HomeMy WebLinkAbout#17 Emergency Response Operation Plan AGENDA ITEM #17
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Public Utility District
MEETING DATE: May 1, 2024
TO: Board of Directors
FROM: Jillian Steward, Human Resources Director
SUBJECT: Emergency Response and Operation Plan Workshop
APPROVED BY.
Brian C. Wright, General Manager
RECOMMENDATION:
Receive this presentation and provide input to staff.
BACKGROUND:
During the June 7, 2023 Board Meeting, the Board awarded Howell Consulting, Inc. a
contract for the development of an Emergency Response and Operations Plan.
An Emergency Response and Operation Plan provides the District with the guidelines
needed for emergency response planning, preparation and training. Adherence to the
plan will help ensure the preservation of life, property and environment during natural
disasters and emergencies, as well as in man-made incidents. Emergency Response
processes require coordination between many agencies, departments, allied
organizations, and different levels of government. Furthermore, different types of
emergencies require different kinds of expertise and response capabilities. The
Emergency Response Plan includes a structure, framework and outlines responsibilities
for District personnel to comply with The California Standardized Emergency
Management System (SEMS), Incident Command Systems (ICS), and National
Incident Management System (NIMS) structure and processes. While the District is not
subject to regulatory compliance with the California Public Utilities Commission
(CPUC), many CPUC programs are generally recognized as best management
practices for publicly owned utilities. CPUC regulated water and electric utilities are
required to develop disaster and emergency response plans and coordinate with other
local government agencies. The District's adoption of these same standards will align
with emergency response standards adopted by the Town of Truckee, Truckee Fire and
Nevada County. Additionally, all public sector employees and Special District staff are
subject to being designated Disaster Service Workers per the California Labor Code.
Therefore, it is important for all public employees to familiarize themselves with the
concepts and structure of emergency response plans.
ANALYSIS AND BODY:
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This informational workshop will present an overview of the proposed Emergency
Response and Operation Plan, that will be the foundation for ongoing training,
workshops, development, and table-top exercises to adequately prepare District Staff to
respond in an emergency.
GOALS AND OBJECTIVES:
District Code 1 .05.020 Objectives:
1. Responsibly serve the public.
2. Provide a healthy and safe work environment for all District employees.
3. Provide reliable and high quality water supply and distribution system to meet
current and future needs.
4. Provide reliable and high quality electric supply and distribution system to meet
current and future needs.
District Code 1 .05.030 Goals:
5. Developing an inclusive culture drives organizational integration and success.
FISCAL IMPACT:
There is no fiscal impact associated with this informational workshop item.
ATTACHMENTS:
1. TDPUD Emergency Operations Plan Final 2024
2. TDPUD EOC Annex Final 2024
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DistrictU.00--'TRUCKEE DONNER
Ap- Public Utility
Truckee Donner
Public Utility District
EMERGENCY OPERATIONS PLAN
APRIL 51 2024, VERSION 1.3
IN
11570 Donner Pass Road
Truckee, CA 96161
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ACKNOWLEDGEMENTS
There are numerous individuals who have contributed their time, efforts, insights and resources towards
the completion of this version of the Truckee Donner Public Utility District Emergency Operations Plan.
The strategies, guidance, and information in this plan represent the diligent work of numerous persons in
the Truckee Donner Public Utility District.
Thanks go to all the persons who extended their time and energy into developing this Plan. Of special
note is the Truckee Donner Public Utility District, who led and managed this project, under the direction
of the General Manager. Thanks also go to those persons who contributed during the planning meetings,
provided insights and data, and supported the development of the plan.
As with any working plan, this document represents planning strategies and guidance as understood as of
the date of this plan's release. This plan provides a framework to facilitate an organized and effective
response to a catastrophic disaster event.
1. The title of this document is the Truckee Donner Public Utility DistrictEmergency Operations Plan
2. The information gathered herein is to be used for guidance, training and reference purposes
within the District. Reproduction of this document, in whole or in part, without prior approval
from the District is prohibited.
3. Point of Contact:
Brian Wright, General Manager
Truckee Donner Public Utility District
11570 Donner Pass Road
Truckee, CA 96161
brianwright@tdpud.org
(530) 582-3957
Prepared by Howell Consulting, Inc. for the Truckee Donner Public Utility District Emergency Plan Update
Project.
BRENNA HOWELL
Howell Consulting, Inc.
(916) 202-2635
brenna@brennahowell.com
www.brennahowell.com
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TABLE OF CONTENTS
Acknowledgements...............................................................................................................2
Approval and Implementation...............................................................................................6
Foreward.......................................................................................................................................6
PlanApproval.................................................................................................................................6
PlanActivation...............................................................................................................................6
PlanModifications .........................................................................................................................7
Recordof Changes.................................................................................................................8
Recordof Concurrence ..........................................................................................................9
Recordof Distribution ......................................................................................................... 10
Section 1.0 Purpose, Scope, Situation, and Assumptions...................................................... 11
1.1 Purpose..................................................................................................................................11
1.1.1 Plan Organization and Format...................................................................................................11
1.2 Scope.....................................................................................................................................12
1.3 Situation Overview.................................................................................................................13
1.3.1 Hazard Analysis Summary..........................................................................................................14
1.3.2 Capability Assessment ...............................................................................................................14
1.3.3 Mitigation Overview ..................................................................................................................14
1.4 Planning Assumptions.............................................................................................................15
1.5 Whole Community Approach..................................................................................................15
Section 2.0 Concept of Operations....................................................................................... 16
2.1 Goals, Priorities and Strategies................................................................................................16
2.1.1 Operational Goals......................................................................................................................16
2.1.2 Operational Priorities.................................................................................................................17
2.1.3 Operational Strategies...............................................................................................................17
2.2 Plan Activation .......................................................................................................................17
2.3 Proclaiming an Emergency......................................................................................................18
2.3.1 Local Emergency Proclamation..................................................................................................19
2.3.2 Proclamation of a State Emergency...........................................................................................20
2.3.3 Proclamation of a State of War Emergency...............................................................................20
2.4 Presidential Declarations........................................................................................................21
2.5 Emergency Management Response Levels...............................................................................22
2.5.1 National Emergency...................................................................................................................23
2.6 Sequence of Events During Disasters.......................................................................................23
2.6.1 Before Impact.............................................................................................................................23
2.6.2 Immediate Impact......................................................................................................................24
2.6.3 Sustained Operations.................................................................................................................26
2.6.4 Transition to Recovery...............................................................................................................26
2.7 Continuity of Operations and Government..............................................................................27
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2.7.1 Continuity of Government.........................................................................................................27
2.7.2 Preservation of Vital Records.....................................................................................................28
2.7.3 Truckee Donner Public Utility District Emergency Operations Policy Statement Limitations...29
2.7.4 Disaster Service Workers...........................................................................................................29
2.8 Continuity of Operations(COOP).............................................................................................30
2.8.1 Orders of Succession..................................................................................................................30
Section 3.0 Organization and Assignment of Responsibilities ............................................... 32
3.1 Supporting Plan Development.................................................................................................32
3.2 District Department/Allied Agency EOC Organization Assignments..........................................33
3.2.1 Director of Emergency Services.................................................................................................33
3.3 Organization of Emergency Management................................................................................33
3.3.1 Federal Emergency Support Functions......................................................................................34
3.3.2 California Emergency Functions.................................................................................................34
3.4 Role of Private Sector .............................................................................................................35
3.4.1 District Customers......................................................................................................................35
3.4.2 Volunteer Organizations............................................................................................................35
3.4.3 Public-Private Partnerships........................................................................................................35
Section 4.0 Direction, Control and Coordination................................................................... 37
4.1 Direction and Control..............................................................................................................37
4.2 Coordination ..........................................................................................................................37
4.3 Standardized Emergency Management System........................................................................37
4.3.1 Standardized Emergency Management System (SEMS) Organization Levels...........................37
4.3.2 SEMS Functions..........................................................................................................................38
4.4 National Incident Management System (NIMS) .......................................................................41
4.5 Mutual Aid .............................................................................................................................42
4.5.1 Mutual Aid Coordination ...........................................................................................................42
Section 5.0: Information Collection and Dissemination ........................................................45
5.1 Action Planning ......................................................................................................................45
5.1.1 Planning Requirements..............................................................................................................45
5.2 EOC Reporting........................................................................................................................45
5.3 EOC Reporting Systems...........................................................................................................46
5.4 Emergency Public Information ................................................................................................46
Section6.0: Communications...............................................................................................47
6.1 Communications Systems .......................................................................................................47
6.2 Internal Communications........................................................................................................47
6.3 Notification and Warning........................................................................................................47
6.4 Non-Emergency(non 9-1-1 calls) External Communications.....................................................47
Section 7.0: Administration, Finance and Logistics ............................................................... 49
7.1 Documentation.......................................................................................................................49
7.2 Finance...................................................................................................................................49
7.3 Expenditure Tracking..............................................................................................................49
7.3.1 Eligible Expenses........................................................................................................................49
7.3.2 Recordkeeping Requirements....................................................................................................49
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7.4 Resource Management...........................................................................................................50
7.4.1 Resource Priorities.....................................................................................................................50
7.4.2 Resource Requests.....................................................................................................................50
Section 8.0: Preparedness,Training, Exercises and After Action Reporting ........................... 52
8.1 Preparedness Planning............................................................................................................52
8.1.1 Community Preparedness and Awareness................................................................................52
8.1.2 Preparedness Actions.................................................................................................................53
8.2 Readiness Training..................................................................................................................53
8.3 Exercise and Evaluation ..........................................................................................................53
8.4 After Action Reporting............................................................................................................54
Section 9.0: Plan Development and Maintenance ................................................................ 55
9.1 Plan Development and Maintenance RESPONSIBILITIES...........................................................55
9.2 Review and Updating..............................................................................................................55
Appendix A: Authorities and References.............................................................................. 56
Authorities...................................................................................................................................56
References...................................................................................................................................57
AppendixB: Acronyms......................................................................................................... 58
Appendix C: List of Basic EOP Supporting Documents.......................................................... 59
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APPROVAL AND IMPLEMENTATION
FOREWARD
The Truckee Donner Public Utility District(District) Emergency Operations
Plan (EOP) addresses the District's planned response to extraordinary
emergency situations associated with natural or human caused disasters,
technological incidents and national security emergencies in or affecting
the District boundaries. This plan does not apply to normal day-to-day AEmergen
cy ,
emergencies or the established departmental procedures used to cope �' ManagementCycle
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with such emergencies. Rather,this plan focuses on operational conceptsa a�
and would be implemented relative to large-scale disasters, which can k a4
pose major threats to life, property and the environment, and require r„"1_1= ,.
unusual emergency responses. RESPONSE
This plan accomplishes the following:
• Establishes the Emergency Management Organization required to mitigate any significant
emergency or disaster affecting the District.
• Identifies the roles and responsibilities required to protect the health and safety of the District's
residents; public and private property; and the environmental effects of natural, technological
and human-caused emergencies and disasters.
• Establishes the District's operational concepts associated with a field response to emergencies;
the Emergency Operations Center(EOC) activities; and the recovery process.
PLAN APPROVAL
Upon approval by the District's Board of Directors, the plan will be officially adopted and promulgated.
The approval date will be included on the title page. The plan will be made available to District
departments, the cities and counties in which it serves, and supporting allied agencies and community
organizations having assigned primary functions or responsibilities within this plan.
PLAN ACTIVATION
The EOP may be activated by authorized District personnel under any of the following circumstances:
• On the order of the General Manager as designated by the District EOP and promulgation from
the District Board.
• Upon proclamation by the Governor that a STATE OF EMERGENCY exists in an area of the State.
• Automatically on the proclamation of a STATE OF WAR EMERGENCY as defined in the California
Emergency Services Act (Chapter 7, Division 1,Title 2, California Government Code.)
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• Upon declaration by the President of the existence of a National Emergency.
• Automatically, on receipt of an attack warning or actual attack on the United States, or upon
occurrence of a catastrophic disaster that requires immediate government response.
PLAN MODIFICATIONS
Upon the delegation of authority from the District's Board of Director and after review by the District's
General Counsel specific modifications can be made to this plan without the signature of the Board. This
EOP, it's Functional Annexes, Appendices and Attachments supersede all previous versions of the
District's EOP.
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RECORD OF CHANGES
NumberVersion Implemented By Date Approved By Approval Date Descrip 15
1
2
3
4
5
6
7
8
9
10
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RECORD OF CONCURRENCE
The following signature documents the Board President's approval and receipt of the 2024 Truckee
Donner Public Utility District Emergency Operations Plan. As needed, revisions will be submitted to the
District's General Manager.
Board President
DATE
APRIL 2024 FINAL VERSION 1.3 9
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RECORD OF DISTRIBUTION
Version Department/Agency Approved By Approval Da
Number
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SECTION 1.0 PURPOSE, SCOPE, SITUATION, AND ASSUMPTIONS
1.1 PURPOSE
The purpose of the Truckee Donner Public Utility District Emergency Operations Plan (EOP) is to provide
the basis for a coordinated response before, during and after a disaster incident affecting the District.
This plan is the principal guide for the District's response to, and management of real or potential
emergencies and disasters occurring within its designated geographic boundaries. Specifically,this plan is
intended to:
• Facilitate multi-jurisdictional and interagency coordination in emergency operations, particularly
between the cities and counties in which it serves, other partnering special districts or private
industries, and appropriate state and federal agencies.
• Serve as a District plan and a reference document for pre-emergency planning and emergency
operations.
• Be utilized in coordination with applicable local, state and federal contingency plans.
• Identify the components of an Emergency Management Organization and establish associated
protocols required to effectively respond to, manage and recover from major emergencies
and/or disasters.
• Establish the operational concepts and procedures associated with field response to
emergencies, and District EOC activities.
• Establish the organizational framework of the California Standardized Emergency Management
System (SEMS) and the National Incident Management System (NIMS)within the District.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
1.1.1 PLAN ORGANIZATION AND FORMAT
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The plan is divided into several elements that contain general and specific information relating to the
District's emergency management operations. Those elements are as follows:
Basic Plan
This section provides the structure and organization of the District's emergency management
organization, identifies individual roles and responsibilities, describes the concept of emergency
operations, and identifies how the District integrates SEMS and NIMS into its emergency management
organization. In addition, this section contains supporting materials to the overall EOP and its
components.
Functional Annexes
The Functional Annexes contain detailed descriptions of the methods that the District and its
departments follow for critical functions during emergency operations. These Functional Annexes
address both the State's Emergency Functions (EF) and the Federal Emergency Support Functions (ESF)
and are explained in more detail in Section 1.2 Scope.
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Hazard Specific Annexes
Hazard specific annexes identify hazard-specific areas and specify provisions and protocols.The threat-
and hazard-specific annexes describe the courses of action unique to particular threats and hazards.
Support Documents
The support documents focus on critical operational functions and who is responsible for carrying them
out. These documents clearly describe the policies, processes, roles and responsibilities that agencies
and departments carry out before, during, and after any emergency.
Functional SupportDocuments .-
Annexes
1.2 SCOPE
The scope of this plan applies to any extraordinary emergency situation associated with any hazard
(natural, technological or human caused),which may affect the District and requires planned,
coordinated responses by multiple agencies or jurisdictions.
The provisions, policies, and procedures of this plan are applicable to all agencies and individuals, public
and private, having responsibilities for emergency preparedness, response, recovery, and/or mitigation in
the District. The other governmental agencies within the District's service territory maintain their own
emergency operations plans and those plans are consistent with the policies and procedures established
by this plan.
This plan incorporates the FEMA Comprehensive Preparedness Guide (CPG) 101 v. 3.0 and State of
California Emergency Plan best practices, in addition to the County's EOP, and is designed to be read,
understood and exercised prior to an emergency and establishes the framework for implementation of
SEMS and NIMS for the District. The District's EOP is intended to facilitate multi-agency and multi-
jurisdictional coordination, particularly between the District,various jurisdictions that cross its
geographical boundaries, as well as special districts, utilities, major businesses, community groups, state
agencies, and the federal government. The District's emergency operations will be coordinated through
the structure of the District's Emergency Operations Center(EOC). This plan will be used in coordination
with the State Emergency Plan and the National Response Framework.
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This plan is part of a larger framework that supports emergency management within the State of
California. Through an integrated framework of emergency plans and procedures involving all
stakeholders in the emergency management community, the District will promote effective planning and
coordination prior to an emergency,thereby ensuring a more effective response and recovery.
Each element of the District's emergency management organization is responsible for assuring the
preparation and maintenance of appropriate response plans and current Standard Operating Procedures
(SOPS), including resource lists and checklists that detail how assigned responsibilities will be performed
to support implementation of this plan and to ensure successful response during a major disaster.
It is the District's intent to fulfill the policies described herein, within District's capabilities and resources
available at the time of an emergency or disaster event.
1.3 SITUATION OVERVIEW
This section provides a brief situation overview of the District. The following map, Figure 1—Base Map of
TDPUD Boundaries, shows the District's boundaries.
