Hwy 299 on Cedar Pass, Spring 1996

Looking at the broader picture, at least two occurrences in the 1990's have impacted residents of the County. Highway 299 on Cedar Pass was nearly closed by earth movement in 1996. Surprise Valley residents faced one-lane traffic with 24-hour controls for several weeks. Controls were in place again in 1999 when California Department of Transportation did additional work to stabilize the site. In January 1997, flows of mud and debris saturated by rain on snow closed County Road 1 in Surprise Valley in several places and destroyed two homes. All four Surprise Valley communities and many rural residences face some risk from similar flows because of their locations at the mouths of canyons. The January 1997 events demonstrated that, unless one of the communities took a direct hit from such a flow, damage would be isolated.

CIVIL UNREST

Modoc County has little history of incidents of violent civil unrest and the sparse population makes small, isolated incidents the most likely if events did occur.

PUBLIC HEALTH

Most disasters, natural or man-made, have some degree of health consequences that require intervention. These consequences depend upon the type and severity of the event. Flu epidemics and other communicable disease outbreaks are recognized for their disaster potential. The population distribution within Modoc County makes it less likely that the entire county population will be affected by any one event. If needed, separation and isolation can be done on a local community level to protect the other populated areas. There would be a higher risk to a larger number of county residents if the event occurred in Alturas. Alturas, the county seat, is the most populated community and the center of business activity for outlying communities. At certain times of the year, Alturas has an influx of visitors, especially during hunting seasons, and communicable disease transmission to residents and non-residents could occur and be transported to outlying communities, other counties, or states. A similar risk occurs when county residents travel to other areas for meetings and conferences with close person-to-person contact and where “higher target potential” for Bioterrorism exists.

Wildfire and flooding are the most common disasters experienced in Modoc County, although severe winter storms have also occurred and have the potential to isolate outlying communities. Past disasters have contaminated water sources, displaced communities, adversely affected persons with pre-existing health problems (smoke and asthmatics, lost medications or medical devices), stranded travelers, knocked out electrical power, caused structural damage, and resulted in mental anguish and stress to those directly affected and to responders (many of whom were among the affected population). The potential of multi-casualty vehicular accidents, hazardous materials release/spill, and the threat of terrorist activities, including Bioterrorism, must be included in any public health risk assessment.

DAM BREAK

Dorris Reservoir, West Valley Reservoir, Big Sage Reservoir, Bayley Reservoir, and Lower Roberts Reservoir could threaten residences if their dams gave way. Inundation maps are on file for West Valley, Big Sage, and Bayley. Dorris has an emergency response plan maintained by the U.S. Fish and Wildlife Service. Clear Lake Reservoir, the largest reservoir in the County, poses no threat to inhabited areas here.

Maps for West Valley, Big Sage, and Bayley show very few, if any, residences at risk, all a matter of three or more miles from the dams. Information on Lower Roberts is insufficient to judge its effects. Dorris presents a definite risk to two ranches and the Alturas Rancheria and Casino. A breech could affect areas within the City of Alturas under the unlikely circumstance of an abrupt complete failure of the dam. Even then, the railroad tracks east of town would act as a dike, limiting the rate and amount of water reaching town. Existing copies of inundation maps are difficult to read and give only a general idea of areas subject to effects. Exact impacts to any specific location are not predictable.

VOLCANIC ERUPTION

Eruptions of Mount Shasta, the Medicine Lake Highlands, or Mount Lassen could affect Modoc County. Impacts could range from minor or none at all in the event of a lava flow to widespread and major with an ash cloud such as Mt. St. Helens produced in Washington State in 1980. Mount Lassen produced a similar cloud in 1915 that deposited ash as far to the east as Elko, Nevada. Mount Shasta last erupted in 1786 and has a history of eruptions every 600-800 years.

While ash deposits from any of the three would not likely be immediately life threatening to most residents, they would impact communications, transportation, and all aspects of daily life. Medically fragile individuals, especially those with respiratory ailments, could be severely impacted. Emergency response vehicles would be impacted. Aviation, including emergency medical flights, could be grounded by poor visibility and potential damage to engines.

SEICHE WAVES

Seiche waves are standing waves formed in an enclosed or nearly enclosed body of water. They can result in lakeshore phenomenon similar to tsunami effects on ocean beaches. Researchers have modeled the possibility of earthquakes in the Lake Tahoe area creating damaging seiche waves around the lake. Two of the three scenarios predicted waves exceeding 3 meters if a fault under the lake were to rupture. This suggests the potential for seiche waves on Upper, Middle, and Lower Alkali Lakes in Surprise Valley, Goose Lake, and Clear Lake. Affects of water depth (all are much shallower than Tahoe) and lake size are uncertain. Further work would be needed to learn if faults underlay any of those bodies of water.

Luckily, few residences lie close to the shoreline where seiche waves could directly impact them. The probability of an event that would threaten human life is low and anticipated to affect very few people at a time if it did occur. A seiche wave on Middle Lake could damage or destroy the causeway on Highway 299 east of Cedarville, requiring residents east of the lake to use longer routes over gravel roads to get to town.

AVALANCHE

Avalanches are not a common occurrence but they are possible throughout the mountainous portions of the County, particular the precipitious east side of the Warner Mountains. Even so, few structures are located in risk zones. The most at-risk would be winter recreationists.

CONCLUSIONS

The purpose of doing a hazard analysis is to assist with planning and preparedness. Using the matrix in Table III-1 as a basis, the following effects should be given high priority for planning:

1. Injuries overwhelming the medical system

2. Fatalities beyond the capacity of the local mortuary

3. Environmental consequences of a hazardous materials incident

4. Infrastructure damage to systems like roads, utilities, and communications from serious storms, flooding, or wildfire

5. Economic effects of flooding and drought

The first two are addressed in some detail in the Multi-Casualty and Medical Emergencies Annex. The third is addressed in the Modoc County Hazardous Materials Response Plan (Area Plan) that is also an annex to this plan. Communications are covered by an annex as well.

Use of Geographic Information System (GIS) technology could expand the planning and response capabilities by giving immediate access to spatial information. GIS would allow prediction of impacts of a hazardous materials incident, flood, dam break, wildfire, and other events. Further analysis should be undertaken whenever the technology becomes available.

PREPAREDNESS

INTRODUCTION

Most of the time and effort in Emergency Services work involves preparing for events that may never happen. The County Office of Emergency Services takes a lead in these efforts with many entities participating. A good motto is:

“Hope for the best but plan for the worst!”

People need to recognize a need to prepare (education), have adequate guidance on what to expect and how to respond (planning), learn what is necessary to fulfill their role (training), and have the necessary equipment to do the job (capability). They need to maintain readiness in the absence of events by practicing what would be done (exercises). They need to look for and take actions that will prevent an incident or minimize its impacts (mitigation). Additionally, connections with neighboring jurisdictions, with regional and state agencies, and with various working groups must be established and maintained (coordination). Success relies on participation of many people throughout government, emergency response agencies, and volunteer groups.

SEVEN ELEMENTS OF EMERGENCY MANAGEMENT

EDUCATION

No amount of preparedness by emergency responders and emergency managers will get Modoc County through a disaster if individuals and communities are not prepared to wait out a period of initial isolation. This personal preparedness has long been a staple of education by the American Red Cross and others. Information on emergency preparedness is available from many sources and covers a wide variety of topics.

The key is to convince people that they should invest their time and effort. The infamous “Y2K” non-event demonstrated that it is easier to get people to take seriously something that might occur at a specific point in time than something that might happen someday maybe. Earthquake preparedness is easy to sell when people’s dishes rattle regularly. Wildfire prevention and defensible space become more important to people when they have had a fire nearby recently.

Consequently, education needs to take a variety of approaches. One is periodic distribution of information such as emphasizing defensible space for wildfire one month and winter weather preparedness another month. This gives the opportunity to highlight certain kinds of hazards at appropriate times through the year. Winter storms, local flooding, power emergencies, wildfire, house fires, household hazardous materials, and other hazards are all appropriate for highlighting.

This approach needs to be balanced with efforts to provide appropriate information on the heels of an event or with the imminent threat of an event when people are most interested. Finally, some things can be on-going efforts such as encouraging first aid and CPR training.

The Office of Emergency Services has many partners in education. The American Red Cross, the American Heart Association, local fire departments, law enforcement agencies, California Department of Forestry and Fire Protection, U.S. Forest Service, USDI Bureau of Land Management, the California Fire Safe Council, and many others have programs that address preparedness.

PLANNING

OES leads efforts to maintain a functional Emergency Operations Plan (EOP) for the County and supports development of Standard Operating Procedures for departments and agencies within the Operational Area. A plan on a shelf is nothing more than a bookend. Planning is an on-going effort to adapt, update, review, and advertise the document so that it serves a useful function. Everyone who might have a role needs to be familiar with the EOP and to be thoroughly versed in portions directly affecting them. Since consequences of disasters are unpredictable, planning should focus on establishing procedures, information systems, and delegations of authority rather than specific actions.

TRAINING

Emergency responders are responsible for keeping current on the training needed for their disciplines. OES can assist by coordinating training courses for several entities and bringing in courses that cross boundaries between disciplines. For example, training on hazardous materials is required for fire fighters, law enforcement, and EMS personnel.

OES should take the lead in encouraging and arranging training in SEMS. Anyone who might be called upon to take part in response, from the field level through the EOC, needs to know what SEMS is and how it functions. Many of those people should be cross-trained in specific functions so they can fill roles as needed.

