HomeMy WebLinkAboutCC_2026_06_09_Agenda Item I1_Attachment1
Emergency
OperaƟons
Plan
January 2026
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EXECUTIVE SUMMARY
The City of Atascadero Emergency OperaƟons Plan (EOP) is an all-hazards document describing the
Atascadero incident management organizaƟon, compliance with relevant legal statutes, other relevant
guidelines, whole community engagement, conƟnuity of government focus, and criƟcal components of the
incident management structure. The incident management system is a component-based system designed
to be scaled, and components acƟvated as necessary to reflect the incident/event’s escalaƟon from rouƟne
incident(s) to emergency, disaster, or catastrophe affecƟng the City of Atascadero. This EOP is not intended
to address specific emergency responses, scenarios, hazards, or threats. FuncƟonal and hazard specific
annexes to this EOP will outline specific response acƟviƟes for response organizaƟons.
This Emergency OperaƟons Plan (EOP) accomplishes the following:
Establishes an incident management organizaƟon for Atascadero which will coordinate and
support on-scene responses including maintenance of situaƟonal awareness, facilitaƟon of
effecƟve communicaƟon between operaƟons centers at various levels of government, maintain
conƟnuity of government, and interacƟon with public informaƟon sources.
Establishes the overall operaƟonal concepts associated with the management of incidents,
emergencies, crises, disasters, and catastrophes in the City of Atascadero.
Provides a flexible plaƞorm for planning and response to all hazards, incidents, events, and
emergencies believed to be important to Atascadero. It is applicable to a wide variety of
anƟcipated incident events including earthquake, hazardous materials incidents, mass casualty
incidents, civil disturbance, terrorist events, wildland fires, adverse weather, uƟlity disrupƟons,
and public health issues.
This EOP conƟnues the City of Atascadero’s compliance with the Standardized Emergency Management
System (SEMS), the NaƟonal Incident Management System (NIMS), the Incident Command System (ICS),
the NaƟonal Response Framework (NRF), and the NaƟonal Preparedness Guidelines to include
Comprehensive Preparedness Guide 101: Developing and Maintaining Emergency OperaƟons Plans (CPG-
101). It facilitates mulƟ-agency and mulƟ-jurisdicƟonal coordinaƟon during emergency operaƟons, public
informaƟon funcƟons, and resource management.
This EOP serves as the legal and conceptual framework for incident management to be uƟlized by the City
of Atascadero and its various departments within municipal government. There are a number of separately
published annexes that support this EOP. These supporƟng annexes further describe the operaƟonal or
funcƟonal response to parƟcular threats and hazards and the basic consideraƟons, acƟons, and
responsibiliƟes of specific emergency response and management disciplines or funcƟons.
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PROMULGATION
The preservaƟon of life, property, the environment, and the economy are inherent responsibiliƟes of local,
state, and federal government. While no plan can completely prevent death and destrucƟon, reasonable
plans carried out by knowledgeable and well-trained personnel can and will minimize losses.
The City of Atascadero has prepared this Standardized Emergency Management System (SEMS) and
NaƟonal Incident Management System (NIMS) compliant Emergency OperaƟons Plan (EOP) to ensure the
most effecƟve and efficient allocaƟon of resources for the maximum benefit and protecƟon of the civilian
populaƟon during Ɵmes of emergency.
This EOP establishes the emergency organizaƟon, assigns tasks, specifies policies and general procedures,
and provides for coordinaƟon of planning efforts for respecƟve staff.
This EOP will be reviewed and exercised periodically and revised as necessary to saƟsfy changing
condiƟons and needs.
The Atascadero City Council gives their full support to this Emergency OperaƟons Plan and urge all officials,
employees, and residents—individually and collecƟvely—to do their share in the whole community
emergency effort of the City of Atascadero. This EOP became effecƟve on XX, XXXX when approved by the
Atascadero City Council.
_____________________________________________ ____________________
Charles Bourbeau, Mayor Date
_____________________________________________ ____________________
Jim Lewis, City Manager Date
_____________________________________________ ____________________
Casey Bryson, Fire Chief Date
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ATASCADERO CITY COUNCIL ADOPTION APPROVAL
**Insert City Council approval once document is approved**
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ANNUAL REVIEW RECORD OF CHANGES
The City of Atascadero Fire and Emergency Services Department (AFES) is responsible for maintaining,
reviewing, and updaƟng this Emergency OperaƟons Plan (EOP). They will—at a minimum—review this EOP
on an annual basis in accordance with plan maintenance policy. If the EOP requires an immediate change
due to lessons learned from trainings, exercises, or actual incidents, Atascadero Fire and Emergency
Servies will idenƟfy a course of acƟon for the review, update, and implementaƟon of the necessary
changes. All changes will be noted in the table below.
VERSION DATE NAME/ORGANIZATION CHANGE DESCRIPTION
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RECORD OF DISTRIBUTION
DATE NAME / TITLE ORGANIZATION # OF COPIES
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TABLE OF CONTENTS
............................................................................................................................................................................... I
EXECUTIVE SUMMARY ............................................................................................................................................ I
PROMULGATION.................................................................................................................................................... II
ATASCADERO CITY COUNCIL ADOPTION APPROVAL ............................................................................................. III
ANNUAL REVIEW RECORD OF CHANGES ............................................................................................................... IV
RECORD OF DISTRIBUTION .................................................................................................................................... V
PURPOSE, SCOPE, SITUATION OVERVIEW, AND PLANNING ASSUMPTIONS ......................................................... 10
PURPOSE .................................................................................................................................................... 10
SCOPE ....................................................................................................................................................... 10
SITUATION OVERVIEW ................................................................................................................................... 11
EVENT TYPES DEFINED .................................................................................................................................. 13
HAZARD ANALYSIS OVERVIEW ......................................................................................................................... 14
MAJOR EARTHQUAKE ............................................................................................................................................ 15
HAZARDOUS MATERIAL INCIDENT ........................................................................................................................... 17
MULTIPLE CASUALTY INCIDENTS (MCI) ................................................................................................................... 17
TRANSPORTATION ................................................................................................................................................. 18
FIRE .................................................................................................................................................................... 19
CIVIL DISTURBANCE ............................................................................................................................................... 20
ADVERSE WEATHER .............................................................................................................................................. 22
UTILITY DISRUPTION ............................................................................................................................................. 25
INFECTIOUS DISEASE RESPONSE .............................................................................................................................. 26
CORE CAPABILITY OVERVIEW .......................................................................................................................... 28
PLANNING ASSUMPTIONS .............................................................................................................................. 34
CONCEPT OF OPERATIONS ................................................................................................................................... 36
NATIONAL RESPONSE FRAMEWORK (NRF) ......................................................................................................... 37
STANDARD EMERGENCY MANAGEMENT SYSTEM (SEMS) ...................................................................................... 37
NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) .......................................................................................... 37
INCIDENT COMMAND SYSTEM (ICS) ................................................................................................................. 38
INTEGRATING FEDERAL, STATE, AND LOCAL SYSTEMS ............................................................................................ 38
PHASES OF EMERGENCY MANAGEMENT ............................................................................................................ 38
Mitigation .......................................................................................................................................................... 38
Preparedness ..................................................................................................................................................... 39
Response ........................................................................................................................................................... 39
Recovery ............................................................................................................................................................ 40
ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES ................................................................................... 41
FIELD RESPONSE .......................................................................................................................................... 42
LOCAL GOVERNMENT .................................................................................................................................... 42
OPERATIONAL AREA (OA) .............................................................................................................................. 42
OPERATIONAL AREA RESPONSIBILITIES .............................................................................................................. 43
ATASCADERO EMERGENCY ORGANIZATION ......................................................................................................... 44
ATASCADERO EMERGENCY OPERATIONS CENTER (EOC) ........................................................................................ 44
EOC LOCATIONS .......................................................................................................................................... 45
EOC ACTIVATION LEVELS ............................................................................................................................... 45
EOC POSITION TRAINING REQUIREMENTS ......................................................................................................... 47
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OBJECTIVES ................................................................................................................................................ 48
EMERGENCY OPERATIONS CENTER POSITION ASSIGNMENTS................................................................................... 49
EMERGENCY OPERATIONS CENTER ORGANIZATION .............................................................................................. 52
EOC DEACTIVATION ..................................................................................................................................... 52
REGION ..................................................................................................................................................... 52
STATE ........................................................................................................................................................ 53
ADDITIONAL SUPPORT AND PLANNING ORGANIZATIONS ........................................................................................ 53
Disaster Service Workers (DSWs) ...................................................................................................................... 53
Community Emergency Response Team (CERT) ................................................................................................ 53
DISASTER COUNCIL ....................................................................................................................................... 54
DISASTER PREPAREDNESS COMMITTEE .............................................................................................................. 54
EMERGENCY ORGANIZATION—MEMBERSHIP...................................................................................................... 55
PLAN AND PROCEDURE MAINTENANCE.............................................................................................................. 55
EMERGENCY RESOURCES ................................................................................................................................ 55
DIRECTION, CONTROL, AND COORDINATION ....................................................................................................... 56
DIRECTION AND CONTROL INTERFACE ............................................................................................................... 57
OPERATIONAL AREA COORDINATION AND COMMUNICATION .................................................................................. 57
Emergency Operations Center Notification ....................................................................................................... 58
Coordination With Other Levels of Government ............................................................................................... 58
Coordination With Non-Profit and Volunteer Organizations ............................................................................ 58
INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION............................................................................ 60
INFORMATION COLLECTION AND MANAGEMENT TOOL .......................................................................................... 61
CRISIS COMMUNICATIONS AND PUBLIC INFORMATION ...................................................................................... 63
JOINT INFORMATION SYSTEM (JIS) ................................................................................................................... 64
JOINT INFORMATION CENTER (JIC) .................................................................................................................. 64
EOC COMMUNICATION SYSTEMS ..................................................................................................................... 64
PUBLIC AWARENESS AND NOTIFICATION SYSTEMS ............................................................................................... 65
PUBLIC AWARENESS AND EDUCATION ............................................................................................................... 67
FINANCE AND MUTUAL AID ................................................................................................................................. 69
FINANCE CONSIDERATIONS ............................................................................................................................. 70
MUTUAL AID .............................................................................................................................................. 72
Mutual Aid Systems ........................................................................................................................................... 73
Special Mutual Aid Considerations for Terrorism Incidents ............................................................................... 73
Mutual Aid Authorities, Plans, and Guidance Documents ................................................................................. 74
RESOURCE MANAGEMENT .............................................................................................................................. 74
INTEGRATION OF MUTUAL AID RESOURCES ........................................................................................................ 74
PLAN DEVELOPMENT AND MAINTENANCE .......................................................................................................... 76
PLAN DEVELOPMENT .................................................................................................................................... 77
PLAN MAINTENANCE .................................................................................................................................... 77
PLAN CONCURRENCE .................................................................................................................................... 77
PLAN TRAINING AND EXERCISE ........................................................................................................................ 77
AUTHORITIES AND REFERENCES .......................................................................................................................... 81
FEDERAL .................................................................................................................................................... 82
STATE ........................................................................................................................................................ 82
LOCAL ....................................................................................................................................................... 82
GLOSSARY ............................................................................................................................................................ 83
ACRONYMS ................................................................................................................................................. 84
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DEFINITIONS ............................................................................................................................................... 86
APPENDIX A – EMERGENCY ANNEX PLANNING PROCESS GUIDE ........................................................................ 932
APPENDIX B – CITY OF ATASCADERO EMERGENCY HAZARD-SPECIFIC ANNEXES & OPERATIONAL PLANS ............ 93
RELATIONSHIP TO OTHER PLANS/REFERENCES .................................................................................................... 93
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PURPOSE, SCOPE, SITUATION OVERVIEW, AND PLANNING ASSUMPTIONS
Purpose
This City of Atascadero (City) Emergency OperaƟons Plan (EOP) provides a comprehensive,
single source of guidance and procedure for the City to prepare for, respond to, and manage
significant or catastrophic natural or man-made threats, crises, incidents, or events that
produce situaƟons requiring a coordinated response. This EOP is intended to conform to the
requirements of the NaƟonal Incident Management System (NIMS), Standardized Emergency
Management System (SEMS), Incident Command System (ICS), and the California State
Emergency Plan for managing response to mulƟ-agency and mulƟ-jurisdicƟonal incidents, and
to be consistent with federal and state emergency plans and guidance documents.
This EOP is intended as a concept of collaboraƟon and consistency amongst various internal
departments and their specific incident management plans, procedures, funcƟons, and
capabiliƟes. As such, the EOP is flexible enough to use in all incident types and will facilitate
short-term recovery acƟviƟes.
In the event of an emergency or disaster the City’s primary responsibility is to maximize the safety of the
public, to minimize property and environmental damage, and ensure the conƟnuity of government. To aid
in accomplishing this goal, the City has adopted the principles of SEMS, NIMS, and ICS so that responses
to such condiƟons are done in the most organized, efficient, and effecƟve manner possible and are used
to manage and control the response operaƟons.
Scope
This EOP provides guidance on response to the City’s most likely and demanding emergency condiƟons. It
does not supersede the well-established operaƟonal policies and procedures for coping with and
responding to day-to-day emergencies involving law enforcement, fire services, medical aid,
transportaƟon services, flood control, or other discipline-specific emergency response systems. It is
intended as a supplement and compliment to such systems. This EOP does, however, place emphasis on
those unusual and unique emergency condiƟons that will require extraordinary response beyond the
ability of any one or common set of organizaƟons to respond. This EOP does not include detailed response-
level operaƟng instrucƟons or procedures. Each organizaƟon idenƟfied in this EOP is responsible for, and
expected to develop, implement, and test policies, instrucƟons, and standard operaƟng procedures (SOPs)
or checklists that reflect the tacƟcal, operaƟonal, strategic, and execuƟve tasks and incident management
concepts contained in this EOP. Coordinated response and support roles must be defined by these
organizaƟons to facilitate the ability to respond to and manage any given incident.
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This document is intended to be an overview of the City of Atascadero Emergency OperaƟons Center
funcƟons, procedures, secƟon responsibiliƟes, or posiƟons-specific standard operaƟng procedures. These
procedures are covered more specifically in the Standardized Emergency Management System (SEMS)
posiƟon specific checklists which are maintained in posiƟon specific boxes and the computers in the EOC.
SituaƟon Overview
General Background:
The City of Atascadero, a general law city, was incorporated in 1979 and is located at the confluence
of State Highway 101 and State Highway 41 in the central coast area of the State, approximately 150
miles south of San Jose and 220 miles north of Los Angeles. Atascadero has become the third largest
city within San Luis Obispo County with 29,773. Atascadero anticipates accommodating a population
of up to approximately 38,000 residents in 2045. The total area within the incorporated limits of
Atascadero is approximately 26.1 square miles, comprising a total of 16704 acres. According to the
most recent census data, Atascadero continues to exert a positive impact on the Central Coast with
just over 10.5% of San Luis Obispo County’s population.
Geographic related informaƟon:
The topography of the area consists of gentle rolling hills on the eastern half of the city,
and foothill peaks, which rise in elevaƟon to the Santa Lucia Coastal Range on the west, which
consist of the Californian chaparral environment, which is mainly dry grassland, shrubs, and
oak woodland. Atascadero sits on the eastern foothills of the Santa Lucia Coastal Mountain
Range, which lies directly to the west of the city, and runs in a north–south direcƟon,
starƟng at Monterey, then runs south to its terminus in the San Luis Obispo area. The city is
located at the southern end of the ferƟle Salinas River Valley, which is centered in between
the Temblor Range (including the San Andreas Fault), which lie about 28 mi (45 km) to the
east, and the Santa Lucia Coastal Range, which lies directly west, rising up from the city's
western border. Atascadero sits in northern San Luis Obispo County and is situated roughly
17.4mi (28 km) inland from the Pacific Ocean.
EducaƟon/recreaƟon related info:
Atascadero is home to five elementary schools, one middle school, one high school, and Laurus
College. One golf course is located within the City. AddiƟonally, the City operates 5 parks and a
community center. Special events include the Fall FesƟval, Atascadero Wine FesƟval, Tamale FesƟval,
Atascadero Winter Wonderland, Concerts in the Park, Atascadero Beer FesƟval, and Colony Days
celebraƟon.
Commerce related info:
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Based on the most recent U.S. Census data, Atascadero’ labor force is estimated to be roughly 14,996
persons.1 The City has a relatively diverse economic, with no single sector or industry making up more
than 20% of all jobs. The educational services, health care and social services account for the majority
of jobs, followed by retail trades, manufacturing and arts, entertainment and recreation,
accommodation, & food services.
The City’s largest employers include Atascadero School District, Atascadero State Hospital, Home
Depot, Restaurant industry, City of Atascadero, and Grocery industry. In December 2023, the City’s
unemployment rate of 3.7% was significantly lower than the State unemployment rate of 5.3%.
Transportation related info:
Atascadero is at the crossroads of U.S. Highway 101 and State Highway 41, about halfway between
Los Angeles and the San Francisco Bay area. Atascadero is currently served by one freeway and one
highway: U.S Route 101 is the most heavily traveled road-transportation arterial for the City of
Atascadero. US 101 runs in a north–south direction and bisects the city, into its western and eastern
portions. State Route 41 is the main east–west artery and connects the city with the City of Morro
Bay.
There is a well-traveled rail system operated by Amtrak and Union Pacific running in a north-south
direction. There are no rail stops within Atascadero however it does not negate the potential for rail-
related incidents.
1 https://www.census.gov/quickfacts/fact/table/Atascaderocitycalifornia#
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Event Types Defined
CATASTROPHE A series of cascading human-caused/influenced events or incidents with or without
a human caused genesis, the adverse effects/consequences of which are potenƟally, seemingly, or
definiƟvely irreversible.
DISASTER Any natural event or emergency (hurricane, tornado, storm, high water, wind-driven
water, Ɵdal wave, tsunami, earthquake, volcanic erupƟon, landslide, mudslide, snowstorm, drought,
etc.), or regardless of cause, any fire, flood, or explosion which the President determines to be of
such severity as to warrant major federal disaster assistance.
EMERGENCY Incident(s) or crisis(es) (air polluƟon, fire, flood, storm, epidemic, riot, drought,
sudden/severe energy shortage, plant or animal infestaƟon or disease, Governor’s warning of
volcanic predicƟons, and earthquakes, etc.) posing threat to safety of persons, property, or the
environment that exceeds an organizaƟon’s resources/capability.
INCIDENT The physical manifestaƟon of crisis, event, or occurrence that has adversely affected life,
property, or the environment requiring the response of at least one individual.
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STATE OF EMERGENCY An eminent impending incident(s) or crisis(es) posing threat to safety of
persons, property, or the environment that is/are likely to exceed resources/capability of the
proclaiming poliƟcal jurisdicƟon, or the existence of an acƟve incident which threatens a populaƟon
and the adequacy of local resources is unknown.
CRISIS Phenomenon, event, acƟve threat, or trend, with or without specific locaƟon, posing
seemingly inevitable harm to life, property, environment, organizaƟonal performance, reputaƟon, or
way of life reasonably or ethically necessitaƟng deliberate urgent intervenƟon. (A crisis may be local,
naƟonal, or global).
ACTIVE THREAT Known communicated, demonstrated, or inferred Ɵmely intent and capability to
harm life, property, environment, organizaƟonal performance, or way of life with specified or
unspecified target.