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1
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I 287
Sf
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Water Service Area Y j,
_r J Town oT Truckee
�p County Boundary
TDPUD WATER SYSTEM&SERVICE AREA i1N[i[�6DHNER
PUBLIC IIALfI7 DISTRICT
Figure 1—Base Map of TDPUD Boundaries
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...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
1.3.1 HAZARD ANALYSIS SUMMARY
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Both the Nevada and Placer County Offices of Emergency Services and a consortium of community
stakeholders worked to complete their respective County Multi-jurisdictional Local Hazard Mitigation
Plans (LHMP).The purpose of this analysis was to identify and discuss the natural and human caused
threats confronting the communities and the mitigation efforts that have taken place or are underway
that might address those threats. For more in-depth details, please refer to the Nevada and Placer
County Hazard Mitigation Plans within the Office of Emergency Services.
Both of the County's plans and previous District hazard assessments show that the District is vulnerable
to a wide range of threats. An all-hazards threat perspective must include a complete range of threats,
including emerging and increasing technological factors. It is important to consider past events for future
planning,with the consideration that the location and scope of hazards changes over the years.
Although an attempt has been made to identify all major hazards and their respective impacts, it must be
remembered that we live in a time of emerging threats, and nature, coupled with societal instabilities
ensure that the material contained within this document will surely require modification over time.
1.3.2 CAPABILITY ASSESSMENT
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
A capability assessment provides part of the foundation for determining the type of emergency
management, preparedness, and mitigation strategy. The assessment process also identifies gaps or
weaknesses that may need to be addressed through preparedness planning goals and actions deemed
practical considering the jurisdiction's capabilities to implement them. Finally,the capability assessment
highlights the positive measures that are in place or underway for continued support and enhancement
of the jurisdiction's preparedness and response efforts.
The District has performed a capability assessment and continues to work at a regional level to develop
plans, agreements, procedures, exercises and critical tasks needed for strengthening regional capabilities.
Some of the following products from the assessment are listed below:
• Emergency Operations Center Annex
• EOC Tools Attachment
• District Emergency Response Plan
The District currently participates in the County's Operational Area Coordination meetings.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
1.3.3 MITIGATION OVERVIEW
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The County's LHMP,formally approved by FEMA, identifies mitigation efforts to reduce the likelihood that
a defined hazard will impact the community.As the cost of damage from natural disasters continues to
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increase nationwide,the District recognizes the importance of identifying effective ways to reduce its
vulnerability to disastrous events. As a result, the District has taken a number of mitigation measures for
each identified local area hazard, to minimize the impact that is likely to result from an emergency.
For detailed information on the mitigation strategies, please refer to both the Nevada and Placer County
Multi jurisdictional LHMPs.
1.4 PLANNING ASSUMPTIONS
Certain assumptions were used during the development of this plan. These assumptions translate into
basic principles associated with conducting emergency management operations in preparation for,
response to, and recovery from major emergencies. Assumptions provide context, requirements, and
situational realities that must be addressed in plan development and emergency operations. This plan
makes the following assumptions:
• Emergencies or disasters may occur at any time, day or night, in populated as well as remote
areas of the District.
• Major emergencies and disasters will require a multi-agency, multi-jurisdictional response. For
this reason, it is essential that the SEMS, and in many cases a Unified Command, be implemented
immediately by responding agencies, and expanded as the situation dictates.
• The District is primarily responsible for emergency actions within its boundaries and its
responsibilities which is supplying power and water to its customers and will commit all available
resources to minimize property damage, environmental and public safety- impacts.
• Large-scale emergencies and/or disasters may overburden local resources and necessitate
auto/mutual aid from neighboring jurisdictions and agencies.
• Large-scale emergencies and/or disasters require complex organizational response and pose
significant challenges in terms of warning and notification, logistics, and agency coordination.
• Major emergencies and/or disasters may generate widespread media and public interest. The
media must be considered a partner in large-scale emergencies and/or disasters;this relationship
can provide considerable assistance in emergency public information and warning.
• Large-scale emergencies and/or disasters may pose serious long-term threats to public health,
property,the environment, and the local economy. While responding to significant emergencies
and/or disasters, all strategic decisions must consider each of these consequences.
• Large-scale emergencies and/or disasters may require an extended commitment of personnel
and other resources from involved agencies and jurisdictions.
• The District's emergency management organization is familiar with this plan and with SEMS and
NIMS.
1.5 WHOLE COMMUNITY APPROACH
The whole community concept is a process by which residents, emergency management representatives,
organizational and community leaders, and government officials can understand and assess the needs of
their respective communities and determine the best ways to organize and strengthen their resources,
capacities, and interests. Engaging in whole community emergency management planning builds a more
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effective path to societal security and resilience. This plan supports the following whole community
principles for the Truckee Donner Public Utility District:
• Understand and meet the power and water needs of the entire community, including people with
disabilities and those with other access and functional needs.
• Engage and empower all parts of the community to assist in all phases of the disaster cycle.
• Strengthen emergency public education and preparedness in communities on a daily basis.
In keeping with the whole community approach, this plan was developed by representatives from the
District and various other stakeholders. The effectiveness of the emergency response is largely predicated
on the preparedness and resiliency of the community.
Community resiliency consists of three key factors:
1. The ability of responders (e.g., the District)to divert from the day-to-day operations to the
emergency effectively and efficiently.
2. The strength of the emergency management system and organizations within the region, to
include Emergency Operations Centers (EOCs), mass notification systems and communication
systems.
3. The civil preparedness of the region's citizens, businesses and community organizations.
Focusing on enhancing all three of these components constantly focuses the District on improving the
District's resiliency.
SECTION 2.0 CONCEPT OF OPERATIONS
2.1 GOALS, PRIORITIES AND STRATEGIES
During the response phase, emergency managers set goals, prioritize actions and outline operational
strategies.This plan provides a broad overview of those goals, priorities and strategies, and describes the
direction to be given and actions taken during each step.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.1.1 OPERATIONAL GOALS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
During the response phase,the departments that are charged with responsibilities in this plan should
focus on the following five goals:
• Mitigate hazards
• Meet basic human needs (water and power supply)
• Address needs of the people with disabilities and others with access and functional needs
• Restore essential services
• Support community and economic recovery
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2.1.2 OPERATIONAL PRIORITIES
Operational priorities govern resource allocation and the response strategies for the Truckee Donner
Public Utility District (District) during an emergency. Below are operational priorities addressed in this
plan:
• Save Lives—The preservation of life is the top priority of the District and takes precedence over
all other considerations.
• Protect Health and Safety—Measures should be taken to mitigate the emergency's impact on
health and safety.
• Protect Property—AII feasible efforts must be made to protect District property and resources,
including critical infrastructure,from damage during and after an emergency.
• Preserve the Environment—All reasonable efforts must be made to preserve the District's
environment and protect it from damage during an emergency.
2.1.3 OPERATIONAL STRATEGIES
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
To meet the operational goals, responders should consider the following operational strategies:
• Mitigate Hazards—As soon as practical, suppress, reduce or eliminate hazards and/or risks to
persons and property. Lessen the actual or potential effects and/or consequences of future
emergencies.
• Meet Basic Human Needs—All possible efforts must be made to supply power and water
resources to meet basic needs, .during the emergency.
• Address Needs of People with Disabilities and Others with Access and Functional Needs—People
with disabilities and others with access and functional needs are more vulnerable to harm during
and after an emergency. The necessities for people with disabilities and others with access and
functional needs must be considered and addressed. For this reason the District will work with
the Town of Truckee and the appropriate County to provide that support.
• Restore Essential Services—Power and water, must be restored as rapidly as possible to assist
communities in returning to normal daily activities.
• Support Community and Economic Recovery—AII members of the community must collaborate
to ensure that recovery operations are conducted efficiently, effectively and equitably, promoting
expeditious recovery of the affected areas.
2.2 PLAN ACTIVATION
The District's Emergency Operations Plan (EOP) may be activated by the General Manager or designees
under any of the following circumstances:
• By order of the District's General Manager as designated by the District Board of Directors, or as
needed on the authority of the District's General Manager or designee(s) based on incident
complexity.
• Upon Proclamation by the Nevada or Placer County Office of Emergency Services.
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• Upon proclamation by the Governor that a STATE OF EMERGENCY exists in an area of the state.
• Automatically on the proclamation of a STATE OF WAR EMERGENCY as defined in the California
Emergency Services Act(Chapter 7, Division 1,Title 2, California Government Code).
• Upon declaration by the President of the existence of a National Emergency.
• Automatically, on receipt of an attack warning or actual attack on the United States, or upon
occurrence of a catastrophic disaster that requires immediate government response.
2.3 PROCLAIMING AN EMERGENCY
The California Emergency Services Act provides for three types of emergency proclamations in California:
(1) Local Emergency, (2) State of Emergency, and (3) State of War Emergency.
Emergency proclamations expand the emergency powers and authorities of the State and its political
subdivisions. They also provide a mechanism for unaffected jurisdictions to provide resources and
assistance to the affected jurisdictions. Although emergency proclamations facilitate the flow of
resources and support to the affected jurisdictions and local government,they are not prerequisite for
rendering mutual aid and assistance under existing agreements or requesting assistance from other
agencies such as Nevada and/or Placer Counties,the Town of Truckee, the American Red Cross or the
State of California.
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...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.3.1 LOCAL EMERGENCY PROCLAMATION
A Local Emergency proclaimed by these individuals must be ratified by the Nevada and/or Placer County
Board of Supervisors within seven (7) days.
The governing body must review the need to continue the proclamation at least every thirty (30) days
until the Local Emergency is terminated. The Local Emergency must be terminated by resolution as soon
as conditions warrant. A Proclamation is normally made when there is an actual incident, threat of
disaster, or extreme peril to the safety of persons and property within the District (Nevada and/or Placer
County), caused by natural,technological or human-caused situations.
The Proclamation of a Local Emergency provides the governing body (Nevada and/or Placer County) with
the legal authority to:
• Request the Governor proclaim a State of Emergency, if necessary.
• Promulgate or suspend orders and regulations necessary to provide for the protection of life and
property, including issuing orders or regulations imposing a curfew within designated boundaries.
• Exercise full power to provide mutual aid to any affected area in accordance with local
ordinances, resolutions, emergency plans, or agreements.
• Request state agencies and other jurisdictions to provide mutual aid.
• Require the emergency services of any local official or employee.
• Requisition necessary personnel and materials from any local department or agency.
• Obtain vital supplies and equipment and, if required, immediately commandeer the same for
public use.
• Impose penalties for violation of lawful orders.
• Conduct emergency operations without incurring legal liability for performance or failure of
performance. (Note: Article 17 of the California Emergency Services Act provides for certain
privileges and immunities.)
Request for a California Office of Emergency Services Director's Concurrence: Nevada and/or
Placer County on behalf of the District can request cost reimbursement from the State for certain
disaster—related repair costs under the California Disaster Assistance Act following the
Proclamation of a Local Emergency.The Director's concurrence with the Local Proclamation is
required for this reimbursement. This step is not required if a Governor's Proclamation of a State
of Emergency is received for the same event.
Request for the Governor to Proclaim a State of Emergency: When emergency conditions exceed
or have the potential to exceed local resources and capabilities, local government may request
the Governor proclaim a State of Emergency. The formal request may be included in the original
emergency proclamation or as a separate document. The request must be received within ten
(10) days of the event. In addition to providing access to reimbursement for eligible disaster-
related response and recovery expenditures, a Governor's Proclamation can facilitate other
actions, such as waiver of state regulations impacting response or recovery operations.
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o Initial Damage Estimate (IDE): The request for a Director's Concurrence or a Governor's
Proclamation should include a copy of the proclamation document and an IDE that
estimates the severity and extent of the damage caused by the emergency. An IDE may
not be immediately required for sudden emergencies with widespread impacts,
emergencies of significant magnitude, or during fast moving emergencies where
immediate response assistance is necessary.
o Analysis of Request: The California Office of Emergency Services reviews the request and
the IDE, and makes a recommendation to the Governor through the Director of the
California Office of Emergency Services.
.................................................................................................................................................................................................................................................................................................................................................................-.......................................................................................................................................
2.3.2 PROCLAMATION OF A STATE EMERGENCY
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The Governor proclaims a State of Emergency based on a formal request from the Nevada and/or Placer
County Board of Supervisors on behalf of the District and the recommendation of the California Office of
Emergency Services. If conditions and time warrant, the Governor drafts and signs a formal State of
Emergency Proclamation. The Governor has expanded emergency powers during a proclaimed State of
Emergency, including the following capabilities:
• Has the right to exercise police power as deemed necessary,vested in the State Constitution and
the laws of California within the designated area.
• Is vested with the power to use and commandeer public and private property and personnel to
ensure all resources within California are available and dedicated to the emergency when
requested.
• Can direct all state agencies to:
o Utilize and employ personnel, equipment and facilities for the performance of any and
all activities designed to prevent or alleviate actual and threatened damage due to the
emergency; and
o Direct them to provide supplemental services and equipment to political subdivisions to
restore services in order to provide for the health and safety of the residents of the
affected area.
• May make, amend, or rescind orders and regulations during an emergency and temporarily
suspend any non-safety-related statutes, ordinances, regulations, or rules that impose
restrictions on the emergency response activities.
Governor's Proclamation without a Local Request: A request from the local governing body is not always
necessary for the Governor to proclaim a State of Emergency. The Governor can proclaim a State of
Emergency if the safety of persons and property in California are threatened by conditions of extreme
peril or if the emergency conditions are beyond the emergency response capabilities of the local
authorities. This situation is, however, unusual.
2.3.3 PROCLAMATION OF A STATE OF WAR EMERGENCY
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In addition to a State of Emergency, the Governor can proclaim a State of War Emergency whenever
California or the nation is attacked by an enemy of the United States, or upon receipt by California of a
warning from the federal government indicating that such an enemy attack is probable or imminent. The
powers of the Governor granted under a State of War Emergency are commensurate with those granted
under a State of Emergency.
2.4 PRESIDENTIAL DECLARATIONS
When it is clear that State capabilities will be exceeded, the Governor can request federal assistance,
including assistance under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 USC
§5121 et seq.) (Stafford Act). The Stafford Act authorizes the President to provide financial and other
assistance to state and local governments, certain private nonprofit organizations, and individuals to
support response, recovery, and mitigation efforts following Presidential emergency or major disaster
declarations.
• Preliminary Damage Assessment: Upon submission of the request, the Federal Emergency
Management Agency (FEMA) coordinates with the State to conduct a Preliminary Damage
Assessment and determine if the incident is of sufficient severity to require federal assistance under
the Stafford Act. This process could take a few days to a week depending on the magnitude of the
incident. FEMA uses the results of the Preliminary Damage Assessment to determine if the situation
is beyond the combined capabilities of state and local resources and to verify the need for
supplemental federal assistance. The Preliminary Damage Assessment also identifies any unmet
needs that may require immediate attention. This assessment may not be required if immediate
response assistance is necessary.
• Federal Analysis of the State's Request: The FEMA Regional Administrator assesses the situation and
the request, then makes a recommendation to the President through the Federal Department of
Homeland Security on a course of action. The decision to approve the request is based on such
factors as the amount and type of damage, the potential needs of the affected jurisdiction(s) and the
State, availability of state and local government resources, the extent and type of insurance in effect,
recent disaster history and the State's hazard mitigation history.
• Federal Declarations without a Preliminary Damage Assessment: If the incident is so severe that the
damage is overwhelming and immediately apparent, the President may declare a major disaster
immediately without waiting for the Preliminary Damage Assessment process described above.
• Declaration of Emergency or Major Disaster: The President of the United States can declare an
Emergency or Major Disaster under the Stafford Act, thereby providing federal government resources
to support the States' response and recovery activities. While Presidential Declarations under the
Stafford Act release federal resources and funding to support response and recovery,federal
agencies may also provide assistance under other authorities or agreements that do not require a
Presidential Declaration.
The sequence of activities occurring for the emergency response and the proclamation process is
illustrated in Figure 2—Response Phase Sequence of Events.
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Warning
Local Emergency
P mrla Imetl hp oral
Increase Readiness j 6memingtody
Prepasition
Resources
Alert& InitiaL Damage
Notification Activation and Estimate
lE 6_9i-r,c5we) Mobilization by Leath G°,-e mment
M Fim Responders
rie,n l ndxr',Commaaa Request for Slate
syxumimpl m nm"M of Emergency
RrA Responders by Lcul Gorernm
Local E O C
aaMea q
AppolNed/Ekcred am.r,l Analysis of Request
M Cal DES aegion
Local Assistance 6porationatArea
CEnt2f5�DISaSLer Emergeary 0,—iens
Recovery Centers c°°°er ddr.died
aegl°nYEmvgenry
rdaeex Pmgramaigrwed mrc�o-,ce on State of Emergency
of er pa.l � r9 Y
h —
P�adim°a W cwemec
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hdminisl ramr A&,,,ed h,Cal OES
oir�mr
arenmiaary . Response Sequence
Analysis of Request Damage
Re quest for Assessment
Fede raL Assistance ■ Recovery
Mode ty eoro-nor
. Proclamation/
6ecLaration Sequence
Figure 2-Response Phase Sequence of Events
2.5 EMERGENCY MANAGEMENT RESPONSE LEVELS
The District's EOP will be activated when an emergency occurs or threatens to exceed capabilities to
adequately respond to and mitigate an incident(s). The scope of an emergency, rather than the type, will
largely determine whether the EOP and EOC will be activated, and to what level.
