2023
California State Emergency P la n
Coordinating Draft
Gavin Newsom
Governor
Nancy Ward
Director
California Governor's Office of Emergency Services
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State of California
Draft Emergency Operations Plan
Promulgation Section
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Letters of promulgation from the Governor and the Director of the Governor’s
Office of Emergency Services will be inserted into this section following the
public comment period and final review by the Governor.
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This document is a coordinating draft intended for use during a public review
and comment period. This coordinating draft is for developmental purposes only
and may require additional editing for grammar, unified voice, and the
correction of content format and flow. This document will undergo additional
updates based on feedback received from stakeholders and partners. This
document should not be considered a final draft.
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Draft Emergency Operations Plan
Promulgation Section
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Draft Emergency Operations Plan
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Record of Changes 13
The most current copy of this annex, including any changed pages, is available
through the Planning and Preparedness Branch of the California Governor’s
Office of Emergency Services at 3650 Schriever Avenue, Mather, CA 95655.
Copies are also available on the Planning and Preparedness Branch web page.
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Change # Date Summary of Changes
0 2023 Initial publication.
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State of California
Draft State Emergency Plan
Foreword
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Foreword 21
The 2023 edition of the California State Emergency Plan (SEP) reflects the
continued evolution of emergency planning in the state. Changes in the state’s
disaster profile, consideration of vulnerable populations, and turnover in the
emergency management profession make the update of this plan and its
continued use more important than ever.
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The SEP was originally developed for civil defense planning in the 1950s. Over
the decades, its focus shifted to California’s many natural and human-caused
hazards. More recent concerns include the pandemic hazard and
climate-driven hazards like drought and wildfire. The SEP is a dynamic document
that continues to evolve to improve California’s resilience to a changing disaster
profile.
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Since the 1950s, California’s approach to the intersection of disasters and social
justice has also changed. Whole Community Planning becomes increasingly
important as emergency managers consider the needs of the socially
underrepresented, individuals with access or functional needs, and culturally
diverse communities. Even since the 2017 update to the SEP, the California State
Legislature has passed new requirements regarding incorporating access and
functional needs and cultural competence into emergency planning. This
increased focus on the whole community is reflected in the 2023 SEP.
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The emergency management community of California is also changing. In
response to a growing need, the number of positions in the state emergency
management classification has increased since 2017. At the same time, many
tenured emergency management professionals at all levels of government
have or are retiring. With a new cohort of emergency managers joining the
ranks, documents like the SEP are an important source of continuity and
education. With the SEP as a guide, Californians will continue to be served
before, during, and after disasters during this changing of the guard.
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The 2023 State Emergency Plan recognizes California’s rich and complex history
in emergency management and the dedicated personnel that make California
a safer place to live and thrive.
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Foreword
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State of California
Draft State Emergency Plan
Table of Contents
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Table of Contents 54
Record of Changes iii ....................................................................55
Foreword v ......................................................................................56
Table of Contents vii ......................................................................57
Table of Exhibits xv ......................................................................................................58
1. Introduction 1 ..........................................................................59
1.1. Recent Events in California’s Emergency Management 3 ........................60
1.2. California’s Cyber and Terrorism Preparedness 5 .......................................61
1.3. Climate Impacts on Weather Related Hazards 6 .......................................62
1.4. Whole Community Inclusion 7 .......................................................................63
1.4.1. Integrating Access and Functional Needs 8 .....................................64
1.4.2. Office of Diversity, Equity, and Inclusion 9 .........................................65
1.4.3. Listos California 10 ................................................................................66
1.5. Reaching Equity Priority Communities 10 .....................................................67
1.6. Science and Technology in Emergency Management 11 ........................68
2. Basic Plan, Purpose, and Scope 17 ......................................69
2.1. Purpose and Scope 18 ...................................................................................70
3. Situation and Assumptions 21 ................................................71
3.1. Population 21 ..................................................................................................72
3.2. Economy 24 ....................................................................................................73
3.3. Geography 25 ................................................................................................74
3.4. Hazards and Vulnerabilities 28 ......................................................................75
3.4.1. Earthquake 29 ......................................................................................76
3.4.2. Flood 31 ................................................................................................77
3.4.3. Wildfire 33 .............................................................................................78
3.4.4. Volcanic Event 34 ................................................................................79
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..........................................................................................3.4.5. Landslide 37 80
3.4.6. Dam and Levee Failure 37 81
3.4.7. Severe Weather 38 82
3.4.8. Tsunami 39 83
3.4.9. Hazardous Materials Emergency 41 84
3.4.10. Energy Disruption 42 85
3.4.11. Food and Agriculture Emergency 44 86
3.4.12. Civil Unrest 46 87
3.4.13. Pandemic and Epidemic 46 88
3.4.14. Terrorist Attack 49 89
3.4.15. Cyberattack 50 90
3.5. Assumptions 51 91
4. Emergency Management Organization 55 92
4.1. Standardized Emergency Management System (SEMS) 55 93
4.1.1. SEMS Organization Levels 55 94
4.1.2. SEMS Functions 57 95
4.1.3. National Incident Management System Integration 60 96
4.1.4. EOC Activation Criteria, SEMS Levels, and Staffing 61 97
4.1.5. State Operation Center 62 98
4.1.6. Emergency Operation Center Organization 64 99
4.1.7. Alternate Facilities 66 100
4.1.8. Alternate Government Facilities 66 101
4.2. California’s Emergency Management Community 66 102
4.3. The Role of Government 67 103
4.3.1. Governor 67 104
4.3.2. Governor’s Office of Emergency Services 67 105
4.3.3. State Agencies 68 106
4.3.4. Judicial Branch of State Government 69
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4.3.5. Operational Area 70 108
4.3.6. Local Government 70 109
4.3.7. Special Districts 70 110
4.3.8. Tribal Governments 71 111
4.3.9. Federal Government 71 112
4.3.10. Other State Governments 72 113
4.3.11. International Governments 72 114
4.4. Role of the Private Sector 73 115
4.4.1. The People of California 73 116
4.4.2. Businesses 74 117
4.4.3. Voluntary Organizations 75 118
4.4.4. Public-Private Partnerships 77 119
5. Mitigation Programs 79 120
5.1. State of California Enhanced Hazard Mitigation Plan 79 121
5.2. Individual and Business Mitigation Tools 81 122
6. Emergency Preparedness 83 123
6.1. Preparedness Planning 83 124
6.2. Preparedness Campaigns 89 125
6.3. Preparedness Training 90 126
6.4. Preparedness Exercises 91 127
6.5. Prevention and Protection Programs 93 128
6.6. Grant Programs for Preparedness 95 129
6.7. Communications and Information Management 97 130
6.8. Preparing Resources 98 131
7. Response Concept of Operations 99 132
7.1. Response Priorities and Strategies 99 133
7.2. Direction, Control, and Coordination 100 134
7.3. Alert and Warning – California State Warning Center 105 135
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7.4. Intelligence Gathering and Situation Reporting 109 136
7.4.1. Wildfire Forecast and Threat Intelligence Integration Center 110 137
7.5. Public Information 110 138
7.5.1. Public Outreach Programs 110 139
7.5.2. Emergency Public Information 110 140
7.5.3. Joint Information System 112 141
7.6. Incident Resource Management Process 114 142
7.7. Mutual Aid 116 143
7.7.1. Mutual Aid Regions 117 144
7.7.2. Law Enforcement Mutual Aid Plan 119 145
7.7.3. Fire And Rescue Mutual Aid Plan 120 146
7.7.4. Public Health and Medical Assistance 122 147
7.7.5. Emergency Management Mutual Aid Plan (EMMA) 122 148
7.7.6. Mutual Aid Coordination 122 149
7.7.7. Flow of Mutual Aid and Other Resource Requests 125 150
7.7.8. Emergency Management Assistance Compact (EMAC) 125 151
7.7.9. 1951 Interstate Civil Defense and Disaster Compact 126 152
7.7.10. Resource Management 126 153
7.7.11. State Agency Mission Tasking 127 154
7.8. Sequence of Events During Disasters 128 155
7.8.1. Before Impact 129 156
7.8.2. Immediate Impact 130 157
7.8.3. Sustained Operations 132 158
7.8.4. Transition Responsibility to Recovery Operations 132 159
7.8.5. Emergency Proclamations 134 160
161 8. California Emergency Support Functions 139
8.1. Coordinating Agencies, Primary, and Supporting Departments 139 162
8.2. Emergency Management Activities 144
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8.3. CA-ESF During EOC Activations 146 164
9. Recovery Concept of Operations 159 165
9.1. Recovery Goals and Strategies 160 166
9.2. Direction, Control, and Joint Field Office Coordination 161 167
9.2.1. State Direction and Control 162 168
9.2.2. Joint Field Office Activation or stand up 163 169
9.3. Situational Assessment and Declaration Development 165 170
9.3.1. Situation Assessment 165 171
9.3.2. Recovery Section Role in Declaration Development 166 172
9.4. Recovery Concept of Operations 168 173
9.4.1. Recovery Branch Role in Preparedness 169 174
9.4.2. Recovery Branch Role in Response 169 175
9.4.3. Transition of Responsibility to Recovery Operations 170 176
9.5. Recovery Operations 171 177
9.5.1. Public Assistance (PA) 171 178
9.5.2. Individual Assistance (IA) 172 179
9.5.3. Recovery Support Functions 174 180
9.5.4. Hazard Mitigation 175 181
9.5.5. Debris Management Operations 176 182
10. California Recovery Support Functions 179 183
10.1. Recovery Support Function Organizational Structure 179 184
10.2. Recovery Support Function Development 181 185
10.3. Emergency Management Activities 182 186
10.4. Recovery Support Functions During Activations 184 187
11. Continuity Planning 193 188
11.1. State Essential Functions 195 189
12. State Roles and Responsibilities 201 190
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12.1. Business, Consumer, Services and Housing Agency (BCSHA) 201 191
12.1.1. Department of Alcoholic Beverage Control (ABC) 202 192
12.1.2. Department of Financial Protection and Innovation (DFPI) 202 193
12.1.3. Department of Consumer Affairs (DCA) 203 194
12.1.4. Department of Housing and Community Development 204 195
12.1.5. Housing Finance Agency (CalHFA) 205 196
12.1.6. Department of Fair Employment and Housing (DFEH) 205 197
12.1.7. Department of Real Estate (DRE) 205 198
12.2. California Environmental Protection Agency (CalEPA) 206 199
12.2.1. Air Resources Board (ARB) 207 200
12.2.2. Department of Pesticide Regulation (DPR) 208 201
12.2.3. Department of Resources Recycling & Recovery 208 202
12.2.4. Department of Toxic Substances Control (DTSC) 209 203
12.2.5. Office of Environmental Health Hazard Assessment (OEHHA) 210 204
12.2.6. State Water Resources Control Board (SWRCB) 211 205
12.3. Government Operations Agency (GovOps) 213 206
12.3.1. Department of General Services (DGS) 213 207
12.3.2. Department of Human Resources (CalHR) 214 208
12.3.3. Department of Technology (CDT) 215 209
12.3.4. Franchise Tax Board (FTB) 215 210
12.3.5. Department of Tax and Fee Administration (DTFA) 216 211
12.3.6. Office of Administrative Law (OAL) 216 212
12.3.7. Public Employees’ Retirement System (CalPERS) 216 213
12.3.8. State Personnel Board (SPB) 217 214
12.3.9. Victim Compensation Board (CalVCB) 217 215
12.4. California Health and Human Services Agency (CalHHS) 217 216
12.4.1. Department of Aging (CDA) 217 217
12.4.2. Department of Child Support Services (DCSS) 218 218
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12.4.3. Department of Community Services and Development 218 219
12.4.4. Department of Developmental Services (DDS) 219 220
12.4.5. Department of Health Care Services (DHCS) 219 221
12.4.6. Department of Managed Health Care (DMHC) 220 222
12.4.7. California Department of Public Health (CDPH) 221 223
12.4.8. Department of Rehabilitation (DOR) 225 224
12.4.9. California Department of Social Services (CDSS) 226 225
12.4.10. Department of State Hospitals (DSH) 227 226
12.4.11. Emergency Medical Services Authority (EMSA) 227 227
12.4.12. Department of Health Care Access and Information (HCAI) 229 228
12.4.13. Office of Systems Integration (OSI) 230 229
12.5. California Natural Resources Agency (CNRA) 231 230
12.5.1. California Coastal Commission 231 231
12.5.2. California Conservation Corps (CCC) 231 232
12.5.3. California Energy Commission (CEC) 232 233
12.5.4. State Lands Commission (SLC) 232 234
12.5.5. California Department of Conservation (DOC) 233 235
12.5.6. Department of Fish and Wildlife (CDFW) 234 236
12.5.7. Department of Forestry and Fire Protection (CAL FIRE) 236 237
12.5.8. Department of Parks and Recreation (PARKS) 237 238
12.5.9. Department of Water Resources (DWR) 239 239
12.5.10. San Francisco Bay Conservation & Development Commission
(BCDC) 240
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12.6. Department of Corrections and Rehabilitation (CDCR) 241 242
12.7. Department of Education (CDE) 242 243
12.8. Department of Finance (DOF) 243 244
12.9. Department of Food and Agriculture (CDFA) 244 245
12.10. Department of Insurance (CDI) 246 246
12.11. Department of Justice (DOJ) 247 247
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12.12. California Department of Veterans’ Affairs (CalVet) 248 248
12.13. Fair Political Practices Commission (FPPC) 248 249
12.14. Governor’s Office of Business & Economic Development 249 250
12.15. Governor’s Office of Emergency Services (Cal OES) 249 251
12.15.1. Seismic Safety Commission (SSC) 253 252
12.16. Governor’s Office of Planning and Research (OPR) 254 253
12.16.1. California Volunteers (CalVolunteers) 255 254
12.17. California Labor and Workforce Development Agency (LWDA) 256 255
12.17.1. Agricultural Labor Relations Board (ALRB) 256 256
12.17.2. Department of Industrial Relations (DIR) 256 257
12.17.3. Employment Development Department (EDD) 257 258
12.18. California Lottery (CALottery) 258 259
12.19. California Military Department (CMD) 258 260
12.20. Office of the Inspector General (OIG) 260 261
12.21. California Public Utilities Commission (CPUC) 260 262
12.22. California State Board of Equalization (BOE) 261 263
12.23. California State Transportation Agency (CalSTA) 262 264
12.23.1. California Highway Patrol (CHP) 262 265
12.23.2. California Department of Motor Vehicles (DMV) 263 266
12.23.3. California Department of Transportation (Caltrans) 264 267
12.24. Board of Governors, California Community College 265 268
12.25. University Systems 265 269
13. Plan Administration 267 270
13.1. Plan Development and Maintenance 267 271
13.2. Administrative Practices 268 272
13.3. Implementation and Standard Operating Procedures 268 273
13.4. Essential Records Retention 269 274
13.5. After Action Reports and Corrective Actions 269 275
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14. Attachments 271 276
14.1. Authorities and References 273 277
14.2. Acronyms and Abbreviations 275 278
14.3. Glossary 291 279
14.4. List of Laws and Regulations Related to Emergency Management 319 280
14.5. Relationships Between CA-ESFs and CA-RSFs 329 281
14.6. List of Annexes to the State Emergency Plan 331 282
14.7. California Warning System 333 283
14.8. End Notes 341 284
285
Table of Exhibits 286
Exhibit 2.1-1 Emergency Plan Interface 19 287
Exhibit 3.1-1 California’s Demographics 21 288
Exhibit 3.1-2 Spoken Languages 22 289
Exhibit 3.1-3 Home Ownership in California 23 290
Exhibit 3.3-1 Map of California 27 291
Exhibit 3.4-1 Volcanic Hazard Areas in California 35 292
Exhibit 4.1-1 SEMS Organization Levels 57 293
Exhibit 4.1-2 SEMS Functions 57 294
Exhibit 4.1-3 Comparison of Field and EOC SEMS Functions 60 295
Exhibit 7.6-1 Incident Resource Management Process 116 296
Exhibit 7.7-1 Mutual Aid Regions 118 297
Exhibit 7.7-2 Discipline-Specific Mutual Aid System 124 298
Exhibit 7.7-3 Flow of Requests and Resources 125 299
Exhibit 7.8-1 Response Phase Sequence of Events 138 300
Exhibit 8.1-1 California Emergency Support Functions (CA-ESFs) 140 301
Exhibit 8.3-1 State Agency/Department Responsibilities Matrix 149 302
Exhibit 9.2-1 Government Level Recovery Responsibilities 162 303
Exhibit 9.2-2 Joint Field Office Structure 164 304
Exhibit 9.4-1 Recovery Timeline 168 305
Exhibit 10.1-1 California Recovery Support Functions 180 306
Exhibit 10.4-1 State Agency/Department Responsibilities Matrix 187 307
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Exhibit 11.1-1 State Continuity Essential Functions 196 308
Exhibit 14.5-1 CA-ESFs and CA-RSFs 329 309
Exhibit 14.7-1 California Warning System 333 310
Exhibit 14.7-2 Severe Weather Warning 334 311
Exhibit 14.7-3 Flood Forecasts and Warnings 335 312
Exhibit 14.7-4 Real Time Earthquake Warning System 336 313
Exhibit 14.7-5 Tsunami Warning System 337 314
Exhibit 14.7-6 California’s Portion of the National Warning System (CALWAS) 338 315
Exhibit 14.7-7 State Nuclear Power Plant Emergency Notification System 339 316
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State of California
Draft State Emergency Plan
Section 1 - Introduction
1
1. Introduction 318
The 2023 California State Emergency Plan, hereinafter referred to as the State
Emergency Plan (SEP), is an update to the 2017 State Emergency Plan, and
addresses California’s response to emergency situations associated with natural
or human-caused disasters.