CAPABILITY

OES needs to assess the capability of the Operational Area to respond to different events and to identify shortfalls. OES can assist field level responders to improve their capability but should avoid being in the position of deciding which entity gets acquired equipment and supplies. Certain grants do come through the Governor’s Office of Emergency Services. OES may be able to assist efforts to get grants with letters of support or by actively participating in the grant application process. OES contacts out of the area can lead to sources of surplus equipment. OES can also sometimes consolidate orders for different entities.

EXERCISES

The only way to test the EOP and other emergency plans, short of an actual event, is to conduct exercises. Exercises are not tests of responders. They are tests of the plan. They are practice sessions and rehearsals that allow trial and error and improvement in procedures without lives at risk. A comprehensive exercise program includes orientation seminars, drills of single emergency response procedures, and three types of exercises: tabletop, functional, and full-scale.

Tabletop exercises are gatherings in an informal setting to discuss simulated emergency situations. They stimulate discussion of various issues and the plans, policies, and procedures of response and recovery. They are designed for a non-threatening, low stress environment to familiarize people with established or emerging concepts or procedures.

Functional exercises are designed to test or evaluate capabilities within a function or interdependent groups of functions. They are conducted under a time constraint with a critique at the end. Usually they will take place in the operations center with either real or simulated outside resources.

Full-scale exercises evaluate the operation capabilities of emergency management systems interactively over a period of time. They take place in a realistic field and EOC environment. Personnel and resources are mobilized to demonstrate coordination, response, and recovery capability. This is the dress rehearsal for the real thing.

MITIGATION

Before an event actually occurs, things can be done that either reduce its likelihood of occurrence or reduce the impacts it would have. Earthquake retrofits of buildings and roadways, zoning restrictions on building in flood zones, and maintaining defensible space for wildfire protection around homes are all mitigation measures. The Federal Emergency Management Agency (FEMA) is only one of the agencies pushing strongly to get mitigation done before events strike. FEMA is unlikely to provide assistance to rebuild a structure that is repeatedly damaged by flooding or other recurrent events. A good mitigation program not only reduces losses, it can affect insurance rates and increase peace of mind.

Land use planning and building codes are key elements in a mitigation program. A delicate balance must be achieved between reasonable, necessary requirements and burdensome regulations. Many people believe they are willing to accept the risk until they actually suffer a loss. Then a surprising number expect someone to make good the damage.

Some measures require major actions such as not allowing construction in flood zones or requiring structural design elements for buildings. Others are simpler and can be implemented without great expense. These include many of the defensible space practices for wildfire protection, learning first aid & CPR, keeping three days of food, water, and medications on hand, or just keeping vehicles’ gas tanks at least half full.

Mitigation, as with many preparedness activities, is much harder to sell to people before something happens but that is when it is most effective. Grass roots efforts can be more convincing than regulatory actions for some things. Regulatory approaches are unavoidable for mitigations requiring building codes or zoning restrictions. An effective mitigation program requires the interest and cooperation of local planning departments, city councils, and county supervisors.

COORDINATION

One of the functions of the Modoc County Office of Emergency Services is to coordinate between the County and outside groups. These contacts become essential when the County needs resources beyond the scope of normal mutual aid.

MUTUAL AID REGIONAL ADVISORY COMMITTEE

The Modoc Operational Area has a seat on the Mutual Aid Regional Advisory Committee (MARAC) for Mutual Aid Region III, Governor’s Office of Emergency Services. MARACs ensure that local governments, operational areas, other agencies, special districts and other organizations, including the private sector, are kept informed and are provided the opportunity for ongoing comment and suggestions for improvements to the SEMS system. Members include the OES Regional Administrator or Deputy, OES Regional Mutual Aid Coordinators for Fire, Law Enforcement, and Disaster Medical, two municipal representatives, representatives from each Operational Area in the Region, and one representative each for public utilities, private utilities, and special districts. Meetings are held quarterly with information on developing situations and issues. Topics have included Y2K, the power shortage, the spread of West Nile Virus, terrorism, and other timely subjects. They provide opportunities for operational areas to network with others and strengthen ties that become crucial during an emergency.

REGIONAL/OPERATIONAL AREA DISASTER MEDICAL HEALTH GROUP (RDMHC)

In Counties with a full-time Public Health Officer, that individual usually attends these meetings. Since Modoc County relies on a practicing physician with little free time for that role, Public Health or the Office of Emergency Services sends an alternate. The group discusses a wide range of medical topics relating to disasters. Participation keeps the County informed on issues like development of a mutual aid agreement for medical services, disaster exercises for the medical community, and many other aspects of disaster medical services. As with MARAC, the meetings provide opportunities to develop working relationships with other operational areas. NorCal EMS is the contact for these meetings.

LOCAL EMERGENCY PLANNING COMMITTEE

The LEPC deals with issues relating to hazardous materials and community right-to-know. The operational areas do not have individual seats on the Committee. Among other things, the LEPC coordinates the Hazardous Materials Emergency Preparedness grants. Someone from the Operational Area should monitor agendas and attend when something of interest is scheduled.

SHASTA CASCADE HAZARDOUS MATERIALS RESPONSE TEAM (SCHMRT)

Modoc County has signed the agreement for SCHMRT. Administrators meet quarterly and Modoc should send a representative as often as feasible. The Operational Area relies on this team for any hazardous materials incident beyond limited local capabilities. The County has a commitment to provide decontamination support to SCHMRT. Qualified individuals from the County can join the team and attend monthly practices. Coordination at the administrative level, even if not with active team members, increases preparedness for a hazardous materials incident.

REGION III OPERATIONAL AREA FIRE AND RESCUE COORDINATORS

The Fire Mutual Aid Coordinator or a designee should attend these meetings. They are an important networking opportunity with the fire response community. Contacts made can help locate resources such as surplus equipment. Meetings give an overview of fire activities in the Region.

REGION III OES/FBI COUNTER TERRORISM PREPAREDNESS GROUP

Although terrorism is not considered a high risk in Modoc County, acts elsewhere can significantly impact us. Participation in this group gives some insight into the potential for events and into preparedness activities elsewhere in the Region. It can also be important in terms of information on grants for terrorism preparedness and response that may translate into hazardous materials preparedness or other needs for Modoc.

EMERGENCY ALERT SYSTEM (EAS)

An Emergency Services representative should participate on the Local Emergency Communications Committee along with broadcasters participating in the system. The EAS is an important tool in notifying the public of impending emergencies posing a threat to life and property.

NATIONAL WEATHER SERVICE (NWS)

Close ties with the National Weather Service are valuable in many instances. Local support for the Weather Spotter program helps provide on-the-ground information about significant weather events. NWS can provide meteorologists for specific incidents including wildfires or hazardous materials releases. NWS is a key player in the Emergency Alert System.

AMERICAN RED CROSS (ARC)

The ARC serves many functions during an emergency, the most obvious being the operation of shelters when evacuations are necessary. They are able to help assess damage, to assist with disaster exercises, and many other activities. They can also train individuals to be personally prepared for emergencies. Coordination between the County and ARC helps take advantage of all the opportunities available.

MODOC FIRE SAFE COUNCIL

The Fire Safe Council promotes preparedness and mitigation to limit the effects of wildfires. They work with individuals, communities, and organizations, carrying out educational programs, seeking grants, and helping to accomplish fuel reduction work and other projects. A citizens group, they offer an alternative to the regulatory agencies in addressing wildfire issues. County OES sits on the Council in a supportive capacity.

MODOC COUNTY FIRE CHIEFS’ ASSOCIATION

The Chiefs’ Association addresses many issues of importance to the fire departments. County OES works closely with the Association on issues of common interest.

MODOC EMERGENCY MEDICAL CARE COMMITTEE (EMCC)

The State provides for the establishment EMCC’s within a County to review operations of ambulance services, emergency medical care, and training in CPR and first aid. The same group can function similarly to the Chiefs’ Association as a forum for EMS agencies to address issues of concern. The County Board of Supervisors prescribes membership and appoints the members of the EMCC.

response

INTRODUCTION

Even with the best of planning and mitigation, events still occur that require action. Sometimes these events become emergencies. Response can include increasing readiness to prepare for an anticipated threat such as a predicted weather event, initial response, and extended response. In Modoc County, every response should utilize the Incident Command System. Anytime the EOC is activated at any level, ICS must be implemented.

Preparedness, response, and recovery are not separate, distinct phases in time. They overlap and intertwine with each other. For the sake of clarity, planning must treat them as distinct entities. This chapter looks at what happens from the time the first report comes in through the release of the last responders.

EMERGENCY SERVICES PROCEDURES

EOC ACTIVATION

The determination to activate the Emergency Operations Center (EOC) will be made by the Director of Emergency Services. The departments necessary to staff the Modoc County Emergency Operations Center (EOC) at the selected level will be contacted. The Director should assign someone not working in the Communications Center to make these notifications. If the Director is not available, the Assistant Director of Emergency Services or another person designated by the Director to act in his/her behalf will take on the Director’s roles and responsibilities.

The Emergency Operating Center (EOC) may be activated:

1. by the Director of Emergency Services, Assistant Director of Emergency Services, or their designees. Other agencies that may request the activation, based on the developing situation and need for resource support, include: Fire Incident Commander, California Highway Patrol, U.S. Forest Service, Modoc County Health Department or California Department of Fish and Game.

The Director of OES or designee is the person who will be in charge of the EOC.

- or -

2. when a Local Emergency has been proclaimed in the City of Alturas and it requests Operational Area assistance.