For planning purposes,the California Office of Emergency Services has established three "levels" of
response to emergencies. The District also employs this system to guide local response to emergencies
as noted in Figure 3—District Activation Levels:
Event/Situation •
Events with potential impacts on the
health and safety of the public and/or
environment
Severe Weather Issuances EOC Director
Significant incidents involving 2 or
more departments Three (low)
Major wind,rain or snow storm Other Designees
Power and/or water outages and Stage
1 and 2 powerand/or water
emergencies
Two or more large incidents involving EOC Director
2 or more departments
Major wind or rain Two (medium)
Major scheduled event Section Chiefs/Coordinators
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Event/Situation •
Large scale power and/or water
outages and Stage 3 power and/or Branches and Units as
wateremergencies
Hazardous Materials incidents appropriate to situation
involving large-scale or possible large-
scale evacuations Liaison/Agency Representatives
Events with potential impacts on the as appropriate
health and safety of the public and/or
environment
Public Information Officer
Major District/City/County or Regional
emergency—multiple departments
with heavy resource involvement
Events with potential impacts on the One (high) All EOC as appropriate
health and safety of the public and/or
environment
Figure 3—District Activation Levels
2.5.1 NATIONAL EMERGENCY
................................................................................................................................................................................. .........................................................................................................................................................................................
In the event of a declared National Emergency, the District Emergency Operations Center could be
activated and all elements of local government organized to respond to the indicated threat. A National
Emergency may occur due to a real or potential act of terrorism or other catastrophic event that affects
the country, including the District, the Town of Truckee, Placer and Nevada counties and surrounding
jurisdictions.
For additional information regarding the District's Emergency Management response and EOC Functions,
refer to the Truckee Donner Public Utility DistrictEOC Support Annex.
2.6 SEQUENCE OF EVENTS DURING DISASTERS
Two sequences of events are typically associated with disasters: one involves the response and the other
involves emergency proclamations.The response sequence generally describes the emergency response
activities to save lives, protect property and preserve the environment.This sequence describes
deployment of response teams, activation of emergency management organizations and coordination
among the various levels of government.The emergency proclamation sequence outlines the steps to
gain expanded emergency authorities needed to mitigate the problem. It also summarizes the steps for
requesting county, state and federal disaster assistance.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.6.1 BEFORE IMPACT
Routine Monitoring for Alerts,Watches and Warnings: Emergency officials constantly monitor events and
the environment to identify specific threats that may affect their jurisdiction and increase awareness level
of emergency personnel and the community when a threat is approaching or imminent.
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Increased Readiness: Sufficient warning provides the opportunity for response agencies to increase
readiness, which are actions designed to increase an agency's ability to effectively respond once the
emergency occurs.This includes, but is not limited to:
• Briefing government officials.
• Reviewing plans and procedures.
• Preparing and disseminating information to the community.
• Updating resource lists.
• Testing systems such as warning and communications systems.
• Activating EOCs even if precautionary.
Pre-Impact: When a disaster is foreseen as highly likely, action is taken to save lives and protect property.
During this phase, warning systems are activated, resources are mobilized and evacuation begins.
2.6.2 IMMEDIATE IMPACT
................................................................................................................................................................................................................................. ...................................................................................................................................................................................
During this phase, emphasis is placed on control of the situation, saving lives and minimizing the effects of
the disaster. Below is a partial list of actions to be taken:
Alert and Notification: Local response agencies are alerted about an incident by the public through 9-1-1,
another response agency, or other method. First responders are then notified of the incident. Upon an
alert, response agencies notify response personnel.
Resource Mobilization: Response agencies activate personnel and mobilize to support the incident
response.As the event escalates and expands, additional resources are activated and mobilized to
support the response.Activation and mobilization continue for the duration of the emergency, as
additional resources are needed to support the response.This includes resources from within the County,
or, when resources are exhausted,from surrounding unaffected jurisdictions.
Incident Response: Immediate response is accomplished within the District by local responders. First
responders arrive at the incident and function within their established field level plans and procedures.
The responding agencies will manage all incidents in accordance with the Incident Command System
organizational structures, doctrine and procedures.
Establishing Incident Command: Incident Command is established to direct, order, and/or control
resources by virtue of some explicit legal agency or delegated authority at the field level. Initial actions
are coordinated through the on-scene Incident Commander.The Incident Commander develops an initial
Incident Action Plan, which sets priorities for the incident, assigns resources and includes a common
communications plan. If multiple jurisdictions or agencies are involved,the first responders will establish
a Unified Incident Command Post to facilitate multijurisdictional and multiagency policy decisions.The
Incident Commander may implement an Area Command to oversee multiple incidents that are handled
by separate Incident Command System organizations or to oversee the management of a very large or
evolving incident that has multiple incident management teams engaged.
Activation of the Multiagency Coordination System: Responding agencies will coordinate and support
emergency management and incident response objectives through the development and use of
integrated Multiagency Coordination Systems and Multiagency Coordination System Groups.This
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includes developing and maintaining connectivity capability between the Incident Command Post, local 9-
1-1 Centers, local EOCs, Regional Emergency Operations Centers,the State Operations Center and
Federal EOC and National Response Framework organizational elements.
Local EOC Activation: Local jurisdictions activate their local EOCs based on the magnitude or need for
more coordinated management of the emergency. When activated, local EOCs help form a common
operating picture of the incident by collecting, analyzing and disseminating emergency information.The
local EOC can also improve the effectiveness of the response by reducing the amount of external
coordination of resources by the Incident Commander by providing a single point of contact to support
multiagency coordination. When activated, the local EOC notifies the Operational Area lead that the EOC
has been activated.
Communications between field and the EOC: When a jurisdiction's EOC is activated, communications and
coordination are established between the Incident Commander and the Department Operations Center
to the EOC, or between the Incident Commander and the EOC.
Operational Area EOC Activation: If one or more Local EOCs are activated, or if the event requires
resources outside the affected jurisdiction, the Operational Area EOC activates.The Operational Area EOC
also activates if a Local emergency is proclaimed by the affected local government.The Operational Area
EOC then coordinates resource requests from the affected jurisdiction to an unaffected jurisdiction, or if
resources are not available within the Operational Area,forwards the resource request to the Regional
EOC and mutual aid coordinators.
Regional EOC Activation: Whenever an Operational Area EOC is activated, the California Office of
Emergency Services Regional Administrator will activate the Regional EOC within the affected region and
notify the California Office of Emergency Services Headquarters.The Regional EOC will then coordinate
resource requests from the affected Operational Area to unaffected Operational Areas within the
affected region, or, if resources are not available within the affected region, forward resource requests to
the State Operations Center for coordination.
State Level Field Teams:The State may deploy Field Teams (Emergency Services Regional Staff) to provide
situation reports on the disaster to the Regional EOC in coordination with the responsible Unified
Command.
State Operations Center Activation:The State Operations Center is activated when the Regional EOC
activates in order to:
• Continuously monitor the situation and provide situation reports to brief state officials as
appropriate.
• Process resource requests between the affected regions, unaffected regions and state agency
Department Operation Centers.
• Process requests for federal assistance and coordinate with Federal Incident Management
Assistance Teams when established.
• Coordinate interstate resource requests as part of the Emergency Management Assistance
Compact or Interstate Disaster and Civil Defense Compact.
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• The State Operations Center may also be activated independently of a Regional EOC to
continuously monitor emergency conditions.
Joint Information Center Activation: Where multiple agencies are providing public information, the lead
agencies will work together to analyze the information available and provide a consistent message to the
public and the media. Where practical, the agencies will activate a Joint Information Center to facilitate
the dissemination of consistent information.
Department Operations Center Activation: Each state agency may activate a Department Operations
Center to manage information and resources assigned to the incident. If a Department Operations
Center is activated, an agency representative or liaison may be deployed to facilitate information flow
between the two facilities.
FEMA Regional Response Coordination Center Activation:The FEMA Regional Response Coordination
Center may deploy a liaison or Incident Management Assistance Team to the State Operations Center to
monitor the situation and provide situational awareness to federal officials.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.6.3 SUSTAINED OPERATIONS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
As the emergency situation continues,further emergency assistance is provided to victims of the disaster
and efforts are made to reduce the likelihood of secondary damage. If the situation demands, mutual aid
is provided..
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.6.4 TRANSITION TO RECOVERY
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
As the initial and sustained operational priorities are met, emergency management officials consider the
recovery phase needs. Short-term recovery activities include returning vital life support systems to
minimum operating standards. Long-term activity is designed to return to normal activities. Recovery
planning should include reviews of ways to avert or mitigate future emergencies. During the recovery
phase, damage is assessed, Local Assistance Centers and/or Disaster Recovery Centers are opened and
hazard mitigation surveys are performed. This effort will be lead by other local, state and/or federal
agencies and the District will support as appropriate by the District.
Local Assistance Centers: Local governments open Local Assistance Centers to assist communities by
providing a centralized location for services and resource referrals for unmet needs following a disaster or
significant emergency. Local, state and federal agencies, as well as non-profit and voluntary organizations
normally staff and support the Local Assistance Center. The Local Assistance Center provides a single
facility at which individuals, families and businesses can access available disaster assistance programs and
services.As more federal resources arrive, a federal Disaster Recovery Center may be collocated with the
State/Local Assistance Centers.
Joint Field Office:The State coordinates with FEMA as necessary to activate a Joint Field Office to
coordinate federal support for the emergency.The State will appoint a State Coordinating Officer to serve
as the state point of contact. A Federal Coordinating Officer is appointed upon a Presidential Declaration
of an Emergency or Major Disaster.
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Demobilization: As resources are no longer needed to support the response, or the response activities
cease, resources are demobilized. Demobilization includes provisions to address and validate the safe
return of resources to their original location and include processes for resource tracking and ensuring
applicable reimbursement. Where applicable, the demobilization should include compliance with mutual
aid and assistance provisions. For more information on the Recovery effort before, during and after a
disaster, refer to the Nevada and/or Placer Operational Area Emergency Operations Plan.
2.7 CONTINUITY OF OPERATIONS AND GOVERNMENT
A major disaster could result in great loss of life and property, including the death or injury of key
government officials, the partial or complete destruction of established seats of government, and/or the
destruction of public and private records essential to continued operations of government and industry.
In the aftermath of a major disaster, during the reconstruction period, law and order must be preserved
and, so far as possible, government services must be maintained. Civil government can best complete
these services. To this end, it is particularly essential that the local units of government continue to
function.
Applicable portions of the California Government Code and the State Constitution provide authority for
the continuity and preservation of state and local government.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.7.1 CONTINUITY OF GOVERNMENT
Truckee Donner Public Utility District Board
To provide for the continuation of the Board during an emergency, the Board may establish a quorum in
accordance with District policies.
District Officials
Depending on the extent of the emergency, the District's normal organization may be partially or
completely replaced by an emergency organization, and District Officials may or may not be fully
occupied with their emergency roles.
Alternate Facilities
The Board and the District have identified the following alternate facilities to coordinate emergency
response:
Board Chambers
If the Board Chambers are unusable the Temporary Seat of Government will be located at:
Primary
11570 Donner Pass Road
Secondary
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To Be Determined
Emergency Operations Center
The District's EOC is located in the District Headquarters. This facility has access to emergency power,
landline telephones, and other important supporting information and resources.
Primary
11570 Donner Pass Road
Board Room
Secondary
To Be Determined
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.7.2 PRESERVATION OF VITAL RECORDS
.................................................................................................................................................................... ........................ ...... .................... ........ ....................................................................................................................
Preservation of the District's vital records is critical to conducting emergency operations in the event of a
disaster and to restoring the District's day-to-day operations following a disaster. In addition, certain
records contain information that document and protect the rights and interests of individuals and the
government.These latter records must also be protected and preserved.
The District' Clerks Department is responsible for the preservation and protection of vital records.
Typically, vital records are comprised of a small percentage of all District records and meet one or more
of the following criteria:
1. Records necessary to conduct emergency operations:
• Utility system maps
• Locations of emergency supplies and equipment
• Emergency operations plans and procedures
• Lists of regular and auxiliary personnel
2. Records required to restore day-to-day District operations:
• Constitutions and charters
• Resolutions
• Court records
• Official proceedings
• Financial reports
3. Records necessary for the protection of rights and interests of individuals and government, such
as Articles of Incorporation.
Currently, the District's vital records are stored at a District-owned, off-site location.
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2.7.3 TRUCKEE DONNER PUBLIC UTILITY DISTRICT EMERGENCY OPERATIONS POLICY STATEMENT
LIMITATIONS
Due to the nature of emergency response,the outcome is not easy to predict.Therefore, it should be
recognized that this plan is meant to serve as a guideline and that the outcome of the response may be
limited by the scope, magnitude and duration of the event.
Suspension of Routine Activities and Availability of Employees: Day-to-day functions that do not
contribute directly to the disaster operation may be suspended for the duration of an emergency. Efforts
normally required for routine activities may be redirected to accomplish emergency tasks. During an
emergency response, District employees not otherwise assigned emergency/disaster related duties will,
unless otherwise restricted, be made available to augment the work of their department or other District
departments if required.
Households of Emergency Response Personnel: District employees may not be at peak efficiency or
effectiveness during a disaster if the status of their households is unknown or in doubt. Employees who
are assigned disaster response duties are encouraged to make arrangements with other employees,
friends, neighbors or relatives to check on their immediate families in the event of a disaster and to
communicate that information through the District's EOC.
Non-Discrimination:All local activities will be carried out in accordance with federal nondiscrimination
laws. It is the District's policy that no service will be denied on the basis of race, religion, national origin,
age, sex, marital status,veteran status, sexual orientation or the presence of any sensory, mental or
physical disability.
Citizen Preparedness: This plan does not substitute government services for individual responsibility.
Citizens are expected to be aware of developing events and take appropriate steps to respond in a safe
and timely manner. Since the District's resources and personnel may be overwhelmed at the onset of a
disaster event, individuals and organizations should be prepared to be self-sufficient following a disaster.
The District will make every effort to provide information to the public,via the media and other sources
to assist citizens in dealing with the emergency.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.7.4 DISASTER SERVICE WORKERS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Under California Government Code, Section 3100-3109, all public employees are obligated to serve as
Disaster Service Workers. Public employees (civil service) are all persons employed by any county, city,
state agency or public district in the State of California. Disaster Service Workers provide services and
support during declared emergencies or disasters.
In the event of a major emergency or disaster, District employees may be called upon to perform certain
duties in support of emergency management operations, such as serving in a position in the EOC,
supporting shelter operations, or working at a logistics base in the field.
• District employees may be required to work at any time during a declared emergency and
may be assigned to disaster service work.
• Assignments may require service at locations,times and under conditions other than normal
work assignments.
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• Assignments may include duties within the EOC, in the field or within other designated
locations.
Under no circumstances will District employees who do not usually have a response role in their day to
day responsibilities be asked to perform duties or functions that are hazardous,that they have not been
trained to perform or that are beyond their recognized capabilities.
2.8 CONTINUITY OF OPERATIONS (COOP)
A critical component of the District's emergency management strategy involves ensuring that District
operations will continue during and after a major emergency or disaster. The ability to maintain essential
government functions, including the continuity of lawfully constituted authority is a responsibility that
must be provided for to the greatest extent possible.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.8.1 ORDERS OF SUCCESSION
Lines of succession are provisions for the orderly and predefined transition of leadership during an
emergency when the incumbents are unable or unavailable to execute their official duties. The orders
specify who is authorized to make decisions or act on behalf of the department and are used for specific
purposes during Continuity of Operations Plan (COOP) activations, such as:
• Approving emergency policy changes.
• Approving changes in Standard Operating Procedures (SOPs).
• Empowering designated representatives to participate as members of departmental emergency
response teams to act on behalf of the Department Head.
• Making personnel management decisions.
• Approving commitment of resources.
• Signing contracts.
Pre-identifying orders of succession is critical to ensuring effective leadership during an emergency. In the
event an incumbent is incapable or unavailable to fulfill essential duties, successors have been identified
to ensure there is no lapse in essential decision-making authority.
Emergency Organization Succession
The Emergency Operations Plan is designed so that anyone can step in and follow the position checklist
for any emergency position within the District's EOC, including the District's General Manager.The Order
of Succession for the District's General Manager position will be as follows:
1. Director of Emergency Services—General Manager
2. Assistant Director of Emergency Services—Assistant General Manager
3. District Finance/Administration Department—Chief Financial Officer
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The District's department-level orders of succession are described below and shown in Figure 4—Truckee
Donner Public Utility DistrictOrders of Succession:
• At least two positions deep, where possible, ensuring sufficient depth to ensure the District's
ability to manage and direct its essential functions and operations.
• Geographically dispersed where feasible.
• Described by positions or titles, rather than by names of individuals holding those offices.
• Reviewed by the organization's legal department as changes occur.
• Included as a vital record, with copies accessible and/or available at both the primary operating
facility and continuity facilities.
DEPARTMENT ••
Key District Departments w/EOC Responsibilities
General Manager's Office 1. General Manager
2. Asst. General Manager
District Clerk/Records 1. District Clerk
2. Executive Assistant
Electric Utility Director 1. Electric Utility Director
2. Electric Operations Manager
Finance/Administration Department 1. Chief Financial Officer
2. Finance Manager
1. Human Resources& Risk Compliance
Human Resources/Risk Management Director
2. Risk& Compliance Specialist
Information Technology 1. Director of IT/CIO
2. IT&Securities Applications Manager
PIO&Strateigic Affairs 1. PIO&Strategic Affairs Director
2. Communications Specialist
1. Water Utility Director
Water Utility Director 2. Water Operations Manager or Water
Systems Engineer
Figure 4—Truckee Donner Public Utility DistrictOrders of Succession
In the event of a change in leadership status, the Department Head must notify the successors, as well as
internal and external stakeholders. In the event departmental leadership becomes unreachable or
incapable of performing their authorized legal duties, roles, and responsibilities,the Department Head
will initiate a notification of the next successor in line.