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California’s long history of emergency management dates back to the early
20th century when catastrophic events such as the 1906 San Francisco
earthquake highlighted California’s significant disaster risk. Over the years,
California’s development and population growth have magnified that risk, and
since the release of the previous SEP, the magnitude and complexity of events
has only increased. California has experienced unprecedented climate driven
impacts from catastrophic wildfires, drought, extreme heat, and flooding. These
impacts have sometimes occurred simultaneously creating cascading effects,
or they have coincided with other non-climate driven events such as social
unrest. Today, the Novel Coronavirus Disease (COVID-19) has brought global
pandemics to the forefront of emergency management and illustrated several
unique facets of disasters not seen in other types of incidents in recent history.
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At the strategic level, COVID-19 required plans for responding to multi-incident
events, emphasized critical aspects of disaster logistics, highlighted the
importance of private sector supply chains, and drove expanded use of
information and teleworking technology. The pandemic also showed us the
importance of cultural awareness and strategies for helping equity priority
communities. The lessons learned, and best practices derived from COVID-19 will
certainly influence emergency management planning in California for years to
come.
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State agencies, local governments, tribal governments, and others must be
prepared to respond to emergencies that can occur within their areas of
responsibility and must be able to assess whether their capabilities are sufficient
to respond effectively. Decisive action on the part of emergency managers,
especially those in leadership positions, is necessary for the successful
implementation of the SEP.
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State of California
Draft State Emergency Plan
Section 1 - Introduction
2
In accordance with the California Emergency Services Act (ESA), this plan
describes the methods for conducting emergency operations, the process for
rendering mutual aid, the emergency services of governmental agencies, how
resources are mobilized, how the public will be informed, and the process to
ensure continuity of government during an emergency or disaster.
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Recovery from an incident is as important as the response to the incident. This
plan outlines programs that promote a return to pre-disaster conditions. The 2019
California Disaster Recovery Framework (CDRF) recognizes that recovery
operations occur in parallel with response along a “continuum” of short-term,
intermediate, and long-term phases. The CDRF describes the state’s strategies
for recovery and is an annex to the SEP.
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The concepts presented in the SEP also include mitigation programs to reduce
the vulnerabilities to disasters and preparedness activities to ensure the
capabilities and resources are available for an effective response. Effective
mitigation efforts reduce impacts of hazard events on life, property, and the
environment and thereby decrease the cost of response and recovery. These
efforts are becoming more important as climate change continues to increase
the frequency, intensity, and scale of natural hazard events. Hazard mitigation
breaks the cycle of damage and recovery and promotes long-term community
resiliency.
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The SEP is a strategic management document intended to be read and
understood before an emergency occurs. It outlines the activities of all
California jurisdictions within a statewide emergency management system and
embraces the capabilities and resources in the broader emergency
management community that includes individuals, businesses,
non-governmental organizations, tribal governments, other states, federal
government, and international partners. The SEP also seeks to foster inclusion
and integration in all aspects of emergency planning so that communities
experiencing conditions that put them at disproportionate risk during a disaster
have enhanced opportunities to be supported by the state’s emergency
services.
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State of California
Draft State Emergency Plan
Section 1 - Introduction
3
1.1. Recent Events in California’s Emergency Management 380
From January 2017 through December 2021, there were no fewer than 80
proclaimed States of Emergency. The following summary highlights several
disaster incidents with long-lasting impacts on California.
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In 2017, after six years of unprecedented drought conditions, California
experienced record rainfalls that resulted in Presidential Disaster Declarations in
53 of California's 58 counties. That rainfall led to the failure of the Oroville Dam
emergency spillway and the evacuation of 188,000 people. In fall of 2017, the
Northern California wildfires spread across portions of Napa, Sonoma,
Mendocino, Solano, and Lake Counties. The fires destroyed 8,793 homes,
caused approximately $14.5 billion in damages, and resulted in the deaths of 22
people.
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In 2018, the towns of Paradise and Concow in Butte County were nearly
destroyed by the Camp Fire. The wildfire was the deadliest and most damaging
in the State’s history with over 18,000 homes and businesses destroyed, 50,000
people displaced, 85 civilian fatalities, several civilian and first responder injuries,
and more than $12 billion in insurance losses. The Camp Fire resulted in the single
largest debris removal mission ever managed by the State to clear more than
22,000 sites.
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In July 2019, 6.4 and 7.1 magnitude earthquakes struck near the City of
Ridgecrest in Kern County. It was the most powerful earthquake in California in
nearly 20 years. Emergency personnel of the City of Ridgecrest responded to
nearly a dozen incidents. At the state level, nearly 30,000 bottles of drinking
water along with cots, blankets, and comfort kits were provided to support the
local response. Damages occurred to at least 100 homes and businesses. Mobile
homes were torn off foundations, chimneys fell, gas lines leaked, and some
homes caught fire. A new fault line cut the surface across a dry lakebed and
caused damage to a local elementary school. The Naval Air Weapons Station
also suffered costly damage to its buildings and equipment.
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Following the Ridgecrest Earthquake, California took a historic step toward
making its residents and communities safer by launching an alert system for
earthquake early warning through a statewide cell phone application. Cal OES
collaborated with the California Geological Survey, Alfred E. Alquist Seismic
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Safety Commission, Berkeley Seismology Lab (UC Berkeley), California Institute of
Technology, and the United States Geological Survey, to build a network of
1,115 seismic stations. This network sends information to the alerting system.
Earthquake Warning California, powered by ShakeAlert, is the country’s first
publicly available, statewide warning system that gives the people of California
crucial seconds to take cover before the earthquake is felt.
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In early 2020, California, along with the world, experienced the largest public
health crisis since the 1918 influenza pandemic. The global outbreak of
COVID-19 brought unprecedented challenges to the state and the nation.
Many Californians lost their lives to a virus that quickly spread through the state’s
population. The virus significantly impacted priority equity communities, resulting
in disproportionate death rates among these populations as well as
exasperating mental and physical health disorders (Cokley, 2021). People and
businesses were impacted by public health measures such as shutdowns,
quarantine and stay at home orders, physical and social distancing, and
mandatory masking.
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The pandemic tested emergency management concepts and required new
innovative thinking and approaches to reach solutions that were adaptable as
the impacts of the virus changed. Some of these approaches included distance
learning for schools, and teleworking for employees and businesses across all
sectors.
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In the summer of 2020, amid the pandemic, the state faced months of civil
unrest. Some of the protests gave way to riots and violence in several cities
requiring a significant mobilization of mutual aid resources. The civil unrest was
followed by another record-breaking fire season. By the end of 2020, nearly
10,000 fires had burned over 4.2 million acres causing 33 fatalities and damaging
or destroying 10,488 structures (CAL FIRE, 2021). The 2020 fire season had five of
the seven largest fires in California history burning at the same time, with the
August Complex Fire burning 1,032,648 acres, the state’s first “megafire.”
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In 2021, California re-entered severe to extreme drought conditions caused by
two consecutive years of low rainfall and snowpack during the rainy seasons
(National Integrated Drought Information System, 2021). Wildfires again ravaged
the northern part of the state with the Dixie Fire destroying much of the town of
Greenville in Plumas County. The Dixie Fire became the largest single source fire
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and the second largest fire in California history, burning 963,309 acres across five
counties. The Caldor Fire burned through several mountain communities in three
counties and damaged or destroyed over 1,000 homes, businesses, and other
structures and required the evacuation of South Lake Tahoe. Finally, a series of
winter storms at the end of 2021 and into 2022 brought record rain and snow fall
to the state, causing power outages, widespread debris flows along fire scarred
areas, closed highways and roads, and flooding.
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1.2. California’s Cyber and Terrorism Preparedness 454
Cyberattacks and terrorism from state and non-state actors remain a serious
threat to California’s government operations, its people, and its critical
infrastructure. To combat these threats, California has risen to the challenge as a
national and global leader in its approach to cyber and extremist threats
through the creation of the California State Threat Assessment System (STAS) in
2004, followed by the establishment of the California Cybersecurity Integration
Center (Cal CSIC) in 2015.
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The STAS is an integral component of the state’s ability to identify, track, assess,
and analyze threats. The STAS is comprised of the California State Threat
Assessment Center (STAC), five regional threat assessment centers within the
state, and the statewide terrorism liaison officer (TLO) network. The STAS is a
collaboration between public safety agencies to share resources, expertise, and
information to detect criminal and terrorist activity. The STAS produces and
disseminates timely and actionable threat information for government leaders
and policymakers, private sector partners, and the broader public safety and
national intelligence communities to support decisions, properly allocate
resources, and mitigate threats. The STAS maintains an all-crimes and all-hazards
approach to address a variety of threats including but not limited to
international terrorism, domestic terrorism, public safety, public health,
cybersecurity, foreign intelligence, transnational criminal organizations, and
threats to critical infrastructure.
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The Cal-CSIC has emerged as the premier collaborative public cybersecurity
organization, drawing expertise from partner agencies and organizations across
the technology sector. The Cal-CSIC is composed of military-trained cyber
analysts and experts in cyber defense, response, information technology,
cybercrimes, and forensics.
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The Cal-CSIC also works with cyber experts in the federal government and the
state's Cybersecurity Task Force. Created in 2015 and formalized into state law in
2018, Cal-CSIC's mission expanded in 2022 to include tracking and responding
to cyberattack reports from local educational agencies and developing an
outreach plan to help critical infrastructure sectors improve their cybersecurity
(CA Education Code, Section 35266) (CA Government Code, Section 8592.50).
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The Cyber Operations Branch provided expertise to the SolarWinds and “Log4j”
investigations and helped combat unemployment insurance fraud with the
Employment Development Department Pandemic Unemployment Assistance
program. In 2021, the Cyber Threat Intelligence Branch authored 48 unique
cyber threat intelligence products, and successfully implemented a near
real-time platform for detecting cyber vulnerabilities. Cal-CSIC is engaged in a
number of initiatives with partner agencies, such as Cal-Secure, a five year
strategic plan listing priorities and capabilities state agencies should develop to
strengthen their cybersecurity.
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1.3. Climate Impacts on Weather Related Hazards 496
The growing intensity and frequency of climate impacts is highlighted in the
California Climate Adaptation Strategy. This strategy looks at state risks from a
multitude of climate impacts such as precipitation changes, rising sea levels,
and increasing temperatures. Flooding, drought, extreme heat, coastal
inundation and erosion, and wildfires are hazards that impact every facet of life
in California. The state’s adaptation strategy provides details, using the best
available science, to describe how climate will impact different sectors such as
forestry, public health, energy, transportation, agriculture, parks and recreation,
and emergency management.
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There have been three updates to this strategy, with the latest update being
released in 2021 (California Natural Resources Agency, 2021). Each update has
been accompanied by separate scientific assessments to support planning and
action. The 2021 California Adaptation Strategy highlights hundreds of actions
being taken by the state to combat and prepare for climate hazards.
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As state, regional, and local entities increasingly prepare and respond to
climate hazards, the California Adaptation Planning Guide (California
Governor's Office of Emergency Services, 2020), is designed to support local
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government, regional organizations, and climate collaborative groups to
integrate best practices and current science into their adaptation planning
efforts. The guide provides helpful resources to local governments as they
comply with state requirements for local adaptation planning and provides
recommendations and advice on community-level climate change adaptation
planning.
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How we understand weather events informs how we respond. California aims to
consider vulnerable populations when responding to weather events. Climate
change will affect all people in California but disproportionately impact equity
priority communities – defined by educational attainment, race and ethnicity,
and age – and individuals with access and functional needs through flooding,
heat waves, and poor air quality (U.S. Environmental Protection Agency, 2021).
Cal OES will continue to monitor climate trends, predict threats using best
available science, and mitigate exacerbated hazards to protect our
communities, the economy, and the environment. California will continue to
address disaster planning and climate change through the lens of
environmental justice and integration of diverse populations, including those
with access and functional needs, in the decision-making process (California
Governor's Office of Emergency Services, 2020).
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1.4. Whole Community Inclusion 533
Diversity is a hallmark of California. In fact, Governor Newsom has said,
“California doesn’t succeed in spite of our diversity – our state succeeds
because of it” (Newsom, 2019). Diversity lends itself to a resilient society and
strong economy. There are culturally diverse communities located within
California that have differing needs and expectations related to emergency
management. These communities may include Indigenous peoples,
communities of color, immigrant and refugee communities, or other
underserved groups, including those with access and functional needs (AFN)
that experience disproportionate impacts from a disaster.
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The vulnerability of people and groups to hazard events is dynamic, varying with
geography and physical location, as well as economic, socio-historical, cultural,
and environmental factors. The capacity to anticipate, cope with, and adapt to
a hazard is an important factor of vulnerability. Engagement with and
understanding of the needs of communities that experience higher risk, a lack of
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access, or have vulnerabilities helps create a healthier and more resilient state
for all residents. California recognizes this and is leading the way in changing
how state and local government responds to disasters.
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Traditional emergency management structures can leave little room for a
collaborative community-centered approach to emergency response. Senate
Bill 160, passed in 2019, requires emergency managers to integrate cultural
competence into their emergency operation plans. Cultural competence
means having the ability to understand, value, communicate with, and
effectively interact with people across cultures in order to ensure that the needs
of all community members are addressed.
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The state is committed to improving the cultural competency of its emergency
management system and making emergency mitigation, planning, response,
and recovery efforts more equity centered. With this plan update, whole
community planning was used to ensure culturally diverse communities were
given the opportunity to voice their needs. This plan seeks to foster equity and
inclusion in all aspects of emergency planning so that communities experiencing
conditions that put them at disproportional risk during disasters have enhanced
opportunities to be supported by the state’s emergency services. Individual
preparedness also plays a role in this effort. Having awareness of local hazards
and maintaining a family readiness guide or emergency plan at home will help
to keep ourselves, our families, and our communities safer and more resilient
from the threats and hazards described in this plan.
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1.4.1. Integrating Access and Functional Needs 570
The Cal OES Office of Access and Functional Needs (OAFN) was established in
2008. The OAFN’s mission is to identify the needs of individuals with disabilities,
older adults, and all others with access or functional needs, and integrate them
throughout every facet of the state’s emergency management system.
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The OAFN works statewide across government, community, and private sector
partners to help integrate the access and functional needs perspective within
the culture and operational posture of the state’s emergency management
systems. The OAFN responds to major disasters to support the whole community
and assists local emergency management officials to ensure effective
communication, sheltering, and recovery efforts.
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The OAFN sponsors the AFN Library that includes guidance and best practices
for local governments, tribal nations, and non-governmental entities to use to
mobilize and evacuate people with disabilities and access and functional
needs. The OAFN also provides planning resources, guidance, training, and best
practices regarding inclusion and integration (refer to Integrating Access and
Functional Needs within the Emergency Planning Process: Best Practices for
Stakeholder Inclusion).
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In 2020, OAFN established the Cal OES Statewide Access and Functional Needs
Community Advisory Committee to assist Cal OES in its whole community
approach to emergency planning. The committee advises Cal OES regarding
emerging issues in the community, lessons learned, and best practices.
Committee members lend valuable insight in the critical areas of
communications, transportation, and sheltering, to ensure the state’s
emergency management system is inclusive.
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In response to COVID-19, OAFN was crucial in ensuring the California
Vaccination Campaign (CVC) sites in Los Angeles and Oakland, as well as the
mobile vaccination clinics in equity priority communities, were accessible to the
public. The OAFN provided site guidance to ensure paratransit and on-site
accessibility was maintained and secured both in-person and technology-
based language interpretation services to support on-site language needs.