PASSIVE THREAT ExisƟng communicated, demonstrated, or inferred intent and potenƟal capability
to harm life, property, environment, organizaƟonal performance, or way of life.
Hazard Analysis Overview
This secƟon of the EOP consists of a series of threat summaries based upon a hazard analysis. This
hazard analysis provides a descripƟon of the local area, risk factors, and the anƟcipated nature of
situaƟons which could threaten or occur in the city. If future annex or hazard miƟgaƟon plan
development result in more current or robust hazard or threat analysis data, future EOP revisions will
incorporate that data into this secƟon. The following identified threats are discussed:
Major Earthquake
Hazardous Materials
MulƟple Casualty Incidents
TransportaƟon
Fire
Civil Disturbance – Terrorism – AcƟve Shooter
Adverse Weather Events
UƟlity DisrupƟon
InfecƟous Disease Response
San Luis Obispo County Nuclear Power Plant Response
It is important to note that these hazards are not mutually exclusive hazards. One or more of these
events may occur simultaneously. Specific acƟons to be accomplished in response to these hazards
are contained in the funcƟonal and hazard specific annexes that are separate from this EOP as well as
department specific SOP’s.
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The City of Atascadero works to idenƟfy, catalog, and prioriƟze threats and hazards throughout the
City in the Local Hazard MiƟgaƟon Planning process. This effort culminates in an updated report called
the Threat and Hazard IdenƟficaƟon and Risk Assessment (THIRA). The THIRA helps local public safety
agencies prioriƟze grant funding and preparedness/miƟgaƟon endeavors to improve capabiliƟes to
address the most serious and highly prioriƟzed risks and gaps. The hazards below (in addiƟon to other
risk factors) are addressed within the THIRA.
MAJOR EARTHQUAKE
The area surrounding Atascadero is in the vicinity of several known acƟve and potenƟally acƟve
earthquake faults. Since 1931, there have been 3,812 recorded earthquakes in the area surrounding
Atascadero. The USGS database shows that there is a 95.28% chance of a major earthquake within
50km of Atascadero within the next 50 years.
There are 5 seismically active faults that are known to run through San Luis Obispo County. The faults
include the Los Osos-Edna faults, San Andreas Fault, the Nacimiento-Rinconada Fault, the Hosgri Fault,
and the San Simeon Fault. While smaller earthquakes in the range of magnitude 2.0 – 2.7 regularly
occur throughout the Atascadero area, the San Andreas Fault is capable of an 8.5 magnitude earthquake
and remains the greatest threat to our community. A major earthquake of this magnitude occurring in
or near the City of Atascadero may cause many deaths and casualƟes, extensive property damage, and
other ensuing hazards. The effects could be aggravated by aŌershocks and by the secondary effects of
fire, hazardous material/chemical accidents, and possible failure of waterways and dams. Such an
earthquake would be catastrophic in its effect upon the populaƟon and could exceed the response
capabiliƟes of the City, San Luis Obispo County OES, the California Governor’s Office of Emergency
Services (Cal OES), and other state agencies. Emergency operaƟons could be seriously hampered by
the loss of communicaƟons and damage to transportaƟon routes within, and to and from the disaster
area, and by the disrupƟon of public uƟliƟes such as power and water.
Two major local earthquakes that have impacted the county include:
San Simeon Earthquake (2003), magnitude of 6.6, 2 fataliƟes
Shandon Earthquake (2004), magnitude of 6.0, no fataliƟes
Other significant local earthquakes near or within the county include:
San Miguel Earthquake (1966), magnitude 5.3
Coalinga Earthquake (2004), magnitude 5.1
Coalinga Earthquake (1975), magnitude 4.9
Oak Shores Earthquake (2004), magnitude 4.8
The most significant earthquake acƟon in terms of potenƟal structural damage and loss of life is
ground shaking and fire. Ground shaking is the movement of the earth's surface in response to a
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seismic event. The magnitude of the earthquake, distance from the epicenter, and characterisƟcs of
surface geology determine the intensity of the ground shaking and the resultant damage.
Damage may include destrucƟon of buildings making some uninhabitable due to the phenomenon of
liquefacƟon. LiquefacƟon is the loss of shear strength of the soil. The shear strength loss results from
the increase of water pressure caused by the rearrangement of soil parƟcles induced by shaking or
vibraƟon. LiquefacƟon has been observed in many earthquakes, usually in soŌ, poorly graded granular
materials (i.e., loose sands), with high water tables. LiquefacƟon usually occurs in the soil during or
shortly aŌer a large earthquake.
Every building in the City is exposed to high risk of damage in earthquakes by virtue of being in a
seismically acƟve part of the country. Some of these structures face an elevated risk because they are
located in high hazard zones, such as near a fault, on liquefiable soils, or on slopes subject to landslides.
Other structures face high risk because their construcƟon quality is inadequate to withstand strong
shaking, as they were built decades ago, before modern building codes were enacted.
Major power plants are expected to sustain some damage due to liquefacƟon and the ground shaking
intensity of the earthquake. The potenƟal impact to the City is lessened by the availability of power
from other sources outside the affected area and significant reducƟon in consumer demand is
expected as well.
Another major concern is whether an earthquake disrupts water availability and distribuƟon for
needed life support, to treat the sick and injured, and for fire suppression acƟviƟes. The dams located
in the county may be affected during earthquakes and our water distribuƟon systems may be
damaged.
Emergency response acƟons associated with major earthquakes are presented in City of Atascadero
EOP Earthquake Annex A.
In the event of an earthquake, the Fire Chief will assume the posiƟon of Incident Commander. In
the event the Fire Chief is not available, the following chain of command is provided to idenƟfy
authorized alternates to fill the City of Atascadero posiƟon as Incident Commander.
No. 1 – The Duty Chief
No. 2 – The On-Duty Fire Captain
No. 3 – The Chief of Police or highest-ranking Police Officer
The Incident Commander will alert the Atascadero City Manager or assigned designee as to the
severity of the incident.
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HAZARDOUS MATERIAL INCIDENT
The release of hazardous materials has the potenƟal for adverse impacts upon human health, the
environment, and property, depending upon the type, locaƟon, and quanƟty of material released.
Areas near roadways that are frequently used for transporƟng hazardous materials and jurisdicƟons
with industrial faciliƟes that use, store, or dispose of such materials, all have increased potenƟal for
major hazardous material incidents.
There are two major highways in the city that carry large quanƟƟes of hazardous materials: U.S. 101
and U.S. 41. These highways are heavily traveled in terms of truck traffic and have the highest potenƟal
for hazardous materials spills. The Union Pacific railroad right of way parallels U.S. 101 through the
eastern side of the city.
According to the SLO County Environmental Health Department, in 2023, there were approximately
101 businesses operaƟng within Atascadero city limits that use or produce reportable amounts of
hazardous materials and require on-site management and off-site disposal. This equates to 175
permiƩed materials reporƟng. These materials could be released during disasters such as earthquakes
or terrorist aƩacks. Large amounts of the hazardous waste generated in the city is transported off-site
to pre-approved treatment and disposal sites throughout the state. The balance is disposed of on-site
through methods including evaporaƟon ponds, incineraƟon, pre-treatment of sewage discharge, and
recycling.
Emergency response acƟons associated with hazardous materials are presented in City of Atascadero
EOP Hazardous Materials Annex B.
In the event of a Hazardous Materials event, the Fire Chief will assume the posiƟon of Incident
Commander. In the event the Fire Chief is not available, the following chain of command is provided
to idenƟfy authorized alternates to fill the City of Atascadero posiƟon as Incident Commander.
No. 1 – The Duty Chief
No. 2 – The On-Duty Fire Captain
No. 3 – The Chief of Police or highest-ranking Police Officer
The Incident Commander will alert the Atascadero City Manager or assigned designee as to the
severity of the incident.
MULTIPLE CASUALTY INCIDENTS (MCI)
A MulƟple Casualty Incident (MCI) is one which involves a sufficient number of sick or injured people
to overwhelm the first responding medical resources. An MCI may require evacuaƟon of large medical
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City of Atascadero 18 | P a g e
faciliƟes such as hospitals or assisted living faciliƟes and may result in considerable loss of life and
property. Local hospitals and trauma centers can quickly become inundated by a surge of sick or
injured paƟents, which may result in compromised emergency medical care for local ciƟzens.
Given the travel routes through the City, the modes of public transportaƟon available and the fact that
the City is directly below the normal flight path of the commercial aviaƟon system, a disƟnct possibility
for a transportaƟon accident involving MCI exists within the City Limits.
Large public events also necessitate the need for a MulƟple Casualty Incident Plan.
AddiƟonal hazards idenƟfied within the EOP may also result in mulƟple casualty incidents that would
quickly exceed the capabiliƟes of City resources include earthquakes, hazardous materials incidents,
transportaƟon emergencies, fire, civil disturbances, terrorism, acƟve shooters, adverse weather, uƟlity
disrupƟons, and pandemics.
Emergency response acƟons associated with mulƟple casualty incidents are presented in City of
Atascadero EOP MCI Annex C.
In the event of a Mass Casualty Incident, the Fire Chief will assume the posiƟon of Incident
Commander. In the event the Fire Chief is not available, the following chain of command is provided
to idenƟfy authorized alternates to fill the City of Atascadero posiƟon as Incident Commander.
No. 1 – The Duty Chief
No. 2 – The On-Duty Fire Captain
No. 3 – The Chief of Police or highest-ranking Police Officer
The Incident Commander will alert the Atascadero City Manager or assigned designee as to the
severity of the incident.
TRANSPORTATION
Transportation incidents may lead to significant property damage and have negaƟve physical, financial,
and psychological impacts on citizens and first responders. All transportation-related incidents have the
potential to result in injuries and fatalities to both passengers and the general population.
Many traffic accidents are handled without the need for activation of, or support from, the EOC. As the
City’s population grows and traffic flow increases on freeways and roadways throughout the City, the
possibility of transportation incidents may increase. Incidents on Highway 41 West, Highway 41 East, and
Highway 101 are major threats due to the large number of vehicles traveling at high-speed and traffic
congestion resulting from accidents on these roadways.
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Several commercial, military, and firefighting aircraft fly over the City of Atascadero each day. Aircraft
operating in Atascadero airspace include flights traveling the Los Angeles – San Francisco corridor,
military aircraft from Naval Air Station Lemoore and Vandenberg Air Force Bases, and firefighting aircraft
operating from the CAL FIRE Airbase located at the Paso Robles Municipal Airport.
The threat of derailments from Amtrak trains carrying hundreds of passengers or Union Pacific
tanker/freight railcars carrying hazardous materials are very real possibilities and pose a threat to the
City.
Emergency response acƟons associated with significant TransportaƟon accidents are presented in City
of Atascadero EOP TransportaƟon Annex D.
In the event of a significant TransportaƟon event, the Fire Chief will assume the posiƟon of Incident
Commander. In the event the Fire Chief is not available, the following chain of command is provided
to idenƟfy authorized alternates to fill the City of Atascadero posiƟon as Incident Commander.
No. 1 – The Duty Chief
No. 2 – The On-Duty Fire Captain
No. 3 – The Chief of Police or highest-ranking Police Officer
The Incident Commander will alert the Atascadero City Manager or assigned designee as to the
severity of the incident.
FIRE
The combinaƟon of highly flammable fuel, long dry summers and steep slopes creates a significant
natural hazard of large wildland fires in many areas of the county. A wildland fire is a fire in which the
primary fuel is natural vegetaƟon. Wildland fires can consume thousands of acres of vegetaƟon,
Ɵmber, and agricultural lands. Fires ignited in wildland areas can quickly spread, if unabated, to areas
where residenƟal or commercial structures are intermingled with wildland vegetaƟon. Fires that start
in urbanized areas can grow into wildland fires. Wildland/urban interface (WUI) fire hazards are
especially pronounced in areas of high structure densiƟes adjacent to undeveloped open space areas
with dense vegetaƟon. A WUI fire can result in death, injury, economic loss, and a large public
investment in fire-fighƟng acƟviƟes. Fires can rapidly proliferate to the point that local resources are
inadequate.
Wildfire behavior is based on three primary factors: weather, topography, and fuel. Typically, the
months of June through November have the greatest potenƟal for wildland fires as vegetaƟon dries
out, humidity levels fall, and offshore winds occur.
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Wildfires can be caused by natural events, such as lightning or high winds. However, most wildland
fires are human caused. Campfires, careless smokers, electrical sparks, and arson cause most wildland
and WUI fires. An emerging cause for concern is fires started using mowing and power equipment
around very dry vegetaƟon.
The City of Atascadero is responsible for its fire protecƟon either by uƟlizing its own resources or by
uƟlizing adjacent municipal services through automaƟc and mutual aid agreements. Ground fire
resources are augmented by CAL FIRE air tankers staƟoned at Paso Robles Airport. If these resources
are not enough to meet the threat, fire resources from throughout California can be summoned under
the State’s Master Mutual Aid Agreement administered by Cal OES. All fire agencies in San Luis Obispo
County have signed the California Master Mutual Aid Agreement and parƟcipate in mutual aid
operaƟons as required.
AddiƟonally, in 2019 the Atascadero Community Wildfire ProtecƟon Plan (CWPP) was published. The
CWPP is a collaboraƟve approach for reducing wildland fire risks to communiƟes and the environment.
The plan includes an analysis of condiƟons such as fire apparatus access, community evacuaƟon, fuels,
topography, and weather. The plan also includes proposed projects developed through workshops.
The iniƟal focus is on the built environments that intermingle with the vegetated areas of the
mountains and hillsides.
Emergency response acƟons associated with major fire are presented in City of Atascadero EOP Fire
Annex E.
In the event of a major structural or WUI fire, the Fire Chief will assume the posiƟon of Incident
Commander. In the event the Fire Chief is not available, the following chain of command is provided
to idenƟfy authorized alternates to fill the City of Atascadero posiƟon as Incident Commander.
No. 1 – The Duty Chief
No. 2 – The On-Duty Fire Captain
No. 3 – The Chief of Police or highest-ranking Police Officer
The Incident Commander will alert the Atascadero City Manager or assigned designee as to the
severity of the incident.
CIVIL DISTURBANCE
Civil Disturbance, or civil disorder, is a large-scale, spontaneous disruption of normal, orderly conduct
and activities in urban areas, or an outbreak of rioting or violence, which results in an immediate
danger of damage or injury to property or individuals and requires intervenƟon to maintain public
safety. Civil disorder is a demonstration of popular unrest that may manifest itself in acts of violence
and destruction against property and human life. High-density events such as school events, parades,
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City of Atascadero 21 | P a g e
and the Mid-State Fair occur at various times throughout the year and typically attract large numbers
of people.
Damage possibilities range from the loss of life, multiple casualties, significant property damage from
fire and looting, or the loss of infrastructure (electrical and water systems). Looting and fire could take
place in both commercial and residential areas of the City. The setting of fires is a common occurrence
in these types of events, and major structure fires, or conflagrations, are a significant threat as fire
suppression efforts are often hindered.
TERRORISM
The use of force or violence against persons or property in violaƟon of the criminal laws of the
United States for purposes of inƟmidaƟon, coercion, or ransom. Terrorists oŌen use threats to
create fear among the public, to try to convince ciƟzens that their government is powerless to
prevent terrorism, and to get immediate publicity for their causes. Acts of terrorism include
threats of assassinaƟons, kidnappings, hijackings, bomb scares and bombings, cyberaƩacks, and
the use of chemical, biological, radiological, nuclear, and explosive weapons.
Terrorist acƟviƟes are an increasing threat to our society, and those aƩacks have occurred against
both the public and private sectors. AƩacks have been directed against government and corporate
leaders, private individuals, governing bodies and related agencies, police and other public service
personnel and their faciliƟes, public uƟlity faciliƟes, financial insƟtuƟons, communicaƟon faciliƟes,
etc. Certain faciliƟes, installaƟons or service centers of both public and private sectors have been
idenƟfied as likely targets for aƩack.
A terrorist acƟvity emergency has its own unique characterisƟcs and must be dealt with in
accordance with its magnitude and with an appropriate level of response. Terrorism acts are likely
to be idenƟfied by first responders and early recogniƟon is vital to success in limiƟng the scope of
damage.
ACTIVE SHOOTER ATTACK
The frequency of acƟve shooter incidents has increased in recent years, and these incidents have
affected numerous places where ciƟzens congregate, such as schools, workplaces, places of
worship, shopping malls, public meeƟngs, and movie theaters. AcƟve shooter situaƟons are
dynamic and evolve quickly. Typically, the immediate deployment of law enforcement is required
to stop the shooƟng and miƟgate harm to vicƟms. Individuals must be prepared both mentally
and physically to deal with an acƟve shooter situaƟon. The effects of an acƟve shooter incident
usually include, but are not limited to, injuries, death, and lasƟng psychological impacts from the
event.
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Emergency response acƟons associated with a Civil Disturbance – Terrorism – AcƟve Shooter are
presented in City of Atascadero EOP Civil Disturbance Annex F.
In the event of a Civil Disturbance - Terrorism - AcƟve Shooter, the Police Chief will assume the
posiƟon of Incident Commander. In the event the Police Chief is not available, the following
chain of command is provided to idenƟfy authorized alternates to fill the City of Atascadero
posiƟon as Incident Commander.
No. 1 – The On-Duty Police Commander
No. 2 – The On-Duty Sergeant as appointed by the Police Chief
No. 3 – The highest-ranking Police Officer
The Incident Commander will alert the Atascadero City Manager or assigned designee as to the
severity of the incident.
ADVERSE WEATHER
The City of Atascadero is suscepƟble to several adverse weather events in any given year. Adverse
weather events are typically of relaƟvely short duraƟon but can create major recovery issues for the
City. The risk of these events impacƟng Atascadero is a concern as they may occur on a frequent basis.
Adverse weather events may place the City’s commercial district in jeopardy, as well. Commercial and
residenƟal units, unhoused communiƟes, businesses, criƟcal infrastructure, and tourism may be
threatened during an Adverse Weather event. Listed below are the most common Adverse Weather
events that will likely impact the City:
FLOODING
Floods are a natural occurrence along stream beds and creek areas as a result of significant rain
events. When rainfall and surface run-off from a storm exceeds a drainage system’s capacity to
adequately channel and contain the water, flooding may occur.
Floods are generally classified as either slow rise or flash floods. Slow rise floods may be preceded
by a warning Ɵme lasƟng hours, days, or possibly weeks. EvacuaƟon and sandbagging for a slow
rise flood may lessen flood related damage. Conversely, flash floods are the most difficult to
prepare for because the warning will be short, if any is given at all. Flash flood warnings usually
require immediate evacuaƟon.
The NaƟonal Weather Service (NWS) issues flash flood watches and warnings. A flash flood watch
is issued when flash flooding is possible within the designated watch area but the occurrence
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City of Atascadero 23 | P a g e
locaƟon, and/or Ɵming is sƟll uncertain, indicaƟng all persons should be alert. A flash flood
warning indicaƟng all persons should take necessary precauƟons is issued when a flash flood has
been reported, is in progress, is imminent, or highly likely.