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SECTION 3.0 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES
For the Truckee Donner Public Utility District(District),this basic plan establishes the operational
organization that is relied on to respond to an emergency situation.This plan includes a list of the kinds of
tasks to be performed, by position and organization.
The District uses the Standardized Emergency Management System (SEMS), the National Incident
Management System (NIMS) and the Incident Command System (ICS) and has elected to us the Federal
Emergency Support Function format to be consistent with the National Response Framework concepts
and to be coordinated with other jurisdictional partners within Nevada and/or Placer County. Specific
functional and/or hazard specific responsibilities are detailed in those support, emergency function or
hazard specific annexes.
3.1 SUPPORTING PLAN DEVELOPMENT
Each element of the Emergency Management Organization is responsible for assuring the preparation
and maintenance of appropriate response plans and current Standard Operating Procedures resource
lists and checklists that detail how assigned responsibilities will be performed to support implementation
of this plan and to ensure successful response during a major disaster.
Elements to be addressed in Standard Operating Procedures are:
• Arrangements for the provision of direction and control within the department/agency.
• Specific emergency authorities that may be assumed by a designated successor during
emergency situations.
• Circumstances under which successor emergency authorities would become effective, and when
they would be terminated.
• Current internal personnel notification/recall rosters and procedures to implement them. This
should include a 24-hour communication system with the capability to notify and call-out
personnel designated by the agency for emergency response.
• Designation and establishment of a work/control/dispatch center or Department Operations
Center to manage organizational resources and response personnel and,to maintain contact with
the Emergency Operations Center during emergencies.
• Designation of a representative to report to the Emergency Operations Center (EOC) during an
emergency to advise decision makers and coordinate the agency's response efforts with other
responding entities.
• Reporting of appropriate information (casualties, injuries, damage observations to critical
infrastructure, etc.)to the EOC during an emergency.
• Support of cleanup and recovery operations during disasters.
• Training of assigned response staff to perform emergency functions.
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3.2 DISTRICT DEPARTMENT/ALLIED AGENCY EOC ORGANIZATION ASSIGNMENTS
In the event of an EOC activation, each District department and selected allied agencies are assigned
specific functions to support emergency management operations. These assignments may involve direct
participation within the EOC or provide indirect support. See Figure 5-Responsibility Matrix for Primary
and Support roles for each District department or organization.
Emergency Operations Center Responsibility Matrix
Truckee Danner Public Utility District
Emergency
Operations Center
Functions
Ly
G F
POP-
9 a 9 �yp ft
�
•E a $ 9 y
�
&51
District De artlnents m 3 m Y
General Manager S S S S S S S S S S S
PIDJCommunications S S P P S S S S P S
District Clerk's Office
HR&Risk S P S S S S P S
Admin Services P P S S P P P
Engineering P S P P P
Finance P P P P
Information Systems S P P S
Legal P
Operations S P P P P S P S S S S S S
Electric Utilities p p
er es p P
Outside Agencies S S S S P S S S
Support
Figure 5-Responsibility Matrix
3.2.1 DIRECTOR OF EMERGENCY SERVICES
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
As defined by the District, the District's General Manager or designee is the Director of Emergency
Services and also serves as the EOC Director. If the Director or designee is unavailable,the appointed
Assistant Director of Emergency Services,the Assistant General Manager, will assume the role.
Within the District's government organization, the District's General Manager is responsible to the Board
of Directors for the District's Emergency Management program and has the authority to implement the
program goals.The District has taken the necessary steps and has directed the General Manager to
perform the overall emergency management program coordination and day-to-day emergency
management functions and activities.
3.3 ORGANIZATION OF EMERGENCY MANAGEMENT
As described previously in Section 3.0,the District prescribes to the following functions:
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...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
3.3.1 FEDERAL EMERGENCY SUPPORT FUNCTIONS
The NIMS identifies fifteen (15) Emergency Support Functions (ESFs) through its National Response
Framework. The ESFs provide the structure for coordinating Federal interagency support for a Federal
response to an incident. In addition,they are mechanisms for grouping functions most frequently used to
provide Federal support to the State and Federal-to-Federal support, both for declared disasters and
emergencies under the Stafford Act and for non-Stafford Act incidents.
3.3.2 CALIFORNIA EMERGENCY FUNCTIONS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The State Emergency Plan establishes the California Emergency Functions as a key component of
California's system for all-hazards emergency management.The California Office of Emergency Services
initiated the development of the California Emergency Functions in cooperation with California's
emergency management community, including federal, state, tribal, and local governments,
public/private partners and other stakeholders to ensure effective collaboration during all phases of
emergency management.The development of the California Emergency Functions involves the
organization of the participating stakeholders and gradual development of emergency function
components.This development also includes a process to maintain each of the California Emergency
Functions as a permanent component of California's emergency management system.
A comparison of Federal Emergency Support Functions and California Emergency Support Functions is
found in Figure 6-Federal/State Emergency Support Functions Comparison.
Federal Emergency Support Function California Emergency Support Function
ESF#1 Transportation CA-ESF#1 Transportation
ESF#2 Communications CA-ESF#2 Communications
ESF#3 Public Works and Engineering CA-ESF#3 Construction and Engineering
ESF#4 Firefighting; ESF#9 Search & Rescue' CA-ESF#4 Fire and Rescue
ESF#5 Information and Planning CA-ESF#5 Management
ESF#6 Mass Care, Emergency Assistance, CA-ESF#6 Care and Shelter
Temporary Housing& Human Assistance
ESF#7 Logistics CA-ESF#7 Resources
ESF#8 Public Health & Medical Services CA-ESF#8 Public Health and Medical
ESF#9 Search and Rescue CA-ESF#9—Merged into EF#4& EF#13 (2013)
ESF#10 Oil and Hazardous Materials CA-ESF#10 Hazardous Materials
ESF#11 Agriculture&Natural Resources CA-ESF#11 Food &Agriculture
ESF#12 Energy CA-ESF#12 Utilities
ESF#13 Public Safety&Security; ESF#9 Search& CA-ESF#13 Law Enforcement
Rescue'
'Responsibility for ESF#9 is share between Fire and Law response operations and is dependent on the type of
search &rescue required during the incident.
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Federal Emergency Support Function California Emergency Support Function
ESF#14—Superseded by the National Disaster CA-ESF#14 Long-Term Recovery
Recovery Framework
ESF#15 External Affairs CA-ESF#15 Public Information
N/A CA-ESF#16 Evacuation—Merged into EF#13
N/A CA-ESF#17 Volunteer and Donations
Management
N/A CA-ESF#18 Cybersecurity
Figure 6-Federal ESF/State EF Comparison
3.4 ROLE OF PRIVATE SECTOR
3.4.1 DISTRICT CUSTOMERS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The District's/customers are the primary beneficiaries of the District's disaster preparedness. At the same
time, residents play an important role in emergency management by ensuring that they and their families
are prepared for disasters. Before an emergency, residents can assist the emergency management effort
by taking first aid training, maintaining supplies and being prepared to evacuate or shelter in-place for
several days.
Many residents join disaster volunteer programs such as Community Emergency Response Teams and
remain ready to volunteer or support emergency response and recovery efforts. During an emergency,
residents should monitor emergency communications and carefully follow directions from authorities. By
being prepared, residents can better serve their family,their community and reduce demands on first
responders.
3.4.2 VOLUNTEER ORGANIZATIONS
The District recognizes the value and importance of organizations that perform voluntary services in their
community.These organizations have resources which can augment emergency response and recovery
efforts.
3.4.3 PUBLIC-PRIVATE PARTNERSHIPS
The private sector provides valuable assistance and resources to support emergency response and
recovery activities.The goal of the Public-Private Partnership is to advise on the following:
• Appropriate agreements to provide for quick access to emergency supplies and essential services
in order to minimize the need to stockpile such supplies during normal times.
• Logistic measures required to quickly deliver needed supplies and services to affected areas.
• Methods to utilize non-profit and private sector capabilities to increase the surge capacity of local
agencies responding to emergencies.
• Methods to promote the integration of the non-profit and private sectors into the emergency
services system so that people can be better informed and prepared for emergencies.
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• Systems that aid business and economic recovery after an emergency.
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SECTION 4.0 DIRECTION, CONTROL AND COORDINATION
4.1 DIRECTION AND CONTROL
The Truckee Donner Public Utility District(District) is responsible for coordinating the resources, strategies
and policy for any event in the jurisdiction that exceeds the capacity of its responders. Tactical control
remains the responsibility of field Incident Commanders at all times.The District's General Manager or
designee, working through the mechanisms of the Emergency Operations Center (EOC), provides
direction and control over the coordination of multi department and multi-jurisdictional resources to
support the field responders. Policy decisions may be made by the EOC Director, staffed by the District's
General Manager or designee.
4.2 COORDINATION
The District's EOC will coordinate resource requests from the field and other jurisdictions within the
District. If requests exceed the supply, the EOC will provide resources based on established priorities.
If resources are not available to the District, requests will be made to the The Town of Truckee, Nevada
and/or Placer Operational Area EOC.The Town of Truckee, Nevada and/or Placer Operational Area EOC
will coordinate resources obtained from within the operational area. If resources are not available in the
operational area, they will request from the Inland Region. The Regional will coordinate resources
obtained from the operational areas throughout the region. If resources are not available in the region,
they will request from the State Operations Center located in Mather, CA. If the state cannot supply the
resource, they will request from FEMA and other federal agencies.
4.3 STANDARDIZED EMERGENCY MANAGEMENT SYSTEM
The Standardized Emergency Management System (SEMS) is the cornerstone of California's emergency
response system and the fundamental structure for the response phase of emergency management.
SEMS is required by the California Emergency Services Act for managing multiagency and
multijurisdictional responses to emergencies in California.The system unifies all elements of California's
emergency management community into a single integrated system and standardizes key elements.
SEMS incorporates the use of the Incident Command System, California Disaster and Civil Defense Master
Mutual Aid Agreement, the Operational Area concept and multiagency or inter-agency coordination.
State and local government agencies are required to use SEMS in order to be eligible for any
reimbursement of response-related costs under the State's disaster assistance programs.
_.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
4.3.1 STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS) ORGANIZATION LEVELS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
There are five SEMS organizational levels, as illustrated in Figure 6-Standardized Emergency
Management System Organization Levels.
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State—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 mutual aid regions and between the
Regional Level and State Level.The State Level also serves as the Region
coordination and communication link between the State and the Federal 1
emergency response system.The State Level requests assistance from
other state governments through the Emergency Management Operational
Assistance Compact and similar interstate compacts/agreements and U
coordinates with FEMA when federal assistance is requested. The State Local Government
Level operates out of the State Operations Center.
1
At the Federal Level,the National Response Framework identifies the - •
methods and means for federal resources to provide support to the
state and local government. Federal resources would be accessed via Figure 6-Standardized
SEMS process through the mutual aid region and State Operations Emergency Management
Center. System Organization Levels
Region—The Regional Level manages and coordinates information and resources among Operational
Areas within the mutual aid region and also between the Operational Area and the State Level.The
Regional Level also coordinates overall state agency support for emergency response activities within the
region. California is divided into three Administrative Regions—Inland, Coastal and Southern—which are
further divided into six mutual aid regions. The Regional Level operates out of the Regional EOC. See
Figure 9—California Mutual Aid Regions.
Operational Area—An Operational Area is the intermediate level of the State's emergency management
organization, which encompasses a county's boundaries and all political subdivisions located within that
county, including special districts. The Operational Area facilitates and/or coordinates information,
resources and decisions regarding priorities among local governments within the Operational Area. The
Operational Area serves as the coordination and communication link between the Local Government
Level and Regional Level. State, Federal and tribal jurisdictions in the Operational Area may have statutory
authorities for response similar to that at the local level.
Local Government(District)—The Local Government Level includes cities, counties and special districts.
Local governments manage and coordinate the overall emergency response and recovery activities within
their jurisdictions. A local government is required to use SEMS when its EOC is activated or a local
emergency is declared or proclaimed in order to be eligible for state reimbursement of response-related
costs.
Field—The Field Level is where emergency response personnel and resources, under the command of
responsible officials, carry out tactical decisions and activities in direct response to an incident or threat.
_.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
4.3.2 SEMS FUNCTIONS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
SEMS requires that every emergency response involving multiple jurisdictions or multiple agencies
include the five functions identified in Figure 7-Standardized Emergency Management System Functions.
These functions must be applied at each level of the SEMS organization.
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Command/
Management
Operations gistics Finance/
IntelligenceAdministration
Figure 7—Standardized Emergency Management System Functions
Command/Management: Command is responsible for the directing, ordering, and/or controlling of
resources at the field response level. Management is responsible for overall emergency policy and
coordination at the SEMS EOC levels. Command and Management are further discussed below:
• Command: A key concept in all emergency planning is to establish command and tactical control
at the lowest level that can perform that role effectively in the organization. In the Incident
Command System, the Incident Commander, with appropriate policy direction and authority from
the responding agency, sets the objectives to be accomplished and approves the strategy and
tactics to be used to meet those objectives.The Incident Commander must respond to higher
authority. Depending upon the incident's size and scope,the higher authority could be the next
ranking level in the organization up to the agency or department executive.This relationship
provides an operational link with policy executives who customarily reside in the Department
Operations Center or the EOC, when activated.
• 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 is responsible for the following:
o Facilitates multiagency coordination and executive decision making in support of the
incident response
o Implements the policies established by the governing bodies
o Facilitates the activities of the Multiagency Coordination Group
Operations: Responsible for coordinating and supporting all jurisdictional operations supporting the
response to the emergency through implementation of the organizational level's Action Plans. At the
Field Level, the Operations Section is responsible for the coordinated tactical response directly applicable
to, or in support of the objectives in accordance with the Incident Action Plan. In the EOC, the Operations
Section Coordinator/Chief manages functional coordinators who share information and decisions about
discipline-specific operations.
Logistics: Responsible for providing facilities, services, personnel, equipment and materials in support of
the emergency. Unified ordering takes place through the Logistics Section Ordering Managers to ensure
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controls and accountability over resource requests. As needed, Unit Coordinators are appointed to
address the needs for communications,food, medical, supplies, facilities and ground support.
Planning/Intelligence: Responsible for the collection, evaluation and dissemination of operational
information related to the incident for the preparation and documentation of the Incident Action Plan at
the Field Level or the Action Plan at an EOC. Planning/Intelligence also maintains information on the
current and forecasted situation and on 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 priorities, compile and maintain documentation,
conduct advance planning, manage technical specialists and coordinate demobilization.
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 hired equipment, coordinate procurement activities,
process claims and track costs.
The field and EOC functions are further illustrated in Figure 8-Comparison of Field and EOCSEMS
Functions.
Primary SEMS FunctionField Level EOCs
Command is responsible for Management is responsible for facilitation
Command/Management directing, ordering, and/or of overall policy, coordination and support
controlling of resources. of the incident.
The coordinated tactical The coordination of all jurisdictional
response of all field operations operations in support of the response to
Operations in accordance with the the emergency in accordance with the
A IIncident Action Plan. Emergency Operations Center Action
Plan.
The collection, evaluation, Collecting, evaluating and disseminating
documentation and use of information and maintaining
Planning/Intelligence intelligence related to the documentation relative to all jurisdiction
incident. activities.
Providing facilities, services, Providing facilities, services, personnel,
personnel, equipment and equipment and materials in support of all
Logistics materials in support of the jurisdiction activities as required.
incident.
Financial and cost analysis and Responsible for coordinating and
administrative aspects not supporting administrative and fiscal
Finance/Administration handled by the other consideration surrounding an emergency
functions. incident.
Figure 8-Comparison of Field and EOC SEMS Functions
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4.4 NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)
The terrorist attacks of September 11, 2001, illustrated the need for all levels of government,the private
sector, and nongovernmental agencies to prepare for, protect against, respond to, and recover from a
wide spectrum of events that exceed the capabilities of any single entity. These events require a unified
and coordinated national approach to planning and domestic incident management. To address this
need, the President signed a series of Homeland Security Presidential Directives (HSPDs)that were
intended to develop a common approach to preparedness and response. The following two Policy
Directives are of particular importance to emergency planners:
• HSPD-5, Management of Domestic Incidents: identifies steps for improved coordination in
response to incidents. It requires the Department of Homeland Security to coordinate with other
federal departments and/or agencies and state, local, and tribal governments to establish a
National Response Framework and a National Incident Management System (NIMS).
• PPD-8, National Preparedness: describes the way federal departments and agencies will prepare.
It requires the Department of Homeland Security to coordinate with other federal departments
and agencies and with state, local, and tribal governments to develop a National Preparedness
Goal.
Together, the NIMS, National Response Framework, and the National Preparedness Goal define what
needs to be done to prevent, protect against, respond to, and recover from a major event; and how well
it needs to be done. These efforts align federal, state, local, and tribal entities; the private sector; and
nongovernmental agencies to provide an effective and efficient national structure for preparedness,
incident management, and emergency response.