- or -

3. when a State of Emergency exists, either as declared by the Governor as defined in the California Emergency Services Act, or a State of War Emergency is declared by the President.

The EOC will be activated at one of the following levels:

1. Minimal Activation of the EOC (Level 1): Director of OES and in-house staff, until further assistance is needed

2. Partial Activation of the EOC (Level 2): Notify the County Departments requested by the Director on the checklist provided. [When the emergency notification is complete, be sure that all Primary agencies have been notified for information only.]

3. Full Activation of the EOC (Level 3): The Director of Emergency Services will use Figure II-5 to determine who needs to be notified for activation for the situation in question.

Table IV-1. EXAMPLES TO GUIDE ACTIVATION OF THE EOC

FIGURE VI – 3. EOC STAFF FOR RECOVERY AT LEVEL 2

LONG-TERM ORGANIZATION

Phase IV will take several years to complete when significant physical damage has been done. The EOC will not be physically open and work will take place from other locations, however, a SEMS organization will continue to exist. Most of the work will be accomplished at Level 1 in many cases or with a minimum of staffing at Level 2. Much of the work centers on reconstruction, both public and private, and may require close coordination with the private sector. The difficulty of the work will depend largely on the quality of pre-event efforts to establish a good framework of codes, permitting, and redevelopment plans.

TRAINING

All those potentially involved in the recovery and reconstruction organization should attend training on the Emergency Operations Plan. Exercises are a critical element in training. Efforts will be made to conduct exercises specific to the recovery activities.

RECOVERY FUNCTIONS IN mid & long term phases

EOC ACTIVATION

Recovery activities begin as soon as the EOC is activated or even before activation in some cases. (Details on activating the EOC can be found in the Response chapter.) Recovery continues long after the state of emergency is over and after the EOC has been closed. Even without the EOC physically activated, the organization will continue to operate under SEMS and ICS. As Recovery enters Mid-term and Long-term, response-related responsibilities disappear and the ICS organization shifts to a recovery emphasis.

MANAGEMENT

Once the EOC is deactivated, Management would be reduced to one individual with occasional assistance called in as needed. The Director of Emergency Services continues to have overall responsibility although the County Administrative Officer may directly oversee most activities in these later phases. A Public Information Officer may be utilized periodically to keep the public informed of progress.

OPERATIONS

The Operations Section will be overseeing efforts in several areas:

· Restoration of government functions

· Reconstruction of public facilities

· Permitting, code, and inspection issues

· Existing zoning and needed changes

· Coordination of community development

· Partnerships between the public and private sectors.

While the private sector will need to meet certain code, zoning, and permitting requirements, the government will need to expedite processes and facilitate coordinated redevelopment.

PLANNING/INTELLIGENCE

The Planning Section will still prepare action plans for operational periods although a period may be defined as weeks rather than hours. Situation analysis, technical services, documentation, and other activities will also take place.

LOGISTICS

Logistics continues to provide support to the efforts. Temporary housing for displaced individuals, donations management, transportation for debris removal and other activities, management of supplies, and all the other necessary functions go on.

FINANCE/ADMINISTRATION

In addition to the usual activities of time keeping, purchasing/procurement, and compensation/claims, the Finance Section has the lead for cost recovery and disaster assistance programs.

DISASTER ASSISTANCE

LEVELS OF DISASTER ASSISTANCE

Several levels of disaster assistance are available from the State and Federal levels.

DIRECTOR’S CONCURRENCE:

Purpose: The California Disaster Assistance Act (CDAA) authorizes the OES Director, at his discretion, to provide financial assistance to repair and restore damaged public facilities and infrastructure.

Deadline: State OES must receive a request from local government within 10 days of the incident.

Supporting Information Required: Local Emergency Proclamation, Initial Damage Estimate (IDE) prepared in the Response Information Management System (RIMS), and a request from the City Mayor or Administrative Officer, or County Board of Supervisors.

GOVERNOR’S PROCLAMATION:

Purpose: Provides Governor with powers authorized by the Emergency Services Act; authorizes OES Director to provide financial relief for emergency actions and restoration of public facilities and infrastructure; prerequisite when requesting federal declaration of a major disaster or emergency.

Deadline: State OES must receive a request from local government within 10 days of the incident.

Supporting Information Required: Local Emergency Proclamation, IDE prepared in RIMS, and a request from the City Mayor or Administrative Officer, or County Board of Supervisors.

PRESIDENTIAL DECLARATION OF AN EMERGENCY:

Purpose: Supports response activities of the federal, state and local government. Authorizes federal agencies to provide “essential” assistance including debris removal, temporary housing and the distribution of medicine, food, and other consumable supplies.

Deadline: Governor must request on behalf of local government within 5 days after the need for federal emergency assistance is apparent.

Supporting Information Required: All of the supporting information required above and, a Governor’s Proclamation, certification by the Governor that the effective response is beyond the capability of the state, confirmation that the Governor has executed the state’s emergency plan, information describing the state and local efforts, identification of the specific type and extent of federal emergency assistance needed.

PRESIDENTIAL DECLARATION OF A MAJOR DISASTER:

Purpose: Supports response and recovery activities of the federal, state, and local government and disaster relief organizations. Authorizes implementation of some or all federal recovery programs including public assistance, individual assistance and hazard mitigation.

Deadline: Governor must request federal declaration of a major disaster within 30 days of incident.

Supporting Information Required: All of the supporting information required above and, a Governor’s Proclamation, certification by the Governor that the effective response is beyond the capability of the state, confirmation that the Governor has executed the state’s emergency plan, and identification of the specific type and of federal aid required.

FEDERAL/STATE DISASTER ASSISTANCE THAT REQUIRE A LOCAL EMERGENCY PROCLAMATION

LOCAL GOVERNMENT:

· Reimbursement of extraordinary emergency costs (e.g., police overtime, debris removal, sandbagging)

· Funds to repair damaged public facilities (e.g., buildings, roads, equipment, utilities)

· Hazard Mitigation

INDIVIDUALS AND FAMILIES:

· Housing assistance such as home repairs and temporary lodging/rental assistance

· Personal property, medical/dental expenses

· Disaster unemployment benefits

· Crisis Counseling

ASSISTANCE PROGRAMS

CALIFORNIA DISASTER ASSISTANCE ACT (CDAA)

This Act provides financial assistance from the state for costs incurred by local governments as a result of a disaster event. Funding for the repair, restoration, or replacement of public real property damaged or destroyed by a disaster is made available when the Director concurs with a local emergency proclamation requesting state disaster assistance. The program also provides for the reimbursement of local government costs associated with certain emergency activities undertaken in response to a state of emergency proclaimed by the Governor. In addition, the program may provide matching fund assistance for cost sharing required under federal public assistance programs in response to a Presidential Major Disaster or Emergency Declaration. The implementing regulations for CDAA can be found in Title 19 of the California Code of Regulations, Chapter 6.

FIRE MANAGEMENT ASSISTANCE ACT (FMAG)

The request for funds must be made through California OES while the fire is burning uncontrolled. Complete the Initial Request Form (F-158) and fax it to OES Sacramento at 916-845-8910. FEMA (through California OES) may approve declarations for fire management assistance when it determines that a fire or fire complex threatens such destruction as would constitute a major disaster. Evaluation criteria must include:

1. Threat to lives and improved property, including threats to critical facilities and infrastructure, and critical watershed areas.

2. Availability of resources: Local, Operational Area, Regional, and State.

3. High Fire Danger Conditions as indicated by a nationally accepted indices such as the National Fire Danger Rating System.

4. Potential for major economic impact.

Eligibility Criteria

· The Incident Commander, or comparable State Official, requests the resources.

· The activities performed must be the legal responsibility of the applying entity, required as a result of the Declared Fire, and performed within the designated fire

ROBERT T. STAFFORD DISASTER RELIEF AND EMERGENCY ASSISTANCE ACT

In 1988, the Robert T. Stafford Disaster Relief and Emergency Assistance Act, 42 U.S.C. §§ 5121-5206, was enacted to support State and local governments and their citizens when disasters overwhelm them. This law, as amended, establishes a process for requesting and obtaining a Presidential disaster declaration, defines the type and scope of assistance available from the Federal government, and sets the conditions for obtaining that assistance. The Federal Emergency Management Agency (FEMA), now part of the Emergency Preparedness and Response Directorate of the Department of Homeland Security, is tasked with coordinating the response.

FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA)

Disaster assistance through FEMA falls into three general categories:

· Individual Assistance - aid to individuals and households;

· Public Assistance - aid to public (and certain private non-profit) entities for certain emergency services and the repair or replacement of disaster-damaged public facilities;

· Hazard Mitigation Assistance - funding for measures designed to reduce future losses to public and private property.

Some declarations will provide only individual assistance or only public assistance. Hazard mitigation opportunities are assessed in most situations.

APPENDIX A. STANDARDIZED EMERGENCY MANAGEMENT SYSTEM

INTRODUCTION

The Standardized Emergency Management System (SEMS) provides consistency for emergency responses involving multiple jurisdictions or multiple agencies. SEMS is flexible and adaptable to the needs of all emergency responders in California. SEMS requires emergency response agencies to use uniform basic principles and components of emergency management, including multi-agency and interagency coordination, the operational area concept, established mutual aid systems, and the Incident Command System (ICS). The result is cost-effective, efficient management with improved service.