No area is immune to flash floods. On small streams, especially near the headwaters of river
basins, water levels may rise quickly in heavy rainstorms, and flash floods can begin before the
rain stops falling. Flash floods also occur in or near mountainous areas where torrenƟal rains can
quickly change a dry watercourse or small brook into raging torrents of water.
All low-lying areas are subject to flood condiƟons. Urban development in flood plain areas is oŌen
subject to seasonal inundaƟon. The flood plain is a natural extension of any waterway, although
infrequently used. Storm water runoff that exceeds the capabiliƟes of stream and drainage
channels, results in the natural flooding of a localized area.
Dam inundaƟon is flooding which occurs because of structural failure of a dam. The most common
cause of dam failure is overtopping where the water behind the dam flows over the face of the
dam and erodes the structure. Structural failure may be caused by seismic acƟvity. Seismic acƟvity
that produces inundaƟon generaƟng a seismically induced wave that overtops the dam without
also causing dam failure is referred to as a seiche.
Several creek drainage and urban waterway systems flow throughout the City and into the Salinas
River. The Salinas River is the largest waterway and runs along the eastern border of the City and
adjacent to residenƟal areas.
Flooding impacts can be expected in any or all the following areas:
- Halcon Rd and Salinas River
- Atascadero Creek impacƟng mulƟple residenƟal and light commercial areas
- Graves Creek impacƟng residenƟal neighborhoods
- Highway 41 West Corridor from Los Altos through Curbaril Ave
- Curbaril Ave and Coromar Ave
- Paloma Creek From Santa Barbara Rd to Viejo Camino and Along Halcon Rd
Several addiƟonal problems and hazards associated with flooding and adverse weather events
include uƟlity disrupƟons, down power lines and trees, and landslides that may result in street
closures.
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EROSION
Erosion is a natural geological process caused by currents, storms, earthquakes, winds, and the
gradual movement of tectonic plates. It may take place slowly over hundreds of years, or it may
occur dramaƟcally, as with landslides or severe storms.
DROUGHT
Droughts are short-term or long-term water deficiencies that cause agricultural, environmental,
and societal impacts. Droughts can occur in any part of the county and can last for indeterminate
periods of Ɵme. Agricultural drought is characterized by unusually dry condiƟons during the
growing season resulƟng in significant economic effects on local agriculture. Extended periods of
drought can increase the risk of wildfire occurrences and can impact public water supplies.
SEVERE HEAT
According to the NWS, heat waves are defined as a period of abnormally hot and unusually humid
weather, typically lasƟng two or more days. Heat waves normally coincide with liƩle overnight
cooling/relief. Heat waves do not cause damage or elicit the immediate response that floods, fires,
earthquakes, and other disasters do. They do, however, rank among the deadliest natural hazards
and claim many more lives when compared with other disasters.
While heat waves do not elicit the same immediate response as floods, fires, and earthquakes,
they have claimed more lives over the past fiŌeen years than all other proclaimed disaster events
combined. The worst single heat wave event in California occurred in Southern California in 1955,
when an eight-day heat wave resulted in 946 deaths. Typical summer temperatures in the state
contribute to the unƟmely demise of 20 people on average per year.
The NWS uses the Heat Index to issue excessive heat watches and warnings. The Heat Index
combines air temperature and relaƟve humidity to determine the human-perceived equivalent
temperature. NWS will issue an excessive heat watch when condiƟons are favorable for an
excessive heat event in the next 24 to 72 hours. Atascadero Cooling Center(s) may be acƟvated
when temperatures exceed 105 degrees for more than three consecuƟve days. The following sites
have been idenƟfied as possible Cooling Center locaƟons:
1. Atascadero Community Center 5599 Traffic Way
2. Lake Park Pavillion 9315 Pismo Ave
3. Other faciliƟes within the City as idenƟfied
WINDSTORMS
Windstorms refer to any dangerous meteorological phenomena with the potenƟal to cause
damage, serious social disrupƟon, or loss of human life. Severe windstorms pose a significant risk
to life and property in the region by creaƟng condiƟons that disrupt essenƟal systems such as
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City of Atascadero 25 | P a g e
public uƟliƟes, telecommunicaƟons, and transportaƟon routes. High winds can and do
occasionally cause tornado-like damage to local homes and businesses. Severe windstorms can
present a very destabilizing effect on the dry brush that covers local hillsides and wildland urban
interface areas. In addiƟon, high winds may have destrucƟve impacts, especially to property, trees,
power lines, and other uƟlity services.
Emergency response acƟons associated with an Adverse Weather event are presented in City of
Atascadero EOP Adverse Weather Annex G.
In the event of an Adverse Weather event, the Fire Chief will assume the posiƟon of Incident
Commander. In the event the Fire Chief is not available, the following chain of command is provided
to idenƟfy authorized alternates to fill the City of Atascadero posiƟon as Incident Commander.
No. 1 – The Duty Chief
No. 2 – The On-Duty Fire Captain
No. 3 – The Chief of Police or highest-ranking Police Officer
The Incident Commander will alert the Atascadero City Manager or assigned designee as to the
severity of the incident.
UTILITY DISRUPTION
The City of Atascadero is susceptible to a utility disruption which can be caused by a natural disaster or
planned shut off through a Public Safety Power Shutoff (PSPS) utilized by Pacific Gas & Electric Company
to help reduce the likelihood of a wildfire being sparked by electrical equipment.
Utility disruption events typically occur after natural disasters or as a result of a PSPS implemented during
severe fire weather. The lack of power during these events may result in threats to public health and
safety due to the need for climate-controlled environments, electrically powered medical equipment,
and refrigerated medications. Extended disruptions could jeopardize essential community needs such as
healthcare services and communication infrastructure. Loss of power could jeopardize local business
inventories, which may be reliant on refrigeration.
The range of impacts as a result of a utility disruption is wide. Events may impact residential units,
businesses, critical infrastructure, traffic safety, public health and safety, and tourism.
Emergency response acƟons associated with UƟlity DisrupƟons are presented in City of Atascadero
EOP UƟlity DisrupƟon Annex H.
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In the event of a significant UƟlity DisrupƟon, the Fire Chief will assume the posiƟon of Incident
Commander. In the event the Fire Chief is not available, the following chain of command is provided
to idenƟfy authorized alternates to fill the City of Atascadero posiƟon as Incident Commander.
No. 1 – The Duty Chief
No. 2 – The On-Duty Fire Captain
No. 3 – The Chief of Police or highest-ranking Police Officer
The Incident Commander will alert the Atascadero City Manager or assigned designee as to the
severity of the incident.
INFECTIOUS DISEASE RESPONSE
The Centers for Disease Control and Prevention (CDC) defines an epidemic as the occurrence of more
cases of disease than expected in a given area or among a specific group of people over a parƟcular
period of Ɵme.2 The CDC further defines a pandemic as an epidemic that has spread over several
countries or continents, usually affecting a large number of people.
While pandemics are rare occurrences and generally occur infrequently, the spread of communicable
diseases within a selected community or populaƟon group may reach such large proporƟons as to be
proclaimed an epidemic. Widespread exposure to infecƟous, communicable diseases can have
devastaƟng effects on unprotected populaƟons. Past epidemics including influenza, H1N1, and COVID-
19 have claimed millions of lives.
New strains of viruses and other infecƟous diseases are being idenƟfied that are resistant to exisƟng
vaccinaƟons and medical inoculaƟons. These new "super viruses" have characterisƟcs and qualiƟes
that are, in many instances, much more virulent and dangerous than diseases and maladies commonly
experienced. The introducƟon of any contagious pathogen or disease into the general populaƟon can
result in the development of an epidemic.
The occurrence of a new pandemic in the City could result in the death of hundreds, if not thousands,
of people over a relaƟvely short period of Ɵme. InfecƟous diseases can strain the local healthcare
system and may require emergency public health measures limiƟng human interacƟon. Loss of
business revenue and reduced travel acƟvity will disrupt the local economy due to lost tax revenue
associated with sales and transient occupancy.
2 Centers for Disease Control and Prevention
https://www.cdc.gov
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Emergency response acƟons associated with InfecƟous Disease Responses are presented in City of
Atascadero EOP InfecƟous Disease Annex I.
In the event of a pandemic, the Fire Chief will assume the posiƟon of Incident Commander. In the
event the Fire Chief is not available, the following chain of command is provided to idenƟfy
authorized alternates to fill the City of Atascadero posiƟon as Incident Commander.
No. 1 – The Duty Chief
No. 2 – The On-Duty Fire Captain
No. 3 – The Chief of Police or highest-ranking Police Officer
The Incident Commander will alert the Atascadero City Manager or assigned designee as to the
severity of the incident.
SAN LUIS OBISPO COUNTY NUCLEAR POWER PLANT EMERGENCY RESPONSE PLAN
The Diablo Canyon Power Plant is operated by the Pacific Gas and Electric Company (PG&E). The plant is in
San Luis Obispo County approximately 35 miles south of the City of Atascadero. The plant consists of two
nuclear power generating units that are currently operational. Both units are pressurized water-type reactors
having an electric power generating capacity in excess of 1,000 megawatts.
When any nuclear power plant is operated, the potential for a radiological accident exists, though the
probability of a serious accident is very low. The principal deterrent to an accident is prevention through
conservative design, construction, and operation, which assures that the integrity of the reactor system is
maintained. Protective systems are installed and are automatically activated to counteract the resulting
effects when any part of the reactor system fails. Disaster planning is necessary to assure public safety in the
unlikely event that reactor safety systems fail. The Nuclear Regulatory Commission (NRC), working in concert
with State and Local Agencies, are responsible for the development of the Diablo Canyon Power Plant
Disaster Response Plan.
Protective actions are advised if it is necessary to avoid or reduce a projected dose of radiation. A projected
dose is an estimate of the potential radiation dose to affected individuals. Generally, protective actions will
be either evacuation or sheltering in place. Federal and State guidance advises protective actions for the
Protective Action Zones (PAZ) that lay within San Luis Obispo County. The City of Atascadero is NOT located
within a PAZ.
The City of Atascadero has porƟons of the City that are within the Public EducaƟon Zone (PEZ) 15. The City
could be directly affected by protecƟve acƟons taken in San Luis Obispo County including ingesƟon
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City of Atascadero 28 | P a g e
pathway exposure, covering food supplies, interdicƟon, and decontaminaƟon. In the event of an
evacuaƟon order in the South County, the Mid-State Fairgrounds will serve as an evacuaƟon locaƟon,
further impacƟng the City’s travel routes and services.
Atascadero EOC will provide assistance to the San Luis Obispo County Office of Emergency Services EOC during
a major nuclear emergency.
Core Capability Overview
In the NaƟonal Preparedness Goal (NPG) the Federal Emergency Management Agency (FEMA) describes
32 core capabiliƟes that address the greatest risks to the NaƟon. As a community, the City contributes to
the NPG and strengthens our local and naƟonal preparedness by preparing for the risks that are most
relevant and urgent for the City of Atascadero. The 32 core capabiliƟes are:
Planning – Conduct a systemaƟc process engaging the whole community, as appropriate, in the
development of executable strategic, operaƟonal, and/or tacƟcal-level approaches to meet
defined objecƟves.
Public InformaƟon and Warning – Deliver coordinated, prompt, reliable, and acƟonable
informaƟon to the whole community through the use of clear, consistent, accessible, and
culturally and linguisƟcally appropriate methods to effecƟvely relay informaƟon regarding any
threat or hazard, as well as the acƟons being taken and the assistance being made available, as
appropriate.
OperaƟonal CoordinaƟon – Establish and maintain a unified and coordinated operaƟonal
structure and process that appropriately integrates all criƟcal stakeholders and supports the
execuƟon of core capabiliƟes.
Forensics and AƩribuƟon – Conduct forensic analysis and aƩribute terrorist acts (including the
means and methods of terrorism) to their source, to include forensic analysis as well as aƩribuƟon
for an aƩack and for the preparaƟon for an aƩack to prevent iniƟal or follow-on acts and/or swiŌly
develop counter-opƟons.
Intelligence and InformaƟon Sharing – Provide Ɵmely, accurate, and acƟonable informaƟon
resulƟng from the planning, direcƟon, collecƟon, exploitaƟon, processing, analysis, producƟon,
disseminaƟon, evaluaƟon, and feedback of available informaƟon concerning physical and cyber
threats to the OA, its people, property, or interests. InformaƟon sharing is the ability to exchange
intelligence, informaƟon, data, or knowledge among government or private sector enƟƟes, as
appropriate.
InterdicƟon and DisrupƟon – Delay, divert, intercept, halt, apprehend, or secure threats and/or
hazards.
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Screening, Search, and DetecƟon – IdenƟfy, discover, or locate threats and/or hazards through
acƟve and passive surveillance and search procedures. This may include the use of systemaƟc
examinaƟons and assessments, bio-surveillance, sensor technologies, or physical invesƟgaƟon
and intelligence.
Access Control and IdenƟty VerificaƟon – Apply and support necessary physical, technological,
and cyber measures to control admiƩance to criƟcal locaƟons and systems.
Cybersecurity – Protect (and if needed, restore) electronic communicaƟons systems, informaƟon,
and services from damage, unauthorized use, and exploitaƟon.
Physical ProtecƟve Measures – Implement and maintain risk-informed countermeasures, and
policies protecƟng people, borders, structures, materials, products, and systems associated with
key operaƟonal acƟviƟes and criƟcal infrastructure sectors.
Risk Management for ProtecƟon Programs and AcƟviƟes – IdenƟfy, assess, and prioriƟze risks to
inform ProtecƟon acƟviƟes, countermeasures, and investments.
Supply Chain Integrity and Security – Strengthen the security and resilience of the supply chain.
Community Resilience – Enable the recogniƟon, understanding, communicaƟon of, and planning
for risk and empower individuals and communiƟes to make informed risk management decisions
necessary to adapt to, withstand, and quickly recover from future incidents.
Long-term Vulnerability ReducƟon – Build and sustain resilient systems, communiƟes, and criƟcal
infrastructure and key resources lifelines to reduce their vulnerability to natural, technological,
and human-caused threats and hazards by lessening the likelihood, severity, and duraƟon of the
adverse consequences.
Risk and Disaster Resilience Assessment – Assess risk and disaster resilience so that decision
makers, responders, and community members can take informed acƟon to reduce their enƟty's
risk and increase their resilience.
Threats and Hazards IdenƟficaƟon – IdenƟfy the threats and hazards that occur in the geographic
area; determine the frequency and magnitude; and incorporate this into analysis and planning
processes to clearly understand the needs of a community or enƟty.
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CriƟcal TransportaƟon – Provide transportaƟon (including infrastructure access and accessible
transportaƟon services) for response priority objecƟves, including the evacuaƟon of people and
animals, and the delivery of vital response personnel, equipment, and services into the affected
areas.
Environmental Response/Health and Safety – Conduct appropriate measures to ensure the
protecƟon of the health and safety of the public and workers, as well as the environment, from
all-hazards in support of responder operaƟons and the affected communiƟes.
Fatality Management Services – Provide fatality management services, including decedent
remains recovery and vicƟm idenƟficaƟon, working with local, state, tribal, territorial, insular area,
and federal authoriƟes to provide mortuary processes, temporary storage or permanent
internment soluƟons, sharing informaƟon with mass care services for the purpose of reunifying
family members and caregivers with missing persons/remains, and providing counseling to the
bereaved.
Fire Management and Suppression – Provide structural, wildland, and specialized firefighƟng
capabiliƟes to manage and suppress fires of all types, kinds, and complexiƟes while protecƟng the
lives, property, and the environment in the affected area.
Infrastructure Systems – Stabilize criƟcal infrastructure funcƟons, minimize health and safety
threats, and efficiently restore and revitalize systems and services to support a viable, resilient
community.
LogisƟcs and Supply Management – Deliver essenƟal commodiƟes, equipment, and services in
support of impacted communiƟes and survivors, including emergency power and fuel support, as
well as the coordinaƟon of access to community staples. Synchronize logisƟcs capabiliƟes and
enable the restoraƟon of impacted supply chains.
Mass Care Services – Provide life-sustaining and human services to the affected populaƟon, to
include hydraƟon, feeding, sheltering, temporary housing, evacuee support, reunificaƟon, and
distribuƟon of emergency supplies.
Mass Search and Rescue OperaƟons – Deliver tradiƟonal and atypical search and rescue
capabiliƟes, including personnel, services, animals, and assets to survivors in need, with the goal
of saving the greatest number of endangered lives in the shortest Ɵme possible.
On-scene Security, ProtecƟon, and Law Enforcement – Ensure a safe and secure environment
through law enforcement and related security and protecƟon operaƟons for people and
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communiƟes located within affected areas and for response personnel engaged in lifesaving and
life-sustaining operaƟons.
OperaƟonal CommunicaƟons – Ensure the capacity for Ɵmely communicaƟons in support of
security, situaƟonal awareness, and operaƟons by all means available, among and between
affected communiƟes in the impact area and all response forces.
Public Health, Healthcare, and Emergency Medical Services – Provide lifesaving medical
treatment via Emergency Medical Services and related operaƟons and avoid addiƟonal disease
and injury by providing targeted public health, medical, and behavioral health support, and
products to all affected populaƟons.
SituaƟonal Assessment – Provide all decision makers with decision-relevant informaƟon
regarding the nature and extent of the hazard, any cascading effects, and the status of the
response.
Economic Recovery – Return economic and business acƟviƟes (including food and agriculture) to
a healthy state and develop new business and employment opportuniƟes that result in an
economically viable community.
Health and Social Services – Restore and improve health and social services capabiliƟes and
networks to promote the resilience, independence, health (including behavioral health), and well-
being of the whole community.
Housing – Implement housing soluƟons that effecƟvely support the needs of the whole
community and contribute to its sustainability and resilience.
Natural and Cultural Resources – Protect natural and cultural resources and historic properƟes
through appropriate planning, miƟgaƟon, response, and recovery acƟons to preserve, conserve,
rehabilitate, and restore them consistent with post-disaster community prioriƟes and best
pracƟces and in compliance with applicable environmental and historic preservaƟon laws and
execuƟve orders.
The 32 core capabiliƟes have been grouped into five mission areas to serve as an aid in organizing
preparedness acƟviƟes. Some capabiliƟes fall into only one mission area, while others apply to several
mission areas.