The NIMS structure provides a consistent framework for incident management at all jurisdictional levels,
regardless of the cause, size, or complexity of the incident. Building on the Incident Command System
and NIMS provides the nation's first responders and authorities with the same foundation for incident
management for terrorist attacks, natural disasters, and all other emergencies. The NIMS structure
requires the institutionalization of the Incident Command System and its use to manage all domestic
incidents.
The NIMS structure integrates existing best practices into a consistent, nationwide approach to domestic
incident management applicable at all jurisdictional levels and across functional disciplines. Six major
components make up the NIMS approach:
• Command and Management.
• Preparedness.
• Resource Management.
• Communications and Information Management.
• Supporting Technologies.
• Ongoing Management and Maintenance.
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4.5 MUTUAL AID
California's emergency assistance is based on a statewide mutual aid system designed to ensure that
additional resources are provided to the State's political subdivisions whenever its own resources are
overwhelmed or inadequate. The basis for this system is the California Disaster and Civil Defense Master
Mutual Aid Agreement, which is entered into by and between the State of California, its various
departments and agencies, and the various political subdivisions, municipal corporations and public
agencies, to assist each other by providing resources during an emergency. The agreement obligates
each signatory entity to provide aid to each other during an emergency without expectation of
reimbursement. Under specific conditions, Federal and State monies may be appropriated to reimburse
public agencies that aid other jurisdictions. If other agreements, memoranda and contracts are used to
provide assistance for consideration,the terms of those documents may affect disaster assistance
eligibility and local entities may only be reimbursed if funds are available. This plan promotes the
establishment of emergency assistance agreements between public and private sector agencies at all
levels.
There are four approved,formal Mutual Aid w
Systems in California. Those systems are:
• Fire and Rescue.
• Law Enforcement.
• Coroner.
• Emergency Management (resources not
covered by the other three systems). "
Other informal mutual aid involves, but is not
limited to the interchange of:
Region 1 !lu 1 Aid
• Public Information. sub-Regions
• Medical and Health. v�,
• Communications. _ j
• Transportation Services.
• Facilities.
• Hazardous Materials Mutual Aid System.
• Volunteer and Private agencies.
Figure 9—California Mutual Aid Regions
California is divided into six mutual aid regions, which are subdivisions of the state emergency services
organization established to facilitate the coordination of mutual aid and other emergency operations
within an area of the State consisting of two or more Operational Areas. A map of the Regions is shown
in Figure 9—California Mutual Aid Regions. The District is located in Mutual Aid Region IV.
4.5.1 MUTUALAID COORDINATION
Formal mutual aid requests will follow specified procedures and are processed through pre-identified
mutual aid coordinators as shown in Figure10—Flow of Requests and Resources. Mutual aid requests will
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follow discipline-specific chains (i.e. fire, law enforcement, emergency manager, etc.)from one level of
government to the next.The mutual aid coordinator receives the mutual aid request and coordinates the
provision of resources from within the coordinator's geographic area of responsibility. In the event
resources are unavailable at one level of government,the request is forwarded to the next higher level of
government to be filled.
Field Level Requests: Requests for Master Mutual Aid Agreement resources originate from the Field Level
and are managed by the Incident Commander. If the Incident Commander is unable to obtain the
resource through existing local channels,the request is elevated to the next successive government level
until obtained or cancelled.
Local Government Request: Local jurisdictions are responsible for the protection of life and property
within the municipal geographic boundaries.The local jurisdiction where the incident occurred should
assess its resource inventory and existing local agreements to determine if the requested resource is
available. When locally committed resources are exhausted and mutual aid is needed,the local official
will request assistance from the Operational Area Mutual Aid Coordinator.
Operational Area Requests:The Operational Area is a composite of its political subdivisions, (i.e.
municipalities, contract cities, special districts and county agencies).The Operational Area Mutual Aid
Coordinator assesses the availability of resources within the Operational Area and fulfills the resource
request based upon that assessment. In the event resources are unavailable at the Operational Area
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 Regional Mutual Aid
Coordinator is granted the authority to coordinate the mutual aid response of discipline-specific
resources within the Region to support a mutual aid request by a jurisdiction also within the Region. In
the event resources are unavailable at the Regional Level, the request is forwarded to the State Mutual
Aid Coordinator to be filled.
State Level Requests: On behalf of the Governor, the Director of the California Office of Emergency
Services has the responsibility for coordination of state mutual aid resources in support of local
jurisdictions during times of emergency.The Director will analyze and coordinate the request by
forwarding the request to an unaffected Regional EOC or tasking an appropriate state agency to fill the
need.
California Utility Emergency Association: The District is a member of the California Utility Emergency
Association (CUEA), which plays a key role in ensuring communications between utilities and emergency
responders during emergencies.The District also participate in the Western Energy Institute's Western
Region Mutual Assistance Agreement(WRMAG), which is a mutual assistance agreement covering utilities
across a number of western states. In addition to those agreements, the District is also signatory to the
American Public Power Association (APPA) mutual aid agreement, providing nationwide access to
resources for system restoration and support after a major event that exhausts District resources.
It should be noted that the District's service territory is largely within the Town of Truckee boundaries but
does include unincorporated areas of Placer and Nevada County.
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Unaffected Local Operational
Operational Governments Areas
Areas in OA J
Unaffected
Operational Local Local
Area Governments Governments
rin OA in OA
I
Affected Local
Governments
Resource Requests —
Resources
Figure 10-Flow of Requests and Resources
For additional information regarding the District's EOC Functions, refer to the Truckee Donner Public
Utility District EOCAnnex.
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SECTION 5.0: INFORMATION COLLECTION AND DISSEMINATION
5.1 ACTION PLANNING
The use of Action Plans in the Truckee Donner Public Utility District Emergency Operations Center (EOC)
provides a clear and measurable process for identifying objectives and priorities for a given event. Action
Planning is an important management tool that involves:
• Process for identifying priorities and objectives for emergency response or recovery efforts.
• Plans which document the priorities and objectives, and the tasks and personnel assignments
associated with meeting the objectives.
The Action Planning process should involve the EOC Director and Section Chiefs (one from each Section),
along with other EOC staff, as needed, such as agency representatives.
5.1.1 PLANNING REQUIREMENTS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The initial EOC Action Plan may be a verbal plan that is developed during the first hour or two following
EOC activation. A verbal plan may also be utilized for incidents involving a limited scope, short duration
(less than 12 hours) and/or a limited number of response personnel. An EOC Action Plan shall be
developed whenever the EOC is activated, either partially or fully. A written EOC Action Plan is required
whenever:
• Two or more agencies are involved in the response.
• The incident overlaps more than one operational period.
• All EOC functions are fully staffed.
The EOC Action Plan addresses a specific operational period, which may vary in length from a few hours
to days depending on the circumstances. The plan should be regularly reviewed and evaluated
throughout the operational period, and revised or updated as warranted.
5.2 EOC REPORTING
Information may be sent to District departments, EOC personnel, the Town of Truckee, Placer and
Nevada Counties and other key agencies using various available methods, such as email. Regardless of the
method of communication, all data should be verified prior to transmission. If unverified data must be
transmitted, it should be clearly designated as unconfirmed information. The District's EOC should
transmit reports identified in the Truckee Donner Public Utility District EOCSupportAnnex to District
departments, the Town of Truckee, Placer and Nevada Operational Area EOC, as necessary.
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5.3 EOC REPORTING SYSTEMS
The Nevada and/or Placer Operational Area (OA) uses a number of different systems that are currently in
use for reporting specific types of response information. These include:
• WebEOC
• Google Docs
• Google Forms
• Dropbox
• ESRI
The District will use the EOC forms to report information to Nevada and/or Placer County in addition to
utilizing the systems/applications named above.
5.4 EMERGENCY PUBLIC INFORMATION
Emergency Public Information is a priority of utmost importance during emergencies and disasters.
Government has a primary responsibility to provide accurate and timely information to the public
regarding conditions,threats, and protective measures. To avoid conflicts and confusion,the Emergency
Public Information function operates best when centralized and coordinated among all involved
jurisdictions, agencies and organizations.
For additional information regarding the District's Emergency Public Information, refer to the Nevada
and/or Placer Operational Area Emergency Public Information Annex.
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SECTION 6.0: COMMUNICATIONS
Communication is a critical part of emergency management.This section outlines the Truckee Donner
Public Utility District's communications plan and supports its mission to provide clear, effective internal
and external communication between the District Emergency Operations Center(EOC), all incident
response personnel, and the public.
Communication will be coordinated between the District's EOC,Truckee EOC, the Placer and Nevada
Operational Area (OA) EOCs and all responding supporting agencies through various forms of
communications devices, channels and methods. If the District's EOC is activated, all incident-related
information, updates, resource requests, etc. should be shared through chosen methods of
communication.
6.1 COMMUNICATIONS SYSTEMS
The District will use personnel-specific email addresses while working in the District EOC. The internet
connectivity in the EOC works through both LAN and Wi-Fi, which is available for incoming non- District
partners. Telephone connectivity in the EOC is through Voice Over Internet Protocol (VOIP), in addition to
the use of cellular phones.
6.2 INTERNAL COMMUNICATIONS
All communications should be a two-way flow from EOC Section Leadership to support staff and field
responders, and vice versa. When communicating, all incident response personnel should use plain
language to avoid any confusion (no acronyms or abbreviations).All incident-related information should
be communicated and displayed in the EOC for everyone to see.This multi-faceted approach for
communication provides quick, reliable, and consistent information to all incident response personnel
while ensuring that the appropriate information reaches all intended recipients.
Information will be communicated from the field to the District EOC and then to the OA EOC.The EOC will
make priority decisions and provide guidance and direction to the EOC General Staff, who will coordinate
the management of the incident per the direction of the Management Section.The District's EOC serves
as the hub of information for the incident, and will communicate necessary information and response
actions to the field.
6.3 NOTIFICATION AND WARNING
In addition to an effective communications capability, government must have an effective means to
provide warning alerts to the population impacted or at risk as the result of an emergency.The District
alert and warning system (Nixie) is designed to provide District customers with emergency warning
information and anyone can sign up by texting TDPUD to 333111.
6.4 NON-EMERGENCY (NON 9-1-1 CALLS) EXTERNAL COMMUNICATIONS
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During an incident,the District's EOC expects that a high volume of calls for the public seeking incident
related information.The District will place information on its website, utilize social media and work with
Nevada County(2-1-1)to provide an outlet of information to the public in an effort to relieve call influx to
local 9-1-1 systems. 2-1-1 personnel can provide incident-related information to the inquiring public that
is provided by the District's Public Information Officer.
For additional information regarding theTown of Truckee, County of Nevada or Placer's Alert and
Warning methods, refer to their respective wesites.
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SECTION 7.0: ADMINISTRATION, FINANCE AND LOGISTICS
7.1 DOCUMENTATION
The Emergency Operations Center(EOC) Finance/Administration Section will be responsible for
maintaining records on damage assessment expenditures, recovery cost expenditures, insurance-related
documents, personnel overtime, and other costs associated with the emergency. Guidance is provided in
the Planning Section's position guides located in the EOC.
The EOC Planning Section will maintain copies of documents that are integral to EOC functions, (such as
EOC Action Plans, Situation Status logs, position log)that together make up the history and chronology of
the emergency events.
7.2 FINANCE
In the case of a major disaster, the EOC will support District, City/County, State and Federal entities with
cost recovery efforts, if requested and as able. District citizens may benefit from the Small Business
Administration, and the District may benefit from the State and/or the Federal Emergency Management
Agency(FEMA) Public Assistance Program
7.3 EXPENDITURE TRACKING
The District may be reimbursed from insurance, State and/or Federal sources for disaster-related
expenses and uninsured expenses.The purpose of this section is to provide guidance on the
recordkeeping requirements for claiming such expenses.
7.3.1 ELIGIBLE EXPENSES
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Eligible costs are extraordinary costs incurred while providing emergency services required by the direct
impact of a declared disaster and which service is the responsibility of the applicant agency. Eligible costs
are generally considered to be the net costs over and above any increased revenue or subsidy for the
emergency service. Ineligible expenses include costs for standby personnel and/or equipment and lost
revenue.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
7.3.2 RECORDKEEPING REQUIREMENTS
State and Federal governments require detailed information to support claims for reimbursement.
Funding will be approved or denied based upon the information supplied by applicant agencies.
Documentation supporting all costs claimed will be required, and all information must relate back to
individual original source records. The following guidelines should be followed when documenting
disaster-related reimbursable expenses:
• Costs and revenues associated with emergency operations should be segregated from normal
operating expenses.
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• Separate records should be maintained for each vehicle and piece of heavy equipment used for
emergency operations.
• Vehicle and equipment documentation should include the miles and/or hours operated by
location and operator.
• Vehicle operating expenses should include fuel, tires, and maintenance.
• Labor costs should be compiled separate from vehicle and/or equipment expenses.
• Equipment documentation should include exactly where the equipment was used and for what;
hours and minutes used; and the name of the equipment operator if applicable.
• Revenues and subsidies for emergency operations must be subtracted from any costs claimed.
• Requisitions, purchase orders, and invoices must be maintained for all supplies, materials and
equipment expenses claimed.
• Costs for supplies and materials must include documentation of exactly where resources were
used and for what purpose.
• All non-competitive procurements must be justified.
Expenditure tracking should commence upon notice or obvious occurrence of disasters that require
expense of labor, equipment use, materials, and other expenses.The Incident Commander(s), EOC
Director, and EOC staff are responsible for maintaining written records of all disaster-related personnel
overtime, requests for supplies, equipment and contract personnel, and receipts for emergency
purchases of supplies, equipment and other disaster-related expenses. The District may activate a special
coding for emergency expenditure tracking which is used for both labor and equipment.
The Finance/Administration Section will compile reports, including total expenditures by category.The
Finance/Administration Section Chief will submit a summary report on total costs to the EOC Director as
requested.This information will be used for state and federal disaster assistance applications.The
expenditure data and documentation is vital to State and Federal agencies for requesting financial
assistance during and after the disaster.
7.4 RESOURCE MANAGEMENT
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
7.4.1 RESOURCE PRIORITIES
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
When activated,the District's EOC establishes priorities for resource allocation during the emergency. All
District resources are considered part of a pool, which may be allocated by the EOC to fulfill priority
missions. Each department retains control of its non-assigned resources until released for an emergency
assignment by the EOC.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
7.4.2 RESOURCE REQUESTS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Resource Requests will be made through one of the following processes:
• Discipline-specific(usually Fire and Law) mutual aid systems: Requests for resources that are
normally within the inventories of the mutual aid system will go from local coordinator to
Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordinator.
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• All other resource requests will be made through the logistics function at each level.
Resource requests from jurisdictions within the District will be coordinated with the Town of Truckee or
Counties of Nevada and or Plancer Operational Area EOC to determine if the resource is available
internally or other more appropriate sources located within the Operational Area. Emergency
Management Mutual Aid Coordinators at each level will keep the Operations Chief informed of the status
of resource requests and allocations. Coordinators at each level will communicate and coordinate with
each other to maintain current status on resource requests and allocations within the disaster area.
Resource requests from the District's EOC to the appropriate Towf of Truckee or County EOC may be
verbally requested and then documented. Available resources will be allocated to the requesting local
government. If requests for a specific resource exceed the supply,the available resources will be
allocated consistent with the priorities established through the action planning process. The EOC Section
Chiefs are responsible for ensuring that priorities are followed.
Resource requests for equipment, personnel or technical assistance not available to the District should be
coordinated with the appropriate Town of Truckee or County EOC to the Inland Regional Emergency
Operations Center. Once the request is coordinated, approved and resources deployed, Planning, in
coordination with various Operations Branches, is responsible for tracking the resources.
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SECTION 8.0: PREPAREDNESS, TRAINING, EXERCISES AND AFTER
ACTION REPORTING
8.1 PREPAREDNESS PLANNING
The Truckee Donner Public Utility District(District) conducts a wide array of emergency planning activities.
Planning efforts include development of internal operational documents as well as interagency response
plans having multi-jurisdictional participation.
In addition to the planning activities conducted, District departments develop internal preparedness and
contingency plans to ensure provision of government services and maintenance of departmental
functions during disasters. The Department Operations Plan is an integral supporting component of the
master Emergency Operations Plan.
Emergency readiness cannot be conducted within a vacuum. The District is responsible for working with
all District departments, special districts and allied agencies that are considered a component of the
District's Emergency Management Organization. Such coordination extends to the following interagency
activities:
• Plan development.
• Training coordination.
• Exercise development and presentation.
• Response management.
• Emergency public information activities.
Additionally, the District Safety Officer acts as the District's key representative and lead agent for day-to-
day emergency management activities such as: mitigation, preparedness, response, and recovery. Non-
emergency functions include: planning,training and exercise development, preparedness presentations,
interagency coordination, hazard assessment, and development of preparedness and mitigation
strategies; and grant administration and support to response agencies.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
8.1.1 COMMUNITY PREPAREDNESS AND AWARENESS
The public's response to any emergency is based on an understanding of the nature of the emergency,
the potential hazards, the likely response of emergency services, and knowledge of what individuals and
groups should do to increase their chances of survival and recovery.
Public awareness and education prior to an emergency or disaster will directly affect the District's
emergency operations and recovery efforts. The District will communicate impact to services in severe
weather such as snow,fire and/or wind regarding the District's infrastructure.
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...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
8.1.2 PREPAREDNESS ACTIONS
In identifying general preparedness actions, the District works through the appropriate Town of Truckee
and the appropriate County Office of Emergency Services to coordinate with community-and faith-based
organizations, other local governments/special districts, private industry, preparedness groups, and other
entities-to provide information relating to individual and group preparedness.
