registration: Use the registration lists from community shelters as one means
for locating displaced family members.
• Unaccompanied Minor: If a minor arrives at the shelter without a parent:
o Try to locate the parent.
o If unable to reach a parent or legal guardian, contact local law enforcement
authorities.
o Designate two qualified staff or volunteers (with approved background checks) to
supervise the minor while at the shelter.
o Parents or guardians must provide government-issued identification when taking
custody of a minor, and the transfer must be documented.
o Unaccompanied minors should not be photographed or interviewed by third
parties other than local or state law enforcement, child welfare agencies within
the jurisdiction, and partner agencies that have a signed Memorandum of
Understanding (MOU) with the American Red Cross regarding services and care
for minors.
• Shelter managers will work with local Rancho Cucamonga Police Department and the
involvement of Children’s Protective Services if needed.
• Mental Health Issues: Consider the recovery needs of children for mental health support
post-disaster.
3.4.9 Mass Feeding
These locations (s) provide food services for the masses throughout the city. This may include
mass congregate food service sites and/or Points of Distribution (PODs). Based on sound
nutritional standards, feeding operations will ensure the City meets the dietary requirements of
disaster survivors with dietary requirements/restrictions because of a disability or medical need.
Provisions during mass feeding may include but are not limited to the use of adaptive/assistive
equipment; assistance to individuals during eating and drinking; and support for pre-meal
hygiene, food preparation, and post-meal clean up, specific methodologies for food preparation,
low sugar, and pureed. Additionally, when possible, the City will meet the dietary preferences of
individuals with cultural, religious, ethnic, or other requests for accommodation.
Mass Feeding Within Shelters
Although several organizations may contribute staff, food, and other resources towards mass
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feeding efforts, the City is ultimately responsible for mass care operations and ensuring that staff
and resources are provided. If ARC resources are strained, which may be the case if shelters need
to be staffed, the City may utilize City staff and volunteer programs to obtain the needed staff
and resources. The City may also request volunteers as needed.
Feeding Options
Ensure that a food provision and ordering system is in place which will require a close working
relationship with the Supply and Procurement Unit by implementing one of the following
options:
• Option One – Catered or Fast Food. The simplest strategy for feeding the shelter
population is to have food catered or brought in from the outside. However, these
establishments need to possess an A or B rating from the San Bernardino County Health
Department.
o Fast Food Outlets – Given the confusion immediately following the disaster (or
until mass feeding operations can be organized), it may be easiest to initially use
24-hour restaurants or fast food outlets in obtaining meals for shelter residents.
Later it will become easier to prepare hot meals.
o Restaurant Caterers – Identify local commercial suppliers – restaurants, catering
firms, hotels, etc. – and make pre-planned arrangements for suppliers to provide
meals to persons in shelters.
o Institutional Suppliers – There are numerous suppliers that will provide fully
prepared, packaged meals for institutions in bulk and in an emergency, they could
be used to supply disaster shelters.
o Local Vendors – Local vendors such as Sam’s Club, Costco, Smart n Final and
grocery stores may provide packaged meals.
o Local Schools – Make use of local Colleges (Chaffey College) that may have
Cooking classes or Culinary Schools in the area.
• Option Two – Designate a Central Kitchen. An alternative strategy is to designate one
large, central institutional kitchen within the local jurisdiction as the site to prepare and
provide meals for each shelter operating within the jurisdiction.
o Bulk Food Donations – Utilize the Logistics Section of the CSD DOC to obtain
large bulk food items from local sources and then direct supplies to the central
kitchen. Sources to consider are schools and airlines.
o Shelter Delivered Meals – Once meals are prepared, they can be delivered to
local shelters (similar to Meals on Wheels operation) and meals provided by
Salvation Army, Oldtimers Foundation, community religious and other nonprofit
agencies.
• Option Three – On-site Meal Preparation. A third strategy, assuming the shelter site
contains kitchen or cafeteria facilities, is to prepare meals on-site.
o Cafeteria Staff – If a school is used for the shelter facility, care and shelter
personnel may have the use of food services staff that normally operates the
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cafeteria.
o Food Preparation and Cleanup Volunteers – Shelter residents can also assist as
part of food preparation and cleanup crews.
o Basic Menu Planning Tips – Plan menus in terms of foods available. Use
perishable foods first. Prepare sufficient food to provide second servings, if
possible.
Meeting Special Diet Needs
Consider special dietary needs, including ethnic, vegetarian and infant considerations. Strive to
meet as many special diet requests as possible, although resources to do so may be limited
immediately following a disaster.
Reporting
Care and shelter personnel are responsible for a daily count of people fed within each shelter
and must report the following data to the CSD DOC and the Shelter Feeding Unit Supervisor:
• Number of fixed feeding sites
• Number of mobile feeding sites
• Number of persons fed in past 24 hours
• Number of persons projected to be fed in next 24 hours
Additional procedures for mass feeding within shelters can be found in the Feeding Unit Job Aid.
See the Shelter Quick Start Guide for initial shelter setup procedures.
3.4.10 Human Service and Emergency Assistance Provision
Disaster assistance programs will be implemented to help disaster victims recover their non-
housing losses, including programs to replace destroyed personal property and help to obtain
disaster loans, food stamps, crisis counseling, disaster unemployment, disaster legal services,
support, and services for special needs populations, and other Federal and State benefits. Specific
Federal assistance guidance can be found in FEMA’s Emergency Support Function #6 – Mass Care,
Emergency Assistance, Housing, and Human Services Annex.
Local Assistance Centers
Local Assistance Centers (LAC) are city or county-operated sites where individuals can seek
assistance from City/county departments, non-governmental organizations, community-based
organizations (CBOs), and other applicable agencies/organizations in the recovery phase
following a disaster. Local Assistance Centers are physically accessible and will provide
accommodation to support individuals through the process.
Representatives serving in the LAC organizational structure play several key roles in LAC
operation to ensure the LAC functions to meet the needs of the clients. Service providers offering
recovery services to the public will staff booths where the public can access information and
recovery resources. Departments with recovery roles that do not operate and staff a booth at
the LAC can provide pamphlets or other services information at a general booth. Whenever
possible, departments with disaster recovery responsibilities shall staff a booth at the LAC.
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4 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES
4.1 ORGANIZATIONAL STRUCTURE
The following section describes the City’s organization and structural elements that support care
and shelter operations. Figure 1.1 identifies the CSD DOC Level I Organization.
Figure 1.1 - CSD DOC Level I (Highest Level) Organization Chart
EOC Care and Shelter Branch
If an incident requires the City to activate and operate shelters, the EOC will be the
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coordination point for response operations. The City will support any shelters within the city or
provide mutual aid as requested. Depending on the event and it’s needs, the City EOC Care
and Shelter Branch may activate and staff the CSD Department Operation Center (DOC)
formally known as the CSD DOC. When the CSD DOC is activated the CSD DOC Director will
be appointed by the EOC Care and Shelter Branch Director.
The Community Services Department is responsible for staffing the below positions within the
EOC Care and Shelter Branch.
Care and Shelter Branch Director
Is responsible for the overall coordination of shelter operations in the City.
Volunteer and Donations Management Unit
Is responsible for the overall coordination and management of volunteers and donations that
are provided to residents during an EOC activation.
CSD DOC Director
In addition, the City may request for an American Red Cross (ARC) liaison to report to the City
EOC to serve as a communication link within the Care and Shelter Branch.
4.2 DIRECTION, COMMAND, AND CONTROL
This Mass Care and Sheltering Annex may be activated when the Mayor declares a local emergency
or if the Emergency Services Coordinator determines the situation warrants a Level I, II, or III EOC
activation and the implementation of the Annex’s policies and procedures. Some portions of this
Annex go into effect immediately following a mass care and sheltering event. The remainder of this
Annex is only activated when the incident grows in scope to a point where activation of the
Emergency Operations Center (EOC) is warranted. Activation of the EOC is not necessarily automatic
or necessary with all incidents. In advance of or simultaneous with the City plan activation, City
departments and agencies, including the Fire District and the Public Works Services Department, will
also activate their departmental sheltering plans.
4.3 ROLES AND ASSIGNMENTS
4.3.1 Lead Agency
Community Services Department
When a shelter is activated and a CSD DOC Director appointed EOC and CSD DOC Director will
decide if which of the following positions are needed for the sheltering operation. Job aids for
each position are available in Tab 6 of this plan.
• Shelter Manager
• Registration Unit
• Feeding Unit
• Dormitory Unit
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• Health Services Unit
• Animal Shelter Unit
• Facilities Unit
• Food, Equipment, and Supplies Unit
4.3.2 Support Agencies
Rancho Cucamonga Fire Protection District
The Rancho Cucamonga Fire Protection District (RCFD) is a special district that is part of the City
government. The RCFD is responsible for fire safety and HazMat control for the shelters.
Community Emergency Response Team (CERT)
RCFD’s CERT program is a team of volunteers with disaster preparedness training and can be
requested through the CSD DOC and EOC to volunteer in Mass Care and Shelter activations.
San Bernardino County Sheriff’s Dept.
Public safety or security personnel are responsible for ensuring the safety and security of all
individuals in and around a shelter site. In addition to the traditional law enforcement issues that
arise with any large gathering and at large venues, shelter site safety and security personnel will
face additional issues. Citizen on Patrol (COPs) Volunteers can perform some security functions,
such as traffic control, to allow law enforcement personnel to conduct their other
responsibilities.
Security personnel should be present at all City supported shelters. Public safety is the
responsibility of local law enforcement, including the San Bernardino County Sheriff’s
Department (SBSO) and private or contract security, and, in some instances, volunteers. More
than one agency or organization may be involved in supporting these functions but will be
coordinated through the Law Branch in the EOC (if activated).
Public safety responsibilities include, but are not limited to:
• Implement and oversee public safety and security operations in and surrounding a mass
care site.
• Coordinate with site management for site security needs.
• Coordinate with local law enforcement and/or private or contract security officers for
security personnel, shift schedules (regular time and overtime), and specific skill sets (e.g.,
traffic control).
• Coordinate traffic control plans with the EOC Transportation Branch.
• Manage and control the security of a mass care or shelter site environment, shelter
population and staff, and assets and supplies stored at critical staging areas.
The Care & Shelter Branch will inform SBSO or the Law Branch of the shelter location – and any
general concerns (e.g., issues with the evacuating population). The Law Branch will determine
who to send to provide security. The Police Department or the Law Branch will notify the
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appropriate patrol officers that a shelter has opened in their area.
Requests for additional public safety resources, if needed, will be made by the CSD DOC Director.
Public Works Services Department
The Public Works Services Department will deploy building and maintenance personnel as
necessary to fix any plumbing, electrical, elevator, carpentry, roofing, locksmith, heating, and air
conditioning issues in sheltering areas. The position of Facilities Unit within the CSD DOC
structure is preferably staffed by Public Works personnel.
Animal Services Department
The Animal Services Department will deploy personnel to fill the Animal Services Unit position
within the CSD DOC structure.
All City Departments
All City departments will provide staffing and other services as needed and as requested.
American Red Cross of San Bernardino County
The ARC is a direct partner with the local government in helping to fulfill the government’s legal
responsibility to provide care and shelter for residents in times of disaster. The ARC’s ongoing
preparedness activities include identifying and surveying potential shelter facilities. In coordination
with local jurisdictions, they work with school districts, houses of worship, community-based
organizations, and government agencies to compile and maintain an up-to-date list of designated
shelter locations. They ensure that agreements are in place with designated shelter site owners to
clarify terms of use. The ARC also trains volunteers and professional staff in shelter operations and
disaster preparedness education.
Voluntary Organizations Active in Disasters/ Communication Organizations Active in Disasters
(VOAD/ COAD)
Voluntary Organizations Active in Disasters (VOAD) improves the disaster preparedness of
community-based organizations serving access and functional needs populations. In a disaster, VOAD
becomes the link between requests for emergency help and the community-based organizations
available to provide help. VOAD will ensure an effective response and recovery for people with
disabilities and others with access and functional needs in San Bernardino County. See
http://sbcvoad.org/.
VOAD services are available through the San Bernardino County Operational Area.
San Bernardino County Emergency Operations Center
During large-scale incidents, central coordination of mass care and shelter activities will be held at the
Operational Area Emergency Operations Center (OA EOC).
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San Bernardino County Department of Public Health
The Department of Public Health (DPH) may provide the following disaster response functions:
• Designates a Medical Services Needs Unit Leader in the Shelter Operations Compound, who
is also one of the representatives of the Health and Human Services Unit Leadership.
• Prevents the spread of communicable diseases during disasters and at shelters.
• Provides core public health staffing (Registered Nurses, Nurse Practitioners, Public Health
Nurses, and other public health professionals) to shelters (Medical Services Needs Unit).
• Monitors, assesses, and reports on the community Disaster Health Status.
• Establishes and maintains a public health screening area.
• Animal Care and Control provides evacuation and shelter services for animals that must be
evacuated from a disaster area. Animal shelters are established concurrently with SHOC
shelters located in the county. Services are provided under the Health and Human Services
Unit in the Shelter Operations Compound.
• Epidemiological Surveillance will monitor sanitation to prevent the spread of diseases.
Services are provided under the Health and Human Services Unit in the Shelter Operations
Compound.
The County Department of Public Health (DPH) is responsible for preparing for, responding to, and
assisting in recovery activities to meet the disaster-related health needs of individuals and
communities. DPH may provide Public Health Nurses (PHNs) in emergency shelters. The PHN’s
primary responsibilities include:
• Prevent the spread of communicable diseases and disaster-related illnesses within the shelter
• Conduct basic health screenings and provide physical health support
• Assist with replacing medication, durable medical equipment, and consumable medical
supplies
• Monitor environmental health conditions
• Assist individuals with activities of daily living and coordinate personal assistance services
(PAS)
• Assist individuals with environmental sensitivities and dietary restrictions
• Leverage partner resources
Other State Agencies
California Department of Social Services
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 State-wide 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 Local Assistance Centers (LACs) upon request of the
Director of the Cal OES; coordinate the capabilities of County Social Services Departments (or
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similar agencies) to respond to the disaster (for mutual aid); and recommend inter-regional
transfer of evacuees or resources to equalize the distribution of the evacuee caseloads.
California Functional Assessment Service Teams (FAST)
California Functional Assessment Service Teams (FAST) may be requested through the City EOC
to the County EOC. The purpose of the FAST Program is to provide staff to conduct assessments
to identify and meet essential functional needs of people with disabilities and others with access
and functional needs who are in general population shelters, such as communication, personal
assistants, equipment, supplies, medications, and quick access fixes, so they can remain at the
site. FAST will be deployed as shelters are opened and remain in the shelters until it is determined
that they are no longer needed. FAST may transfer to other shelters and will return to shelters as
needed or requested.
4.3.3 Federal Level
Requests for Assistance
Many Federal departments, such as the Federal Emergency Management Agency (FEMA) have
primary or support responsibility for providing mass care and sheltering support services to the
City of Rancho Cucamonga. Services can be requested to support the City of Rancho
Cucamonga's mass care and shelter operations. Requests for any federal assistance will be
coordinated through the Operational Area and the State.
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5 DEMOBILIZATION AND RECOVERY
5.1 DEMOBILIZATION
The City EOC Care and Shelter Branch will be deactivated once the need for care and shelter
response coordination has ceased. Care and shelter functions may be deactivated or scaled back
at the discretion of the EOC Director and Operations Section Chief. Shelter clients will begin to
transition back to their homes or, in some cases, to long-term alternates. Those who arrived in
their personal vehicles will be able to leave as soon as possible. Those who need transportation
to their home will be coordinated via the EOC.
A reasonable schedule will be established to transition the shelter facility back to its original state.
For clients that have severe hardship (e.g., those who have lost their homes and/or are in severe
financial hardship), the EOC will support their receiving additional services outside of the shelter
environment. If the disaster is significant, Federal and State disaster relief agencies will become
heavily involved in providing financial aid to disaster victims. Local Assistance Centers will be set
up to coordinate the delivery of these services. County/city officials and private agencies still
have responsibility for phasing out the mass care facilities and assisting displaced persons in
obtaining temporary housing and other aid. Below is a shelter closure plan to aid in the
demobilization of shelters.
After the decision to deactivate has been determined, the following activities may be
necessary:
• Coordinate with non-governmental organizations for long-term case management of
clients who have unmet housing needs upon mobilization of shelters
• Prepare documents for financial reimbursement
• Complete or transfer remaining care and shelter responsibilities to the appropriate
department or organization
• Provide deactivation information to all involved supporting care and shelter
departments and organizations
• Inventory, return to owner, or properly dispose of remaining supplies and assets used in
the response
• Provide all documentation and a final status report to City EOC Planning Section Chief
• Coordinate deactivation with the OA EOC Operations Section Chief to include staff
release, equipment returns, and inventory
• Participate in after-action meetings/report development.
Tab 4 of this Annex provides a Shelter Closure Plan checklist.
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
34
5.2 RECOVERY
Recovery includes restoring and strengthening key systems and resource assets critical to the
communities' economic stability, vitality, and long-term sustainability. These include health
(including behavioral health) and human services capabilities and networks, public and private
disability support and service systems, educational systems, community social networks, natural
and cultural resources, affordable and accessible housing, infrastructure systems, and local
economic drivers.
5.2.1 Transition to Recovery
After the initial event, housing, feeding, bulk distribution, and City services will be taxed to their
fullest extent. This Annex addresses the triggers, key issues, and criteria for emergency personnel
when moving from the initial event and transitioning to longer-term recovery. Recovery planning
begins as soon as the disaster occurs. Whether through shelters, Local Assistance Centers (LACs),
Federal Disaster Recovery Centers (FDRCs), or other mass care venues, transition to recovery will
need to be at the forefront of the activities of response personnel throughout the event.
Disaster Housing
A major disaster may significantly reduce the supply of available housing. Shelters may need to
maintain operations for a longer period of time until adequate interim, temporary or long-term
housing is found for remaining occupants. The City will work in close partnership with CBOs, the
American Red Cross, San Bernardino County Office of Emergency Services, CalOES, and FEMA
among others, to meet the housing needs of shelter residents.
The appropriate Departments will address the need for disaster housing transition from shelters
to permanent housing and coordinate through the City’s EOC Mass Care and Shelter Branch.
Bulk Distribution Operations
Bulk distribution operations in an affected community will continue until they are no longer
needed. The triggers and criteria determining when bulk distribution can be phased out will be
an operational decision by the incident managers and the ARC based on community needs. The
ARC will work closely with City partners and other CBOs within the incident command structure
to determine bulk distribution needs according to factors observed on the ground.
Demobilization of Shelters
Shelters will remain operational until the community has recovered and can accept residents
back into individual housing or until shelter residents have secured alternate temporary housing.
The demobilization of shelters will be determined through an Operational decision between the
CSD DOC, ARC and EOC Care and Shelter Branch. Resources and assets assigned to shelters will
be returned to their respective owners, contracts will be closed out, and documentation will be
filed with each respective agency/organization.
Appendix H of the City’s EOP provides information on the City’s recovery framework.
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
35
6 ADMINISTRATION, FINANCE, AND LOGISTICS
6.1 ADMINISTRATION AND FINANCE
Each department is required to have documented internal administrative procedures in place to
track financial costs related specifically to the response and/or recovery of an incident. These
procedures must include tracking all expenditures related to the incident, including personnel
costs such as straight and overtime payroll costs related to the incident. Departments are also
required to document internal administrative procedures for requesting, fulfilling, and tracking
internal department to department (DOC-to-DOC), field to department (field-to-DOC), and
department to EOC (DOC-to-EOC) resource requests. Each department is responsible for tracking
its own resources, including personnel tracking. If an incident meets designated thresholds for
Proclamation or Declaration of a State and/or Federal Emergency or Disaster, the Finance Section
of the EOC , will develop a method for collecting financial documentation from departments as
needed for submission as part of the City’s reimbursement application process.
6.2 LOGISTICS AND RESOURCE REQUESTS
Mass care and shelter capacity for responding to a large disaster is dependent on the coordinated
sharing of resources between the City, the ARC, San Bernardino County, and partner agencies. The
City maintains the ability to supplement available resources by purchasing, leasing, or obtaining
mutual aid support through state and federal partners. For the most efficient coordination and
allocation of resources, there must be direct communication among all care and shelter partners.
When the need for a resource is identified, the Care and Shelter Branch will:
• Identify local care and shelter partners or City departments that may have the required
resource available for use. The EOC Logistics Section will work to fill the resource request
if available.
• Coordinate with the EOC Logistics Section to obtain the resource through an established
agreement or a vendor procurement if care and shelter partners and City departments do not
have the needed resources
• If the resource is not available within the city, the EOC Logistics Section may request the
resource from the Operational Area through established mutual aid systems
In addition, the following guidelines apply to the use of care and shelter resources:
• Each care and shelter partner will be expected to direct and operate their resources.
• The City and ARC will generally utilize resources from their inventory for sites they
operate/manage before requesting resources from other partners.
• In instances where requested resources are available from more than one partner, generally,
the partner that can provide the resource most quickly, is most skilled in its implementation,
or is least directly impacted by the event will be requested to provide the resource.
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Mass Care and Shelter Annex
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
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7 PLAN DEVELOPMENT, MAINTENANCE, AND REVISION
The Mass Care and Sheltering Annex is developed to support the City of Rancho Cucamonga
Emergency Operations Plan (EOP) to address the basic mass care and sheltering needs of
displaced populations during the response and recovery phases of an emergency incident.
This Annex was developed in cooperation and with input from City departments with the primary
response or support activities and input from appropriate non-City agencies with identified
activities related to mass care and sheltering.
If at any time, a department, agency, or stakeholder to this document changes, develops or
amends any policy, procedure, or operation that will change or affect the contents of this
document, that entity is to immediately notify the RCFD Emergency Management Division.
This Annex must be corrected immediately upon notification or observation of any operational
errors or conflicts. Such corrections are to be reflected within the Record of Revisions.
Every other year, a formal review of this Annex will be conducted by departments and agencies
identified within the Annex and any other departments or agencies that may need to be part of
the review process. The RCFD Emergency Management Division will lead the review process.
Upon completion of a formal review, all document corrections will be reflected in the Record of
Revision.
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Mass Care and Shelter Annex
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
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8 TABS:
TAB 1: SHELTER OPENING QUICK START GUIDE
40
Duties: Provide care and shelter for emergency evacuees and coordinate efforts with the CSD DOC or the EOC and
other emergency resource providers (i.e. Red Cross).
If evacuees are already waiting at the shelter when you arrive, the building may already be open and evacuees
inside. It is also possible that facility representatives or government authorities have already assumed leadership of
the shelter. Do the following critical tasks:
1. Identify yourself to any leadership at the site, such as facility staff, governmental authorities or spontaneous
leadership. Introduce yourself and say that you are with The City of Rancho Cucamonga. Offer your assistance
and support in getting the shelter up and running.
NOTE: Upon arrival, if no other staff has arrived, follow First On-Site Procedures below.
2. If possible, contact CSD DOC or the EOC Health and Welfare Branch or Shelter Manager and confirm your arrival.
3. If the shelter has not yet been opened, categorize the emergency then follow the procedures below –
For emergencies that DO NOT impact the integrity of the building (i.e. fire, flood, etc.):
o Get evacuees safely inside the facility and out of the weather and/or harmful conditions.
o Designate an area for evacuees to wait comfortably until Lead Staff arrives.
For emergencies that DO impact the integrity of the building (i.e. earthquake):
o If Emergency Shelter facility is occupied, if able to safely do so - evacuate building until an assessment
can be done by the City Building and Safety Inspector.
o Designate an outside area where evacuees can safely congregate then wait for Lead Staff to arrive.
o If able, contact the CSD DOC or the EOC Health and Welfare Branch to provide an update on the
current situation.
4. If evacuees are already on site, request volunteers from them to assist where needed (i.e., first aid, crowd
direction and control, etc.).
5. If available, use the Self-Inspection Opening Worksheet and Environmental Health Assessment forms to evaluate
the needs and requirements of using the facility as an Emergency Shelter. Also use the Evacuation Shelter
Room Assignment form, if available.
6. Immediately assign people to the following tasks:
o Guide media, if present, to a waiting area away from evacuees. Advise them that the EOC Public
Information Officer (PIO) will arrive to brief them as soon as possible. DO NOT make any statements
to the media.
o Set up registration area.Establish crowd control and traffic patterns both inside and out.
o Post shelter signs and rules.Establish feeding, at least beverages and snacks.
7. Once tasks are assigned, the Shelter Manager will pull the Facility Agreement and Preliminary Shelter Site
Survey (starting on page 399 of the Mass Care and Shelter Plan Manual) if they already exist. If a Facility
Agreement has not been completed, negotiate and sign a one. Conduct a pre-occupancy inspection with the
facility representative using the Self-Inspection Opening Worksheet Form and assess the general condition of the
facility, citing any pre-existing damage and condition. During or immediately following the walk-through, the
Shelter Manager and Shift Supervisors should determine how the space will be allocated.
8. Once these tasks are completed, regroup the shelter team and assign more formal roles and responsibilities.
FIRST ON-SITE PROCEDURES
Emergency Operations Center (EOC) will determine if there is a need to open an emergency shelter. The location of
the Shelter will be relayed by the EOC to City staff as they call and/or check in.
If evacuees are present but no Shelter Manager or Lead Staff has arrived, first staff on scene should:
Identify yourself as City Staff.
Assume a leadership role (until Lead Staff arrives).
Keep calm – and do your best to calm others.
Assure evacuees additional staff will arrive shortly to open and set-up the shelter.
Advise that once Lead Staff arrives, evacuee questions will be addressed.
SHELTER OPENING “QUICK START” CHECKLIST
Continued on back
41
If media is present DO NOT make any statements to them, other than advising them that all information will be
relayed through the EOC PIO. Media should be referred to the Shelter Manager, once on site, for any
additional information.
If possible, follow steps 2 – 4 from the Shelter Opening Quick Start Checklist above.
If possible, establish contact with facility representative (if not a City facility).
Once the Shelter Manager or Lead Staff arrives, update them on the current situation and wait for further
instructions from them.
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
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TAB 2: MASS CARE INFORMATION MANAGEMENT
Information about a disaster and tracking resources used to respond to a disaster are connected
elements. At a minimum, disaster information is needed to estimate resource requirements.
Resource status information is an element within disaster situation reports and is used to help
create an overall picture of what is happening. Jurisdictions gather status information from their
field operations and/or department operations centers and report their status to the OA level.
Below is a list of essential elements of information and critical information requirements to
consider.
Mass Care Essential Elements of Information
Required Information Potential Sources
Power outages by county and projected restoration times. Situation Analysis Unit or Public Works
Branch Unit; SCE outage maps.
Current and impending weather conditions that will affect
shelter operations.
SitRep or current Situation Analysis Unit;
National Weather Service.
Long-term evacuee/displaced persons’ status tracking data (e.g.,
employment, temporary housing, preferences for relocation vs.
return, if applicable).
Situation Analysis Unit, GIS visualizations
through WebEOC; Care and Shelter Branch.
Names, locations, and contact information for grocery stores or
other food providers (such as mini markets) with backup power
available.
Stater Bros, Walmart Neighborhood Market,
Ralph’s, etc.
Number of potential evacuees and location of host communities
with concentrations of evacuees.
Care and Shelter Branch; San Bernardino
Sheriff’s Department.
Location of recharging stations.
Location and accessibility of open or planned shelters, fixed and
mobile feeding sites, and sites for distribution of emergency
supplies (e.g., PODs).
VOAD; Care and Shelter Branch; American
Red Cross; The Salvation Army.
Private association/nonprofit association requests for
assistance.
VOAD.
List of designated staging sites. Operations Section.
Areas without power and duration of outages. Public Works Branch; Situation Analysis Unit;
SCE Outage Maps.
Transportation system disruptions – roads, bridges, services.
Anticipated duration of disruption.
Public Works Branch; Situation Analysis Unit;
Operations Section.
Communication infrastructure status. Public Works Branch
Public Information and Warning Systems – Alerts, Warnings, and
Messages.
PIO; Social Media, News Media; Radio;
Sandwich Boards; JIC/JIS.
911 and Dispatch – Reports of additional or cascading impacts
affecting mass care services (fires, injuries, etc.).
Situation Analysis Unit; Fire/Rescue Branch;
Law Enforcement Branch.
Hazardous Materials and HAZMAT incidents impacting
residential areas.
Situation Analysis Unit; Fire/Rescue Branch;
Law Enforcement Branch.
Mass Care Critical Information Requirements
Required Information Potential Sources
Number of Residences (major damage or destroyed) and/or
evacuated population by area.
-Check WebEOC for Cal Fire DA and Fire
Mapping (Wildfire), WebEOC for PDA and
number of people remaining for flooding.
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
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-OA Damage assessments and reports are
available in WebEOC.
-For damage assessments conducted by
ARC, coordinate with ARC Liaison.
Shelter population by jurisdiction/county and trend. -Current population reported by ARC.
-Shelter trend information available from
ARC-National Shelter System: coordinate
with ARC liaison for information.
Current and projected sheltering resources available by type and
kind.
-Shelter resources available and in use,
reported daily via ARC Liaison.
-For projected resources available from
ARC, coordinate with ARC Liaison.
-For current and projected shelter resources
available for other voluntary agencies,
coordinate with VOAD.
Projected or actual peak evacuation shelter population. Actual peak evacuation shelter population
available from ARC National Shelter System:
coordinate with ARC Liaison for information.
Target date: All post-event short-term shelters assessed for
safety, security, and accessibility.
Target dates for opening schools by jurisdiction. Coordinate with DOE and the School District.
Estimate date short-term shelters will close. Estimate 30 days from the start of the event
and add as required.
Reported shelter issues. -Situation Reports
-Reports from ARC
-Media Reports
Census population by county. Census.gov
Meal Counts. Meal counts are provided by feeding
organizations.
Current and projected feeding resources available by type and
kind.
-Summary of ARC feeding resources
emailed to ARC Liaison daily.
-Summary of Salvation Army feeding
resources available.
Projected meals/day feeding requirements.
Estimate date/start time of sustained feeding.
Estimate date/end time of sustained feeding. Estimates can be derived from the collective
judgment of experienced mass care
practitioners. Consider the restoration of
power, the opening of restaurants and
grocery stores, and the extent of residential
impacts.
Estimate the number of food boxes required for long-term
feeding.
Estimate 10% of meals/day requirement will
need to be prepared and distributed over 15
days, beginning on the estimated date/time
end of sustained feeding.
Reported feeding issues. -Reports from voluntary agencies
conducting feeding operations.
-Media reports.
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
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TAB 3: SHELTER RESOURCE REQUIREMENTS
This Tab contains a list of required resources to operate a safe shelter that provides the
minimum services to support displaced populations.
STAFF
Primary
Shelter Managers (Trained) Public Health Services
Shelter Workers (Trained) Behavioral Health Services
Logistics
Supporting
Animal Services Health Inspectors
Auxiliary Communication Services Interpreters/Translators
Building Inspectors Janitorial/Maintenance
Caseworkers Personal Care Assistants
Childcare Workers Security
Disaster Rapid Assessment Teams Vulnerable Adult Shelter Assessment Teams
EQUIPMENT AND SUPPLIES
Functional Needs Support
Bath Bench w/ back Toilet Seat Risers
Crutches Wheelchairs
Cups w/ handles Ramp - Modular Threshold
Footrests Ramp - 4 ft
Hand Clips for Eating Utensils Ramp - 7 ft
Inner Lip Plate (non-skid) Shower Seats
Offset Canes Transfer Boards
Pillows Walkers
General Supplies
Blankets Cots (military and accessible)
Hygiene Kits Privacy Screens Mass Care Kits
Bowls Coffee Supplies
Food Grade Thermometer Napkins and Plates
Serving Utensils Silverware
Medical Kits
Cleansing Wipes Consumable Medical Supplies
Diapers Feminine Products
Nitrile Gloves Pediatric Supplies
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
45
Playpen Potty Seat
Shelter Manager Kits
Administrative Supplies Sanitation Spray
Communication Boards Signage
Flashlights and Batteries Sound Amplification Device
Forms Toilet Paper
Hand Sanitizer Trash Bags
Hand-Held Radios Vests (personnel)
Nitrile Gloves Wristbands (residents)
Paper Towels
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
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TAB 4: SHELTER FORMS
Shelter Dormitory Registration Form
Disaster Cycle Services Job Tools
DCS JT-F Respond/Sheltering
DCS JT RES Shelter Dormitory Registration Form V.1.0 2016.07.18
Owner: Disaster Cycle Services
Author: Respond / Sheltering
Shelter Dormitory Registration Form Instructions
Use the Shelter Dormitory Registration Form to collect information about clients who are staying in the shelter
dormitory. Complete the Shelter Dormitory Registration Form as completely as possible during initial registration.
Registration forms are stored securely in the registration area during a shelter operation. Information from this form
is not released to anyone but the client without the client’s permission , except under exceptional circumstances. When
the shelter is closing, give all copies of the Shelter Dormitory Registration Form to the shelter manager for proper
disposition according to current record retention policies.
This job tool should be used in conjunction with the following doctrine:
Sheltering Standards and Procedures
Job Tool: Operating a Shelter
Complete this form following the steps below:
1.Enter the first date the form was used.
2.Consult with the shelter manager to identify the “DR Number” and the “Shelter Name/Location.”
3.Make the following OBSERVATIONS:
a.Does the client or a family member appear to be in need of immediate medical attention, too overwhelmed
or agitated to complete registration, or a threat to themselves or others?
o If YES, STOP the registration process and do one of the following:
If situation is critical, call 9-1-1, and notify health services and the shelter manager.
Contact health services and/or mental health worker on site.
If no health or mental health resource on site, direct concern to shelter manager.
o If NO, continue the registration process.
b.Does the client have a service animal, use a wheelchair/walker, or demonstrate any other circumstance
where it appears they may need help in the shelter?
o If YES, acknowledge their need and offer assistance. This may include contacting a health s ervices
worker. Contact shelter manager for additional support, when needed.
4.Ask the following QUESTIONS:
a.Is there anything you or a member of your family needs right now to stay healthy while in the shelter? If
not, is there anything you know you will need in the next 6-8 hours?
b.Do you/family member have a health, mental health, disability, or other condition about which you are
concerned?
o If YES to either question, continue registration process, and do the following:
Identify what assistance the client needs. Acknowledge their need, and offer assistance.
If their need is medical or mental health, or you need help providing assistance to the client:
Contact health or mental health services worker on site;
If no health or mental health workers on site, contact shelter manager for follow-up;
If the shelter manager is not available, or if the shelter manager instructs you to, list
clients who have a “yes” response on the Shelter Referral Log;
Give the Shelter Referral Log to workers from Disaster Health Services, Disaster Mental
Health, or Disaster Spiritual Care or to the shelter manager when they arrive.
DCS JT RES Shelter Dormitory Registration Form V.1.0 2016.07.18
5.Complete the Household Information section:
a.List the last name of the family’s head of household or the last name provided by the head of household
that will be used to identify the family.
b.Enter the number of individuals in each age group being registered as part of this family. If additional
family members arrive later, add them to the same registration form.
c.Enter the family’s pre-disaster address.
d.If the family is moving to a different city after the disaster, list post -disaster address (if known).
e.Enter the primary contact phone number for the family.
f.Enter an alternate contact phone number for the family.
g.Enter the primary email address to contact the family.
h.List the primary language spoken by the family.