MULTI-AGENCY COORDINATION & UNIFIED COMMAND

Agencies and disciplines work together to facilitate decisions for overall emergency response activities. Common goals are established. Incidents on-going at the same time are prioritized. Resources are shared according to the common goals and priorities. With everyone committed to a shared understanding, efficiency and effectiveness improve.

Coordination is achieved through use of a unified command. Procedures assure that agencies retain individual responsibility, authority, and accountability. Unified Command structure and personnel assignments change to meet changing needs as the incident progresses. The primary features of a Unified Command incident organization include:

· A single integrated incident organization;

· Co-located and shared facilities;

· A single planning process and Incident Action Plan;

· Shared planning, logistical, and finance/administration operations; and

· A coordinated process for resource ordering.

A unified command optimizes the combined efforts of all agencies as they perform their respective assignments. They operate under a single Incident Action Plan with a single set of objectives and a collective approach in developing strategies to achieve incident objectives and goals. Information flow and coordination is improved between jurisdictions and agencies. No agency’s authority or legal requirements will be compromised or neglected. Each agency is fully aware of the plans, actions, and constraints of all other agencies.

OPERATIONAL AREA CONCEPT

An operational area is made up of all the governing bodies of a county and all the political subdivisions within the county, including incorporated cities and special districts. It coordinates emergency activities and serves as the link between the emergency operations centers of the political subdivisions and the state’s operations center.

ESTABLISHED MUTUAL AID SYSTEMS

A statewide mutual aid system is the foundation of California's emergency planning and response. The system is designed to ensure that adequate resources, facilities, and other support are provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation.

The basis for the system is the California Master Mutual Aid Agreement as referenced in the California Emergency Services Act. The Agreement created a formal process wherein each jurisdiction retains control of its own personnel and facilities, but can give and receive help whenever it is needed.

State government is obligated to provide available resources to assist local jurisdictions in emergencies. To facilitate the coordination and flow of mutual aid, the state has been divided into six mutual aid regions. Modoc County is located within Mutual Aid Region III along with Siskiyou, Trinity, Shasta, Lassen, Tehama, Glenn, Colusa, Butte, Sutter, Yuba, Plumas, and Sierra Counties.

The statewide system includes several discipline-specific mutual aid systems, such as, but not limited to, fire and rescue, law enforcement and, emergency managers. The adoption of SEMS does not alter existing mutual aid systems. To further facilitate the mutual aid process, particularly during day-to-day emergencies involving public safety agencies, Fire and Rescue and Law Enforcement Mutual Aid Coordinators have been selected and function at the Operational Area, regional and state levels. Regional Disaster Medical Health Coordinators have been identified for each mutual aid region to coordinate medical mutual aid during disasters. The basic role of a mutual aid coordinator is to receive mutual aid requests, coordinate the provision of resources from within the coordinator's geographic area of responsibility and pass on unfilled requests to the next SEMS level.

Volunteer and private agencies are part of the mutual aid system. They mobilize volunteers and other resources through their own systems. These agencies, including the American Red Cross and the Sheriff’s Posse, are represented at the EOC when activated.

Incoming mutual aid resources may be received and processed at several types of facilities including marshaling areas, mobilization centers and incident facilities.

· Marshaling areas are used for the complete assemblage of personnel and other resources prior to being sent directly to the disaster site.

· Mobilization centers are off-incident locations at which emergency response personnel and equipment are temporarily located pending assignment, release or reassignment.

· Incident facilities include Incident Command Posts, staging areas, bases, and camps. Staging areas are temporary locations at an incident where personnel and equipment are kept while awaiting tactical assignments.

During a proclaimed emergency, the operational area will coordinate mutual aid requests between the County, the operational area member jurisdictions, and the State OES Inland Regional Emergency Operations Center (REOC). Requests should specify, at a minimum:

· number and type of personnel needed, and/or;

· type and amount of equipment needed;

· reporting time and location;

· authority to whom forces should report;

· access routes into the affected area(s);

· estimated duration of operations; and

· risks and hazards.

Modoc County is a participant in the following mutual aid agreements:

· California Master Mutual Aid Agreement;

· Region 3 Fire and Rescue Operations Plan;

· Region 3 Law Enforcement Mutual Aid Agreement;

· Region 3 Public Works Mutual Aid Agreement;

· Region 3 Medical Services Mutual Aid Agreement;

· Emergency Managers Mutual Aid Agreement;

· Volunteer and Private Agencies Mutual Aid Agreement; and

· Modoc Operational Area Mutual Agreement.

INCIDENT COMMAND SYSTEM

The Incident Command System (ICS) is a nationally used, standardized, on-scene emergency management concept specifically designed to allow its users to adapt the structure to the complexity and demands of a specific incident or emergency without being hindered by jurisdictional boundaries. It is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organization structure. For some incidents and in some applications, only a few of the organizational functional elements may be required. Conversely, if there is a need to expand the organization, additional positions exist with the ICS framework to meet virtually any need. This makes it a very cost-effective and efficient management system.

PRINCIPLES AND COMPONENTS

The guiding principles of ICS make it invaluable for emergency response situations.

It operates in a wide range of circumstances from small single agency incidents to those with multiple jurisdictional responsibility and multiple agency involvement.

The organizational structure adapts to any kind of emergency or incident.

It adapts to the needs of all user agencies.

The system expands in a rapid and logical manner from an initial response to a major incident and shrinks just as rapidly as organizational needs or the situation decrease.

The system has basic common components in organization, terminology, and procedures.

Common terminology includes the established common titles for organizational functions, resources, and facilities within ICS.

Unified command structure allows all agencies with responsibility, either geographical or functional, to manage an incident by establishing a common set of incident objectives and strategies and a single Incident Action Plan. This is accomplished in a team setting without losing or abdicating agency authority, autonomy, responsibility or accountability. A single Operations Chief will have responsibility for implementing and managing the operations portion of the Incident Action Plan

Consolidated action plans identify objectives and strategy determinations for the incident based upon the requirements of the affected jurisdiction. In the case of unified command, the incident objectives must adequately reflect the policy and needs of all the jurisdictional agencies. The consolidated action plans for an incident document the tactical and support activities required for the operational period.

Manageable span-of-control within ICS limits the number of emergency response personnel who can be supervised or directed by an individual supervisor. The type of incident, the nature of the response or task, distance, and safety will influence the span-of-control range. The ordinary span-of-control range is between three and seven personnel.

Pre-designated incident facilities are a need identified within ICS. The final determination of the types and locations of facilities to be used will be based upon the requirements of the incident.

Comprehensive resource management identifies, groups, assigns, and tracks resources.

Integrated communications use a common plan and an incident-based center to manage communications for the tactical and support resources assigned to the incident.

SEMS LEVELS AND FUNCTIONS

LEVELS

There are five levels in the SEMS organization. Each level is activated as needed. The Incident Command System should be applied at all levels.

FIELD

The field response level is where emergency response personnel and resources, under the command of an appropriate authority, carry out tactical decisions and activities in direct response to an incident or threat. SEMS regulations require the use of ICS at the field response level of an incident.

LOCAL

Local governments include cities, counties, and special districts. Local governments manage and coordinate the overall emergency response and recovery activities within their jurisdiction. Local governments are required to use SEMS when their emergency operations center is activated or a local emergency is declared or proclaimed in order to be eligible for state funding of response-related personnel costs. In SEMS, the local government emergency management organization and its relationship to the field response level may vary depending upon factors related to geographical size, population, function, and complexity.

OPERATIONAL AREA

Under SEMS, the operational area means an intermediate level of the state's emergency services organization which encompasses the county and all political subdivisions located within the county including special districts. The operational area manages and/or coordinates information, resources, and priorities among local governments within the operational area, and serves as the coordination and communication link between the local government level and the regional level. The Modoc Operational Area has designated the County as the lead agency.

REGIONAL

Because of its size and geography, the state has been divided into six mutual aid regions. The purpose of a mutual aid region, is to provide for the more effective application and coordination of mutual aid and other emergency related activities. In SEMS, the regional level manages and coordinates information and resources among operational areas within the mutual aid region, and also between the operational areas and the state level. The regional level also coordinates overall state agency support for emergency response activities within the region.

STATE

The state level of SEMS manages state resources in response to the emergency needs of the other levels, and coordinates mutual aid among the mutual aid regions and between the regional level and state level. The state level also serves as the coordination and communication link between the state and the federal disaster response system.

SEMS FUNCTIONS

At each level, the organization has five functions. These five functions are the foundation upon which the ICS organization develops. They apply to handling a routine emergency at the field level, organizing for a major incident at the local or operational level, or managing a major response going clear to the state level.

On small incidents, the Incident Commander (IC) may manage all five functions. As the scale grows, functions can be divided into sections and sections into branches, units, and groups as needed.

MANAGEMENT OR COMMAND

This function directs, orders, and controls resources by virtue of explicit legal, agency, or delegated authority. At the field level, it is the Command function. In the EOC or DOC, it is Management and is responsible for overall emergency policy and coordination through the joint efforts of governmental agencies and private organizations.

OPERATIONS

At the field level, the function carries out objectives from the Incident Action Plan through the coordinated tactical response of all field personnel. At the Operational Area level, Operations is responsible for coordinating inter-jurisdictional responses and coordinating county-wide activities. Requests for resources through the established mutual aid systems are coordinated by Operations.

PLANNING/INTELLIGENCE

This function collects, evaluates, documents, and displays information about the development of the incident. Planning/Intelligence is responsible for developing the action plan in coordination with other functions.