Government is limited in its ability to provide endless services and support during times of disaster, so
public preparedness is essential for ensuring individual and organizational safety and protection.
8.2 READINESS TRAINING
The District Safety Officer will notify holders of this plan of training opportunities associated with
emergency management and operations. Individual departments within the District are responsible for
maintaining training records.Jurisdictions and agencies having assigned functions under this plan are
encouraged to ensure that assigned personnel are properly trained to carry out these tasks.
The District Safety Officer will develop and execute a comprehensive training program for emergency
management topics on an annual basis. The established training schedule will include applicable courses
of instruction and education that cover management subjects. Such instruction shall meet or exceed the
Standardized Emergency Management System (SEMS) and the National Incident Management System
(NIMS)training requirements.
8.3 EXERCISE AND EVALUATION
Elements of this plan will be exercised regularly. The District Safety Officer will conduct emergency
preparedness exercises, in accordance with its annual exercise schedule,following appropriate State and
Federal guidance. Deficiencies identified during scheduled exercise activities will result in the
development of corrective action plans to initiate appropriate corrections.
The planning development and execution of all emergency exercises will involve close coordination
between all departments; allied agencies;the Town of Truckee, Placer and Nevada Counties; and
supporting community and public service organizations.
The primary focus will be to establish a framework for inter-organizational exercise collaboration in
coordination with all-hazard response and recovery planning and training activities, conducted within the
District.
Emergency exercise activities will be scheduled in accordance with State and Federal guidance and
program requirements. Exercise activity will follow the Homeland Security Exercise and Evaluation
Program guidance and may be designed as one or more of the following exercise types:
• Drills.
• Seminars (Workshops).
• Table Top Exercises.
• Functional Exercises.
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• Full Scale Exercises.
8.4 AFTER ACTION REPORTING
The SEMS and NIMS protocols require any City, City and County, or County declaring a local emergency
for which the Governor proclaims a State of Emergency, to complete and transmit an After Action Report
to the California Office of Emergency Services within ninety (90) days of the close of the incident period.
This does not include special districts in the requirement, however they are encouraged to hold their own
AAR conference and document their lessons learned for the future. The After Action Report will provide,
at a minimum, the following:
• Response actions taken.
• Application of SEMS.
• Suggested modifications to SEMS.
• Necessary modifications to plans and procedures.
• Training needs.
• Recovery activities to date.
The After Action Report will serve as a source for documenting the District's emergency response
activities and identifying areas of concern and successes. It will also be utilized to develop a work plan for
implementing improvements.
For the District, the After Action Report's primary audience will be the District itself, including
management. The District will participate in the Town of Truckee and the appropriate County Office of
Emergency Services After Action Report process, if they do not complete their own internal review.
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SECTION 9.0: PLAN DEVELOPMENT AND MAINTENANCE
This section of the Truckee Donner Public Utility District's Emergency Operations Plan discusses the
overall approach to plan development and maintenance responsibilities.
9.1 PLAN DEVELOPMENT AND MAINTENANCE RESPONSIBILITIES
This plan is developed under the authority conveyed to the General Manager, or designee, in accordance
with the District's Emergency Organization who has the primary responsibility for ensuring that necessary
changes and revisions to this plan are prepared, coordinated, published, and distributed. The District
used the planning process prescribed by the Federal Emergency Management Agency and the State of
California. This Basic Plan, Annexes, Appendices and Attachments are reviewed and updated on a regular
basis. The review and updates are coordinated with District Departments.
9.2 REVIEW AND UPDATING
This plan and its supporting documents will be reviewed annually, with a full document update conducted
minimally every three (3) years. Changes to the plan will be published and distributed to all involved
departments and organizations. Recommended changes will be received by the General Manager, or
designee, reviewed, and distributed for comment on a regular basis.
Elements of this plan may also be modified by the General Manager, or designee, any time State or
Federal mandates, operational requirements, or legal statute so require. Once distributed, new editions
to this plan shall supplant older versions and render them inoperable. These documents are included in
the regular cycle of training, evaluating, reviewing, and updating as discussed in Section 8.2.
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APPENDIX A: AUTHORITIES AND REFERENCES
AUTHORITIES
Federal
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988,42 U.S.C. 5121, et seq.,
as amended
• Homeland Security Presidential Directive 5, Management of Domestic Incidents, February 28,
2003
• Homeland Security Presidential Directive 8, National Preparedness, December 17, 2003
• The Code of Federal Regulations,Title 44, Chapter 1, Federal Emergency Management Agency,
October 1, 2007
• Public Law 920, Federal Civil Defense Act of 1950, as amended
• Public Law 84-99, U.S.Army Corps of Engineers - Flood Fighting
• Public Law 93-288, Federal Disaster Relief Act of 1974
• Public Law 107-188, Bio-terrorism Act,June 2002
• Public Law 107-296, Homeland Security Act,January 2002
• Executive Order 13228, Office of Homeland Security, October 8, 2001
• Executive Order 13231, Critical Infrastructure Protection, October 16, 2001
• Executive Order 13234, Citizens Prepared, November 9, 2001
• Presidential Decision Directive 39 - U.S. Policy on Counter-terrorism,June 1995
• Presidential Decision Directive 62 -Combating Terrorism, May 1998
• Presidential Decision Directive 63 -Critical Infrastructure Protection, May 1998
• National Security Presidential Directive 17 - National Strategy to Combat Weapons of Mass
Destruction
• Public Law 280
State
• California Disaster Assistance Act (CA government Code Section 8680 et. seq.)
• California Disaster and Civil Defense Master Mutual Aid Agreement
• CA Government Code (CGC),Title 1, Chapter 4, Division 8, Section 3100, (Disaster Service
Workers)
• CGC,Title 2, Division 1, Chapter 7, (California Emergency Services Act)
• California Code of Regulations (CCR)Title 19, Division 2 (Standardized Emergency Management
System)
• California Water Code (CWC), § 128 (Department of Water Resources - Flood Fighting)
County
• Nevada/Placer County Emergency Services/Ordinance
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City
• Town of Truckee Municipal Code
District
• Truckee Donner Public Utility District Code
REFERENCES
Federal
• National Response Framework(As revised)
• National Incident Management System
• Comprehensive Preparedness Guide 101 v.3
State
• California State Emergency Plan
• Standardized Emergency Management System
• California Disaster Assistance Act
• Continuity of Government in California (Article IV, Section 21 of the State Constitution)
• Preservation of Local Government
County
• Placer County Emergency Operations Plan
• Nevada County Emergency Operations Plan
• Placer and Nevada County Multi-Jurisdictional Hazard Mitigation Plan
City
• Truckee Emergency Operations Plan
District
• Truckee Donner Public Utility District Emergency Operations Plan, 2005, 2013
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APPENDIX B: ACRONYMS
CDAA—California Disaster Assistance Act
CGC—California Government Code
COOP—Continuity of Operations
COG —Continuity of Government
CWC—California Water Code
DOC—Department Operations Center
EAS— Emergency Alert System
EF—Emergency Function
EMO—Emergency Management Organization
EMS— Emergency Medical Services
EOC— Emergency Operations Center
EOP—Emergency Operations Plan
ESF—Emergency Support Function
FOG— Field Operations Guide
HSPD—Homeland Security Presidential Directive
IDE—Initial Damage Estimate
IT—Information Technology
LAN —Local Area Network
CA—Operational Area
PPD—Presidential Policy Directive
SEMS—Standardized Emergency Management System
SOG—Standard Operating Guide
SOP—Standard Operating Procedures
VOIP—Voice Over Internet Protocol
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APPENDIX C: LIST OF BASIC EOP SUPPORTING DOCUMENTS
Emergency Operations Center Annex
Emergency Operations Tools and Support Documents
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APRIL 51 2024
District--000.0 , Public Utility
TRUCKEE DON N ER PUBLIC UTILITY
DISTRICT
EMERGENCY OPERATIONS CENTER ANNEX
11570 Donner Pass Road,Truckee,CA
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TABLE OF CONTENTS
Recordof Changes.................................................................................................................4
Introduction..........................................................................................................................5
Howto Use this Annex...................................................................................................................5
Relationship to Hazard Specific Annexes.........................................................................................5
TheOperational Area EMO.............................................................................................................5
District Emergency Management Organization ......................................................................6
SEMSOrganizations Chart ..............................................................................................................7
Conceptof Operations...........................................................................................................8
Purpose .........................................................................................................................................8
EOCFacility Location ......................................................................................................................9
ActivationPolicy ..........................................................................................................................10
ActivationResponsibility.....................................................................................................................11
ActivationLevels.................................................................................................................................11
Security and Access Control..........................................................................................................12
Communications..........................................................................................................................12
EOCReporting..............................................................................................................................12
PreliminaryReports ............................................................................................................................13
SituationReports ................................................................................................................................13
FlashReports.......................................................................................................................................13
EOCDocumentation.....................................................................................................................13
EOCBriefings ...............................................................................................................................13
EOCDeactivation .........................................................................................................................13
DeactivationTriggers..........................................................................................................................14
Procedure for Deactivation.................................................................................................................14
Deactivation Notifications ..................................................................................................................14
District Roles and Responsibilities........................................................................................ 15
Staffing........................................................................................................................................15
ActionPlanning............................................................................................................................15
Introduction ........................................................................................................................................15
PlanningRequirements.......................................................................................................................15
PlanElements......................................................................................................................................16
PlanningResponsibilities.....................................................................................................................16
ManagementSection .......................................................................................................... 18
SectionObjectives........................................................................................................................18
PolicyGroup ................................................................................................................................18
ManagementStaff..............................................................................................................................18
OperationsSection.............................................................................................................. 20
SectionObjectives........................................................................................................................20
Planning and Intelligence Section ........................................................................................ 21
SectionObjectives........................................................................................................................21
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PlanningProcess..........................................................................................................................21
Planning Considerations...............................................................................................................23
PlanningCycle..............................................................................................................................23
Documentation and Distribution........................................................................................................25
LogisticsSection .................................................................................................................. 26
SectionObjectives........................................................................................................................26
ResourceOrdering. ......................................................................................................................26
ResourceTracking........................................................................................................................27
District Asset Management System...............................................................................................27
Finance and Administration................................................................................................. 28
SectionObjectives........................................................................................................................28
District Emergency Purchasing Policy............................................................................................28
AnnexMaintenance ............................................................................................................ 29
District Purchasing Policy..................................................................................................... 30
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RECORD OF CHANGES
Version Implemented By Date i
Number Date Change
1
2
3
4
5
6
7
8
9
10
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INTRODUCTION
The Truckee Donner Public Utility District Emergency Operations Plan (EOP) establishes an emergency
management organization (EMO)with principal tasks to (1) develop an emergency plan, (2) establish
responsibilities for emergency response and emergency management, and (3) authorize designated
Truckee Donner Public Utility District officials, by job title, to manage and expend District resources as
well as seek resources and financial aid under the terms of the California Disaster Assistance Act(CDAA)
via the County of Nevada and or Placer. In cases of an immediately pending threat to public safety or an
actual emergency,the Truckee Donner Public Utility District executes the responsibilities outlined in
emergency plans to quickly and efficiently reduce, or"mitigate"that threat. Actions almost always
include the deployment of first responder agencies and activation of the EMO to conduct emergency
management activities.The EMO assembles in the Emergency Operations Center(EOC) and coordinates
District resource support to those first responding agencies in the field, and to the affected population.
All available local, state and federal resources will be committed, as necessary,to protect lives, property
and the environment.This annex outlines the direction and control of an emergency or disaster response
from the EOC and the support provided to that response by the Truckee Donner Public Utility District
(District).
HOW TO USE THIS ANNEX
This Annex should be used in conjunction with the District's Basic EOP. It is intended as an operational
tool which provides clarity to enhance the EOP.
RELATIONSHIP TO HAZARD SPECIFIC ANNEXES
The EOC Annex provides the overall structure from which the District will operate during a disaster and
provides the information needed to carry out the tasks associated with the EOC and its many functions.
While the Annex provides many of the tools,templates, and forms required to run an EOC, more detailed
information can be found in the Hazard-Specific Annexes to the Basic EOP. These Annexes contain unique
and regulatory response planning details applicable to specific hazards. The information contained in this
Annex and in the Hazard-Specific Annexes is meant to be complementary and, when used together,
provide a complete tool to be used in an EOC activation.
THE OPERATIONAL AREA EMO
The County of Nevada and/or Placer EMO serves as the Operational Area (OA) EMO whenever an
emergency or disaster impacts the unincorporated area plus any cities or special districts at the same
time. It is also activated in case of multiple EOC activations by cities or Town, regardless of whether or
not the unincorporated county is affected. The OA EMO may also be activated at the request of a single
city or Town or special district to coordinate information and resources for an incident affecting it alone.
The OA EOC, a physical place, is opened and so designated to provide a central location for
communications and coordination of support with and between the County, political jurisdictions (the
cities and Towns) and any state,federal, private-non-profit, and non-governmental agencies supporting
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the incident. The County facilities are located respectively in Placer and Nevada counties and each serves
as the CA EOC.
DISTRICT EMERGENCY MANAGEMENT ORGANIZATION
Incident Command in the field coordinates its own logistical support at the Incident Command Post, and
requests support through discipline specific mutual aid channels. Support is only requested through the
District's EOC when the mutual aid channels do not have the type or number of resources needed.The
District's EMO supports its own operations, such as setting up a staging area for District resources and
coordinates its own logistical support.
Consistent with Standardized Emergency Management System (SEMS), the District's EMO develops in a
modular fashion based upon the type and size of the incident:
• The EMO builds from the top down.
• As the need arises, the five separate SEMS functions can be activated, each with several sub-
units that may be established as needed.
• The specific organizational structure established for any given incident, i.e., which positions
need to be filled in the EMO to "work the incident" is based on the management and
resource needs of the incident as determined by the EOC.
The EMO comprises personnel from the District and can be supported by other departments and allied
agencies. It is organized around the five functions (Management, Operations, Planning/Intelligence,
Logistics, and Finance/Administration) of both the SEMS and the National Incident Management System
(NIMS). District personnel staff the EMO as portrayed in the following chart.
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SEMS ORGANIZATIONS CHART
Management
Section
EOC Director
Public Information
Officer EOC Coordinator
Legal Affairs Officer
Liaison Officer
Safety Officer
Security Officer
Operations Section Logistics Section Finance Section
011111111.
wr
IT and
Situation Status Unit Communications Recovery Unit
Branch
Water Utility EL
j I I F Compensation&Claims
Action Planning Unit Facilities Branch
Unit
Electric Utility
Resources Status Unit pply/Procurement Fiscal
Branch
Documentation Unit Personnel Branch
■
Demobilization Unit Transportation
Branch
FIGURE 1- DISTRICT EOC ORGANIZATION CHART
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CONCEPT OF OPERATIONS
During a disaster or emergency, the District's EMO supports field response operations within the
incorporated areas of the District. The EMO operates using the SEMS functions, principles, and
components. It will use the action planning process to identify and implement specific objectives for each
operational period.
PURPOSE
In normal times, the District conducts routine, day-to-day operations. When a major emergency or
disaster strikes,the EOC is the location from which centralized emergency management will be
performed by the EMO. It facilitates a coordinated response by all the departments and agencies that are
assigned emergency management responsibilities. The level of staffing of the EMO will vary according to
the needs of the emergency, and can also include a virtual EOC activation in which the functions are
coordinated remotely.
The EOC provides a central location for information collection and decision-making, and allows for face-
to-face coordination among decision makers. The following emergency management functions are
performed in the District's EOC:
• Managing and coordinating District support of field operations
• Receiving and disseminating warning information
• Developing emergency policies and procedures
• Collecting intelligence from and disseminating information to representatives of town, county,
state and federal agencies
• Preparing intelligence/information summaries, situation reports, operational reports, and other
reports as required
• Maintaining general and specific maps, information display boards, and other data pertaining to
emergency operations
• Continuing analysis and evaluation of all data pertaining to the emergency situation
• Controlling and coordinating, within established policy,the operational and logistical support of
departmental resources committed to the emergency and requesting resources from outside of
the District
• Maintaining contact and coordination with support EOCs and the Nevada and/or Placer
Operational Area EOC
• Providing emergency information and instructions to the public, creating official releases to the
news media and scheduling press conferences as necessary
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EOC FACILITY LOCATION
The Primary EOC is located at the following location:
Truckee Donner Public Utility District Headquarters
11570 Donner Pass Road,Truckee CA 96161
The Primary EOC offers the following facilities for use during major emergencies:
• Dedicated operating space
V4 n
• Extensive telephone and .
information management
capabilities
• Electronic display processing
capabilities
• Radio communications -
capabilities
0
r �
• Office support facilities
• Dedicated task work areas
• Auxiliary power generator
capability
• Adequate parking for personnel
• Adequate restroom/kitchen facilities
The alternate Truckee Donner Public Utility District EOC is located at:
To Be Determined.
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ACTIVATION POLICY
The District has adopted the Cal OES criteria, shown in Figure 2—SEMS EOC Activations Requirements
that identifies the events/situations which may require the EMO to be activated in the EOC.