If the primary language spoken by the family is not English, list any family members registered in
the shelter who do speak English. Family members who speak English may be able to translate for
non-English speaking family members.
i.Enter the method of transportation used to get to the shelter. Examples: public transportation, private
vehicle, walked, dropped off. This information is useful in planning if clients will need transportation to
appointments, planning for transportation when the shelter shuts down, and security patrols in the
parking lot.
If the client is parking a personal vehicle in the shelter parking lot, enter the l icense plate number
and state. This is helpful when security is patrolling the lot for safety.
6.Complete the Individual Family Members section:
a.If there are more than 6 family members, list additional family m embers on the back of the registration
form or on an additional sheet of paper attached to this form .
b.Enter the family member’s name.
c.Enter the family member’s age.
This is helpful for demographic reporting and for planning age-appropriate services and activities
within the shelter.
d.Enter the family member’s gender: “M” for male or “F” for female.
This is helpful when demographic reporting is required and for planning gender -appropriate
services and activities within the shelter.
e.Enter the date that the family member arrived at the shelter for the first time.
f.If the shelter is using cot numbers, enter the cot assigned to the member once assignments are made.
This is often done after initial registration. If cot numbers are not assigned, this field is left blank.
g.Enter whether or not the family member wants to help in the shelter: “Y” for yes or “N” for no.
Assure clients that volunteering to work in the shelter is not a requirement. If they do want to
volunteer, connect them with the shelter manager, staff services, or the person assigned to event-
based volunteers within the shelter.
h.Enter the date that the family member leaves the shelter for the last time.
If this client is leaving temporarily, use a temporary marking system to indicate that they are not at
the shelter.
i.Enter any notes requested by the operati on regarding client departure. This often includes the address
where the client is going to be staying and/or other post-disaster contact information.
7.Have the client initial yes or no to each statement:
Someone in the household is required by law to register with a state or local government agency.
o Clients may ask what this question means. If they do not know what it means, it is likely that they do
not have to register.
o If they answer “yes,” discreetly contact the shelter manager. The shelter manager talks to the client
privately to understand the nature of the registration requirement and follows steps outlined in the Job
Tool: Operating a Shelter to ensure safe and equitable shelter services for all Red Cross clients.
DCS JT RES Shelter Dormitory Registration Form V.1.0 2016.07.18
o If they answer “no,” but continue to ask about what this question means, explain briefly and without
elaboration that there are a number of reasons why an individual might need to register with a
government agency, and for the safety and dignity of all clients, the shelter manager handles those
situations confidentially.
Someone in the household is a veteran or active military.
o If they answer yes, refer them to available veteran and military resources
I agree to have my information shared with other agencies providing disaster relief services.
o For example, another non-government agency may have disaster relief assistance that would benefit the
client, or FEMA may be providing individual assistance in a large disaster.
8. Have the client sign to acknowledge that the family has read the Shelter Client Welcome Handout or had it read
to them.
9. Print your name or sign legibly in case there is a need to follow up with any questions.
DCS JT RES Shelter Dormitory Registration Form V.1.0 2016.07.18
10.
11. Shelter Dormitory Registration
Date: ___________ Incident/DR#:_____________ Shelter Name/Location:_______________________
Observations:
1. Does the client or a family member appear to be in need of immediate medical attention, appear too
overwhelmed or agitated to complete registration, or is a threat to themselves or others?
2. Does the client have a service animal, use a wheelchair/walker or demonstrate any other circumstance where it
appears they may need help in the shelter?
Questions:
1. Is there anything you or a member of your family needs right now to stay healthy while in the shelter? If not, is
there anything you know you will need in the next 6 -8 hours?
2. Do you/family member have a health, mental health, disability, or other condition about which you are
concerned?
HOUSEHOLD INFORMATION
Family Name (Last Name):
# Family members registered:
0- 3yrs: 3-7yrs: 8-12yrs: 13-18yrs: 19-65yrs: 65+yrs:
Pre-Disaster Address:
Post-Disaster Address (if different):
Primary Phone: Other Phone: Email:
Primary Language:
If not English, Family Member present who speaks English:
Method of Transportation: If personal vehicle–plate #/State (for security purposes only):
INDIVIDUAL FAMILY MEMBER INFORMATION (for additional names, use back of page)
Name (Last, First) Age
Gender
(M/F)
Arrival
Date
Rm./
Cot
Volunteer?
(y/n)
Departure
Date Departure Notes:
___Yes ___No Someone in the household is required by law to register with a state or local government agency .
___Yes ___No Someone in the household is a Veteran or Active Military.
___Yes ___No I agree to have my information shared with other agencies providin g disaster relief services.
By signing here, I acknowledge that the information on this form is accurate, I have initialed the three statements
above, and I have read/been read and understand the Shelter Client Welcome Handout:
Signature:______________________________________ Date:___________________________
Shelter Worker Name/Signature:__________________________________________________________
TIP: Fill out the header on a master form, then make copies for
use during the same incident at the same shelter..
It helps to know if the family needs
transportation to appointments, planning
transportation as shelter is closing, and
identifying vehicles in the lot..
When appropriate, family members who speak English
may be able to translate for the head of household.
In shelters where cot
numbers are used,
add cot assignment
information as it
becomes available..
Connect clients who
wish to help in the
shelter with the
shelter manager or
staff services..
Include post-disaster
contact information if
available.
Have client initial yes or no to each statement.
See Job Tool: Operating a Shelter for more information.
Sign or print legibly.
If “YES,” STOP the registration process and do one of the following:
o If situation is critical, call 9-1-1, and notify health services and the shelter manager.
o Contact health services and/or mental health worker on site.
o If no health or mental health resource on site, direct concern to shelter manager.
If “YES,” acknowledge their need, and offer assistance.
If “YES” to either question, continue registration process, and do the following:
Identify what assistance the client needs. Acknowledge their need, and offer assistance.
If their need is medical or mental health, or you need help providing assistance to the
client:
o Contact health or mental health services worker on site;
o If no health or mental health workers on site, contact shelter m anager for follow-up;
o If the shelter manager is not available, or if the shelter manager instructs you to, list
clients who have a “yes” response on the Shelter Referral Log.
Tally age groups
to facilitate
efficient shelter
population
counts.
DCS JT RES Shelter Dormitory Registration Form V.1.0 2016.07.18
Shelter Dormitory Registration
Date: ___________ Incident/DR#:_____________ Shelter Name/Location:_______________________
Observations:
1. Does the client or a family member appear to be in need of immediate medical attention, appear too
overwhelmed or agitated to complete registration, or a threat to themselves or others?
2. Does the client have a service animal, use a wheelchair/walker, or demonstrate any other circumstance where it
appears they may need help in the shelter?
Questions:
1. Is there anything you or a member of your family needs right now to stay healthy while in the shelter? If not, is
there anything you know you will need in the next 6 -8 hours?
2. Do you/family member have a health, mental health, disability, or other condition about which you are
concerned?
HOUSEHOLD INFORMATION
Family Name (Last Name):
# Family members registered:
0-3yrs: 3-7yrs: 8-12yrs: 13-18yrs: 19-65yrs: 65+yrs:
Pre-disaster Address:
Post-disaster Address (if different):
Primary Phone: Other Phone: Email:
Primary Language:
If Not English, Family Member Present Who Speaks English:
Method of Transportation: If Personal Vehicle, Lic. Plate #/State (for security purposes only):
INDIVIDUAL FAMILY MEMBER INFORMATION (for additional names, use back of page)
Name (Last, First) Age
Gender
(M/F)
Arrival
Date
Rm./
Cot
Volunteer?
(y/n)
Departure
Date Departure Notes:
___Yes ___No Someone in the household is required by law to register with a state or local government agency .
___Yes ___No Someone in the household is a veteran or active military.
___Yes ___No I agree to have my information shared with other agencies providing disaster relief services.
By signing here, I acknowledge that the information on this form is accurate, I have initialed the three statements
above, and I have read/been read and understand the Shelter Client Welcome Handout:
Signature:______________________________________ Date:___________________________
Shelter Worker Name/Signature:______________________________________________________
Assistance with reading and/or filling out forms
Documents in alternative formats:
Large Print Electronic Format
Assistive Listening Device
Sign Language/Oral/Trilingual/Tactile Interpreter or Transliterator
Augmentative Communication Equipment and Devices (i.e., picture boards, word
boards, etc.)
Medical Supplies
Durable Medical Equipment and/or Devices (i.e., wheelchairs, hearing aids, etc.)
Electricity for disability related equipment
Assistance with standing in line to obtain forms, services, food, etc.
Accessible Transportation
Personal Assistance Services
Other Assistive Devices
Dietary Needs
Other: _________________________________________________________________
Notes: _________________________________________________________________
City of Rancho Cucamonga Shelter Accommodation Request Form - 4/27/2022
City of Rancho Cucamonga Shelter Accommodation Request Form
No
No
Name of Shelter Resident: _______________________________
Shelter Resident Mobile Phone Number:_________________ Text: Yes
Videophone: Yes
Shelter Resident Email:__________________________
Facility Name:______________________________________________
Facility Address:_____________________________________________________________
Name of Requestor:___________________________________________________________
Relationship to Resident (if different from resident):_________________________________
Phone Number of Requestor: _________________________ Text: Yes No
Email of Requestor: _________________________________
Date and Time of Request: ____________________________
Date and Time Service is Requested (if applicable): ______________________________
Delivery Location (if other than facility address): ________________________________
Accommodation(s) Requested:
For Shelter Staff
Shelter Location:_________________________________________________________
Date and Time: _________________________________
Staff Name: __________________________ Phone Number: ___________________
Original copy filed with Shelter Manager's Sheltering Kit: _________________________
(Signature/Date/Time)
The Shelter Manager will be responsible for maintaining a copy of the request for accommodation portion of this form along with the information pertaining to the individual who is requesting accommodation. When the resource is received and provided to the requestor (shelter resident), the Shelter Manager will annotate it on this form, will indicate the same on the ICS 213 (Resource Request Form), and will file in the Shelter Manager's Sheltering Kit along with the original.
Copy Sent to Community Services Department DOC: ______________________
(Signature/Date/Time)
Copy Sent to the EOC Mass Care & Shelter Branch: ______________________
(Signature/Date/Time)
Resource received and provided to Shelter Resident: _________________________
(Signature/Date/Time)
City of Rancho Cucamonga Shelter Accommodation Request Form - 4/27/2022
Unaccompanied Minor and
Separated Child Report Form
Disaster Cycle Services Job Tools
DCS JT-F Respond/Sheltering
DCS JT-F RES Unaccompanied Minor and Separated Child Report Form V.1.0.2016.07.18
Owner: Disaster Cycle Services
Author: Respond / Sheltering 1
Unaccompanied Minor and Separated Child Report Form Instructions
The shelter worker completes the Unaccompanied Minor and Separated Child Report Form as completely as
possible after an unaccompanied minor or separated child is found at a shelter. This job tool should be used in
conjunction with the following doctrine:
• Sheltering Standards and Procedures
• Safe and Well Linking Handbook
Complete this form following the guidance below:
• (*) – Boxes that include an asterisk are required, as they align with the required fields for the National
Center for Missing and Exploited Children’s (NCMEC).
• If time does not allow the completion of all fields, focus on completing the required fields, and return to
the form when able.
• Information entered onto the form should be factual and clearly communicated. Opinions and
judgments should not be included in the narrative.
• This form should be sent (email or paper copy) to the division disaster executive at the applicable
division and to the national headquarters Reunification liaison for record-keeping, in case there is a
request for follow-up.
Administrative:
• Date/time - Enter the first date the form was used.
• Incident/DR# - Consult with the shelter manager, if unknown.
• Shelter name and phone number – Enter the name of the shelter where the form was used.
Consult with the shelter manager, if unknown.
Type:
• Unaccompanied minor - An unaccompanied minor is an un-emancipated child younger than 18
who has been separated from both parents, legal guardians, other relatives, schools, and child care
providers and are not being cared for by an adult who, by law or custom, is responsible for doing so.
• Separated child - A separated child is a child who is separated from both parents or from his or her
previous legal guardian or customary primary caregiver, but not necessarily from other family
members.
Clarifying Definitions:
• Emancipated minor - An emancipated minor is a minor who is legally entitled to be treated as an
adult through a court order, marriage, military service, or being a parent. (NOTE: Laws vary by state on
this definition).
• Family member - A family member is a person related to another person by blood, adoption, or
marriage.
• Legal guardian - A legal guardian is an adult with the legal right to physical custody of a minor, as
bestowed by court order or state law.
• Parent - A parent refers to the birth parent or adoptive parent of a minor.
DCS JT-F RES Sheltering Unaccompanied Minor and Separated Child Report Form V.1.0.2016.07.18 2
Minor’s information:
•Name - Enter the minor’s name.
•Date of birth – If unknown, enter an approximate age. This information will be helpful if multiple
minors have the same name.
•Gender – Enter the minor’s gender.
•Phone number/email address – Enter the minor’s phone number and email address.
•Is the minor non-verbal or unable to self-identify? – If the minor is of non-speaking age, speaks
a different language, or chooses not to speak, enter “Yes.”
•Home address – Enter the minor’s home address.
•Primary language spoken/secondary language – This information will help to ensure that those
working with the minor are aware that an interpreter might be needed.
•Location where the minor was found or separated from parent/guardian – If an exact
location is not known, provide as many descriptive details as possible. If the minor is unable to
articulate a location, ask guiding questions to probe for additional details.
•Date/time when the minor was found or separated from parent/guardian – If an exact time
is not known, provide as many descriptive details as possible. If the minor is unable to articulate a time,
ask guiding questions to probe for additional details.
Minor’s physical description:
•Enter as much detail as possible.
Red Cross workers responsible for supervising the minor (unaccompanied minors ONLY):
•Enter the name and contact information of those who have agreed to supervise the minor. The act of
entering this information will serve as a record and ensure that the shelter manager is aware of the staff
allocation.
Presumed parent/guardian information:
•Enter the name and contact information for the presumed parent/guardian provided by the minor. This
information is taken as presumed, since law enforcement must verify a custodial relationship.
Law enforcement:
•Has law enforcement been notified? – Check “yes” or “no.” Law enforcement must be contacted.
If the form is marked as “no,” ensure that the shelter manager is aware of this pending task, so this can
be completed as soon as possible.
•Date/time law enforcement was notified – This information will be important for understanding
previous actions and the case timeline.
•Law enforcement contact information – During the discussion with law enforcement, a contact
should be provided for who will investigate the case.
•Name/phone number of Red Cross worker that contacted law enforcement – This
information is important in case the shelter worker or shelter manager would like to follow-up with the
caller. Depending on the timeline of the case, the caller could have already been out-processed.
•Notes – Provide any information from engagement with law enforcement (e.g. local procedures for
unaccompanied minors or separated children, topics of follow-up discussions, follow-up tasks, etc.).
Use an additional piece of paper for notes that do not fit on the form, and staple together.
DCS JT-F RES Sheltering Unaccompanied Minor and Separated Child Report Form V.1.0.2016.07.18 3
National Center for Missing and Exploited Children (NCMEC)
•Has the unaccompanied minor been registered on the Unaccompanied Minor's Registry?
–Check “Yes” or “No.” Registry on NCMEC’s UMR is required.
•Registry may occur through one of the following methods:
o Cell phone, tablet, or computer - http://umr.missingkids.org
o If encountering trouble on cell phone, tablet, or laptop, please call NCMEC Call Center - 1-800-
THE-LOST
•If the form is marked as “no,” ensure that the shelter manager is aware of this pending task so this
can be completed as soon as possible.
•Has the separated child been reported to NCMEC?
•Call NCMEC Call Center - 1-800-THE-LOST
•Date/time of NCMEC contact –This information will be important for understanding previous
actions and timeline that have occurred.
•NCMEC contact information – If registry occurred over the phone and NCMEC call center provides
a contact phone number, list it in this box.
•Name/phone number of Red Cross Worker that contacted NCMEC – This information is
important in case the shelter worker or shelter manager would like to follow-up with the caller.
Depending on the timeline of the case, the caller could have already been out-processed.
•Notes – Provide any information from engagement with NCMEC (e.g. local procedures for
unaccompanied minors or separated children, topics of follow-up discussions, follow-up tasks, etc.).
Use an additional piece of paper for notes that do not fit on the form, and staple it to the form.
Transfer/reunification plan:
•Name/agency and phone number to transfer/reunify minor to –This information requires the
approval of law enforcement.
•Anticipated date/time of transfer/reunification – This date could be subject to change but is
important for planning purposes.
•Actual date/time of transfer/reunification –This will serve as a record for the case.
•Name of law enforcement officer that approved plan – A law enforcement officer is required to
approve the plan. This approval process ensures that the minor is being transferred/reunited with the
appropriate party. If any future questions arise regarding the transfer/reunification, this contact
information is critical for the record.
•Notes – Enter any notes regarding the transfer/reunification process on a separate piece of paper and
stable to the report. Examples: delays, issues, why the transfer occurred, mode of transportation,
location of transfer, follow-up action, etc.
DCS JT-F RES Unaccompanied Minor and Separated Child Report Form V.1.0.2016.05.16 1
Unaccompanied Minor and Separated Child Report Form
Date/time: _________________________ Incident/DR#:__________________________________
*Shelter Name:______________________ *Shelter phone number:_____________________________
Type of Child
□ Unaccompanied Minor
□ Separated Child
Minor’s Information
*Name (Last, First, Nickname):
* Date of birth (or approx
age):
* Gender:
Home number:
Cell number:
Email address: Is the minor non-verbal/unable to
self-identify?
Home address:
Primary language spoken:
Secondary language:
*Location where minor was found or
separated from parent/guardian:
*Date/time minor was found or
separated from parent/guardian:
Minor’s Physical Description
*Clothing:
*Hair color: Eye color:
Weight:
Height:
Build:
Race:
Complexion:
Hair style:
Distinguishing marks (moles, scars,
tattoos):
Items carried:
Eye glasses?
Red Cross Workers Responsible for Supervising the Minor (Unaccompanied Minor ONLY)
Red Cross disaster worker #1
Name:
Cell phone:
Red Cross disaster worker #2
Name:
Cell phone:
DCS JT-F RES Unaccompanied Minor and Separated Child Report Form V.1.0.2016.05.16 2
Presumed Parent/Guardian Information
Name #1: Home phone:
Cell phone:
Email:
Name #2: Home phone:
Cell phone:
Email:
Law Enforcement
Has local law enforcement been notified?
□Yes
□No
Law enforcement contact information:
Date/time law enforcement notified: Name of Red Cross disaster dorker who contacted law
enforcement:
Cell phone number:
Notes:
National Center for Missing and Exploited Children (NCMEC)
Has the unaccompanied minor been registered on
NCMEC’s UMR?:
□Yes
□No
Has the separated child been reported to NCMEC?:
□Yes
□No
Date/time of NCMEC contact:
NCMEC contact information:
Name of Red Cross disaster worker who contacted
NCMEC:
Cell phone number:
Notes:
Transfer/Reunification Plan
Name/agency to transfer/reunify minor to:
Phone number:
Anticipated date/time of transfer/reunification: Actual date/time of transfer/reunification:
Name of law enforcement officer that approved plan:
Badge number:
Facility/Shelter Opening & Closing Inspection
Facility/Shelter Opening & Closing Inspection Rev. 10-2013
Name of Facility_________________ Address___________________________________________________________
Name of Facility Rep and/or Operator_____________________________ Phone #__________________________
Opening Inspection
Areas to Inspect When Opening the Facility/Shelter (Check yes, no, not applicable (NA) or unknown (U). Specific areas needing
correction and those responsible for making them should be noted under "Comments". Take pictures of pre-existing damages)
Yes No NA U Comments Areas to Inspect
Are indoor and outdoor walking surfaces free of trip and fall hazards (e.g. uneven
sidewalks, unprotected walkways, loose/missing tiles, wires, etc...)?
Are the routes to exits relatively straight and clear of obstructions (e.g. blocked,
chained, obstructed)?
Are all emergency exits properly identified and secured, and there are at least
two exits per floor?
Are illuminated exit and exit directional signs visible from all aisles?
Are all kitchen equipment and bathroom fixtures in working order?
Is there an emergency evacuation plan posted and an identified meeting place?
Are there guidelines for directing occupants to an identified assembly area away
from the building once they reach the ground floor?
Are there any site specific hazards (e.g. hazardous chemicals and machinery)? If
so, describe them.
Is the facility neat, clean and orderly?
Are the following utility systems in good working order: electricity, water, sewage
system, HVAC?
Are fire extinguishers and smoke detectors present, inspected and properly
serviced with current inspection tags?
If power fails, is automatic emergency lighting available for exit routes, stairs and
restrooms?
Is there a back-up power source?
Are first aid kits readily available and fully stocked? Where?
Will occupants of the building be notified that an emergency evacuation is
necessary by a public address system or alarm?
Are floors and walls free of damage?
Is the parking area free of damage?
SHELTER ONLY: Are there accessible parking spaces?
SHELTER ONLY: Is there at least one entrance to the building accessible for people
with mobility issues with signage identifying the location of the accessible
entrance?
SHELTER ONLY: Is there at least one accessible restroom?
SHELTER ONLY: Are there routes without steps available to access service delivery
areas, restrooms and showers? Can service be provided in an area that can be
accessed by routes without steps?
Any Damage or Additional Comments
________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________
American Red Cross
Printed Name & Title________________________ Signature ____________________________ Date_________
Facility Rep/Operator
Printed Name & Title________________________ Signature ____________________________ Date_________
Facility/Shelter Opening & Closing Inspection
Facility/Shelter Opening & Closing Inspection Rev. 10-2013
Name of Facility_________________ Address___________________________________________________________
Name of Facility Rep and/or Operator_________________________________ Phone #__________________________
Closing Inspection
This is to certify that the above listed Facility controlled, owned or operated by the above listed Facility Rep and/or Operator was
used temporarily by the American Red Cross DR#_______ as an emergency disaster facility from _________ to ________. This
facility is hereby returned by the American Red Cross in satisfactory condition less the following listed deficiencies:
Please attach photos of deficiencies
____________________________________________________________________________________________________________
____________________________________________________________________________________________________________
____________________________________________________________________________________________________________
____________________________________________________________________________________________________________
____________________________________________________________________________________________________________
____________________________________________________________________________________________________________
____________________________________________________________________________________________________________
____________________________________________________________________________________________________________
____________________________________________________________________________________________________________
____________________________________________________________________________________________________________
____________________________________________________________________________________________________________
____________________________________________________________________________________________________________
____________________________________________________________________________________________________________
____________________________________________________________________________________________________________
____________________________________________________________________________________________________________
American Red Cross
Printed Name & Title________________________ Signature ____________________________ Date_________
Facility Rep/Operator
Printed Name & Title________________________ Signature ____________________________ Date_________
Daily Shelter Report
Disaster Cycle Services Job Tools
DCS JT-F Respond/Sheltering
DCS JT RES Daily Shelter Report V.1.0 2016.07.18
Owner: Disaster Cycle Services
Author: Respond / Sheltering 1
Daily Shelter Report Instructions
This report is designed to collect and relay information to the Sheltering lead at the district or operation
headquarters. The information is used for planning and reporting at the district or operation headquarters, as
well as at the shelter. It is typically due in the early afternoon, covering all information gathered since the last
report. Ask the Sheltering lead when it is due for this operation.
This is NOT the tool for reporting issues and concerns or for requesting staff, supplies, or support. Report
issues and concerns directly to the sheltering lead by calling, texting, or emailing as agreed upon for this
operation, and enter them into the appropriate shelter l og. Request staff and supplies as directed in the Job
Tool: Operating a Shelter.
Submit this form daily to the sheltering lead at the time requested for this operation. Retain a copy on file at
the shelter.
This job tool is used in conjunction with the following doctrine:
Sheltering Standards and Procedures
Job Tool: Sheltering Lead
Job Tool: Operating a Shelter
Use this form following the steps below:
1.General Information:
a.Enter the date when the form is being completed.
b.Consult with the sheltering lead to identify the “DR Number” and the “Shelter Name/County.”
2.Shelter Information:
a.Enter the shelter address.
b.Enter the phone number used to contact the shelter m anager or his/her designee during the
operation, most likely the cell phone assigned to the shelter for the operation.
3.Shelter Staff:
a.Enter the name and phone number of the individuals in each of the listed positions.
b.Enter the total number of Sheltering workers, including those listed in the “Shelter Staff” section
of this form. Example: if the shelter manager and night shift supervisor are listed by name, and
there is also one daytime shelter worker and two nighttime shelter workers, the total count
would be five (5).
4.Other Functions or Activities Staff:
a.Enter the number of staff members working in the shelter assigned to other functions or
activities.
DCS JT RES Daily Shelter Report V.1.0 2016.07.18 2
b.Enter a number for Feeding staff only if the workers in the feeding areas are assigned to the
Feeding function. For example, if a Sheltering worker is in charge of the feeding area, they
would be counted as a Sheltering worker. If a Feeding worker is assigned to lead the feeding
area in the shelter, they would be counted as a Feeding worker.
c.If “other” staff are working in the shelter, make a note in the “Notes” section of what work they
were assigned to do in the shelter.
5.Shelter Population:
a.Enter the number of individuals reported in the previous night’s shelter count, broken down by
age group. See Sheltering Standards and Procedures for more information.
b.Enter the number of individuals in the shelter mid-day on the day of the report, broken down by
age group. See Sheltering Standards and Procedures for more information.
c.Enter the total number of new registrations since the last report. This does not include clients
who registered on previous nights and are returning.
6.Operational Reporting:
For each item, enter:
The number used today (since the last report);
The quantity available for immediate use in the shelter tomorrow;
The total quantity needed for use in the shelter tomorrow (whether or not it is currently available
in the shelter).
a.Snacks and drinks are counted as individual items. Example: a piece of fruit, a granola bar, a
bottle of water, and a soda are each counted, for a total of four (4) items.
b.Examples of “Other Bulk Items:” gloves, rakes, shovels, and full cases of water that are received
at the shelter for distribution to clients.
7.Notes: enter high-level notes. Notes in this field do not replace notifications to the Sheltering lead.
8.Final Instructions:
a.Enter the name of the individual preparing the report.
b.Sign the report.
c.Submit the report as instructed by the sheltering lead and according to the Job Tool: Operating
a Shelter.
DCS JT RES Daily Shelter Report V.1.0 2016.07.18 1
Daily Shelter Report
Date: ________ Incident/DR#:_______ Shelter Name/County:_________________________________
Shelter Information
Shelter Address
Shelter Phone Number
Sheltering Staff
Position Name Phone
Shelter Manager
Day Shift Supervisor
2nd Shift Supervisor
Night Shift Supervisor
Total Number of Sheltering Workers Day Shift: 2nd Shift: Night Shift:
Other Functions or Activities Staff
# Disaster Health Services: # Casework and Recovery Planning:
# Disaster Mental Health: # Feeding:
# Disaster Spiritual Care: Other:
Shelter Population
Age Groups (years): 0-3 4-7 8-12 13-18 19-65 65+
Nighttime Population Submitted Last Night:
Daytime Population Today:
Total NEW Shelter Dormitory Registrations Since Last Report:
Operational Reporting Breakfast Lunch Dinner Snacks/Drinks Cots Blankets Comfort Kits Clean-up Kits Other Bulk Items Signage Kits # Used Today
# Available to Use Tomorrow
# Needed Tomorrow
Notes
Preparer Name: Preparer Signature:
Include the county for
reporting purposes.
Enter the phone number used to contact the shelter manager or
his/her designee during the operation, likely the cell phone assigned
to the shelter for the operation.
Include the individuals
listed in this section in
the count.
If a position is not filled,
leave the line blank, or
draw a line through it.
If there are only two
shifts, leave “2nd Shift”
information blank.
This should match last night’s shelter
population count submission. Enter today’s mid-day population count.
Refer to the Sheltering S&P for guidance.
New registrations, not included in previous
reports. Typically received from
registration area lead.
Remember to enter your name and sign the report
For each item, enter the quantity available for immediate use in the shelter; the
quantity used today (since the last report); and the total quantity needed for use in
the shelter tomorrow (regardless of whether or not it is currently in the shelter).
Number of workers from other functions /activities working in
the shelter today (since last report).
DCS JT RES Daily Shelter Report V.1.0 2016.07.18 1
Daily Shelter Report
Date: ________ Incident/DR#:_______ Shelter Name/County:_________________________________
Shelter Information
Shelter Address:
Shelter Phone Number:
Sheltering Staff
Position Name Phone
Shelter Manager
Day Shift Supervisor
2nd Shift Supervisor
Night Shift Supervisor
Total Number of Sheltering Workers: Day Shift: 2nd Shift: Night Shift:
Other Functions or Activities Staff
# Disaster Health Services: # Casework and Recovery Planning:
# Disaster Mental Health: # Feeding:
# Disaster Spiritual Care: Other:
Shelter Population
Age Groups (years): 0-3 4-7 8-12 13-18 19-65 65+
Nighttime Population Submitted Last Night:
Daytime Population Today:
Total NEW Shelter Dormitory Registrations Since Last Report:
Operational Reporting Breakfast Lunch Dinner Snacks/Drinks Cots Blankets Comfort Kits Clean-up Kits Other Bulk Items Signage Kits # Used Today
# Available to Use Tomorrow
# Needed Tomorrow
Notes
Preparer Name: Preparer Signature:
Shelter Shift Inspection Form
Disaster Cycle Services Job Tools
DCS JT-F Respond/Sheltering
DCS JT RES Shelter Shift Inspection Form V.1.0.2016.07.18
Owner: Disaster Cycle Services
Author: Respond /Sheltering 1
Shelter Shift Inspection Form Instructions
The Shelter Shift Inspection Form is completed at the end of every shift, as well as other times established by
the shelter manager. This job tool is used in conjunction with the following doctrine:
•Sheltering Standards and Procedures
•Job Tool: Operating a Shelter
Follow the steps below to complete this form:
1.Enter the date the inventory is being completed.
2.Consult with the shelter manager if necessary to identify the “DR Number” and the “Shelter
Name/Location.”
3.Indicate for which shift the inspection is being conducted.
4.Enter the time the inspection was conducted.
5.Enter the name of the shift supervisor. During the day shift, this is often the shelter manager.
6.Enter the name of the worker conducting the inspection.
7.Indicate Yes, No, or not applicable (N/A) for each question on the form. N/A only applies if the item in
question does not exist. For example, if there are no restricted areas requiring limited access, indicate
N/A to the question, “Are controls in place for restricted areas requiring limited access?”
8.For any item marked “No,” list the resolution to the issue in the Resolution of Issues Identified Above
section.
9.Note any identified issues in the shelter log.
DCS JT RES Shelter Shift Inspection Form V.1.0.2016.07.18 1
Shelter Shift Inspection
Date: ___________ Incident/DR#:_____________ Shelter Name/Location:_______________________
Shift: □ Day □ 2nd □ Night Inspection Time:
Shift Supervisor:
Inspector:
General Condition
□Yes □ No Are all areas free of excessive wear and tear?
Entrances, Exits, and Access to Shelter
□Yes □ No Are all entrances and exits visible and unobstructed?
□Yes □ No Are all entrances and exits marked with a visible sign that is properly illuminated?
□Yes □ No Are accessible entrances clearly marked?
□Yes □ No □ N/A Are controls in place for any restricted areas requiring limited access?
Exterior of Shelter
□Yes □ No Are all walkways clear of trip or fall hazards?
□Yes □ No □ N/A In inclement weather, are all walkways clear of snow and ice?
□Yes □ No □ N/A Are all accessible ramps and handrails maintained?
□Yes □ No Are there appropriate containers for disposal of cigarettes and trash?
□Yes □ No Is there an appropriate area for service and assistance animals to relieve themselves?
Interior of Shelter
□Yes □ No Are the routes between service delivery areas and restrooms at least 36” wide, free of
protruding objects, and accessible to all clients and workers?
□Yes □ No Are all areas and floors clean, dry, sanitary, and free of hazards?
□Yes □ No Is floor protection adequately secured to avoid slips, trips, and falls?
□Yes □ No Are all service delivery areas sanitized and clean of debris?
□Yes □ No Is signage for designated areas legible and large enough for all clients and workers to see?
□Yes □ No Does signage reflect all languages spoken by the shelter resident population?
□Yes □ No Are restrooms clean, orderly and free of standing water, trip and fall hazards, and chemicals?
□Yes □ No □ N/A Are diaper-changing areas sanitized with available hand wipes?
□Yes □ No Is there an adequate power supply for clients with durable medical equipment and portable
electronic device charging stations?
□Yes □ No Are electrical cables and outlets routed and covered safely?
□Yes □ No Are doors and windows secured?
□Yes □ No Are reception workers appropriately controlling access to the shelter and securing the shelter
entrance?
□Yes □ No Are dormitory registration workers appropriately controlling access to the dormitory and
securing the dormitory entrance?
Resolution of Issues Identified Above
NOTE ANY ISSUES ON THE SHELTER LOG
Shelter Opening Plan Job Tool
Disaster Cycle Services Job Tools
DCS JT-F Respond/Sheltering
DCS JT RES Shelter Opening Plan V.1.0 2016.07.18
Owner: Disaster Cycle Services
Author: Respond / Sheltering 1
Introduction
This optional job tool provides an organized method of planning the opening of a shelter. The steps and
planned actions can be modified by the user to meet the needs of the current operation. Once completed, the
plan can be copied and shared with the Mass Care chief, shelter manager, Logistics, and other groups with a
vested interest in the timing and steps associated with opening the shelter.
This job tool should be used in conjunction with the following doctrine:
• Sheltering Standards and Procedures
• Job Tool: Sheltering Lead
• Job Tool: Operating a Shelter
DCS JT RES Shelter Opening Plan V.1.0 2016.07.18 2
Shelter Opening Plan
Plan Creation Date: ___________ Incident/DR#:_____________
Shelter Name: □Red Cross Managed □ Partner-managed
Opening Date/Time:
Reason for Opening:
Shelter Address:
Shelter Manager Name/Phone:
Facility POC Name/Phone:
Step Planned
Date/Time
Person
Responsible Planned Actions
Request Staff Include DHS and DMH in staffing request.
Conduct Opening
Walkthrough/Inspection
Receive Staff
Request Material
Resources
Trailer – containing cots, blankets, signage kits, office
supplies, paper products
Technology Equipment – laptop and cell for shelter
communication and reporting.
Paperwork – or admin kit with all current forms.
MCPC – if Logistics is unable to support urgent sheltering
needs.
Other -
Request Feeding
Resources
Meals –
Equipment – coffee maker
Feeding Supplies -
Post Signage Inside and
Outside
Receive & Set Up
Material Resources
Reception
Registration
Dormitory
Feeding
Information
Other
Make Opening
Notifications
Shelter Manager Notifies the Sheltering Lead
Sheltering Lead Notifies Other Functions
Open the Shelter to the
Public
Open the Facility in NSS
Shelter Closure Plan Job Tool
Disaster Cycle Services Job Tools
DCS JT-F Respond/Sheltering
DCS JT RES Shelter Closure Plan V.1.0 2016.07.18
Owner: Disaster Cycle Services
Author: Respond / Sheltering
Introduction
This optional job tool provides an organized method of planning the closure of a shelter. The steps and planned
actions can be modified by the user to meet the needs of the current operation. Once completed, the plan can
be copied and shared with the Mass Care chief, shelter manager, Logistics, and other groups with a vested
interest in the timing and steps associated with closing the shelter.