PrevenƟon – PrevenƟon includes those capabiliƟes necessary to avoid, prevent or stop a
threatened or actual act of terrorism. It is focused on ensuring we are opƟmally prepared to
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prevent an imminent terrorist aƩack within the community. The core capabiliƟes that support the
PrevenƟon mission include:
Planning
Public InformaƟon and Warning
OperaƟonal CoordinaƟon
Forensics and AƩribuƟon
Intelligence and InformaƟon Sharing
InterdicƟon and DisrupƟon
Screening, Search, and DetecƟon
ProtecƟon – ProtecƟon includes the capabiliƟes necessary to secure the homeland against acts of
terrorism and manmade or natural disasters. It is focused on acƟons to protect the ciƟzens,
residents, visitors, and criƟcal assets, systems, and networks against the greatest risks to our
community in a manner that allows our interests, aspiraƟons, and way of life to thrive. The core
capabiliƟes that support the ProtecƟon mission include:
Planning
Public InformaƟon and Warning
OperaƟonal CoordinaƟon
Access Control and IdenƟty VerificaƟon
Cybersecurity
Intelligence and InformaƟon Sharing
InterdicƟon and DisrupƟon
Physical ProtecƟve Measures
Risk Management for ProtecƟon Programs and AcƟviƟes
Screening, Search, and DetecƟon
Supply Chain Integrity and Security
MiƟgaƟon – MiƟgaƟon includes the capabiliƟes necessary to reduce the loss of life and property
by lessening the impact of disasters. It is focused on the premise that individuals, the private
sector, communiƟes, criƟcal infrastructure, and the community as a whole are made more resilient
when the consequences and impacts, the duraƟon, and the financial and human costs to respond
to and recover from adverse incidents are all reduced the core capabiliƟes that support the
MiƟgaƟon mission include:
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Planning
Public InformaƟon and Warning
OperaƟonal CoordinaƟon
Community Resilience
Long-Term Vulnerability ReducƟon
Risk and Disaster Resilience Assessment
Threats and Hazards IdenƟficaƟon
Response – Response includes the capabiliƟes necessary to save lives, protect property and the
environment, and meet basic human needs aŌer an incident has occurred. It is focused on
ensuring that the community can effecƟvely respond to any threat or hazard, including those with
cascading effects, with an emphasis on saving and sustaining lives and stabilizing the incident, as
well as rapidly meeƟng basic human needs, restoring basic services and community funcƟonality,
establishing a safe and secure environment, and supporƟng the transiƟon to recovery. The core
capabiliƟes that support the Response mission include:
Planning
Public InformaƟon and Warning
OperaƟonal CoordinaƟon
CriƟcal TransportaƟon
Environmental Response/Health and Safety
Fatality Management Services
Fire Management and Suppression
LogisƟcs and Supply Chain Management
Infrastructure Systems
Mass Care Services
Mass Search and Rescue OperaƟons
On-Scene Security, ProtecƟon, and Law Enforcement
OperaƟonal CommunicaƟons
Public Health, Healthcare, and Medical Services
SituaƟonal Assessment
Recovery – Recovery includes the core capabiliƟes necessary to assist communiƟes affected by an
incident to recover effecƟvely. It is focused on a Ɵmely restoraƟon, strengthening, and
revitalizaƟon of the infrastructure; housing; a sustainable economy; and the health, social,
cultural, historic, and environmental fabric of communiƟes affected by a catastrophic incident. The
core capabiliƟes that support the Recovery mission are:
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Planning
Public InformaƟon and Warning
OperaƟonal CoordinaƟon
Economic Recovery
Health and Social Services
Housing
Infrastructure Systems
Natural and Cultural Resources
Planning AssumpƟons
The organizaƟons described or noted in this EOP will be aware of significant emergency condiƟons as they
arise. These condiƟons will trigger a response consistent with the respecƟve responsibiliƟes and roles
defined either by the EOP, or other legal and policy frameworks. The responding organizaƟons will be
constrained in their response by the level of training, readiness acƟviƟes, and interagency coordinaƟon
undertaken prior to the incident. The planning assumpƟons are as follows:
Atascadero will be expected to provide for their immediate needs to the extent possible for
potenƟally a number of days following a catastrophic event, or for at least 24 hours following
a locaƟon-specific incident. This may include public as well as private resources in the form of
lifeline services.
Public, private and volunteer organizaƟons, and the general public will have to uƟlize their
own resources and be self-sufficient for potenƟally several days, possibly longer.
In the event of a large-scale incident or event, it may become necessary to establish
evacuaƟon centers or shelters to a substanƟal number of Atascadero residents.
A catastrophic earthquake would adversely impact local government and response
capabiliƟes. Consequently, a number of local emergencies may be proclaimed.
CommunicaƟons, electrical power, water lines, natural gas lines, sewer lines, and fuel staƟons
may be seriously impaired following a major incident and may not be fully restored for 30 days
or more.
TransportaƟon corridors will be affected so only equipment, foodstuffs, supplies, and
materials on hand may be available for use during the first several days or more of emergency
operaƟons.
Large numbers of medically fragile evacuees may require transportaƟon to/from evacuaƟon
centers and shelter locaƟons.
It is possible only emergency response personnel on duty at the Ɵme of a significant
earthquake will be available during the first operaƟonal period.
Infrastructure damage may limit the number of emergency response personnel available to
staff the Atascadero EOC or other incident management organizaƟon funcƟons for at least 12
hours.
In the event of a complex large incident or event, a clear picture regarding the extent of
damage, loss of life, and injuries may not be known for well over a day.
County support of City emergency operaƟons will be based on the principle of self-help.
Atascadero will be responsible for uƟlizing all available local resources along with iniƟaƟng
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City of Atascadero 35 | P a g e
mutual aid and cooperaƟve assistance agreements before requesƟng assistance from the
county per SEMS.
City emergency planning, policies, strategies, operaƟons, and tacƟcs will make every effort to
consider the needs of the general populaƟon, children of all ages, individuals with disabiliƟes
and others with access and funcƟonal needs.
Some evacuees may require specialized medical care found only in a hospital, and/or access
to medicaƟon, refrigeraƟon, mobility devices, or service animals.
The City is charged with care and shelter responsibiliƟes in collaboraƟon with the American
Red Cross to ensure evacuaƟon centers and shelters meet the minimum requirements of the
Americans with DisabiliƟes Act of 1990 (ADA).
City EOC capabiliƟes may be limited for the first operaƟonal period if communicaƟon links to
other agencies and City departments are impacted.
EssenƟal City services will be maintained as long as condiƟons permit.
An emergency will require prompt and effecƟve response and recovery operaƟons by the
enƟre City incident management enterprise, to include emergency services, mutual aid
resources, disaster relief and volunteer organizaƟons, the private sector, the elected,
execuƟve, strategic, operaƟonal, and tacƟcal incident responders, and the whole community.
Because of damage to the transportaƟon infrastructure, out-of-region mutual aid, state and
federal resources, and resources from other states may not begin to arrive for several days.
All emergency response staff are trained and experienced in operaƟng under the
SEMS/NIMS/ICS protocols and procedures.
Parts of the enƟre City may be affected by earthquakes, fires, civil disturbances, uƟlity
disrupƟons, and pandemics.
Control over City resources will remain at the Atascadero level even though the Governor has
the legal authority to assume control in a State ProclamaƟon of Emergency.
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CONCEPT OF OPERATIONS
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Concept of OperaƟons
The City of Atascadero will assist with idenƟfying potenƟal threats to life, property, and the environment,
and then help with securing resources to respond to those threats. These plans and procedures will help
to coordinate and support emergency response and recovery acƟviƟes and will be tested through exercises
and validated by the results of actual response. The goal is to maintain a robust incident management
organizaƟon with strong collaboraƟve Ɵes among governments, community-based organizaƟons,
volunteers, public service agencies, and the private sector. The City conforms to, and this EOP complies
with, SEMS, NIMS, and ICS guidelines.
National Response Framework (NRF)
The NRF is based upon the premise that incidents are handled at the lowest jurisdicƟonal level. In the vast
majority of incidents, state and local resources and interstate mutual aid will provide the first line of
emergency response and incident management support. When state resources and capabiliƟes are
overwhelmed, Governors may request federal assistance. The NRF provides the framework for federal
interacƟon with state, local, tribal, private sector, and non-governmental enƟƟes in the context of
domesƟc incident management to ensure Ɵmely and effecƟve federal support.
The NRF is the core operaƟonal plan for naƟonal incident management, and establishes naƟonal-level
coordinaƟng structures, processes, and protocols that will be incorporated into certain exisƟng federal
interagency incident or hazard-specific plans. The NRF is intended to facilitate coordinaƟon among local,
state, tribal, and federal governments, and the private sector without impinging on any jurisdicƟon or
restricƟng the ability of those enƟƟes to do their jobs. The NRF does not alter or impede the ability of first
responders to carry out their specific authoriƟes or perform their responsibiliƟes.
The NRF and NIMS are designed to work in tandem to improve the NaƟon’s incident management
capabiliƟes and overall efficiency. Use of NIMS enables local, state, tribal, and federal governments and
private-sector and non-governmental organizaƟons (NGOs) to work together effecƟvely and efficiently to
prevent, prepare for, respond to, and recover from actual or potenƟal domesƟc incidents regardless of
cause, size, or complexity.
Standard Emergency Management System (SEMS)
SEMS is required by California Government Code SecƟon 8607(a) for managing response to mulƟ-agency
and mulƟ-jurisdicƟon incidents in California. SEMS incorporates the use of the ICS, the California Master
Mutual Aid Agreement, the OperaƟonal Area Concept, and mulƟ-agency coordinaƟon. Local governments
must use SEMS to be eligible for reimbursement of their response-related personnel costs under state
disaster assistance programs.
NaƟonal Incident Management System (NIMS)
NIMS provides a comprehensive, whole community, whole government approach to incident
management for all hazards and integrates exisƟng best pracƟces into a consistent naƟonwide approach
to domesƟc incident management that is applicable to all jurisdicƟonal levels and across funcƟonal
disciplines. NIMS is based on a balance of flexibility and standardizaƟon that allows government and
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private enƟƟes at all levels to work together to manage domesƟc incidents, regardless of their cause, size,
locaƟon, or complexity. Five major components make up this system’s approach: preparedness;
communicaƟons and informaƟon management; resource management; command and management; and
ongoing management and supporƟng technologies.
Incident Command System (ICS)
A primary component of SEMS and NIMS, ICS is a standardized on-scene emergency management system
designed to allow for an integrated organizaƟonal structure equal to the complexity and demands of single
or mulƟple incidents without being hindered by jurisdicƟonal boundaries. ICS addresses both organizaƟon
and process. ICS is used to manage faciliƟes, equipment, personnel, procedures, and communicaƟons
through the use of a common organizaƟonal structure and standardized procedures, per the ICS Field
OperaƟons Guide (ICS 420-1).
IntegraƟng Federal, State, and local Systems
Taken together the NRF, SEMS, NIMS, ICS, and this EOP integrate the capabiliƟes and resources of various
governmental jurisdicƟons, incident management and emergency response disciplines, non-governmental
organizaƟons (NGOs), and the private sector into a cohesive, coordinated, and seamless naƟonal
framework for domesƟc incident management. Field level emergency responders, Emergency OperaƟons
Center (EOC) staff, department execuƟves, elected officials, and public informaƟon officers all have a vital
role in successful comprehensive incident management and make up the Incident Management
Enterprise. For a complete crosswalk of the Federal Emergency Support FuncƟons (ESFs), State Emergency
FuncƟons (EFs), county EOC funcƟons, and local EOC funcƟons see Appendix B.
Phases of Emergency Management
Emergency management funcƟons are generally grouped into the four phases of miƟgaƟon, preparedness,
response, and recovery. The grouping of emergency management funcƟons is useful for classifying and
conceptualizing acƟviƟes. While useful for targeƟng efforts and resources, the phases of emergency
management are not disƟnct - acƟviƟes in each phase oŌen overlap with other phases. For example,
recovery projects oŌen include elements of miƟgaƟon (i.e.,
rebuilding structures using current building codes) and response
oŌen includes recovery measures (i.e., immediate debris
removal). The phases are also cyclical in nature—lessons learned
from an incident are applied in preparedness efforts for future
emergencies and major disasters. The following secƟons provide
examples of the types of acƟviƟes that take place in each phase.
MiƟgaƟon
MiƟgaƟon acƟviƟes occur before, during, and aŌer
incidents. Post-disaster miƟgaƟon is part of the recovery
process. EliminaƟng or reducing the impact of hazards that
exist within the City and are a threat to life and property are part of the miƟgaƟon efforts.
MiƟgaƟon tools include:
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Detailed plans to miƟgate future hazards
Land use planning
Local ordinances and statutes (zoning ordinances, building codes, etc.)
Structural measures
Tax levies or abatements
Public informaƟon and community relaƟons
Preparedness
Preparedness acƟviƟes are taken in advance of an emergency and develop operaƟonal capabiliƟes,
enact protecƟve measures, and enhance effecƟve responses to a disaster. These acƟviƟes can include
emergency/disaster planning, training and exercises, and public educaƟon. CiƟzen Preparedness
acƟviƟes are key elements in this phase and a significant factor in the success of a community in
responding to an emergency. Members of the incident management enterprise and local organizaƟon
develop EOPs, SOPs, and checklists detailing personnel assignments, policies, noƟficaƟon rosters, and
resource lists. Personnel are made familiar with these EOPs, SOPs, and checklists through periodic
training in the acƟvaƟon and execuƟon of procedures.
The City of Atascadero Emergency Operations Center maintains several contact lists of agencies and
personnel criƟcal to emergency operaƟons. The materials are intended to provide Disaster personnel
with information and data to support the City's Disaster response efforts. Resource Directory materials
include:
1. Emergency Operations Center Communications and Messaging
2. City of Atascadero Executive Team Phone Directory (Confidential Numbers)
3. Reverse 911 System
4. Emergency Alerting System (EAS)
5. Amateur Radio Emergency Services (ARES) Activation Process
6. City of Atascadero Resources
7. County of San Luis Obispo Resources
8. Persons with Access and Function Needs
9. Senior Care Facilities
10. Evacuation and Repopulation Toolkit
* Note: The Resource Directory materials are tactical and contain information that changes frequently.
Response
The response phase can be further broken down into three types of response—pre-emergency,
immediate, and on-going emergency responses.
PRE-EMERGENCY RESPONSE (OR CRISIS RESPONSE) if warning mechanisms exist for a
parƟcular hazard, then response acƟons to emphasize protecƟon of life, property, and
environment can be anƟcipated. Typical pre-emergency and crisis response acƟons may include:
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AlerƟng necessary agencies and placing criƟcal resources on stand-by
Warning threatened populaƟons of the emergency and apprising them of safety
measures to be implemented
EvacuaƟon of threatened populaƟons to safe areas
IdenƟfying the need for mutual aid or preposiƟoning of emergency resources
ProclamaƟon of a Local Emergency
IMMEDIATE EMERGENCY RESPONSE During this phase, emphasis is placed on saving lives and
property, aƩempƟng to establish and maintain control of the situaƟon, and minimizing effects of
the disaster. Immediate response is accomplished within the affected area by local government
agencies and segments of the private sector. The primary acƟviƟes are on-scene by first or early
responders.
ON-GOING (OR SUSTAINED) EMERGENCY RESPONSE In addiƟon to conƟnuing preservaƟon
of life and property operaƟons, mass care, relocaƟon, public informaƟon, situaƟon analysis, status
and damage assessment operaƟons may be iniƟated. Ongoing response usually involves many
organizaƟons and the acƟvaƟon of the City EOC.
Recovery
At the onset of an emergency, acƟons are taken to enhance the effecƟveness of recovery operaƟons.
Recovery includes both short-term acƟviƟes intended to return vital life-support systems to operaƟon,
and long-term acƟviƟes designed to return infrastructure systems to pre-disaster condiƟons. The
recovery phase may also include cost recovery acƟviƟes. The major objecƟves of the recovery period
include:
Reinstatement of family and community integrity
Provision of essenƟal public services
RestoraƟon of private and public property
IdenƟficaƟon of residual hazards
Preliminary plans to miƟgate future hazards
Recovery of costs associated with response and recovery efforts
CoordinaƟon of state and federal public and individual assistance
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ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES
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OrganizaƟon and Assignment of ResponsibiliƟes
SEMS designates five organizaƟonal levels—field response level, local government level, OA level, regional
level, and state level with each level being acƟvated in a modular component network style as needed.
Field Response
The field response level is where emergency
response personnel and resources, under the
command of an appropriate authority, carry
out tacƟcal decisions and acƟvaƟons in direct
response to an incident, mulƟple incidents, or
threat. This is the incident level- where the
emergency response begins. SEMS regulaƟons
require the use of ICS at this level of an
incident. Field response agencies are most
oŌen represented by fire, law enforcement,
EMS, and public health, although roads,
airports and parks may be early responders in
the field as well.
Local Government
Local governments include ciƟes/towns,
counƟes, and special districts. Local
governments manage and coordinate the
overall emergency response and recovery
acƟviƟes between emergency agencies and
operaƟons centers within their jurisdicƟon
(such as local EOCs and DOCs). This is the first
coordinaƟon level above the field response.
Local governments are required to use SEMS
when their emergency operaƟons center is
acƟvated, or a local emergency is declared.
OperaƟonal Area (OA)
The “OperaƟonal Area” is conceptual in nature
and incorporates the effecƟve incident
management collaboraƟon of the various jurisdicƟons within the boundaries of San Luis Obispo County.
In an OA lead enƟty capacity, the OA lead manages and/or coordinates informaƟon, resources, and
prioriƟes among local governments and serves as the link between the local government level and the
regional level. At this level, the governing bodies are required in SEMS to reach consensus on how
resources will be allocated in a major crisis affecƟng mulƟple jurisdicƟons or agencies.
California Government Code, Title 2, Division 1, Chapter 7, ArƟcle 9—California Emergency Services Act—
defines an operaƟonal area as:
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“Each county is designated as an operaƟonal area. In a state of war emergency each
operaƟonal area shall serve as a link in the system of communicaƟons and coordinaƟon
between the state’s emergency operaƟng centers and the operaƟng centers of the
poliƟcal subdivisions comprising the operaƟonal area.
The governing bodies of each county and of the poliƟcal subdivisions in the county may
organize and structure their operaƟonal area.
An operaƟonal area may be used by the county and the poliƟcal subdivisions comprising
the operaƟonal area for the coordinaƟon of emergency acƟviƟes and to serve as a link in
the communicaƟons system during a state of emergency or a local emergency.”
(Government Code § 8605)
AddiƟonally, in accordance with California Code of RegulaƟons, Title 19, Division 2, Chapter 1, ArƟcle 4—
Standardized Emergency Management System — “The county government shall serve as the lead agency
of the operaƟonal area unless another member agency of the operaƟonal area assumes that responsibility
by wriƩen agreement with County government.” (19 California Code of RegulaƟons § 2409)
OperaƟonal Area ResponsibiliƟes
The implementaƟon of SEMS and NIMS is a cooperaƟve effort of all departments and agencies within the
county, ciƟes/towns, and special districts that have an incident management and/or emergency response
role. While every jurisdicƟon is charged with SEMS and NIMS compliance, County OES has the lead
responsibility for SEMS and NIMS collaboraƟon, implementaƟon, and planning with responsibiliƟes for:
CommunicaƟng informaƟon within the OA on SEMS and NIMS requirements and guidelines
CoordinaƟng SEMS and NIMS training and development among county departments and agencies
ReporƟng NIMS compliance to Cal OES and the Department of Homeland Security
IdenƟficaƟon of all county departments and agencies involved in field level response
IdenƟficaƟon of departments and agencies with an EOC
CoordinaƟng with local jurisdicƟons and volunteer and private agencies on development and
implementaƟon of SEMS and NIMS
IdenƟficaƟon of special districts that operate or provide services within the OA
Determining the emergency role of the OA special districts and making provisions for coordinaƟon
during emergencies
IdenƟficaƟon of local volunteer and private agencies that have an emergency response role
Determining the emergency role of the OA volunteer and private agencies and making provisions
for coordinaƟon during emergencies
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All local government staff who may work in the OA EOC, in a DOC, or at the field level will receive
appropriate SEMS/NIMS/ICS training as recommended by the Department of Homeland Security.