Figure 2—SEMS EOC Activations Requirements
Shaded areas= not applicable
to SEMS levels SEMS LEVELS
Situation identified in SEMS Local Operational
Regulations Field Level Government Area Region State
Emergency involving two or more
emergency response agencies Use ICS
§ 2407(a)(1)
Local Emergency Proclaimed* Use ICS Use SEMS
§2407(a)(2)
Local Government EOC Activated
§2407(a)(1) Use ICS Use SEMS
Local Government activates EOC and Activate OA Activate
requests Operational Area EOC Use ICS Use SEMS EOC Activate REOC SOC
activation§2407(a)(1)
Two or more cities within an Activate OA Activate
Operational Area proclaim a local Use ICS Use SEMS EOC Activate REOC SOC
emergency§2409(f)(2)
County and one or more cities Activate OA Activate
proclaim a local emergency Use ICS Use SEMS EOC Activate REOC SOC
§2409(f)(3)
City,city and county,or county
requests Governor's State of Activate OA Activate
Emergency proclamation Use ICS Use SEMS EOC Activate REOC SOC
§2409(f)(4)
Governor proclaims a State of Activate OA Activate
Emergency for county or two or Use ICS Use SEMS EOC Activate REOC SOC
more cities§2409(f)(5)
Operational Area requests resources Activate OA Activate
from outside its Use ICS Use SEMS EOC Activate REOC SOC
boundaries** §2409(f)(6)
Operational Area receives resource Activate OA Activate
requests from outside it Use ICS Use SEMS EOC Activate REOC SOC
boundaries**§2409(f)(7)
An Operational Area EOC is activated Use ICS Use SEMS Activate OA Activate REOC Activate
§2411(a) EOC SOC
A Regional EOC is activated Use ICS Use SEMS Activate OA Activate REOC Activate
§2413(a)(1) EOC SOC
Governor proclaims a State of Activate OA Activate
Emergency§2413(a)(2) Use ICS Use SEMS EOC Activate REOC SOC
Governor proclaims earthquake or Activate OA Activate
volcanic prediction§2413(a)(3) Use ICS Use SEMS EOC Activate REOC SOC
§Indicates sections in the California Code of Regulations(CCR)Title 19,Division 2,Chapter 1(SEMS)
*The EOC is usually activated,but in some circumstances,a local emergency may be proclaimed without the need for EOC
activation.
`*Does not apply to requests for resources used in normal day-to-day operations which are obtained through existing mutual aid
agreements providing for the exchange or furnishing of certain types of facilities and services as provided for under the California
Disaster and Civil Defense Master Mutual Aid Agreement(MMAA).
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This matrix highlights the flow of SEMS activation requirements. Activation of a District EOC, with a
request of support from the Operational Area,triggers the activation of an Operational Area EOC; which
triggers activation of the Regional EOC; which, in turn,triggers activation of the State level EOC.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
ACTIVATION RESPONSIBILITY
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The Director of Emergency Services administers and directs the District EMO. When the EMO is activated
or there is the potential for activation,the Director of Emergency Services manages and directs all aspects
of the District's response and recovery operations. The District's General Manager or designee is
responsible for the overall physical set-up, functionality and close-out of the EOC.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
ACTIVATION LEVELS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The District's EOC will be activated according to a graduated, three-level system that designates specific
staffing and tasks based on the approach or impact of an emergency or disaster. There are many
activities that may be occurring prior to the actual activation, such as pre-activity monitoring with the the
Town of Truckee, Nevada and/or Placer OA OES, coordination amongst local jurisdictions, and
development of situational awareness briefings.The levels below can be activated virtually or in the
actual EOC.
In addition to the following activation levels,the District may find that activation of the EOC is not
warranted,yet monitoring of a developing situation is critical. At that time,the Director of Operations
will be the liaison with local emergency operations during business and after duty hours and will serve as
the Office of Emergency Services (OES) Coordinator.This individual will be identified to those agencies
affected by the developing situation.
There are several activities that the OES Coordinator will complete in the monitoring phase of an incident
or disaster, such as:
• Coordination of District activities,
• Information and analysis on overall situation (situation report),
• Resource needs or potential needs,
• Briefings to the District's General Manager/Town of Truckee/Nevada and/or Placer OA
The OES Coordinator will also be the point of contact for the District during non-duty hours when a Level
3 (low)Activation of the EOC has been initiated.
Level Three EMO Activation LOW: Level Three is a minimum activation usually done virtually, and
does not constitute a physical activation of the EOC.This level may be used for situations which
initially only require a few people, e.g., a short duration earthquake warning;winter storm alerts;
or public safety monitoring of a low-risk, planned event. At a minimum, Level Three staffing
consists of the EOC Director in an enhanced readiness/monitoring posture, but may select other
members of the EMO, such as someone from the Planning and Intelligence Section. Based on the
threat or incident, other coordinators, such as a Public Information Officer or Operations Section
representative may also be involved.
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Level Two EMO Activation Medium: Level Two activation is normally achieved as an increase from
Level Three or a decrease from Level One.This activation level is used for emergencies or
planned events that would require more than a minimum staff but would not call for a full
activation of all organization elements, or less than full staffing. One person may fulfill more than
one SEMS function.The EOC Director, in conjunction with the General Staff, will determine the
required level of continued activation under Level Two, and demobilize functions or add
additional staff as necessary based upon event considerations. Under a Level Two activation,
representatives to the EOC from other agencies or jurisdictions may be required.
Level One EMO Activation High: Level One activation involves a complete and full activation with
all organizational elements at full staffing. Level One would normally be the initial activation
during any major emergency such as a significant, damage-inducing earthquake or widespread
flooding.
If EOC activation is warranted, the first EMO staff member to arrive begins set-up procedures. The
Director of Emergency Services (General Manager) or designee makes all decisions regarding the level
and scope of operations. The scope and nature of the emergency, current conditions, and potential
concerns dictate the level of EMO operations and staffing requirements.
SECURITY AND ACCESS CONTROL
Once the EMO has been activated and the EOC put into operation, only authorized personnel are
permitted in the EOC. Access shall be granted to all personnel identified as EOC or EMO staff or District
officials, as well as to other individuals having legitimate business in the EOC. EMO staff and visitors shall
be issued identification for EOC access that distinguishes the bearer as a member of the EMO or a visitor.
COMMUNICATIONS
Communications within the EOC are accomplished using the most expedient and appropriate means
possible (usually in person or by phone). The EOC workstations have the capability to have a telephone
with all normal connectivity within the District. Radios may also be used for direct communications with
field forces. Key decision-makers and certain EOC staff will be issued portable radios as needed.
Regardless of the medium used, pertinent points of all significant communications shall be recorded on
the EOC unit/activity log.
EOC REPORTING
Information may be transmitted to staff and other key agencies using any one or more of the following
means: situational reporting database, satellite data, radio,telephone, email, Internet or FAX. Regardless
of the method of communication, all data should be verified for accuracy prior to transmission. If
unconfirmed data must be transmitted, it should be clearly designated as unconfirmed.
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•• . • Preliminary Reports are used during the first two hours of an emergency to
.•. provide an initial picture of its scope and magnitude.
A Situation Report(SitRep) is a brief narrative of the emergency situation covering
a set period of time and is submitted on a scheduled basis after the submission of
• any preliminary reports.
At the beginning of an emergency,the EOC Director and the Planning Section staff
determine the duration of time to be covered by a SitRep and they designate times
for other personnel to submit information for inclusion in the SitRep.
Flash Reports are used for transmitting critical,time-sensitive information outside
Preliminary Reports or regularly scheduled SitReps. For example, a Flash Report
'•' would be used to report an impending dam failure or receipt of a Federal
Declaration of a major disaster. Verbal Flash Reports often precede transmission
of written reports.
EOC DOCUMENTATION
Unit/activity logs are used to record significant events, communications and actions associated with an
emergency for a given operational period (shift). Each EOC staff position is responsible for maintaining a
unit/activity Log. Special emphasis must be made to document decision support discussions or
information.
All copies of reports, SEMS forms, and logs are submitted to the Planning/Intelligence Section at the close
of each operational period (or prior to EOC deactivation if operations do not require multiple shifts). This
documentation is important for both the documentation of the disaster and the financial recovery
process.
EOC BRIEFINGS
The purpose of briefings is to familiarize or update EOC staff on the current emergency situation.
Briefings provide an opportunity for the Section Chiefs,the EOC Director and all EOC staff to exchange
information on the incident, create and evaluate an Action Plan, and make any revisions deemed
necessary to the response strategy and/or priorities. Regular briefings provide a forum away from the
high level of activity in the EOC for ensuring that each of the five essential SEMS functions (Management,
Operations, Planning, Logistics and Finance) are coordinated and that the EOC staff have the same
information from which to base individual and collective decisions and actions.
EOC DEACTIVATION
Once the critical aspects of an emergency or disaster have been secured, EOC operations may begin to
scale down as needed.The purpose of this procedure is to outline the process to be followed whenever it
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is determined that the EOC can be deactivated. The EOC Director, with input from the Section Chiefs,
decides when and how to deactivate the EOC.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
DEACTIVATION TRIGGERS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Once the emergency response phase has been terminated and system operations are stabilized, the EOC
Director may determine that the EOC can be deactivated. Triggers for determining deactivation may
include:
• Incident has deescalated to the point of department control
• Response has been terminated
• Recovery operations are underway
• No further media or public information dissemination is needed
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
PROCEDURE FOR DEACTIVATION
The EOC Director will:
• Establish the time period for deactivation
• Advise EOC staff of the actions to be taken, including a timeline
• Identify EOC staff to be on-call if stand down is implemented
• Direct the liaison or other EOC staff to make notifications
• Direct all functional leads to complete any required or necessary documentation
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
DEACTIVATION NOTIFICATIONS
All internal and external individuals, groups and agencies that were notified of activation will be notified
of stand down and/or deactivation.At a minimum, all District managers, elected officials, neighboring
jurisdictions, and responding county agencies will be notified.The person making the notifications
documents the date, time, name and contact method for all persons/organizations notified. Notifications
will include:
• Date and time of stand down period or deactivation
• A 24-hour contact number for further information
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DISTRICT ROLES AND RESPONSIBILITIES
STAFFING
When an emergency threatens or actually occurs, this Support Annex provides guidance, direction and
tasks (commonly known as Command and Control) for first responders and the EMO alike to efficiently
respond and undertake mitigation operations. The size or scope of an emergency, rather than the type,
will largely determine whether or not the EMO will be activated, and to what level.
ACTION PLANNING
INTRODUCTION
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The use of Emergency Action Plans (EAPs) in the District's EOC provides a clear and measurable process
for identifying objectives and priorities for a given event. Action Planning (AP) is an important
management tool that involves:
• Identifying priorities and objectives for response or recovery efforts.
• Documenting incident support priorities and objectives, and the tasks and personnel assignments
associated with meeting those objectives.
The AP process involves the EOC Director and Section Chiefs' along with other EOC staff, as needed, in
addition to representatives from the Town/City, County, special districts, and other supporting agencies.
_.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
PLANNING REQUIREMENTS
.........................................................................................................................................................................__............................................................__..........................................................................................................................................................................................................................................................
The initial EAP is normally verbal and then is quickly documented and used to develop the written EAP
during the first hour or two following EOC activation. A verbal plan may also be utilized for incidents
involving a limited scope, short duration (less than 12 hours) and a limited number of response personnel.
An EOC AP shall be developed whenever the EOC is activated at Level 11 or III. A written EOC AP is
required whenever:
• Two or more jurisdictions/agencies are involved in the response
• The incident extends beyond one operational period
• All EOC functions are fully staffed
Unlike Incident Action Plans (IAP) produced in the field by Incident Command, an EAP can cover an
extended period of time and often cover several days. The plan should be regularly reviewed and
evaluated throughout its operational period and revised or updated as warranted.
' For more information on EOC Positions see the Basic EOP for the District
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...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
PLAN ELEMENTS
The elements to be included in the EAP are noted below. The EAP form is located in the EOC Tools
attachment and may include some of the following:
• Period of time covered by the plan
• Parts of EOC organization that have been activated on an organizational chart
• Assignment of primary and support personnel and material resources to specific tasks and
locations
• Logistical or technical support to be provided and by whom
• Objectives (specific, measurable, attainable, realistic and time-measured or SMART)to be
accomplished
• Priorities for meeting objectives
• Strategy to be utilized to achieve the objectives
In addition to the required elements listed above,the AP may also include:
• Specific departmental mission assignments
• Policy and/or cost constraints
• Any inter-agency considerations
PLANNING RESPONSIBILITIES
Primary responsibility for developing the EAP rests with the Planning Section. However, development of
the plan requires the active participation of the EOC Director and the General Staff.The Operations
Section, in particular, works closely with the Planning Section during plan development. When indicated,
the Planning Section Chief requests specific technical experts to provide input to the plan.The EOC
Director approves the plan.
For incidents requiring close coordination with external agencies, (e.g., State field response agencies,
special districts, federal responders, etc.), input from those involved agencies should be included in the
EAP.
Specific EOC staff responsibilities associated with the EAP' include the following:
MANAGEMENT AND GENERAL STAFF
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
• Provide general incident objectives and strategy
• Provide direction and overall management
'For further information on the Action Planning process,see the Planning& Intelligence section of this annex
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• Ensure incident safety
• Provide information through Liaison and Public Information Officer
• Approve the completed AP
OPERATIONS SECTION CHIEF
• Determine the tactics necessary to achieve objectives
• Determine associated resource requirements
• Communicate AP to EOC staff and Incident Commanders, as appropriate
• Conduct Operations Shift briefing
.................................................................................................................................................................................
PLANNING SECTION CHIEF
• Conduct the Action-Planning meeting
• Establish planning timelines
• Coordinate preparation of the AP
• Manage planning process
LOGISTICS SECTION CHIEF
• Establish/confirm procedures for off-incident resource ordering
• Ensure that resource ordering process is in place
• Ensure that Logistics Section is configured to support the AP
FINANCE SECTION CHIEF
_. .................. .........
• Provide cost assessment of incident objectives
• Ensure that adequate finance approvals are in place for implementation of the AP
• Works with the Management and General staff to determine the need for cost
apportionment, cost sharing or state and/or federal reimbursement
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MANAGEMENT SECTION
The Director of Emergency Services leads the Management Section and is responsible for the overall
management of EOC operations to address the impacts of an emergency directly upon the District and
assessing conditions outside its jurisdiction, which have the potential for affecting local resources.
Additionally, the Director of Emergency Services is responsible for directing the creation of an EAP and
the overall strategic direction of response, including appropriate mutual aid liaison activities. The
Director of Emergency Services works closely with the Policy Group.
SECTION OBJECTIVES
The Management Section will accomplish the following specific objectives during a disaster/emergency:
❑ Establish the appropriate staffing level for the EOC and continuously monitor organizational
effectiveness ensuring that appropriate modifications occur as required
❑ Exercise overall management responsibility for the coordination between emergency response
agencies within the jurisdictional area
❑ In conjunction with the General Staff, set jurisdictional priorities for response efforts. Ensure that
all department and agency actions are accomplished within the priorities established at the EOC
❑ Ensure that inter-agency coordination is accomplished effectively
❑ Ensure that the Emergency Public Information response is appropriate to the event
POLICY GROUP
The Policy Group is available to address the economic, social and political impacts of an emergency. In
the District EOC, the Policy function is the responsibility of the Board Members, key EOC Management
staff and the General Manager and/or their designee. The Policy Group are those key personnel
identified that will make major policy decisions for the District at the recommendation of the EOC. The
Policy Group is convened to assist the EOC in addressing major impacts to the District.
MANAGEMENT STAFF
Management staff assists the Director of Emergency Services. Management Staff are responsible for
providing direct administrative and executive-level support to the Director, as well as for providing
additional emergency support functions such as Public Information, coordination with Elected Officials,
and ensuring the safety and well-being of the staff in the EOC. Key skills of the Management Staff include:
Authority, Responsibility, Leadership, Global Thinking, and good project management.
When fully activated,the EOC Management Staff includes the following:
PUBLIC INFORMATION OFFICER (PIO)
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The PIO is directly responsible for managing Emergency Public Information activities within the EOC and
in support of all District Emergency Public Information operations. The PIO may be assisted by additional
staff who will conduct assorted Emergency Public Information tasks and duties (rumor control and
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activation of the District Information Center) within the EOC or a Joint Information Center (JIC) if
established, or at a field incident command post.The responsible District department staffing for this
position is the PIO&Strategic Affairs Director or designee.
LEGAL AFFAIRS OFFICER
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The Legal Affairs Officer is responsible for providing legal advice and guidance to the Director and the
Board on all emergency management issues and concerns. Examples of the types of legal advice and
guidance include local proclamation development and execution, and legal opinions on evacuation and
other jurisdictional legal responsibilities.Tools maintained for this position include a drive with samples of
legal materials previously used in events throughout California, and legal references (such as the CA
Emergency Services Act and CA Disaster Assistance Act). The responsible District department staffing this
position is the District's Attorney.
LIAISON OFFICER
..................................................................................................................................................................................................................................................................................
The Liaison Officer functions as the primary point of contact for all allied agencies and jurisdictional
representatives not directly assigned to the District's EOC. All agency and jurisdictional representatives
will coordinate with the Liaison Officer as needed. There are tools available to the Liaison Officer such as
the Job Action Sheet and Master Contact List. The responsible District department staffing this position is
the PIO&Strategic Affairs Director or designee.