This job tool should be used in conjunction with the following doctrine:
•Sheltering Standards and Procedures
•Job Tool: Sheltering Lead
•Job Tool: Operating a Shelter
DCS JT RES Shelter Opening Plan V.1.0 2016.07.18
Shelter Closure Plan
Plan Creation Date: ___________ Incident/DR#:_____________
Shelter Name: □Red Cross Managed □Partner-managed
□Independently Managed
Closure Date/Time:
Reason for Closure:
Shelter Address:
Shelter Manager Name/Phone:
Facility POC Name/Phone:
Step Planned
Date/Time
Person
Responsible Planned Actions
Notify Clients Verbal Notification
Post Signage Stating ___
Client
Transportation
Plan
Last Meal
Pack Material
Resources
Trailer – Material resources to be returned to shelter trailer
Technology Equipment – Laptop and cell phone will be packed
by ___ and located ___ for removal.
Paperwork will be packed by ____ and located ____ for
removal.
MCPC will be packed by ___ and located ___for return to
Sheltering at national headquarters.
Remove Material
Resources
Trailer – ___ will pick up trailer ____ on___ at____.
Technology Equipment – ___ will return laptop and cell phone
to DST headquarters.
Paperwork – ___ will return all forms to Sheltering at national
headquarters.
MCPC – ___ will return to Sheltering at national headquarters.
Return Facility to
Pre-shelter
Condition
Turn Facility Over
to Facility Owner
Notify Operational
Headquarters
Shelter manager notifies sheltering lead.
Sheltering lead notifies other functions.
Close the Facility
in NSS
Release Staff
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
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TAB 5: ADDITIONAL FORMS LOCATED IN THE CSD
FORM NAME UNIT USED IN USE DESCRIPTION
Unit Activity Log (ICS 214) All Units Unit Mgr. fills out at end of shift to update next
shift Mgr., Shelter Mgr. & DOC.
Incident Report All Units Same use procedure as normal.
Injury Report All Units Same use procedure as normal.
City Expense Report All Units For staff/volunteer out of pocket mileage
expenses (must have prior approval)
Petty Cash Reimbursement All Units For staff/volunteer out of pocket expenses
(must have prior approval)
Self-Inspection Opening Worksheet Shelter Manager To evaluate & document facility condition prior
to opening shelter.
Pre-Opening Facility Condition &
Inventory Checklist Shelter Manager To document condition of specific areas in
shelter prior to opening.
Emergency Shelter Room Assignment Shelter Manager To assist with Unit area assignment within
shelter.
Emergency Shelter Information Registration To be given to everyone registering to stay at
shelter.
Evacuee Confidentiality Statement Registration Optional form
Safe and Well Registration Optional form
Shelter Resident Check In/Out Registration Shelter residents must sign in & out when
arriving or leaving the shelter.
Shelter Visitor Check In/Out Registration Shelter visitors must sign in & out when arriving
or leaving the shelter.
Emergency Shelter Resident Population
Count Registration To be filled out by registration staff as evacuees
register to keep accurate count of residents at
the shelter.
Emergency Shelter Supply Phone Record Food, Equipment
& Supply (FES) To be used when requesting supplies from
vendors or agencies.
Confirmed Supply Info Food, Equipment
& Supply (FES) Once required items are confirmed, phone
callers fill out and forward form to FES
Supervisor who will approve and forward it to
the FES Receiver.
Emergency Supply Requisition (ESR) Food, Equipment
& Supply (FES) Filled out by FES Receiver & given to FES
Transporter – vendor signs when items picked
up by Transporter.
Emergency Shelter Donations Food, Equipment
& Supply (FES) Use form to track public and private donations
(monetary, goods, in-kind)
Item Replacement Form Food, Equipment
& Supply (FES) Use form to track facility items used that need
to be replaced.
Recommended 100 Unit Shelter
Inventory List Food, Equipment
& Supply (FES) Suggested supply list for shelter with 100 person
capacity.
Special Food Request Form Feeding To be filled out for special dietary needs
Dormitory Bed Assignment Dormitory To be used to track bed assignments
Health Unit Treatment Log Health Use to log any treatment rendered
Emergency Health Assessment Health Use to evaluate patient condition – keep in
City of Rancho Cucamonga 2023 Emergency Operations Plan
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patient’s file for medical personnel.
Staff Check In/Out All Units Use for staff to check in & out of their shift.
Volunteer Check In/Out All Units Use for volunteers to check in & out of their
shift.
Staff/Volunteer Work Schedule All Units Use to develop staff/volunteer work schedule
Volunteer Application All Units If not a current City Volunteer, must be filled
out.
Evacuee Services Request Form Dormitory Use to track requests made by evacuees.
Evacuation Animal Shelter Admission Animal Shelter Fill out when admitting animal to shelter
Registration Agreement & Rules Animal Shelter Fill out & have owner sign when checking an
animal into the shelter
Animal Evacuation Check In/Out Animal Shelter Fill out when checking an animal in or out of the
shelter.
Owner Log In Animal Shelter Fill out when owner visits their animal in the
shelter.
Animal Medication Log Animal Shelter Fill out when medication is given to an animal.
Animal Care Sheet Animal Shelter Fill out whenever care is given to an animal
(feed, water, clean, walk, etc.).
Animal Care Volunteer Animal Shelter If not a current Animal Center Volunteer, must
be filled out.
Rabies Exposure Report Animal Shelter Fill out if animal is exposed to Rabies.
Rabies Quarantine Order Animal Shelter Fill out if a Rabies Quarantine occurs.
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
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TAB 6: POSITION JOB AIDS
1
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
ANIMAL SHELTER UNIT
JOB AID
2
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
Duties: Provide care and shelter for domestic pets of emergency evacuees and coordinate efforts with the EOC and
other emergency resource providers.
Emergency animal sheltering is designed to meet the needs of domestic animals and their owners in a disaster. In an
emergency, our purpose is to protect the public health and domestic animal resources and to ensure the humane
care and treatment of animals.
Pet owners are responsible for their own animals, and they should be prepared to continue care, even in
emergencies. Commercial operations such as borders and breeders are also expected to provide for their animals.
However, there will be occasions when assistance, such as emergency animal sheltering, is needed. Emergencies
may come without warning, when owner’s preparations are inadequate, or when individuals, private boarders (e.g.,
pet-friendly hotels, kennels, or animal hospitals), and local animal control are overwhelmed.
Before, during and after such an emergency, the City of Rancho Cucamonga helps provide care for domestic animals
(household pets and livestock). An evacuation shelter is activated by the City’s Emergency Operating Center (EOC).
Once activated, the City may provide for rescue, triage, temporary sheltering, and/or transport to veterinary clinics or
alternate boarding facilities.
For clarification purposes - when mentioned, the Animal Center refers to the Animal Center facility located at 11780
Arrow Route. Emergency Animal Shelter refers to a designated off-site location, usually attached to the City’s
Emergency Shelter for residents which will be staffed and operated by the Animal Services and Community Services
staff.
Responsibilities
•Protect the health and safety of staff, clients, and visitors.
•Protect animals which include:
o Household pets – dogs, cats, birds, small mammals (gerbils, hamsters, guinea pigs, rabbits) reptilesand fish.
o Farm livestock.
Note: Large animals such as horses, cattle, mules, sheep, pigs, goats, llamas, and emus must be
sheltered in separate locations identified and pre-arranged by local animal control or ALERT (Alta
Loma Emergency Response Team).
o Animals that are not allowed in the City-managed shelter include wild or feral animals, poisonoussnakes or reptiles and endangered or threatened species.
•Protect property that is critical to shelter operations.
•Protect the environment.
Activation Phase
•Once activated, the Animal Shelter Coordinator should contact their staff and volunteers and follow the
outlined procedures.
•Inspects the assigned Emergency Animal Shelter facility to identify potential hazards for staff, volunteers and
visitors.
Operational Phase
•Coordination of animal rescues with ALERT and the RC Animal Center, as well as any other teams which
may be recruited.
•Helping owners to evacuate their animals from the site of an emergency
•Organizing temporary animal shelters for response and recovery
•Providing animal care in shelters
•Triaging emergency animal care by the RC Animal Center staff.
•Keeping records of animal identification, ownership, and care
•Reuniting animals with owners
•Maintains file of all animals currently in the shelter.
•Assists owners when they come to walk/feed/care for their pet. During visiting hours, owner’s check-in and wait
EMERGENCY ANIMAL SHELTER
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
for their pet to be brought to the registration or exercise area for the owner to perform routine care.
•Only pets that are healthy, properly identified, manageable and restrained (in a crate or cage or on a leash)
will be admitted to the Emergency Animal Shelter. Non-vaccinated and sick/injured/contagious animals will
be kept separate from the main animal population at the Shelter.
•Staff will make every effort to accommodate all forms of pets regardless of the type. However, animals that
are considered too dangerous or too aggressive for the other pets or humans may be denied shelter access
or transported to the Animal Center for housing. Animals that are too large to accommodate will be referred
to the large animal rescue efforts by the Animal Services Department and/or ALERT (Alta Loma Emergency
Response Team).
•Residents may elect to stay in their vehicle with their pet especially if denied access to the shelter for the
above reasons. Their pets will still be registered even though they may not be sheltered inside the building.
In such cases, residents will have access to pet food and supplies that staff has acquired through donations.
•Coordinates with the on-site veterinarian to deal with pet health-care issues.
•Walks / feeds pets whose owners are unknown or who are otherwise unable to provide adequate care.
•Monitors animals for stress / behavior problems.
•Monitors supplies, food and environmental conditions.
•The Animal Shelter Coordinator reserves the right to supervise owners’ visits and to refuse animals that
appear to be aggressive or in poor health.
•Owners are responsible for providing and administering all medications. (Medications generally will not be kept
with the animal.)
•Owners are responsible for cleaning up after their pets. Whether outdoors or indoors, owners must gather and
dispose of pet waste and keep crates clean.
Deactivation Phase
•Communicate plans to close the animal shelter with the CSD DOC or the EOC and community well in
advance of the actual closing.
•Make arrangements and transfer any remaining, unclaimed animals to the RC Animal Center.
•Supervises demobilization of the shelter.
o Inventory all supplies (administrative, shelter, team response kits, etc.) and arranges for restocking,as necessary.
o Ensures that all shelters, carriers, cages, etc. are cleaned, inspected and returned in proper workingorder.
o Take final inventory of area used at facility, noting current conditions (including damages).
•Make arrangements and transfer any remaining food, equipment and/or supplies to the RC Animal Center or
designated storage area.
•Return all rented or borrowed equipment. Send the EOC signed receipts for such equipment.
•Arrange for the cleaning of the facility and have it returned to pre-emergency condition.
•Forward all pending financial commitments to the CSD EOC Director or EOC Finance Section for payment.
Ask suppliers to send final bills to the EOC Finance Section.
•Consult with the CSD DOC Director or EOC about transfer or release of staff.
•Prepare a thank-you list of other voluntary organizations, vendors or staff to be thanked and recognized.
•Forward all Shelter files to the EOC.
•Prepare a narrative report on the operation and submit it to the CSD DOC Director or EOC. Include the shelter
location and dates of operations, summary of services provided, problems and recommendations.
The health of all the animals is one of our highest priorities. The following tasks should be lead by someone
from our Animal Services team or one of their appointees.
Animal Health (Veterinarian or Designee)
•Identifies, recruits, and approves those who are qualified and willing to provide veterinary medical support.
o Develops training requirements.
o Advises the safety officer on personal protection equipment and supplies (vaccines, hand
sanitizers, etc.) for team members.
o Advises the safety officer on water and food contamination, vaccinations, and bio-securitymeasures.
•Defines first-aid supplies to be carried by team and volunteers
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
•Identifies materials and assesses shelter layout for the prevention and control of animal disease.
•Makes shelter inspections to ensure health, safety and well-being of animals
•Makes on-site recommendation, as needed, to change the Response Level
•Administers animal medical care on-site and at the shelter, with emphasis on bio-security, triage, isolation,
and morgue.
•Supervises maintenance of medical records.
•Oversees proper handling and appropriate records of controlled substances.
•Performs or supervises triage for animal intake and release.
•Advises the Shelter Coordinator on medical and non-medical evacuation requirements.
•Decides if animals should be transported to off-site medical facilities.
•Oversees medical documentation.
•Provides care and medical instructions on released animals as required.
•Reviews medical supplies and equipment for restocking.
•Provides to the Shelter Coordinator an incident summary with recommendations for improvements.
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
Kennel areas are off limits
to the general public and
must be secure at all times.
Configuration of Space in Facility
The facility must be safe and accessible, however entry is also restricted, requiring check-in and check-out at the
registration/intake area.
Sample Layout for
Emergency Animal Shelter
Pet Area Set Up
The Shelter Command Post should be established in a separate and secure space that is also close to shelter
operations.
•Close off command post and shelter areas to public.
•Set up communications and a secure records storage system.
•The Registration Area is where evacuees may bring their animals and request first aid or shelter.
•Check that Kennel Areas are set up and staffed according to procedure.
•Ensure supply area for carriers/cages open and available.
•Ensure General Supply area stocked and available under strict supervision. Work with the Emergency
Shelter FES Unit if adequate storage area isn’t available in the Emergency Animal Shelter.
•Water Storage should be in a shaded area.
•Secure all areas. Doors may be locked at night, but when animals are in residence, the facility will never be
left unattended. At least two (2) staff or volunteers must be present at all times.
•Immediately communicate medical emergencies which may arise after transportation to the shelters.
Sign Posting
•Clearly mark all doors to the area as a “RC Emergency Animal Shelter”.
•Clearly mark one (1) door for “Animal Intake.”
•Post RC Emergency Animal Shelter policies and procedures for pet care and feeding.
•Designate and clearly post a “dog walk” or exercise area.
Registration and Intake Procedures
The Registration Area authorizes – monitors, controls, and records – the movement of all people and animals into
and out of the facility.
•Establish and maintain a check-in point and log for shelter personnel.
o Shelter staff/volunteers must log in as soon as they arrive and log out when they leave.
o Each, logged-in staff/volunteers should be issued a vest with an identification card and anassignment.
•Only authorized staff or volunteers and pet owners should be allowed access to the Animal Shelter area.
Anyone who is not so authorized to enter should be directed to leave.
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
•Designate a space for staff and volunteers to fill out the animal intake forms and do a health assessment on
the animal.
•Provide a table for owner and pet registration, including a photo of the animal with its owner.
•Every effort must be made to have all forms filled out and signed by both the owner and an authorized staff
member or volunteer before the shelter takes custody of the animal. All animals must be processed through
the Registration Area, unless there is a medical emergency, in which case the animal must go directly to the
Isolation Area.
o Implement animal intake procedure:
Introduce yourself to the animal’s owner. Explain how the City can help, but be brief.
Ask the owner to provide proof of vaccinations (such as shot records or rabies tag), to be noted
on the registration and intake forms.
Note: It is understandable that during a disaster or evacuations, some pet owners may have lost such
proof, but through the registration form, the pet owner must accept the risks of boarding that pet in a
shelter.
o Each animal must have an ID tag, identified with a unique shelter number, consisting of the name of
the shelter followed by a three digit number.
Plus, when available:
The animal’s name;
The owner’s last name, confirmed with a photo ID;
An owner’s ID #, either the last five digits of a driver’s license or a documented birth date
(mm/dd/yy).
o Each owner is to be given a matching ID bracelet with the same information noted as the animals ID
tag. In order to gain access to the Emergency Animal Shelter area, the owner or caretaker must show
this bracelet. Additional bracelets may be issued if more than one family member will be responsible
for the care of the animal.
•Stray animals should be transported to the RC Animal Center. However, before being transported they could
be checked in, tagged and photographed. This information will be useful if someone comes to the
Emergency Animal Shelter looking for their missing pet.
•Should the Emergency Animal Shelter or the RC Animal Center fill to capacity, additional resources,
including other rescue organizations and shelters should be contacted for assistance.
o Emphasize the importance of working together to maintain an unbroken, documented chain-of-
custody. For example, if the owner designates someone else to pick up the pet, that designation must
be presented to the shelter in writing, and the designee will be required to provide the owner’s ID#
number as well as personal identification at the time of pick up.
o Assign the animal to an appropriately sized crate or cage. It must be large enough for the animal to
stand up and turn around. Ensure that water, as well as a towel or bedding, is provided. Immediately
label the crate with the owner’s name and the pet’s name, along with any special requirements.
o When owners bring their own crates, note that fact on the intake form, make sure they are clearly
labeled with the owners’ names, and place the crates in the appropriate area.
o Keep all leashes, collars, food bowls, toys or bedding that the owner provides with the animal, eitherinside the crate or directly on top of it.
o Put all paperwork in a plastic pouch that stays with the animal until it is returned to the owner.
o It may be calming to drape the crate with a sheet or other light fabric. The covered crate and dimmedlight, as in a den, can reduce the animal’s exposure to distractions and increase a sense of security.
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
Kennel Areas
Aim to separate species (dogs/cats/others) as well as animals who have special requirements, who are sick, or who
are aggressive.
All Areas -
•Animals are to be housed in separate cages/stalls in areas broken down by types of animals (dogs, cats,
small animals, reptiles, etc). When possible, male and female animals should also be separated. There
should be adequate space between the animals of opposite sexes, even if they are caged.
•All animals must have a City Animal Shelter ID tag and proper paperwork.
•All animals should be monitored every 15 minutes for the first hour in the shelter. Look for signs of stress,
illness or injuries, and report them to the medical staff immediately.
•Accurate records must be kept for each animal. Animals should be checked by staff or volunteers on an
hourly basis. Animal Daily Care records must be completed accordingly.
•Whenever possible, pet owners will feed, walk, medicate and care for their own animals. The exception will
be animals whose owners are unknown or who are staying at other shelters and/or cannot travel to visit their
animals.
•Animals must be fed at least once a day and exercised at least 2 – 3 times per day, if pet is able. The
Animal Shelter Coordinator may require pet owners who fail to perform this minimum care or to use proper
restraints (e.g., crated or leashed at all times) to remove their animals from the shelter.
•Any animal taken out for a walk must be signed out to the rightful owner(s) (as indicated on Intake Form) and
leashed. There are no exceptions.
•Only pet owners, staff and volunteers may remove animals from crates. Children will not be allowed to enter
the shelter unless accompanied by an adult. The adult must have, or be accompanied by the owner of an
animal registered in the shelter
•Unless needs dictate otherwise, owners are responsible for administering all medications to pets. They
should keep a record of the medications that have been administered on the Daily Animal Care Log.
•Pets in the shelter will not have contact with other pets.
•Each crate or kennel will be cleaned and disinfected before being used by another animal. All food and water
bowls must be cleaned and disinfected and new bedding provided for the next animal.
•If an animal escapes from its cage or a designated area, it must be captured immediately. If this happens,
any staff or volunteer may call an “Alert” by announcing loudly “Loose Dog!” or “Loose Cat!” or something
similar. Everyone is to respond immediately when this announcement is made.
•An “Alert”, such as “Help”, may also be issued if someone is being attacked or bitten.
•The Animal Shelter Coordinator is to be notified immediately if a staff member or volunteer is bitten, attacked
or seriously injured. The Coordinator will then notify the Evacuation Shelter Coordinator and appropriate
medical personnel, who will determine if outside assistance will be deployed to the shelter.
•All animals should be in their crates and kennel areas closed to visitors from 10 p.m. to 8 a.m.
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
Suggested Equipment/Supplies for Emergency
Animal Shelter
Administrative Supplies QTY
Letter size open snap poly envelopes for cages 100
Volunteer registration forms 100
Registration Log Book 2
Animal intake registration forms 1250
Tab band collars for animal identification 1250
Colored wrist bands for owner identification 1250
Administrative Supplies QTY
Digital Camera 1
Cable ties for envelopes on animal cages 8"+ 100
Cleaning/Animal Care/ Maintenance Supplies QTY
Plastic rolls - 6mil 100 x 20 feet wide to line walls 3
Tarps 12 x 16 2
Painter's tape for plastic on walls 60yds/rl 12
Disposable rubber gloves large size 8 4 bx 100 ct
Buckets 3 gal 5
Scrub brushes 6
Pooper scoopers/folding shovels 2
Trash containers 44 gallon Rubbermaid 1
Garbage bags for trash containers 40
Poop bags can use plastic bags (sandwich) 1000 bg
Paper towels (Roll) 1 cs
Hand Washing Station (disinfectant) 2 ea .5 gl
Quaternary disinfectant 1 gl
Bleach 1gl
Spray bottles for cleaning cages 4
Cleaning rags 1 cs
Towels 1 case
Litter boxes 250
Litter scoops 3
Cat litter (newspaper will do) 100 lb
Orange cone for inside walking area (male dogs) 1
Crates - Large sizes 40
Crates - Medium sizes 15
Carts for moving crates 5
Bowls 1 qt 100
Spoons/measuring cups to scoop food 6
Can opener 2
Hose to clean walking area 50'x 3/4" 1
Spray Nozzle 1
50 ' Extension Cord #12 awg 3
Safety Glasses 2 pr
Shop Vacuum 6 gal+ 1
Box Fans 24" 2
Safety Straps 12' 5
Chock rubber 1
Spare Tire 1
Trailer Axle Jack 1
Animal Control Pole 6' 1
Handling gloves (pair) 2
Telescoping work light 2 lamp 500watts/lamp min 2
Flashlight and batteries 2
First Aid Kit (for volunteers and pets) 24 unit kit 2
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
Key Locks 3
Folding Tire Iron 1
Generator 1
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
1
EOC CARE AND SHELTER
BRANCH
&
CSD DOC DIRECTOR
JOB AID
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
2
Objective: Provide care and shelter for emergency evacuees and coordinate efforts with the CSD DOC, American
Red Cross (ARC), the EOC and other emergency resource providers.
The Care and Shelter Branch (EOC) will provide emergency shelter, food, resources and assist with medical needs for
emergency evacuees as well as coordinate efforts with the CSD DOC Director and other resource providers (American
Red Cross, churches, business and volunteer providers). The Shelter Management Team will consist of Community
Services personnel at all levels. They will be assigned a unit and report to the CSD DOC Director or the EOC Care
and Shelter Branch.
Responsibilities:
• Once notified of activation by the EOC, the CSD DOC Director will ensure staff or self is at the identified
shelter site to begin opening procedures.
• Notify, schedule, and assign staff and/or volunteers as needed to specific units.
• If needed, coordinate directly with the ARC and other volunteer agencies and businesses to provide food,
potable water, clothing, shelter and other basic needs as required in order to assist emergency evacuees.
• Ensure evacuees are properly registered using ARC forms.
• Ensure resources are available to reunite families or respond to inquiries from relatives or friends, if needed.
• Determine the need for animal care and veterinary services and notify EOC Animal Control Branch should their
services be needed.
• Coordinate activities with the City’s Police Department and security teams to ensure that patrols circulate both
inside and outside the shelter during all hours.
• Allow ARC to take the lead once they become fully staff and agree to take over the operation.
Activation Phase:
• Conduct a short briefing once all Unit Leaders have arrived to set expectations and point them to the job aids
for their individual Units
Operational Phase:
• Establish and maintain necessary files.
• Establish communications with other volunteer providers and businesses to provide clothing and other basic
life sustaining needs, if needed.
• Address health issues - only basic first aid will be provided at the shelter. If possible, sick or injured persons
will be transferred to medical facilities. Resources for additional medical care will be sought out and secured
as needed.
• Ensure that each activated shelter meets the requirements as described under the Americans with
Disabilities Act.
• Review with Shelter Manager current level of staffing and anticipated needs for additional personnel (include
volunteer personnel in estimate).
• Coordinate with, Shelter Manager and EOC to establish a work schedule and shift assignments.
• Train staff/volunteers on assigned duties. Document hours worked daily by staff and volunteers.
• Assist American Red Cross, Salvation Army or other organizations in reuniting families and respond to
inquiries from relatives or friends.
• Assist with the transition from operating shelters for displaced persons to separate family/individual housing.
• Request assistance vouchers from American Red Cross, Salvation Army or other organizations if needed, or
if evacuation sheltering is required for 25 or less evacuees.
• If necessary, discuss activating the Animal Services Unit with the EOC.
o Designate an area for the on-site Emergency Animal Shelter.
o Assign staff to supervise Emergency Animal Shelter area until Animal Shelter staff arrives.
o Assist Animal Shelter staff as needed in procuring necessary food, supplies and other assistance.
• Determine status of available communications systems.
• Determine extent of damage to and the operational capacity of shelter facilities.
• Complete and maintain the applicable forms and forward to EOC.
CARE and SHELTER BRANCH &
CSD DOC Director
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
3
Deactivation Phase:
• Make arrangements for debriefing shelter staff.
• Communicate plans to close the shelter to the Shelter Unit Supervisors and community well in advance of the
actual closing.
• Coordinate with the American Red Cross, if necessary, to ensure that emergency assistance is provided to
shelter evacuees after the closure of the emergency shelter.
• Determine when the last meal will be served.
• Consult with EOC about transfer or release of staff.
• Inventory all remaining supplies, including those received from vendors. Make arrangement for the return of
excess supplies.
• Complete an inventory of all food supplies owned by the facility, restock food and food service supplies that
were used from the facilities storage.
• Close the dormitory only after all supplies and equipment are returned or properly disposed of and the area is
cleaned and returned to the pre-emergency condition.
• Return all rented or borrowed equipment to the owners. Send EOC signed receipts for such equipment.
• Forward all pending financial commitments to the EOC Finance Section for payment. Ask suppliers to send
final bills to the CSD DOC or the EOC Finance Section.
• Units will forward all shelter files to the CSD DOC Director.
• Prepare an after action report on the shelter operation and submit it to the EOC.
• Complete evaluations for all units.
• Arrange for the cleaning of the facility and have it returned to the pre-shelter condition as much as possible.
• Conduct a final inspection of the building with a representative of the building.
• Below is an example for the layout–
Main Entrance
Single Men Single Women
Families
Access &
Functional Needs
Dormitory Unit
Staff
Dining and Recreation
Feeding Unit
Staff
Food, Equip. &
Supplies Staff
Communications
Unit
Shelter
Infirmary
Emergency
Health Unit
Reception and
Registration Staff
Evacuee
Svcs. Unit
Media
1
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
DORMITORY MANAGEMENT UNIT
JOB AID
2
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
Duties: Set up sleeping areas, assign and oversee sleeping areas and coordinates with the Shelter Manager, CSD
DOC Director and EOC Care and Shelter Branch for cots, blankets, comfort kits and other required items.
Responsibilities:
• Coordinate the delivery of the County MCS Trailer which contains cots, blankets, sheets and some basic
medical equipment. Also coordinate procurement of comfort kits, if possible.
• Set up sleeping areas. If needed, use blue painter’s tape to designate specific areas.
• Assign evacuees to sleeping areas.
• Assist, if possible, with reservations at motels/hotels for infirmed evacuees. Hotel vouchers may be
provided by the American Red Cross.
Activation Phase:
• When designating space within the dormitory area, consider allocating separate space for families with
small children, the elderly, night workers who sleep during the day and other situations.
• In an earthquake, consider structural damage and the possibility that evacuees may prefer to remain
outdoors in open areas adjacent to the facility.
• Ensure that planning includes access to and movement within the building or outdoor areas for those with
disabilities.
• If setting up an outdoor shelter, request canopies, tents and portable restrooms (including washing
stations) from the Shelter Logistics Unit.
• If additional supplies are needed, the American Red Cross or other recommended entities/suppliers
should be contacted for necessary equipment. Otherwise, obtain permission to use supplies located in
the facility being used as the shelter.
Operational Phase:
• Coordinate with the Shelter Logistics to return/replace any dormitory equipment used.
• Post signs informing evacuees of times for lights out and quiet hours, as well as rules and regulations.
• Control all equipment, using standard inventory techniques.
• Clean and sanitize equipment as needed.
• Recruit volunteers from shelter evacuees to help keep the dormitory clean.
• Coordinate with the Staff / Volunteer Unit to establish a work schedule and shift assignments.
• Train staff/volunteers on assigned duties. Document hours worked daily by staff and volunteers.
Deactivation Phase:
• Close the dormitory only after all supplies and equipment are returned or properly disposed of and the
area is cleaned and returned to pre-emergency condition.
• Work with the Evacuee Services Unit, determine the number of residents who will need housing or other
assistance after the Shelter is closed and assist in referring them to outside resource agencies
(American Red Cross, Salvation Army, etc.).
• Work with the Staff/Volunteer Unit Supervisor and/or Shelter Manager to develop and implement the final
staff/volunteer schedule. Forward all other final paperwork to the Shelter Manager, the CSD DOC or the
EOC.
• Notify staff/volunteers of shelter closing as well as final work schedule.
• Forward any final staff/volunteer records to the Staff/Volunteer Unit.
• Inventory equipment and supplies and note any damaged or missing items.
• Develop a list of items used that need to be replaced in the Emergency Shelter Tub. If items used were
from the facility, and not City property, make arrangements for replacement or reimbursement. Forward
list to Shelter Manager.
• Return loaned equipment or items to owners, making note of when and where the items were returned.
All other items City-owned items (supplies, equipment, etc.) should be returned to appropriate storage
area.
• Clean the County MCS Trailer equipment. Fill out the County MCS Supply Summary form and
coordinate with the Logistics Unit reloading of equipment into the trailer and delivery of trailer back to
original location.
• Check with facility staff as to where table and chairs that were used for Unit set up should be stored.
Break down tables and stack chairs if needed.
• Be sure Dormitory areas have been picked up and are free of debris.
DORMITORY MANAGEMENT UNIT
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36”
8 ft
5½ ft
Min. 36”
Minimum 36” 36”
• Forward all records to the CSD DOC or as indicated by the Shelter Manager.
• Check with Shelter Manager to see if assistance is needed in other areas with regard to shelter closure.
• After shelter has closed, Unit Supervisor should prepare and submit a report of the Unit’s activities,
noting accomplishments, problems, solutions and recommendations for future operations.
Layout of Dormitory
• Once the County MCS Trailer or other bedding supplies arrive, set up sleeping area(s), spacing cots or
bedding to allow access for people with mobility disabilities and ensure clear paths to all fire exits. All
doorways and aisles should be a minimum of 36 inches (per A.D.A. - may narrow to 32 inches wide for
up to 2 feet in length). Each person (cot) should have 40 square feet of space (5 ½' x ‘8 to meet A.D.A.
36” aisle space requirements). Prior to equipment arrival, blue painters tape (or court tape if using a
gym) can be used to define areas, if needed.
• If space permits, set-up separate sleeping areas for the elderly, those with Access and Functional Needs,
families with small children, night workers who sleep during the day and other situations.
• Check with the Emergency Health Services Unit (if staffed), to see if their unit will need cots, blankets and
pillows for the shelter infirmary. Evacuees who are ill should be housed in the infirmary to avoid the spread
of contagious disease. Injured evacuees may be more comfortable in the infirmary where medical assistance
is more readily available.
• When configuring layout, be mindful not to exceed facility room capacity or block fire exits.
• DO NOT remove pillows or blankets from sealed packaging until it is needed. Once removed from the
packaging, whether used or not, the item(s) cannot be reused until properly cleaned. Be conscious of our
limited resources.
• If Dormitory is to be set up outdoors, coordinate with the Logistics Unit procurement of canopies, tents and
portable restrooms (with wash stands).
• With the exception of service animals, pets are not allowed inside the shelter (Health Code violation).
However, if after registering, if pet owners prefer to stay with their pet they may set up a cot in the Animal
Shelter portion - if room permits. Work with the Evacuation Animal Shelter to provide separate sleeping
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City of Rancho Cucamonga 2023 Emergency Operations Plan
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areas and supplies for those who wish to stay with their pets.
• To provide adequate ventilation, if possible, open doors and windows of the dormitory area during the day.
• If custodial services are not available, recruit shelter residents to assist in daily dormitory clean up.
• Post dormitory rules.
• Monitor sleeping area (this requires establishing staff shifts). Keep the sleeping area quiet at designated
times. A separate, isolated area may need to be established for those who may work at night and need to
sleep during the day. Request assistance from the Logistics Unit (Security) in dealing with difficult situations,
if needed.
• Ensure shelter occupants do not consume food or liquids other than water in the dormitory area (a violation
of Public Health code). Baby bottles or specialized dietary items are exempt.
• Should an individual’s behavior begin to have a negative impact on the general shelter population
(inappropriate behavior, etc.), advise the Shelter Manager. The individual may be housed in an area
separate from the general shelter population, if available, or a hotel voucher from the American Red Cross
may be requested so that individual can relocate to a hotel, if possible.
• Keep the shelter manager informed of any suspicious actions, health concerns and the status of dormitory
resources.
Mass Care and Shelter Trailer/Cache (County MCS Trailer)
Coordinate to bring on site either the County MCS Trailer or material from it. Quantities may vary so ensure a proper
inventory is concluded. County trailers should include:
Quantity Item Description
4 each Medical Shelters 10’x10’ (Ez-up)
180 each Standard Cots
10 each Access and Functional Needs Cots
10 each Medical Cots
225 each Disposable Disaster Blankets
225 each Disposable fitted sheets
2 each First Aid Cabinets (100 persons)
10 boxes Microflex ES gloves (100 box)
Cleaning of Bedding After Use
The following are guidelines for the proper cleaning and de-contamination of cots deployed for an incident using the
American Red Cross recommendations. Option A is used when a cot has been occupied by a shelter resident over-
night. Option B is used when a cot has not been used by a shelter resident.
Reminders:
• Do not transfer mattresses, sheets, pillows, or blankets among residents. (Should only be done if resources
are extremely limited.)
• Any equipment that cannot be decontaminated on site should be cleaned and transported in heavy gauge
plastic bags labeled “Contaminated-to Be Cleaned” to a proper handling facility. Check with DOC for
information regarding which handling facility to forward items to.
• Cots that have been heavily contaminated with bodily fluids (i.e. that cannot be properly cleaned in the field)
shall be placed in a Bio-hazard waste bag or a tagged trash bag. The CSD DOC should be contacted to
arrange pick-up of contaminated cots for proper disposal
- Immediate reuse, overnight use: Option A
- Packed for storage, overnight use: Option A
- Immediate reuse, non-sleeping: Option B
- Immediate storage, non-use: Option B
Option A (After overnight use by a shelter resident): Cot Cleaning w/ Spray Bottle
• Sweep off or vacuum.
• Clean frame with scrub brush or broom using a liquid household cleaner, such as Joy, and water solution.
• Disinfect canvas with bleach solution disinfectant such as Clorox or household bleach from a spray bottle to
avoid over saturation. Check dilutions on label.
• Allow cot to air dry.
• Thoroughly dry before reuse.
Option B (No shelter resident use): Clean & Cover
• Sweep off or vacuum.
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• Wipe down entire cot including frame with bleach solution.
• Apply a sterile, disposable cover such as those used on ambulance gurneys or stretchers.
• Discard cover between uses.
Guidelines for Establishing and Maintaining Diaper Station
1. One station should be available for approximately every 12 diapered children.
2. Place the diapering station near hand washing facilities. If this is not possible, make a waterless hand gel
product available at the diapering station, but place it out of the reach of children.