LOGISTICS

Logistics provides facilities, services, personnel, and equipment and tracks the status of resources and materials in support of the incident. The exception is that requests for resources through established mutual aid systems are coordinated by Operations.

FINANCE/ADMINISTRATION

This function tracks all financial and cost analysis aspects of the incident and handles any administrative aspects not covered by the other functions.

APPLYING ICS

The modularity and flexibility for application of ICS at the Field Response Level allows it to rapidly adjust and build the organization for the function it is to perform. Aside from the Incident Commander, there is no required structure or order in which positions are filled. The ICS organization can be as small as one person, or large enough to handle thousands of emergency responders.

Incidents usually start with a few resources and expand the organization from the bottom up, as necessary. It is not necessary to implement levels of the ICS organization unless they are required.

An important aspect of the modularity in ICS at the Field Response Level is that there is nothing to prohibit the Incident Commander from activating one or more Units in various Sections without first activating the Section organizational element. When doing so, it is important to maintain the ICS principle of span-of-control, one supervisor to between five and seven staff members. A typical ICS organization for the Field Response Level is depicted in Table A-1.

TABLE A.1 INCIDENT COMMAND SYSTEM ORGANIZATIONAL CHART

ACTION PLANS

Action Plans contain the objectives, the strategy, specific tactical actions, and supporting information for the next operational period. Incident action plans are developed at the field level. Other levels may develop consolidated action plans covering the scope of their responsibility.

The incident or EOC Staff defines the operational period. It may be the time needed to achieve particular objectives, the length of a shift or some other logical timeframe. The team develops the plan to cover that timeframe.

ICS provides a systematic planning process with forms and formats for developing Action Plans. Most simple, short term, single agency incidents do not require written plans. Plans should be written when:

· Two or more jurisdictions are involved;

· A number of organizational elements have been activated;

· The incident continues into another planning or operational period; or

· It is required by agency policy.

Written plans become particularly important under a Unified Command. The plan lays out the organizational structure and communications procedures. It gives all agencies a clear set of objectives, actions, and assignments. Written plans lay out the activities and objectives of the previous operational period to smooth the transition to the next shift.

No single format fits all situations but four main elements should be included:

· Statement of Objectives defining what is expected to be achieved during the operational period. Objectives must be measurable and achievable.

· Organization describing what elements of the ICS organization will be in place during the operational period.

· Tactics and Assignments describing tactics and control operations including what resources will be assigned.

· Supporting Material with things like a map of the incident, communications plan, medical plan, traffic plan, weather data, special precautions, and a safety message.

ICS POSITION DESCRIPTIONS AND RESPONSIBILITIES

COMMAND/MANAGEMENT

INCIDENT COMMANDER/ EOC MANAGER

The Incident Commander (IC) is the individual on-scene who is in charge of the incident. In the EOC, the Manager is in charge of the overall emergency response.

Initially, the IC will directly assign tactical resources and oversee operations. As incidents expand, the IC may delegate authority for the performance of certain activities to others as needed, keeping in mind the limits on span-of-control. During a major emergency, an EOC Manager may be dealing with several IC’s at separate incidents within the operational area.

The IC and EOC manager have similar responsibilities:

· Establishing an incident command post or emergency operations center;

· Assessing the situation;

· Determining objectives, strategies, and immediate priorities for the incident or operation;

· Establishing an appropriate ICS organization;

· Approving and authorizing the implementation of the Action Plan;

· Ensuring that adequate safety measures are in place;

· Coordinating activities for all command/management and general staff;

· Coordinating communications and response efforts between the incident and the EOC, when activated;

· Approving requests for additional resources or for the release of resources;

· Authorizing the release of public information originating from the incident command post or EOC;

· Ordering the demobilization of the incident when appropriate.

PUBLIC INFORMATION OFFICER (PIO)

The PIO is the point of contact for the media and other organizations seeking information directly from the incident or EOC. Only one PIO should be assigned and should be located at the incident command post for a single incident or in the EOC once activated. The PIO may have assistants as needed. The PIO is responsible for:

· Determining if the IC or EOC Manager has placed any limitations on releasing information;

· Obtaining validated and current information about the incident or emergency;

· Obtaining the IC/EOC Manager’s approval of all information releases;

· Developing materials for use in media briefings;

· Providing media with time and location of briefings;

· Conducting media briefings;

· Arranging for interviews and tours as appropriate;

· Obtaining media information that may be useful to incident/emergency planning; and

· Maintaining a PIO log.

SAFETY OFFICER

The Safety Officer's function is to monitor incident operations and to develop protective measures for assuring personnel safety. In the EOC, a Safety Officer may be assigned to oversee safety within the EOC. The Safety Officer assesses and anticipates hazardous and unsafe conditions. The Safety Officer has the authority to stop and prevent unsafe incident activities. Only one Safety Officer will be assigned for each incident. Safety assistants may help the Safety Officer, as necessary. Other responsibilities of the Safety Officer include:

· identifying of hazardous situations associated with the incident;

· reviewing the Action Plan for safety implications;

· investigating accidents that have occurred within the incident area;

· assigning assistants or aides as necessary;

· reviewing and approving the medical plan; and

· maintaining a Safety Officer log.

LIAISON OFFICER

Incidents that have a multi-agency or multi-jurisdictional response may require activation of a Liaison Officer. The Liaison Officer ensures any agency representatives are informed and involved in the incident response. Agency representatives are personnel other than those on direct tactical assignments or those involved in a Unified Command. The responsibilities and duties of the Liaison Officer include:

· acting as the primary contact point for Agency Representatives;

· maintaining a list of assisting agencies and representatives;

· assisting in establishing and coordinating inter-agency contacts;

· ensuring that all agency or jurisdictional resources are checked-in at the incident;

· keeping all agencies informed on the incident status;

· monitoring incident operations to identify current or potential inter-organizational problems; and

· maintaining log of all Liaison Officer activities.

AGENCY REPRESENTATIVES

In many multi-agency or multi-jurisdictional incidents, an agency or jurisdiction will send a representative to assist in coordination efforts. An Agency Representative is an individual assigned to an incident with the authority to make decisions on matters affecting that agency's or jurisdiction's participation at the incident. Agency Representatives report directly to the Liaison Officer or the IC/EOC Manager in the absence of a Liaison Officer. Responsibilities and duties of the Agency Representative include:

· obtaining briefings from Liaison Officer or IC/EOC Manager;

· ensuring that all agency resources are properly checked-in at the incident;

· informing agency personnel on-scene that the Agency Representative position for the agency has been filled;

· cooperating fully with the Command/Management Staff regarding agency involvement at the incident;

· ensuring the well-being of agency personnel and resources assigned to the incident/emergency;

· advising the Liaison Officer of any special agency needs or requirements;

· on a continuous basis, reporting to home agency dispatch or DOC;

· ensuring that all agency personnel and equipment are properly accounted for and officially released prior to their departure; and

· ensuring that all required agency forms, reports, and documents are completed prior to departure.

OPERATIONS SECTION

OPERATIONS SECTION CHIEF/COORDINATOR

The Operations Section Chief/Coordinator is part of the General Staff and has overall management responsibility of all activities within the Operations Section. At the incident level, the title is Chief. At the EOC level, the title is Coordinator. The Operations Section Chief/Coordinator will develop the Section to accomplish the incident/emergency objectives. Responsibilities and duties of the Operations Section Chief/Coordinator include:

· managing tactical operations, at the field level;

· assisting in the development of the Operations portion of the Action Plan;

· supervising the execution of the operational portion of the Action Plan;

· maintaining close contact with subordinate operations positions;

· ensuring safe tactical operations;

· requesting additional resources to support tactical operations;

· approving the release of resources from assigned status;

· making or approving expedient changes to the Action Plan during the operational period, as necessary;

· maintaining close communication with the IC/EOC Manager; and

· ensuring that a Section log is maintained.

OPERATIONS BRANCH DIRECTOR

Branch Directors supervise the activities of their respective branches. Branches may be functional or geographic. There are generally three reasons to use Branches in an incident or emergency: span-of-control, need for a functional branch structure, and for multi-jurisdictional incidents. If the number of Divisions or Groups exceeds the recommended span of control, then a Branch is necessary.

Some incidents have multiple disciplines involved, e.g., police, fire, medical, and public works, that may create the need to set up incident operations around a functional branch structure. In some incidents, it may be better to organize the incident around jurisdictional lines, organizing operations into separate Branches for each agency involved.

Responsibilities and duties of the Operations Branch Directors include:

· interacting with the Operations Section Chief/Coordinator and other Branch Directors to develop tactics to implement the Action Plan;

· assigning specific work tasks to Branch personnel;

· reviewing Branch assignments and reporting the status to Operations Section Chief/Coordinator;

· monitoring and inspecting progress on assigned tasks and making changes as necessary;

· resolving logistical problems reported by Branch personnel; and

· maintaining a Branch log.

DIVISION/GROUP SUPERVISORS

Division/Group Supervisors supervise the activities of their respective Division or Group. Divisions describe some geographical area related to operations. Groups are established to describe functional areas of operations. Divisions and Groups can be used together on an incident or emergency and are at the same level in the ICS organization. Division and Group Supervisors report to a Branch Director or the Section Chief/Coordinator if Branches are not utilized. The responsibilities and duties of a Division/Group Supervisor include:

· assigning specific tasks to Division/Group personnel;

· providing resource status changes of assigned Division/Group resources to the Planning/Intelligence Section;

· coordinating Division/Group activities with other Divisions/Groups;

· monitoring and inspecting Division/Group tasks, making any necessary changes;

· keeping Branch Director or Section Chief/Coordinator informed of the situation and resource status;

· resolving tactical assignment and logistical problems within the Division/Group;

· informing Branch Director or Section Chief/Coordinator of hazardous situations and significant events;

· ensuring that assigned personnel and equipment get to and from their assignments in a timely and orderly manner; and

· maintaining a Division/Group log.