SAFETY & SECURITY OFFICER
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The Safety&Security Officer is responsible for ensuring that the EOC is secure when activated, that
hazards are identified and mitigated, and that the EOC environment is suitable for conducting operations
in a safe and healthful manner including, but not limited to chaplain support, healthy food and adequate
breaks within the EOC. The District has designated the human Resources& Risk Disrector as its Safety
Officer.
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OPERATIONS SECTION
SECTION OBJECTIVES
The Operations Section, an element of the EOC General Staff, is responsible for coordinating the
deployment of response resources in support of field operations. Such coordination activities will
normally include:
❑ Managing operational elements of approved EOC APs, if any.
❑ Supporting field incident command(s) and associated response activities.
❑ Coordinating and liaising with EOCs for reporting, action planning and situation reporting.
❑ Liaising with Mutual Aid Coordinators for electric and water agencies.
❑ Coordinating District incident response assets regardless of agency affiliation or type of asset
(e.g., animal services, shelters, etc.).
❑ Assessing the emergency within the District or in nearby jurisdictions that affect or may affect
local jurisdictions' response.
❑ Working with appropriate Functions under the Operations Section.
There are several Functions that represent an alliance of stakeholders who possess common interests and
share a level of responsibility for emergency management. The Emergency Support Functions bring
together Town/city departments, special districts and other support jurisdictions within the District to
collaboratively prepare for, cohesively respond to and effectively recover from an emergency.
In most cases a single department is assigned to lead each Function based on its authorities, resources
and capabilities. Each Function member is responsible to assist in coordinating the District's response to
emergencies, including provision of mutual aid and the allocation of essential supplies and resources.
An Operations Section Chief will be identified between the Electric and Water Utility Directors and/or
other staff as designated by the EOC Director.
The Operations Section Chief will activate those operations' functions deemed appropriate. When fully
activated, the Operations Section could be comprised of the following sections with each position being
staffed with District or allied-agency personnel.
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PLANNING AND INTELLIGENCE SECTION
The Planning Section is responsible for directing and managing the creation of a comprehensive situation
status report, development of EOC APs for each operational period, and maintenance of all
documentation related to the emergency. The Planning Section staff must evaluate the potential
economic, social and environmental impacts of the disaster, while managing response to the conditions
within the jurisdiction. Additionally, the Planning Section staff must consider whether an emergency in a
neighboring jurisdiction could impact their jurisdiction or draw upon resources normally available to the
District.
The Planning Section Chief identifies whether full or partial staffing is required to respond. When fully
activated the section may include the positions shown in the organizational chart. The duties assigned to
the unfilled position are the responsibility of the Planning Section Chief.
SECTION OBJECTIVES
The Planning Section will accomplish the following specific objectives during a disaster/emergency:
❑ Display situation status information in the EOC using maps and visual aids
❑ Ensure accurate recording and documentation of the incident
❑ Determine reporting schedules for all EOC elements
❑ Prepare the jurisdiction's Situational Status reports and EOC APs
❑ Disseminate situation status and EOC Action Reports to other EOC sections,jurisdictional
departments, and the Nevada and/or Placer OA EOC
❑ Provide planning support to other sections
❑ Maintain proper and accurate documentation of all actions taken to ensure that all required
records are preserved for future use and State OES and FEMA filing requirements
❑ Acquire specialized technical experts
This section will be staffed by District departments as directed by the EOC Director as needed to perform
the various functions required to support emergency management operations within the activated EOC.
Additional branches or units may be established as needed to meet operational needs.
PLANNING PROCESS
The Planning Section staff will maintain the EOC Major Incident Status Board and develop short-and long-
term planning scenarios based upon the situation and its impacts on facilities and operations. Utilizing
these planning scenarios, the Planning Section Chief will conduct an Action Planning meeting with the
EOC Director, General Staff and appropriate technical experts.The Operations Section Chief reports
significant changes to the Planning Section Chief as shown in the Planning Section Process Schedule
example on the following page.
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PLANNING SECTION PLANNING PROCESS
0700-0800 Shift Change Briefing.
0800—0900 Prepare for Planning Meeting. Purpose: To review accomplishments,identify new issues,
identify resource needs,and determine assignments for next operational period.
0900—1000 Planning Meetings(with Management and General Staff, Resources Status Unit Leader,Supply
Unit Leader, Communications Unit Leader,and Technical Specialists).
1000—1400 Prepare EOC Action Plan.
1400—1600 Finalize EOC Action Plan.
1600 Complete EOC Action Plan.
1600—1700 Prepare for Operations Briefing. Purpose: To review EOC Action Plan for next operational
period.
1700—1800 Operations briefing(Management,General Staff,and identified Operations staff and Technical
Specialists).
1800—1900 Finalize Reports(including Situation Status Report for the Operational Area EOC).
1900-2000 Shift Change Briefing.
2000—2100 Prepare for Planning Meeting. Purpose: To review accomplishments,identify new issues,
identify resource needs,and determine assignments for next operational period.
2100-2200 Planning Meetings(with Management and General Staff, Resources Status Unit Leader,Supply
Unit Leader,Communications Unit Leader,and Technical Specialists).
2200—0200 Prepare EOC Action Plan.
0200—0400 Finalize EOC Action Plan.
0400 Complete EOC Action Plan.
0400—0500 Prepare for Operations Briefing. Purpose: To review EOC Action Plan for next operational
period.
0500—0600 Operations briefing(Management,General Staff,and identified Operations staff and Technical
Specialists).
0600—0700 Finalize Reports(including Situation Status Report for the Operational Area EOC).
FIGURE 3-PLANNING PROCESS SAMPLE/EXAMPLE SCHEDULE
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PLANNING CONSIDERATIONS
In developing the AP, a number of issues should be considered, as outlined in the table below.Applicable
issues should be addressed in each iteration of the AP.
Inter-Agency . Use of resources Liaison
Coordination . Contact information and frequency
• Communications methods
Public Information . Constraints on information to be Public Information Officer
disseminated EOC Director
• Special instructions
0 Target areas/audiences
Safety • Special precautions to be taken Safety Officer
• Personal protective gear required
Technical Resources • System maps and schematics Planning Section Chief
0 Technical expert input
Operations . Special skills required Operations Section Chief
• Mutual aid needs
• Staging Area needs
• Progress in resolving major incident
objectives
Policy • Legal/political issues EOC Director
• Fiscal constraints
Special Needs • Contingency Plans Planning Section Chief
Special Resources • Availability of special supplies, Logistics Section Chief
personnel and equipment
• Transportation support
Finance . Federal/State reimbursement; cost Finance Section Chief
sharing/agreements
FIGURE 4—PLANNING CONSIDERATIONS
PLANNING CYCLE
The Planning Chief, with input from the EOC Director and the Operations Section Chief, establishes the
schedule and cycle for action planning. Initially, meetings may be conducted every few hours or several
times each day. Over time, meetings may be held twice each day, and then daily.The following graphic
describes the planning cycle process for development of the EAP.
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EOC PLANNING MEETING EOC AP PRODUCTION APPROVAL&DISTRIBUTION
Meeting of senior staff to validate objectives, Completed EX AP is
Planning Sectiion compiles data prerented to the EOC
policies,and EOC resource needs on cu rent situation,objectives,
Review aut haritirer,resource tasks and Command for approval and
policies,tasks,and resources ture
ordering processes
Other Mgnt and General Staff address ; Sr Collects from other sections
Approved EOC At,Is duplicated
remai
keys issues jSafety.PIO.Liaison.etc) LI bl AP elements distributed to approved
Lead by Planning Section Chief ; Assembles the AP and parties
Approval required by EOC Management
DETERMINE EOC r.,r
RESOURCES TO SUPPORT EOC BRIEFING
FIELD NEEDS EOC APPROVAL j EOC Mgmt
PLANNING briefs EOC Team
Determine current and AP DISTR I- staff on approved
prolectedFteldneeds MEETING PRODUCTION BUTION EOCAP
Compiled by Operations M411.. EOC Mgmt
Section ensures resources
Inputs also provided by M l fkeps sirs are in place for
LSft OSC,and others in DETERMINE rampArzrdand j implementation
operations as needed EOC ro Rrd f
EOC
RESOOURCES -y � . BRIEFING
EOC OEkJEGTIVES UPDA TO SUPPORT +sr. urm,
AND POLICIES CONFIRMED FIELD NEEDS J"'F-Pld""�fP'iO° �NEW
Review current and projected r"� p" OPERATIONAL
situation EOC PERIOD BEGINS
Set prioritized SMART ONGOING incamirrg EOC
objer�rrnsIn support offi� OBJECTIVES FIELD NEWOP5 Team staff We
1acldent.Cammander(s) UPDATED PERIOD briefed
Pdlciesconfirmed by+EiX AND POLICIES SUPPORT$ BEGINS °
EOC
Mana3 twith input from CONFIRMED ASSESSMENTS
Teamstaffare
General Staff debriefed
Senrlor staff
normally arrives
INITIAL BRIEFING INITIAL 641210minutes
EOC Command and General Staff BRIEFING pnorto the period
provides situation update and / change to
establish the followi ng! l promote effective
Event name transition
Operational period duration
Initial goals and objectives
• EOC staffing pattern EOC ONGOING FIELD SUPPORT&
• Meeting s-chedule 11111pr ACTIVATED ASSESSMENT&INFORMA71ON
_ EXCHANGE
EOCACFIVATED � 4 or ongoing field mid EOC ope,ratirons
Continuous exdianges and analysis of
F EOC Team staff are notified — information_inte mal and extemal
Emergency Manages ensures m Continuous evaluation of progress against
EO[readlness INCIDENT c stated objectives in the EOC AP
E({Team staff checks in Adjustments may he made but must be
F EOCTeam staff reviews OCCURS
approved by the EOC Mgmt In
position tools&Job funtctionts coordination with the OSC and PSC
INCIDENT OCCURS
F Emergency responders a wive
om-scenels) Note!EOCopefations foront®oing fleld support Involves three elements that must
Response activities be Simultaneously managed:unfulfilled requests from prior operational period;;
commence current resource requests;and planning for meeting future needs_
Based upon pre-dieterminred
benchmarks.the EM COM is
made aware of situation and
need for EX activation is
determined
FIGURE 5—THE PLANNING CYCLE
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...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
DOCUMENTATION AND DISTRIBUTION
........ ......... ......... ......... ... ......... ......... ......... ......... .........
Written EOC APs will be documented on the AP form. The Planning Section Situation Status function is
responsible for:
• Posting a copy of the current AP in the EOC, if operational
• Maintaining a copy of each AP as part of the permanent incident record
• Distributing copies of the current AP to all involved agencies and other personnel as directed by
the Planning Section Chief
The Operations Section Chief will ensure that the current EOC AP is distributed to all Operations Section
personnel.
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LOGISTICS SECTION
The Logistics Section is responsible for coordinating the provision of a broad assortment of equipment,
supplies and services such as maintenance, food services, etc. in support of the EMO and EOC, other
District sites, organizations, or activities during a disaster. On occasion, it responds to a request from the
field (Incident Command), but most often it supports jurisdictional departments, responding agencies and
activities.
When activated,the EOC establishes priorities for resource allocation during the emergency. All
jurisdictional resources are considered part of a pool which may be allocated by the EOC to fulfill priority
missions.
The Logistics Section Chief identifies whether full or partial staffing is required to respond. When fully
activated the section may include the positions shown in the organizational chart. The duties assigned to
the unfilled position are the responsibility of the Logistics Section Chief.
SECTION OBJECTIVES
The Logistics Section will accomplish the following specific objectives during a disaster/emergency:
❑ Ensure repair and maintenance of EOC supporting equipment and resources
❑ Analyze and identify appropriate sources of resources
❑ Order, receive, process and store all incident-related resources
❑ Set-up and maintain incident support facilities (example—feeding, sleeping and sanitation
services)
❑ Work with the Operations-Transportation Unit to move personnel, goods and services where
they are needed
❑ Supply food needs for entire incident including remote sites
❑ Volunteer Coordination
❑ Donations Management
The section will be staffed by the General Services Manager/or designees as needed to perform the
various functions required to support emergency management operations within the activated EOC.
Additional branches or units may be established as needed to meet operational needs. The Facilities unit
will house the IT and Communications staffing for the EOC.
RESOURCE ORDERING
When fulfilling a resource request,the Logistics Section staff will typically follow the general sequence for
locating the resource to fulfill the request:
• Use internal resources first (District owned)
• Attempt to borrow the resource
• Look for donated goods/services
• Rent or lease the resource
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• As a last resort, buy the resource (if the Logistics Section must resort to purchasing the resource,
the Logistics Section Chief will confer with the Finance &Administration Section to ensure the
purchase is approved before placing the order, and all purchases will be in accordance with
Purchasing guidelines)
• Complete resource request form
Additionally, if the resource is a critical and immediate need, the general sequence may need to be
bypassed in order to address immediate concerns.The Logistics Section Chief, Finance &Administration
Section Chief and Management (EOC Director) will coordinate to make the determination on the
appropriate action.
RESOURCE TRACKING
After the Logistics Section locates and procures the resources necessary to fulfill the request, it will
coordinate with the respective function to ensure the resource was delivered to the appropriate location
and has been checked in to the response. The Resource Management Unit will track all resources and
display their status via either a status board (manual or digital) or T-card system. Resource tracking will
ensure that all resources throughout the duration of the event are accounted for as per the resource
management cycle pictured below.
• IDENTIFY
I� REQUIREMENTS
INVENTORY _j
ORDER S
ACQUIRE
7Rf�_IPMgBLIRSE
MQUILIIE
RECOVER
QEMOBI,LI E
TRACK 11
REPORT
FIGURE 6—RESOURCE MANAGEMENT CYCLE
DISTRICT ASSET MANAGEMENT SYSTEM
The District has an in-house asset management system that is used to track all owned assets over$5,000
per item, including vehicles, equipment, software and infrastructure.
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FINANCE AND ADMINISTRATION
The Finance Section is responsible for tracking all costs associated with the EOC activation. Finance
Section staff must analyze and identify appropriate costs and ensure that all costs conform to existing
emergency operations procedures, ordinances and rules. Additionally, Finance Section staff must track
costs across multiple departments and agencies.
SECTION OBJECTIVES
The Finance Section will accomplish the following specific objectives during a disaster/emergency:
❑ Track all costs and present payments to the Management Section for approval
❑ Approve emergency purchases and contracts
❑ Maintain force labor accounting
❑ Maintain force equipment accounting
❑ Process claims (worker's compensation, injuries to responders, damage to equipment)
❑ Fiscal Management
The section will be staffed by the Chief Financial Officer as directed by the EOC Director as needed to
perform the various functions required to support emergency management operations within the
activated EOC. Additional branches or units may be established as needed to meet operational needs.
The District will respond (fiscally) with the understanding that the response will be funded by the District
and that every effort will be made to access recovery funds (but that those funds are not guaranteed).
Generally, in a disaster, if a Governor's Proclamation is granted to a City and/or County the state may
reimburse eligible costs to the District at a 75/25 percent cost share. Additionally, if the Governor asks
the President to proclaim a major disaster for the area and that request is granted,there may be
additional funding reimbursement available.
The District will identify expenditures by code within the District's financial system for recovery purposes.
The District will notify all staff when emergency coding should be used.
DISTRICT EMERGENCY PURCHASING POLICY
The District has an emergency purchasing policy in effect. District Code Section 3.08.100 outlines the
outlines the procedures of how costs associated with an emergency will be handled. Finance and
Administration section works closely with the Logistics Section, specifically the Personnel and Supply-
Procurement Units, to account for all expenditures during the event.
Purchasing procedures will not be waived during an emergency but may be augmented to accomplish any
emergency work, provided augmentations do not come into violation with standard Office of
Management and Budget(OMB) circulars.
The Recovery unit will advise all Finance and Administration staff on any changes needed to
policies/procedures/documentation during the event to be better in line to accept recovery funding
sources as they become available.
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ANNEX MAINTENANCE
The District Human Resources& Risk Director will coordinate with the District on any updates and
revisions of this EOC Annex.
Those agencies and organizations listed as having anticipated roles and responsibilities under this annex
shall inform the Director of Emergency Services when they are aware that changes need to be made.
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DISTRICT PURCHASING POLICY
3.08.100 Procurement Authorization During an Emergency
3.08.100.1 An "emergency" is a situation which poses an immediate risk to health, life,
property or environment. Most emergencies require urgent intervention to prevent
worsening of the situation. It is the General Manager's responsibility to take immediate
action to protect employees, customers and District property during an emergency.
3.08.100.2 During an emergency,the General Manager is authorized to repair or replace a
public facility, take any directly related and immediate action required by that emergency,
and procure the necessary equipment, services, and supplies for those purposes, without
immediate Board approval and without giving notice for bids to let contracts.
3.08.100.3 The General Manager will report to the Board of Directors within 48 hours any
and all actions taken to deal with the emergency.
3.08.100.4 If the General Manager takes any action to manage the emergency that would
otherwise require competitive bidding, the Board shall initially review the emergency action
taken not later than seven days after the action or, at its next regularly scheduled meeting if
that meeting will occur not later than 14 days after the action, and at least at every regularly
scheduled meeting thereafter until the action is terminated, to determine, by a four-fifths
vote, that there is a need to continue the action, unless the General Manager has
terminated that action prior to the Board reviewing the status of the emergency.
3.08.100.5 It is the District's intent to comply with all sections of the Public Contract Code
Section 22050 in managing emergency situations.
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