3. Diaper changing surface should be made of non-porous material. Ideally, a rail or similar barrier should
surround the diaper changing surface to help protect children from falls.
4. Provide disposable materials, such as paper towels or butcher paper, to cover the diapering surface before
each use.
5. Provide baby wipes for child and diapering station clean-up.
6. Place a covered trash receptacle, preferably with a foot-operated opening mechanism, near diapering area.
7. Keep paper towels and spray bottle of disinfectant solution at diapering station (out of reach of children).
8. Disinfectant solution may be made by mixing ¼ cup bleach in 1 gallon of water.
9. Post cleaning/disinfecting instructions at each station.
• If evacuation center guests are responsible for cleaning and disinfecting the diapering stations after
each use, train them in proper technique. A videotape entitled,” The ABC’s of Childcare Development:
Diapering” is available from the CDC.
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EMERGENCY SHELTER DORMITORY RULES
In order to make everyone’s stay at the Emergency Shelter as
comfortable as possible, please observe the following rules:
• Cots may not be moved or rearranged without permission from shelter staff.
• Be courteous and respectful to your neighbors.
• Quiet hours are between 10 pm and 6 am. Lights out at 11:00 pm. For those who have difficulty
sleeping during these hours, rather than staying in the Dormitory area please go to the Food Service or
other designated area.
• Always use the same cot and bedding.
• Tents are not allowed inside the shelter.
• Parents/Guardians/Caregivers must monitor children at all times.
• Please adhere to schedules, if posted, for showering and public telephone use (if available).
• Shelter evacuees must be dressed appropriately at all times (i.e., must wear something that covers them).
• No food or liquids, other than water, in the dormitory area (a violation of Public Health Code). Baby
bottles or specialized medical dietary items are exempt.
• Help keep the shelter clean. Please pick up after yourself and assist staff/volunteers with clean up
whenever possible.
• With the exception of service animals, no animals are allowed inside the shelter (After registering, if
pet owners prefer to stay with their pet they may set up a cot in the Animal Shelter portion - if room
permits).
• If there is an Emergency Animal Shelter on-site, only those who have a pet sheltered at this facility and
who have proper identification will be allowed into the Animal Shelter portion of this facility.
• Taking photographs in the shelter is prohibited to ensure privacy.
• The City, facility, staff and/or volunteers are not responsible for personal belongings. Valuables should
be locked in your car or kept with you.
• Please respect and do not enter restricted and staff areas at the Evacuation Shelter.
• The following is NOT allowed in the shelter or on facility grounds and will result in denial of entry
and/or eviction from the shelter. If needed, law enforcement will be notified:
o Abusive or belligerent behavior toward staff, volunteers or other shelter residents
o Smoking, matches or lighters
o Consumption of alcohol
o Sale or use of illegal drugs
o Anyone appearing to be under the influence of alcohol or drugs
o Weapons of any kind
o Fighting
o Stealing or destruction of property
• If you have any problems or concerns, please notify Shelter Staff.
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El DORMITORIO del REFUGIO de la EMERGENCIA REGLAS
(Emergency Shelter Dormitory Rules)
• Cunas no pueden ser movidas ni pueden ser vueltas a arreglar sin permiso del personal de refugio.
• Es cortés y respetuoso a sus vecinos.
• Horas Calladas están entre 10 p.m. y 6 son. Las luces fuera a las 11:00 de la tarde. Para los que tienen
dificultad que duerme durante estas horas, antes que permanecer en el área de Dormitorio va por favor al
Servicio del Alimento u otra área designada.
• Siempre utiliza la misma cuna y la ropa de cama.
• Tiendas no son permitidas dentro del refugio.
• Padres deben vigilar a niños siempre.
• Adhiere por favor a, si anunciado, regando y horarios de uso de teléfono.
• Evacuados de Refugio deben ser vestidos apropiadamente siempre (es decir, debe llevar algo que los cubre).
• No alimento ni los líquidos, de otra manera que riega, en el área de dormitorio (una infracción de Código
Sanitaria). Las mamilas o los artículos dietéticos, médicos y especializados son exentos.
• Ayuda a mantener el refugio limpia. Recoja por favor después de que usted mismo y personal/voluntarios de
asistencia con limpie siempre que posible.
• A excepción de animales de servicio, ningunos animales son permitidos dentro del refugio (Cheque con el
personal de Matrícula con respecto a la disponibilidad de alojamientos de envoltura de suplente para su animal
favorito).
• Si hay una Emergencia Refugio Animal local, sólo los que tienen un animal favorito refugiado en esta facilidad y
que tiene identificación apropiada será permitida en la porción Animal de Refugio de esta facilidad.
• Tomando fotografías en el refugio son prohibidas para asegurar intimidad.
• La Ciudad, la facilidad, el personal y/o los voluntarios no son responsables de pertenencias personales. Los
objetos de valor deben ser encerrados su coche o mantenidos con usted.
• Por favor respeto y no entra restringido y áreas de personal en el Refugio de Evacuación.
• El siguiente no es permitido en el refugio ni en el motivo de facilidad y tendrá como resultado negación de
entrada y/o desahucio del refugio. Si necesitado, la aplicación de la ley será notificada:
o La conducta abusiva o agresiva hacia el personal, los voluntarios u otros residentes de refugio
o El fumar, los iguales o los encendedores
o El consumo de alcohol
o La venta o el uso de drogas ilegales
o Cualquiera pareciendo estar ebrio o las drogas
o Armas de cualquier tipo
o Luchar
o Robar o destrucción de propiedad
Si tiene cualquier problema o las preocupaciones, notifican por favor el Personal de Refugio.
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FACILITIES UNIT
JOB AID
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Duties: Provides support for the facility of the emergency shelter including maintenance and address Public Health
issues (i.e. water quality, waste disposal, etc.)
This unit is best served by Public Works Services – Facilities personnel.
Responsibilities:
• Ensure the safety and sanitation for the shelter.
• Work with the CSD DOC or the EOC and Food, Equipment and Supplies Unit (FES) to obtain supplies and
equipment for the shelter to deal with proper safety and sanitation concerns.
• Conduct a complete inspection of the facility, including working conditions of bathrooms, kitchens, access
points and overall safety of facility.
Activation Phase:
• Conduct inspection of the facility with the Shelter Manager using the Self Inspection Opening Worksheet.
• Prepare the building for operation. Assist Shelter Manager in identifying areas for reception, registration,
health services, the dormitory, the cafeteria, the staff restroom, the Shelter Manager’s office, and the storage
area for City supplies.
• Evaluate the need for portable generators, stadium/flood light, electronic signs or any other items needed to
provide safety and security to the evacuation shelter. Coordinate how to obtain these items through the Food,
Equipment and Supplies Unit.
• Arrange set-up of containers for garbage and trash disposal.
Operational Phase:
• Make sure restroom facilities are working and adequately stocked with supplies for initial use. If supplies are
needed, coordinate acquiring items with the FES Unit. If restroom facilities are not operational, coordinate
acquisition of portable toilets and hand washing stations with the FES Unit.
• Conduct daily safety inspections, including the following:
o Kitchens Serving lines Sleeping areas
o Restrooms Eating areas Shower facilities
o Food preparation areas Entrances and exits Storage areas area
o Emergency Health Services
o Exterior Perimeter of the shelter and facility, including parking area
• Take steps to resolve any facility or supply problems identified. Coordinate efforts with other units.
• Assess and monitor Public Health issues including water quality, waste disposal, vector control, sanitation
and disinfection.
• Consult with the feeding supervisor about food sanitation arrangements.
• Arrange for proper garbage and trash disposal, even if there is no municipal pickup.
• Order necessary supplies and equipment to ensure proper sanitation and personal hygiene.
• Arrange for regular shelter cleaning, including food preparation and feeding areas, restrooms and showers.
• Ensure that laundry facilities are available, if possible.
• Train staff/volunteers on assigned duties. Document hours worked daily by staff and volunteers.
• Maintain a system of record keeping in order to facilitate returning the building to its original condition upon
closing, and document any damages and related expenses.
• Maintain a Shelter Facility Log, noting date and time that various duties are performed (i.e. bathroom
cleaning, etc.).
In addition, the following should be reviewed upon opening of the shelter, re-checked on a frequent basis and staff
advised of locations (Fire Prevention Bureau can assist with this):
• Smoke detectors present and in working order • Illuminated exit signs
• Locations of approved fire extinguishers • Unobstructed exits
• Use of approved (fused) power strips • Emergency lights in working order
• Evacuation/emergency plan • Electrical outlets not overloaded
• Proper people placement within the building for • Carbon monoxide monitors present and in
FACILITIES UNIT
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accessibility/egress (i.e, elderly, infants and other working order
vulnerable populations where they may be easily • Approved hood extinguishing system for
evacuated or accessed for medical care) cooking equipment
• Oversee vector control issues that affect the facility, evacuees, staff and volunteers. Pests can carry diseases
that put humans at risk, so planning for effective pest control is prudent.
o Planning for and deal with the variety of potential pests: insects (flies, mosquitoes, fleas, lice),
mammals (rodents, bats, skunks, wild dogs and cats).
o Identify entry points and potential attractants.
o Establish protocols for eliminating or trapping pests, including approved use of insecticides and
rodenticides.
o If needed, contact the San Bernardino County DPH for assistance.
Deactivation Phase:
• Return all rented or borrowed equipment to owners. Send all receipts to your supervisor.
• Conduct final inventory of supplies originally at the facility to establish usage for facility reimbursement, if
necessary.
• Arrange for cleaning the facility and having it returned, as much as possible, to pre-emergency condition.
• Return all City supplies and equipment to the assigned storage facility. Submit to your supervisor a list of
items returned.
• If the shelter has been managed by City staff, forward all pending financial commitments for payment to the CSD
DOC or the EOC Finance Department. Ask suppliers to send final bills to EOC Finance Department.
• Consult with the supervisor about transfer or release of staff.
• Remove all City ID materials inside and around the facility.
• Conduct a final written inspection of the building with a representative of the building. If there are any
problems or damages, note them on the form. The City will work with the facility representative to resolve the
issues.
• Check with Shelter Manager to see if assistance is needed in other areas with regard to shelter closure.
• After shelter has closed, Unit Supervisor should prepare and submit a report of the Unit’s activities, noting
accomplishments, problems, solutions and recommendations for future operations.
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
FEEDING UNIT
JOB AID
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Mass Care and Shelter Annex
Duties: Responsible for providing drinks, snacks and meals for staff, volunteers and evacuees at the emergency
shelter.
Responsibilities:
• Supervise on-site food preparation or procurement of food for shelter evacuees and workers.
• Ensure that the food ordering system is established and implemented.
• Advise the Food, Equipment and Supplies (FES) Unit Supervisor or staff of needed supplies.
• If evacuation site is at a school which is in session, coordinate kitchen and dining area use with a school
representative.
• Prepare and monitor food service staff / volunteer work schedule.
• Record the hours of personnel as requested.
• Ensure proper food handling, storage and sanitation procedures are followed
Activation Phase:
• In your initial briefing with the Shelter Manager, discuss the following:
o Your specific responsibilities
o Select and implement one of the feeding plan options
o Sources of technical guidance
o Reporting and communications channels
o Administrative and supervisory structure at the shelter
• Before preparing any meals, take inventory of all food, supplies and equipment at the facility as reference for
replenishment and/or replacement after shelter deactivation.
• Establish a beverage and snack service area as soon as possible.
• Determine when the first meal will be needed.
• Coordinate supply sources for food and water with the FES Unit.
• Identify food storage, food preparation, serving, dining and garbage disposal areas within the shelter.
• Work with the Shelter Manager and FES Unit to identify procurement procedures.
• Make sure the receiving area is close to a road and that there is enough room to maneuver there.
• Ideally, the storage area should be between the receiving area and the food preparation area. If possible,
equip the area with tables, shelves and off-the-floor racks for storage of dry food and staples. Provide
refrigeration if available.
• If all food is canned or ready to cook, the preparation area can be small. For fresh food, you will need work
tables, cutting boards, sinks, utensils, cookware and garbage containers.
• Ideally, the serving area should be near the preparation area. It should be arranged for cafeteria-style
service or line feeding and should be equipped with several counters or tables for speedier service. The
serving rate for cafeteria-type systems is about eight people per minute.
• Ideally, the dining area should be near the serving area. Set up enough tables and chairs to accommodate
the maximum number of persons expected to be served. If tables and chairs are scarce, or there is a large
number of shelter residents, plan for two or more seatings.
• Ideally, the disposal area should be away from the preparation, serving and dining areas. Provide containers
for disposal of trash, liquid waste and garbage.
• Provide cleaning and disinfectant supplies. Coordinate with the FES Unit to obtain necessary items.
• Identify available utilities. If no utilities are currently available, find out when supplemental power will be
supplied or when utilities will be restored.
• Estimate staffing needs based on whether food is to be prepared on site or delivered. Try to project these
needs for the immediate future. Identify any facility personnel who will be working in the food preparation
area. You will probably be able to use shelter evacuees for most food service tasks.
• The following food service staffing positions may be needed:
o Kitchen supervisor Food preparation workers
o Food supply supervisor Food servers
o Lead cook Dishwashers
o Assistant cooks Cleanup crew
FEEDING UNIT
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Operational Phase:
• Follow purchasing procedures and limits established by the Shelter Manager.
• Coordinate with the Staff / Volunteer Unit to establish a work schedule and shift assignments.
• Train staff/volunteers on assigned duties. Document hours worked daily by staff and volunteers.
• When the shelter first opens there will probably be limited stock of food available. Do what you can with food
stocks within the facility and with supplies you are able to acquire from the community. If necessary, ration
food. Ready-to-eat meals may be provided by the American Red Cross.
• Serve meals/food in accordance with schedule approved by the Shelter Manager.
• Complete a daily count of people fed within each shelter and must report the following data to the CSD DOC
or the EOC Health and Welfare Branch and the Shelter Feeding Unit Supervisor:
o Number of persons fed in past 24 hours
o Number of persons projected to be fed in next 24 hours
Deactivation:
• Determine when the last meal will be served.
• Consult with the Shelter Manager and/or American Red Cross Relief Operations Headquarters about how
excess supplies will be disposed of upon closure of the shelter. Dispose of supplies according to plan,
including the following:
o Inventory all remaining facility supplies.
o Restock food and food service supplies that were taken from the facility’s stores.
o Inventory remaining supplies received. If needed, arrange to return of excess supplies.
o Thoroughly clean food service and food preparation areas.
o Turn in all records and documentation to the Shelter Manager or appropriate Unit Supervisor.
o Prepare and submit a report of your unit’s activities, noting accomplishments, problems, solutions and recommendations for future operations.
• Notify staff/volunteers of shelter closing as well as final work schedule.
• Inventory all remaining supplies in the Unit and develop a list of items used that need to be replaced in the
Emergency Shelter Tub. If items used were from the facility, and not City property, make arrangements for
replacement or reimbursement. Forward list to Shelter Manager.
• Return loaned equipment or items to owners. All other items City-owned items (supplies, equipment, etc.)
should be returned to appropriate storage area.
• Thoroughly clean food service and food preparation areas.
• Check with facility staff as to where any facility equipment which was used (tables, chairs, etc.) for Unit set up,
should be stored. Break down tables and stack chairs if needed.
• Forward any final staff/volunteer records to the Staff/Volunteer Unit.
• Forward all records to the CSD DOC or the EOC or as indicated by the Shelter Manager.
• Check with Shelter Manager to see if assistance is needed in other areas with regard to shelter closure.
• After shelter has closed, Unit Supervisor should prepare and submit a report of the Unit’s activities, noting
accomplishments, problems, solutions and recommendations for future operations.
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Mass Care Feeding Options
Ensure that a food provision and ordering system is in place which will require a close working relationship with the
Food, Equipment and Supplies Unit by implementing one of the following options:
• Option One – Catered or Fast Food. The simplest strategy for feeding the shelter population is to have
food catered or brought in from the outside. However, these establishments to possess an A or B rating
from the San Bernardino County Health Department.
o Fast Food Outlets – Given the confusion immediately following the disaster (or until mass feeding
operations can be organized), it may be easiest to initially use 24 hour restaurants or fast food
outlets in obtaining meals for shelter residents. Later it will become easier to prepare hot meals.
o Restaurant Caterers – Identify local commercial suppliers – restaurants, catering firms, hotels, etc. – and make pre-planned arrangements for suppliers to provide meals to persons in shelters.
o Institutional Suppliers – There are numerous suppliers that will provide fully prepared, packaged meals for institutions in bulk and in an emergency, they could be used to supply disaster shelters.
o Local Vendors – Locals vendors such as Sam’s Club, Costco, Smart n Final and grocery stores may provide packaged meals.
o Local Schools – Make use of local Colleges (Chaffey College) that may have Cooking classes or Culinary Schools in the area.
• Option Two – Designate a Central Kitchen. An alternative strategy is to designate one large, central
institutional kitchen within the local jurisdiction as the site to prepare and provide meals for each shelter
operating within the jurisdiction.
o Bulk Food Donations – Utilize the Logistics Section of the CSD DOC to obtain large bulk food
items from local sources and then direct supplies to the central kitchen. Sources to consider are
schools and airlines.
o Shelter Delivered Meals – Once meals are prepared, they can be delivered to local shelters
(similar to Meals on Wheels operation) and meals provided by Salvation Army, Oldtimers
Foundation, community religious and other nonprofit agencies.
• Option Three – On-site Meal Preparation. A third strategy, assuming the shelter site contains kitchen or
cafeteria facilities, is to prepare meals on-site.
o Cafeteria Staff – If a school is used for the shelter facility, care and shelter personnel may have the use of food services staff that normally operates the cafeteria.
o Food Preparation and Cleanup Volunteers – Shelter residents can also assist as part of food preparation and cleanup crews.
o Basic Menu Planning Tips – Plan menus in terms of foods available. Use perishable foods first. Prepare sufficient food to provide second servings, if possible.
Meeting Special Diet Needs – Consider special dietary needs, including ethnic, vegetarian and infant
considerations. Strive to meet as many special diet requests as possible, although resources to do so may be
limited immediately following a disaster.
Set Up
• The Shelter Manager will assign an area for the set up of the Feeding Unit. This area should be large enough
to set up a food line (cafeteria style) and if possible, large enough for an eating area (with tables and chairs) as
well. In addition there should be one or two tables set up near the food service area to be manned by staff to
answer any questions or assist shelter residents as needed.
• Identify how many tables and chairs are available on site for use in the Unit area. If additional table/chairs are
needed and unavailable, work with the FES Unit to obtain these items. Once table and chairs are available,
begin set up as determined by the Shelter Manager or Unit Supervisor.
Outdoor Set-Up Procedures
• Outdoor food preparation and service present a number of challenges. EZ Up canopies with screened or solid
siding (Special Events and Teens have these) help by minimizing exposure to outdoor elements. If use of
BBQ’s or propane camp stoves are necessary please consult with Fire Prevention Bureau on approved set up.
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City of Rancho Cucamonga 2023 Emergency Operations Plan
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• Refrigeration and food storage may be a challenge which can be minimized with the use of ice chests, cold
storage trailers and/or generators used to power refrigeration units.
Additional Feeding Unit Consideration
Once you are receiving food supplies regularly, consider the following:
• Prepared food service and consumption must be completed within two hours of the item being cooked.
• DO NOT serve food that has not been prepared in a health certified kitchen. It is not uncommon for residents
to donate food dishes that made at their home. Since sanitation of the preparation site is undocumented,
serving the items could put staff, volunteers and shelter residents at health risks. Accept and note the
donations, but discretely dispose of the product immediately.
• Do not duplicate primary (entrée) menu items more than once every five days, if possible.
• Keep your menus simple.
• If your staffing levels are low, order convenience-packaged items, such as ready-made coleslaw, beef stew,
etc. to save work.
• Avoid self-service of food by shelter residents unless food is sealed in original wrapping.
• Plan menus around the equipment and food available. Use perishable food first. Prepare food for immediate
use; avoid leftovers.
• Try to plan three meals per day, and at least one hot meal per day. Ensure leftover food that can spoil is
cooled quickly and held at appropriate temperatures (above 135 degrees if held for serving).
• Try to serve nutritious snacks between meals and have beverages available during the day.
• Coordinate special diet requirements with Health Services Unit.
• Determine the initial menu plan remembering to include needs for special diets including babies and young
children. Review with the Shelter Manager.
• Determine how many servings should be prepared. If possible, sufficient food should be prepared to provide
second servings. Add 10 percent to the number of persons expected to be served.
• Try to use food from approved or known sources.
• Listen to your shelter evacuees and staff. If you are serving items that are not well liked, change them as
soon as possible.
• Be aware of weather conditions. If the weather is hot, serve more cold or chilled foods; if the weather is cold,
serve more hot items.
• Assure pot-ability of water sources. If water is in short supply, use it only for drinking and cooking.
• Maintain minimum hand contact when preparing food.
• Observe food handlers in the shelter for good food handling practice and no illnesses.
• Conduct brief training in hand washing and sanitary practices.
• Provide hand washing soap and paper towels at toilet facilities.
• If possible, use single service eating and drinking utensils (i.e. paper/plastic).
• Food should be stored in pest-proof containers, located off the ground.
• Be sure that both solid and liquid waste is properly disposed of.
• There should be no contact between raw and ready-to-eat foods to avoid cross contamination.
• All food preparation and serving areas to be cleaned and sanitized before and after use
• Keep a record of all food and supplies obtained and/or received, including amounts and sources and forward
to the Food and Supply Unit.
• Keep receipts for all food and supplies that your unit acquired and forward to the Food and Supply Unit.
• Record any belongings of the facility that are used.
• Record any breakage of facility-owned equipment.
• If pests need to be controlled, contact the Logistics Unit and use only approved pesticides.
• Attend staff meetings and report food service statistics and any accomplishments or problems.
• Ensure restocking orders are based on need by doing regular inventories. Watch inventory level and the
numbers of meals served. Adjust orders as needed. Reduce orders as feeding requirements decrease.
Planning Guidelines
• One gallon of drinking water (minimum) per person per day.
• Five gallons of water per person per day (all uses).
• Twenty-five hundred calories per person per day (approximately 3 ½ pounds of unprepared food) which
should include an entrée, vegetable, fruit, starch and beverage.
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
• Post a meal schedule in an appropriate location.
• Continually supervise food preparation and eating areas:
o Place all garbage and trash in plastic bags with tie.
o Keep in protected areas away from shelter and animals.
o Make sure donated food is canned and securely packaged.
o Keep everything clean and sanitary; watch for ants, etc.
1
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
FOOD, EQUIPMENT
AND
SUPPLIES UNIT
JOB AID
2
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
Duties: Responsible for obtaining and providing food, equipment and supplies for the City evacuation shelter(s)
during an emergency
The FES Unit is responsible for streamlining the process of obtaining and providing food, equipment and supplies for
the evacuation shelters during an emergency at a City of Rancho Cucamonga shelter as well as working closely with
the Feeding Unit to determine and implement what feeding option best suits the current situation.
Responsibilities:
• Provide food, equipment and supplies to the public during an emergency at a City of Rancho Cucamonga
shelter.
• Maintain and manage a system for purchasing, receiving, storing, and distributing food, equipment and
supplies.
• Keep accurate records of food and supplies received and expended.
Pre-Activation Phase:
Procedure for obtaining food, equipment and supplies -
• Contact local businesses requesting their assistance if a natural or man-made disaster were to occur in
Rancho Cucamonga. The goal is to establish a contact and a firm commitment from businesses and donors
annually.
• Update the FES Business/Donor List once the responses return.
• Train staff to sufficiently operate the FES area.
Activation Phase:
The Emergency Shelter management team will assign the following Unit responsibilities, as needed:
• FES Supervisor – oversees all aspects of the FES Unit. Assigns the appropriate staff to the FES team.
• FES Coordinator – Responsible to coordinate food, equipment and supplies for shelter(s).
• FES Transporter – responsible for transportation (if needed) and distribution of food, equipment and supplies
to shelter(s) and delivery to requesting Units.
• FES Receiver – responsible to coordinate and document all food, equipment and supplies received.
• FES Inventory Monitor – responsible to monitor the food, equipment and supply inventory. Between shifts
staff will need to update the FES Coordinator of the inventory.
Operational Phase:
• Consistent communication must be made with the EOC Logistics Section to ensure needs are being met.
Any needs that can’t be met at the shelter/CSD DOC level must be requested through the EOC.
• Communicate process for obtaining and providing food procedures to other Unit Supervisors.
• Hold frequent meetings with the Feeding Unit Supervisor to review menus, special dietary needs, number of
meals and drinks needed, and any other pertinent information.
• Update other Units on the status their requests, as needed.
• May need to make phone calls to local businesses to request donations or to arrange supply purchases.
• FES Supervisor will inform the FES Receiver when items need to be picked up.
• FES Receiver will oversee pick-up and delivery of items as well as monitoring all stock and its distribution.
• An inventory of on-site items is to be completed every day.
• Coordinate with the Staff/Volunteer Unit to establish a work schedule and shift assignments.
• Train staff/volunteers on assigned duties. Document hours worked daily by staff and volunteers.
Deactivation Phase:
• Ensure that all FES forms are forwarded to the Shelter Manager.
• Return loaned equipment or items to owners.
• Inventory any remaining FES on master inventory list.
• Forward all final paperwork to the Shelter Manager or the CSD DOC or the EOC.
• Notify FES staff/volunteers of shelter closing as well as final work schedule.
• Return loaned equipment or items to owners, making note of when and where the items were returned. All
other items City-owned items (supplies, equipment, etc.) should be returned to appropriate storage area.
FOOD, EQUIPMENT AND SUPPLIES (FES) UNIT
3
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
• Check with facility staff as to where table and chairs that were used for Unit set up should be stored. Break
down tables and stack chairs if needed.
• Assist with disbursement of unused food/items as determined by Shelter Manager or Unit Supervisor.
• Be sure all food and storage areas have been emptied and thoroughly cleaned.
• Check with Shelter Manager to see if assistance is needed in other areas with regard to shelter closure.
• After shelter has closed, Unit Supervisor should prepare and submit a report of the Unit’s activities, noting
accomplishments, problems, solutions and recommendations for future operations.
Other considerations for FES Unit
Receiving Food, Equipment and Supplies
• The FES Receiver is responsible for verifying delivery of food, equipment and supplies, and arranging
delivery or pick up of items to requesting units. In addition, the FES Receiver will determine where items are
to be stored and oversee inventory monitoring.
• Important to remember: If receiving prepared, cooked food, make a note of the time the food was cooked
as food service and consumption must be completed within two hours of the item being cooked. FES
Receiver should advise the Feeding Unit Supervisor when time sensitive food items arrive.
• The FES Receiver is to advise the requesting Unit that their items have arrived and arrange for pick up or
delivery of item. The DPLR form should be returned to the requesting Unit with the items, making sure that it
is signed by whoever is receiving the items as well as the required delivery information.
• If donated items are delivered obtain a value estimate of the donated items and note it on the form.
• Only items that have been approved for donations will be accepted all other items will be politely declined.
Retrieving Procured Items
The FES Transporter will be required to retrieve food and supplies from local businesses and donors, if necessary.
• Upon arrival to the indicated address, the FES Transporter will review donated/purchased/loaned items and
compare them to what is approved. Once verified, the donor is to sign acknowledging the items were picked
up. For items being purchased, obtain a bill (invoice) when items are picked up.
• The FES Receiver will maintain and file the completed ESR forms.
Inventory of Food, Equipment and Supplies
The FES Inventory Monitor is responsible to track the inventory of food, equipment and supplies.
• At the beginning of each shift the FES Inventory Monitor will be responsible for updating the Shelter Master
Inventory List of current supplies at the shelter.
• A copy of this form should be forwarded to the FES Unit Supervisor on a daily basis. Another copy should be
kept by the FES Inventory Monitor in a file marked “Current Inventory”.
• When supplies are low, it is the FES Monitor’s responsibility to inform the FES Supervisor so that donations
or purchases of necessary items can be coordinated.
• Upon receipt of purchased or donated items, the Inventory Monitor should update the current inventory list
with the new items. The Inventory List should be updated whenever items are received or disbursed from the
inventory.
• All items that are removed or added from the stocked inventory must go through the FES Inventory Monitor to
ensure proper documentation has been completed.
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
EMERGENCY HEALTH SERVICES UNIT
JOB AID
2
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
Duties: Responsible for providing emergency physical and mental health services, ensures that applicable public
health standards (state and county) are met, if possible. Also coordinates personnel, equipment and resources until
other health care providers are able to respond (i.e. San Bernardino County Public Health Department)
When mass care facilities are established, the Emergency Health Services Unit is responsible for providing quality
health services and ensuring that applicable public health standards (state and county) are met, if possible. In
addition, the Unit is responsible for the coordination of personnel, equipment and resources in order to provide the
best care possible during an emergency until other health care providers are able to respond (i.e. San Bernardino
County Public Health Department).
The City will attempt to provide adequate medical and nursing services in all City operated shelters to care for the
sick and injured, protect the health of evacuees and monitor the sanitation and public health issues of the shelter. If
such staff is not available, the Shelter Manager should assign someone with knowledge of First Aid to provide limited
care.
Note: During a disaster, only minimal health needs will be attended to at the Emergency Shelter. If possible, sick or
injured persons will be transferred to medical facilities or separated from the shelter population to avoid spread of
contagious disease.
Responsibilities:
• Pre-planning stage: Contact the San Bernardino County Public Health Department for expert guidance in
planning for disease prevention and control in the City’s Emergency Shelter.
• Provide 24 hour basic first aid for shelter evacuees, staff and volunteers.
• Assume responsibility for supervision of other health services staff.
• Contact health professionals and organizations to assist in care of evacuees.
• Maintain records of medical treatment given or if referred to another facility.
• Advises Shelter Manager of any activity in the shelter that poses significant health and safety risks.
• Instructs staff and volunteers to reduce exposure to health and safety hazards.
• Oversees the selection and use of proper personal protection equipment (PPE) and supplies (mask,
gloves, hand sanitizers, etc.) for staff and volunteers.
• Determines first aid supplies to be carried by Health Unit staff and volunteers.
• Oversees proper treatment or referral of injuries/illnesses among staff, volunteers and public while on-
site.
HIPAA
Remember, all medical patients are legally entitled to confidentiality (HIPAA). When dealing with victims, always be
mindful and respectful of the privacy of their medical condition.
An individual must give written authorization for any use or disclosure of protected health information that is not for
treatment, payment or health care operations or otherwise permitted.
An authorization must be written in specific terms. It may allow use and disclosure of protected health information by
the covered entity seeking the authorization, or by a third party.
All authorizations must be in plain language, and contain specific information regarding the information to be
disclosed or used, the person(s) disclosing and receiving the information, expiration, right to revoke in writing, and
other data.
EMERGENCY HEALTH SERVICES UNIT
3
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
EMERGENCY HEALTH SERVICES
Activation Phase:
• Determine the health needs of all shelter occupants and arrange to meet those needs. This
includes:
o Referring the seriously ill and injured to local hospitals for health care. Assist in arranging transportation, if possible (may need to coordinate with the EOC Logistics/Transportation Unit).
o Treating minor illnesses and injuries.
o Looking for unreported health problems of shelter evacuees and taking necessary action to care for these problems.
• Implement procedures for handling medical emergencies (presumably, the local fire department or
paramedic services will be the first contact).
Operational Phase:
• Contact the CSD DOC or the EOC and request on-site medical and counseling personnel, if needed.
Identify staff, volunteers or evacuees with First Aid, nursing or medical backgrounds.
• Set aside an area within the shelter as a Health Station or Infirmary. If necessary, provide a section for
privacy and isolation of ill persons. In addition, use this area to provide a higher level of care for persons
who are more medically fragile. If possible, establish a 24-hour shift rotation for this area.
• Work with the Shelter Manager to find local mental health resources and counseling services to support
shelter residents, staff and volunteers.
• Coordinate with the Staff/Volunteer Unit to establish a work schedule and shift assignments.
• Train staff/volunteers on assigned duties. Document hours worked daily by staff and volunteers.
• If trained counselors are unavailable, shelter personnel can organize community group debriefing sessions
as an opportunity for shelter residents to discuss their feelings and concerns.
• Monitor the stress conditions for staff and shelter occupants. Intervene in crisis situations when practical.
Coordinate with the registration coordinator to identify shelter residents who might welcome counseling
support.
• Work with the Shelter Manager to plan activities or entertainment that will help reduce the stress of the
living environment.
Note: In a large disaster, the available pool of Public Health nurses, medical, and counseling personnel will
be extremely limited.
• Plan for the storage of medications; refrigeration is required for some medications
• Provide separate, approved receptacles for used medical supplies and other medical waste products,
sharps containers for syringes (e.g. insulin) and red trash bags for medical waste
• Work with Registration staff to enlist their help in referring people to Emergency Health Services who may
have health problems.
• Coordinate with the Food, Equipment and Supplies Unit to request supplies or equipment.
• Advise the Feeding Unit regarding any special dietary needs
• Arrange for health care for infants, the elderly or physically handicapped persons, if needed.
• Log type of injuries or illnesses, actions taken and the name and age of the patient affected and supply
information to the Shelter Medical Professional upon their arrival.
• In the event an evacuee must be transferred to a medical facility for treatment, the Shelter Manager must
retain records of individuals – a description of their illness or injury and the medical facility patient is
transferred to.
Note: Given the close confines of shelter conditions, illness (especially respiratory infections) spread
easily among the shelter population without intervention actions.
• Be aware of any persons who have a communicable disease, try to isolate them from the rest of the
shelter population and report noticeable trends in illness to the San Bernardino County Health
Department, if possible.
• In consultation with the Shelter Manager, implement strategies that will help reduce stress for staff,
volunteers and shelter evacuees.
• Ensure that conditions are sanitary in the shelter. The Shelter Manager and Logistics Unit Supervisor
should be consulted regarding these issues.
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
• Work with Shelter Manager or the Shelter Logistics Unit Supervisor to ensure the security of all medical
supplies and equipment.
• Because hand washing is vital in lowering the risk of disease transmission. Assure adequate hand sink
facilities with warm running water and ample supplies of soap and paper towels.
• Ensure the shelter is well stocked with plenty of cleaning/disinfecting products and supplies such as
mops, brushes, sponges, etc. Consider providing training for shelter volunteers in proper cleaning and
disinfection methods.
Deactivation Phase:
• Make arrangements for debriefing shelter staff.
• Ensure that follow-up is available for individual evacuees, staff and volunteers as needed.
• Transfer medical records as instructed by the Shelter Manager.
• Coordinate with the FES Unit the return of equipment or unused supplies.
• Forward all other final paperwork to the Shelter Manager, the CSD DOC or the EOC Health and Welfare
Branch.
• Check with facility staff as to where table and chairs that were used for Unit set up should be stored. Break
down tables and stack chairs if needed.
• Return loaned equipment or items to owners, making note of when and where items were returned. All
other items City-owned items (supplies, equipment, etc.) should be returned to appropriate storage area.
• Check with Shelter Manager to see if assistance is needed in other areas with regard to shelter closure.
• After shelter has closed, Unit Supervisor should prepare and submit a report of the Unit’s activities, noting
accomplishments, problems, solutions and recommendations for future operations
Disaster Trauma
During a disaster, things may be seen or heard that are extremely unpleasant. Direct psychological trauma could
result from personal losses, assisting neighbors, friends, coworkers who have been injured and the feeling of not
being safe and secure.