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1.4.2. Office of Diversity, Equity, and Inclusion 601
The Cal OES Office of Diversity, Equity, and Inclusion (ODEI) was established in
2022 to support the integration of diversity, equity, and inclusion as core
principles throughout Cal OES. The office’s work will be founded upon
coordination with equity offices in other state, local, and federal agencies, as
well as with associations, groups, and individual stakeholders representing equity
priority communities disproportionately impacted by disasters in California. The
Chief of ODEI and staff provide guidance in the creation and communication of
culturally competent guidance on emergency preparedness, identification of
impacts to equity priority communities during emergency response and
recovery, and how mitigation resources may be distributed.
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1.4.3. Listos California 612
Listos California in the ODEI, is a transformative initiative launched in 2019 to
provide crucial life-saving disaster preparedness resources to every Californian,
including diverse and underrepresented populations, older adults, people with
disabilities, those living in poverty, and people experiencing language barriers.
Listos California work’s directly with communities to develop, share, and
promote culturally relevant and appropriate materials that reflect their
populations. The Listos California webpage features free resources tailored to
different segments of the population on topics related to disaster preparedness,
such as mental first aid, general emergency preparedness and preparedness for
wildfire, floods, and COVID-19.
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Listos California partners with the California Specialized Training Institute (CSTI) to
offer the Community Emergency Response Team (CERT) Basic Course online in
Mandarin and Spanish. Also available in English, the CERT course teaches
community volunteers about disaster preparedness and basic disaster response
skills. From 2019-2021, Listos California reached nearly four million people with
disaster readiness steps (Listos California, 2021).
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1.5. Reaching Equity Priority Communities 629
California is pursuing a comprehensive approach to advancing equity for all,
including people of color and others who have been historically underserved,
marginalized, and adversely affected by persistent poverty and inequality.
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Advancing equity in emergency management requires engaging
representatives of impacted communities and disseminating information to
state and local government agencies and non-governmental stakeholders.
These interactions should encourage inclusion of methods for protection of and
collaboration with individuals with disabilities, immigrant populations, and
racially and ethnically diverse communities, including those with limited English
proficiency in policies and processes.
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Emergency managers are encouraged to visit the U.S. Department of
Homeland Security webpage on Civil Rights in Emergencies and Disasters and
consider incorporating the practices listed there into their emergency planning
and operations.
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Cal OES and its emergency management partners will continue to enhance
prevention and detection capabilities to protect California and its equity priority
communities from all hazards and threats, and strengthen the ability to prepare
for, respond to, recover from, and provide resources to mitigate the impacts of
disasters, emergencies, crimes, and terrorist events.
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1.6. Science and Technology in Emergency Management 649
In the aftermath of the 1906 San Francisco earthquake, first responders used
horse drawn steam pump engines to fight a futile battle against fires that
consumed more than a third of the city. Fast forward to today and the steam
pump engine has become a self-propelled, all-terrain, low emission electric fire
engine that is configurable to meet multiple missions: water pumper, rescue unit,
or as a Type III wildland fire engine. Just as the horse drawn steam pump engine
has evolved, so has science and technology that supports California’s
emergency management systems.
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California has long been a birthplace for scientific and technological
innovation. Lasers (1960), Apple Computers (1976), the Internet (1983), the Rutan
Voyager aircraft (1986), and most recently nuclear fusion (2022), have all
marked California as a leader in cutting-edge science and technology. The
California University Systems (California State and University of California),
Lawrence Livermore National Laboratory, Silicon Valley and many other
technology centers play a pivotal role in the state’s economy and in nurturing
the pace of research and technology startups. Cal OES and its state agency
partners work closely with the science and technology community to apply this
new knowledge and innovation to save lives, reduce losses, and enhance the
state’s long-term resilience.
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Following are examples of how science and technology are helping emergency
managers prepare for disasters, improve the state’s response and recovery
capabilities, and enhance our overall emergency management system.
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Science and Research: Atmospheric River storms coming off the Pacific Ocean
are important for water supply in California; however, the most extreme of these
storms can lead to flooding. The California Atmospheric River Program was
established in 2015 in the Department of Water Resources. It is overseen by the
State Climatologist who is developing the science of these storms.
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Major observational, computational, and educational capacity, including
science and engineering, are core elements of the program. Better monitoring
and prediction of these storms has the potential to enhance use of existing
reservoirs to increase water storage while maintaining flood control capabilities.
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Cal OES is also funding scientists at the University of California, Berkeley. The
scientists are conducting research on Distributed Acoustic Sensing (DAS) to
identify the use of fiber optic cables to provide concentrated monitoring
devices in hazardous areas in order to send data at near the speed of light to
processing centers. These sensors and cables may be used in Monterey Bay and
the Cascadia Subduction Zone outside of Humboldt County, regions with
prominent fault lines that may be the cause of disastrous earthquakes. These
cables may increase the validity and reliability of earthquake detection in these
regions.
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Social Media: The communications landscape has rapidly evolved. There’s
been a shift in how the public receives news, in what the public wants, and
when the public wants crisis information. This shift in information sharing has
implications for providing consistent, accurate, and reliable information
regarding emergencies. The Office of Crisis Communications and Media
Relations at Cal OES uses social media platforms, blogs, and public service
announcements to meet these demands and share information with the public
and quickly provide updates during emergency events.
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The California State Warning Center (CSWC) uses the “Dataminr” program to
search credible sources such as government agencies, fire, law enforcement,
and major news outlets through their social media platforms. This unvetted
information acts as a catalyst for early awareness to events that are happening
in the state and allows the Cal OES Response Team to apply the necessary level
of response.
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Communications: The 9-1-1 system is a critical link for the people of California to
request help in times of need. The system has been a success story for 50 years,
but legacy hardware has not kept up with new phone technology. Its
replacement is the Next Generation 9-1-1 (NG 9-1-1) system. The NG 9-1-1
system enables interconnection among a wide range of public and private
networks, such as wireless networks, the Internet, and regular phone networks.
The new system will allow 9-1-1 centers to receive several types of information
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including text, supplemental data like medical information and automatic crash
notifications (telematics), and more accurate location information. The NG 9-1-1
system will also support the caller sending images and video to 9-1-1; however,
phone carriers are not able to support that function at this time. The NG 9-1-1
system is being implemented in a phased approach replacing the legacy
hardware systems.
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Alert and Warning: Wireless Emergency Alerts (WEA) are emergency alert
messages sent to the public through their mobile phones. These alerts can target
specific geographic areas. Cal OES successfully used WEAs in September 2022
to encourage the public to reduce energy consumption during a heat wave,
which helped to prevent power outages.
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Early Earthquake Warning: In partnership with scientists at the University of
California, Berkeley, the U.S. Geological Survey and the California Geological
Survey, Cal OES helps to fund the system that sends Earthquake Early Warning
(EEW) alerts statewide and to the public through three cell phone-based
pathways. These include the Cal OES sponsored MyShake application, WEAs,
and Android-enabled devices. Using the EEW system, individuals and businesses
may reduce the chance of injury by alerting facility personnel, controlling
generators, alerting classrooms over public announcement systems, opening fire
station doors automatically, shutting off kitchen gas lines, and de-energizing
control panels.
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Wearable Technology: In the past, the heavy double-layer personal protective
gear used by firefighters with the California Department of Forestry and Fire
Protection (CAL FIRE) was resulting in large numbers of heat stress injuries.
CAL FIRE partnered with the U.S. Army’s Natick Soldier Research, Development
and Engineering Center and the U.S. Forest Service in 2015 to design new
personal protective equipment (PPE) for wildland firefighters that improved
radiant thermal protection; reduced heat stress; and improved the form, fit and
function of firefighter PPE. The lighter, single layer PPE resulted in work durations
up to four times longer allowing firefighters to accomplish significantly greater
work output with minimal risk of heat stress.
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Computer Software: Many types of software are used by the state for data
collection and management, and to increase situational awareness to support
decision making by emergency managers. The State Operations Center (SOC)
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at Cal OES Headquarters uses software called CalEOC to record and track all
disaster response information during an incident. Cal OES also uses cloud-based
platforms to stream meetings and data-share with stakeholders. On-line survey
tools help to accurately identify equity priority communities impacted by a
disaster.
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Geographic Information Systems: Geographic Information Systems (GIS)
software is used by Cal OES to develop incident maps detailing building layouts,
infrastructure, and other key features. These maps can be used to identify
potential hazards and locate victims who may be trapped or need assistance.
GIS software is also used to create information dashboards to analyze and
present data and statistics, so they are understandable at a glance.
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The Cal OES Recovery Branch is creating a dashboard that will provide debris
flow thresholds using an active rain gauge layer that cross-references known
burn scar areas. In addition, Cal OES and its state agency partners often publish
maps and dashboards on their websites to inform the public and news media
on information related to evacuation routes, shelter locations, and wildfire
boundaries.
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Fire Integrated Real-time Intelligence System: The Fire Integrated Real-Time
Intelligence System (FIRIS) program is a public-private partnership that provides
real-time intelligence on emerging disasters. The program uses two different
aircraft that are equipped with multiple sensors that collect data that is used by
the WIFIRE Lab at the University of California, San Diego, to create fire growth
models. These models show locations where a current fire is likely to spread.
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Next Generation Situation Control Operations and Unified Technology: The Next
Generation Situation Control Operations and Unified Technology (NG-SCOUT)
platform is an integrated technology system designed to support emergency
management and response operations. The platform provides real-time
situational awareness by integrating various data sources, such as satellite
imagery, weather data, and sensor networks. The platform includes mapping
and visualization tools, data analysis and reporting tools, and communication
and collaboration tools. NGSCOUT was developed by Cal OES to help
coordinate response efforts across different agencies and organizations during
emergencies.
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Drones/Unmanned Aerial Vehicles: The use of drones or unmanned aerial
vehicles (UAVs) during emergency response is growing. Drones equipped with
cameras are being used in search and rescue operations to help locate
trapped or injured individuals. Drones also provide a bird’s-eye view of an
affected area allowing emergency responders to quickly identify damage and
prioritize response.
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Artificial Intelligence: Artificial intelligence (AI) can help train and prepare first
responders. For example, AI is being used in a text-to-speech program that
analyzes real-time 9-1-1 conversations in comparison to pre-scripted content.
The program’s analytics are then used to improve the performance of 9-1-1
operators and dispatchers.
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Currently, several cities in California are using an AI platform that assigns a
unique, verified digital fingerprint to every element in the city, modeling the
entire system, and monitoring the impact of each disaster and weather on a
location. That information is leveraged with data on city infrastructure and
former disasters to predict the damage when different disasters hit,
accomplishing 85 percent accuracy within 15 minutes on a city block-level basis
(Torres, 2018).
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Science For Disaster Reduction: The Science for Disaster Reduction Interagency
Working Group (SDR) under the National Science and Technology Council works
with federal partners like the Federal Emergency Management Agency (FEMA)
and civilian science and technology companies to identify best practices,
strategies, and guidance for managing disaster risks. Visit FEMA’s Risk
Management webpage to find technical publications on earthquakes,
windstorms, dam safety, building science, and more.
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The 2023 update to the California State Emergency Plan provides more detail on
many of the examples above and gives a solid foundation to the state’s
emergency response practitioners. The knowledge and capability that scientific
research and innovation is providing to the emergency management profession
is leading to more resilient communities. Disaster-resilient communities
experience much less disruption to life and the local economy following a
hazard event, so together, they build a more resilient California.
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2. Basic Plan, Purpose, and Scope 812
There are four parts to the SEP: The Basic Plan, Functional Annexes, Hazard or
Threat Specific Annexes, and Plan Supplements.
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Basic Plan: The basic plan describes the fundamental systems, strategies,
policies, assumptions, responsibilities, and operational priorities California will use
to guide and support inclusive emergency management efforts. Essential
elements of the basic plan include:
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• A description of the emergency services provided by governmental
agencies and how resources are mobilized.
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• An outline of the methods for carrying out emergency operations and the
process for rendering mutual aid.
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• An overview of the system for providing public information. 823
• Emphasis on the need for organizational continuity planning to ensure
uninterrupted government operations.
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These elements culminate in a comprehensive emergency management
concept of operations that outlines the relationships and responsibilities of state
government, its political subdivisions, and other participating organizations.
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Functional Annexes: The SEP includes California Emergency Support Function
(CA-ESF) annexes for 18 discipline specific areas of emergency management
(CA-ESF 9 and CA-ESF 16 are merged with other CA-ESFs, refer to Section 10 for
more information). These annexes describe specific goals, objectives,
operational concepts and capabilities, organizational structures, and related
policies and procedures.
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The Enhanced State Hazard Mitigation Plan (SHMP) is also a functional annex to
the SEP, as is the CDRF and its accompanying Recovery Support Functions
(RSFs). All of these functional annexes were developed separately from the
basic plan and reference existing agency and department plans and
procedures. Supporting plans and documents are listed as an attachment to
each functional annex.
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Hazard or Threat Specific Annexes: These are integrated plans that describe the
policies, situation, concept of operations, and agency responsibilities for
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State of California
Draft State Emergency Plan
Section 2 – Basic Plan, Purpose, and Scope
18
particular hazards, threats, or incidents anticipated by the state. Hazard or
threat specific plans include the Catastrophic Incident Base Plan, the Southern
California Catastrophic Earthquake Response Plan, the Bay Area Earthquake
Plan, the Cascadia Subduction Zone – Earthquake and Tsunami Response Plan,
and the Northern California Catastrophic Flood Response Plan.
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Plan Supplements: Subsequent plans and procedures developed in support of
the State Emergency Plan, such as mutual aid plans, logistics plans, and grant
administration plans will be incorporated by reference and maintained
separately from the basic plan.
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A list of current annexes to the SEP is included in Section 14.6 List of Annexes to
the State Emergency Plan.
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2.1. Purpose and Scope 854
The SEP provides a consistent, statewide framework to enable state, local, tribal
governments, the federal government, the private sector, and community
stakeholders to work together to mitigate, prepare for, respond to, and recover
from the effects of emergencies regardless of cause, size, location, or
complexity. In accordance with the ESA, this plan is in effect at all times and
applies to all levels of state government and its political subdivisions.
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The SEP incorporates and complies with the principles and requirements found in
federal and state laws, regulations, and guidelines. It is intended to conform to
the requirements of the California SEMS, the National Incident Management
System (NIMS), as well as the California and National Disaster Recovery
Frameworks (NDRF) and be consistent with federal emergency planning
concepts such as the National Preparedness System, and catastrophic concept
of operations (CONOPS) documents developed jointly by FEMA Region IX and
the State of California.
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This plan is part of a larger planning framework that supports emergency
management within the state. Exhibit 2.1-1 Emergency Plan Interface on the
next page illustrates the relationship of the State Emergency Plan to other state
plans and its political subdivisions. Through an integrated framework of
emergency plans and procedures involving all stakeholders in the emergency
management community, California promotes integrated planning and
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Draft State Emergency Plan
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coordination prior to an emergency, ensuring a more effective response and
recovery.
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Exhibit 2.1-1 Emergency Plan Interface 877
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Draft State Emergency Plan
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20
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This Page Intentionally Left Blank 880
State of California
Draft State Emergency Plan
Section 3 – Situation and Assumptions
21
3. Situation and Assumptions 881
3.1. Population 882
California is a complex state. The population, economy, geology, geography,
natural resources, and weather vary significantly from the northern border to the
international border in the south. The state leads the nation in population with
an estimated 39.18 million residents or over 11.5 percent of the United States
(U.S.) population (California Department of Finance, 2022). About 26.4 million
people live in the coastal counties of the state. In addition to the permanent
population, California was the destination of 268 million domestic leisure and
business travelers in 2019, along with 17.7 million international travelers (California
Travel & Tourism, 2019). While California’s population growth began slowing in
2010, it is expected to exceed 41.8 million by 2030 (California Department of
Finance, 2021).
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Part of any successful jurisdictional emergency planning effort requires an
understanding of the populations impacted. California’s demographics are
diverse; however, no single ethnic group currently represents a majority of the
population. Refer to Exhibit 3.1-1 California’s Demographics below for a general
breakdown of the state’s demographics (California Department of Finance,
2021).
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Exhibit 3.1-1 California’s Demographics 900
901
40.2%
34.3%
15%
5.3%
0.2%
0.4%
Hispanic/Latino (40.2%)
White (34.3%)
Asian (15.0%)
Black or African
American (5.3%)
American Indian (0.2%)
Native Hawaiian or
Other Pacific Islander
(0.4%)
State of California
Draft State Emergency Plan
Section 3 – Situation and Assumptions
The Native American people of California bring vibrancy to the state but have
the smallest population among the major racial and ethnic groups living here.
There are 109 federally recognized California Native American tribal
governments and 62 non-federally recognized California Native American Tribes
with an estimated total population of 535,468 as of 2021 (United States Census
Bureau, 2021).
22
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California has more immigrants than any other state. Approximately 27 percent
of the state’s population is foreign born with the leading countries of origin being
Mexico, the Philippines, China, Vietnam, and India (Hans Johnson, 2021). This
diversity in population also means a significant linguistic diversity. While English
and Spanish are the primary languages, there are at least 200 languages
spoken in California (Temelkova, 2021). Refer to Exhibit 3.1-2 Spoken Languages
below for a representation of the various languages used.