STAGING AREA SUPERVISOR

The Staging Area Supervisor manages operations at the designated incident staging area. The Staging Area Supervisor reports to the Operations Section Chief or Incident Commander if the Operations Section Chief position has not been filled. The responsibilities and duties of the Staging Area Supervisor include:

· establishing layout of staging area;

· posting areas for identification and traffic control;

· providing check-in for incoming resources;

· determining required resource reserve levels from the Operations Section Chief;

· advising the Operations Section Chief or Incident Commander when reserve levels reach established minimums;

· maintaining and providing status of all resources in staging area to Planning/Intelligence Section;

· responding to requests for resources;

· requesting logistical support for personnel and/or equipment;

· demobilizing or moving staging area as required; and

· maintaining a staging area log.

PLANNING / INTELLIGENCE SECTION

PLANNING/INTELLIGENCE SECTION CHIEF/COORDINATOR

The Planning/Intelligence Section collects, evaluates, processes, and disseminates information for use at the incident. The Section is managed by the Planning/Intelligence Section Chief at the incident or Coordinator at the EOC. The responsibilities and duties of the Planning/Intelligence Section Chief/Coordinator include:

· collecting and processing incident/emergency information;

· supervising the preparation of the Action Plan;

· supervising and directing Unit leaders;

· reassigning out-of-service personnel already on-site to appropriate ICS positions;

· establishing information requirements and reporting schedules for Planning/Intelligence Section units;

· determining need for any specialized resources in support of the incident/emergency;

· establishing special information collection activities as necessary or requested;

· assembling information on alternative strategies;

· providing periodic predictions on incident/emergnency potential or future growth;

· reporting any significant changes in incident status;

· compiling and displaying incident status information;

· overseeing preparation and implementation of incident demobilization plan;

· submitting necessary reports through RIMS; and

· ensuring that a Planning/Intelligence Section log is maintained.

RESOURCES UNIT

This unit is responsible for maintaining the status of all assigned resources by overseeing the check-in of all resources, maintaining a status-keeping system that indicates current location and status of all resources, and maintaining a master list of all resources. This must be done at all levels. The Resources Unit is supervised by a Unit Leader. The responsibilities and duties of the Resources Unit Leader include:

· coordinating check-in function with Staging Area Supervisor;

· preparing and maintaining a display that includes resource availability and assignment;

· confirming dispatch and estimated time of arrival of incoming resources;

· supervising and assigning specific duties to personnel assigned to the Resources Unit;

· maintaining a master roster of all resources checked-in at the incident/emergency; and

· maintaining a Resources Unit log.

SITUATION UNIT

The collection, processing, and organizing of all incident information takes place within the Situation Unit. The Situation Unit prepares maps, intelligence, and future projections of incident/emergency growth, as required. The Situation Unit is supervised by a Unit Leader. Responsibilities and duties of the Situation Unit Leader include:

· supervising and assigning specific duties to personnel assigned to the Situation Unit;

· collecting and analyzing incident/emergency information;

· preparing, posting, and disseminating situation status information;

· preparing predictions periodically or as requested;

· preparing the Status Summary Form (ICS Form 209);

· providing photographic services and maps as required; and

· maintaining a Situation Unit log.

DOCUMENTATION UNIT

The Documentation Unit is responsible for the maintenance of accurate and up-to-date incident files. All incident files will be stored for legal, analytical, and historical purposes. A duplication service will also be provided by the Documentation Unit. The Documentation Unit is supervised by a Unit Leader. The responsibilities and duties of the Documentation Unit Leader include:

· supervising and assigning specific duties to personnel assigned to the Documentation Unit;

· organizing and maintaining accurate incident/emergency files;

· establishing and providing duplication services as necessary;

· filing of all official forms and reports;

· reviewing records for accuracy and completeness;

· providing incident/emergency documentation as requested;

· storing files for post-incident/emergency use; and

· maintaining a Documentation Unit log.

DEMOBILIZATION UNIT

The Demobilization Unit is responsible for developing the Demobilization Plan. The Demobilization Unit is supervised by a Unit Leader. The responsibilities and duties of the Demobilization Unit Leader include:

· supervising and assigning specific duties to personnel assigned to the Demobilization Unit;

· reviewing incident/emergency resource records to determine the likely size and extent of the demobilization effort;

· coordinating demobilization with Agency Representatives;

· developing a incident/emergency check-out process for all units;

· evaluating logistics and transportation capabilities to support demobilization;

· developing a Demobilization Plan detailing specific responsibilities and release priorities and procedures;

· preparing appropriate materials for inclusion in the demobilization plan;

· distributing the Demobilization Plan;

· ensuring that all Sections understand their specific demobilization responsibilities;

· supervising execution of the Demobilization Plan;

· briefing the Planning/Intelligence Section Chief/Coordinator on the demobilization progress; and

· maintaining a Demobilization Unit log.

TECHNICAL SPECIALISTS

Certain incidents or events may require the use of Technical Specialists who have knowledge or expertise in a particular area. Technical Specialists may function within the Planning/Intelligence Section or be assigned wherever their services are required. In the Planning/Intelligence Section, Technical Specialists may report to the Planning/Intelligence Section Chief or a designated Unit Leader.

LOGISTICS SECTION

LOGISTICS SECTION CHIEF/COORDINATOR

All incident/emergency support needs are provided by the Logistics Section, with the exception of air support and coordination of mutual aid through established systems. Based on the size, complexity of support, and the expected duration of the incident/emergency, the Logistics Section may be divided into two distinct Branches, Service and Resource Support. The Logistics Section is managed by the Logistics Section Chief or Coordinator. The responsibilities and duties of the Logistics Section Chief include:

· managing all incident/emergency logistical needs (except those handled through established mutual aid systems);

· establishing the Logistics Section organization, based on the needs of the incident/emergency;

· supervising and directing Unit leaders;

· providing logistical input to the IC/EOC Manager in preparing the Action Plan;

· identifying anticipated and known incident/emergency service and support requirements;

· requesting additional resources as needed;

· authorizing and supervising requests for additional resources; and

· ensuring that a Logistics Section log is maintained.

SERVICE BRANCH DIRECTOR

The Service Branch Director supervises the activities of the Logistics Service Branch. The Service Branch includes four Units: Communications, Medical, Food, and, in Modoc County, EOC Support. The responsibilities and duties of the Service Branch Director include:

· interacting with the Logistics Section Chief/Coordinator to provide service in support of the incident;

· assigning specific work tasks to Branch personnel;

· reviewing Branch assignments and reporting status to Logistics Section Chief/Coordinator;

· monitoring and inspecting progress on assigned tasks and making changes as necessary;

· resolving logistical problems reported by Branch personnel; and

· ensuring that the Service Branch log is maintained.

COMMUNICATIONS UNIT

The Communications Unit is responsible for developing plans for the use of incident/emergency communications equipment and facilities, installing and testing of communications equipment, supervision of the Incident/EOC Communications Center, and the distribution and maintenance of communications equipment. The Communications Unit is managed by a Unit Leader. The responsibilities and duties of the Unit Leader include:

· providing information on communications capabilities and limitations;

· preparing and implementing the Radio Communications Plan (ICS Form 205);

· establishing and supervising the Communications Center and Message Center;

· establishing telephone, computer links, and public address systems;

· establishing communications equipment distribution and maintenance locations;

· installing and testing all communications equipment;

· overseeing distribution, maintenance, and recovery of communications equipment;

· developing and activating an equipment accountability system;

· providing technical advice on system adequacy and potential equipment problems; and

· maintaining a Communications Unit log.

MEDICAL UNIT

The Medical Unit will develop an Incident/Emergency Medical Plan and procedures for managing medical emergencies. The Unit will provide medical aid for emergency responders and assist the Finance/Administration Section with processing injury-related claims. The Medical Unit is not responsible for general medical services taking place with the incident/emerngency. The Medical Unit is managed by a Unit Leader. The responsibilities and duties of the Unit Leader include:

· determining the level of emergency medical activities;

· acquiring and managing medical support personnel;

· preparing the Incident/Emergency Medical Plan (ICS Form 206);

· establishing procedures for handling injuries sustained by emergency responders;

· responding to requests for medical aid, medical transportation, and medical supplies;

· assisting the Finance/Administration Section with the processing of forms related to injuries or deaths of incident personnel; and

· maintaining a Medical Unit log.

FOOD UNIT

The Food Unit is responsible for supplying the food needs for the entire incident/emergency, including all remote locations. The Food Unit is managed by a Unit Leader. The responsibilities and duties of the Unit Leader include:

· determining food and water requirements;

· determining method of feeding to best fit each facility or situation;

· establishing cooking and feeding facilities;

· obtaining necessary equipment and supplies for cooking facilities;

· ensuring that well-balanced meals are provided;

· ordering sufficient food and potable water from the Supply Unit;

· maintaining an inventory of food and water;

· maintaining food service areas, ensuring that all appropriate health and safety measures are being followed;

· supervising caterers, cooks, and other Food Unit personnel; and

· maintaining a Food Unit log.