Vicarious trauma, which is also referred to as compassion fatigue or secondary victimization, is a natural reaction to
exposure to a survivor’s trauma. A person who identifies too strongly with a survivor may take on that survivor’s
feelings. Vicarious trauma is an “occupational hazard” for helpers which can cause stress and impact the overall
effectiveness of helpers.
Be alert to signs of disaster trauma in staff, volunteers and disaster victims and take steps to alleviate stress.
Possible psychological symptoms:
Irritability or anger Mood swings
Self-blame or the blaming of others Sadness, depression, and grief
Isolation and withdrawal Denial
Fear of recurrence Feeling helpless
Feeling stunned, numb, or overwhelmed Concentration and memory problems
Relationship conflicts/marital discord
Possible physiological symptoms:
Loss of appetite Increase in alcohol or drug consumption
Headaches or chest pain Nightmares
Diarrhea, stomach pain, or nausea The inability to sleep
Hyperactivity Fatigue or low energy
Public Health Authorities
When shelter population has numerous medical cases or people with special problems requiring more than the usual
care that Emergency Health Services personnel can offer, the Shelter Manager and Emergency Health Services Unit
should contact the San Bernardino County Public Health Department and inform them that public health intervention
is needed or request that they assist with a temporary infirmary.
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
1
POINTS OF DISTRIBUTION
(POD) MANAGER
JOB AID
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
2
POINTS OF
DISTRIBUTION (POD)
Points of Distribution are centralized locations where the public picks up life sustaining commodities
following a disaster or emergency. Food and Supply POD (Point of Distribution) Units at various
parks throughout the City should be considered to address the needs of those who decide to shelter
in place or the homeless population who may not feel comfortable going to a shelter.
POD's can accommodate vehicle traffic (drive-thru), pedestrian traffic (walk thru), and mass transit
traffic (bus or rail). However ideally, POD’s should be continuous drive through sites at which the
public does NOT get out of their vehicle; rather they drive through the site where volunteers load
resources into the trunks of cars and the public can obtain information. Meals distributed through
PODS should be MRE’s (Meals Ready to Eat). Other commodities provided can include, but are not
limited to, shelf stable food, bottled water, and limited amounts of ice, tarps, and blankets.
Each person or vehicle receives a set amount of supplies. The recommended amount is for each
person/vehicle to receive enough for a household of three. The amount of supplies provided will differ
depending on the type of transportation used. For instance, more supplies are provided to someone
in a car than to a pedestrian who must hand carry items.
Coordinate with the CSD DOC and EOC Public Information Officer (PIO) on informing the community
regarding POD locations via phone calls, e-mail, Facebook, Twitter, Radio Public Service
Announcements and RCTV.
The POD Team consists of:
• POD Manager • Site Security
• Support Team Leader • Fork Lift Operator (if needed)
• Traffic Control • Pallet Jack Operator (if needed)
• Loaders
The POD Team supports the loading line by:
• Resupplying loading points
• Unloading bulk commodities
• Maintaining traffic control
POD Manager
The POD Manager has overall responsibility for the safe operation of the POD. This includes all staff
and resources on site throughout the activation. The POD Manager reports to the Emergency Shelter
Manager for guidance and information. The POD Manager is also the primary safety officer and
ensures all operations are conducted in a safe manner for the staff and the POD customers. In
addition, the POD Manager:
Ensures equipment used on site has been inspected, maintained and used in a safe manner.
Coordinates supply truck movement on site.
Conducts resupply operations including overseeing the downloading of commodities
and resupplying the loading line.
Maintaining accountability of all commodities received, on hand, and distributed from the site.
Maintaining all paperwork relating to resource accountability and providing daily resource
reports to the FES Supervisor.
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
3
Support Team Leader
The Support Team Leader oversees the sustainment of staff operations including:
Restrooms • Staff Feeding
Break Areas • Establishing Shift Schedules
Trash Removal
Traffic Controller
The Traffic Controller manages the movement of all vehicles through the POD; not just customer
vehicles. The Traffic Controller directly controls the movement of vehicles and oversees the safety
of loaders. If available, traffic cones and delineators should be used to designate lanes. All issues
with customer vehicles, such as breakdowns, are coordinated with and directed by the Traffic
Controller or Support Team Leader.
Loading Team
The Loading Team consists of a:
Loading Team Leader • Loaders • Site Security Officer
Loading Team Leader
The Loading Team Leader supervises the following:
Loading of supplies into customer vehicles
Ensuring the Loading Line has adequate supplies
Oversees site security and coordinates with local law enforcement for assistance
Loaders
Loaders are responsible for loading set quantities of supplies into customer vehicles. Loaders
also coordinate with the Support Team Leader for resupply of the loading line.
Site Security Officer
Site Security Officer is responsible for securing the POD site and ensuring/maintaining good
order as well as being the primary staff member that will work with angered or agitated
customers. The Site Security Officer should be a law enforcement officer or an individual
trained in security operations.
Forklift Operator
The Fork Lift Operator manages the movement of pallets to and from the resupply vehicle(s). This
includes resupplying the loading line. Fork Lift Operators must be qualified to operate the
equipment.
Pallet Jack Operator
The Pallet Jack Operator is responsible for the movement of pallets to and from the loading line and
removing empty pallets. Pallet Jack Operators must be familiar with the equipment.
Developing POD Site Layout
When developing the POD site layout, there are several considerations to keep in mind:
What type of POD? Vehicle, pedestrian or mass transit? There are different set up
requirements for each.
Are there entrance and exit concerns? Is there more than one entry/exit point?
What is the traffic flow around the site? Will residents have to cross a busy street? Will
having a POD at this location halt the surrounding traffic and cause a traffic jam? Will
this site impede emergency response vehicles?
Are there turns within the site or at the entry/exit points that require extra maneuvering?
Can large semi trucks get in and out without assistance?
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
4
Prior to setting up and activating a POD, make sure there are no hazards threatening the
site or staff. Is the POD in a location that may flood? Is there debris on the site that
could injure someone? Consider new hazards the disaster has created. Is there a
structure that could fall on the POD? Is there a fire burning nearby that could affect the
site?
A POD is divided into three areas:
The supply line is where supply trucks, usually tractor-trailers, have room to unload. This
area also includes staff care facilities including restroom facilities and rest tent. Having
an informational bulletin board in the rest tent is a good way to keep your staff updated.
The loading area is where supplies are kept waiting on stacked pallets to be distributed to
the public. This is also where loaders wait while vehicles are moving through the
Vehicle Line.
The vehicle line is where the public drives through to get supplies. Entry into the vehicle
line occurs only when all vehicles have come to a complete stop and the Traffic
Controller has instructed the staff to “LOAD”.
1
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
REGISTRATION UNIT
JOB AID
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
2
Duties: Responsible for providing complete, legible and accurate information on the evacuees at the shelter.
The Registration Unit Supervisor should brief and prepare staff to answer common questions from new evacuees as
well as ensuring that a simple record is kept of every person who is housed at the shelter.
Responsibilities:
• Ensure that all shelter occupants are registered upon arrival.
• Maintain a system for checking occupants in and out when they leave for any period of time.
• Manage the system of record keeping for shelter registrations.
Activation Phase:
• The Shelter Manager will assign an area for the setup of the Registration Unit. This area should be as close as
possible to the main Shelter entrance and should be easily accessible by anyone entering or exiting the shelter.
• Allow enough space for a waiting area.
• Provide enough tables and staff to ensure that evacuees are registered in a reasonable amount of time.
• Post signs directing evacuees to the registration area and signs clearly marking the registration desk/tables.
• Recruit volunteers to translate and prepare signs for shelter evacuees who are non-English speaking.
• To support effective registration efforts and provide a secure environment, use only one entrance to the
building, if possible. Position shelter staff at other entrances to direct shelter evacuees to appropriate areas.
However, fire exits should never be blocked.
• When evacuees arrive at the Emergency Shelter they should be directed to the reception/registration desk
where they will be required to complete the American Red Cross (ARC) registration form. If form is
unavailable, a plain 3 x 5 card or piece of paper may be used until supplies arrive. The following Information is
needed:
o Last, first, and middle names for husband and wife Any health problems.
(include wife's maiden name). Pre-emergency address.
o Home address. Pre/Post disaster, if different Contact phone number
o Date arrived in the shelter; date departed. Pets needing shelter
o Names and ages of all family members. Pets needing shelter
• Use one form, one card, or one sheet of paper for each family. A family usually consists of all persons living in
a household.
• Shelter residents may be issued an I.D. bracelet for bed assignments.
• Registration forms should be kept in an alphabetical file at the registration desk and forwarding the other to the
shelter manager’s file. A running total of the number of residents housed at the Shelter should be kept and
reported to the Shelter Manager periodically.
• If registration workers are not available recruit shelter evacuees and volunteers to assist with registration.
• Indicate in the margin of the registration form those shelter evacuees who would like to volunteer for specific
shelter jobs.
• Refer the following persons to the Health Services Unit:
o Ill or injured persons
o Those on special medications or diets
o Those who claim to have medical training and willing to assist.
• The Health Services Unit staff should be located near the registration desk to help screen arrivals at the shelter
that may need medical attention.
• After registering, advise evacuees what services are available to them at the shelter and if they need
assistance with any basic needs.
• Once registered, evacuees should be directed to the Dormitory Unit area for bed assignment.
• If an evacuee should require any special care, the specific unit should be notified by the Registration staff and
noted on the evacuees registration form.
• Set up necessary forms and office supplies (name badges, pens, pencils, staplers, etc) when able. Limited
forms and supplies will be available from the Emergency Supply Tub, which will be distributed by the Shelter
Manager. Coordinate additional supplies needed through the FES Unit.
• Begin checking shelter residents in/out as soon as possible.
REGISTRATION UNIT
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
3
Operational Phase:
• Place a sign at each shelter exit reminding those leaving the shelter temporarily to please use the Check In/Out
form. Also have a sign advising those evacuees who are leaving the shelter permanently, to please check out
with the registrar. It is important to track those leaving for other accommodations so that an accurate shelter
population number can be reported to the Shelter Manager.
• The evacuee(s) should be encouraged to leave a forwarding address and/or contact number, should the need
arise to contact them (i.e. relatives/friends are trying to contact them, etc.). This information should be noted
on their registration form.
• Periodically the Dormitory Unit will forward a copy of the bed assignment list to the Registration Unit, who will
then make a note of the bed assignment number on the evacuee’s registration form.
• Shelter Manager and PIO should inform registration staff of any predetermined media.
• Media representatives are not allowed access to the Shelter Dormitory area and Shelter Residents without
prior approval from the Shelter Manager. Statements to the Press are only to be done by the designated EOC
Public Information Officer (PIO). Please refer all questions from the Press to the EOC PIO.
• With the exception of service animals, pets are not allowed inside the shelter. Direct evacuees with pets to the
Emergency Animal Shelter. If an area has not yet been designated for pets, request assistance from the
Shelter Manager. (After registering, if pet owners prefer to stay with their pet they may set up a cot in the
Animal Shelter portion - if room permits.)
• Visitors must sign the Shelter Visitor Check In/Out Form at the Registration Desk and will be given an I.D.
Badge, which must be worn at all times in the shelter.
• Train staff/volunteers on assigned duties. Document hours worked daily by staff and volunteers.
• If there is an Emergency Animal Shelter on-site, only those who have a pet sheltered at this facility and who
have proper identification will be allowed into the Animal Shelter portion of this facility.
Check Out Procedures
Whether an evacuee is just temporarily leaving the shelter or leaving on a permanent basis, the following procedure
should be followed:
• If just checking out temporarily, evacuee should sign out on the Shelter Resident Check In/Out Form,
preferably with an expected time of return and a way to contact them should the need arise.
• Once information is recorded, the Registration Form should be placed in a file marked “Checked Out”.
• Registration staff should note bed assignment number on the evacuee’s Registration form and notify the
Dormitory Unit that the assigned bed is no longer needed.
• If a large number (10 or more) of evacuees have permanently checked out prior to a meal, advise the Feeding
Unit as soon as possible so they can adjust the number of meals to be served.
Deactivation Phase:
• Ensure shelter registration forms are forwarded to the appropriate location as instructed by the Shelter
Manager.
• Inventory all remaining supplies in the Unit and develop a list of items used that need to be replaced in the
Emergency Shelter Tub. If items used were from the facility, and not City property, make arrangements for
replacement or reimbursement. Forward list to Shelter Manager.
• Return loaned equipment or items to owners. All other items City-owned items (supplies, equipment, etc.)
should be returned to appropriate storage area.
• Check with facility staff as to where table and chairs that were used for Unit set up should be stored. Break
down tables and stack chairs if needed.
• Check with Shelter Manager to see if assistance is needed in other areas with regard to shelter closure.
• After shelter has closed, Unit Supervisor should prepare and submit a report of the Unit’s activities, noting
accomplishments, problems, solutions and recommendations for future operations.
Other Shelter Considerations
A.D.A. Compliance
Depending on the type, circumstance and urgency of the emergency situation, Emergency Shelter Managers should
make every effort to meet the A.D.A. Guidelines in order to ensure that sheltering programs are accessible to people
with disabilities, including individuals who use wheelchairs. For additional A.D.A. information, please refer to page
513 of this manual.
City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
4
Unaccompanied Minors
During any emergency disaster, the Shelter Manager, on behalf of the City of Rancho Cucamonga, will assume care,
custody and control of any "unaccompanied minors" who may be without parents, guardians or responsible relatives
during the disaster and/or as a result of it. The Shelter Manager may designate staff to oversee the safety and well-
being of the children until the Rancho Cucamonga Police Department can be contacted to discuss involvement of
county Child and Protective Services resources, necessary. The children under the City’s care should be housed in a
separate area from the general population until the transfer to the appropriate county agency occurs. Should
unaccompanied minors arrive at the shelter, Registration staff should contact the Shelter Manager immediately.
Unaccompanied Elderly with Diminished Capacity
During any emergency disaster, should any elderly evacuees arrive who seem to have diminished physical or mental
capacities and do not have a caretaker with them, the Emergency Health Unit should be contacted immediately.
These evacuees, under the City’s care, should be housed in a separate area from the general population until the
transfer to the appropriate county agency occurs. Registration staff should process the individual(s) as much as
possible while working on transferring them over to the Emergency Health Unit. Once transferred, the Emergency
Health Unit should contact, if possible, the San Bernardino County Adult Protective Services (1-877-565-2020) to
arrange transfer of care, custody and control to the county agency.
Unaccompanied Persons with Access & Functional Needs or Mentally Disordered Persons
During any emergency disaster, should any Persons with Access & Functional Needs evacuees arrive, or anyone
who may seem to have a Mental Disorder and do not have a caretaker with them, the Emergency Health Unit should
be contacted immediately. These evacuees, under the City’s care, should be housed in a separate area from the
general population until the transfer to the appropriate county agency occurs. Registration staff should process the
individual(s) as much as possible while working on transferring them over to the Emergency Health Unit. Once
transferred, the Emergency Health Unit should contact, if possible, the San Bernardino County Child Protective
Services Division (for minors) or the San Bernardino County Adult Protective Services at 1-877-565-2020 (for adults),
to arrange transfer of care, custody and control to the county agency.
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
SHELTER MANAGER
JOB AID
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
Objective: To provide supervision and administrative support for the shelter and ensure that the basic needs of
shelter occupants are met.
The Shelter Manager will be a City employee who will oversee the operations of a shelter when activated. American
Red Cross (ARC) may take over full responsibility of the shelter, if they have the personnel to do so.
Responsibilities:
• Provide supervision and administrative support for the shelter.
• Ensure that the needs of shelter occupants are being met.
• Establish security measures including taping off restricted areas (Shelter Manager’s office, staff areas, storage
areas, etc.), ensure that exits are kept cleared, establish traffic control in parking lot and pedestrian flow in the
shelter. If needed, request assistance from the Food, Equipment and Supplies (FES) Unit for obtaining caution
tape, cones, delineators and/or barricades.
Activation Phase:
• When notified of activation by the CSD DOC or the EOC obtain the following information:
o Nature of emergency
o Shelter assignment location
o Estimated shelter population
o Name of facility contact person
o Names of CSD DOC Director or EOC contacts
o ARC contact names and phone numbers
• If time allows, pack personal items: clothes, toilet items, blanket, etc.
• Retrieve Shelter Manager's Supply Tub and File Boxes from City Hall CSD, Sports Center or Central Park.
• Review CSD’s Mass Care and Shelter Plan.
• Work with law enforcement or Citizen’s On Patrol (Rancho PD) to arrange for security inside and outside the
facility.
• Establish procedures for controlling traffic and parking. Cones, delineators and/or barricades may be needed
and should be available through the City Yard. Coordinate how to obtain of these items through the Food,
Equipment and Supplies Unit.
Upon arrival to the shelter:
• If evacuees are already on-site, if possible, get people to safety and out of the weather. Set aside an area for
people to wait comfortably until shelter has been cleared for occupancy.
• Establish and maintain contact with the CSD DOC Director.
• Conduct a pre-occupancy inspection using a Self-Inspection Worksheet (located in supply tub) and assess the
general condition of the facility, citing pre-existing damage. Take pictures and log all areas of use for the shelter
and any existing supplies and equipment, should they need to be used and replaced.
• Survey and lay out the space plan for the shelter.
• Order start-up supplies and equipment and request any support needed such as Security, Ham Radio Operators,
Public Information Officer or Emergency Health Services personnel through the CSD DOC Director
• Assess feeding options and discuss recommended solutions with the CSD DOC and/or the EOC. Meet with
Feeding Unit Supervisor or, if the site has one, an on-site food service manager to discuss Food Unit procedures.
• Put up shelter signage both inside and out.
• Ensure that copies of shelter registration forms are filed and stored for future reference.
Operational Phase:
• Open the shelter when ready. (If evacuees are waiting, the facility may need to be partially activated
immediately if building is habitable).
• Organize and brief Unit Supervisors upon their arrival to the shelter. Once briefed, Supervisors are to begin
staff assignments for tasks in their Unit, as outlined in their job aids.
• Maintain regular communications with the CSD DOC Director or EOC. Provide Shelter Daily Report
information and provide supply needs, problems and plans.
• Establish and meet regularly with the Shelter Unit Teams and ensure that the physical and mental needs of
evacuees and staff are being met. Develop plans to meet these needs and request assistance if necessary.
SHELTER MANAGER INFORMATION
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
• Establish staff meetings at the beginning of each shift to share important updates to the entire staff.
• Establish a shelter log of all significant information, problems, solutions and actions taken.
• Conduct staff meetings. Include updates on emergency recovery and shelter operations, direction and advice
from the CSD DOC or the EOC, and status of problems and resolutions. Identify needs for evacuees, staff,
supplies, and systems. Address rumors.
• Monitor emergency and recovery efforts and plan for closing of the shelter.
• Develop plans for maintaining the shelter until closing is possible, including staffing and supply needs.
• Inspect the facility, including the kitchen, dormitories, bathrooms, exterior and registration area and ensure that
evacuees' needs and health standards are being met.
• Set up a bulletin board to provide shelter evacuees with shelter information. Place well inside shelter to maintain
privacy of information. Include items such as: messages, information and shelter rules and routines, such as
lights-out time. (consider persons with access and functional needs)
• Keep all reports in one area. Don’t let them become scattered. Shelter Manager’s Assistant should help with
this, keeping track of all reports, finance records, etc. and forwarding them to the CSD DOC or the EOC Health
and Welfare Branch as needed.
• Provide shelter status reports daily to the CSD DOC Director and EOC.
• Remember to take some relief time for yourself; keep well nourished.
Deactivation:
• Communicate plans to close the shelter with the CSD DOC or the EOC and community well in advance
of the actual closing.
• Coordinate with the ARC to ensure placement of all remaining shelter occupants.
• Consult with the CSD DOC, EOC or ARC about disposal/donation of all food and supplies.
• Complete an inventory of all food supplies owned by the facility that was used as a shelter, and forward this to
the CSD DOC or the EOC.
• Return all rented or borrowed equipment to the owners. Send the CSD DOC or the EOC signed receipts for
such equipment.
• Arrange for the cleaning of the facility and have it returned to pre-emergency condition.
• Consult with the CSD DOC or the EOC about transfer or release of staff.
• Prepare a thank-you list of other voluntary organizations, vendors or staff to be thanked and recognized.
• Forward all Shelter files to the CSD DOC or the EOC.
• Prepare a narrative report on the operation and submit it to the CSD DOC or the EOC. Include the shelter
location and dates of operations, summary of services provided, problems and recommendations.
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Mass Care and Shelter Annex
SHELTER MANAGER’S EMERGENCY SHELTER SUPPLY KIT
Below is a list of items that are suggested for the operation of the Shelter Manager. These supplies may be found at
City Hall-CSD, RC Sports Center and Central Park and should be used first before procuring additional supplies.
Forms:
10 Incident Report Forms 10 Injury Report Forms
Offices Supplies:
12 Pencils 1 box push pins 2 boxes paper clips (small) 3 pencil
sharpeners 3 manual hole punch 2 boxes paper clips (jumbo) 12 red
ballpoint pens 4 clipboards (letter & legal size) 2 whistles
12 blue ballpoint pens 3 rolls Scotch tape 1 3-ring binder with tab dividers
12 black ballpoint pens 1 package rubber bands 1 roll yellow caution tape
4 steno pads 3 scissors 2 rolls painters blue tape
6 letter size note pads 20 file folders 3 rolls duct tape
6 - 5 X 8 notepads 24 file folder labels 1 roll packing tape
3 phone message books 4 large black markers 5 - 3 X 3 post-its
1 box safety pins 4 highlighters (various colors) 3 rulers / 1 Measuring Tape
2 flashlights 100 face masks 1 box medical gloves
Flashlight batteries 1 Box Ear Plugs 1 first aid kit
1 extension cord 2 “in box” trays 1 receipt pouch
20 - 6 X 9 manila envelopes 1 power strip cord 1 expanding file folder
20 - 9 X 12 manila envelopes 3 staple removers 1 box binder clips – all sizes
3 staplers 1 box staples 2 white-out tape
Temp. Name Badges (Red/Volunteer) Temp. Name Badges (Blue/Staff) Temp. Name Badges (Green/Visitors)
1 package 3" x 5" cards 1 – 3” X 5” file box Log books for Shelter Mgr & Unit Supers
City of Rancho Cucamonga
ANIMAL CARE AND SHELTER ANNEX
City of Rancho Cucamonga 2023 Emergency Operations Plan
Animal Care and Shelter Annex
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RECORD OF CHANGES
Each revision or correction to this Annex must be recorded. The record contains the date,
location, and brief description of change, as well as who requested or performed such
change.
Date Section/Page Description of Change Changed By
City of Rancho Cucamonga 2023 Emergency Operations Plan
Animal Care and Shelter Annex
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PAGE INTENTIONALLY LEFT BLANK
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CONTENTS
RECORD OF CHANGES.................................................................................................................... i
CONTENTS ..................................................................................................................................... iii
1 PURPOSE, SCOPE, SITUATION, AND ASSUMPTIONS ........................................................ 1
1.1 Purpose ............................................................................................................................. 1
1.2 Scope ................................................................................................................................ 1
1.3 Authorities and References .............................................................................................. 2
1.4 Assumptions ..................................................................................................................... 2
1.5 Animal Considerations ...................................................................................................... 3
2 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES .............................................. 5
2.1 City of Rancho Cucamonga Responsibilities ..................................................................... 5
2.1.1 Animal Services Department ................................................................................................ 5
2.1.2 Emergency Management ...................................................................................................... 6
2.1.3 Public Works Services Department ....................................................................................... 6
2.1.4 Police Department ................................................................................................................ 6
2.2 County Departments ........................................................................................................ 6
2.2.1 San Bernardino County Animal Care and Control (SBCACC) ................................................. 6
2.2.2 San Bernardino County Office of Emergency Services (SBCOES) .......................................... 7
2.2.3 San Bernardino County Department of Public Health (SBCDPH) .......................................... 7
2.2.4 County Sheriff Posse ............................................................................................................. 7
2.3 State .................................................................................................................................. 7
2.3.1 California Department of Fish and Wildlife (CDFW) ............................................................. 7
2.3.2 The California Department of Food and Agriculture (CDFA) ................................................ 8
2.3.3 California Animal Welfare Association (CalAnimals) ............................................................ 8
2.4 Federal .............................................................................................................................. 8
2.4.1 Federal Emergency Management Agency (FEMA) ................................................................ 8
2.4.2 American Society for the Prevention of Cruelty to Animals (ASPCA) ................................... 9
2.4.3 Alta Loma Riding Club ........................................................................................................... 9
2.4.4 Fleet of Angels – West Coast ................................................................................................ 9
2.4.5 Hold Your Horses Evacuation ................................................................................................ 9
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3 CONCEPT OF OPERATIONS ............................................................................................. 11
3.1 Terminology .................................................................................................................... 11
3.2 Evacuation ...................................................................................................................... 11
3.2.1 Staging ................................................................................................................................. 12
3.2.2 Routing ................................................................................................................................ 12
3.2.3 Dispatching Evacuation Teams ........................................................................................... 13
3.3 Shelter Activation ........................................................................................................... 13
3.3.1 LARGE animal evacuation CENTERS .................................................................................... 14
3.4 Staffing ............................................................................................................................ 14
3.4.1 Volunteer Positions for Remote Animal Shelter Operations .............................................. 15
3.5 Shelter Layout ................................................................................................................. 15
3.6 Registration and Tracking ............................................................................................... 15
3.7 Animal Care .................................................................................................................... 16
3.7.1 Horse Behavior and Horse Handling in an Emergency ....................................................... 17
3.8 Reuniting Animals with Owners ..................................................................................... 17
3.9 Lost or Escaped Animal ................................................................................................... 17
3.10 Euthanasia During Disaster Operations .................................................................. 17
3.11 Wildlife and Exotic Animals .................................................................................... 18
3.12 Documentation and Time-Keeping ......................................................................... 18
3.13 Demobilization ........................................................................................................ 19
4 DIRECTION, CONTROL, AND COORDINATION ................................................................ 21
4.1 Command Responsibility for Specific Action .................................................................. 21
4.2 Communications ............................................................................................................. 21
4.3 Public Information .......................................................................................................... 21
5 ADMINISTRATION, FINANCE, AND LOGISTICS ................................................................ 23
6 PLAN MAINTENANCE ...................................................................................................... 25
Tabs ............................................................................................................................................. 26
Tab 1: Acronyms and Abbreviations ..................................................................................... 26
Tab 2: Forms ......................................................................................................................... 27
Tab 3: Supplies Needed for Remote Animal Shelter Operations ......................................... 31
Tab 4: Animal Shelter Unit Job Aid ....................................................................................... 32
City of Rancho Cucamonga 2023 Emergency Operations Plan
Animal Care and Shelter Annex
1
1 PURPOSE, SCOPE, SITUATION, AND ASSUMPTIONS
1.1 PURPOSE
This annex is intended to provide guidance on addressing the needs of owners and their animals
during a disaster, including guidance for the rescue, transport, sheltering, care, disease control,
euthanasia, and disposal of animals during emergency situations. Although protecting human life
is the highest priority in emergency response, recent disasters and follow-up research have
shown that proper preparation and effective coordination of animal issues enhance the ability of
emergency personnel to protect both human and animal health and safety. It is much more
efficient, effective, and inexpensive to develop plans to address animal issues before an incident
than during one.
1.2 SCOPE
This annex has been developed to address the City's needs regarding the evacuation, sheltering,
and general care of animals during disasters. The Animal Care and Shelter Annex focuses on the
needs of animal care and provides guidance for the needs of livestock.
This annex provides the following information:
• Authorities and references for the implementation of animal care during disasters
• Concept of operations to carry out animal care during a response
• Agencies and organizations involved in supporting the animal care
• Roles and responsibilities of jurisdictions and agencies regarding animal care during a
disaster
• Guidance to provide a coordinated animal response that is compliant with both
the Standardized Emergency Management System (SEMS) and the National
Incident Management System (NIMS) and all relevant County, State, and Federal
laws
For the purposes of this annex, animal care includes:
• Rapid Needs Assessment. This includes identifying animal needs such as
evacuation, transportation, feeding, sheltering, medical care, and humane
euthanasia.
• Evacuation/Transportation. This includes removing animals in preparation for a
disaster or response to a disaster-affected area. Evacuation/transportation
operations will coordinate with shelter operations.
• Search and Rescue. This includes the identification of rescue needs and
coordination with local and state agencies. Search and rescue operations will be
coordinated with evacuation/transportation operations.
• Care and Sheltering. This includes immediate care and the long-term sheltering
needs of displaced animals. This will be coordinated with the Care and Shelter
Branch and pre-designated shelter locations.
City of Rancho Cucamonga 2023 Emergency Operations Plan
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• Animal Identification System. This includes the physical identification of animals
and the documentation of owner information for reunification.
• Livestock Management. This includes coordination with the state agriculture
resources for the care of livestock.
• Veterinary Care and Services. This includes the immediate assessment of animal
medical needs and long-term medical needs within the animal shelter.
Coordination will occur with a local shelter and clinic veterinarians.
• Disease Control/Decontamination. This includes a response to foreign animal
disease and the need for the decontamination of animals. Disease
control/decontamination will be coordinated with the County Agriculture
Commissioner and California Department of Food and Agriculture (CDFA) as
needed.
• Euthanasia/Mass Mortality Management. This includes the coordination of proper
euthanasia and/or disposal of mass numbers of animal carcasses. In most cases,
this will occur during a disease outbreak and will be coordinated through the
Agriculture Commissioner, the Department of Agriculture, the CDFA, and, if
needed, the U.S. Department of Agriculture (USDA). The Environmental Health
Division will provide local permitting support to landfill animals and will work with
State Air Board, State Water Board, and California Environmental Protection
Agency (Cal EPA) on disposal issues.
• Reunification. This includes tracking animals to ensure they are reunited with their
owners following a disaster or shelter operation.
1.3 AUTHORITIES AND REFERENCES
County
• San Bernardino County Emergency Operations Plan
• San Bernardino County Emergency Animal Evacuation, Sheltering, and Disaster Plan
City
• City of Rancho Cucamonga Emergency Operations Plan
1.4 ASSUMPTIONS
This annex was developed and will be implemented based on the following assumptions:
• This Animal Care and Shelter Annex for the City of Rancho Cucamonga EOP
includes information on considering animals during an emergency response,
resulting in more cooperation and coordination with the affected human
population. The priorities for emergency management include the protection of
life, property, and the environment. In many cases, animals are considered part of
the family and can drastically affect the ability to respond to and evacuate the
human population.
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• The sheltering and protection of animals are the primary responsibility of the
animal owners.
• The inability to evacuate animals is a leading cause of evacuation failure in
disasters. Failure to evacuate may endanger both the responders and the citizens.
In addition, people will frequently try and re-enter an area to retrieve animals left
behind, putting them and emergency personnel at risk.
• While some animal owners will be able to evacuate and shelter their animals
during a disaster, many people will not have the resources to do so, including those
with access and functional needs, mental and/or medical health conditions, limited
mobility, and language or cultural barriers.
• Other local, county, and State agencies may have jurisdictional responsibilities for
the care and treatment of animals. This annex will be implemented with the
coordination and cooperation of all necessary jurisdictions and organizations.
1.5 ANIMAL CONSIDERATIONS
The PETS Act (Pets Evacuation and Transportation Standards Act of 2006) directs state and local
emergency preparedness plans to address the needs of people with pets and service animals
prior to, during, and after a major disaster.
The Rancho Cucamonga Animal Center cares for more than 5,000 animals annually, including
dogs, cats, small pets, and wildlife. The Animal Center is a part of the City of Rancho Cucamonga's
public safety team, which includes Police, Fire, Animal Services, and Community Improvement.
The Center is an open-admission municipal shelter that accepts and cares for all animals residing
in the city regardless of the animal's health, behavior, or adoptability. The Animal Center is
located at 11780 Arrow Route.
Animal Service Officers work 24/7 to rescue, protect and provide for animals in need. The Animal
Services Department is also responsible for issuing animal licenses and the enforcement of local
and state laws about domesticated and wild animals. The City Animal Services Department
provides the following services:
• Rescuing injured animals
• Capturing at-large or stray animals
• Investigating animal bites and attacks
• Removing dead animals from public property
• Enforcing leash laws and local ordinances
City of Rancho Cucamonga 2023 Emergency Operations Plan
Animal Care and Shelter Annex
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• Euthanizing severely injured animals
• Investigating reports of animal cruelty
• Provides care and housing for strays and surrendered animals
City of Rancho Cucamonga 2023 Emergency Operations Plan
Animal Care and Shelter Annex
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2 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES
2.1 CITY OF RANCHO CUCAMONGA RESPONSIBILITIES
Several jurisdictions, agencies, and organizations will be involved during an emergency response.
The number of entities is flexible and will change with the magnitude of the disaster. This annex
will assist the Animal Services Branch (ASB) in the EOC in coordinating with other organizations
and entities, and the City will endeavor to work together with these entities to coordinate animal
efforts. The ASB will serve as the point-of-contact and animal representative within the EOC and
will work with outside agencies, organizations, and stakeholders as needed.
2.1.1 ANIMAL SERVICES DEPARTMENT
The Animal Services Department is Responsible for staffing the ASB when the City EOC is
activated.
• The ASB coordinates care and shelter for animals as required.
• Coordinate the provision of emergency shelters for equine and livestock at Animal
Shelters.
• Identify critically damaged department facilities and relocate staff and animals to pre-
designated alternate locations.
• Activate the facilities necessary for the continued housing of displaced animals, both wild
and domestic.
• Determines and requests animal medical and food needs at sites.
• Provides temporary corrals and/or trailers for equine and livestock.
• Establish and maintain liaisons with community groups that can support the
Department's field operations and expertise in the handling and maintenance of wildlife,
exotic animals, and livestock.
• Provide assistance and support for wildlife and exotic animals that may appear in urban
areas and threaten public safety.
• Provides assistance to those with service animals to reduce difficulties for persons and
animals.
• Notifies the Public Information Officer (PIO) in the EOC of affected areas and where
animals can be taken for temporary care and sheltering.
• Provides a representative to the ICP/Unified Command (UC) as required.
• Provides protection to residents threatened by animal-related conditions.
• Provides safe facilities for equine and livestock in need of confinement.
• Secures security at Temporary Emergency Large Animal Shelters.
• Provides shelter-in-place capability for guests, workers, and volunteers.
• Coordinate with volunteers on evacuations and sheltering of animals.
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• Continue service for the care and treatment of sick and/or injured animals.
• Establish and maintain procedures that will provide for the health and safety of the public
regarding zoonotic diseases following a major disaster.
• Identify and maintain a contemporary inventory of public and private facilities for housing
wild and domestic animals.
• Mobilize department personnel for response teams.
• Assist owners who cannot handle their animals when the situation warrants it.
• Respond to calls from people who are not home but have animals at home.
• Support the evacuation of wildlife as necessary to the incident.
• Establish tracking of animals under the care of Animal Services.
• Reunify animals with owners.
2.1.2 EMERGENCY MANAGEMENT
Coordinate the City's emergency planning and response efforts between City departments and
outside agencies, including animal support planning and response.
• Initiate local emergency declarations.
• Activate the City EOC.