New personnel will be trained as they are hired. To validate preparedness and planning efforts,
local governments will develop an exercise program that provides periodic exercises for EOC and
DOC personnel under SEMS/NIMS/ICS guidelines
Atascadero Emergency OrganizaƟon
The City of Atascadero Municipal Code 4.4.06, establishes the City Manager as the Emergency Services
Director.
ArƟcle 15 of the California Emergency Services Act provides the authority and requires the Emergency
Services Director to designate the order of succession to that office; to take effect in the event the
director is unavailable to attend meetings and otherwise perform duties during an emergency. Such
order of succession shall be specified in the city's emergency response plan.
The Emergency Services Director has identified the following personnel authorized to act in the capacity of
Emergency Services Director:
City Manager
Assistant City Manager
Fire Chief
Police Chief
Designated Fire and Police Personnel
Public Works Director
Director of Community Development
Atascadero Emergency OperaƟons Center (EOC)
An EOC is a locaƟon from which centralized emergency management can be performed during an
emergency or disaster. An EOC makes possible a coordinated response by the Emergency Services Director,
emergency management staff, and representaƟves from agencies and other organizaƟons who are
assigned emergency management responsibiliƟes. An EOC provides a central locaƟon of authority and
informaƟon and allows for face-to-face coordinaƟon and collaboraƟon among personnel that represent
governmental incident management funcƟons/capabiliƟes who must make strategic emergency decisions
to ensure incident support and conƟnuity of government.
The EOC is the focal point for communicaƟon between field operaƟons and County OES, as well as between
the EOC and other local jurisdicƟons within the county (e.g., ciƟes/towns and special districts). PosiƟon-
based SOPs and checklists are followed during an EOC acƟvaƟon. The level of staffing will vary based on
the needs of the specific event or incident. Ensuring the EOC is ready to acƟvate at any Ɵme is the
responsibility of the Emergency Services Director and is carried out by City staff.
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The following acƟviƟes are performed in the EOC:
InformaƟon Sharing
Limited Resource Management
Support of field response operaƟons
Receive and disseminate warning informaƟon
Collect intelligence from, and disseminate informaƟon to, the various EOC representaƟves,
and, as appropriate, to county, ciƟes/towns, special districts, state and federal agencies
Prepare intelligence/informaƟon summaries, situaƟon reports, operaƟonal reports, and
other reports as needed
Maintain general and specific maps, informaƟon display boards, and other data pertaining to
emergency operaƟons and situaƟonal awareness
Ensure ConƟnuity of Government prioriƟes, objecƟves, and acƟons are taken
Analysis and evaluaƟon of all data pertaining to emergency operaƟons
Maintain contact and coordinaƟon with SLO County EOC, other local jurisdicƟon EOCs, and
the state
Provide emergency informaƟon and instrucƟons to the public, making official releases to the
news media and the scheduling of press conferences, as necessary
Develop emergency policies and procedures in collaboraƟon with senior policy advisory
execuƟves
EOC LOCATIONS
EOC locaƟons for an emergency event may be adjusted or changed depending on the specific
circumstances of the event.
Primary: Atascadero Police Department
5505 El Camino Real
Atascadero, CA 93422
Secondary: Atascadero City Hall
6500 Palma Ave
Atascadero, CA 93422
EOC AcƟvaƟon Levels
Pursuant to the California Code of RegulaƟons, Title 19, Division 2, Chapter 1, ArƟcle 4—Standardized
Emergency Management System—SEMS shall be used whenever an EOC is acƟvated.
Upon acƟvaƟon of the EOC, the person authorizing the acƟvaƟon of the EOC will determine the Level of
AcƟvaƟon. The number of City staff at the EOC will depend on the level of acƟvaƟon. The Emergency
Services Director or Deputy Emergency Services Director may change the acƟvaƟon level throughout the
emergency as needed. The levels of acƟvaƟon are:
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EOC LEVEL 3
o A minor to moderate incident wherein local resources is adequate and available.
A local emergency may or may not be declared. The EOC will be minimally staffed.
EOC LEVEL 2
o A moderate to severe emergency wherein local resources are not adequate and
mutual aid may be required on a regional or even statewide basis. A local
emergency and a state of emergency may be proclaimed by City Council or the
County. The EOC will be moderately staffed.
EOC LEVEL 1
o A major disaster where local resources are overwhelmed. State and/or federal
resources are required. A local emergency and a state of emergency will be
proclaimed. A PresidenƟal DeclaraƟon of Emergency or major disaster will be
requested. The EOC will be staffed to the highest number of personnel possible
or necessary.
Note: Upon acƟvaƟon of the City of Atascadero Emergency OperaƟons Center, contact will
be established with the San Luis Obispo County Office of Emergency Services (OES) Duty
Officer.
Level Description Minimum Staffing Requirements
3
(monitor)
Small incident or event
One site
Two or more agencies
involved
Potential threat of:
o Flood
o Severe storm
o Interface fire
o Escalating incident
EOC Manager
Public Information Officer
Liaison Officer
Operations Section Chief
2
(Partial)
Moderate event
Two or more sites
Several agencies involved
Major scheduled event (e.g.,
conference or sporting
event)
Limited evacuations
Resource support required
EOC Manager
Public Information Officer
Liaison Officer
Section Chiefs (as required)
Limited activation of other EOC
staff (as required)
1
(Full)
Major event
Multiple sites
Regional disaster
Multiple agencies involved
EOC Manager
Policy Group
All EOC functions and
positions (as required)
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Extensive evacuations
Resource support required
EOC POSITION TRAINING REQUIREMENTS
FEDERAL/STATE/LOCAL/PRIVATE
SECTOR & NON-GOVERNMENTAL
ORGANIZATION PERSONNEL:
REQUIRED TRAINING:
(Listed in order to be completed)
Disaster Service Worker (DSW)
City employees designated as disaster service
workers who respond or support:
Public Information
Public Works
Other emergency management,
response, support, and volunteer
personnel at all levels
IS-700: NIMS, An Introduction (FEMA
IS-100: Introduction to ICS (FEMA)
First Responders
Emergency Services personnel designated as
First Responders who respond or support:
Emergency Medical Services
Firefighting
Law Enforcement
IS-700: NIMS, An Introduction (FEMA)
IS-100: Introduction to ICS (FEMA)
IS-100: (classroom only) Intro to ICS
IS-200: (classroom only) Basic ICS for
Initial Responders
Front‐line Supervisors
First-line supervisors including Single
Resource Leaders, Field Supervisors, and
other emergency management/response
personnel who supervise planning, response,
or recovery operations.
IS-700: NIMS, An Introduction (FEMA)
IS-800: National Response Framework,
An Introduction
IS-100: Introduction to ICS (FEMA)
IS-200: ICS for Single Resources & Initial
Action Incidents (FEMA)
IS-100: (classroom only) Intro to ICS
IS-200: (classroom only) Basic ICS for
Initial Responders
EOC Unit Leaders
Required: Mid-level management including
Unit Leaders, Division/Group Supervisors,
Branch Directors, Strike Team Leaders, and
IS-700: NIMS, An Introduction (FEMA)
IS-800: National Response Framework,
An Introduction
IS-100: Introduction to ICS (FEMA)
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Task Force Leaders who manage supervisors
and/or staff during planning, response, or
recovery operations.
IS-200: ICS for Single Resources & Initial
Action Incidents (FEMA)
IS-100: (classroom only) Intro to ICS
IS-200: (classroom only) Basic ICS for
Initial Responders
ICS-300: (classroom only); Intermediate
ICS
IS-2200: Basic Emergency Operations
Center Functions
G-0191: Emergency Operations
Center/Incident Command System
Interface
EOC Command Staff
Required: Incident, Unified, and Area
Command Staff including Incident Commander,
Safety Officer, Liaison Officer,
Public Information Officer, Intelligence
Officer, their Deputies and Assistants;
Operations, Planning, Logistics, and
Finance/Administration Section Chiefs;
select department heads with Emergency
Operations Center or Multi-Agency
Coordination System management
responsibilities.
Recommended: Emergency Operations
Center (EOC) Managers and Multi- Agency
Coordination System (MACS) Managers
IS-700: NIMS, An Introduction (FEMA)
IS-800: National Response Framework,
An Introduction
IS-100: Introduction to ICS (FEMA)
IS-200: ICS for Single Resources & Initial
Action Incidents (FEMA)
IS-100: (classroom only) Intro to ICS
IS-200: (classroom only) Basic ICS for
Initial Responders
ICS-300: (classroom only); Intermediate
ICS
ICS-400: (classroom only); Advanced
ICS
IS-2200: Basic Emergency Operations
Center Functions
G-0191: Emergency Operations
Center/Incident Command System
Interface
E-2300: Intermediate Emergency
Operations Center Functions
ObjecƟves
The overall objecƟve of emergency management is to ensure the effecƟve government preparedness,
miƟgaƟon, response, and recovery for situaƟons associated with natural disasters, terrorist aƩacks,
technological incidents, and naƟonal security emergencies. To carry out its responsibiliƟes, the City EOC
organizaƟon will accomplish the following objecƟves during a disaster/emergency:
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Support and coordinate emergency response and recovery operaƟons
Provide an acƟve presence of the City Manager, or designee, in seƫng objecƟves, establishing
prioriƟes, and making decisions that affect City government and the general public
Coordinate and work with appropriate federal, state and other local government agencies, as
well as applicable segments of private sector enƟƟes and volunteer agencies to assess
situaƟon status, monitor resource needs, and coordinate requests for resources from outside
agencies and jurisdicƟons
Establish prioriƟes and resolve conflicƟng demands for support or scarce resources
Ensure ConƟnuity of Government prioriƟes, objecƟves, and acƟons are taken
Prepare and disseminate informaƟon to alert, warn, and inform the public
Collect and disseminate damage and other essenƟal data about the situaƟon
Fulfill obligaƟons for intelligence gathering and informaƟon flow as described in SEMS and
other guidelines
Provide logisƟcal support for the emergency response where appropriate and requested
Oversee and manage acƟviƟes incurring costs and expenditures
Collect records needed for successful cost recovery
EMERGENCY OPERATIONS CENTER POSITION ASSIGNMENTS
The following section outlines position assignments for the Incident Leadership Organization members. The
assignments are made corresponding to position within the regular City of Atascadero Disaster Leadership
Organization Chart by position only. Members of the City Disaster Leadership Organization that are
appointed to the Emergency Operations Center shall be made aware of their assignment and offered special
training for their incident management function. These assignments are recommendations only. Any person
familiar with the Incident Command System may be used to fill positions that are deficient on personnel,
especially in the early stages of an activation.
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EOC POSITION STAFF ASSIGNMENT
COMMAND STAFF
EOC Director City Manager
EOC Deputy Director Assistant City Manager
Public Information Officer Community Services Director
Media Director TBD
Rumor Control TBD
Liaison Officer Assistant City Manager
Legal Affairs City Attorney
Safety Officer Police Representative
OPERATIONS SECTION
Operations Section Coordinator Fire Chief Officer/Police Chief or
Commander/Public Works Director
Fire & Rescue Branch Fire Battalion Chief or Captain
Law Enforcement Branch Police Commander
Medical Health Branch Fire Representative
Emergency Medical Unit Fire Representative
Care & Shelter Branch Leader Recreation Supervisor
Animal Care & Welfare Branch Community Services
Public Works/Construction/Engineering Branch Public Works Director
Damage/Safety Assessment Unit Public Works
Public Works Unit Public Works Director
Utilities Unit Deputy Director Public Works/WWTP Operations
Manager
PLANNING SECTION
Planning Section Coordinator Fire Representative
Situation Status Unit Appointment by Emergency Services Director
Advanced Planning Unit Appointment by Emergency Services Director
Documentation Unit Leader Fire Representative
Resource Tracking Unit Appointment by Emergency Services Director
Check-in Appointment by Emergency Services Director
Demobilization Unit Appointment by Emergency Services Director
GIS Mapping Unit Leader IT Representative
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Technical Specialist Unit Leader Appointment by Emergency Services Director
Damage Assessment Unit Leader Community Development Representative
LOGISTICS SECTION
Logistics Section Coordinator Deputy Director Public Works
Communications Branch IT Representative
Communications Unit IT Representative
Information Systems Unit IT Representative
Transportation Unit Appointment by Emergency Services Director
Personnel Unit Human Resources Manager
Supply / Procurement Unit Administrative Services Representative
Facilities Unit Deputy Director of Public Works
FINANCE / ADMINISTRATION SECTION
Finance Section Coordinator Administrative Services Director
Time Keeping Unit Administrative Services Representative
Equipment Time Recorder Administrative Services Representative
Personnel Time Recorder Administrative Services Representative
Cost Accounting Unit Administrative Services Representative
Cost Accounting Unit Leader Administrative Services
Compensation & Claims Unit Human Resources Manager
Purchasing Unit Administrative Services
Recovery Unit Administrative Services
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Emergency OperaƟons Center OrganizaƟon
EOC DEACTIVATION
DeacƟvaƟon of the City EOC occurs upon order of the EOC Director based on incident status. DeacƟvaƟon
may occur through a gradual decrease in staffing or all at once. EOC responders must follow applicable
deacƟvaƟon procedures as directed by the EOC Director and idenƟfied in the EOC posiƟon-specific
checklists.
Region
Because of its size and geography, the state has been divided into three administraƟve regions each with
an EOC, to include the Southern, Coastal, and Inland regions. San Luis Obispo County is in the Southern
Region. AddiƟonally, the state has been divided into six mutual aid regions. San Luis Obispo County resides
in Mutual Aid Region One. The Regional Emergency OperaƟons Center (REOC) prioriƟzes requests and
provides support to the OAs in their region. This is to provide for more effecƟve applicaƟon and
coordinaƟon of mutual aid and other related acƟviƟes.
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State
The State OperaƟons Center (SOC) level is located in Sacramento at the Cal OES headquarters. Cal OES
manages state resources in response to the emergency needs of the other levels. The state also serves as
the coordinaƟon and communicaƟon link between the state and the federal disaster response system.
AddiƟonal Support and Planning OrganizaƟons
The groups, commiƩees, and organizaƟons idenƟfied below all parƟcipate in ensuring the county’s
preparedness to respond to emergencies and disasters.
Disaster Service Workers (DSWs)
The Disaster Service Worker Volunteer Program (DSWVP) was created as the result of legislaƟon to
provide workers’ compensaƟon benefits to registered Disaster Service Worker (DSW) volunteers who
are injured while parƟcipaƟng in authorized disaster-related acƟviƟes, including pre-approved
training. Disaster service, as defined for the Program, is designed to aid in the response and recovery
phases in a disaster or emergency. It does not include the day-to-day emergency response acƟviƟes
typically associated with, for example, law enforcement, fire services or emergency medical services.
The Program also provides limited immunity from liability.
In accordance with state law (California Code of RegulaƟons (CCR) Title 2, Division 2, Chapter 2,
Subchapter 3) all City employees are designated as disaster service workers (DSW). In the event of an
emergency the expectaƟon is that City employees will secure their own homes and families and then,
if possible and if they are so instructed, they will return to the City to assist in response acƟviƟes.
ConƟnuity of government services is criƟcal during disasters, and City employees will play an
important role in maintaining the services necessary for the community to recover from a disaster.
AddiƟonally, volunteers may register with the City through designated Emergency Volunteer Centers
(EVC) on an as-needed basis in an emergency to be designated DSWs and fill important roles in the
overall response effort. Volunteer DSWs may include:
Community Emergency Response Team (CERT) members
Amateur radio operators
Other volunteers
Community Emergency Response Team (CERT)
A CERT team consists of members whose primary role is to teach CERT courses and are available to
be utilized as City volunteers when additional help is needed. The CERT program is separated into two
components: public education and response team.
The CERT program educates community members about disaster preparedness for hazards that may
impact their immediate area and trains them in basic disaster response skills such as fire safety, light
search and rescue, team organizaƟon, and disaster medical operaƟons.
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Using classroom and simulation-based education, CERT members can assist others in the
neighborhood or workplace immediately following an event when emergency responders may not be
immediately available to help.
Amateur Radio Emergency Services/Radio Amateur Civil Emergency Services (ARES/RACES)
San Luis Obispo County has trained Amateur Radio operators, registered with their respecƟve
City/Town and/or County ARES/RACES organizaƟon. Local ARES/RACES radio operators are a primary
source of iniƟal damage assessment in any significant incident. They respond immediately to any
obvious incident with assessment of their local area and report to the County radio personnel at the
City EOC.
Disaster Council
The Atascadero Disaster Council is charged in Municipal Code, Title 4, Public Safety, Chapter 4,
Emergency OrganizaƟon and FuncƟons with the power to adopt emergency and mutual aid plans and
agreements and recommend to the City Council such ordinances and resoluƟons and rules and
regulaƟons as are necessary or desired to implement such plans and agreements.
Disaster Council--Membership
The Atascadero disaster council is created and shall consist of the following:
The Mayor, who shall be the chair of the disaster council.
The City Manager, who is the Director of Emergency Services
The Fire Chief
The Police Chief
Disaster Preparedness CommiƩee
The Director of Emergency Services (City Manager) has directed that a Disaster Preparedness
CommiƩee be established to assist the Disaster Council with its work. This CommiƩee is
chaired by the Fire Chief, or a Fire RepresentaƟve, and is comprised of representaƟves of the
Police Department, Public Works Department, Community Services Department, AdministraƟve
Services Department and the City Manager’s Office. This commiƩee is strictly a work group for
pre-emergency preparedness and does not convene during the emergency phase of
operaƟons.
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Emergency OrganizaƟon—Membership
All officers and employees of this city, together with those volunteer forces enrolled to aid the
emergency organizaƟon during an emergency, and all groups, organizaƟons and persons who may by
agreement or operaƟon of law, including persons pressed into service under the provisions of Chapter 4
SecƟon 4.07, be charged with duƟes pertaining to the protecƟon of life and property in this city during
such emergency, shall consƟtute the emergency organizaƟon of the city. All above menƟoned members
of the emergency organizaƟon, without excepƟon, will be considered disaster service workers giving
them protecƟon under California Senate Bill 39—Personal liability immunity: “disaster service workers”
(State of California Civil Code SecƟon 1714.5), or as that secƟon subsequently may be amended.
Plan and Procedure Maintenance
This Plan, in its enƟrety, will be reviewed, maintained, and updated on an annual basis by the Fire Chief
or designee. The Plan Summary (Part 1) sets objecƟves and policy for the City and therefore changes
require the approval of the City Council.
The Hazard Specific Annexes (Part 2), Resource Directory (Part 3), the Recovery Directory and Plan (Part
4), Emergency OperaƟons Center PosiƟon Checklists (Part 5), Debris Management Plan (Part 6), and
ConƟnuaƟon of OperaƟons and ReconsƟtuƟon of Government (Part 7), are tacƟcal and reference
documents containing informaƟon that changes frequently. As such they do not require City Council
Approval.
The Disaster Preparedness CommiƩee shall direct City Departments to develop department specific
operaƟng procedures for response to various emergencies and establishment of department operaƟng
centers.
Emergency Resources
The Disaster Preparedness CommiƩee shall direct City Departments to establish and maintain
emergency equipment, supplies, faciliƟes and communicaƟons systems for use in emergency situaƟons.