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Exhibit 3.1-2 Spoken Languages 915
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925
56.0%
28.2%
4.8%
9.8%
1.2%
English (56.0%)
Spanish (28.2%)
Other Indo European
(4.8%)
Asian/Pacific Islander
(9.8%)
Other (1.2%)
Note: Asian/Pacific Islander includes Chinese, Tagalog, Vietnamese, and Korean
Other Indo European includes Persian, Hindi, and Armenian
Source: U.S. Census Bureau, American Community Survey 1-Year, 2021
There are over 13.15 million households in California with an average
occupancy of three people per household. There are more homeowners than
renters with a ratio of 55 percent homeowners to 45 percent renters in 2022, but
this gap is shrinking as housing costs continue to climb (iPropertyManagement,
2022). People renting tend to move more frequently than homeowners which
can lead to them being unaware of their local natural hazards.
State of California
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Section 3 – Situation and Assumptions
23
Individuals experiencing homelessness in the state pose a similar concern, and
their numbers are increasing. According to the California Business, Consumer
Services and Housing Agency there were at least 268,263 people experiencing
homelessness in California in 2021California Business, Consumer Services and
Housing Agency, 2021). Additional consideration is needed by state and local
government to ensure people lacking housing stability are included in
emergency planning and response activities. Refer to Exhibit 3.1-3 Home
Ownership in California below to see home ownership trends for 2017 through
2021.
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Exhibit 3.1-3 Home Ownership in California 935
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44.1
45.1
0
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55
60
2017 2018 2019 2020 2021
% of Population
Year
Home Ownership versus Renting
Homeowners Renters
Source: U.S. Census Bureau, Homeownership Rate for California,
(percentages are rounded)
According to the Centers for Disease Control and Prevention, approximately 6.7
million adults in California have some type of disability (Centers for Disease
Control and Prevention, 2020). The state’s population is also aging. Between
1970 and 2016, the number of adults aged 60 or over grew from 2.5 million to 7.8
million, an increase of 212 percent. Projections are that by 2030, when the last of
the Baby Boomer generation has reached age 60, there will be an estimated
10.8 million older Californians, and approximately one million of those individuals
will be age 85 or older (California Department of Aging, 2017).
Integrating whole community planning and mitigation can help a jurisdiction
prevent gaps and inequities in the way it plans, responds to, and recovers from
State of California
Draft State Emergency Plan
Section 3 – Situation and Assumptions
24
disasters. This may increase suffering and loss of life among individuals with
disabilities, older adults, and others with access or functional needs.
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California Government Code, Section 8593.3 defines access and functional
needs as individuals who have:
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• Developmental, intellectual, or physical disabilities. 953
• Chronic conditions or injuries. 954
• Limited English proficiency or non-English speaking. 955
Or individuals who are: 956
• Older adults, children, or pregnant. 957
• Living in institutional settings. 958
• Low-income, experiencing homelessness, and/or transportation
disadvantaged.
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960
The state is divided into 58 counties and subdivided into 482 incorporated cities
and towns. The state’s counties vary widely in land area, population,
geography, and growth. For example, the most populous county, Los Angeles,
has 9.86 million inhabitants; while the least populous county, Alpine, has 1,200
inhabitants (California Department of Finance, 2022). Eight of the 50 most
populous U.S. cities are in California and include Los Angeles, San Diego, San
Jose, San Francisco, Fresno, Sacramento, Long Beach, and Oakland (The United
State Census Bureau, 2019).
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3.2. Economy 969
California has a strong economy, with a gross state domestic product of $3.37
trillion in 2021. California’s economy is fifth in the world (U.S. Bureau of Economic
Analysis, 2021). A catastrophic disaster in California could adversely affect the
national and world economies (Hughs, 2021).
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California’s economic strength and vitality is attributed to a variety of industries
including, but not limited to, agriculture, tourism and hospitality, healthcare,
construction, film and television, and technology. California’s 11 ports are also
major commerce hubs. The Ports of Los Angeles and Long Beach are among
the top five busiest ports in the country. Together, these two ports handle about
40 percent of U.S. imports from Asia (The Journal of Commerce, online).
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3.3. Geography 980
California is the third largest state in area in the nation at 163,696 square miles
(107.765 million acres) within a land mass that is 770 miles long and 250 miles
wide. The state has over 1,000 miles of coastline along the Pacific Ocean, shares
990 miles of border with three other states (Oregon to the north, and Nevada
and Arizona to the east) and has approximately 140 miles of international border
with Mexico to the south.
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The State of California owns 2.4 million acres with 1.3 million acres of that
designated as state parks. There is almost 48 million acres of federal lands in
California. This equates to 47.7 percent of California’s land area. These lands are
managed by 14 agencies and include military bases, national parks,
monuments, and forests.
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Approximately one-third of California’s total land area is covered by forest and
about 25 percent is covered in deserts. A key inland feature is the Central
Valley, a large fertile stretch of farmland that ranks in the top 10 agricultural
producers worldwide. The Central Valley is bounded by the Coast Range
Mountains to the west, the Sierra Nevada range and Basin and Range Province
to the east, the Cascade Range and Klamath Mountains to the north, and the
Transverse and Peninsular ranges to the south.
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998
California’s geologic and geographic extremes are demonstrated by the fact
the state has both the highest (Mount Whitney) and the lowest (Badwater Basin,
Death Valley National Park) elevation points within the continental U.S. Given
this diversity, the climatic conditions vary significantly from hot desert to alpine
tundra, depending on latitude, elevation, and proximity to the coast. Most of
California has cool, rainy winters and dry summers. Areas near the ocean
typically experience cooler summers and warmer winters, while inland areas
experience hotter summers and colder winters.
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Northern California generally receives more rainfall than the southern part of the
state. High desert climates are found east of the Sierra Nevada, and the
Transverse and Peninsular ranges of southern California. The high deserts, that
include the Mojave Desert, the Owens Valley, and the Modoc Plateau, are part
of the Great Basin region and experience hot summers and cold winters. The low
deserts east of the southern California mountain ranges, including the
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Imperial Valley, Coachella Valley, and the lower Colorado River basin, are part
of the Sonora Desert with hot summers and mild winters.
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Two river systems, the Sacramento and the San Joaquin, form the principal
freshwater system in California. The Sacramento River flows south for 377 miles
from the Cascade Range near Mount Shasta. The San Joaquin River flows
northwest for 350 miles from the Sierra Nevada Mountain range near Yosemite.
Both rivers feed into the Sacramento-San Joaquin Delta, which serves as a
critical water supply hub for California and contains a rich and productive
habitat. With dredging, these river systems are large and deep enough that
several inland cities, most notably Stockton and West Sacramento, are harbor
communities that can dock ocean-going vessels. Water from the
Sacramento-San Joaquin Delta provides drinking water for nearly 23 million
people, almost two-thirds of California’s population, and provides irrigation
water to the Central Valley.
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California's coast and adjacent ocean waters (three geographical miles from
the coast, reefs, outermost islands, and where inland waters meet the sea)
cover approximately 5,285 square miles (Gurish). Their natural beauty attracts
tourism and provides important resources. The coastline encompasses beaches,
rocky cliffs, harbors, and estuaries, as well as coastal communities that range
from metropolitan cities to rural towns. The Marine Life Protection Act of 1999
established a network of marine protected areas (MPAs) along the entire length
of the coast to help manage and protect California’s marine ecosystems.
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Refer to Exhibit 3.3-1 Map of California on the next page to understand the
relationships between the state’s topography, rivers, forests, deserts, central
valley, coastal features, and cities.
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Draft State Emergency Plan
Section 3 – Situation and Assumptions
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Exhibit 3.3-1 Map of California 1038
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*California’s territorial boundaries extend three nautical miles beyond the outermost
islands, reefs, and rocks, and coast (Source: Overview of California Ocean and Coastal
Laws with Reference to the Marine Environment).
Legend
★ Capital
• City
CA State Waters*
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Draft State Emergency Plan
Section 3 – Situation and Assumptions
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3.4. Hazards and Vulnerabilities 1043
A hazard represents an event or physical condition that has the potential to
cause fatalities, injuries, property damage, infrastructure damage, agricultural
losses, damage to the environment, interruption of business, or other types of
harm or loss. California’s Enhanced SHMP shows that earthquakes, floods, and
wildfires are the predominant hazards that historically have resulted in the
highest disaster losses. Secondary hazards include levee failure, landslides, and
tsunamis. For a complete list of hazards considered by the state for mitigation
purposes, please refer to the Enhanced SHMP.
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Vulnerability indicates the level of exposure of human life, property, and the
environment to damages from natural and human-caused hazards. California
and its people are vulnerable to a wide range of hazards that threaten
communities, businesses, government, and the environment.
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Densely populated counties are found in southern California, the San Francisco
Bay Area, Delta region, and Central Valley. Many of these regions are
threatened by multiple hazards.
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The severity of emergencies is determined not only by the occurrence of natural
events (that may be increasing in magnitude and frequency due to climate
change), but also on the level of exposure and socio-economic vulnerability to
those events. In recent years, California has faced consecutive disasters that
have resulted in significant cascading social, political, economic, and
environmental impacts. Vulnerable populations have experienced the harshest
of these effects, as they are more likely to suffer from heavy weather, fire, and
poor air quality. Recovery efforts are still on-going with this update.
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Climate impacts, including extreme weather events, sea level rise, precipitation
patterns, and severe and frequent wildfires, present new risks that impact all
phases of emergency management. Climate change is already affecting
temperatures across California. Present day (1986 - 2016) temperatures
throughout the state have warmed above temperatures recorded during the
first six decades of the 20th century (1901 - 1960). With rising temperatures,
especially during dry summer periods, the state has experienced some of the
deadliest and most destructive wildfires in its history. Five of the 20 largest
California wildfires fires occurred in 2020, burning a record 4.3 million acres,
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Section 3 – Situation and Assumptions
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damaging or destroying 11,116 structures and killing 33 people. In addition to
extreme heat and wildfires, sea levels along the coast of central and southern
California increased over 5.9 inches during the 20th century (Bedsworth, 2019).
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Given the current effects of climate change, and the anticipated consequence
projected for the future, the climate must be considered in all phases of
emergency management: mitigation, preparedness, response, and recovery.
California continues to move forward and work with stakeholders, all levels of
government, and federal and international partners to build climate adaptation
and community resiliency strategies into planning and preparedness efforts. The
Enhanced SHMP incorporates climate beginning with the 2007 update, and the
state continues to work to build community resiliency through mitigation actions,
helping to lessen the impacts of, and recovery from, emergency events.
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Examples of California hazards and vulnerabilities listed in the Enhanced SHMP
are detailed below.
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3.4.1. Earthquake 1090
More than 70 percent of California’s population resides within 30 miles of an
earthquake fault where strong ground shaking could occur in the next 50 years.
Statewide, approximately 27 million people live in areas that could experience
shaking intensities strong enough to damage many types of structures. In 17
counties, more than 90 percent of the population lives where shaking can be
strong.
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While earthquakes occur every day in California, few are large enough to be
felt or require a state level response. However, those infrequent large magnitude
earthquakes have the potential to impact life safety, cause extensive injuries,
and can result in significant economic, property, and infrastructure damage.
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The San Andreas Fault System forms the tectonic boundary of the Pacific Plate
and the North American Plate that move horizontally past one another at the
rate of approximately 1.5 inches per year, with the Pacific Plate moving toward
the northwest. This movement results in strike-slip earthquakes along the San
Andreas Fault and other associated faults, some of which have historically been
the most damaging earthquakes in California.
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The San Andreas Fault, which extends from Cape Mendocino in the north
through California for more than 800 miles to the Salton Sea, is California’s
largest fault system. This system includes an intricate network of branching faults
of which about 200 are considered potentially hazardous based on geologic
records.
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Off the coast of Cape Mendocino is the Mendocino Triple Junction, a region
where the Pacific Plate, North American Plate, and the Gorda Plate collide,
forming one of the most seismically active regions on Earth. This junction forms
the point where the northern end of the San Andreas Fault transitions to the
southern end of the Cascadia Subduction Zone, which extends offshore of
California’s northern coast. This region is a source of damaging earthquakes.
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Growing urbanization and increasing reliance on complex infrastructure
including electricity, water, telecommunications, and transportation magnify
California’s earthquake vulnerability. Highly populated and major agricultural
regions in California could be exposed to potentially damaging shaking,
landslides, and liquefaction from earthquakes. It has been shown that areas with
high minority populations are more likely to experience more significant
economic loss compared to areas with predominantly white populations.
Identifying the potential risks of damage, loss of life, and economic devastation
is important for mitigation efforts (Noriega, 2012).
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Using FEMA Hazus Program data, a nationally standardized risk modeling
methodology, the California Geological Survey (2016) calculated the
annualized earthquake loss, the estimated long-term value lost for buildings due
to earthquake in any single year in California to be $4.6 billion adjusted to 2022
dollars. This is an average potential loss in any given year, the actual loss in a
specific year could be higher or lower. Over 70% of these losses are expected to
occur within three geographic areas due to their proximity to seismic faults: Los
Angeles-Long Beach-Santa Ana, San Francisco-Oakland-Fremont, and
Riverside-San Bernardino-Ontario. The Los Angeles-Long Beach-Santa Ana area
has the potential to account for $1.6 billion (35 percent) of that annual average,
the most of the three geographical areas (FEMA, 2017).
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3.4.2. Flood 1138
Flooding poses a serious risk to life, property, and public health and safety and
could devastate the state’s economy. Flooding can affect the state at different
times and in different ways based on the complexities and diversity of the land,
hydrology, and climate. In the past half-century, California has experienced
numerous extreme weather events resulting in flood-related disasters across the
state. These widespread flood events require significant emergency response
and recovery efforts, typically resulting in the issuance of a Governor
Proclamation of a State of Emergency and, in many cases a Presidential Disaster
Declaration, for the affected areas. The cost of response efforts and extensive
damage to public and private infrastructure from each of these events ranges
from an estimated $150 million (1997) to $2.6 billion (2017).
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The meteorological phenomenon behind most large storms on the U.S. West
Coast is the Atmospheric River (AR). These jets of warm moist air and high wind
originate over the mid-latitude North Pacific Ocean and transport moisture to
California which turns to rain and snow. These events have come to be known
as the "Pineapple Express".
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The January 1997 flood was one of the largest and most extensive flood disasters
in California’s recorded history. There were two large flood-producing series of
storms, one in late December through early January and another in late
January. Rivers from the Oregon border to the southern Sierra reached flood
stages, with some rivers in the southern Sierra cresting with flows more than
seven times their channel capacities. In some areas such as the lower San
Joaquin River system, levee flood control systems were totally overwhelmed,
resulting in extensive damage, levee failures, and flooding. Forty-six counties
were given presidential emergency declarations and an additional two
counties declared local emergencies.
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In the winter of 2016-17, a series of storms brought abundant precipitation and
snow to the central and northern portions of the state. The resulting runoff filled
Lake Oroville that also experienced a structural failure in the dam’s lower
spillway, causing an inability to keep up with the reservoir’s rising water level. The
storm runoff eventually overtopped the dam’s emergency spillway threatening
to undermine the structure. Over 188,000 people in the Feather River Valley were
evacuated. Although a catastrophic failure was avoided, high water flows in
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the Feather River caused considerable damage to the river’s banks, road
infrastructure, and destroyed large areas of farmland.
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In preparation for future storms and to help mitigate their impacts, the Northern
California Catastrophic Flood Response Plan was adopted in 2018. This plan was
developed in accordance with the Sacramento-San Joaquin Delta Emergency
Preparedness Act of 2008. The act required Cal OES to develop an emergency
preparedness and response strategy for the Delta Region The flood plan outlines
how state and federal agencies will work in coordination with affected counties
to execute joint agency responsibilities and transition to recovery following a
catastrophic flood.
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Densely populated counties with high numbers of individuals with a disability or
an access or functional need are in flood-prone areas of Southern California,
the San Francisco Bay Area, Delta Region, and Central Valley. People
experiencing homelessness are disproportionately affected by flooding when
they set up encampments along waterways, putting them at greater risk of
injury and death, as well as personal property loss, and are also less likely to
receive warnings of floods, which compounds these risks.
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Many urban and rural areas are not protected by levees and are subject to
recurring, seasonal flooding by local rivers or streams. According to the
California Legislative Analyst’s Office every county in the state has been
declared a federal disaster area at least once for a flooding event. Over seven
million people, or approximately 18 percent of the state’s total population, live
in a Flood Insurance Rate Map (FIRM) designated floodplain.