2.1.3 PUBLIC WORKS SERVICES DEPARTMENT
The Public Works Services Department will deploy building and maintenance personnel as
necessary to fix any plumbing, electrical, carpentry, roofing, locksmith, heating, and air
conditioning issues in city-owned sheltering areas.
2.1.4 POLICE DEPARTMENT
As necessary or requested and as resources allow, provide security for sheltering, temporary
distribution centers, and other emergency facilities.
2.2 COUNTY DEPARTMENTS
2.2.1 SAN BERNARDINO COUNTY ANIMAL CARE AND CONTROL (SBCACC)
In support of human evacuations, SBCACC is responsible for facilitating domestic animals'
evacuation utilizing SBCACC staff, allied agencies, and volunteer organizations. They provide
sheltering for any animals that are removed from an evacuation zone by their owners, volunteers,
or SBCACC. The animals will be maintained at the shelters until the evacuees can safely return to
their homes or at such time as determined appropriate by SBCACC management.
• Supports the feeding of animals by coordinating with Animal Services.
• Provides resources through automatic aid requests between the City EOC and the Office
of Emergency Management (OEM).
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• Patrols unincorporated areas of the city to rescue domestic animals displaced by
catastrophic events during disaster response operations in the operational area.
• Depending on the circumstances, it provides emergency animal housing at its shelters and
may also set up temporary emergency animal shelters to assist persons who have taken
their animals from evacuated areas during disaster response operations in the
operational area.
2.2.2 SAN BERNARDINO COUNTY OFFICE OF EMERGENCY SERVICES (SBCOES)
• Animal Services will coordinate with County OES on care issues, including care, shelter,
and possible public health concerns as needed
• Coordinate with the San Bernardino County Department of Public Health (SBCDPH) on
potential public health impacts on people and animals.
• Activate the OES EOC to support larger-scale mass care and sheltering activities.
• Coordinates requests for resources according to SEMS.
2.2.3 SAN BERNARDINO COUNTY DEPARTMENT OF PUBLIC HEALTH (SBCDPH)
• Provides and coordinates public health services during disaster response conditions.
• Addresses the County's veterinary public health and animal health emergencies specific
to identifying, controlling, and eradicating animal diseases.
o Protect, prevent, and detect threats and incidents involving wildlife or domestic
animals.
o Ensure immediate and humane eradication.
2.2.4 COUNTY SHERIFF POSSE
County Sheriff Posse consists of trained volunteers through the San Bernardino County Sheriff
Department's Volunteer Forces program. This program can provide assistance with trucks, horse
trailers, and experienced equine handlers. Since Rancho Cucamonga is a contract city, it has the
ability to request these resources through the Police Department on an as-needed basis.
2.3 STATE
2.3.1 CALIFORNIA DEPARTMENT OF FISH AND WILDLIFE (CDFW)
• Coordinates and communicates with other regulatory agencies to address wildlife and
exotic animal shelter and rescue needs in the event of an emergency.
• May be available to assist permitted facilities in the location of suitable alternative
housing for exotic animals as staff resources allow.
• May conduct warnings and assist in evaluating confined wildlife and exotic animals,
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including, but not limited to, those held under CDFW permits as staff resources allow.
• May coordinate the use of specialized personnel and equipment to recapture potentially
dangerous escaped exotic animals as staff resources allow.
• May assist with assessing lost or escaped exotic animals as deemed appropriate and as
staff resources allow.
• May assist with assessing oil-soaked birds or other animal species as deemed appropriate
by the CDFW's OSPR unit and as staff resources allow.
2.3.2 THE CALIFORNIA DEPARTMENT OF FOOD AND AGRICULTURE (CDFA)
The CDFA serves as the lead department for coordinating emergency activities related to food
and agriculture during State disaster response operations. The Department may assign primary
and support roles to those units within the Department that have the authorities, capabilities,
and resources necessary to meet emergency needs. If the disaster exceeds the local resources
and infrastructure capacity, CDFA may be called in for additional assistance. CDFA supports the
following emergency functions:
• Evacuation
• Care and Shelter
• Food and Agriculture
• Long Term Recovery
• Public Health and Medical
• Resources
2.3.3 CALIFORNIA ANIMAL WELFARE ASSOCIATION (CALANIMALS)
CalAnimals plays an important role in helping agencies statewide prepare for and respond to
emergencies and disasters. The CalAnimals Emergency Management Committee is made up of
experts from around the state that has hands-on experience managing the evacuation, care,
sheltering, and reunification of animals during some of the most significant disasters that have
taken place in California. These professionals serve as a critically important resource to our
members in providing training for preparedness and live support during disaster response.
2.4 FEDERAL
2.4.1 FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA)
Provides public assistance to support State and Local government recovery, including
reimbursements for emergency animal evacuation and animal sheltering activities, and provides
individual assistance to individuals impacted by the disaster.
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2.4.2 AMERICAN SOCIETY FOR THE PREVENTION OF CRUELTY TO ANIMALS (ASPCA)
Animal Services has established relationships with animal care groups, including the American
Humane Society, the American Society for the Prevention of Cruelty to Animals (ASPCA), and
other animal welfare groups. These groups can provide trained animal care personnel and
volunteers.
2.4.3 ALTA LOMA RIDING CLUB
The Alta Loma Riding Club has a trained group of community volunteers who comprise the Alta
Loma Emergency Response Team (ALERT). Working closely with the Rancho Cucamonga Fire
District and other agencies, the ALERT has a team trained and ready to assist in rescuing and
evacuating livestock in the City of Rancho Cucamonga and beyond with the approval and
assistance of Rancho Cucamonga Public Safety Agencies such as Police, Fire, and Animal Services.
Please note: The ALERT can only be dispatched with the approval of local public safety agencies.
2.4.4 FLEET OF ANGELS – WEST COAST
The purpose of the West Coast Equine Emergency and Disaster Response group provided by Fleet
of Angels (a 501(c)3 tax-exempt service organization) is to serve as a base camp via social media
where equine owners and caregivers can connect with equine transporters, foster facilities,
searchers and rescuers, horse-savvy handlers, hay and supply bank hosts, and other volunteer
service providers in situations where equines are at risk due to natural disasters in this area.
Equine evacuation, post-disaster search and rescue, recovery, fostering, emergency care, and
equine facility repair and relief may all be addressed with this organization. Fleet of Angels has a
National Equine Emergency Directory with an interactive map that can aid in finding emergency
assistance and services for horse owners.
2.4.5 HOLD YOUR HORSES EVACUATION
Hold Your Horses Evacuation is a nonprofit organization focused on helping livestock owners
during their time of need by providing emergency livestock evacuation during disasters.
Following disasters, they provide much-needed feed and supplies for affected livestock and their
owners. Hold Your Horses members receive training to prepare them for emergency evacuations
behind fire lines throughout the year. Their Strike Team is comprised not just of horse enthusiasts
but of firefighters, paramedics, police officers, vet techs, animal rescuers, nurses, ranchers, and
more.
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3 CONCEPT OF OPERATIONS
3.1 TERMINOLOGY
Animal – In this annex, "Animal" refers to small domesticated pets, equine, exotic animals,
livestock, and wildlife.
Equine – Refers to animals of, relating to, or characteristic of a horse, such as a pony, mule, burro,
or donkey. Equines are included in the definition of livestock animals, although they are raised as
pets and/or working animals, including assistance animals.
Exotic Animal –Includes non-domesticated animals maintained in an enclosed space by their
owner for personal, educational, rehabilitative, and/or commercial purposes. This definition
includes native and non-native species to the City of Rancho Cucamonga and its surrounding
physical environment.
Livestock – According to the United States Department of Agriculture, livestock includes cattle,
sheep, swine, goats, horses, mules, or other equine animals.
Wildlife – Refers to non-domesticated, free-roaming animals, including native and non-native
species.
3.2 EVACUATION
The evacuation and sheltering of animals are the primary responsibility of the animal owners.
Many owners will be able to care for their animals without the assistance of the City. The City
EOC will work to coordinate animal evacuation assistance, if needed, by planning the mobilization
of personnel, equipment/supplies, and facilities. Note: Although the City will make an effort to
plan for animal considerations during emergency evacuations, ultimately, the owners are
responsible for the evacuation and care of their animals.
Evacuation of an affected area is a large task that will require a significant amount of coordination
with all entities involved. The planning for animals and their owners during an evacuation will
increase the public's cooperation, ensuring that more people are out of harm's way.
Once the need is determined for an animal shelter, the first order of business will be to determine
the location based on the type of animals the shelter will be accepting:
• Small animals – dogs, cats, birds, etc.
• Livestock-type animals – horses, cattle, llamas, ostriches, etc.
• All animals
The primary location and first choice for all small animal evacuations will be the Rancho
Cucamonga Animal Center. This location will be used unless it is in the danger zone and until it
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has reached capacity. If a human shelter is established at a designated City facility, a need may
arise to shelter small domesticated animals at the human shelter. A temporary small animal
shelter may be established at these locations. Roles and responsibilities of Animal Services staff
at a small temporary emergency shelter can be found within this document (Tab 4), and Tab 6
(Animal Shelter Unit Job Aid) of the Mass Care and Shelter Annex. The Animal Services
Department Director or designee will oversee all animal sheltering operations.
If the evacuation site is outside the City's jurisdiction, coordination of activities and
responsibilities must be addressed with that jurisdiction's Animal Services staff. If the evacuation
site is on private property, written permission must be obtained from the property owner. Once
this decision is made, the Animal Services Branch shall advise the EOC PIO Team so that the public
can be updated with animal evacuation information.
3.2.1 STAGING
A staging location will be established for large-scale evacuations, whereby staff and volunteers
capable of evacuating large animals will meet and be dispatched. Animal Services will determine
the staging location with the following considerations:
• The location should be established as quickly as possible to initiate evacuation
procedures;
• The location can either be a large vacant lot or a paved parking area large enough to
accommodate a variety of trucks/trailers and free of hazards to these vehicles;
• The staging location should be within general proximity to the hazard or disaster but
safe from its effects.
3.2.2 ROUTING
The EOC / ICP will determine the evacuation routes as well as prioritize evacuation areas based
on the location, size, and scope of the incident. This information will be communicated to the
Animal Services Branch within the EOC as soon as it is determined.
• Evacuation areas will be prioritized to provide for the evacuation of animals in such a
manner that the most threatened area will be evacuated first;
• Routing will be based on the safest course available for the evacuation teams;
• Routing will also be based on the course that provides the best route of travel so as not
to impede emergency operations of fire and/or law enforcement, and routes shall be
mapped out and given to appropriate staff involved in the evacuation process;
• Advise staff entering any evacuation area to be mindful of various hazards such as other
vehicles, animals, debris, etc.
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3.2.3 DISPATCHING EVACUATION TEAMS
The Animal Services Branch will assign the Field Operations Coordinator or Dispatch Coordinator
to coordinate the following activities.
•Track assigned evacuation staff's location and assignments and ensure all pertinent staff
completes all emergency operations tracking logs.
•Evacuation Teams must be made aware of their responsibility upon dispatch – using
the recommended route, reporting to the dispatched area, completing paperwork for
each rescued animal, taking animals to the shelter site, and returning to the staging
location to be dispatched again;
•Using the Large Animal Intake Form (Tab 2 of this Annex), the Evacuation Teams will
record as much information as possible about the location from where the animal(s) is
taken, i.e., street address, identifying marks of the animal, etc. If the animal owner is
still on the property during an evacuation, the animal owner may be asked to complete
the paperwork.
•Owners who can transport their animals are encouraged to do so to free up the
Evacuation Teams for those who cannot self-transport.
•Animals that are difficult to manage or require technical rescue operations will be
reported to the Field Operations Coordinator or Incident Commander (IC), who will
decide how best to evacuate these types of animals.
3.3 SHELTER ACTIVATION
When a disaster in the city impacts animals, the Incident Commander will notify the Animal
Services Branch that there are animal concerns evident in the emergency response.
•If the IC establishes an Evacuation Branch, the ASB will support the Evacuation Branch
by designating a Field Operations Coordinator to the ICP.
•If the Animal Services Branch is activated, they will assign additional Animal Services staff
to support objectives for evacuations.
•The Animal Services Field Operations Coordinator will establish contact with the EOC to
request assistance with traffic control at the Temporary Emergency Large Animal Shelter
sites if needed.
•If a Temporary Emergency Large Animal Shelter is needed, the Animal Services Branch
will identify a location and notify the IC and Field Operations Coordinator of its
location. The EOC will notify other local large animal shelters of any evacuation that
may impact them.
•The ASB and the Animal Evacuation Coordinator will determine what supplies are
needed at the temporary shelters.
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• The ASB will forward the shelter location information to the Public Information Officer
(PIO) to publish shelter information.
3.3.1 LARGE ANIMAL EVACUATION CENTERS
The City has identified the shelter sites listed below for sheltering equine and livestock in case of
a disaster.
• Heritage Park Equestrian Center - 5546 Beryl Street, Alta Loma, CA
• Public Works Corporation Yard- 8794 Lion Street, Rancho Cucamonga, CA
Site selection and activation are based on the following factors: the emergency location, the area
to be evacuated, and the number of equine and/or livestock in need of temporary sheltering.
Each facility has the ability to set up corrals or stables that can be used as shelters. The Animal
Services agency representative in the City EOC or designee will contact the large animal facilities
for possible usage and authorization.
3.4 STAFFING
Animal Services Department is responsible for staffing the following positions when the Animals
Services Branch is activated in the EOC:
Animal Services Branch Director – This position should be filled by the Animal Services Director
or their designee. This position will oversee the entire animal evacuation operation.
Animal Evacuation Coordinator – This position should be filled by Animal Services personnel and
assigned by the Animal Services Director. This position will ensure the evacuation, staging, and
routing procedures are established and maintained throughout the incident. This position will be
the liaison at the ICP to the EOC.
Animal Shelter Coordinator - This position should be filled by Animal Services personnel and
assigned by the Animal Services Director. This position will ensure the shelter operation for small
and large animals is established and maintained throughout the incident. This position will be the
liaison at the shelter locations to the EOC.
The Animal Services Branch will be responsible for staffing the temporary emergency animal
shelters. Temporary Emergency Animal Shelter staff may include:
• Animal Services Supervisor(s)
• Animal Care Technicians
• Animal Control Officers
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• Registered Veterinary Technicians
• Veterinarians
Training for shelter staff and volunteers will be provided on-site as needed. This includes Animal
Services Volunteers and clerical staff. Animal Services assumes large animal owners will assist
with caring for their own equine and livestock. The Animal Services Branch will also maintain a
list of volunteers and their contact information.
3.4.1 VOLUNTEER POSITIONS FOR REMOTE ANIMAL SHELTER OPERATIONS
Volunteer positions may be considered for animal disaster response and recovery operations.
Many of the positions require multiple people to fill them. The disaster's magnitude and nature
determine the number of people and types of positions needed.
3.5 SHELTER LAYOUT
Animal Services will establish a secure perimeter with controlled access to the area. If activated
by the EOC, ASB will facilitate the ingress and egress of traffic movement through the Temporary
Emergency Animal Shelter facilities. Equine and livestock owners will deliver their animals to the
available shelter in their trailers. Animal Services staff and volunteers will deliver rescued animals
to the nearest shelter site. A registration area will be designated for intake and stocked with
supplies necessary for registration. A separate first aid area, decontamination area, and triage
area will be designated as appropriate. Animal Services will implement established safety
guidelines and protocols to protect the public from animal danger.
Tab 3 of this Annex contains a list of necessary supplies for remote animal shelter operations.
3.6 REGISTRATION AND TRACKING
Greeters at the reception center will direct disaster survivors with their animals to the Animal
Services Check-In Area. Animal Services staff and volunteers will:
• Deliver rescued animals to the Check-In Area.
• Register owner information, issue a paper of receipt of the intake and animal release
forms, and band the animal. Microchip information will be recorded where applicable.
o Animal Services will assign a number to the animal with the address of their rescue
location and owner/custodian information and enter all acquired information into
the Animal Services database.
• Issue paper receipts to the owner/custodian and Animal Services. Animal Services will
record the following information, if available, on paper receipts:
o Name of owner/custodian and prior address
o Name and type of animal
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o Owner and animal identification information
o Microchip information, where applicable
o Medical and behavioral information on the animal that the owner can provide
o Owner supplies (handling equipment and other important items)
o Animal Services Department contact information
• Take digital photos of animals with owners at the time of check-in for future identification
purposes and enter them into the Animal Services database.
• Take all animals to corrals or stables. Individual pens may be set up to separate stallions
from mares and/or other stallions.
• Prepare a master list at the Check-In Area indicating where the animal is placed in the
holding area according to their assigned animal number.
• Request the PIO to communicate with the public to bring some form of animal
identification, immunization papers, handling equipment (e.g., saddles, reins, halters,
nose leads), water, feed, buckets, and other important items with them.
Tab 2 of this Annex contains the Animal Intake Forms and the Animal Release Form.
3.7 ANIMAL CARE
Animal Services will provide security and basic care for animals at the animal shelters.
Security
• Animal Services staff will provide security at Temporary Emergency Animal Shelters and
coordinate security assistance requests through the EOC as necessary.
Feeding
• Animal Services is in charge of ordering and dispensing animal feed during disasters.
• Animal Services may accept food donations during emergencies at any of its facilities,
upon arrival by the Animal Services Branch within the EOC.
Medical and Health
• Trained Animal Services staff will triage and provide first aid to animals. Animal care
prioritization will be according to the severity of the animal's conditions.
• Animal Services staff will monitor animals for zoonotic diseases and infections to prevent
transmission and minimize the threat to human and animal health.
• Animal Services staff will isolate and quarantine diseased animals to protect human safety
and animal health.
• Under California law, the San Bernardino County Public Health Officer has the authority
to order the imposition of animal quarantine to prevent the spread of disease. Local law
enforcement officials are authorized to enforce quarantine and other measures to protect
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the public's health, as directed by local health officers.
• Animal Services Branch and assigned staff will work with appropriate departments and
outside agencies to handle waste and mortality management.
3.7.1 HORSE BEHAVIOR AND HORSE HANDLING IN AN EMERGENCY
A horse's natural instinct is to flee from danger. Regardless of training, most horses will be a
challenge to handle when panicked. Remember that horses can easily hurt would-be rescuers,
bystanders, property, and themselves. Only trained individuals with ASB approval should
handle horses in the event of an emergency.
3.8 REUNITING ANIMALS WITH OWNERS
Following the response phase of a disaster, animals will need to be reunited with their owners
during the recovery process. The Animal Services Branch (ASB) can obtain the documentation
that is provided by the shelter facility staff to coordinate the reunification process between animals
and their owners. ASB will work with the shelter staff to determine the necessary information
that will be distributed to animal owners and work with the Public Information Officer (PIO) to get
the message out to evacuees.
3.9 LOST OR ESCAPED ANIMAL
Livestock and exotic animals that are displaced and are roaming "at large" (i.e., lost or escaped)
may endanger themselves or the public. Large animal escapes can threaten public safety by
disrupting commuting lanes or impacting public health through possible exposure to zoonotic
diseases.
• All animal control officers and animal care technicians receive training with respect to
large animal handling.
• The capture, transportation, and housing of exotic animals have historically been left to
the permittees (owners).
• The California Department of Fish and Wildlife will consult on issues regarding roaming
exotic animals, communicate with local operation efforts, and coordinate with other
regulatory agencies, including Animal Services.
3.10 EUTHANASIA DURING DISASTER OPERATIONS
In the case of a disease outbreak or high mortality rates due to a natural or human-made disaster,
there may be a need for mass euthanasia and burial of animal carcasses. Animal carcasses,
especially those affected by a biothreat or zoonotic disease, need to be disposed of properly to
not spread the diseases to other animals or humans. The County will work with the Department
of Public Health, the Agriculture Commissioner, the State Department of Agriculture, and the
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USDA to ensure that proper procedures and protocols are taken for the euthanasia and burial of
animals. The County will work with the State Air Board, State Water Board, and Cal EPA on
disposal issues. Emergency Waivers will be needed to dispose of animals and will be coordinated
through either the State or Federal levels, as appropriate. The County will also work with the
Environmental Health Division to coordinate the burial of animal carcasses in landfills. The ASB
will coordinate resources needed with respect to euthanasia and disease outbreaks.
3.11 WILDLIFE AND EXOTIC ANIMALS
Wildlife and exotic animals are the responsibility of regulatory agencies that oversee the
possession of wildlife and exotic animals. All private facilities housing exotic animals are
responsible for having an emergency response plan and evacuation arrangements in place for
these animals. Wild animals will normally be left to their own survival.
• All responses related to wildlife and exotic animals will be coordinated with Animal
Services as staff and other resources allow.
• The CDFW will consult on issues regarding roaming exotic animals and wildlife
situations and will communicate and coordinate with other regulatory agencies.
CDFW enforcement may be involved if the public is endangered by an exotic animal
or the actions of its keepers.
a) CDFW officers are equipped and trained for the chemical immobilization of
native wildlife species that can become involved in semi-urban incidents requiring
CDFW intervention. This is almost exclusively deer, bears, and mountain lions.
• The San Bernardino County Sheriff's Department may provide support to other City
departments and outside agencies responding to incidents involving wildlife and
exotic animals. Assistance by SBSO includes the protection of life and property.
3.12 DOCUMENTATION AND TIME-KEEPING
During an emergency situation or incident, it is important to keep specific records related to staff
assignments and costs related to the response to and recovery from the emergency or incident.
Each department has its own internal processes for ensuring proper documentation of actions,
incident-specific cost tracking, personnel timekeeping, and record retention guidelines of these
documents. In accordance with standard cost accountability practice for unique events, human-
made and/or natural disasters, all City departments are required to document their financial
costs of labor, materials, and equipment in addressing the event. Each City department,
proprietary, and Council controlled agency operates its respective accounting
operations/practices within the guidelines of the Mayor's Executive Directives, the California
Natural Disaster Assistance Act, and the Federal Code of Regulations Title 44 of the Stafford Act
to maximize potential reimbursement eligible costs and minimize ineligible costs.
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3.13 DEMOBILIZATION
• Temporary Emergency Large Animal Shelters will be demobilized when the need for
animal sheltering has either diminished or ceased.
• Animal Services staff will decontaminate and disinfect the facility and all supplies to
prevent the transmission of disease and return the facility to its original configuration and
order.
• Animal Services staff will return equipment and supplies to animal owners and/or supply
stockpiles or properly dispose of remaining supplies through the EOC Logistics Section.
Animal Services staff will organize and secure all appropriate documentation.
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4 DIRECTION, CONTROL, AND COORDINATION
This Animal Care and Shelter Annex may be activated when the Mayor declares a local emergency
or by City Manager or designee. This Annex is only activated when the incident grows in scope to
a point where activation of the EOC and Animal Services Branch is warranted. In advance of, or
simultaneous with, the City plan activation, City departments, and agencies, including the SBSO,
Rancho Cucamonga Fire Protection District, Public Works, and Community Services Department,
may also activate their departmental emergency plans.
4.1 COMMAND RESPONSIBILITY FOR SPECIFIC ACTION
•Incident Command Structure: The local command structure is responsible for directing
on-scene emergency operations and maintaining command and control of on-scene
incident operations. If an incident affects multiple distanced facilities, separate incident
command operations and an area command may be set up.
•Unified Command: In a large-scale incident, it is anticipated that a transition will be
made from the ICS to a UC operation. In a UC, leaders of all participating response
forces agree on general objectives, priorities, and strategies for resolving the emergency
situation.
•Area Command: A disaster may cover an extensive geographic area or multiple areas.
Accordingly, the creation of an inter-jurisdictional Area Command should receive early
consideration.
4.2 COMMUNICATIONS
•Inter-jurisdictional and inter-agency coordination will be conducted using available
communications equipment and infrastructure.
•For inter-city communication: 800 MHz radios will be used. Channel RCC-D is dedicated
to Animal Services
•The ICP/UC will establish a communications plan when assessing needs during an incident.
Each agency will be responsible for establishing a communications unit, and information
will be relayed through personnel at the ICP/UC.
•The City does have interoperable communication capability by dispatching an
interoperable vehicle to the ICP/UC.
4.3 PUBLIC INFORMATION
•Messaging should include information on animals. Animal considerations for messaging
include:
o Information on animal shelter locations for equine and livestock and owner
responsibilities
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o Owners should be encouraged to bring some form of animal identification,
immunization papers, handling equipment (e.g., saddles, reins, halters, nose
leads), water, feed, buckets, and any required medication.
o Uncontrolled animals can be denied access. Animal Services cannot impound and
manage the animals if they are not adequately controlled.
o Information regarding whether donations for the care of animals are being
accepted. If they are being accepted, what are the restrictions on donations and
where will they be accepted.
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5 ADMINISTRATION, FINANCE, AND LOGISTICS
Each department is required to have documented internal administrative procedures in place to
track financial costs related specifically to the response and/or recovery of an incident. These
procedures must include tracking all expenditures specifically related to the incident, including
personnel costs such as straight and overtime payroll costs. Departments are also required to
document internal administrative procedures for requesting, fulfilling, and tracking internal,
department-to-department (DOC-to-DOC), field-to-department (field-to-DOC), and department-
to-EOC (DOC-to-EOC) resource requests. Each department is responsible for tracking its own
resources, including personnel tracking. If an incident meets designated thresholds for
Proclamation or Declaration of a State and/or Federal Emergency or Disaster, the City has
selected the Director of Finance (Deputy Director of Finance as secondary) to develop a method
for collecting financial documentation from departments as needed for submission as part of the
City's reimbursement application process.
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6 PLAN MAINTENANCE
This Annex is developed to describe the Animal Services response functions and capabilities and
is to be used by Animal Services and each department identified within this Annex to develop
their own standardized operating procedures (SOPs) specifically for their department to direct
tactical operations. When developing SOPs, each department is to consider all of the activities
identified in this plan directly related to their own department and how those activities interact
with, support, or require support from other departments identified within this plan.
Departments must ensure that their SOPs are inclusive of planning for people with disabilities
and others with access and functional needs. If at any time, any department identifies a conflict
in how their field response or support activities are performed in comparison to what is described
in this Annex, and/or identifies a conflict between their listed activities within this Annex and
how they relate to or support another department's listed activities, such conflict is to be
immediately reported to the RCFD Emergency Management Division for future updates to this
Annex.
This Annex must be corrected immediately upon notification or observation of any operational
errors or conflicts. Such corrections are reflected within the Record of Changes.
Annually, a review of this Annex will be lead by Animal Services with support from Emergency
Management Division and include other departments or agencies that may need to be a part of
the review. Upon completion of such formal review, all corrections to the Annex will be reflected
within the Record of Changes.
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TABS
TAB 1: ACRONYMS AND ABBREVIATIONS
Acronym Full name
ACTS Animal Care Technician Supervisors
ADA Americans with Disabilities Act
Animal Services Animal Care and Services Department
ASPCA American Society for the Prevention of Cruelty to Animals
CDFW California Department of Fish and Wildlife
DFO Director of Field Operations
DOC Department Operations Center
EMAC Emergency Management Assistance Compact
EMC Animal Services Emergency Management Coordinator
EMD Animal Services Emergency Manager Director
EOC Emergency Operations Center
EOP Emergency Operations Plan
ESF Emergency Support Functions
FEMA Federal Emergency Management Agency
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
MOA Memorandum of Agreement
MOU Memorandum of Understanding
NIMS National Incident Management System
OA Operational Area
OEM Office of Emergency Management
PIO Public Information Officer
SEMS California Standardized Emergency Management System
SOP Standard Operating Procedure
UC Unified Command
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TAB 2: FORMS
Animal Release Form
City of Rancho Cucamonga Animal Release Form 5/9/2022
The undersigned owner(s) (agent) of the animal(s) described as follows:
Name of Animal:___________________ Breed:____________________
Description:__________________________________________________
__________________________________________________
I, _____________________, hereby request the emergency quartering of these animals being
evacuated because of an imminent or occurring disaster. The animal owners (agents) hereby
release the receiving property owners and any caregivers from any and all liability regarding
the care and quartering of these animals during and following this emergency. The animal
owners (agents) acknowledge that if emergency conditions pose a threat to the safety of these
animals, additional relocation may be necessary and that this release is intended to extend to
such relocation.
The animal owners (agents) acknowledge that the risk of injury or death to these animals
during an emergency cannot be eliminated and agree to be responsible for any veterinary
expenses which may be incurred in the treatment of their animals. It is also requested that the
animal owners (agents) contribute to the feeding and daily care of their animals, if possible.
The cost (if any) of returning these animals after the emergency will be at the owner's (agent's)
expense. If an animal is not claimed within thirty (30) days, the animal owner will be notified
of possible adoption or relocation, unless prior arrangements have been made.
Printed Name of Animal Owner (Agent):___________________________________________
Signature of Animal Owner (Agent):______________________________________________
Home Phone:_____________________ Work Phone:___________________
Name of Employer and Address:__________________________________________________
__________________________________________________
Evacuation Address:___________________________________________________________
It is the responsibility of the animal owners (agents) to keep the receiving property owners
aware of where they can be contacted following the emergency.
Name and Address of Receiving Property:__________________________________________
__________________________________________
Large Animal Intake Form
Rescued Owner Brought
Assigned Shelter Location:_____________________
Location:__________________________
Date Arrived: _________________
Intake Number: _______________
Date Rescued (if applicable):__________
Date Discharged: ____________
Species: Cattle Sheep Swine Horse Goats Other__________________
Owner/Rescuer's Name:___________________________________
Address:_________________________________________________________
Phone:( )________________ Cellular:( )_________________ Other:( )__________
Individual Animal Identification
Sex Breed Description, Age
Registration Name or #
______________________ _____ _____ ___________
______________________ _____ _____ ___________
______________________ _____ _____ ___________
______________________ _____ _____ ___________
______________________ _____ _____ ___________
______________________ _____ _____ ___________
______________________ _____ _____ ___________
______________________ _____ _____ ___________
______________________ _____ _____ ___________
______________________ _____ _____ ___________
Identification
(e.g., Brand/Tattoo)
1.______________________
2.______________________
3.______________________
4.______________________
5.______________________
6.______________________
7.______________________
8.______________________
9.______________________
10._____________________
City of Rancho Cucamonga Large Animal Intake Form - 5/9/2022
Accepted by (staff):________________________________ Date:__________
Owner's Signature:________________________________ Date:__________
Released by: _____________________________________ Date:__________
Owner's Signature:________________________________ Date:__________
Small Animal Intake Form
Owner Brought
Assigned Shelter Location:_____________________
Location:__________________________
Date Arrived: _________________ Rescued
Intake Number: _______________
Date Rescued (if applicable):__________
Date Discharged: ____________
Owner/Rescuer's Name:___________________________________
Address:_________________________________________________________
Phone:( )________________ Cellular:( )_________________ Other:( )__________
Size:
Animal Identification
Species:
Breed:
Coat Color:
Other ID: Sex:
Coat Length:
Reclaimed
City of Rancho Cucamonga Small Animal Intake Form - 6/1/2023
Accepted by (staff):________________________________ Date:__________
Owner's Signature:________________________________ Date:__________
Released by: _____________________________________ Date:__________
Owner's Signature:________________________________ Date:__________
Rabies Tag?Yes No
Toy Small Medium Large Giant
Short Medium Long
Male M(neutered) Female F (spayed)
Owner/Rescuer Information:________________________________________
_______________________________
________________________________
____________________________
_____________________________
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TAB 3: SUPPLIES NEEDED FOR REMOTE ANIMAL SHELTER OPERATIONS
EQUIPMENT AND SUPPLIES
Small Animal Large Animal
Pet Carrier Halter
Food Lead ropes
Cat litter Blankets
Collars Bedding
Leashes Wheelbarrows
Cages Rakes
Shovels Pitchforks
Food and water dishes Buckets
Chlorine bleach Hoses
Disinfectant Fly spray
Chlorine bleach
Disinfectant
Lime
Food
Blindfolds
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TAB 4: ANIMAL SHELTER UNIT JOB AID
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Animal Care and Shelter Annex
ANIMAL SHELTER UNIT
JOB AID
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Duties: Provide care and shelter for domestic pets of emergency evacuees and coordinate efforts with the EOC and
other emergency resource providers.
Emergency animal sheltering is designed to meet the needs of domestic animals and their owners in a disaster. In an
emergency, our purpose is to protect the public health and domestic animal resources and to ensure the humane
care and treatment of animals.
Pet owners are responsible for their own animals, and they should be prepared to continue care, even in
emergencies. Commercial operations such as borders and breeders are also expected to provide for their animals.
However, there will be occasions when assistance, such as emergency animal sheltering, is needed. Emergencies
may come without warning, when owner’s preparations are inadequate, or when individuals, private boarders (e.g.,
pet-friendly hotels, kennels, or animal hospitals), and local animal control are overwhelmed.
Before, during and after such an emergency, the City of Rancho Cucamonga helps provide care for domestic animals
(household pets and livestock). An evacuation shelter is activated by the City’s Emergency Operating Center (EOC).
Once activated, the City may provide for rescue, triage, temporary sheltering, and/or transport to veterinary clinics or
alternate boarding facilities.
For clarification purposes - when mentioned, the Animal Center refers to the Animal Center facility located at 11780
Arrow Route. Emergency Animal Shelter refers to a designated off-site location, usually attached to the City’s
Emergency Shelter for residents which will be staffed and operated by the Animal Services and Community Services
staff.
Responsibilities
•Protect the health and safety of staff, clients, and visitors.
•Protect animals which include:
o Household pets – dogs, cats, birds, small mammals (gerbils, hamsters, guinea pigs, rabbits) reptilesand fish.
o Farm livestock.
Note: Large animals such as horses, cattle, mules, sheep, pigs, goats, llamas, and emus must be
sheltered in separate locations identified and pre-arranged by local animal control or ALERT (Alta
Loma Emergency Response Team).
o Animals that are not allowed in the City-managed shelter include wild or feral animals, poisonoussnakes or reptiles and endangered or threatened species.
•Protect property that is critical to shelter operations.
•Protect the environment.
Activation Phase
•Once activated, the Animal Shelter Coordinator should contact their staff and volunteers and follow the
outlined procedures.
•Inspects the assigned Emergency Animal Shelter facility to identify potential hazards for staff, volunteers and
visitors.
Operational Phase
•Coordination of animal rescues with ALERT and the RC Animal Center, as well as any other teams which
may be recruited.
•Helping owners to evacuate their animals from the site of an emergency
•Organizing temporary animal shelters for response and recovery
•Providing animal care in shelters
•Triaging emergency animal care by the RC Animal Center staff.
•Keeping records of animal identification, ownership, and care
•Reuniting animals with owners
•Maintains file of all animals currently in the shelter.
•Assists owners when they come to walk/feed/care for their pet. During visiting hours, owner’s check-in and wait
EMERGENCY ANIMAL SHELTER
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City of Rancho Cucamonga 2023 Emergency Operations Plan
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for their pet to be brought to the registration or exercise area for the owner to perform routine care.
•Only pets that are healthy, properly identified, manageable and restrained (in a crate or cage or on a leash)
will be admitted to the Emergency Animal Shelter. Non-vaccinated and sick/injured/contagious animals will
be kept separate from the main animal population at the Shelter.
•Staff will make every effort to accommodate all forms of pets regardless of the type. However, animals that
are considered too dangerous or too aggressive for the other pets or humans may be denied shelter access
or transported to the Animal Center for housing. Animals that are too large to accommodate will be referred
to the large animal rescue efforts by the Animal Services Department and/or ALERT (Alta Loma Emergency
Response Team).