The Disaster Preparedness CommiƩee shall direct City Departments to establish and maintain an
Emergency Resources Directory (ERD) for the purposes of lisƟng equipment, supplies, faciliƟes, and
communicaƟons systems for use in emergency situaƟons. The Emergency Resource Directory shall
contain vendor contacts, their phone numbers, and general informaƟon. The Emergency Resource
Directory is in City of Atascadero Emergency OperaƟons Plan.
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DIRECTION, CONTROL, AND COORDINATION
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DirecƟon, Control, and CoordinaƟon
The emergency response is coordinated under SEMS, which provides a flexible, adaptable, and expandable
response organizaƟon to address all hazards of varying magnitude and complexity. An EOC is acƟvated to
support field operaƟons and ensure conƟnuity of government when an incident threatens government
services, requires addiƟonal resources beyond the capacity of the responding agency, or when resources
exceed that which is available from within the jurisdicƟon as a whole. CommunicaƟons between the field
response and the EOC are established when the EOC is acƟvated in support of field operaƟons. Each local
government’s EOC will establish communicaƟons with the OA EOC and the OA EOC will communicate with
the state through the REOC.
DirecƟon and Control Interface
In a major emergency, a local jurisdicƟon EOC might be acƟvated to coordinate and support the overall
response. Personnel that are part of a field level emergency response will uƟlize ICS to manage and direct
on-scene operaƟons. TacƟcal management of responding resources is always under the leadership of the
on-site Incident Commander (IC) at the Incident Command Post (ICP). In some jurisdicƟons ICs may report
or communicate directly to the local EOC usually to their counterpart in the operaƟons secƟon.
During mulƟple-incident situaƟons within the City, an area command may be established to provide for
the ICs at separate locaƟons. Unified Command is an applicaƟon of ICS and may be established at the field
response level when more than one agency has jurisdicƟonal responsibiliƟes. Agencies work together
through the designated members of the Unified Command to establish their designated ICs at a single ICP.
Under Unified Command, enƟƟes develop a common set of objecƟves and strategies which provides the
basis for a single Incident AcƟon Plan.
OperaƟonal Area CoordinaƟon and CommunicaƟon
As outlined in the City Emergency OperaƟons Plan, coordinaƟon and communicaƟon should be
established between the City EOC and the County EOC. Common communicaƟons modaliƟes to the
ciƟes/towns from the County EOC include, but are not limited to, landline telephone, fax, cell phone,
satellite phone, computer networks, amateur radio, and low-band EOC to EOC radio. The County
responsibiliƟes involve coordinaƟng with the City and other organizaƟons to support field-level emergency
response personnel, ensuring conƟnuity of government, and issuing orders to protect and inform the
public.
When an incident occurs and Atascadero acƟvates the EOC and requests County EOC support; or other
ciƟes have proclaimed a local emergency, the County is required under SEMS to acƟvate the County EOC.
The County EOC then becomes the focal point for informaƟon sharing and disseminaƟon and supports or
arbitrates requests by ciƟes within the County.
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Emergency OperaƟons Center NoƟficaƟon
The City of Atascadero should maintain a roster of pre-idenƟfied/appointed City EOC staff and will
noƟfy those personnel to report to the EOC using the appropriate system. The EOC staff list includes
city department representaƟves and agency representaƟves who are part of each SEMS (and NIMS
compliant) EOC secƟon—management, operaƟons, plans and intelligence, logisƟcs, and finance and
administraƟon.
The list will be uƟlized when directed by the Emergency Services Director or designee acƟvates the
EOC. The Emergency Services Director or designee will determine what posiƟons of the City EOC will
iniƟally be staffed and requested to report. The EOC responders list includes:
Employees from City departments with appropriate authority and experƟse
RepresentaƟves from outside agencies including:
o Other government agencies
o Volunteer organizaƟons
o Private sector organizaƟons
CoordinaƟon With Other Levels of Government
The City has idenƟfied the jurisdicƟons, special districts, private non-profit (PNP) organizaƟons, and
volunteer agencies within the geographical boundaries of Atascadero that may have an emergency
response role during an emergency or disaster. Their emergency roles have been idenƟfied and
provisions for coordinaƟon with each of them made. The City will also work with the county to request
state and federal agencies that have emergency responsibiliƟes to ensure they are integrated into
coordinaƟon of emergency operaƟons as appropriate.
CoordinaƟon With Non-Profit and Volunteer OrganizaƟons
The City recognizes the valuable assistance and resources provided by NGO partnerships and the
importance of organizaƟons that perform voluntary services in the community. As a result, the City
conƟnues to culƟvate relaƟonships with PNP (Private Non-Profit) organizaƟons and has established an
extensive trained volunteer base to support emergency response operaƟons within the City. The City
EOC will generally be a focal point for coordinaƟon of response acƟviƟes with many PNPs and
volunteer groups.
Private non-profit agencies and volunteer groups that have a key response role may have
representaƟves at the City EOC. For example, American Red Cross personnel may be part of the staff
for the City EOC Care and Shelter Branch. City EOC staff may work closely with various other agencies
in order to facilitate coordinaƟon with numerous NGOs involved in emergency response and recovery
efforts within communiƟes across the City.
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During an emergency, the EOC may establish communicaƟon with PNP agencies and volunteer groups
such as Volunteer OrganizaƟons AcƟve in Disaster (VOAD), through an agency representaƟve,
volunteer coordinator, County OES, or other authorized personnel. CoordinaƟon, acƟvaƟon, and
deployment of these members may be incident driven and will follow the appropriate organizaƟon
response guidelines that have been established for the specific PNP organizaƟon or volunteer group.
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INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION
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InformaƟon CollecƟon, Analysis, and DisseminaƟon
A primary objecƟve of the City EOC is the Ɵmely gathering of accurate, accessible, and consistent
informaƟon during an emergency and sharing veƩed intelligence to ensure coordinated Ɵmely emergency
response and conƟnuity of government. Status boards and other technologies for tracking emergency
acƟviƟes may be uƟlized. SituaƟon reports create a common operaƟng picture and will be used to inform
the operaƟonal objecƟves, prioriƟes, and strategies.
To ensure effecƟve intelligence flow, emergency response agencies at all levels must establish
communicaƟons systems and protocols to organize, integrate, and coordinate intelligence among the
responding agencies.
The flow of situaƟon reports among the levels of government should occur as follows:
Field level reports disseminated to local EOC
The City EOC provides a jurisdicƟonal situaƟon report to the County EOC based on field
reports and EOC acƟviƟes and intelligence
InformaƟon CollecƟon and Management Tool
An InformaƟon CollecƟon and Management Tool is used in EOC’s to accomplish the objecƟve of Ɵmely
gathering of accurate, accessible, and consistent informaƟon during an emergency. Every emergency event
is unique, as such the InformaƟon CollecƟon and Management Tool should be tailored to fit the
circumstances and parƟcular needs demanded by individual incidents.
At a minimum, every InformaƟon CollecƟon and Management Tool should include the following
informaƟon elements:
EssenƟal Element of InformaƟon (e.g. boundaries of the disaster area, access points to the disaster
area, jurisdicƟonal boundaries).
Specific InformaƟon Requirement in support of an EssenƟal Element of InformaƟon (e.g. traffic
control points, safe routes, special permits required to access the disaster area).
Proposed Method or Source that could be used to obtain the Specific InformaƟon Requirement (e.g.
field operaƟon reports, GIS, reconnaissance).
Responsible Element, SecƟon, or Agency idenƟfies the responsible party tasked with collecƟng the
specified informaƟon (e.g. EOC OperaƟons SecƟon, EOC Plans SecƟon).
Deliverable Product specifies the mechanism the Responsible Element, SecƟon, or Agency uƟlizes to
relay a parƟcular Specific InformaƟon Requirement (e.g. ICS Form 209, EOC AcƟon Plan, incident map).
CollecƟon Suspense or Schedule defines the reporƟng frequency for each Specific InformaƟon
Requirement (e.g. daily, hourly, status change).
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DistribuƟon Requirement idenƟfies the posiƟon, personnel, agency, or organizaƟon receiving the
most up-to-date informaƟon in accordance with the CollecƟon Suspense or Schedule (e.g. all EOC
SecƟon Chiefs, the REOC).
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CRISIS COMMUNICATIONS AND PUBLIC INFORMATION
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Crisis CommunicaƟons and Public InformaƟon
Per NIMS, public informaƟon is coordinated and integrated across jurisdicƟons and funcƟonal agencies;
among Federal, State, local, and tribal partners; and with private-sector enƟƟes and non-governmental
organizaƟons. In order to effecƟvely ensure Ɵmely and accurate public informaƟon and alert and warning
messages are disseminated systems, structures, plans, policies, and equipment must be developed and
idenƟfied to accomplish these tasks.
Joint InformaƟon System (JIS)
The Joint InformaƟon System (JIS) provides the mechanism to organize, integrate, and coordinate
informaƟon to ensure Ɵmely, accurate, accessible, and consistent messaging across mulƟple jurisdicƟons
and/or disciplines with nongovernmental organizaƟons and the private sector. It includes the plans,
protocols, procedures, and structures used to provide public informaƟon.
The JIS structure is used for ensuring that:
Public InformaƟon Officer (PIO) funcƟons are coordinated and integrated.
A structure and system for developing and delivering coordinated interagency messages is
provided.
Public informaƟon plans and strategies on behalf of the incident management leadership can be
developed, recommended, and executed.
Leadership is effecƟvely advised on public affairs issues that could affect a response effort, and
rumors and inaccurate informaƟon that could undermine public confidence are controlled and
managed.
Federal, State, tribal, territorial, regional, or local Public InformaƟon Officers and established Joint
InformaƟon Centers (JICs) are criƟcal supporƟng elements of the JIS. A robust and competent jurisdicƟonal
JIS is integral to an effecƟve and comprehensive incident management capability.
Joint InformaƟon Center (JIC)
The Joint InformaƟon Center (JIC) is:
A central locaƟon that facilitates operaƟon of the Joint InformaƟon System.
A locaƟon where personnel with public informaƟon responsibiliƟes perform criƟcal emergency
informaƟon funcƟons, crisis communicaƟons, and public affairs funcƟons.
JICs may be established at various levels of government or at incident sites or can be components of
MulƟagency CoordinaƟon (MAC) Systems (e.g., MAC Groups or EOCs). A single JIC locaƟon is preferable,
but the system is flexible and adaptable enough to accommodate virtual or mulƟple JIC locaƟons, as
required.
EOC CommunicaƟon Systems
The City EOC is equipped with mulƟple redundant communicaƟon modaliƟes allowing the sharing of
situaƟonal awareness, resource status, raw intelligence and data, and alert and warning. The
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communicaƟon capabiliƟes are rouƟnely reviewed and updated as technology advances. Current
communicaƟon resources in the City EOC include, but are not limited to:
Land-line based phones
Cell phones
Satellite phones (Verizon Crisis Response Team)
Fax machines
Internet enabled computers
County Emergency Alert System (EAS)
Radio systems
o ARES/RACES amateur radio
o Public safety frequencies (i.e., law, fire, EMS)
o Government frequencies (department/agency radios)
Public Awareness and NoƟficaƟon Systems
During an emergency, the City of Atascadero is responsible for the disseminaƟon of informaƟon to the
public. Public InformaƟon Officers (PIOs) disseminate emergency instrucƟons and criƟcal informaƟon to
affected audiences, including governments, media, and the public—to provide messages that are
accessible to all sectors of the community. Several county departments, as well as PIOs from ciƟes/towns,
special districts, PNP organizaƟons, and private companies share in the responsibility for disseminaƟng
complete, coordinated, and correct informaƟon to the public.
Various systems are in place for disseminaƟng warnings and emergency informaƟon to the public which
are described below:
Emergency Alert System
The Emergency Alert System (EAS) is a national public warning system that requires radio and TV
stations to broadcast emergency information provided by local, state, and federal officials. During
an emergency, local officials could activate the EAS to provide emergency information and actions
necessary to the public over local radio and TV stations.
Local radio and TV stations are an effective way to stay tuned to emergency information. It is
essential to have battery-powered devices, such as a battery-operated radio to stay tuned during
power outages. The Emergency Alert System is tested on the first Thursday of every month.
Early Warning System Sirens
The San Luis Obispo County Early Warning System (EWS) sirens are located throughout the Emergency
Planning Zones (EPZ). Although the siren system was installed as one of the requirements related to
the operaƟon of Diablo Canyon Power Plant, the sirens can be used for any local emergency where
there is a need for the public to act. When acƟvated, the sirens will sound for three minutes. The sirens
are an indicaƟon that the Emergency Alert System (EAS) has been acƟvated, and emergency
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informaƟon will be provided on local radio and television staƟons. Go indoors and tune to a local radio
staƟon or television staƟon.
Wireless Emergency Alert (WEA)
Wireless Emergency Alerts (WEA) are emergency alert messages like text messages that are sent to
WEA-enabled cell phones in the vicinity of an emergency that requires the public to act. The alerts
include a unique sound and vibraƟon.
Wireless Emergency Alerts is one of the public alert and noƟficaƟon systems that San Luis Obispo
County officials can use to alert the public of an emergency. WEA is part of a naƟonwide system that
not only allows local officials to provide emergency alerts but also enables certain state and federal
officials the ability to acƟvate the system. Currently the system can be acƟvated by local emergency
officials, the NaƟonal Weather Service for severe weather events, the CHP for AMBER alerts, and the
President of the United States for Ɵmes of naƟonal crisis.
The WEA system is capable of delivering alerts and noƟficaƟons to cell phones within a geographic
area without the cell phone being registered with the local alerƟng system. Best pracƟce is to have
the local Public Safety Access Point (PSAP/Dispatch) be the primary point of contact for disseminaƟon
of Ɵme sensiƟve alert and warning messages.
WEA’s look like text messages but are designed to get your aƩenƟon with a unique sound and vibraƟon
repeated twice. WEAs are no more than 360 characters and include the type and Ɵme of the alert, any
acƟon you should take and the agency issuing the alert. WEAs are not affected by network congesƟon
and will not disrupt texts, calls or data sessions that are in progress.
Sheriff’s Alert (Reverse 911)
San Luis Obispo County Public Safety Agencies are able to inform the public of an emergency by
utilizing an emergency telephone notification system.
Emergency officials can notify residents and businesses in a designated area of an emergency and
actions they may need to take. Emergency alert notifications may include evacuations, shelter-in-
place requests, missing persons, and other safety-related notifications.
The system is managed by the San Luis Obispo County Sheriff’s Office and can be used county wide.
Although the system is used primarily for disasters which require the public to act, it may be used in
other emergencies such as high-risk missing persons.
NOAA Weather Radio
Emergency alert radio signals are not accessible over AM/FM radios but are received by NOAA
Weather Radios. Weather alert radios can be used to alert the public of other serious emergencies,
not just weather events.
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Working with the Federal CommunicaƟon Commission’s (FCC) Emergency Alert System, NaƟonal
Weather Radio (NWR) is an “all hazards” radio network, making it your single source for
comprehensive weather and emergency informaƟon. In conjuncƟon with Federal State, and Local
Emergency Managers and other public officials, NWR also broadcasts warning and post-event
informaƟon for all types of hazards – including natural (such as earthquakes), environmental (such as
chemical releases or oil spills), and public safety (such as AMBER alerts or 911 telephone outages).
NWR is provided as a public service by the NaƟonal Oceanic and Atmospheric AdministraƟon (NOAA),
part of the Department of Commerce, NWR includes more than 1000 transmiƩers, covering all 50
states. NWR requires a special radio receiver or scanner capable of picking up the signal. Broadcasts
are found in the VHF public service band at these seven frequencies (MHz):
162.400 162.425 162.450 162.475 162.500 162.525 162.550
AddiƟonal AlerƟng Plaƞorms
In addiƟon to the above-menƟoned plaƞorms for disseminaƟng warnings and emergency
informaƟon, Atascadero residents can obtain emergency informaƟon from any of the following
plaƞorms:
AM/FM Radio StaƟons
ReadySLO.org
Alert SLO
City website (www.atascadero.org)
High Low Siren (EvacuaƟon signaling)
Local Network Television StaƟons
Public InformaƟon Boards
City Social Media accounts
Public Awareness and EducaƟon
The public’s response to any emergency is based on their understanding of the nature of the emergency,
the potenƟal hazards, the likely response of emergency services, and knowledge of what individuals and
groups with or without access and funcƟonal needs, should do to increase their chances of survival and
recovery. Individuals caring for the elderly, children, or pets also need an increased understanding of their
specific situaƟon as it pertains to disaster preparedness.
The City of Atascadero Fire & Emergency Services makes emergency preparedness informaƟon available
to the ciƟzens of Atascadero at hƩps://www.atascadero.org.
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The City uƟlizes the following mediums for distribuƟng incident management and preparedness
informaƟon to the public and partnering stakeholders:
The City of Atascadero Updates Facebook Page:
hƩps://www.facebook.com/AtascaderoCity
The Atascadero Fire and Emergency Services TwiƩer feed:
hƩps://www.X.com/AtascaderoFire
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FINANCE AND MUTUAL AID
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Finance ConsideraƟons
EffecƟve disaster financial management is criƟcal for successful response and recovery. It allows the City
and EOC Management to forecast the need for addiƟonal funds before operaƟons are negaƟvely affected.
The Finance and AdministraƟon SecƟon may need to monitor cost expenditures to ensure applicable
statutory rules are met as the City obtains the resources needed to support the community, increase the
efficiency of recovery efforts and reduce the likelihood of audits and financial penalƟes.
Close coordinaƟon with the Planning and Intelligence SecƟon and LogisƟcs SecƟon is essenƟal so
operaƟonal records can be reconciled with financial documents. Fiscal and grant regulaƟons are strict and
apply to all jurisdicƟons, regardless of size, so it is imperaƟve that all jurisdicƟons have robust scalable,
flexible and adaptable disaster financial management plans and processes in place pre-disaster for all
types of incidents. Because of the flexible nature of SEMS, NIMS, and ICS, in some cases, only one or a few
specific funcƟons may be required.
Obtaining federal and state assistance requires the City to collect and retain a broad range of original
documents that clearly demonstrate that they were used for the disaster/emergency including:
Employee Ɵmecards showing hours (regular and overƟme) worked and which indicate the
type and locaƟon (GPS locaƟons are preferred) of the work.
Use of county-owned equipment supported by equipment idenƟficaƟon, dates and number
of hours used each day, locaƟon (GPS locaƟons are preferred) and purpose for using the
equipment.
Use of City-owned supplies supported by a reasonable basis for determining costs, why the
material was necessary, and locaƟon (GPS locaƟons are preferred) where the material was
used.
Purchases of material supported by invoices showing quanƟty, descripƟon, unit cost, where
(GPS locaƟons are preferred), when and how the material was used.
Rental of equipment supported by invoices idenƟfying the type and descripƟon of equipment,
rate per hour indicaƟng with or without operator, dates and hours used each day, where (GPS
locaƟons are preferred) and why the equipment was used.
Invoices for work performed by contract must provide a detailed breakdown of cost, where
(GPS locaƟons are preferred), when and why the work was performed. If a contractor is
providing different types of services, i.e. debris removal and repair work, each category of
work should be invoiced separately.
The above records and documentaƟon must be retained for AT LEAST THREE YEARS from the date of final
seƩlement of claim. All such records should be forwarded to the Cost Recovery Unit for audit follow-up.