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In the 2022 update of the Central Valley Flood Protection Plan, the Central
Valley Flood Protection Board estimates there is $223 billion in homes, businesses,
and other structures at risk to flooding and an additional $17 billion of
agricultural economic activity that could be significantly affected by extreme
precipitation events. The plan reports that the state has invested approximately
$4.1 billion from 2007 to 2021 in flood control efforts in the Central Valley.
Additional flood control efforts are planned over the next five years including
the Lower Elkhorn Basin Levee Setback project which will increase the size of the
Yolo Bypass by 900 acres (Central Valley Flood Protection Board, 2022).
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3.4.3. Wildfire 1205
Climate change has dramatically increased the size and intensity of wildfires
throughout the state. The cost in lives and fire suppression have risen drastically.
Fast moving wildfires killed 151 people and destroyed 49,115 structures in the last
five years. Fire suppression costs in 2018-19 topped $890 million (California
Department of Forestry and Fire Protection [CAL FIRE], 2020). Since 1954, 78
percent of federally declared disasters in California (includes Fire Management
Assistance Grants [FMAG]) were the result of wildfires.
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Approximately 37 million acres within California are at risk from wildfire, with 17
million acres at high risk. A total of 7.8 million acres of California are developed
with housing unit densities considered to meet the Wildland-Urban Interface
(WUI) criteria, and a total of 11.8 million homes are located in the WUI.
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California continues to face multiple years of statewide, severe drought
conditions. One of the compounding impacts of drought is the state’s fire threat
resulting in aggressive fire behavior and activity changes. As a sobering
example, the 2020 fire season had five large fires burning at the same time. Fire
“complexes”, consisting of dozens of fires, burned huge swaths of land and
destroyed thousands of structures. One of these fires, the August Complex,
began as 37 separate fires ignited by lightning strikes. The complex burned a
total of 1,032,648 acres becoming the state’s first “megafire.” In 2021, the Dixie
Fire became the largest single source fire in California history, burning 963,309
acres across five counties.
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Landscapes at risk of wildfire cross multiple ownerships requiring the need for
strong partnerships among federal, state, local, and tribal entities, and private
organizations. In August 2020, California and the U.S. Forest Service (USFS)
entered into an agreement to improve the health of California’s forests and
reduce wildfire risk across the state. CAL FIRE and the USFS will each expand
their fuels management programs to cover 500,000 acres annually by 2025.
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Wildfire smoke has had a significant impact on the health and quality of life for
many people in Californians, particularly among individuals with preexisting
health conditions and access or functional needs. Thick smoke from fires burning
in interior valley and coastal mountain areas are carried westward by strong
winds over heavily populated cities. The smoke is made up of a complex mixture
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of gases and fine particles. These microscopic particles can penetrate deep
into lung tissue and cause a range of health problems.
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The California Forest Management Task Force was established in 2018 to
introduce a more holistic, integrated approach toward effective forest
management. This task force’s purpose is to develop a framework for
establishing healthy and resilient forests that can withstand and adapt to
wildfire, drought, and a changing climate. The use of prescribed fire under safe
conditions is now well-recognized as one of the most versatile and cost-effective
tools available to reduce fuels buildup and the risk of catastrophic wildfires.
Where possible, CAL FIRE, the USFS, and Tribal governments are actively
collaborating to get more “good” fire on the ground (California Natural
Resources Agency, 2021).
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3.4.4. Volcanic Event 1250
Volcanic areas are located throughout California, from Siskiyou County in the
north to Imperial County in the south. Volcanic events can include increased
seismicity, deformation and gas emissions, steam, or ash explosions, as well as
effusive or explosive eruptions of lava. According to the U.S. Geological Survey
(USGS) National Volcanic Threat Assessment, California has eight volcanic areas
considered to be moderate, high, or very high threat. Of most concern are the
six high or very high threat volcanic areas. The hazard zones of these six volcanic
areas cover over 20,000 square miles of land affecting 17 California counties, all
three Cal OES Administrative Regions, and five of six Mutual Aid Regions. Refer to
Exhibit 3.4-1 Volcanic Hazard Areas in California on the next page for the
locations of these hazard zones.
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Exhibit 3.4-1 Volcanic Hazard Areas in California 1262
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VOLCANIC AREA THREAT LEVEL
Medicine Lake Volcano
High
Mount Shasta Very high
Lassen Volcanic Center Very high
Clear Lake Volcanic Field High
Long Valley Volcanic Region Very high
Salton Buttes High
California generates power with geothermal and steam fields, located adjacent
to volcanic centers throughout the state. The heat driving the geothermal
systems emanates from zones of partially molten rock (magma) deep below the
surface.
Hazards from volcanoes include pyroclastic flows, lava flows, lahars and floods,
volcanic ash, ballistics, and volcanic gases. Some volcanic hazards, such as
ballistics, are short-range with mostly local impacts, while other hazards, such as
lahars, can travel many miles. Secondary effects can include flooding or ash
laden debris flows due to rapid snow melt.
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Volcanic ash can travel hundreds of miles and significantly impact air travel,
transportation, communications, and utilities. California can also be impacted
by volcanic ash from volcanoes outside the state such as Mount St. Helens in
Washington State. Unique characteristics of volcanic events include:
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• Volcanic eruptions are multi-hazard events with cascading
consequences. Hazards are most severe within a few miles of the eruptive
site, where life-threatening and highly destructive phenomena evolve
within seconds to minutes, leaving little time to mount evasive actions.
Generally, hazard severity declines, and the time available to issue
warnings increases, with distance from the vent.
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• Volcanic events may last for weeks, months, or years, with activity
increasing or decreasing repeatedly with or without an explosive event(s).
Globally, eruptive activity has a median duration of about seven weeks. In
addition, some hazards endure well beyond the timescale of the eruption.
Post eruption hazards, such as resuspension of volcanic ash, may occur for
years, or even decades, after an eruption has stopped.
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California has volcanoes that were active in historical times and have the
potential to erupt again. The most recent eruption in California occurred from
1914-1917 at Lassen Peak. This eruption included ash, ballistics, and pyroclastic
flows that could be seen for miles around with ash reaching as far as
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Elko, Nevada. Portions of Northern California received measurable ash fall from
the Mount St. Helens eruption in 1980.
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A state-Level Concept of Operations for Volcanic Events Plan (Volcano ConOps
Plan) has been drafted and will be included as an annex to the SEP once it is
finalized. The Volcano ConOps Plan addresses six (6) main hazard types
associated with the volcanic hazard: pyroclastic flows, lava flows, lahars and
floods, volcanic ash, ballistics, and volcanic gasses.
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The USGS Volcano Observatory monitors and issues Volcano Alert Notifications
during changes in volcanic activity. These notifications are publicly available at
USGS’ Volcano Updates webpage.
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3.4.5. Landslide 1303
Landslides commonly occur in connection with other major natural disasters
such as earthquakes, volcanic events, wildfires, and floods; however, landslides
can also be caused by normal, seasonal rainfall or erosion. Expansion of
residential and recreational developments into the wildland urban interface or
hillside areas leads to more people threatened by landslides each year.
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The Montecito Mudflow in Santa Barbara County occurred in January 2018 after
heavy rains saturated hillside soils left bare by the Thomas Fire in 2017. The
mudflow killed 23 people, injured 163, and damaged or destroyed 243 homes
and businesses. Blocked by mud, boulders, and debris from the slide, State
Highway 101 was closed for nearly two weeks before reopening.
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3.4.6. Dam and Levee Failure 1314
California has a complex system of flood infrastructure consisting of
approximately 20,000 miles of levees, more than 1,500 dams and reservoirs
(1,250 of which are under state jurisdiction), and more than 1,000 debris basins
that protect the state’s population, agricultural lands, and water supply. The
history of and recent changes in dam safety and emergency preparedness
include:
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• In early June 2004, the Upper Jones Tract Levee near Woodward Island in
the Delta suddenly failed. The levee break flooded 12,000 acres of
farmland and threatened the California State Water Project and water
supply to southern California. Emergency actions prevented any loss of
water supply to the south, but repairs cost $100 million and required many
months to pump the farm fields dry and bring them back into production.
Burrowing wildlife was the suspected cause of the failure.
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• Sixteen dam failures or major incidents have occurred since 1950 with the
most recent being the Oroville Dam Spillway incident in February 2017.
Dam and related dam structure failures can cause sudden and
catastrophic flooding in communities downstream which may result in
significant property damage, community lifeline disruption, business
disruptions, displacement of families from their homes, environmental
damage, and loss of life. Follow-on effects can include disruption to the
state’s water supply.
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• Following the Oroville Dam Spillway incident, Senate Bill 92 was enacted,
establishing the Dam Safety Planning Unit within Cal OES. The law also set
forth new requirements that dam owners submit inundation maps to the
Department of Water Resources (DWR) Division of Safety of Dams, and
Emergency Action Plans (EAP) to Cal OES for approval. Dam owners must
coordinate with local public safety officials and conduct regular safety
exercises. The inundation maps and EAPs must be updated, at minimum,
every ten years.
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Levees are subject to failure without warning but are especially vulnerable
during an earthquake or flood. There have been 140 levee failures in California
in the past ten years; however, on-the-ground construction has been addressing
levee deficiencies, and management of the flood system is improving. Overall,
since 2007, approximately 361 miles of urban and 120 miles of non-urban State
Plan of Flood Control levees have been repaired, rehabilitated, or improved,
providing public safety and economic outcomes (Central Valley Flood
Protection Board, 2022).
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3.4.7. Severe Weather 1352
Increases in severe weather, winter storms, flooding, temperature extremes, and
other meteorological effects are anticipated among future natural hazards the
state faces due to climate change. Extremely hot or cold temperatures can
have significant impacts on agriculture and can result in deaths, especially
among older adults and individuals with preexisting medical conditions. Recent
trends in the state’s weather include:
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• Extreme Heat Events: Heat wave activity is on the rise in California and
humid heat waves, in particular, are becoming more prevalent. The six
warmest years on record have all occurred since 2014. Hot weather is
associated with an increase in heat-related illnesses, including
cardiovascular and respiratory complications, and a rise in death rates
during and after heat waves (Centers for Disease Control and Prevention,
2023). Agriculture is also heavily impacted. The 2006 heat wave in the
Central Valley cost $1 billion in the dairy industry alone (Pu, 2022). In early
September 2022, a 10-day long heat wave settled over California. This
heat dome event fueled wildfires and stressed the power grid. Excessive
heat warnings were issued for much of the state with temperatures
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reaching well into the triple digits during the day and causing record high
nighttime lows. The toll in human lives and illness is still being determined
but preliminary analysis indicates approximately 387 deaths resulted from
the heat wave.
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• Extreme Cold Events: Freezing spells are likely to become less frequent in
California as climate temperatures increase; however, when they do
occur, those experiencing homelessness often face disproportionate
mortal consequences. For example, eight people experiencing
homelessness froze to death in Sacramento in 2021, the highest number in
at least two decades (Sacramento Regional Coalition to End
Homelessness, 2022). Freezing temperatures occurring during winter and
spring growing seasons can also severely affect the state’s agricultural
sector. While fewer freezing spells decrease cold-related health
consequences, too few freezes could lead to increased incidences of
disease due to the survival of more vectors and pathogens during the
winter.
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• Drought: Over the past 120 years, California has become increasingly dry.
The drought from 2012 to 2016 was the most extreme since instrumental
records began. Multi-year droughts may result in water shortages that
impact water available for human consumption and agriculture
production in the more arid areas of the state. Drought is also a major
determinant of the wildfire hazard. In April 2021, California again entered
a drought state of emergency due to substantially low snowpack levels in
the Sierra Nevada and unseasonably warm temperatures.
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3.4.8. Tsunami 1394
A tsunami is a set of ocean waves caused by an abrupt displacement of a large
volume of water typically triggered by large submarine or near-shore
earthquakes, volcanic eruptions, submarine landslides, or near-shore landslides
causing large volumes of debris to fall into the water. Tsunami waves differ from
wind-driven ocean waves that move only the surface layer of water. In contrast,
tsunami waves are longer in length, and move the entire "column" of water from
the ocean floor to the surface. As a result, tsunami waves have increased power
to inundate or flood low-lying coastal areas, making them far more dangerous
and destructive than normal ocean waves.
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Tsunamis generally affect maritime facilities including ports, harbors, marinas,
piers, docks, vessels, and other marine-related infrastructure. Tsunamis also
impact beaches, low-lying river valleys near the coast, and other land-based
structures near the coast.
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California’s tsunami hazard results from both local and distant sources. Local
sources include large offshore faults and large submarine landslides near the
shore. Local source tsunamis put California’s coastal communities at the
greatest risk because there is little or no time for official notification, so the public
must respond quickly to natural warning signs.
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The 700-mile-long submarine Cascadia Subduction Zone (CSZ), located offshore
of California’s northern coast, is an example of a local tsunami source that
could threaten the northern California coast from Cape Mendocino to the
California/Oregon border. For more information about the CSZ, please visit the
Redwood Coast Tsunami Workgroup website.
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Distant source tsunamis are caused by large seismic events (usually larger than
Magnitude 8.0) throughout the Pacific Rim that travel across the Pacific Ocean
to California’s coastal area at a rate of approximately 500 mph, or the speed of
a jet plane. In 2011, a tsunami resulting from the Magnitude 9.0 Tohoku (Japan)
earthquake traveled across the Pacific Ocean, causing one fatality in California.
It severely damaged the Crescent City harbor and caused moderate to minor
damage to 25 other harbors in California, for a combined total of approximately
$100 million and resulted in a Presidential Disaster Declaration.
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According to historic records, more than 150 tsunamis have been observed or
recorded in California: most causing little or no damage. California was placed
into a tsunami advisory or warning, activating the state emergency response
system, seven times between 2009 and 2022 based on distant seismic events
expected to impact the state’s coast: 2009 (Samoa), 2010 (Chile), 2011 (Japan),
2012 (Canada), 2015 (Chile), 2018 (Alaska), and 2022 (Hunga-Tonga).
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The National Oceanic and Atmospheric Administration (NOAA)/National
Weather Service’s (NWS) National Tsunami Warning Center (NTWC) maintains
overall responsibility for national level monitoring and alert messaging for
tsunami incidents. The NTWC issues alert bulletins and provides national-level
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communications during tsunami response operations. Additional information
may be found at U.S. Tsunami Warning System.
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To identify California’s vulnerability to the tsunami hazard, the California Tsunami
Program developed Tsunami Hazard Area (THA) Maps for the entire California
coastline. These maps display the worst-case scenario tsunami impacts for
California coast areas.
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3.4.9. Hazardous Materials Emergency 1442
California has approximately 160,000 businesses regulated for storing,
transporting, or handling hazardous materials. There are also two operating
nuclear power reactors at one plant, three nuclear facilities at various stages of
decommissioning, and multiple research reactors that are operational or
undergoing decommissioning. General categories of hazardous materials
include chemical, biological, radiological, nuclear, explosive, oil spills, and any
incident that results in the release of agents into the environment by stationary
sources, railways, ports, and highways. Examples of such incidents include:
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• Hazardous materials releases have averaged about 8,390 per year for the
last five years. Depending on the severity of release and type of material,
a hazardous materials emergency may cause injury, death, property
damage, environmental damage, or may result in orders to evacuate or
shelter in place.
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• In severe flood events, floodwaters are often contaminated with
hazardous materials posing a threat to public and animal health,
groundwater, and other parts of the environment.
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• Firestorms resulting in the destruction of homes and businesses present a
public health concern due to the presence of synthetic and toxic
substances in the ash and debris. A “toxic sweep” managed by the
California Environmental Protection Agency (CalEPA) may be required to
identify and remove hazardous materials from all burned properties. This
may delay the initial steps of fire recovery, including reopening burned
areas to community members, and initiating debris removal activities.
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• Oil by rail poses a threat due to the risk of derailments, explosions, fires,
accidental releases, and the potential for terrorist acts. In 2019, oil supplies
shipped into California totaled 8,245,000 barrels. The COVID-19 pandemic
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caused a significant drop in oil imports throughout 2020, but as the state’s
economy recovers to pre-pandemic levels the risk from shipping the highly
flammable “light” crude oil will increase as well (California Energy
Commission, 2020).
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The Cal OES Special Operations and Hazardous Materials Section coordinates
readiness and response of 42 California (FIRESCOPE-typed) Type I Hazardous
Materials (Haz Mat) Teams and 38 Type II Haz Mat Teams. Twelve of the Type II
Haz Mat Teams were assigned to local government fire departments for local
emergencies and mutual aid across California. Under a separate program,
Cal OES assigned 12 hazardous materials response vehicles to local government
fire agencies to improve Haz Mat capability coverage among the mutual aid
regions and due to those agencies’ proximity to primary hazardous materials
transportation routes via rail, highway, pipeline, and waterways. Cal OES is
upgrading the 12 Type II vehicles to be Type I capable, meaning they will be
equipped to respond to weapons of mass destruction.