•Residents may elect to stay in their vehicle with their pet especially if denied access to the shelter for the
above reasons. Their pets will still be registered even though they may not be sheltered inside the building.
In such cases, residents will have access to pet food and supplies that staff has acquired through donations.
•Coordinates with the on-site veterinarian to deal with pet health-care issues.
•Walks / feeds pets whose owners are unknown or who are otherwise unable to provide adequate care.
•Monitors animals for stress / behavior problems.
•Monitors supplies, food and environmental conditions.
•The Animal Shelter Coordinator reserves the right to supervise owners’ visits and to refuse animals that
appear to be aggressive or in poor health.
•Owners are responsible for providing and administering all medications. (Medications generally will not be kept
with the animal.)
•Owners are responsible for cleaning up after their pets. Whether outdoors or indoors, owners must gather and
dispose of pet waste and keep crates clean.
Deactivation Phase
•Communicate plans to close the animal shelter with the CSD DOC or the EOC and community well in
advance of the actual closing.
•Make arrangements and transfer any remaining, unclaimed animals to the RC Animal Center.
•Supervises demobilization of the shelter.
o Inventory all supplies (administrative, shelter, team response kits, etc.) and arranges for restocking,as necessary.
o Ensures that all shelters, carriers, cages, etc. are cleaned, inspected and returned in proper workingorder.
o Take final inventory of area used at facility, noting current conditions (including damages).
•Make arrangements and transfer any remaining food, equipment and/or supplies to the RC Animal Center or
designated storage area.
•Return all rented or borrowed equipment. Send the EOC signed receipts for such equipment.
•Arrange for the cleaning of the facility and have it returned to pre-emergency condition.
•Forward all pending financial commitments to the CSD EOC Director or EOC Finance Section for payment.
Ask suppliers to send final bills to the EOC Finance Section.
•Consult with the CSD DOC Director or EOC about transfer or release of staff.
•Prepare a thank-you list of other voluntary organizations, vendors or staff to be thanked and recognized.
•Forward all Shelter files to the EOC.
•Prepare a narrative report on the operation and submit it to the CSD DOC Director or EOC. Include the shelter
location and dates of operations, summary of services provided, problems and recommendations.
The health of all the animals is one of our highest priorities. The following tasks should be lead by someone
from our Animal Services team or one of their appointees.
Animal Health (Veterinarian or Designee)
•Identifies, recruits, and approves those who are qualified and willing to provide veterinary medical support.
o Develops training requirements.
o Advises the safety officer on personal protection equipment and supplies (vaccines, hand
sanitizers, etc.) for team members.
o Advises the safety officer on water and food contamination, vaccinations, and bio-securitymeasures.
•Defines first-aid supplies to be carried by team and volunteers
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City of Rancho Cucamonga 2023 Emergency Operations Plan
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•Identifies materials and assesses shelter layout for the prevention and control of animal disease.
•Makes shelter inspections to ensure health, safety and well-being of animals
•Makes on-site recommendation, as needed, to change the Response Level
•Administers animal medical care on-site and at the shelter, with emphasis on bio-security, triage, isolation,
and morgue.
•Supervises maintenance of medical records.
•Oversees proper handling and appropriate records of controlled substances.
•Performs or supervises triage for animal intake and release.
•Advises the Shelter Coordinator on medical and non-medical evacuation requirements.
•Decides if animals should be transported to off-site medical facilities.
•Oversees medical documentation.
•Provides care and medical instructions on released animals as required.
•Reviews medical supplies and equipment for restocking.
•Provides to the Shelter Coordinator an incident summary with recommendations for improvements.
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City of Rancho Cucamonga 2023 Emergency Operations Plan
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Kennel areas are off limits
to the general public and
must be secure at all times.
Configuration of Space in Facility
The facility must be safe and accessible, however entry is also restricted, requiring check-in and check-out at the
registration/intake area.
Sample Layout for
Emergency Animal Shelter
Pet Area Set Up
The Shelter Command Post should be established in a separate and secure space that is also close to shelter
operations.
•Close off command post and shelter areas to public.
•Set up communications and a secure records storage system.
•The Registration Area is where evacuees may bring their animals and request first aid or shelter.
•Check that Kennel Areas are set up and staffed according to procedure.
•Ensure supply area for carriers/cages open and available.
•Ensure General Supply area stocked and available under strict supervision. Work with the Emergency
Shelter FES Unit if adequate storage area isn’t available in the Emergency Animal Shelter.
•Water Storage should be in a shaded area.
•Secure all areas. Doors may be locked at night, but when animals are in residence, the facility will never be
left unattended. At least two (2) staff or volunteers must be present at all times.
•Immediately communicate medical emergencies which may arise after transportation to the shelters.
Sign Posting
•Clearly mark all doors to the area as a “RC Emergency Animal Shelter”.
•Clearly mark one (1) door for “Animal Intake.”
•Post RC Emergency Animal Shelter policies and procedures for pet care and feeding.
•Designate and clearly post a “dog walk” or exercise area.
Registration and Intake Procedures
The Registration Area authorizes – monitors, controls, and records – the movement of all people and animals into
and out of the facility.
•Establish and maintain a check-in point and log for shelter personnel.
o Shelter staff/volunteers must log in as soon as they arrive and log out when they leave.
o Each, logged-in staff/volunteers should be issued a vest with an identification card and anassignment.
•Only authorized staff or volunteers and pet owners should be allowed access to the Animal Shelter area.
Anyone who is not so authorized to enter should be directed to leave.
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City of Rancho Cucamonga 2023 Emergency Operations Plan
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•Designate a space for staff and volunteers to fill out the animal intake forms and do a health assessment on
the animal.
•Provide a table for owner and pet registration, including a photo of the animal with its owner.
•Every effort must be made to have all forms filled out and signed by both the owner and an authorized staff
member or volunteer before the shelter takes custody of the animal. All animals must be processed through
the Registration Area, unless there is a medical emergency, in which case the animal must go directly to the
Isolation Area.
o Implement animal intake procedure:
Introduce yourself to the animal’s owner. Explain how the City can help, but be brief.
Ask the owner to provide proof of vaccinations (such as shot records or rabies tag), to be noted
on the registration and intake forms.
Note: It is understandable that during a disaster or evacuations, some pet owners may have lost such
proof, but through the registration form, the pet owner must accept the risks of boarding that pet in a
shelter.
o Each animal must have an ID tag, identified with a unique shelter number, consisting of the name of
the shelter followed by a three digit number.
Plus, when available:
The animal’s name;
The owner’s last name, confirmed with a photo ID;
An owner’s ID #, either the last five digits of a driver’s license or a documented birth date
(mm/dd/yy).
o Each owner is to be given a matching ID bracelet with the same information noted as the animals ID
tag. In order to gain access to the Emergency Animal Shelter area, the owner or caretaker must show
this bracelet. Additional bracelets may be issued if more than one family member will be responsible
for the care of the animal.
•Stray animals should be transported to the RC Animal Center. However, before being transported they could
be checked in, tagged and photographed. This information will be useful if someone comes to the
Emergency Animal Shelter looking for their missing pet.
•Should the Emergency Animal Shelter or the RC Animal Center fill to capacity, additional resources,
including other rescue organizations and shelters should be contacted for assistance.
o Emphasize the importance of working together to maintain an unbroken, documented chain-of-
custody. For example, if the owner designates someone else to pick up the pet, that designation must
be presented to the shelter in writing, and the designee will be required to provide the owner’s ID#
number as well as personal identification at the time of pick up.
o Assign the animal to an appropriately sized crate or cage. It must be large enough for the animal to
stand up and turn around. Ensure that water, as well as a towel or bedding, is provided. Immediately
label the crate with the owner’s name and the pet’s name, along with any special requirements.
o When owners bring their own crates, note that fact on the intake form, make sure they are clearly
labeled with the owners’ names, and place the crates in the appropriate area.
o Keep all leashes, collars, food bowls, toys or bedding that the owner provides with the animal, eitherinside the crate or directly on top of it.
o Put all paperwork in a plastic pouch that stays with the animal until it is returned to the owner.
o It may be calming to drape the crate with a sheet or other light fabric. The covered crate and dimmedlight, as in a den, can reduce the animal’s exposure to distractions and increase a sense of security.
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Animal Care and Shelter Annex
Kennel Areas
Aim to separate species (dogs/cats/others) as well as animals who have special requirements, who are sick, or who
are aggressive.
All Areas -
•Animals are to be housed in separate cages/stalls in areas broken down by types of animals (dogs, cats,
small animals, reptiles, etc). When possible, male and female animals should also be separated. There
should be adequate space between the animals of opposite sexes, even if they are caged.
•All animals must have a City Animal Shelter ID tag and proper paperwork.
•All animals should be monitored every 15 minutes for the first hour in the shelter. Look for signs of stress,
illness or injuries, and report them to the medical staff immediately.
•Accurate records must be kept for each animal. Animals should be checked by staff or volunteers on an
hourly basis. Animal Daily Care records must be completed accordingly.
•Whenever possible, pet owners will feed, walk, medicate and care for their own animals. The exception will
be animals whose owners are unknown or who are staying at other shelters and/or cannot travel to visit their
animals.
•Animals must be fed at least once a day and exercised at least 2 – 3 times per day, if pet is able. The
Animal Shelter Coordinator may require pet owners who fail to perform this minimum care or to use proper
restraints (e.g., crated or leashed at all times) to remove their animals from the shelter.
•Any animal taken out for a walk must be signed out to the rightful owner(s) (as indicated on Intake Form) and
leashed. There are no exceptions.
•Only pet owners, staff and volunteers may remove animals from crates. Children will not be allowed to enter
the shelter unless accompanied by an adult. The adult must have, or be accompanied by the owner of an
animal registered in the shelter
•Unless needs dictate otherwise, owners are responsible for administering all medications to pets. They
should keep a record of the medications that have been administered on the Daily Animal Care Log.
•Pets in the shelter will not have contact with other pets.
•Each crate or kennel will be cleaned and disinfected before being used by another animal. All food and water
bowls must be cleaned and disinfected and new bedding provided for the next animal.
•If an animal escapes from its cage or a designated area, it must be captured immediately. If this happens,
any staff or volunteer may call an “Alert” by announcing loudly “Loose Dog!” or “Loose Cat!” or something
similar. Everyone is to respond immediately when this announcement is made.
•An “Alert”, such as “Help”, may also be issued if someone is being attacked or bitten.
•The Animal Shelter Coordinator is to be notified immediately if a staff member or volunteer is bitten, attacked
or seriously injured. The Coordinator will then notify the Evacuation Shelter Coordinator and appropriate
medical personnel, who will determine if outside assistance will be deployed to the shelter.
•All animals should be in their crates and kennel areas closed to visitors from 10 p.m. to 8 a.m.
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Animal Care and Shelter Annex
Suggested Equipment/Supplies for Emergency
Animal Shelter
Administrative Supplies QTY
Letter size open snap poly envelopes for cages 100
Volunteer registration forms 100
Registration Log Book 2
Animal intake registration forms 1250
Tab band collars for animal identification 1250
Colored wrist bands for owner identification 1250
Administrative Supplies QTY
Digital Camera 1
Cable ties for envelopes on animal cages 8"+ 100
Cleaning/Animal Care/ Maintenance Supplies QTY
Plastic rolls - 6mil 100 x 20 feet wide to line walls 3
Tarps 12 x 16 2
Painter's tape for plastic on walls 60yds/rl 12
Disposable rubber gloves large size 8 4 bx 100 ct
Buckets 3 gal 5
Scrub brushes 6
Pooper scoopers/folding shovels 2
Trash containers 44 gallon Rubbermaid 1
Garbage bags for trash containers 40
Poop bags can use plastic bags (sandwich) 1000 bg
Paper towels (Roll) 1 cs
Hand Washing Station (disinfectant) 2 ea .5 gl
Quaternary disinfectant 1 gl
Bleach 1gl
Spray bottles for cleaning cages 4
Cleaning rags 1 cs
Towels 1 case
Litter boxes 250
Litter scoops 3
Cat litter (newspaper will do) 100 lb
Orange cone for inside walking area (male dogs) 1
Crates - Large sizes 40
Crates - Medium sizes 15
Carts for moving crates 5
Bowls 1 qt 100
Spoons/measuring cups to scoop food 6
Can opener 2
Hose to clean walking area 50'x 3/4" 1
Spray Nozzle 1
50 ' Extension Cord #12 awg 3
Safety Glasses 2 pr
Shop Vacuum 6 gal+ 1
Box Fans 24" 2
Safety Straps 12' 5
Chock rubber 1
Spare Tire 1
Trailer Axle Jack 1
Animal Control Pole 6' 1
Handling gloves (pair) 2
Telescoping work light 2 lamp 500watts/lamp min 2
Flashlight and batteries 2
First Aid Kit (for volunteers and pets) 24 unit kit 2
9
City of Rancho Cucamonga 2023 Emergency Operations Plan
Animal Care and Shelter Annex
Key Locks 3
Folding Tire Iron 1
Generator 1
City of Rancho Cucamonga Fire District
DEPARTMENT OPERATION CENTER
STANDARD OPERATING PROCEDURES
City of Rancho Cucamonga 2023 Emergency Operations Plan
Fire DOC Annex
i
Record of Review and Revisions
Revision # Date Sections Reviewed or Revisions Made Entered by
City of Rancho Cucamonga 2023 Emergency Operations Plan
Fire DOC Annex
ii
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Fire DOC Annex
iii
CONTENTS
Record of Review and Revisions ...................................................................................................... i
1 Introduction ................................................................................................................................. 1
1.1 Purpose .................................................................................................................................. 1
1.2 Scope ..................................................................................................................................... 1
1.3 Objectives .............................................................................................................................. 2
1.4 Planning Assumptions ........................................................................................................... 2
2 Concept of Operations ................................................................................................................. 5
2.1 Roles and Responsibilities ..................................................................................................... 5
2.2 Activation ............................................................................................................................... 5
2.3 Notification to Supported Incident Commands .................................................................... 6
2.4 Relationship to EOC Fire and Rescue Branch ........................................................................ 6
2.5 Staffing Patterns .................................................................................................................... 7
2.6 Situational Awareness and Information Sharing ................................................................... 7
2.7 Communications Systems ...................................................................................................... 8
2.8 Resource Management ......................................................................................................... 9
3 Setup, Assignments, and Responsibilities .................................................................................. 11
4 Operations.................................................................................................................................. 13
5 Administration, Finance, and Logistics ...................................................................................... 15
City of Rancho Cucamonga 2023 Emergency Operations Plan
Fire DOC Annex
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Fire DOC Annex
1
1 INTRODUCTION
The Rancho Cucamonga Fire Protection District (District) provides vital fire and life safety services
to residents, visitors, and businesses in Rancho Cucamonga. The District, formerly known as the
Foothill Fire Protection District, was formed in 1975 through a consolidation of the Alta Loma Fire
District and the Cucamonga Fire District. On July 1, 1989, the Fire District was legislatively
reorganized into a subsidiary district of the City of Rancho Cucamonga and was renamed the
Rancho Cucamonga Fire Protection District. The reorganization established the City Council as
the Board of Directors for the 50-square-mile Fire District. The City Manager is the CEO and
appoints the Fire Chief. The Fire District now functions as part of the City government but is a
separate legal entity with its own statutory funding. It covers 50 square miles of service area and
seven fire stations.
1.1 PURPOSE
This plan outlines the District’s planned response to natural or human-made disasters. The plan
does not apply to the District’s routine emergency operations or the procedures to mitigate these
events. The focus of this plan is on significant occurrences that have the potential to overwhelm
the capabilities of the District. The plan is intended to develop the District’s disaster response
and to facilitate multi-agency and multi-jurisdictional coordination between local, operational
area, State, and Federal response.
The mission of the Fire District’s Operations Center (Fire DOC) is to provide support for major
incidents by fielding resource requests, tracking situation status, and handling incident
communications without impacting normal emergency dispatch center operations. These tasks
are essential to ensure uninterrupted emergency services are being provided for all 9-1-1 calls
while explicitly devoting resources to the major incident. The Fire DOC will coordinate overall
District activities with direction from the Incident Command Post (ICP) and EOC, if activated.
1.2 SCOPE
This document serves as the official guideline for the District’s disaster response efforts. It is an
annex to the City Emergency Operations Plan (EOP). This Standard Operating Procedure (SOP)
applies to all incidents within the City of Rancho Cucamonga that involve District resources. While
the Fire DOC may not be activated for a specific incident, any incident has the potential to expand
and require support from the Fire DOC.
This document includes the District’s operations up to and beyond the activation of City, County,
and State Emergency Operations Centers (EOC). It is the intent of the District and this plan that
all District disaster operations integrate into existing EOPs beginning at the EOC activation level.
This SOP is a collection of information represented by various plans, policies, and best practices
established by the District and its allied emergency response and preparedness partners. This
plan represents a singular presentation of this far-reaching information in a format that can be
City of Rancho Cucamonga 2023 Emergency Operations Plan
Fire DOC Annex
2
utilized by District personnel in response to a disaster. Sources of information for this plan include
but are not limited to:
• National Response Framework 2019
• State of California Emergency Plan 2017
• California Emergency Services Act 2015 Edition
• California Fire Service and Rescue Emergency Mutual Aid System, Mutual Aid Plan 2019
• San Bernardino County EOP 2013
• City of Rancho Cucamonga EOP 2023
1.3 OBJECTIVES
The objectives of this SOP are to describe the functions and activities of the Fire DOC, including:
• Assessing current incident situation and resource status
• Determining immediate needs
• Utilizing all means to recall support staff, including Administrative Staff, Emergency
Medical Services (EMS), Emergency Management (EM), Fire Clerks, Fire Shop, Prevention
Bureau, Training, and Volunteers
• Establishing communications in the Fire DOC
• Determining drawdown levels, incident commitment, and outstanding incident needs
• Allocating reserve resources
• Staffing resource staging areas
• Maintaining the status of unassigned fire and rescue resources
• Completing and maintaining status reports for major incidents requiring or potentially
requiring Operational Area, State and/or Federal response
1.4 PLANNING ASSUMPTIONS
Several planning assumptions support the Fire DOC SOP. They include:
• The Fire DOC will activate on an as-needed basis under any of the following conditions:
- The City activates its EOC.
- 75% of District resources are involved in a major disaster response with anticipated
long-term sustained operations.
- Activation of the Fire DOC is ordered by the Fire Chief or his/her designee.
- The conditions for one or more hazards or incident-specific disaster modes have been
met.
• The Fire DOC will operate using Incident Command System (ICS) processes and
procedures.
• The Fire DOC will support enhanced communication functions during incidents involving
over 75% of Fire District resources.
City of Rancho Cucamonga 2023 Emergency Operations Plan
Fire DOC Annex
3
• The Fire DOC will work within the City’s Emergency Operations Center (EOC) structure.
• If the EOC is activated, the Fire DOC Director will report to the EOC Fire and Rescue Branch
Director within the Operations Section of the EOC.
• If the EOC is not activated, then the Fire DOC Director will report to the RCFD Incident
Commander (IC) or as directed by the Fire Chief.
• The Fire DOC will request and maintain the status of fire district resources.
• The Fire DOC will work closely with the City EOC Logistics Section on all Fire DOC resource
requests and their status. The Fire DOC will provide continual resource status updates to
the Resource Status Unit in the EOC Planning Section.
• The Fire DOC will follow objectives and goals established by the EOC Fire and Rescue
Branch within their EOC Action Plan.
City of Rancho Cucamonga 2023 Emergency Operations Plan
Fire DOC Annex
4
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City of Rancho Cucamonga 2023 Emergency Operations Plan
Fire DOC Annex
5
2 CONCEPT OF OPERATIONS
During a disaster, the District will be called upon to provide personnel, equipment, and resources
to save lives and property, limit incident growth, and participate in the recovery process.
2.1 ROLES AND RESPONSIBILITIES
The District acknowledges that during a disaster, it will be the primary provider of firefighting,
medical services, rescue services, and hazardous materials release mitigation to the communities
it serves. These are the District’s responsibilities by virtue of statutory authority and recognition
from the EOPs for the City of Rancho Cucamonga and San Bernardino County, which share
political and geographic boundaries within the District.
The District will operate under the following policies in a disaster:
• The National Incident Management System (NIMS) / State Emergency Management
System (SEMS) / Incident Command System (ICS) will be utilized in all response activities.
• All on-duty personnel are expected to remain until properly relieved. Off-duty personnel
may be expected to return to work as per the District recall procedures.
• Staffing levels may change at the discretion of the Fire Chief or his/her designee.
• Incident Command priorities will remain life safety, incident stabilization (including
containment for natural mitigation), and protection of property and the environment.
2.2 ACTIVATION
The Fire Chief, City Manager, Police Chief, and those specifically designated by the City Manager
are authorized to activate the City’s Emergency Operations Plan.
The plan may be activated when:
• The City activates its Emergency Operations Center (EOC).
• 75% of District resources are involved in a major disaster response with anticipated long-
term sustained operations.
• Upon order of the Fire Chief or his/her designee.
• The conditions for one or more hazard or incident-specific disaster modes have been met.
The Fire DOC may be activated during any event that exceeds normal District capacity. Table 2-1
depicts information about activation levels. These levels are the same as the EOC activation
levels.
City of Rancho Cucamonga 2023 Emergency Operations Plan
Fire DOC Annex
6
TABLE 2-1: FIRE DISTRICT OPERATIONS CENTER ACTIVATION
Level III:
This type of incident can be managed with one or two single resources with
personnel as needed.
• District Operations Center staff positions support the incident by actively
monitoring through situational awareness.
• The incident is within the District’s boundaries, is contained by available
resources, and no EOC support is requested.
• Communication flow and information sharing will be established with
internal and external partners and IC.
Level II:
This type of incident extends beyond the capabilities of normal operations and
may extend into multiple operational periods.
• Fire personnel may be assigned to the FIRE DOC.
• Fire DOC objectives and goals for an operational period may be included in
the EOC’s Action Plan.
• Some of the Incident Command System sections may be staffed.
• Communication flow and information sharing will be established between
the ICP and EOC.
Level I:
This type of incident is the most complex and may require all RCFD resources to
safely and effectively support the incident.
• Fire DOC staff positions are activated.
• The Fire DOC Director will hold briefings to establish an appropriate common
operating picture.
• Operational Periods will be established with Fire DOC goals and objectives
created within the EOC Action Plan.
• Operational periods are normally 12-hour rotational shifts.
• Communication flow and information sharing will be established with
internal and external partners, including the ICP and EOC.
2.3 NOTIFICATION TO SUPPORTED INCIDENT COMMANDS
When the Fire DOC activates, the Fire DOC Director shall establish contact with the Incident
Commander if EOC is not activated. If EOC is activated, then contact with the EOC’s Fire and
Rescue Branch shall be established. The Fire DOC will provide the incident with a communications
structure using an ICS Form 205, Radio Communications Plan.
2.4 RELATIONSHIP TO EOC FIRE AND RESCUE BRANCH
The role of the Fire DOC is to provide support specifically to the ICP or EOC Fire and Rescue
Branch, depending on if the EOC is activated or not. The Fire DOC reports to the City’s EOC Fire
and Rescue Branch or directly to the Incident Commander. The Fire and Rescue Branch
establishes goals and objectives for the Fire DOC to accomplish within the operational period.
City of Rancho Cucamonga 2023 Emergency Operations Plan
Fire DOC Annex
7
The Fire DOC Director provides EOC staff with status on the goals and objectives established by
the Fire and Rescue Branch for the DOC.
2.5 STAFFING PATTERNS
The Fire DOC may consist of the Chief Officers and assigned personnel, including Suppression,
Prevention Bureau, Emergency Medical Services (EMS), and Administrative Staff. Additional
personnel needed to support the Fire DOC will be identified and assigned by the Fire Chief,
designee, or the Fire DOC Director. Table 2-2 provides position staffing requirements for the Fire
DOC activation levels.
Table 2-2: FIRE DISTRICT OPERATIONS CENTER STAFFING
Level III (virtual) Level II Level I
Director Director Director
Deputy Director
Operations Unit Lead Operations Unit Lead
Logistics Unit Lead Logistics Unit Lead
Finance/Admin Unit Lead
Resource Manager
Situation Intel Unit Lead Situation Intel Unit Lead
EMS Supply & Rehab
Manager
2.6 SITUATIONAL AWARENESS AND INFORMATION SHARING
The DOC’s primary, initial function during incident activations is the coordinated accumulation,
verification, documentation, and information sharing. The City EOP contains an Information
Collection and Dissemination Appendix. Appendix B is an information collection template/tool
that describes the types of information that may be gathered and shared for senior leaders,
emergency managers, EOC staff, and Incident Commanders to understand the situation and
make decisions regarding detailed response priorities and resource allocations. This information
collection plan template can be modified for each individual incident dependent upon the
activation level and phase of the response.
The City of Rancho Cucamonga currently has an internet web-based information reporting
system (WebEOC) for use during emergencies. The purpose of WebEOC is to improve the City’s
ability to respond and recover from major disasters. WebEOC is one tool that can be used to
communicate between the Fire DOC and City EOC.
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Fire DOC Annex
8
Figure 2-1: Fire DOC Organization Chart
2.7 COMMUNICATIONS SYSTEMS
The City and Fire District have numerous redundant communications capabilities. Key systems
include:
• UHF/VHF Public Safety Radio Networks – This P25 trunked radio network operated by San
Bernardino County provides users with stable and reliable digital communications,
improved voice clarity and signal strength, and enhanced security features.
• 800 mhz Fire District radios - Fire DOC may use channel RCC-F, RCF-A, RCF-B, or RCF-C
within the 800 mhz network. Any channel used will need to be cleared by the EOC or IC.
• CAD – A Computer Aided Dispatch system used by the Fire District and City first
responders, medical personnel, and local government.
• ReddiNet – A dedicated emergency medical communications network. ReddiNet
facilitates information exchange among hospitals, EMS agencies, paramedics, dispatch
centers, law enforcement, homeland security, public health officials, and other healthcare
professionals.
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Fire DOC Annex
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• Tri City ACS – The volunteer-run amateur radio service attached to the EOC. During an
emergency, especially one that has disabled telephone and internet systems, Tri City ACS
can contact other EOCs and ICPs throughout the area.
2.8 RESOURCE MANAGEMENT
Resource tracking and accountability are paramount during incident response operations. Maps,
display charts/boards, T-card tracking mechanisms, radios, phones, and computers are available
in the Fire DOC for this purpose. Markers, paper, and other administrative supplies are available
if one or more technological systems are inoperable.
One responsibility of the Fire DOC is to obtain resources that will support the functions of the ICP
and EOC for the incident. This may require the coordination of resource requests and orders for
personnel and logistical support. Logistical support may include procuring, staging, and delivering
food, water, tables, chairs, lighting, portable restrooms, and other items that can be procured
within the City or neighboring jurisdictions. This entails a high level of coordination with the ICP
and EOC to ensure requests are filled as timely as possible. The DOC also facilitates non-safety
personnel relief needs for the incident specific to the DOC.
When activated, the Fire DOC Director will establish priorities for resource allocation during the
incident.
Resource requests for supplies, personnel, or technical assistance not available to the Fire DOC
should be requested through established mutual aid agreements. If items cannot be obtained
through the Fire DOC or established mutual aid agreements, those requests will be pushed up to
the EOC. If the EOC cannot fulfill the request, it will be sent to the San Bernardino County
Operational Area (OA) for fulfillment. Once the request is coordinated, approved, and resources
deployed, the Resource Manager, in coordination with the Operations Section, is responsible for
tracking the resources.
Resource requests from the Fire DOC to the City EOC or OA must be made on a standard ICS 213
RR form or City Resource Request Form. 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 Fire DOC Director is responsible for ensuring that priorities are followed if
the DOC has provided the resource.
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3 SETUP, ASSIGNMENTS, AND RESPONSIBILITIES
Fire DOC will be located at either Fire Headquarters at City Hall or the All-Risk Training Center. If
those locations are unavailable, the Fire Chief, Fire DOC Director, or designee will assign a safe
and feasible location.
All non-safety personnel will use their day-to-day laptops to work within the DOC.
Fire DOC Director – Will oversee the overall operation of the DOC and ensure resources that are
obtained and delivered are done safely and following all current procurement standards. The
Director will ensure the proper forms are being used for personnel assigned in the DOC. If the
EOC is not activated, the Fire DOC Director will maintain consistent communication with the EOC
Fire and Rescue Branch or the Incident Commander.
Operations Unit – Will be responsible for physically obtaining a resource and delivering it to its
assigned location. Personnel in the Operations Unit will work closely with Logistics Unit and
ensure any invoices or forms are completed and turned in to the proper personnel. The
Operations Unit Lead will work closely with the Fire DOC Director to prioritize missions tasked to
the Operations team.
Situation Intelligence Unit – Will have the overall responsibility of situational awareness for the
current operation period and future operational periods of the incident. This unit will work
closely with the Fire DOC Director to ensure goals and objectives are being met. This unit may
also have a direct link to the Plans and Intel Section within the EOC.
Logistics Unit – Will be responsible for procuring resources, whether food, equipment, or
personnel, to support the ICP, DOC, or EOC. Proper resource request forms will be used for all
resources requested by the ICP or EOC. The Logistics Unit will ensure the proper documentation
is completed for all procurements. Once resources are ready for pick-up, delivery, and staging,
the Operations Unit Lead will be informed in order to assign the task to the Operations team
members in the field.
Resource Manager – Will have the responsibility of tracking resources that have been deployed
to the incident. The Resource Manager will also be knowledgeable of the RCFD resources that
are available to be deployed to the incident.
EMS Supply & Rehab Manager – Will be responsible for assisting the Logistics Unit Lead in
ensuring all EMS supply needs are being met for the incident. In addition, this manager will
oversee Fire Fighter, DOC, or EOC Rehab operations that may be needed.
Finance Unit – Will have the overall responsibility to ensure all units are following the City’s
current procurement standards and using the proper documentation forms in order to assist with
any possible reimbursement opportunities from this incident.
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Fire DOC Annex
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4 OPERATIONS
The operational role of the Fire DOC is to support field incident commands. This objective is
accomplished by:
1. Maintaining Situational Awareness / Analysis:
a. Assigned: Plans / All Sections / DOC Dir
b. Incident Information
c. Information Analysis
i. Current incident status
ii. Incident potential information (12, 24, 48, and 72-hour projections)
d. Intelligence and Investigation
e. Public Information
i. Current
ii. Potential
2. Determining Priority of Resources:
Assigned: DOC Dir/Fire and Rescue Branch Director
a. Life Safety
b. Property Threats
c. High Damage Potential
d. Incident Complexity
e. Environmental Impact
f. Economic Impact
3. Acquiring / Allocating Critical Resources:
Assigned: Logs and Ops Unit
a. Critical resources acquired internally first
b. As the incident expands, resources acquired externally
4. Coordinating with the EOC – Assigned: DOC Dir / All Unit Leads
a. Keep EOC informed
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5 ADMINISTRATION, FINANCE, AND LOGISTICS
Each department is required to have documented internal administrative procedures in place to
track financial costs related specifically to the response and/or recovery of an incident. These
procedures must include tracking all expenditures specifically related to the incident, including
personnel costs such as straight and overtime payroll costs. Departments are also required to
document internal administrative procedures for requesting, fulfilling, and tracking internal,
department-to-department (DOC-to-DOC), field-to-department (field-to-DOC), and department-
to-EOC (DOC-to-EOC) resource requests. Each department is responsible for tracking its own
resources, including personnel tracking. If an incident meets designated thresholds for
Proclamation or Declaration of a State and/or Federal Emergency or Disaster, the City has
selected the Director of Finance (Deputy Director of Finance as secondary) to develop a method
for collecting financial documentation from departments as needed for submission as part of the
City's reimbursement application process.
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Appendix F: EOC Action Planning and Situation Reporting
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APPENDIX F: EOC ACTION PLANNING AND SITUATION REPORTING
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Appendix F: EOC Action Planning and Situation Reporting
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APPENDIX F: EOC ACTION PLANNING AND SITUATION REPORTING
This section provides a description of the action planning and situation reporting process.
F.1 Development of the Action Plan
The ICS emphasizes orderly and systematic planning. The Action Plan is the central tool for planning during
a response to an emergency. The Action Plan is prepared by the Planning & Intelligence Section Chief with
input from the appropriate sections and units of the EOC. It should be written at the outset and revised
continually throughout the response.
Incidents vary in type, complexity, size, and requirements for detailed and written plans. An initial
response for an incident that is readily controlled may not require a written Action Plan. However, larger,
more complex incidents will require an Action Plan to coordinate activities. The level of detail required in
an Action Plan will vary according to the complexity of the response. The Action Plan process ensures
timely and coordinated development of situational awareness, objectives, tactics, planning, execution,
and emergency response assessment.
The following outlines the process required to develop an Action Plan. Following the steps below will allow
effective development of an Action Plan while minimizing the time required to do so.
G.2 General Responsibilities of the Planning & Intelligence Section
The Planning & Intelligence Section Chief should review with the EOC Director and General Staff the
following responsibilities associated with the development of the Action Plan prior to the planning
meeting.
EOC Director
•Provide general incident objectives and strategy
•Provide direction or overall management and strategy
•Approve the completed Action Plan by signature
Planning & Intelligence Section Chief
•Conduct the planning meeting and operation shift briefing
•Coordinate preparation of the Action Plan
Operations Section Chief
•Determine resource requirements
•Determine tactics
•Determine work assignments for operations personnel
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Appendix F: EOC Action Planning and Situation Reporting
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Logistics Section Chief
• Establish the procedure for resource ordering
• Ensure that the Logistics Section can support the Action Plan
Finance Section Chief
• Provide cost implications of incident objectives as required
• Ensure that the Action Plan remains within the financial limits established by the EOC Director
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Appendix F: EOC Action Planning and Situation Reporting
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G.3 The Planning Cycle
Action Plan development involves nine steps. Once the initial response is complete, an eight-step process
is repeated for each operational period.
1. Initial Response
The planning cycle should begin immediately after the event. At the EOC level, the initial response to the
event will be to activate the EOC. Based on the initial assessment of the emergency, the EOC Director or
Planning & Intelligence Section Chief will provide an Incident Briefing using an ICS Form 201. A template
for conducting the Initial Meeting is provided in Figure 1.
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The ICS Form 201 should include information on potential operational objectives, the current state of
situational awareness, resources employed and deployed, and significant actions.
FIGURE 1: INITIAL MEETING TEMPLATE (ONE-TIME ONLY)
Facilitator: EOC Director or Planning & Intelligence Section Chief
Purpose:
• Review and/or Update EOC Objectives and Action Plan
• Establish Operational Periods
• Identify Conditions, Action, and Needs (CAN)
Attendees:
Management and General Staff (Section Chiefs / Coordinators and above)
(Add members as required)
1. Bring meeting to order, conduct roll call, and cover ground rules EOC
Management, General Staff, and others) (Plans)
2. Discuss situation as obtained from field and other EOCs/DOCs (Plans)
3. Review and/or Update Objectives and/or stock Action Plan (Plans)
4. CAN Reports (Conditions, Actions, Needs)
• Management (Director)
• Operations (Operations Chief/Coord)
• Logistics (Logistics Chief/Coord)
• Finance (Finance Chief/Coord)
• Planning & Intelligence (Planning & Intelligence Chief/Coord)
5. Establish Operational Periods (Director)
6. Review and/or establish the timing of coordination meetings
(e.g., Objectives Meeting, Strategy Meeting, Planning Meeting)
7. Roundtable and Closing Comments (All)
8. Adjourn (Plans)
Outcome(s): Set the pace for the Action Planning process
Next Step(s):
Prepare for the Objectives Meeting
Objectives Meeting time: ______________________________
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Appendix F: EOC Action Planning and Situation Reporting
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2. Set Incident Objectives/Objectives Meeting
Before finalizing the Incident Objectives, the EOC Director will provide a draft copy to the Operations
Section Chief. The Operations Section Chief should ensure that the Incident Objectives are understood
and realistic.