The Finance/AdministraƟon funcƟon will operate under the following policies during a qualifying
incident/event as the situaƟon dictates:
The Standardized Emergency Management System (SEMS) and the NaƟonal Incident
Management System (NIMS) will be followed
All exisƟng City and departmental fiscal operaƟng procedures will be adhered to unless
modified by the City Council or the EOC Director
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For incident/events that render the accounƟng systems either inaccessible or unusable for
any period of Ɵme, appropriate personnel will be on an operaƟonal period, as determined
by the EOC Director. This may be a period of 12 hours
The Finance/AdministraƟon funcƟon’s primary responsibility is to maintain to the greatest extent possible
the financial systems necessary to keep the City funcƟoning during an incident or crisis of any size or type.
These systems include but are not limited to:
Payroll
Payments
Revenue collecƟon
Claim processing
Cost recovery documentaƟon
The funcƟon also supervises the negoƟaƟon and administraƟon of vendor and supply contracts and
procedures in collaboraƟon with the incident management procurement funcƟons.
The extent and complexity of the incident or crisis will determine the extent to which the
Finance/AdministraƟon funcƟon will mobilize. For some incidents/events, only part of the secƟon may
need to be engaged. In larger more complex incidents, the enƟre funcƟon will likely engage.
The Finance/AdministraƟon funcƟon acts in a support role in all incidents/events to ensure that all
required records are preserved for future use and FEMA filing requirements through maintenance of
proper and accurate documentaƟon of all acƟons taken.
To carry out its responsibiliƟes, the Finance/AdministraƟon funcƟon will accomplish the following during
a disaster/emergency:
For incidents/events where the City’s computer systems and bank are accessible and usable:
NoƟfy the other parts of the incident management organizaƟon and City
departments that incident management accounƟng procedures will be iniƟated and
used for the event
Determine (in collaboraƟon with technical staff) the extent to which the City’s
computer systems are accessible and/or usable
Determine if the City’s banking insƟtuƟons can conƟnue handling financial
transacƟons
Inform the incident management organizaƟon and City departments that the payroll
and payments processing will be handled on a "business-as-usual" basis except that
incident management accounƟng procedures will be used for incident/event-related
costs
Disseminate informaƟon about the incident management accounƟng procedures to
other secƟons and departments as necessary
Upon proclamaƟon or declaraƟon of a disaster by the State and/or Federal
Governments, coordinate to iniƟate the recovery process of the City’s costs
Coordinate with the other secƟons and departments on the collecƟon and
documentaƟon of costs pertaining to the incident/event
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Coordinate with the State and Federal disaster assistance agencies for the required
inspecƟons, documentaƟon, audits, and other necessary work in order to recover
costs
For incidents/events where the City’s computer systems and/or banking insƟtuƟons are either
inaccessible or unusable:
NoƟfy the other parts of the incident management organizaƟon and City departments that
incident management accounƟng procedures will be iniƟated and used for the event
Determine (in collaboraƟon with technical staff) the extent to which the City’s computer
systems are accessible and/or usable
Determine if the City’s banking insƟtuƟons can conƟnue handling financial transacƟons
Inform the incident management organizaƟon and City departments that payroll and
payments will be on hold for a short Ɵme and that processing will conƟnue on a normal
basis as of a specified date
AcƟvate other Finance/AdministraƟon funcƟons as necessary
Maintain, as best possible, the financial conƟnuity of the City (payroll, payments and
revenue collecƟon)
Disseminate informaƟon about the incident management accounƟng procedures to other
secƟons and departments as necessary
Upon proclamaƟon or declaraƟon of a disaster by the State and/or Federal Governments,
coordinate with those agencies to iniƟate the recovery process of the City’s costs
Coordinate with the other secƟons and departments on the collecƟon and documentaƟon of
costs pertaining to the incident/event
Coordinate with the State and Federal disaster assistance agencies for the required
inspecƟons, documentaƟon, audits, and other necessary work in order to recover costs
Mutual Aid
The foundaƟon of California's emergency planning and response is a statewide mutual aid system which
is designed to ensure adequate resources, faciliƟes and other support is provided to jurisdicƟons
whenever their own resources prove to be inadequate to cope with a given situaƟon. The basis for the
system is the California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA).
The MMAA was developed in 1950 and has been adopted by the state, all 58 counƟes, and most
incorporated ciƟes in the state. The agreement creates a formal structure wherein each jurisdicƟon retains
control of its own faciliƟes, personnel, and resources, but may also receive or render assistance to other
jurisdicƟons within the state. State government is obligated to provide available resources to assist local
jurisdicƟons in emergencies. It is the responsibility of the local jurisdicƟon to negoƟate, coordinate, and
prepare mutual-aid agreements.
Mutual-aid agreements exist for:
Law Enforcement
Fire Services
Emergency Medical Services
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Emergency Management
Public UƟliƟes
Building Inspectors
Coroner
Transit Operators
Mutual Aid Systems
A statewide mutual-aid system, operaƟng within the
framework of the MMAA allows for the progressive
mobilizaƟon of resources to and from emergency
response agencies, local governments, OAs, and state
regions with the intent of providing requesƟng agencies
with adequate resources. Emergency mutual-aid
response and recovery acƟviƟes are generally
conducted at the request and under the direcƟon of the
affected local government.
The statewide mutual-aid system includes several
discipline-specific mutual aid systems, such as fire
rescue and law. The adopƟon of SEMS/NIMS does not
alter exisƟng mutual-aid systems. These systems work
through local government, OAs; regional and state
levels consistent with SEMS/NIMS guidelines.
Fire agencies in San Luis Obispo County have signed
onto a countywide mutual-aid agreement to ensure that firefighƟng resources and personnel will be
available during emergencies that exceed local capabiliƟes. If these resources are not enough to meet
the threat, fire resources from throughout the state can be requested under the MMAA. Requested
mutual aid resources will be provided and uƟlized in accordance with the MMAA. During a proclaimed
emergency, mutual aid will be coordinated at the local government, OA, or mutual aid regional level.
The City must make mutual aid requests through the County EOC for resources outside of fire and law.
During and following an incident, the coordinaƟon of resources is criƟcal when there are mulƟple
requests for similar resources or when resources are scarce. It is anƟcipated that a Mutual Aid MAC
Group will be established to coordinate mutual aid resources. The 2013 California Statewide MACS
Guide provides the architecture to support coordinaƟon for incident prioriƟzaƟon, scarce resource
allocaƟon, communicaƟons systems integraƟon, and informaƟon coordinaƟon.
Special Mutual Aid ConsideraƟons for Terrorism Incidents
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Terrorism incidents require response by law enforcement at many levels and require crime scene
management. As such, the informaƟon flow, command structure, and mutual aid processes can be
different from those in the management of other emergency situaƟons.
A terrorist acƟvity emergency has its own unique threat and crisis characterisƟcs and must be dealt
with in accordance to its magnitude and with an appropriate level of response. Plans and procedures
have been created, exercised, and revised for both the most likely and worst-case scenarios.
Mutual Aid AuthoriƟes, Plans, and Guidance Documents
Mutual-aid assistance may be provided under one or more of the following authoriƟes:
California Master Mutual Aid Agreement (MMAA)
California Law Enforcement Mutual Aid Plan
Coroner Mutual Aid Plan
California Fire Service and Rescue Mutual Aid Plan
California Medical Mutual Aid Plan
Emergency Managers Mutual Aid Plan
Public Works MMMA
California Statewide MulƟ-Agency CoordinaƟon System Guide
Resource management
It is state policy that resource requests for emergency response and disaster repair and restoraƟon be
entered into by the lowest level of government. When local City resources are exhausted and addiƟonal
resources are required, resource requests will follow an established process for ordering, tracking,
mobilizing, and demobilizing.
Maintenance of resources is important throughout all aspects of resource management. Maintenance
prior to deployment ensures their availability and capability. Maintenance during the deployment phase
ensures conƟnued capabiliƟes (e.g., ensuring adequate fuel supplies during use). Post-operaƟonal
inspecƟon and maintenance ensures future availability.
IntegraƟon of Mutual Aid Resources
In order to receive County, State, and federal resources, coordinaƟon needs to be done through the County
EOC, and field level command structures. The discipline specific OA Mutual Aid Coordinators will oversee
tracking requests for equipment, resources, and manpower under exisƟng mutual aid protocols. The
requesƟng agencies are responsible to report to OA EOC the number and status of resources deployed on
a mission on a daily basis. Resources requested through the City EOC will be done following the prescribed
resource requesƟng process below:
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Resource typing of equipment will be handled by individual disciplines—law, fire, EMS, public works, and
others—under the guidance issued by County OES regarding NIMS implementaƟon.
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PLAN DEVELOPMENT AND MAINTENANCE
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Plan Development and Maintenance
Plan Development
This City of Atascadero Emergency OperaƟons Plan (EOP) was developed with consideraƟon to a whole
community approach in compliance with Comprehensive Preparedness Guide (CPG) 101: Developing and
Maintaining Emergency OperaƟons Plans. AddiƟonally, the 2017 NIMS (3rd ediƟon), the 2017 Cal OES
Emergency OperaƟons Plan Crosswalk Element, and current incident management trends were reviewed
and considered in an effort to address common issues and systemic operaƟonal hindrances. Annexes to
the EOP are further developed in a whole community approach to augment this foundaƟonal document.
Annexes are composed of major funcƟonal acƟviƟes, as well as specific hazard topics that present unique
or complex consideraƟons that require more elaborate planning. A complete list of current and addiƟonal
planned annexes is provided in Appendix C.
Plan Maintenance
This Plan, in its enƟrety, will be reviewed, maintained, and updated on a 1-year review, 5-year revision
cycle by the Fire Chief, or designee. The Plan sets objecƟves and policy for the City and therefore
changes require the approval of the City of Atascadero Disaster Council.
This EOP may be modified as a result of post-incident analyses and/or post exercise criƟques. It may also
be modified if responsibiliƟes, procedures, laws, rules, or regulaƟons pertaining to emergency or incident
management and operaƟons change. Those agencies having assigned responsibiliƟes under this EOP are
obligated to inform the City when changes are needed to reflect the current process. The City will maintain
records of revision to this EOP and each of the annexes as they are reviewed and updated. All changes will
be noted in the Annual Review table at the beginning of this document.
Plan Concurrence
SupporƟng agencies and organizaƟons include all City departments who received a copy of this Plan. These
City departments are expected to comply with how the EOP describes their tasks.
Plan Training and Exercise
It is the policy of the City of Atascadero to sponsor and coordinate an annual exercise on a component of the
City Emergency Operations Plan. The Fire & Emergency Services department will develop and administer the
drills or exercises. The primary purpose of these events will be to evaluate and improve the Disaster
Response Plan that the event may be based on. The exercise or drill should be a no-fault training and learning
experience for all its participants.
All actions during the exercise will be observed and recorded by an evaluator group comprised of Disaster
Leadership Subject Matter Experts. A general "no fault" discussion and critique will follow the exercise. This
critique will afford department players and the evaluator group an opportunity to jointly comment on
perceived strengths, and what improvements are needed for the Disaster Response Plan. A closed evaluator
group meeting will follow the critique for the purpose of recording on a consensus basis specific
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recommendation for Plan improvement. These recommendations will then be presented to the Atascadero
Fire & Emergency Services Chief within 30 days after the actual exercise.
The Fire & Emergency Services Department will also assist individual departments in developing training
programs specific to both individuals and any position he or she may hold within the City Disaster
Management Organization. The Fire & Emergency Services Department will also be responsible for providing
general training to the City Council and the employees as needs arise.
Regardless of exercise type, each exercise within the progressive series is linked to a set of common
program prioriƟes and designed to test associated capabiliƟes. Further, by defining training requirements
in the planning process, the City can address known shorƞalls prior to exercising capabiliƟes. Below is a
list of the different progressive exercise types:
Seminar – Seminars generally orient parƟcipants to, or provide an overview of, authoriƟes, strategies,
plans, policies, procedures, protocols, resources, concepts, and ideas. As a discussion-based exercise,
seminars can be valuable for enƟƟes that are developing or making major changes to exisƟng plans or
procedures. Seminars can be similarly helpful when aƩempƟng to assess or gain awareness of the
capabiliƟes of interagency or inter-jurisdicƟonal operaƟons.
Workshop – Although similar to seminars, workshops differ in two important aspects: parƟcipant
interacƟon is increased, and the focus is placed on achieving or building a product. EffecƟve workshops
entail the broadest aƩendance by relevant stakeholders. Products produced from a workshop can
include new standard operaƟng procedures (SOPs), emergency operaƟons plans, conƟnuity of
operaƟons plans, or mutual aid agreements. To be effecƟve, workshops should have clearly defined
objecƟves, products, or goals, and should focus on a specific issue.
Tabletop Exercise – A tabletop exercise (TTX) is intended to generate discussion of various issues
regarding a hypotheƟcal, simulated emergency. TTXs can be used to enhance general awareness,
validate plans and procedures, rehearse concepts, and/or assess the types of systems needed to guide
the prevenƟon of, protecƟon from, miƟgaƟon of, response to, and recovery from a defined incident.
Generally, TTXs are aimed at facilitaƟng conceptual understanding, idenƟfying strengths and areas for
improvement, and/or achieving changes in percepƟons.
During a TTX, parƟcipants are encouraged to discuss issues in depth, collaboraƟvely examining areas
of concern and solving problems. The effecƟveness of a TTX is derived from the energeƟc involvement
of parƟcipants and their assessment of recommended revisions to current policies, procedures, and
plans.
TTXs can range from basic to complex. In a basic TTX (such as a facilitated discussion), the scenario is
presented and remains constant—it describes an emergency and brings discussion parƟcipants up to
the simulated present Ɵme. ParƟcipants apply their knowledge and skills to a list of problems
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presented by the facilitator; problems are discussed as a group; and resoluƟon is reached and
documented for later analysis.
In a more advanced TTX, play advances as parƟcipants receive pre-scripted messages that alter the
original scenario. A facilitator usually introduces problems one at a Ɵme in the form of a wriƩen
message, simulated telephone call, videotape, or other means. ParƟcipants discuss the issues raised
by each problem, referencing established authoriƟes, plans, and procedures for guidance. ParƟcipant
decisions are incorporated as the scenario conƟnues to unfold.
During a TTX, all parƟcipants should be encouraged to contribute to the discussion and be reminded
that they are making decisions in a no-fault environment. EffecƟve TTX facilitaƟon is criƟcal to keeping
parƟcipants focused on exercise objecƟves and associated capability targets.
Games – A game is a simulaƟon of operaƟons that oŌen involves two or more teams, usually in a
compeƟƟve environment, using rules, data, and procedures designed to depict an actual or
hypotheƟcal situaƟon. Games explore the consequences of player decisions and acƟons. They are
useful tools for validaƟng plans and procedures or evaluaƟng resource requirements.
During game play, decision-making may be either slow and deliberate or rapid and more stressful,
depending on the exercise design and objecƟves. The open, decision-based format of a game can
incorporate “what if” quesƟons that expand exercise benefits. Depending on the game’s design, the
consequences of player acƟons can be either pre-scripted or decided dynamically. IdenƟfying criƟcal
decision-making points is a major factor in the success of evaluaƟng a game.
Drill – A drill is a coordinated, supervised acƟvity usually employed to validate a specific funcƟon or
capability in a single agency or organizaƟon. Drills are commonly used to provide training on new
equipment, validate procedures, or pracƟce and maintain current skills. For example, drills may be
appropriate for establishing a community-designated disaster receiving center or shelter. Drills can
also be used to determine if plans can be executed as designed, to assess whether more training is
required, or to reinforce best pracƟces. A drill is useful as a stand-alone tool, but a series of drills can
be used to prepare several organizaƟons to collaborate in an FSE.
For every drill, clearly defined plans, procedures, and protocols need to be in place. Personnel need
to be familiar with those plans and trained in the processes and procedures to be drilled.
FuncƟonal Exercise – FuncƟonal Exercises (FEs) are designed to validate and evaluate capabiliƟes,
mulƟple funcƟons and/or sub-funcƟons, or interdependent groups of funcƟons. FEs are typically
focused on exercising plans, policies, procedures, and staff members involved in management,
direcƟon, command, and control funcƟons. In FEs, events are projected through an exercise scenario
with event updates that drive acƟvity typically at the management level. An FE is conducted in a
realisƟc, real-Ɵme environment; however, movement of personnel and equipment is usually
simulated.
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FE controllers typically use a Master Scenario Events List (MSEL) to ensure parƟcipant acƟvity remains
within predefined boundaries and ensure exercise objecƟves are accomplished. Simulators in a
SimulaƟon Cell (SimCell) can inject scenario elements to simulate real events.
Full Scale Exercise – Full Scale Exercises (FSEs) are typically the most complex and resource-intensive
type of exercise. They involve mulƟple agencies, organizaƟons, and jurisdicƟons and validate many
facets of preparedness. FSEs oŌen include many parƟcipants operaƟng under cooperaƟve systems
such as the ICS or Unified Command.
In an FSE, events are projected through an exercise scenario with event updates that drive acƟvity at
the operaƟonal level. FSEs are usually conducted in a real-Ɵme, stressful environment that is intended
to mirror a real incident. Personnel and resources may be mobilized and deployed to the scene, where
acƟons are performed as if a real incident had occurred. The FSE simulates reality by presenƟng
complex and realisƟc problems that require criƟcal thinking, rapid problem solving, and effecƟve
responses by trained personnel.
The level of support needed to conduct an FSE is greater than that needed for other types of exercises.
The exercise site for an FSE is usually large, and site logisƟcs require close monitoring. Safety issues,
parƟcularly regarding the use of props and special effects, must be monitored. Throughout the
duraƟon of the exercise, many acƟviƟes occur simultaneously.
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AUTHORITIES AND REFERENCES
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AuthoriƟes and References
Emergency response, like all governmental acƟon, is based on legal authority. The Atascadero Emergency
OperaƟons Plan (EOP), follows federal, state, and local regulaƟons and guidelines.