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The positive impact of sponsoring Cal OES hazardous materials response teams
to other state agencies is faster response to hazardous materials spills or releases
reducing the contamination footprint; less time and financial commitment to
clean up a contained release; and faster restoration of roadways, railroads, and
waterways.
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3.4.10. Energy Disruption 1489
California obtains electric power from a variety of in-state and out-of-state
sources, including gas-fired power plants, a nuclear power plant, hydropower,
and renewable sources such as wind, geothermal, and solar power. While the
state is committed to meeting most of its electricity needs from renewable
sources by 2030, natural gas is currently a significant source of energy for the
state’s baseline power plants. California generates both natural gas and
petroleum, but it imports more than it produces. In 2020, California imported
over 90 percent of its natural gas and over 65 percent of its crude oil, either from
other states or from other countries (U.S. Energy Information Administration,
2019).
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California’s energy production, storage, and distribution systems are vulnerable
to physical hazards as well as shortages caused by market forces, weather,
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operating conditions, and cyberattacks. Virtually all of the natural gas in the
state is transported by 42 transmission pipelines, either buried or above ground.
Many of these pipelines are located in areas with high seismic activity and
urbanization is resulting in more people living and working closer to the pipelines
increasing safety risks and the potential for accidents that cause gas
transmission stoppages.
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Weather related drought conditions in 2015 resulted in such low water levels that
generation of hydroelectric power dropped by 80 percent for a short period
that year. Future generation and importation of hydropower may again be
restricted by climate change worsening drought impacts. In the summer of 2022,
a ten-day stretch of extreme temperatures strained the state’s power grid
system nearly requiring rolling blackouts. The gross peak load on the system set a
new record and the California Independent System Operator issued expanded
Flex Alerts to help reduce energy usage and avoid the blackouts.
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Nearly 25 percent of the state’s electricity supply is imported. This supply is
delivered primarily through high-voltage transmission lines from the Pacific
Northwest and the Desert Southwest, and the import paths cross many miles of
high fire-risk areas. High-voltage transmission facilities are relatively fire-resistant,
but wildfires may require the power flowing on these transmission lines be
temporarily reduced. Major fires can permanently damage tower structures.
Wildfire smoke may also force a line out of service due to electrical short circuits
causing faults on the system or electrocuting people or equipment nearby.
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Recently, Public Safety Power Shutoff (PSPS) policies have been enacted by
investor-owned utilities to lessen the potential for wildfires. Utility providers may
de-energize their lines if there is an “imminent and significant risk” that strong
winds may topple power lines or cause major vegetation-related damage to
power lines, leading to increased risk of fire. Utilities must notify their customers
prior to a PSPS event occurring and reenergize lines as soon as it is safe to do so.
PSPS events must also consider risks to energy dependent people with access or
functional needs.
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California has been fortunate not to have a combination of excessive heat
during an excessive drought year combined with a wildfire disaster that destroys
key transmission or generation facilities. These potential coincident risks pose
significant challenges to maintaining a robust and reliable energy system.
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Additional types of low probability hazards that may cause energy disruptions
include a geomagnetic storm or space weather (solar flare, solar wind, solar
radiation) and an electromagnetic pulse (EMP) attack. A geomagnetic storm is
caused by a significant transfer of solar energy in the form of electromagnetic
radiation and charged particles into the space environment surrounding the
earth. This space weather can interfere with radio communications, disrupt the
state’s power grid, and cause widespread damage to electrical equipment
and infrastructure.
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An electromagnetic pulse (EMP) attack is the deliberate use of the pulse from a
nuclear explosion high in the atmosphere to damage or destroy vulnerable
electronics over a vast area. This could then cascade into interdependent
infrastructure such as water, gas, and telecommunications. In 2022, Senate Bill
468, Chapter 537, added EMP attacks to the grounds that the Governor may
proclaim a state of emergency.
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Cal OES developed the Electric Power Disruption Toolkit for Local Government to
identify possible actions that local governments and Tribes can take to protect
public health and safety during electric power disruptions regardless of the
cause. It also provides preparedness, response, recovery, and mitigation actions
relevant to electric power disruptions.
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3.4.11. Food and Agriculture Emergency 1555
Agriculture includes animal and plant products produced and consumed within
the state. The California Department of Food and Agriculture’s (CDFA) Animal
Health and Food Safety Services assures the safety, availability, and affordability
of agricultural products by protecting the safety and security of meat and other
foods through prevention, detection, and eradication of disease and
contamination through ongoing inspections and investigative services.
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Damage to agriculture, including loss of crops and death of animals, may be
the secondary impact of natural or technological disasters, or may result from
disease or pest infestation. Infestation generally involves the artificial introduction
of an insect, disease, vertebrate, or weed pest. These pests are particularly
destructive because they have no natural enemies to keep them under control.
The type and severity of an infestation will vary based on many factors, including
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weather, crop diversity, tree health, and proximity to urban areas. The following
are examples where support and coordination may be necessary:
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• Agriculture (crop cultivation) and silviculture (tree cultivation) are at risk
from invasive pests and diseases that can cause economic,
environmental, or physical harm. The Asian Citrus Psyllid is a pest that
spreads Huanglongbing, a devastating disease of citrus trees. The invasive
Glassy-Winged Sharpshooter is a pest that carries Pierce’s disease which
causes significant loss in crops such as grapes, almonds, and alfalfa.
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• Foot and mouth disease is a debilitating disease affecting all
cloven–hoofed animals, including cattle, pigs, and sheep. It is one of the
most contagious, infectious, viral diseases of animals. Other diseases that
may impact the state’s poultry industry include Newcastle disease or High
Path Avian Influenza. This virus is highly contagious and can result in high
mortality in poultry and wild birds.
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• Disruption in production or distribution of agriculture products may lead to
food stuff shortages and rationing. Farmland may become fallow due to
drought conditions or labor disputes may result in work stoppages that
cause significant disruptions to the food supply chain.
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• Agriculture products, whether those produced within California or those
shipped into or out of the state, are at risk of contamination at various
points in the production and transportation cycle and can result in both
localized and widespread food-borne illness causing a public health
emergency.
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To assist local government to respond to and recover from agricultural
emergencies, Cal OES and the CDFA developed the Agriculture-Related
Disasters: Guidance Document for Local Government.
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During disaster incidents, evacuation, care, or sheltering of small and large
animals or livestock requires a unique, all-hands approach. The needs of these
animals are complex, and resources may be limited during the emergency. In
the event of an evacuation, it may be difficult to find adequate equipment,
appropriate sheltering facilities, and veterinary care. To mitigate some of these
challenges, the state continues to develop processes, procedures, and
resources such as the, the California Animal Response Emergency System
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(CARES), the Animals in Disasters Working Group, and the California Veterinary
Team (CVET) Memorandum of Understanding (MOU).
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In partnership with CDFA, the University of California, Davis, and Cal OES, an
MOU was executed for the CVET. This MOU will create best practices,
standardized training, resource typing and other products to assist local
governments, Tribes, Non-Government Operations (NGO), and individuals with
animal related disaster issues (e.g., evacuation and care and shelter). The CVET
MOU directs UCD, CDFA, and Cal OES to coordinate the CVET activities with the
state’s disaster response practices. CARES is a system that provides operational
guidance to assist with all aspects of animal care in the event of a disaster or
emergency with the assistance of agencies and volunteer organizations. And
finally, the Animals in Disasters Working Group is a body of subject matter experts
from various state agencies, local government, and NGOs that work together to
find solutions for complex animal emergency response.
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3.4.12. Civil Unrest 1615
Civil unrest is usually triggered by dramatic political or social events. Every major
metropolitan area in California has experienced, and is at risk for, civil unrest. All
civil unrest incidents begin as local events; therefore, mitigation measures need
to be planned and carried out locally and be supported by mutual aid
agreements with nearby agencies.
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The most recent civil unrest incidents in California occurred between May and
November 2020, during the height of the COVID-19 pandemic. Large-scale
protests erupted in Minneapolis and across the country. Protests in California
occurred throughout the state, notably in the cities of San Diego, Los Angeles,
San Francisco, Oakland, and Sacramento. Law enforcement agencies across
the state provided mutual aid to these cities during the protests. The City of Los
Angeles suffered over $17,871,000 in public and private property damage, and
an estimated $150,397,571 worth of merchandise and goods was stolen by
looters (Moore, 2020).
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3.4.13. Pandemic and Epidemic 1630
An epidemic is a sudden increase in an infectious disease in a certain
geographical area. A pandemic is an epidemic that has spread to multiple
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Section 3 – Situation and Assumptions
47
countries or continents across the world. Global movement of people and
goods allows the latest disease threat to be an international plane flight away.
Due to the mobility and expansion of human populations, even once unfamiliar
pathogens, like Ebola, which previously affected people living in remote areas
of the Democratic Republic of Congo and South Sudan, now manage to find
their way into urban areas, causing large outbreaks.
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A number of pandemics have occurred since 1900 with the latest being the
SARS-CoV-2 virus, a type of coronavirus that causes the disease deemed
COVID-19 (Center for Disease Control and Prevention, 2018). A brief listing of
these outbreaks include:
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• 2019 – COVID-19, a novel or new coronavirus, was not well understood at
first by the scientific and medical communities. The country’s health care
system was quickly overwhelmed providing care to the many COVID-19
patients. The California Governor proclaimed a State of Emergency on
March 4, 2020, and the President declared a national emergency 11 days
later.
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• Measures to mitigate the spread of COVID-19 were unprecedented
and included travel restrictions, stay at home orders, and masking
requirements in public spaces. Additionally, entire sectors of the
economy (e.g., restaurants, service industries, airlines) were shut
down and people were unable to gather for normal social activities
(e.g., churches, schools, sports). The cascading socioeconomic,
physical, and mental health impacts from COVID-19 were
widespread. Also, during this time, California faced civil unrest,
extreme heat, PSPS events, and wildfire disasters further straining the
emergency management system.
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• A federally sponsored expedited vaccine development and
manufacturing program was approved by the Centers for Disease
Control and Prevention (CDC). A mass vaccination program was
implemented across the country in early 2021. However, the SARS-
CoV-2 virus mutated as it passed through the world’s populations
resulting in variants such as the Alpha, Delta, and Omicron, more
contagious than the original virus causing additional waves of
infection and reinfection. The effectiveness of the vaccines was
found to decrease over time requiring a booster dose to reduce the
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risk of severe illness, hospitalization, and death. As of February 2023,
cases of COVID-19 in California exceed 11 million with over 100,000
dead. In the U.S., cases have exceeded 103 million with over a
million dead. Worldwide, COVID-19 cases have exceeded 760
million with over 6.8 million deaths.
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• The COVID-19 pandemic highlights how an epidemic can
proliferate rapidly and pose significant impacts to our communities
and challenge our health care systems and resources.
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• 2016 - An outbreak of the Zika virus rapidly spread across the western
hemisphere. This virus causes fetal microcephaly (abnormally small head
and brain) and other pregnancy complications. While not native to
California, mosquitos that transmit the virus have been discovered in 12
counties since 2011. According to the CDC, there have been 375
travel-associated cases of Zika virus diagnosed in California as of
December 2016, but no locally acquired cases of the disease have been
identified.
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• 2014 - A rapidly evolving outbreak of Ebola was identified in Guinea, West
Africa. By December 2015, the World Health Organization counted a total
of 28,637 cases of Ebola virus and 11,315 deaths. The U.S. had four cases
of Ebola treated in Texas and New York.
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• 2009 – The H1N1 virus was first detected in the spring and came to be
known as the Swine Flu. A vaccine was developed in late December
2009. The CDC estimates there were 60.8 million cases and 12,469 deaths
in the U.S. The H1N1 virus still circulates seasonally but causes fewer deaths
and hospitalizations.
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• 2003 – West Nile Virus (WNV) appeared in California and spread to all 58
counties by 2004. WNV is carried by birds and is transmitted to mosquitoes
that then transmit the disease to humans and animals through mosquito
bites. There have been more than 7,000 human cases and over 300
deaths reported in the state since 2003. Risk of infection is reduced by
taking precautions to prevent mosquito bites (California Department of
Public Health, 2021).
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3.4.14. Terrorist Attack 1700
Domestic violent extremists represent a persistent threat facing the state today.
These threats include both lone offenders and small groups of individuals who
commit acts of violence motivated by racial, ethnic, political, religious, anti-
government, societal, or personal ideological beliefs and grievances.
Additionally, foreign terrorist organizations (FTOs) remain committed to attacking
the U.S. The FTOs have prioritized using social media platforms to amplify
messaging intended to inspire attacks and will continue to adapt to changing
security environments and seek new and innovative ways to target the state.
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Recent terrorism-related events include: 1709
• In April 2019, authorities in Reseda arrested a man for planning to bomb a
rally in Long Beach. The individual expressed support for the Islamic State
of Iraq and Syria (ISIS) and wanted to conduct the attack to avenge the
Christchurch Mosque shooting.
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• In April 2019, a man opened fire in a synagogue in the City of Poway
killing one and wounding three. He was also responsible for a previous
arson attack at a nearby mosque. In his manifesto, he referenced
previous racially motivated violent extremists as his inspiration and
encouraged others to mobilize to violence.
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• In May 2019, two men attacked security personnel in a drive-by shooting
outside a federal courthouse in Oakland killing a Federal Protective
Services officer and wounding another. Both men were associated with
the anti-government extremist "Boogaloo" movement. One of the men
was also responsible for a separate shooting in Ben Lomond, causing the
death of a Santa Cruz County Deputy Sheriff.
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• In July 2019, a man opened fire into a crowd at the Gilroy Garlic Festival
killing three and injuring 17. According to authorities, the man had been
"exploring violent ideologies" and had created a list of potential targets
including religious organizations, courthouses, federal buildings, and
political institutions.
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• In June 2021, federal authorities charged two men with conspiring to
firebomb the headquarters of a political party in Sacramento. One of the
men was previously arrested for threats made against the governor and
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social media companies. Both men had ties to the “Three Percenters”
militia movement.
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The Cal OES Homeland Security Division facilitates the coordination of security
activities throughout the state pertinent to terrorism. The STAS outlines how the
state shares homeland security information through the one state fusion center,
five regional fusion centers, and the TLO program that supports the National
Suspicious Activity Report Initiative (NSI). More information is available on the
STAS webpage.
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Additionally, Cal OES hosts a dedicated active shooter program training
presentation designed to heighten employees’ awareness of their surroundings
and provide tips and tools for persons who find themselves in a facility where an
active shooter incident is occurring. In 2016, Cal OES developed the nation’s
first-ever inclusive Active Shooter Awareness Guidance and training curriculum
to include access and functional needs considerations. This guidance outlines
what individuals with a disability or other access or functional need, their
families, employers, and caregivers, should do to preserve life and promote
safety. It also informs law enforcement and first responders about the access
and functional needs considerations they need to integrate within their active
shooter protocols.
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3.4.15. Cyberattack 1752
Cyber threats to California’s economy, critical infrastructure, and public and
private sector computer networks are increasing in frequency, scale,
sophistication, and severity. The ranges of cyber threat actors, attack
methodology, targeted systems, and victims are also expanding. The 2019
Worldwide Threat Assessment, produced by the U.S. Intelligence Community,
states that our adversaries will increasingly use cyber capabilities – including
cyber espionage, attack, and influence – to seek political, economic, and
military advantage over the U.S. (Office of the Director of National Intelligence,
2021).
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While the likelihood of a catastrophic cyberattack debilitating a significant
portion of U.S. infrastructure is increasing, it is cyberattacking of low-to-moderate
sophistication which are more likely to impose cumulative costs on economic
competitiveness and security in the near term.
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• From 2018 to 2020 global cybercrime was estimated to cost nearly
$1trillion (Lostri, 2020). California’s expansive economic and commerce
footprint comprised of high-tech, healthcare, government, critical
infrastructure, and education make the state an attractive target for
cybercriminals seeking financial gain, particularly from ransomware
attacks. Cybercriminals also target personal information for use in
fraudulent activities. Healthcare, financial institutions, e-commerce, and
technology companies are frequent targets of data theft.
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• California is home to several academic centers of excellence, military
technology firms, research facilities, and diverse critical infrastructure.
These are all attractive targets for state-sponsored cyber threat groups
seeking to conduct espionage or intellectual property theft.
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• Ransomware attacks have become a growing concern as demonstrated
by the ransomware attacks that targeted the Colonial Pipeline, JBS Foods,
and most recently, Jaco Oil. Ransomware attacks against large
companies and U.S. infrastructure have become more commonplace,
and this trend will likely continue to threaten the economy, critical
infrastructure, and the emergency services sector due to the likelihood of
the actors receiving a large monetary payout (Riley, 2020).