After discussion, the Incident Objectives are written on ICS Form 202 and delivered to the Operations
Section Chief, Planning & Intelligence Section Chief, PIO, and Liaison Officer to inform them of the strategy
for the next shift. The Planning & Intelligence Section Chief then prepares for the Tactics Meeting.
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Appendix F: EOC Action Planning and Situation Reporting
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Guidelines for the EOC Director on Setting Goals and Objectives
Setting or reaffirming goals and objectives at the beginning of each shift is the duty of, and must be a top
priority for, the EOC Director.
Three important guidelines:
1. Goals and objectives must be clearly stated, understood, and measurable so that the EOC Team
may determine the extent to which goals and objectives are accomplished during the current
operations shift.
2. Goals and objectives must be attainable given the people, equipment, and supplies available
during that operations shift.
3. Goals and objectives must be broad and flexible enough for the Operations Section Chief to
achieve them in the best way possible.
FIGURE 2: OBJECTIVES MEETING TEMPLATE
Facilitator: Planning & Intelligence Section Chief
Purpose: • Assess previous objectives to determine carry-over items
• Identify and prioritize EOC Objectives for the NEXT OPERATIONAL PERIOD
• Discuss and resolve limitations in supporting EOC Objectives
Attendees:
Operations, Logistics, Finance, Planning & Intelligence, Safety Officer, EOC Coordinator
(Add members as required)
1. Bring meeting to order, conduct roll call, and cover ground rules (EOC Management,
General Staff, and others)
2. Discuss the current situation and assess previous objectives to determine carry-over
items
3. Establish and prioritize EOC Objectives for the NEXT OPERATIONAL PERIOD
• Management (EOC Coordinator)
• Operations (Operations Chief/Coord)
• Logistics (Logistics Chief/Coord)
• Finance (Finance Chief/Coord)
• Planning & Intelligence (Planning & Intelligence Chief/Coord)
4. Discuss needs for additional plans (e.g., Evacuation Plan, Traffic Plan, etc.)
5. Roundtable and Closing Comments (All)
6. Adjourn (Plans)
Outcome(s): A set of EOC Objectives for the NEXT OPERATIONAL PERIOD
Next Step(s):
• EOC Director approves EOC Objectives
• Section Meetings to Prepare for the Strategy Meeting
• Strategy Meeting time: ___________________________________________
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3. Command and General Staff Section Meetings/Preparing for the Strategy
Meeting
ICS Form 201, Incident Briefing Form and/or ICS Form 209 Incident Status Summary Form are reviewed by
Section Chiefs with their staff and other appropriate EOC Team members. The EOC Director will update
the initial objectives if warranted. Upon review, the Planning & Intelligence Section Chief will provide the
necessary alternatives and strategies before the Strategy Meeting begins.
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4. Strategy Meeting
The Operations Section Chief, Safety Officer, Logistics Section Chief, and Logistics Section Unit Leaders
attend the Strategy Meeting. The Operations Section Chief leads the Strategy Meeting.
Resource availability and prioritization are reviewed. Resource assignments to support field elements will
consist of the kind, type, and number of resources available and required to achieve the objectives for the
Operational Period. If the required resources are unavailable, then an adjustment should be made to the
planned strategy. It is critical that, to the extent possible, resource availability and the availability of other
required support be determined in advance of determining strategies for tactical operations.
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The ICS Forms 215, Operational Planning Worksheet, and 215A, Incident Safety Analysis, are used to
document the Tactics Meeting. These forms should be completed at least one hour prior to the Planning
Meeting. Figure 3 provides a template for the Strategy Meeting.
FIGURE 3: STRATEGY MEETING TEMPLATE
Facilitator: Operations Section Chief
Purpose: • Ensure the EOC Action Plan supports the EOC Objectives
• Address and resolve coordination or support issues
• Identify resources to address limitations
• Finalize strategies and responsibilities for the NEXT OPERATIONAL PERIOD
Attendees:
Operations, Logistics, Logistics Units, Planning & Intelligence, Safety Officer, EOC
Coordinator
(Add members as required)
Bring meeting to order, conduct roll call, and cover ground rules (Planning &
Intelligence)
Review current and projected situation (Planning & Intelligence)
Review Approved EOC Objectives (Planning & Intelligence)
Review Draft Strategies
(consider resource needs and staffing levels)
• Management (EOC Coordinator)
• Operations (Operations Chief)
• Logistics (Logistics Chief)
Identify logistical capabilities, limitations, and support needs
(e.g., Communications, IT, vendor issues, etc.) (Logistics)
Identify, discuss, and mitigate safety issues and requirements (Safety Officer)
Roundtable and Closing Comments (All)
Adjourn (Planning & Intelligence)
Outcome(s): Completed EOC Strategies to support the EOC Objectives
Next Step(s):
• Prepare Draft EOC Action Plan for the Planning Meeting
• Planning Meeting time: ___________________________________________
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Appendix F: EOC Action Planning and Situation Reporting
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5. Section Meetings/Preparing for the Planning Meeting
Following the Strategy Meeting, the Section Chiefs review the results with their staff. Preparations are
made for the Planning Meeting, including the following actions coordinated by the Planning & Intelligence
Section:
• Review the ICS Form 215 developed in the Strategy Meeting
• Review the ICS Form 215A, Incident Safety Analysis (prepared by the Safety Officer), based
on the information in the ICS Form 215
• Assess current operations effectiveness and resource efficiency
• Gather information to support incident management decisions
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Appendix F: EOC Action Planning and Situation Reporting
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6. Planning Meeting
The Planning Meeting provides the opportunity for the Management and General Staff to review and
validate the operational plan as proposed by the Operations Section Chief. Attendance is required for all
Management and General Staff. Additional EOC personnel may attend at the request of the Planning &
Intelligence Section Chief or the EOC Director. The Planning & Intelligence Section Chief conducts the
Planning Meeting following the agenda template in Figure 4.
The Operations Section Chief delineates the amount and type of resources field units will need to
accomplish the plan.
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Appendix F: EOC Action Planning and Situation Reporting
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At the conclusion of the meeting, the Planning & Intelligence Section Staff will indicate when all elements
of the plan and support documents are required to be submitted so the plan can be collated, duplicated,
and made ready for the Operational Period Briefing.
FIGURE 4: PLANNING MEETING TEMPLATE
Facilitator: Planning & Intelligence Section Chief
Purpose:
• Review the Draft EOC Action Plan, adjust as needed
• Discuss and resolve issues prior to approving EOC Action Plan
• Obtain buy-in/support of EOC Action Plan from Management and General Staff
• Obtain EOC Director’s VERBAL APPROVAL of EOC Action Plan
Attendees:
Operations, Logistics, Finance, Planning & Intelligence, Safety Officer, EOC
Coordinator
(Add members as required)
1.
Bring meeting to order, conduct roll call, and cover ground rules (EOC
Management, General Staff, and others) (Planning & Intelligence Chief)
2. Situation Update (Planning & Intelligence Chief)
3. Review EOC Objectives and Strategy for the NEXT OPERATIONAL PERIOD
4.
Review all other parts of the Draft EOC Action Plan
• Management (EOC Coordinator)
• Operations (Operations Chief)
• Logistics (Logistics Chief)
• Finance (Finance Chief)
• Planning & Intelligence (Planning & Intelligence Chief)
5. Obtain feedback and commitment from Management and General Staff to support
the EOC Action Plan
6. Obtain EOC Director’s VERBAL APPROVAL of the EOC Action Plan
7. Roundtable and Closing Comments (All)
8. Adjourn (Plans)
Outcome(s): A review and verbal approval of the EOC Action Plan
Next Step(s):
• Finalize EOC Action Plan and obtain signed approval from EOC Director
• Prepare for the Action Plan Briefing with all EOC Staff
• Action Plan Briefing time: ________________________________________
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Appendix F: EOC Action Planning and Situation Reporting
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7. Final Action Plan Preparation and Approval
The next step in the Action Plan Process is final plan preparation and approval. The written plan is
comprised of a series of standard forms and supporting documents developed during this process that
convey the EOC Director’s intent and the Operations Section’s direction in accomplishing the plan for that
Operational Period.
For simple incidents of short duration, an Action Plan will be developed by the EOC Director and
communicated to subordinates in a verbal briefing. The planning associated with this level of complexity
does not demand the formal planning meeting process as highlighted above.
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Appendix F: EOC Action Planning and Situation Reporting
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Certain conditions result in the need for the EOC Director to engage a more formal process. A written
Action Plan should be considered under the following conditions:
• Two or more jurisdictions are involved in the response
• The incident continues into the next Operational Period
• A number of ICS organizational elements are activated (e.g., when General Staff Sections are
staffed)
• It is required to support recovery processes
• An evacuation or community hazardous materials incident is involved, in which case, a
written Action Plan is required
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Appendix F: EOC Action Planning and Situation Reporting
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8. Action Plan Briefing
The Action Plan Briefing may also be referred to as the Shift Briefing. This briefing is conducted at the
beginning of each Operational Period and presents the Action Plan to the next shift. Following the Action
Plan Briefing, Section Chiefs will meet with their assigned staff for a detailed review of their respective
assignments. Figure 5 provides a template for the Action Plan Briefing.
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Appendix F: EOC Action Planning and Situation Reporting
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FIGURE 5: ACTION PLAN BRIEFING TEMPLATE
Facilitator: Planning & Intelligence Section Chief
Purpose: • Distribute approved EOC Action Plan
• A “stand-up” briefing conducted at the end/beginning of each Operational
Period to brief the EOC Action Plan to oncoming EOC Staff
Attendees: All EOC Staff - Distribute the approved EOC Action Plan to all EOC Staff before
the briefing begins
1. Current Situation Review (Planning & Intelligence Chief or Sit Stat
Lead)
2. Weather Conditions (Planning & Intelligence Chief or Sit Stat Lead)
3. Review Objectives from EOC Action Plan (Planning & Intelligence)
4. Brief out status & strategies
• Management (Director)
• Operations (Operations Chief)
• Logistics (Logistics Chief)
• Finance (Finance Chief)
• Planning & Intelligence (Planning & Intelligence Chief)
5. Provide Logistics Guidance (i.e., forms, process) (Logistics)
6. Provide Finance/Administration Guidance (i.e., forms, process)
(Finance)
7. Provide other guidance as needed
8. Provide Safety Guidance (Safety Officer)
9. Closing Comments (Director)
Outcome(s): A completed EOC Action Planning process
Next Step(s):
• Execute & assess the plan
• Prepare for the next Objectives Meeting
• Objectives Meeting time: ________________________________________
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Appendix F: EOC Action Planning and Situation Reporting
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9. Execute Plan and Assess Progress
The Operations Section directs the implementation of the plan. The supervisory personnel within the
Operations Section (e.g., Operations Section Chief, Branch Directors, Division, or Group) are responsible
for implementing the plan for the specific Operational Period. The plan is evaluated at various stages in
its development and implementation. The Operations Section Chief may make appropriate adjustments
during the Operational Period to ensure that the objectives are effectively met.
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Appendix G:After Action Reporting
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APPENDIX G: AFTER ACTION REPORTING
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Appendix G: After Action Reporting
G-2
APPENDIX G: AFTER ACTION REPORTING
Standardized Emergency Management System - AFTER ACTION REPORT
PART I - GENERAL INFORMATION
NAME OF AGENCY: TYPE OF AGENCY:
City State Agency Other
County Federal Agency
Operational Area Special District
OES ADMINISTRATIVE REGION: DATES OF EVENT: (MONTH/DAY/YEAR)
Coastal (Oakland Office) BEGAN: / /
Inland (Sacramento Office) ENDED: / /
Southern (Los Alamitos Office)
TYPE OF EVENT: TYPE OF HAZARD OR EXERCISE SCENARIO:
Exercise Type: OR Avalanche Flood Terrorism
Table Top Actual Occurrence Civil Disorder Fire (Structural) Tsunami
Functional Planned Event: Dam Failure Fire (Wildland) Winter Storm
Full Scale Drought Landslide Other (Specify)
(Specify) Earthquake Mudslide
PART II - SEMS FUNCTIONS EVALUATED
SEMS FUNCTION
TOTAL
PARTICIPANTS
(Each Function)
EVALUATION - Circle:
(S) Satisfactory OR
(NI) Needs Improvement
CORRECTIVE ACTION REQUIREMENTS: (Check to indicate corrective action is
required)
PLANNING TRAINING PERSONNEL EQUIPMENT FACILITIES
Management:
Public Information, Safety,
Liaison, Interagency
Coordination, Security, Etc.
S NI
Command (Field):
Public Information, Safety,
Liaison, Interagency
Coordination, Security, etc.
S NI
Operations:
Law Enforcement, Fire/Rescue,
Const. & Engineering,
Medical/Health, Care &
Shelter, etc.
S NI
Planning/Intelligence:
Situation Status & Analysis,
Documentation, Advance
Planning, Demobilization, etc.
S NI
Logistics:
Services, Support, Facilities,
Personnel, Procurement,
Supplies, Equipment, Food, etc.
S NI
Finance/Administration:
Purchasing, Cost Unit, Time
Unit, Compensation and
Claims, etc.
S NI
Other Participants:
Exercise Staff, Community
Volunteers, etc. (#_ ) S NI
Total
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PART III - AFTER ACTION REPORT QUESTIONNAIRE
This questionnaire must be completed for all functional or full-scale exercises, and actual occurrences. Responses to questions 20-24
should address areas identified as "needing improvement and corrective action" in Part I; as well as any "No" answers given to questions
1-19 below:
DISASTER NAME:
PLANNED EVENT/EXERCISE NAME:
QUESTION: YES NO NA
1. Were procedures established and in place for response to the disaster?
2. Were procedures used to organize initial and ongoing responses?
3. Was the ICS use to manage field response?
4. Was Unified Command considered or used?
5. Was your EOC and/or DOC activated?
6. Was the EOC and/or DOC organized according to SEMS?
7. Were sub-functions in the EOC/DOC assigned around the five SEMS functions?
8. Were response personnel in the EOC/DOC trained?
9. Were action plans used in the EOC/DOC?
10. Were action planning processes used at the field response level?
11. Was there coordination with volunteer agencies such as the Red Cross?
12. Was an Operational Area EOC activated?
13. Was Mutual Aid requested?
14. Was Mutual Aid received?
15. Was Mutual Aid coordinated from the EOC/DOC?
16. Was an inter-agency coordination group established at the EOC/DOC level?
17. Was communication established and maintained between agencies?
18. Was the public alerting and warning conducted according to procedure?
19. Was public safety and disaster information coordinated with the media?
20. What response actions were taken by your agency? Include such things as mutual aid, number of personnel, equipment and other
resources:
21. As you responded, was there any part of SEMS that did not work for your agency? If so, how would (did) you change the system to
meet your needs?
22. As a result of your response, are any changes needed in your plans or procedures? Please provide a brief explanation:
23. As a result of your response, please identify any specific areas not covered in the current SEMS Approved Course of Instruction or
SEMS Guidelines?
24. If applicable, what recovery activities have you conducted to date? Include such things as damage assessment surveys, hazard
mitigation efforts, reconstruction activities, and claims filed:
City of Rancho Cucamonga 2023 Emergency Operations Plan
Appendix G: After Action Reporting
G-4
PART IV - NARRATIVE
City of Rancho Cucamonga 2023 Emergency Operations Plan
Appendix G: After Action Reporting
G-5
The space below may be used if desired to provide additional comments pertaining to Part III questions 20-24, or for any
additional observations:
FORM COMPLETED BY: YOUR AGENCY NAME:
(Print Name)
BUSINESS PHONE: ( ) -
REPORT DUE DATE: / /
DATE COMPLETED: / /
OES USE ONLY
Date Received: / /
Received by:
City of Rancho Cucamonga 2023 Emergency Opera�ons Plan
Appendix H: Recovery Operations Framework
H-1
APPENDIX H: RECOVERY OPERATIONS FRAMEWORK
City of Rancho Cucamonga 2023 Emergency Operations Plan
Appendix H: Recovery Operations Framework
H-2
APPENDIX H: R ECOVERY OPERATIONS FRAMEWORK
This framework defines how the whole Rancho Cucamonga community, including emergency managers,
community development professionals, recovery practitioners, City departments, private sector,
nongovernmental organization (NGO) leaders, and the public, will collaborate and coordinate to more
effectively utilize existing resources to promote resilience and support the recovery of those affected by
an incident. The framework advances the concept that recovery extends beyond simply repairing damaged
structures. It also includes the continuation or restoration of services critical to supporting impacted
community members' physical, emotional, and financial well-being.
Recovery includes restoring and strengthening key systems and resource assets critical to the economic
stability, vitality, and long-term sustainability of the communities. These include health (including
behavioral health) and human services capabilities and networks, public and private disability support and
service systems, educational systems, community social networks, natural and cultural resources,
affordable and accessible housing, infrastructure systems, and local economic drivers. Together, these
elements of recovery contribute to rebuilding resilient communities equipped with the physical, social,
cultural, economic, and natural infrastructure required to meet future needs.
The recovery process is best described as a sequence of interdependent and often concurrent activities
that progressively advance a community toward its planned recovery outcomes. Decisions made and
priorities set by a community pre-disaster and early in the recovery process have a cascading effect on the
nature, speed, and inclusiveness of recovery. Figure 1 depicts the interconnectedness of recovery activities
from pre-incident through the long term.
Figure 1: Recovery Continuum
SEMS Disaster Recovery Organization
City of Rancho Cucamonga 2023 Emergency Operations Plan
Appendix H: Recovery Operations Framework
H-3
The National Disaster Recovery Framework (NDRF) strongly recommends that local government leaders
appoint a Local Disaster Recovery Manager (LDRM) to serve as the jurisdiction's central manager for
recovery coordination activities. The role of the LDRM is to organize, coordinate, and advance the recovery
at the City level. The LDRM will serve as the City's primary point of contact with the State agencies. The
City has selected the Director of Finance (Deputy Director of Finance as secondary) to fill this position.
The City has established a Disaster Council under City Code: Title 2 - Administration and Personnel, Chapter
2.36. The Council may convene to review a recovery plan and make recommendations on priorities,
objectives, and issues to be addressed in the recovery plan. The Mayor serves as the Chair of the Disaster
Council.
To support the LDRM, the City uses an ICS structure that complements and augments the EOC. Figure 2
depicts the City's disaster recovery organization, the Recovery Operations Center (ROC).
Figure 2: City Recovery Organization
All City Departments will support the ROC with staff and resources. They will also coordinate providing
additional contract staff and services as required.
H.1 Damage Assessments and Incident Impacts
After a disaster, the City will seek to rebuild and revitalize all sectors of the community, including critical
infrastructure and essential services. City departments also must focus on business resumption/retention
and the redevelopment of housing units that are damaged or destroyed. The process of repairing and
Federal Emergency
Management Agency
California Office of
Emergency Services
Finance Department
Operations Section
Fire/Rescue Branch
Law Enforcement Branch
Public Works Branch
Construction/Eng Branch
Damage Assessment Grp
Care/Shelter Branch
Donations Mgmt Unit
Animal Services Branch
Planning Section
Advanced Planning
Unit
Logistics Section
Supply/Procurement
Unit
Finance Section
Recovery Unit
Time Keeping Unit
Purchasing Unit
Compensation/Claims Unit
Cost Accounting Unit
City of Rancho Cucamonga 2023 Emergency Operations Plan
Appendix H: Recovery Operations Framework
H-4
rebuilding presents an opportunity for the City government to promote and integrate mitigation measures
into recovery rebuilding strategies and plans.
The City EOC will compile damage assessments that are provided by City departments in responding to
the disaster. Additional information must be collected from privately owned critical infrastructure
providers and commercial entities located in the City. Detailed damage assessments of City facilities must
be completed by:
• Building & Safety Department
• Community Improvement
• Community Services Department
• Engineering Department
• Fire District
• Police Department
• Public Works Department
Additional damage assessments must be collected from other organizations, including:
• Caltrans
• Cellular service providers such as AT&T, Verizon, and others
• Southern California Edison
• Southern California Gas Company
• School Districts
• Rancho Cucamonga Chamber of Commerce
• Local hospitals and medical clinics
• Long-term care and skilled nursing facilities
• Churches and other NGOs
Damage Assessments should include the following information at a minimum:
• Location, such as street address or description of the location (e.g., collapse of the northeast
portion of the roof at Chaffey College)
• Potential hazards
• Detailed description of the facility (number of buildings, dimensions, size, use, contents,
occupancy)
• Detailed description of damage by construction systems (foundations, walls, roofing, HVAC,
electrical, plumbing, IT, fixtures, pavement, and parking)
• Estimated cost associated with damage
• Insurance coverage and limits
Not all the information may be available initially, and acquiring it may require professional engineering
services. Cal OES operates the Statewide Safety Assessment Program (SAP) for post-earthquake damage
assessments. The SAP provides certified engineers and scientists to support jurisdictions after a disaster.
More information is available at:
City of Rancho Cucamonga 2023 Emergency Operations Plan
Appendix H: Recovery Operations Framework
H-5
http://www.ncsea.com/downloads/files/Education/CalOES/Safety%20Assessment%20Program%20FAQs
.2017.pdf
The ROC Planning Section is responsible for compiling damage assessments and providing information
and displays to the LDRM to support resource requests and prioritization. Damage assessment
information should also be provided to Cal OES and FEMA to support their preliminary damage
assessments (PDA) for Stafford Act assistance programs such as Individual and Public Assistance.
H.2 Recovery Reporting and Documentation
Keeping accurate, complete records of recovery efforts is essential for reimbursement and promotes
efficient use of limited resources and funds. The ROC Finance Section is responsible for maintaining
documentation for the post-disaster recovery process. Documentation is required for the following
disaster-related activities:
• Staff overtime
• Emergency protective measures
• Mutual aid support from other jurisdictions
• Contracted emergency services and equipment
• Disaster debris removal
• Inspections, repairs, and reconstruction of City facilities
Documentation goes beyond a description of the extent and nature of the damage to facilities. It should
also include detailed assessments of the overall community impacts. Key indicators are:
• Percent of housing stock affected
• Percent of community without essential services, including utilities, phone service, fuel, groceries,
and prescription medication access
• Status of public and private schools
• Businesses that have shut down or reduced operations
• Available funds for recovery financing
• Number of people in long-term shelters
• Percent of the population displaced
• Impacts on neighboring jurisdictions and the region
Monitoring these indicators provides City leaders with information essential to guide recovery planning
efforts, request resources, and determine priorities.
H.3 Disaster Assistance Programs
There are numerous post-disaster assistance programs. They are administrated by federal, state, and local
government, NGOs, and private organizations.
City of Rancho Cucamonga 2023 Emergency Operations Plan
Appendix H: Recovery Operations Framework
H-6
Federal programs include:
• Stafford Act Programs – These are discussed in detail in Section H.4.
• Disaster Housing Assistance Program – This federal program administered by FEMA provides
temporary housing to disaster victims during Presidentially declared disasters.
• Disaster Mortgage and Rental Assistance Program – This program provides grants for home-
related mortgage or rent payments to disaster victims who, because of a disaster, have lost their
job or business and face foreclosure or eviction from their homes. It is a federal program available
under a Presidentially declared disaster.
• Housing and Urban Development (HUD) Program – This program is offered to families that meet
certain income guidelines and may provide a percentage of the rental cost for a limited period to
disaster victims. It is also available under a Presidentially declared disaster.
• Small Business Administration (SBA) – This program is automatically implemented following a
Presidential disaster declaration for Individual Assistance or may be implemented at the request
of the governor. It provides low-interest loans to businesses and individuals who have suffered
disaster losses.
• Individual and Family Grant Program (IFGP) – This is authorized only by a federal disaster
declaration. It provides grants to disaster victims who are not eligible for SBA loans.
• Cora Brown Fund - This is authorized only by a federal disaster declaration. The fund provides
disaster victims with assistance, provided they are not eligible for any other disaster assistance
award from the government or other organizations
• US Department of Health and Human Services (HHS) – HHS provides programs such as community
health services, including the Emergency Prescription Assistance Program and the Strategic
National Stockpile of medicines.
These are only a few federal programs that can be activated under a Presidentially declared disaster.
Disaster assistance may also be altered by legislation passed at the time of the event. Other types of
assistance may also be made available depending on the disaster.
State programs include:
• Unemployment and job services – The California Employment Development Department (EDD)
provides a variety of services to individuals and businesses impacted by disasters in California.
These range from assistance for those who may have lost a job due to the disaster to employers
who are forced to shut down operations.
• State Public Assistance Program – The California Public Assistance Program provides funding to
cities, counties, special districts, school districts, community colleges, and certain private non-
profit organizations in the event of a state disaster.
• Local Assistance Center (LAC) activation and staffing – The LAC is normally staffed and supported
by local, state, and federal agencies, as well as non-profit and voluntary organizations. The LAC
provides a single facility at which individuals, families, and businesses can access available disaster
assistance programs and services.
City of Rancho Cucamonga 2023 Emergency Operations Plan
Appendix H: Recovery Operations Framework
H-7
Volunteer programs include:
• The American Red Cross exists to provide compassionate care to those in need. The network of
donors, volunteers, and employees share a mission of preventing and relieving suffering through
disaster relief efforts.
• Volunteer Organizations Active in Disasters (VOAD) improves outcomes for people affected by
disasters by facilitating cooperation, communication, coordination, and collaboration among non-
profit organizations, community-based groups, government agencies, and for-profit companies.
• Community Emergency Response Teams (CERT) – CERT volunteers are trained to prepare for and
respond to a disaster until first responders arrive.
• The Salvation Army is a ministry with a mission to meet human needs without discrimination.
The Personnel/Volunteer Unit is part of the Logistics Section in the City EOC. It supports and coordinates
the efforts of trained volunteer groups and NGOs that provide critical services in a disaster.
H.4 Stafford Act Programs
Stafford Act programs include individual and public assistance. These programs are available after a
Presidential disaster declaration. They are administered through a joint State/federal organization located
in a Joint Field Office (JFO). The JFO is organized along ICS principles and follows NIMS/SEMS processes for
both response and recovery operations. Eligible applicants for Stafford Act assistance include the
following:
• Individuals
• State agencies
• Counties
• Cities
• Special districts
• Schools K-12
• Colleges and institutions of higher education
• Private non-profit organizations organized under §501(c)3 of the Internal Revenue Code
Individual Assistance
The Individuals and Households Program (IHP) provides financial help or direct services to those with
necessary expenses and serious needs if they cannot meet these needs through other means. Program
support includes:
Housing Assistance
• Temporary Housing: Money to rent a different place to live or a temporary housing unit (when
rental properties are not available).
• Repair: Money for homeowners to repair damage from the disaster that is not covered by
insurance. The goal is to repair the home to a safe and sanitary living or functioning condition.
FEMA may provide limited funds for home repair; then, the homeowner may apply for an SBA
City of Rancho Cucamonga 2023 Emergency Operations Plan
Appendix H: Recovery Operations Framework
H-8
disaster loan for additional repair assistance. FEMA will not pay to return a home to its condition
before the disaster. If the home is in a Special Flood Hazard Area, Flood insurance may be required.
• Replacement: Money to replace a disaster-damaged home, under rare conditions, if this can be
done with limited funds.
Other Needs Assistance
The Other Needs Assistance provision of the Individuals and Households Program provides grants for
uninsured, disaster-related necessary expenses, and serious needs. Assistance includes:
• Medical and dental expenses
• Funeral and burial costs
• Repair, cleaning, or replacement of:
- Clothing
- Household items (room furnishings, appliances)
- Specialized tools or protective clothing and equipment required for the individual's job
- Necessary educational materials (computers, schoolbooks, supplies)
• Clean-up items (wet/dry vacuum, air purifier and dehumidifier)
• Fuel (fuel, chain saw, firewood)
• Repairing or replacing vehicles damaged by the disaster or providing for public transportation or
other transportation costs
• Moving and storage expenses related to the disaster (including evacuation, storage, or the return
of property to a home)
• Other necessary expenses or serious needs (for example, towing, or setup or connecting essential
utilities for a housing unit not provided by FEMA)
Public Assistance
The Public Assistance (PA) grant program provides federal assistance to government organizations and
certain private non-profit (PNP) organizations following a Presidential disaster declaration. PA provides
grants to state, tribal, territorial, and local governments and certain types of PNP organizations so that
communities can quickly respond to and recover from major disasters or emergencies.
The PA program provides supplemental federal disaster grant assistance for debris removal, life-saving
emergency protective measures, and the repair, replacement, or restoration of disaster-damaged publicly
owned facilities and the facilities of certain PNP organizations. The PA program also encourages the
protection of these damaged facilities from future events by providing assistance for hazard mitigation
measures during the recovery process.
Public Assistance categories are:
• Category A: Debris Clearance – Clearance of debris, wreckage, demolition, and removal of
buildings damaged beyond repair.
• Category B: Emergency Protective Measures – Measures to eliminate or lessen immediate threats
to life, public health, and safety.
City of Rancho Cucamonga 2023 Emergency Operations Plan
Appendix H: Recovery Operations Framework
H-9
• Category C: Roads and Bridges – All non-emergency work and any that may require more time for
decision-making, preparation of detailed design, construction plans, cost estimates, and
schedules.
• Category D: Water Control Facilities – Includes flood control, drainage, levees, dams, dikes,
irrigation works, and bulkheads.
• Category E: Public Buildings and Equipment – Buildings, vehicles or other equipment,
transportation systems, fire stations, supplies or inventory, higher education facilities, libraries,
and schools.
• Category F: Utilities – Water supply systems, sanitary sewerage treatment plants, storm drainage,
and light/power.
• Category G: Other – Park facilities, public and private non-profit facilities, recreational facilities,
and playground equipment.
PA programs provide at least 75 percent of costs associated with Presidentially declared disasters if
program projects meet stringent requirements for documentation, regulatory compliance, and
administration. Detailed guidance is provided at: https://www.fema.gov/public-assistance-local-state-
tribal-and-non-profit.
H.5 Hazard Mitigation Grant Programs
The Hazard Mitigation Grant Program (HMGP) provides grants to implement long-term hazard mitigation
measures after the declaration of a major disaster. The purpose of the HMGP is to reduce the loss of life
and property due to natural disasters and to enable mitigation measures to be implemented during the
immediate recovery from a disaster. To qualify for HMGP funding, projects must provide a long-term
solution to a problem, and the project's potential savings must exceed the cost of implementing the
project.
HMGP funds may be used to protect either public or private property or to purchase property that has
been subjected to or is in danger of repetitive damage. The amount of funding available for the HMGP
under a particular disaster declaration is limited. Under the program, the federal government may
provide a state or tribe with up to 20 percent of the total disaster grants awarded by FEMA under
Stafford Act programs and may provide up to 75 percent of the cost of any projects approved under the
program. In California, these funds are administered by the Cal OES Hazard Mitigation Grant Program
Unit. Additional information on the HMGP is available in the City's 2017 Local Hazard Mitigation Plan.
City of Rancho Cucamonga 2023 Emergency Opera�ons Plan
Appendix I: Critical Infrastructure
I-1
APPENDIX I: CRITICAL INFRASTRUCTURE
Critical Facilities
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176 Bridge No Identification Information Provided
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178 Bridge No Identification Information Provided
179 City Facility Lions Center West
180 City Facility City Hall
181 City Facility Public Works Service Center
182 City Facility Public Works Corporate Yard
183 City Facility Household Hazardous Waste
184 City Facility RC Sports Center
185 City Facility RC Animal Care & Adoption Center
186 City Facility Archibald Library
187 City Facility Epicenter/Sports Complex
188 City Facility Lewis Community Center/ Brulte Senior Center
189 City Facility Lions Center East
190 City Facility Lewis Family Playhouse/ Paul Biane Library
191 City Facility RC Family Resource Center
192 City Facility RCMU Substation
193 Fire Facility Fire Station No. 1
194 Fire Facility Fire Station No. 2
195 Fire Facility Fire Station No. 3
196 Fire Facility Fire Station No. 4
197 Fire Facility All Risk Training Center
198 Fire Facility Fire Station No. 5
199 Fire Facility Fire Station No. 6
200 Fire Facility Fire Station No. 7
201 Fire Facility Public Safety Facility
202 Parks Heritage Community Park
203 Parks Beryl Park East
204 Parks Beryl Park West
205 Parks Hermosa Park
206 Parks Rancho Cucamonga Central Park
207 Parks Ellena Park
208 Parks Lions Park
209 Parks Coyote Canyon Park
210 Parks Spruce Avenue Park
211 Parks Bear Gulch Park
212 Parks Old Town Park
213 Parks Etiwanda Creek Community & Dog Park
214 Parks Ralph M. Lewis Park
215 Parks Victoria Groves Park
216 Parks Windrows Park
217 Parks Vintage Park
218 Parks Don Tiburcio Tapia Park (Proposed)
219 Parks Mountain View Park
I-6
220 Parks Milliken Park
221 Parks West Greenway Park
222 Parks Rancho Cucamonga Adult Sports Complex
223 Parks Cucamonga/Demens Trail Rest
224 Parks Church Street Park
225 Parks Golden Oak Park
226 Parks Day Creek Park
227 Parks Garcia Park
228 Parks Red Hill Community Park
229 Parks Kenyon Park
230 Parks Victoria Arbors Park
231 Parks Legacy Park
232 Parks Rancho Summit Park
233 Parks Olive Grove Park
234 Parks Los Amigos Park
235 Police Facility Rancho Cucamonga Sheriff Station
236 Police Facility W.Valley Detention Center #1
237 Police Facility Police Substation
238 Other Facility Etiwanda Substation
239 Other Facility CVWd Water Treatment Plant
Facilities of Concern
1 School Alta Loma
2 School Deer Canyon
3 School Jasper
4 School Alta Loma
5 School Alta Loma
6 School Carnelian
7 School Valle Vista
8 School Bear Gulch
9 School Los Amigos
10 School Rancho Cucamonga
11 School Summit Intermediate
12 School Dona Merced
13 School Floyd M Stork
14 School Hermosa
15 School Caryn
16 School Rancho Cucamonga
17 School Etiwanda
18 School Victoria Groves
19 School Etiwanda
I-7
20 School Cucamonga
21 School Central
22 School Cucamonga
23 School Chaffey
24 School Vineyard
25 School Coyote Canyon
26 School Terra Vista
27 School Ruth Musser
28 School Banyan
29 School Carlton P. Lightfoot
30 School Los Osos
31 School John L. Golden
32 School Grapeland
33 School Windrows
34 School Day Creek
35 School Etiwanda Colony
36 School Perdew
37 School Mulberry Early
38 School Etiwanda Early
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