Federal
Robert T. Stafford Disaster Relief and Emergency Assistance Act (PL 93-288) as amended
Homeland Security Act of 2002 (PL 107-296)
PresidenƟal Policy DirecƟve / PPD-8: NaƟonal Preparedness
Homeland Security PresidenƟal DirecƟve / HSPD-5: Management of DomesƟc Incidents
Post-Katrina Emergency Management Reform Act of 2006 (PL 109-295)
Pets EvacuaƟon and TransportaƟon Standards Act of 2006 (PL 109-308)
Improving Access to Services for Persons with Limited English Proficiency (ExecuƟve Order
13166)
Individuals with DisabiliƟes in Emergency Preparedness (ExecuƟve Order 13347)
Americans with DisabiliƟes Act of 1990 (PL 101-336) as amended
RehabilitaƟon Act of 1973 (PL 93-112, SecƟon 504) as amended
Civil Rights Act of 1964 (PL 88-352, SecƟon VI)
Federal Civil Defense Act of 1950 (PL 920)
NaƟonal Incident Management System (2017)
NaƟonal Response Framework (2019)
Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency
OperaƟons Plans (2021)
State
California Emergency Services Act (Title 2, Division 1, Chapter 7 of the Government Code)
California Disaster Assistance Act (Title 19, Division 2, Chapter 6 of the California Code of
RegulaƟons)
Standardized Emergency Management System (Title 19, Division 2, Chapter 1 of the California
Code of RegulaƟons
Standardized Emergency Management System Guidelines
State of California Emergency Plan
California Disaster and Civil Defense Master Mutual Aid Agreement
California Law Enforcement Mutual Aid Plan
California Coroners’ Mutual Aid Plan
California Fire Service and Rescue Emergency Mutual Aid Plan
California ConsƟtuƟon (ArƟcle XI: Local Government)
Disaster Service Worker (Title 1, Division 4, Chapter 8 of the Government Code and SecƟon
3211.92 of the Labor Code)
Local
City of Atascadero, California Municipal Codes & Ordinances, Title 4, Chapter 4
https://ecode360.com/AT4901
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GLOSSARY
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Acronyms
ADA Americans with DisabiliƟes Act
ALERT Automated Local EvaluaƟon in Real Time
ARES Amateur Radio Emergency Services
CADRE CollaboraƟng Agencies Disaster Relief Effort
CAL FIRE California Department of Forestry and Fire ProtecƟon
Cal OES California Governor’s Office of Emergency Services
CBO Community-Based OrganizaƟon
CERT Community Emergency Response Team
DOC Department OperaƟons Center
DPEC Disaster Preparedness ExecuƟve CommiƩee
DSW Disaster Service Worker
EMS Emergency Medical Services
EAS Emergency Alert System
EF Emergency FuncƟon
EMPG Emergency Management Performance Grant
EOC Emergency OperaƟons Center
EOP Emergency OperaƟons Plan
ESF Emergency Support FuncƟon
FE FuncƟonal Exercise
FEMA Federal Emergency Management Agency
FSE Full-Scale Exercise
HSPD Homeland Security PresidenƟal DirecƟve
HSEEP Homeland Security Exercise and EvaluaƟon Program
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
IPAWS Integrated Public Alert and Warning System
JIC Joint InformaƟon Center
JIS Joint InformaƟon System
MAC MulƟ-Agency CoordinaƟon
MACS MulƟ-Agency CoordinaƟon System
MMAA California Master Mutual Aid Agreement
MSEL Master Scenario Events List
NRF NaƟonal Response Framework
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NGO Non-Governmental OrganizaƟon
NIMS NaƟonal Incident Management System
NWS NaƟonal Weather Service
OA OperaƟonal Area
OA EOC OperaƟonal Area Emergency OperaƟons Center
OASIS OperaƟonal Area Satellite InformaƟon System
OES Office of Emergency Services
PG&E Pacific Gas and Electric Company
PIO Public InformaƟon Officer
PL Public Law
PNP Private Non-Profit
PPD PresidenƟal Policy DirecƟve
RACES Radio Amateur Civil Emergency Services
REOC Regional Emergency OperaƟons Center
SEMS Standardized Emergency Management System
SimCell SimulaƟon Cell
SMS Short Message Service
SOC State OperaƟons Center
SOP Standard OperaƟng Procedures
TTX Tabletop Exercise
VOAD Voluntary OrganizaƟons AcƟve in Disasters
WEA Wireless Emergency Alert
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DefiniƟons
Accessible – A facility is accessible if it has the legally required features and/or qualiƟes that ensure
entrance, parƟcipaƟon, and usability of places, programs, services, and acƟviƟes by individuals with a wide
variety of disabiliƟes.
Affected PopulaƟon – Anyone who has been displaced, injured, or suffered some loss due to a disaster.
American Red Cross (Red Cross) – The Red Cross is a humanitarian organizaƟon, led by volunteers, that
provides relief to vicƟms of disasters and helps people prevent, prepare for, and respond to emergencies.
It does this through services that are consistent with its Congressional Charter and the Principles of the
InternaƟonal Red Cross Movement.
Americans with DisabiliƟes Act (ADA) – The Americans with DisabiliƟes Act prohibits discriminaƟon
against people with disabiliƟes in employment, transportaƟon, public accommodaƟon, communicaƟons,
and governmental acƟviƟes. The ADA also establishes requirements for telecommunicaƟons relay
services.
Annex – An annex is an addiƟon to a document.
Appendix – Appendices provide relevant informaƟon already referenced in the guidance. Typically, this
includes forms used or other necessary informaƟon.
Catastrophe – A series of cascading human-caused/influenced events or incidents with or without a
human caused genesis, the adverse effects/consequences of which are potenƟally, seemingly, or
definiƟvely irreversible. A catastrophe may be caused by a disaster, or may be the cause of a disaster, but
it may not be either. A catastrophe may be an emergency or cause a state of emergency, or, an emergency
or state of emergency may cause a catastrophe, but a catastrophe may not be any of the above.
Civil Unrest – Civil unrest involves a disrupƟon of the typical social order; it can involve a strike or protest,
and it can be non-violent or involve violence. Riots and rebellions are both forms of civil unrest.
Community-Based OrganizaƟon (CBO) – Non-profit organizaƟons that operate within a single local
community and consƟtute a subset of the wider group of NGOs. They are frequently run by volunteers
and oŌen self-funding. Some are formally incorporated with wriƩen charters and boards of directors, while
others are much smaller and more informal.
Crisis – Phenomenon, event, acƟve threat, or trend, with or without specific locaƟon, posing seemingly
inevitable harm to life, property, environment, organizaƟonal performance, reputaƟon, or way of life
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reasonably or ethically necessitaƟng deliberate urgent intervenƟon. (A crisis may be local, naƟonal, or
global)
Dam Failure – ParƟal or complete collapse of a dam causing downstream flooding.
Disaster – Any natural event or emergency (hurricane, tornado, storm, high water, wind-driven water, Ɵdal
wave, tsunami, earthquake, volcanic erupƟon, landslide, mudslide, snowstorm, drought, etc.), or
regardless of cause, any fire, flood, or explosion which the President determines to be of such severity as
to warrant major federal disaster assistance.
Disaster Service Worker (DSW) – The Disaster Service Worker program is a state-funded worker’s
compensaƟon program for government employees and affiliated volunteers who provide services to
protect the health and safety, and preserve the lives and property, of the people of California.
Government-affiliated volunteers, including members of the public who spontaneously volunteer to assist
during a disaster, may be registered as DSWs under California’s Disaster Service Worker Volunteer
Program.
Emergency – Incident(s) or crisis(es) (air polluƟon, fire, flood, storm, epidemic, riot, drought,
sudden/severe energy shortage, plant or animal infestaƟon or disease, Governor’s warning of
earthquake/volcanic predicƟons, and earthquakes, etc.) posing threat to safety of persons, property, or
the environment that exceeds an organizaƟon’s resources/capability.
Emergency Medical Services (EMS) – A service providing out-of-hospital, acute medical care, transport to
definiƟve care, and other medical transport to paƟents with illnesses and injuries, which prevent the
paƟent from transporƟng themselves.
Emergency OperaƟons – AcƟons taken during an emergency to protect life and property, care for the
people affected, and restore essenƟal community services.
Emergency OperaƟons Center (EOC) – A site from which government officials coordinate, monitor, and
support response acƟviƟes during an emergency.
Emergency OperaƟons Plan (EOP) – A document that describes how people and property will be
protected in disaster and disaster threat situaƟons; details who is responsible for carrying out specific
acƟons; idenƟfies the personnel, equipment, faciliƟes, supplies, and other resources available for use in
the disaster; and outlines how all acƟons will be coordinated.
EvacuaƟon – Organized and supervised dispersal of people from dangerous or potenƟally dangerous
areas.
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Evacuee – All persons removed or moving from areas threatened or struck by a disaster.
Federal Emergency Management Agency (FEMA) – The Federal Emergency Management Agency (FEMA)
is the federal agency responsible for coordinaƟng emergency planning, preparedness, risk reducƟon,
response, and recovery. The agency works closely with state and local governments by funding emergency
programs and providing technical guidance and training. These coordinated acƟviƟes at the federal, state,
and local levels ensure a broad-based emergency program to ensure public safety and protect property.
Flood – A general and temporary condiƟon of inundaƟon of normally dry land areas from overflow of
inland or Ɵdal waters, unusual or rapid accumulaƟon or runoff of surface waters, or mudslides/mudflows
caused by accumulaƟon of water.
Hazard – Any source of danger or element of risk to people or property.
Hazardous Material – Any substance or material that when involved in an accident and released in
sufficient quanƟƟes, poses a risk to people’s health, safety, and/or property. These substances and
materials include explosives, radioacƟve materials, flammable liquids or solids, combusƟble liquids or
solids, poisons, oxidizers, toxins, and corrosive materials.
Incident – The physical manifestaƟon of crisis, event, or occurrence that has adversely affected life,
property, or the environment requiring the response of at least one individual.
Incident Command System (ICS) – The Incident Command System (ICS) is a standardized emergency
management concept designed to provide an integrated organizaƟonal structure for managing
emergencies, and to enable coordinated emergency response across jurisdicƟonal boundaries. ICS is the
combinaƟon of faciliƟes, equipment, personnel, procedures, and communicaƟons operaƟng within a
common organizaƟonal structure, designed to aid in the management of resources during emergencies. It
is based on proven management tools that contribute to the strength and efficiency of the overall system.
Limited English Proficiency – Persons who do not speak English as their primary language and who have
a limited ability to read, speak, write, or understand English.
Local JurisdicƟon – Local jurisdicƟon refers to the ciƟes, towns, school districts, and special districts that
are encompassed within the geographical borders of the County of San Luis Obispo. In the case of
unincorporated areas, local jurisdicƟon refers to the county itself.
MiƟgaƟon – Pre-event planning and acƟons that aim to lessen the occurrence or effects of potenƟal
disaster.
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MobilizaƟon – The process and procedures used by organizaƟons; federal, state and local for acƟvaƟng,
assembling, and transporƟng resources that have been requested to respond to or support an incident.
MulƟ-Agency CoordinaƟon (MAC) – The parƟcipaƟon of government and other organizaƟons involved at
any level of the SEMS organizaƟon working together in a coordinated effort to facilitate decisions for
overall emergency response acƟviƟes, including the sharing of criƟcal resources and the prioriƟzaƟon of
incidents.
MulƟ-JurisdicƟon Incident – An incident where mulƟple jurisdicƟons have a statutory responsibility.
Under ICS, these incidents will be managed under Unified Command.
Mutual Aid – Is the voluntary aid and assistance by the provision of services and faciliƟes, including but
not limited to fire, police, medical and health, communicaƟon, transportaƟon, and uƟliƟes. Mutual aid is
intended to provide adequate resources, faciliƟes, and other support to jurisdicƟons whenever their own
resources prove to be inadequate to cope with a given situaƟon.
Mutual Aid Agreement – WriƩen agreement between agencies and/or jurisdicƟons in which they agree
to assist one another upon request, by furnishing personnel and equipment.
Natural Disaster – Any hurricane, tornado, storm, flood, high water, wind-driven water, Ɵdal wave,
tsunami, earthquake, volcanic erupƟon, landslide, mudslide, snowstorm, drought, fire, or other
catastrophe which causes, or which may cause, substanƟal damage or injury to civilian property or
persons.
NaƟonal Incident Management System (NIMS) – The NaƟonal Incident Management System (NIMS)
provides a comprehensive approach to emergency management for all hazards. NIMS integrates exisƟng
best pracƟces into a consistent naƟonwide approach to domesƟc emergency management that is
applicable to all jurisdicƟonal levels (public and private) and across funcƟonal disciplines. NIMS is based
on a balance of flexibility and standardizaƟon. NIMS is flexible and allows government and private enƟƟes
at all levels to work together to manage domesƟc emergencies, regardless of their cause, size, locaƟon, or
complexity. NIMS also provides a set of standardized organizaƟonal structures.
NaƟonal Response Framework – The NaƟonal Response Framework (NRF) presents the guiding principles
that enable all response partners to prepare for and provide a unified naƟonal response to disasters and
emergencies—from the smallest incident to the largest catastrophe. The Framework establishes a
comprehensive, naƟonal, all-hazards approach to domesƟc incident response. The Framework documents
the key response principles, roles, and structures that organize naƟonal response. It describes how
communiƟes, States, the Federal Government, and private-sector and non-governmental partners apply
these principles for a coordinated, effecƟve naƟonal response. And it describes special circumstances
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where the Federal Government exercises a larger role, including incidents where Federal interests are
involved and catastrophic incidents where a State would require significant support. It allows first
responders, decision makers, and supporƟng enƟƟes to provide a unified naƟonal response.
Non-Governmental OrganizaƟon (NGO) – An enƟty with an associaƟon that is based on interests of its
members, individuals, or insƟtuƟons, and that is not created by a government, but may work cooperaƟvely
with government. Such organizaƟons serve a public purpose, not a private benefit. Examples of NGOs
include faith-based charity organizaƟons and the Red Cross.
Office of Emergency Services (OES) – OES is the lead agency in fulfilling the County’s responsibility under
the California Emergency Services Act and serves as the OperaƟonal Area Coordinator for the County of
San Luis Obispo under SEMS.
OperaƟonal Area (OA) – A geographical area that encompasses all local governments within a county,
including the county. The OA serves as the coordinaƟon and communicaƟons link between the local
government and the state. The OA prioriƟzes resources and coordinates mutual aid among enƟƟes within
the OA. Each OA is responsible for acƟvaƟng and operaƟng an EOC.
OperaƟonal Area Emergency OperaƟons Center (OA EOC) – The physical locaƟon at which the
coordinaƟon of informaƟon and resources to support OA acƟviƟes normally takes place.
Plan – A document that describes the broad, overall jurisdicƟonal response to potenƟal extraordinary
emergencies or disasters.
Preparedness – The range of deliberate, criƟcal tasks and acƟviƟes necessary to build, sustain, and
improve operaƟonal capability. Preparedness is a conƟnuous process involving efforts at all levels of
government and between government and private-sector and NGOs to idenƟfy threats, determine
vulnerabiliƟes, and idenƟfy required resources. Preparedness is operaƟonally focused on establishing
guidelines, protocols, and standards for planning, training and exercises, personnel qualificaƟon and
cerƟficaƟon, equipment cerƟficaƟons and publicaƟon management.
Recovery – The long-term acƟviƟes beyond the iniƟal emergency response phase of disaster operaƟons
that focus on returning all systems in the community to a normal status or to reconsƟtute these systems
to a new condiƟon that is less vulnerable.
Resources – Personnel and equipment available, for assignment to incidents or to EOCs.
Response – AcƟviƟes that address the direct effects of an incident; immediate acƟons to save lives, protect
property.
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Shelter – FaciliƟes providing safe, sanitary, and secure refuge before, during, and aŌer disaster incidents.
(Note: This may also include some faciliƟes that provide immediate necessary safe haven sheltering during
an incident but are not capable of ongoing operaƟons once other opƟons are available.) Shelters may
include general populaƟon shelters, medical needs shelters, or household pet shelters.
Special District – A unit of local government (other than a city or county, with authority or responsibility
to own, operate, or maintain a project (e.g., a water district).
Standardized Emergency Management System (SEMS) – The Standardized Emergency Management
System (SEMS) is used to manage emergency response in California. SEMS consists of five hierarchical
levels: field, local, operaƟonal area, regional, and State. SEMS incorporates the principles of the Incident
Command System, the Master Mutual Aid Agreement, exisƟng discipline-specific mutual aid agreements,
the OperaƟonal Area concept, and mulƟ-agency or interagency coordinaƟon and communicaƟon. Under
SEMS, response acƟviƟes are managed at the lowest possible organizaƟonal level.
State of Emergency – An eminent impending incident(s) or crisis(es) posing threat to safety of persons,
property, or the environment that is/are likely to exceed resources/capability of the proclaiming poliƟcal
jurisdicƟon, or the existence of an acƟve incident which threatens a populaƟon and the adequacy of local
resources is unknown.
Terrorism – The use of, or threatened use of, criminal violence against civilians or civilian infrastructure to
achieve poliƟcal ends through fear and inƟmidaƟon.
Threat – Communicated, demonstrated, or inferred intent and potenƟal capability to harm life, property,
environment, organizaƟonal performance, or way of life.
Volunteer OrganizaƟons AcƟve in Disasters (VOAD) – Established disaster relief organizaƟons, which for
the most part, are faith-based and naƟonal in scope, yet play a major role in disaster recovery at the
local level. Services include, but are not limited to:
Repairing and replacing low-income housing
Mass feeding services
Home clean-up and repairs
FaciliƟes for in-kind disaster relief supplies
Disaster childcare
Material resources such as blankets, health kits, and clean up kits
Trauma, stress, grief, care for responders and affected populaƟon
Shelter management
Emergency sheltering of animals
Clean-up and debris removal
2-1-1 informaƟon and referral
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APPENDIX A – EMERGENCY ANNEX PLANNING PROCESS GUIDE
Purpose Statement
The purpose of the EOP Annex Planning Process Guide is to systemaƟze a more collaboraƟve OperaƟonal
Area approach in alignment with FEMA’s Comprehensive Planning Guidance (CPG) 101. The model
improves the planning process by providing an inclusive plaƞorm for discussion of planning prioriƟes,
dividing and assigning labor and incorporaƟng a review process. These characterisƟcs will yield wider
stakeholder parƟcipaƟon, increase consistency and expand the understanding of planning products.
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City of Atascadero
APPENDIX B – CITY OF ATASCADERO EMERGENCY HAZARD-SPECIFIC ANNEXES &
OPERATIONAL PLANS
RelaƟonship to Other Plans/References
This EOP is the primary document used by the City to describe the conduct of emergency management
acƟviƟes from the City perspecƟve. The EOP provides a conceptual framework for all other emergency
management planning. The EOP contributes to the City emergency management process by describing
how acƟviƟes will be conducted within the City of Atascadero, and how support will be requested and
coordinated–in the form of mutual aid and other resources. This Plan is designed to be flexible enough
that it can adapt to changing response environments and to the needs of supporƟng and requesƟng
organizaƟons.
Hazard-specific annexes contain unique response details that apply to a specific threat to our community.
These annexes were designed to idenƟfy and address the most common hazards facing the City, but it is
important to note that these are a starƟng point and may not fully reflect all possible threats to the City.
The City of Atascadero hazard-specific annexes & operaƟonal plans are tacƟcal documents and contain
criƟcal informaƟon for emergency responders and EOC managers to use during an emergency. As the
threat and hazard environment changes over Ɵme, these annexes may be updated accordingly as part of
a periodic plan review process. The Emergency Services Department will be directly responsible for
updaƟng and revising the Hazard Specific Annexes and related Support Materials, without the need for
City Council approval.
This Plan will frequently support/complement other City Plans and Annexes including:
City of Atascadero Annex – A Earthquake
City of Atascadero Annex – B Hazardous Materials
City of Atascadero Annex – C Mass Casualty
City of Atascadero Annex – D TransportaƟon
City of Atascadero Annex – E Fire
City of Atascadero Annex – F Civil Disturbance – Terrorism – AcƟve Shooter
City of Atascadero Annex – G Adverse Weather
City of Atascadero Annex – H UƟlity DisrupƟon
City of Atascadero Annex – I InfecƟous Disease
City of Atascadero Crisis CommunicaƟon Plan
City of Atascadero EvacuaƟon Plan
City of Atascadero Debris Management Plan
06/09/2026 | Item I1 | Attachment 1