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3.5. Assumptions 1785
Below are assumptions reflecting the situations that must be considered to
achieve effective emergency management in California:
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• All disasters are local. Whether the cause originates in that locality or from
an external source, the response for a disaster is best handled as close to
the local level as possible.
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• Emergencies may occur at any time or concurrently, with little or no
warning and may exceed capabilities of local, state, federal, Tribal
governments, and the private sector in the affected areas.
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• Emergencies may result in casualties, fatalities, and displace people from
their homes.
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• An emergency can result in property loss, interruption of essential public
services, damage to basic and critical infrastructure, and significant harm
to the environment.
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• Individuals with access or functional needs may require resources or assets
such as durable medical equipment or assistive technology and
accessible transportation that are limited in number and difficult to
procure without integrated planning.
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• The greater the complexity, impact, and geographic scope of an
emergency, the more multiagency coordination will be required.
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• The political subdivisions of the state will mobilize to deliver emergency
and essential services under all threats and emergencies.
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• Mutual aid and other forms of emergency assistance will be provided
when impacted jurisdictions deplete or anticipate depleting their
resources.
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• Individuals, community-based organizations, volunteers, NGOs, and
businesses not affected by the incident will offer services and support in
time of disaster.
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• State agencies and departments with regulatory oversight responsibilities
will continue their roles during all phases of an emergency. During
response and recovery, they will provide emergency assistance, including
resources, through the emergency management system.
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• State agencies, departments, boards, and commissions will remain
resilient in providing essential functions and services during disruptions to
normal operations through identified resumption strategies in
organizational continuity of operations (COOP) or continuity of
government (COG) plans.
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• State agencies, when mission-tasked by Cal OES, will respond to events
using their capabilities and resources as summarized in their Administrative
Order (AO).
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• Neighboring states will assist California through the Emergency
Management Assistance Compact (EMAC) and/or other mechanisms
and agreements when requested.
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• The federal government will provide emergency assistance to California
when requested and in accordance with the National Response
Framework (NRF).
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• Federal and state response and recovery operations will be jointly
coordinated to ensure effective mobilization of resources to and in
support of the impacted jurisdictions in accordance with the California
Catastrophic Incident Base Plan: Concept of Operations and Unified
Coordination Group construct.
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• Response and recovery activities will be managed by incident objectives. 1836
• A whole community approach to emergency management will be
implemented. This includes engagement of private businesses, NGOs,
including faith-based and AFN coalitions, and the general public, with
active participation of local, tribal, territorial, state and federal
governmental partners to ensure needs are met with all facets of the
population.
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• Integrated planning is critical to ensure the needs of underserved
populations are considered in aligning resources or assets.
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Section 4 – Emergency Management Organization
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4. Emergency Management Organization 1847
4.1. Standardized Emergency Management System (SEMS) 1848
The Standardized Emergency Management System (SEMS) is the cornerstone of
California’s emergency response system and the fundamental structure for the
response phase of emergency management. The California Emergency Services
Act (ESA), Section 8607, requires SEMS for managing multiagency and
multijurisdictional responses to emergencies in California. The system unifies all
elements of California’s emergency management community into a single
integrated system and standardizes key elements. SEMS incorporates the use of
the Incident Command System, California Disaster and Civil Defense Master
Mutual Aid Agreement (MMAA), the Operational Area (OA) concept and
Multi-Agency Coordination (MAC) process. State agencies are required to use
SEMS, and local government entities must use SEMS in order to be eligible for any
reimbursement of response-related costs under the state’s disaster assistance
programs.
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SEMS is supported through the SEMS Maintenance System. The purpose of the
maintenance system is to formalize and institutionalize a process for the
continued maintenance of California’s system for emergency management.
The system organization consists of three levels: SEMS Advisory Board, SEMS
Technical Group (supported by specialist committees), and SEMS Mutual Aid
Regional Advisory Committees (MARAC). Further information can be found in
the SEMS Guidelines, located on the Cal OES SEMS webpage.
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4.1.1. SEMS Organization Levels 1869
There are five SEMS organization levels. Each level is activated as needed for an
emergency. Each level is described below:
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• Field – The field level is where emergency response personnel and
resources, under the command of responsible officials, carry out tactical
decisions and activities in direct response to an incident or threat.
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• Local Government – The local government level includes counties, cities,
and special districts. Local governments manage and coordinate the
overall emergency response and recovery activities within their
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Section 4 – Emergency Management Organization
56
jurisdiction. Local governments are required to use SEMS when their
Emergency Operations Center (EOC) is activated, or a local emergency is
declared or proclaimed to be eligible for state reimbursement of
response-related costs.
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• Operational Area – An OA is the intermediate level of the state's
emergency management organization which encompasses a county’s
boundaries and all political subdivisions located within that county,
including special districts. The OA facilitates and/or coordinates
information, resources, and decisions regarding priorities among local
governments within the OA. The OA serves as the coordination and
communication link between the local government level and regional
level. State, federal, and tribal jurisdictions in the OA may have statutory
authorities for response similar to that at the local level.
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• Region – The Cal OES Regional level coordinates information, resources,
and state agency support among OAs within the mutual aid region and
also between the OAs and the state level. The Region team does so by
being the primary conduit of the Cal OES relationships with the OAs. There
are three Cal OES Administrative Regions – Inland, Coastal, and Southern
– which are further divided into six mutual aid regions (see Exhibit 7.7-1
Mutual Aid Regions). When an incident occurs, or information is received
that may require Cal OES or other state support or expertise, Cal OES
Regional staff will deploy to an OA’s (or other) EOC or ICP to provide any
necessary technical advice, support, or on-scene assistance.
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• State - The state level of SEMS prioritizes tasks and coordinates state
resources in response to the requests from the Cal OES Regional level and
coordinates mutual aid among the mutual aid regions and between the
Cal OES Regional level and state level. The state level also serves as the
coordination and communication link between the state and the federal
emergency response system. The state level requests assistance from
other state governments through EMAC and similar interstate compacts
and agreements and coordinates with FEMA when federal assistance is
requested. The state level operates from the State Operations Center
(SOC) which receives policy direction from the Unified Coordination
Group (UCG).
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Draft State Emergency Plan
Section 4 – Emergency Management Organization
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Refer to Exhibit 4.1-1 SEMS Organization Levels below for a visual representation
of the SEMS organization levels and flow of support requests and resources.
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Exhibit 4.1-1 SEMS Organization Levels 1914
State
REQ
Cal OES Region
UEST
RESO
S F
Operational Area
URC
O
ES
R S
UPP
Local Government
ORT
Field (ICP)
1915
1916 4.1.2. SEMS Functions
1917 SEMS requires every emergency response involving multiple jurisdictions or
multiple agencies include the five functions identified in Exhibit 4.1-2 SEMS
Functions shown below. These functions must be applied at each level of the
SEMS organization.
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1921 Exhibit 4.1-2 SEMS Functions
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Section 4 – Emergency Management Organization
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Command/Management: Command is responsible for directing, ordering,
and/or controlling of resources at the field response level. Management is
responsible for overall emergency policy and coordination at the SEMS levels.
Command and Management are further discussed below:
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• Command: A key concept in all emergencies is to establish command
and tactical control at the lowest level that can perform that role
effectively in the organization. In the ICS, the Incident Commander (IC),
with appropriate policy direction and authority from the responding
agency, sets the objectives to be accomplished and approves the
strategy and tactics to be used to meet those objectives. The IC must
respond to higher authority. Depending upon the incident’s size and
scope, the higher authority could be the next ranking level in the
organization up to the agency or department executive. This relationship
provides an operational link with policy executives who customarily reside
in the Department Operations Center (DOC) or EOC, when activated.
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• Management: The EOC serves as a central location from which multiple
agencies or organizations coordinate information collection and
evaluation, priority setting, and resource management. Within the EOC,
the Management function:
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• Facilitates multiagency coordination and executive decision-making
in support of the incident response.
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• Implements policies established by the governing bodies. 1944
• Facilitates the activities of the Multiagency (MAC) Group. 1945
• Operations: Responsible for coordinating and supporting all jurisdictional
operations in support of the response to the emergency through
implementation of the organizational level's Action Plans (AP). At the field
Level, the Operations Section is responsible for coordinated tactical
response directly applicable to, or in support of the objectives in
accordance with the Incident Action Plan (IAP). In the EOC, the
Operations Section Coordinator manages functional coordinators who
share information and decisions about discipline-specific operations.
Operations is also responsible for tracking personnel in the field to ensure
safety.
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• Logistics: Responsible for providing facilities, services, personnel,
equipment, and materials in support of the emergency.
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Unified ordering takes place through the Logistics Section Supply Unit to
ensure control and accountability over resource requests. As needed, Unit
Leaders are appointed to address the needs for communications, food,
medical, supplies, facilities, and ground support.
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• Planning: Responsible for the collection, evaluation, and dissemination of
operational information related to the incident for the preparation and
documentation of the IAP at the field Level or the AP at an EOC. Planning
also maintains information on the current and forecasted situation and on
the status of resources assigned to the emergency or the EOC. As
needed, Unit Leaders are appointed to collect and analyze data,
prepare situation reports, develop action plans, set GIS priorities, compile
and maintain documentation, conduct advance planning, manage
technical specialists, and coordinate demobilization.
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• Finance/Administration: Responsible for all financial and cost analysis
aspects of the emergency and for any administrative aspects not
handled by the other functions. As needed, Unit Leaders are appointed to
record time for incident or EOC personnel and hired equipment,
coordinate procurement activities, process claims, and track costs.
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The field and EOC functions are further illustrated in Exhibit 4.1-3 Comparison of
Field and EOC SEMS Functions on the next page.
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Exhibit 4.1-3 Comparison of Field and EOC SEMS Functions 1978
1979
PRIMARY
SEMS FUNCTION
FIELD RESPONSE LEVEL EOCS AT OTHER SEMS LEVELS
Command/
Management
Command is responsible
for the directing, ordering,
and/or controlling of
resources.
Management is responsible
for facilitation of overall
policy, coordinating, and
supporting the incident.
Operations The coordinated tactical
response of all field
operations in accordance
with the Incident Action
Plan.
The coordination of all
jurisdictional operations in
support of the response to
the emergency in
accordance with the EOC
Action Plan.
Planning The collection, evaluation,
documentation, and use
of intelligence related to
the incident.
Collecting, evaluating, and
disseminating accessible
information and maintaining
documentation relative to all
jurisdiction activities.
Logistics Providing facilities,
services, personnel,
equipment, and materials
in support of the incident.
Providing facilities, services,
personnel, equipment, and
materials in support of all
jurisdiction response activities
as required or requested.
Finance/
Administration
Financial and cost analysis
and administrative
aspects not handled by
the other functions.
Responsible for coordinating
and supporting
administrative and fiscal
consideration surrounding an
emergency incident.
4.1.3. National Incident Management System Integration 1980
In addition to the SEMS, the state and its political subdivisions are responsible for
compliance with the requirements of the National Incident Management
System (NIMS) as defined in the Homeland Security Presidential Directives. The
state promotes and encourages NIMS adoption by associations, utilities, NGOs,
private sector emergency management, and incident response organizations to
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enhance emergency management effectiveness. SEMS and NIMS are designed
to be compatible and are based on similar organizational principles.
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Cal OES is designated as the principal coordinator for NIMS implementation
statewide. Annually, Cal OES administers the process to communicate, monitor,
and implement NIMS requirements in cooperation with affected state agencies
and departments, local governments, and other critical stakeholders. Cal OES
utilizes the Unified Reporting Tool (URT) for measuring progress and facilitating
reporting to FEMA.
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4.1.4. EOC Activation Criteria, SEMS Levels, and Staffing 1994
EOCs shall be activated in accordance with SEMS and organized according to
the five functions of the system, which are Management, Operations, Planning,
Logistics, and Finance/Administration. Refer to the California Code of
Regulations, Title 19 Public Safety, Division 2, Chapter 1, for details related to
SEMS EOC activation requirements.
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The EOC staffing level should be established commensurate with the
organizational need, as defined below:
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• Duty Officer Status: A jurisdiction may elect to operate a Duty Officer
program when its EOC is not activated. During steady state, a Duty Officer
is designated as the primary point of contact for an emerging incident.
The Duty Officer maintains situational awareness of the emerging incident,
handles basic reporting and information sharing, and can start the EOC
activation process if necessary.
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2007
• Level Three EOC Activation: Level Three is a minimum activation. This level
may be used for situations which initially only require a few people (e.g., a
short-term earthquake prediction, alert of storms or tsunamis, or monitoring
of a low risk planned event). At a minimum, Level Three staffing consists of
the EOC Director, Section Coordinators, and a situation assessment
activity in the Planning Section. Other members of the organization could
also be part of this level of activation e.g., the Communications Unit from
the Logistics Section, or an Information Officer.
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2011
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• Level Two EOC Activation: Level Two activation is normally achieved as an
increase from Level Three or a decrease from Level One. This activation
level is used for emergencies or planned events that would require more
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than a minimum staff but would not call for a full activation of all
organization elements, or less than full staffing. The EOC Director, in
conjunction with the General Staff, will determine the required level of
continued activation under Level Two, and demobilize functions or add
additional staff to functions as necessary based upon event
considerations. Representatives to the EOC from other agencies or
jurisdictions may be required under Level Two to support functional area
activations.
2019
2020
2021
2022
2023
2024
2025
2026
• Level One EOC Activation: Level One activation involves a complete and
full activation of all organizational elements at full staffing and all
Emergency Support Functions. Level One would normally be the initial
activation during any major emergency requiring extensive state level
support.
2027
2028
2029
2030
2031
4.1.5. State Operation Center 2032
The SOC is responsible for coordinating resource requests and resolving priority
issues that arise between the three Cal OES Administrative Regions. The SOC is
also responsible for coordinating with state agency partners, CA-ESF
coordinators, Cal OES Recovery, NGOs, the private sector, FEMA, and other
federal agencies.
2033
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2035
2036
2037
• Unified Coordination Group: The coordination of the state’s emergency
response is operationalized through the UCG, which is convened and led
by the Cal OES Director and includes the Governor’s Office, Cabinet
Secretaries, Directors of other state agencies, and federal agency
officials. The UCG is the highest level of state coordination and is typically
assembled after a major disaster or when requested. Membership of the
UCG is tailored according to the nature of the emergency. The UCG is the
decision-making body that sets the strategy for the State’s overall
response and recovery to a disaster or emergency, resource allocation,
communications, and other critical legislative, programmatic, and
funding determinations based on the priorities set by the Governor. The
UCG is responsible for:
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• Integrating state and federal response and recovery operations. 2050
• Setting priorities for response and recovery activities. 2051
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• Strategic tasking of state and federal agencies and coordination
among governmental and private sector organizations to support
response and recovery operations.
2052
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2054
• Ensuring unity of effort. 2055
• State Operations Center: SOC operations are under the management of
Cal OES. SOC responsibilities include:
2056
2057
• Implementing policy decisions made by the UCG. 2058
• Acts as overall state coordinator including during simultaneous
multi-regional incidents.
2059
2060
• Facilitates inter-regional communications and coordination. 2061
• Compiles, authenticates, and makes available summary disaster
status information obtained from all sources, in the form of situation
reports, to the Governor's Office, the legislature, state agencies,
media, and others as appropriate.
2062
2063
2064
2065
• Provides regional support and coordination consistent with SEMS. 2066
• Ensures development of common objectives through a joint IAP
process and assignment of resources where appropriate in
accordance with those objectives.
2067
2068
2069
• Tasks state and federal agencies and coordination among
governmental and private sector organizations to support response
and recovery operations.
2070
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2072
• Maintains status of mission numbers and purchasing authority. 2073
• Provides necessary coordination with and between established
statewide mutual aid systems at the state level.
2074
2075
• Manages the state government emergency public information
program.
2076
2077
• Provides and maintains linkage and inter-agency coordination with
the Federal Response System. This includes requesting appropriate
assignments of federal Emergency Support Functions (ESF).
2078
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2080
• Supports the recovery process and assists state agencies and
Cal OES Regions in developing and coordinating recovery action
plans consistent with the CDRF.
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4.1.6. Emergency Operation Center Organization 2084
The SOC supports affected Cal OES Regions and Operational Areas. The
Cal OES Regions are strategically activated to provide direct services and
support at activated EOCs, by communicating and coordinating situational
information and resource requests.
2085
2086
2087
2088
SEMS EOC functions are shown below: 2089
• Management Section: EOCs should consider the following activities and
responsibilities as part of the Management function:
2090
2091
• Management of the EOC (CA-ESF 5). 2092
• Facilitation of Multiagency Coordination System (MACS) and MAC
Groups.
2093
2094
• Coordination of public information and management of the Joint
Information Center (JIC) (CA-ESF 15).
2095
2096
• Provision of public safety, and risk communications and policy. 2097
• Provision of access and functional needs integrated planning in each
EOC section.