RESOURCE SUPPORT BRANCH DIRECTOR

The Resource Support Branch Director supervises the activities of the Logistics Resource Support Branch. The Branch may include several Units including Supply Management, Facilities, Transportation, Donations Management, and Personnel Tracking. Responsibilities and duties of the Resource Support Branch Director include:

· interacting with the Logistics Section Chief/Coordinator to provide support to the incident/emergency;

· assigning specific work tasks to Branch personnel;

· reviewing Branch assignments and reporting status to Logistics Section Chief/Coordinator;

· monitoring and inspecting progress on assigned tasks and making changes as necessary;

· resolving logistical problems reported by Branch personnel; and

· ensuring that the Resource Support Branch log is maintained.

SUPPLY UNIT

The Supply Unit is responsible for ordering, receiving, processing, and storing all incident/emergency-related resources. All resources will be ordered through the Supply Unit, including tactical resources, support resources, and all expendable and non-expendable support supplies. The exception is those resources ordered through established mutual aid systems. The Support Unit is managed by a Unit Leader. The responsibilities and duties of the Unit Leader include:

· providing supplies to each of the Sections;

· determining the type and amount of supplies in route;

· ordering, receiving, distributing, and storing supplies and equipment;

· responding to requests for personnel, equipment, and supplies;

· coordinating requests with Mutual Aid Coordinators in the Operations Section;

· maintaining an inventory of supplies and equipment;

· servicing reusable equipment, as needed; and

· maintaining a Supply Unit log.

FACILITIES UNIT

The Facilities Unit is responsible for set up, maintenance, and demobilization of all incident/emergency facilities, except the Staging Areas. The Facilities Unit will also provide security services to the incident/emergency as needed. The Facilities Unit is managed by a Unit Leader. The responsibilities and duties of the Unit Leader include:

· determining the need and requirements for incident/emergency facilities;

· activating incident/emergency facilities;

· obtaining and supervising personnel to operate facilities;

· providing security services as needed;

· providing facility maintenance services, e.g., sanitation, lighting, etc.;

· demobilizing incident/emergency facilities; and

· maintaining a Facilities Unit log.

TRANSPORTATION UNIT

The Transportation Unit is responsible for the maintenance, service, and fueling of all mobile equipment and vehicles, except aviation resources. The Transportation Unit also has the responsibilities for the ground transportation of personnel, supplies, equipment, and the development of the Traffic Plan. A Unit Leader manages the Transportation Unit. The responsibilities and duties of the Unit Leader include:

· providing support services (fueling, maintenance, and repair) for all mobile equipment and vehicles;

· ordering maintenance and repair supplies (fuel, oil, and spare parts);

· providing support for out-of-service equipment;

· developing the Traffic Plan;

· maintaining an inventory of support and transportation vehicles;

· recording time use for all incident/emergency-assigned ground equipment;

· updating the Resources Unit with the location and capability of transportation vehicles;

· maintaining a transportation pool, as necessary;

· maintaining incident/emergency roadways, as necessary; and

· maintaining a Transportation Unit log.

FINANCE / ADMINISTRATION SECTION

FINANCE/ADMINISTRATION SECTION CHIEF/COORDINATOR

The Finance/Administration Section is responsible for managing all financial aspects of an incident. Not all incidents/emergencies will require a Finance/ Administration Section. Only when the involved agencies have a specific need for Finance/Administration services will the Section be activated. Finance/Administration services used at an incident/emergency may include the monitoring of costs, procuring specialized equipment, contracting with a vendor, or for making cost estimates of alternative strategies. The Finance/Administration Section is managed by the Finance/Administration Section Chief/Coordinator. The responsibilities and duties of the Finance/Administration Chief/Coordinator include:

· managing all financial aspects;

· providing financial and cost analysis information as requested;

· gathering pertinent information from responsible agencies;

· determining the need to establish and operate a commissary;

· ensuring that all personnel time records are accurately completed;

· ensuring that all obligation documents initiated are properly prepared and completed;

· briefing agency administrative personnel on all financial issues requiring attention or follow-up; and

· ensuring that a Finance/Administration Section log is maintained.

TIME UNIT

The Time Unit is responsible for ensuring the accurate recording of daily personnel time, compliance with various agency time recording policies, and managing established commissary operations. Personnel time records will be collected and processed for each operational period. The Time Unit is managed by a Unit leader. The responsibilities and duties of the Unit leader include:

· determining incident requirements for time recording function;

· ensuring that daily personnel time recording documents are prepared and in compliance with agencies policies;

· maintaining separate logs for overtime hours;

· establishing commissary operations as needed;

· submitting cost estimate data forms to Cost Units as required;

· ensuring that all records are current and complete prior to demobilization;

· releasing time reports from assisting agency personnel to their respective Agency Representatives or senior officer prior to demobilization; and

· maintaining a Time Unit log.

PURCHASE/PROCUREMENT UNIT

All financial matters pertaining to vendor contracts, leases, and fiscal agreements are managed by the Purchase/Procurement Unit. The Unit is also responsible for maintaining equipment time records. The Purchase/Procurement Unit identifies local sources for equipment and supplies, manages all equipment and rental agreements, and processes all rental and supply fiscal document billing invoices. The Purchase/Procurement Unit is managed by a Unit leader. The responsibilities and duties of the Unit leader include:

· reviewing needs and developing any special procedures for procuring resources;

· preparing and authorizing contracts and land use agreements;

· drafting required memoranda of understanding;

· identifying sources that can provide necessary resources;

· establishing contracts and agreements with supply vendors;

· providing coordination between the Ordering Manager, agency dispatch, and all other procurement organizations supporting the incident;

· ensuring that a system is in place which meets agency property management requirements;

· interpreting contracts and agreements;

· coordinating with the Compensation/Claims Unit for processing claims;

· coordinating the use of impress funds, as required;

· completing final processing of contracts and sending documents for payment;

· coordinating cost data in contracts with the Cost Unit Leader; and

· maintaining a Procurement Unit log.

COMPENSATION/CLAIMS UNIT

The Compensation/Claims Unit handles any compensation-for-injury claims related to the incident/emergency. This Unit oversees the completion of all forms required by workers' compensation. A file of injuries and illnesses associated with the incident will be maintained and all witness statements will be obtained in writing. Close coordination with the Medial Unit is essential. Additionally, the Compensation/Claims Unit investigates all claims involving property associated with or involved in the incident/emergency. The Compensation/Claims Unit is managed by a Unit leader. The responsibilities and duties of the Unit leader include:

· establishing communications with the Safety Officer, Liaison Officer, and Medical Unit Leader;

· reviewing Medical Plan;

· reviewing procedures for handling claims with the Purchasing/Procurement Unit Leader;

· ensuring that all Unit forms are complete and routed to the appropriate agency for post-incident processing prior to demobilization; and

· maintaining a Compensation/Claims Unit log.

COST RECOVERY UNIT

The Cost Recovery Unit provides all cost analysis. The Unit ensures proper identification of all equipment and personnel requiring payment, the recording of all cost data, analyzes and prepares estimates of costs, and maintains accurate records of costs. The Cost Recovery Unit works closely with representatives of the Disaster Assistance Division of the Governor’s Office of Emergency Services (DAD-OES), when appropriate, to assure that the maximum allowable cost recovery is obtained. The Cost Unit is managed by a Unit leader. Responsibilities and duties of the Unit leader include:

· establishing cost reporting procedures;

· collecting and recording all cost data;

· developing incident cost summaries;

· preparing resources-use cost estimates for the Planning/Intelligence Section;

· making cost-saving recommendations to Finance/Administration Section Chief/Coordinator;

· establishing and maintaining communications with DAD-OES; and

· maintaining a Cost Unit log.

APPENDIX B. Glossary for functional matrices

Positions are described for the Operational Area Emergency Operations Center (EOC), not for the field level. Strategy and coordination for multiple incidents and multi-jurisdiction incidents take place at the EOC. Tactical operations are managed at the incident level by appropriate local agencies. This is a team undertaking. Where responsibilities appear to overlap, functions must work closely with one another.

· Management – Overall management of the emergency response including activation, operations, and deactivation of EOC.

· EOC Director – Responsibility rests with Director of Emergency Services. Keeps track of the big picture. Works with the General Staff to manage all aspects of the event at the EOC level. The Director or assigned staff also fulfill the following:

o Public Information – Issue news releases, provide focal point for media, coordinate all public releases to assure validated, consistent information. May act as VIP liaison.

o Liaison – Keep agency representatives up-to-date on status and work with them to understand their role in the system.

· Plans Section – Collects, evaluates, and disseminates information; develops Action Plans for Operational Area; maintains documentation; carries out advance planning to anticipate upcoming needs. Headed by a Plans Chief, a General Staff position. The Plans Chief or assigned staff also fulfill the following:

o Situation Analysis – collect, process, and organize all information, including preparing future projections

o Documentation – maintain accurate, up-to-date files; provide information as requested

o Technical Services – provide technical specialists either within Plans or to be assigned where their services are needed. These would provide special expertise not normally available within the area such as a meteorologist, a geologist, or a fire behavior specialist.

o Demobilization – develop demobilization plan; coordinate Operations needs; identify surplus resources and timeframes for release; check out released resources

· Operations Section – Coordinates operations in support of the emergency response by implementing the Emergency Operations Plan. Responsible for Operations portion of Action Plan. Coordinates need to request or release resources for Operational Area. Responsible for determining needs and distributing resources throughout the Operational Area. Responsible for all levels of operations in some cases. Headed by an Operations Chief, a General Staff position responsible for overseeing operations. The situation will direct which activities are needed.

o Alerting/Warning – when, where, and how to notify people of risks

o Fire – coordination of Operational Area resources and needs

o Law Enforcement – coordination of Operational Area resources and needs

o Search & Rescue – direct coordination of field level operations throughout the Operational area

o Access & Movement – coordination of Operational Area resources and needs to limit access to areas and control movement of people; includes evacuation, restricted access, and curfews;

o Animal Issues – Direct coordination of field level operations addressing needs for evacuation, sheltering, lost and found animals, and other pet and livestock issues

o Hazardous Materials – direct coordination of field level operations as well as coordination of Operational Area resources and needs

o Infrastructure – direct coordination of inspection of public and private structures for safety for use and occupancy

o Utilities – liaison to power and telecommunications companies

o Care & Shelter – direct coordination to provide shelter for those displaced by the emergency

o Medical & EMS – coordination of Operational Area resources and needs for EMS response, patient care, hospital resources

o Public Health/Mental Health – direct coordination for widespread health issues such as contamination or potential epidemic, critical incident stress, crisis counseling

o Initial Damage Assessment – coordination of Operation Area resources and needs for rapid approximation of damage

o Permits & Zoning –direct coordination of actions to process permits, adjust zoning for variances or long-term mitigation, other issues

o Building Codes & Inspections – direct coordination of inspections for compliance; efforts to update building codes and other policy issues

o Property Value Reassessment – direct action to meet demands for adjustments because of damage and reconstruction

o Coordinate Redevelopment – Encourage and facilitate redevelopment by the private sector in keeping with zoning and other guidance.

o Restore Public Services & Government – coordination of Operational Area needs to reestablish infrastructure and services that citizens expect the government to provide

o Debris Removal – coordination of Operational Area needs for accomplishing removal from public property and on private property with a risk to public safety; motivating removal from other private property; providing for disposal

o Security – coordinating Operational Area needs and resources for preventing looting; protecting critical facilities unsecured because of the event; keeping the EOC secure from disruptions

· Logistics Section – provides facilities, services, and material in support of Operational Area and field level responses. Headed by a Logistics Chief, a General Staff position. The Logistics Chief or assigned staff also fulfill the following:

o Personnel (includes Volunteers) – process and track requests to order and release personnel; sign-up, assign, and track volunteers

o Transportation – process requests for resources to transport personnel, materials, and equipment

o Communications – process requests for communications resources; may staff a communications section in support of operations using Auxiliary Communications Service volunteers, State OES resources, or others.

o Facilities – process requests for facilities for field and EOC operations

o Resource Status – track resources from request through order and check-in to assignment and release

o Supply/Procurement – fill orders as directed; coordinate closely with Purchasing/Contracts unit in Finance/Administration section

o Temporary Housing – facilitate efforts to locate temporary housing

o Donations Management – coordinate and support efforts by private non-profits and other volunteer groups to management donations; do not actually accept or distribute donations

o Public/Private Partnerships – Seek cooperation to meet mutual objectives, particularly during the recovery phase.

· Finance/Administration – responsible for all financial, administrative, and cost analysis aspects. Headed by a Finance/Administration Chief, a General Staff position. The Finance Chief or assigned staff fulfill the following:

o Time Keeping – record time for all equipment and personnel

o Purchasing/Contracts – administer financial matters pertaining to vendor contracts, leases, and fiscal agreements

o Compensation/Claims – manage matters pertaining to compensation for injury and non-injury claims

o Cost Recovery – collect and manage all cost data to facilitate recovery, perform cost effectiveness analysis, and provide cost estimates and cost saving recommendations

o Disaster Assistance – coordinate with the Disaster Assistance Division of the Governor’s Office of Emergency Services and with FEMA

APPENDIX C. Modoc County CODE CHAPTER 2.40

EMERGENCY ORGANIZATION

Sections:

§2.40.010 Purpose of provisions.

§2.40.020 Emergency defined.

§2.40.030 Disaster council – Created – Membership.

§2.40.040 Disaster council – Powers and duties.

§2.40.050 Director and assistant director of emergency services – Offices created.

§2.40.060 Director and assistant director of emergency services – Powers and duties.

§2.40.070 Emergency organization.

§2.40.080 Emergency plan.

§2.40.090 Expenditures.

§2.40.100 Acts constituting misdemeanors designated – Penalty.

§2.40.010 Purpose of provisions. The declared purposes of this chapter are to provide for the preparation and carrying out of plans for the protection of persons and property within this county in the event of an emergency; the direction of the emergency organization; and the coordination of the emergency functions of this county with all other public agencies, corporations, organizations, and affected private persons. (Ord. 136-A §1, 1973)

§2.40.020 Emergency defined. As used in this chapter, “emergency” means the actual or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property within this county caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, or earthquake, or other conditions including conditions resulting from war or imminent threat of war, but other than conditions resulting from a labor controversy, which conditions are or are likely to be beyond the control of the services, personnel, equipment and facilities of the county, requiring the combined forces of other political subdivisions to combat. (Ord. 136-A §2, 1973)

§2.40.030 Disaster council – Created – Membership. The county disaster council is created, and shall consist of the following:

A. The chairman of the board of supervisors, who shall be chairman;

B. The director of emergency services, who shall be vice-chairman;

C. The assistant director of emergency services;

D. Such chiefs of emergency services as are provided for in a current emergency plan of the county, adopted pursuant to this chapter;

E. Such representatives of civic, business, labor, veterans, professional or other organizations having an official emergency responsibility, as may be appointed by the board of supervisors. (Ord. 136-A §3, 1973)

§2.40.040 Disaster council – Powers and duties. It shall be the duty of the county disaster council, and it is empowered, to develop and recommend for adoption by the board of supervisors, emergency and mutual-aid plans and agreements, and such ordinances and resolutions and rules and regulations as are necessary to implement such plans and agreements. The disaster council shall meet upon call of the chairman or, in his absence from the county or in-ability to call such meeting, upon call of the vice-chairman. (Ord. 136-A §4, 1973)

§2.40.050 Director and assistant director of emergency services – Offices created.

A. There is created the office of director of emergency services.

B. There is created the office of assistant director of emergency services, who shall be appointed by the director.

C. The board of supervisors may by board order or resolution and in lieu of provisions of subsections A and B of this section, designate the sheriff as director of emergency services pursuant to Article 1.1, Chapter 2, Part 3 of the Government Code (commencing with Section 26620). If the sheriff is so designated, he shall appoint an officer of the sheriff’s office as assistant director who shall assume the duties and responsibilities of the director in the latter’s absence. (Ord. 136-C, 1989; Ord. 136-B, 1986; Ord. 136-A §5, 1973)

§2.40.060 Director and assistant director of emergency services – Powers and duties.

A. The director of emergency services is empowered to:

1. Request the board of supervisors to proclaim the existence or threatened existence of a “local emergency” if the board of supervisors is in session, or to issue such proclamation if the board of supervisors is not in session. Whenever a local emergency is proclaimed by the director, the board of supervisors shall take action to ratify the proclamation within seven days thereafter or the proclamation shall have no further force or effect;

2. Recommend that the chairman of the board of supervisors request the Governor to proclaim a “state of emergency” when, in the opinion of the director, the locally available resources are inadequate to cope with the emergency;

3. Control and direct the effort of the emergency organization of the county for the accomplishment of the purposes of this chapter;

4. Direct cooperation between and coordination of services and staff of the emergency organization of the county, and resolve questions of authority and responsibility that may arise between them;

5. Represent the county in all dealings with public or private agencies on matters pertaining to emergencies, as defined in this chapter;

6. In the event of the proclamation of a “local emergency” as herein provided, the proclamation of a “state of emergency” by the Governor or the Director of the State Office of Emergency Services, or the existence of a “state of war emergency,” the director is empowered:

a. To make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by such emergency; provided, however, such rules and regulations must be confirmed at the earliest practicable time by the board of supervisors,

b. To obtain vital supplies, equipment, and such other properties found lacking and needed for the protection of life and property, and to bind the county for the fair value thereof and, if required immediately, to commandeer the same for public use,

c. To require emergency services of any county officer or employee and, in the event of the proclamation of a “state of emergency” in the county or the existence of a “state of war emergency,” to command the aid of as many citizens of the county as he deems necessary in the execution of his duties; such persons shall be entitled to all privileges, benefits and immunities as are provided by state law for registered disaster service workers,

d. To requisition necessary personnel or material of any county department or agency, and

e. To execute all of his ordinary power as veteran’s service officer, all the special powers conferred upon him by this chapter, or by resolution or emergency plan pursuant hereto adopted by the board of supervisors, all powers conferred upon him by any statute, by any agreement approved by the board of supervisors, and by any other lawful authority.

B. The director of emergency services shall designate the order of succession to that office, to take effect in the event the director is unavailable to attend meetings and otherwise perform his duties during an emergency. Such order of succession shall be approved by the board of supervisors.

C. The assistant director shall, under the supervision of the director and with the assistance of emergency service chiefs, develop emergency plans and manage the emergency programs of the county, and shall have such other powers and duties as may be assigned by the director. (Ord. 136-A §6, 1973)

§2.40.070 Emergency organization. All officers and employees of the county, together with those volunteer forces enrolled to aid them during an emergency, and all groups, organizations and persons who may, by agreement or operation of law, including persons impressed into service under the provisions of subsection A6c of Section 2.40.060, be charged with duties incident to the protection of life and property in this county during such emergency, shall constitute the emergency organization of the county. (Ord. 136-A §7, 1973)