2098
2099
• Ensure the safety of EOC personnel and field responders. 2100
• Operations Section: EOCs should consider the following activities,
disciplines, and responsibilities as part of the Operations function:
2101
2102
• Transportation (CA-ESF 1) 2103
• Construction and Engineering (CA-ESF 3) 2104
• Fire and Rescue (CA-ESF 4) 2105
• Mass Care and Shelter (CA-ESF 6) 2106
• Resources (CA-ESF 7) 2107
• Public Health and Medical (CA-ESF 8) 2108
• Hazardous Materials (CA-ESF 10) 2109
• Food and Agricultural (CA-ESF 11) 2110
• Utilities (CA-ESF 12) 2111
• Law Enforcement (CA-ESF 13) 2112
• Recovery (CA-ESF 14) 2113
• Volunteer and Donations Management (CA-ESF 17) 2114
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• Cyber Security (CA-ESF 18) 2115
• Others (as needed) 2116
• Planning Section: EOCs should consider the following activities and
responsibilities as part of the Planning function:
2117
2118
• Situation Status 2119
• Resource Status (assigned, available, or out of service) 2120
• Situation Analysis 2121
• Accessible Information Display 2122
• Documentation 2123
• Advance Planning 2124
• Technical Services 2125
• Action Planning 2126
• Demobilization 2127
• Logistics Section: EOCs should consider the following activities and
responsibilities as part of the Logistics function:
2128
2129
• Field Incident Support. 2130
• Communications Support (CA-ESF 2) 2131
• Medical Unit 2132
• Food Unit 2133
• Ground Support Unit. 2134
• Supply Unit 2135
• Facilities Unit 2136
• Sanitation Services 2137
• Information Systems Support 2138
• Finance/Administration: EOCs should consider the following activities and
responsibilities as part of the Finance function:
2139
2140
• Fiscal Management 2141
• Timekeeping 2142
• Purchasing 2143
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• Compensation and Claims 2144
• Cost Recovery 2145
• Travel Request, Forms, and Claims 2146
4.1.7. Alternate Facilities 2147
In the event the SOC is unusable due to emergency or disaster impacts,
alternate facilities are designated to assume the impacted facility’s roles and
responsibilities. Other Cal OES Regions not impacted by the emergency may be
called upon to support the impacted facility. The Cal OES Regional
Administrator of an unaffected Cal OES Region is authorized to manage
emergency operations for the impacted facility until it is operationally ready to
resume essential functions. When there is a temporary transfer of operations to
an alternate facility, notifications will be made to FEMA, state agencies, and
OAs to ensure continuity in communications and operations.
2148
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2150
2151
2152
2153
2154
2155
2156
4.1.8. Alternate Government Facilities 2157
The state seat of government is in the City of Sacramento. Each branch of
government maintains continuity of government plans that designate alternate
facilities to serve as government offices for performing essential functions, should
their primary facilities be rendered inoperable.
2158
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2160
2161
4.2. California’s Emergency Management Community 2162
California promotes collaborative whole community-based planning and
preparedness effort, that includes stakeholders from all sectors of the community
and local emergency management agencies to work together to ensure an
effective response to an emergency. Public agency stakeholders include the
Governor’s Office, state agencies, Operational Areas, local government,
special districts, tribal governments, other states, federal government, and
international governments. By having multiple entities at different levels of
government working together, communicating regularly, and providing similar
capabilities, the state creates a robust and redundant capacity for
departments and agencies to respond and provide mutual support during
emergencies.
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Private-sector, or community stakeholders include community members,
businesses, NGOs, community-based organizations (CBOs), and volunteer
organizations. Strong relationships with community stakeholders help create
better prepared communities and businesses for all disasters, provides the state
with access to critical resources to support response and recovery, and creates
better emergency plans with a whole community perspective.
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2179
4.3. The Role of Government 2180
It is the responsibility of the government and the emergency management
community to plan and prepare for emergency response with the whole
community in mind. As individuals, businesses, and governments become more
reliant on interconnected systems and critical infrastructure, the potential for
disaster impacts to become broader and more complex increases. Government
agencies must be prepared to deal with these wider ranging, interrelated
impacts to meet its priority to save lives, protect health and safety, protect
property, and preserve the environment.
2181
2182
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2188
4.3.1. Governor 2189
During an emergency or disaster, the Governor coordinates statewide
emergency operations through Cal OES and its mutual aid regions. The
California ESA, Section 8627, states in part, "During a state of emergency the
Governor shall, to the extent he deems necessary, have complete authority
over all agencies of the state government and the right to exercise within the
area designated all police power vested in the state.” (California Emergency
Services Act, 1970)
2190
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2192
2193
2194
2195
2196
4.3.2. Governor’s Office of Emergency Services 2197
Cal OES is delegated authority by the Governor to implement the ESA and
perform executive functions assigned by the Governor to support all phases of
emergency management. This includes the promulgation of guidelines and
assignments to state government and its political subdivisions to support the
development of California’s emergency management system.
2198
2199
2200
2201
2202
• State-Level Emergency Coordination: During a state of war emergency, a
state of emergency, or a local emergency, the Cal OES Director
coordinates the emergency activities of all state agencies in connection
2203
2204
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State of California
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68
with such emergency and has the authority to use any state government
resource to fulfill mutual aid requests or to support emergency operations.
Cal OES operates the CSWC 24 hours per day to receive and disseminate
emergency alerts and warnings. The SOC coordinates emergency
management information and resources. Cal OES also coordinates the
delivery of federal grant programs under Presidential declarations of
emergency and major disaster.
2206
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2209
2210
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2212
• State-Federal Coordination: When federal assistance is required, Cal OES
coordinates requests for assistance and participates with the federal
government to establish and operate Joint Field Offices (JFO). JFO
operations are conducted in accordance with the California
Catastrophic Incident Base Plan: Concept of Operations.
2213
2214
2215
2216
2217
4.3.3. State Agencies 2218
Emergency management responsibilities of state agencies are described in the
ESA, Section 8596, et seq. State agencies are mandated to carry out assigned
activities related to mitigating the effects of an emergency and to cooperate
fully with each other, Cal OES, and other political subdivisions. Responsibilities
may include deploying field-level emergency response personnel, activating
emergency operations centers, and issuing orders to protect the public. Each
state agency/department with emergency roles and responsibilities are required
to maintain administrative orders, agency plans, and any applicable CA-ESF or
CA-RSF annex. In addition, all public employees are considered essential
workers and subject to the Disaster Service Worker Program.
2219
2220
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2222
2223
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2225
2226
2227
2228
• Administrative Orders: AOs define the specific emergency assignments of
state agencies. Each AO is an agreement between Cal OES and a state
agency/department and may detail how that agency/department plans
to delegate authority and assign responsibilities within its own divisions,
bureaus, or other components. Additional state agency assignments may
be indicated with orders from the Governor. Additional information on
AOs can be found on the Cal OES Administrative Orders webpage.
2229
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2232
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• Agency Plans: Each agency maintains its own emergency plans and
procedures to accomplish assigned emergency management tasks.
Agency plans may delegate authority and assign responsibilities to
divisions, bureaus, field offices, or other components of the agency.
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Agency plans must be consistent with the provisions of the administrative
orders and the statutory authorities of the individual agency. Each
agency should ensure its emergency plan is consistent with the State of
California Emergency Plan. Plans should include continuity components to
ensure an agency’s ability to provide essential services to the public
during and after a catastrophic event.
2240
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• Disaster Service Workers: California Government Code, Section 3100
states all public employees can be called upon as disaster service workers
to support emergency response, recovery, and mitigation activities. State
agencies are responsible for ensuring all personnel assigned specific
responsibilities in support of this plan are adequately trained and
prepared to assume those responsibilities.
2246
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2249
2250
2251
4.3.4. Judicial Branch of State Government 2252
The judicial branch of state government includes the Supreme Court, Courts of
Appeal, and the Administrative Office of the Courts, as well as Superior Courts in
each of the 58 counties. During an emergency or disaster, the judicial branch is
responsible for maintaining and preserving access to justice. Each element of
the judicial branch maintains emergency, and continuity of operations plans
that allow the court system to:
2253
2254
2255
2256
2257
2258
• Continue the court’s essential functions and operations during an
emergency.
2259
2260
• Reduce or mitigate disruptions in court operations. 2261
• Provide appropriate legal response to time-sensitive legal matters. 2262
• Identify alternate facilities and designate principals and support staff to
relocate.
2263
2264
• Protect essential facilities, equipment, records, and other assets. 2265
• Safeguard equipment, records, databases, and other assets should the
facility become inoperable.
2266
2267
• Recover and resume normal operations. 2268
Each court also maintains local security and emergency plans developed by
the court and the sheriff’s department or the California Highway Patrol (CHP).
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4.3.5. Operational Area 2271
The governing bodies of each county and of the political subdivisions in the
county may organize and structure their OA. The OA serves as a coordinating
link between the local government level and the Cal OES Regional level of
SEMS. OA responsibilities involve coordinating with the jurisdictions and
organizations to deploy field-level emergency response personnel, activate
EOCs, and issue orders to protect the public.
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4.3.6. Local Government 2278
Cities and counties have ordinances that establish an emergency organization
and local disaster council. The ordinances provide for the development of an
emergency plan establishing responsibilities for emergency management
operations and specifying the officials authorized to proclaim a local
emergency. All local governments with a certified disaster council are required
to develop Emergency Operation Plans (EOP) for their jurisdiction that meet
state and federal requirements and are consistent with Cal OES planning
guidance. Local governments should work with their OA when developing their
EOP.
2279
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2283
2284
2285
2286
2287
When there is an immediate threat or actual emergency, local governments
implement emergency plans and take actions to mitigate or reduce the
emergency threat. Actions may include deploying field-level emergency
response personnel, activating EOCs, and issuing orders to protect the public. All
accessible and applicable local, state, and federal resources will be committed
to protect lives, property, and the environment.
2288
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2290
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2293
4.3.7. Special Districts 2294
Special districts are formed under various laws that provide the necessary
authority to operate. Special districts often have unique resources, capabilities,
and vulnerabilities. Special districts should be included in the activities at the OA
level to ensure the needs of the community are best met during an emergency.
Responsibilities may include deploying field-level emergency response
personnel, activating EOCs, and issuing orders to protect the public.
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4.3.8. Tribal Governments 2301
Tribal governments are responsible for the protection and preservation of life,
property, and the environment on tribal lands. Responsibilities may include
deploying field-level emergency response personnel, activating EOCs, and
issuing orders to protect the public. Tribal governments maintain various levels of
emergency preparedness, coordination, communication, and collaboration
with federal, state, and local governments.
2302
2303
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2305
2306
2307
The Cal OES Office of Tribal Coordination (OTC) coordinates emergency
management planning, response, and recovery. The OTC also shares resource
information to include grant funding, training opportunities, and disaster
response resources.
2308
2309
2310
2311
Tribal Councils and local government may enter into intergovernmental
agreements for fire protection and emergency services mutual aid. For
example, certain tribal police departments have cross-deputization agreements
with county sheriff departments. This allows tribal officers to enforce state and
county law on reservation land and allows the departments to work together to
improve public safety.
2312
2313
2314
2315
2316
2317
In 2021, the California Master Mutual Aid Agreement was amended to include
federally recognized California Indian Tribes. The amendment allows eligible
tribes to enter into the agreement.
2318
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2320
4.3.9. Federal Government 2321
The federal government supports emergency management throughout the
nation by providing tools, resources, and guidance that support California’s
emergency management system. When an emergency occurs that exceeds, or
is anticipated to exceed, resources of the state, or when federal departments or
agencies acting under their own authorities are partners in the unified
command for an emergency, the federal government will implement the NRF
and the NDRF. This allows access to federal department and agency
capabilities, organization of the federal response and recovery actions, and
ensures coordination with all response partners. FEMA Region IX and Cal OES
have outlined the mechanism by which they will integrate efforts in the
California Catastrophic Incident Base Plan: Concept of Operations.
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The Concept of Operations (CONOP) describes the integration of Federal
resources into the state-led response to a catastrophic incident to achieve unity
of effort and in concert with the SEP and SEMS.
2333
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2335
The audience for the CONOPs includes state, federal, local, regional, and tribal
officials, as well as representatives of non-governmental and private-sector
organizations with responsibility for response to, and recovery from, potentially
catastrophic incidents in California. Such organizations may be expected to
participate in the joint state/federal organization.
2336
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2338
2339
2340
The current catastrophic plans developed by Cal OES and FEMA are: 2341
• California Catastrophic Incident Base Plan: Concept of Operations 2342
• California Cascadia Subduction Zone Earthquake and Tsunami Response
Plan
2343
2344
• Bay Area Earthquake Plan 2345
• Northern California Catastrophic Flood Response Plan 2346
• Southern California Catastrophic Earthquake Plan 2347
More information on catastrophic plans can be found on the Cal OES website
under the Planning and Preparedness Division, and in the Plans and Publications
section where California Catastrophic Plans are mentioned.
2348
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2350
4.3.10. Other State Governments 2351
The U.S. has a long history of cooperation and assistance between states during
emergencies. California has entered into reciprocal aid agreements with other
states to provide for mutual assistance when such assistance is requested by the
governor of that state or a designee. In 1951, California became a signatory to
the Interstate Civil Defense and Disaster Compact. In 2005, the state signed on
as a member of the Emergency Management Assistance Compact (EMAC). In
addition, California is party to regional initiatives with neighboring states to
support effective emergency management.
2352
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4.3.11. International Governments 2360
California coordinates international programs, initiatives, projects, and
partnerships with other countries and international organizations, such as the
Aga Khan Development Network (AKDN), Australia, Chile, Israel, and Mexico.
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California also participates in a variety of cross-border initiatives with Mexico that
enables coordination of key cross-border issues affecting the U.S. and Mexico.
2364
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The International Affairs Office within Cal OES provides disaster information to
foreign nationals in California through consulates, coordinates international
mutual aid, and organizes events with international emergency managers.
2366
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2368
California has received international aid to combat wildfires. Over the last
several fire seasons, firefighters from Australia, New Zealand, Israel, and Mexico
have assisted CAL FIRE in combating wildfires throughout the state. During the
COVID-19 pandemic, California provided aid to thirteen countries by donating
personal protective equipment.
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2373
4.4. Role of the Private Sector 2374
2375
4.4.1. The People of California 2376
The people of California are the primary beneficiaries of the state’s emergency
management system. At the same time, individuals play an important role in
emergency management by helping one another and ensuring they and their
families are prepared for disasters.
2377
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2380
Before an emergency, people can assist the emergency management effort by
taking first aid training, maintaining emergency supplies, and being prepared to
evacuate or shelter in-place for several days. Many people join disaster
volunteer programs such as Community Emergency Response Teams (CERT) and
remain ready to volunteer or support emergency response and recovery efforts.
Community members can also be an important link in the whole community
planning process working with each other, businesses, NGOs, volunteer
organizations, and local government emergency managers to develop local
emergency operations plans.
2381
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2389
During an emergency, people should monitor emergency communications and
carefully follow directions from authorities. If an evacuation order is issued, it is
critical that people evacuate quickly. This is especially true for individuals with
disabilities, older adults, and people with access or functional needs that may
require additional time and resources to evacuate safely. Establishing personal
support networks and active planning to take appropriate action in response to
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disasters is key to personal safety and help reduce the impact of the
emergency. By being prepared, people can better serve their families and
communities, and reduce demands on first responders.
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Many local government agencies have individual, family, and community
preparedness initiatives. At the state level, Cal OES promotes individual and
community preparedness through public programs and events like the Great
Shakeout earthquake drill and Listos California. See Section 8.2 Preparedness
Campaigns for more information.
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California Volunteers is a state office that provides accessible information and
tools to support individual and community emergency planning and matches
volunteers to opportunities, more information can be found on the California
Volunteers website.
2404
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4.4.2. Businesses 2408
Much of the state’s critical infrastructure is owned or maintained by the private
sector and must be protected during a response to ensure a quick and
complete recovery from an emergency. These same entities provide valuable
resources before, during, and after an emergency, and play a critical role in
meeting the needs of those impacted by an emergency.
2409
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• Target Hazards: Key industries are potential targets for cyber or terrorist
attacks and must institute measures to protect their infrastructure and the
surrounding community. The Chemical Facility Anti-Terrorism Standards
(CFATS) were passed to ensure certain facilities have security measures in
place to prevent releases, thefts/diversions, or sabotage/contamination
due to terrorist activity. These entities must coordinate with federal, state,
and local governments to ensure emergency plans are integrated with
government plans.
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• Hazardous Materials Area Plans: Many businesses (both large and small)
handle chemicals that pose hazards to the community and environment
due to potential offsite releases and should have emergency plans to limit
the impacts from unintentional releases. Some industries are required by
law or regulation to have emergency operations procedures to address a
variety of hazards. The CalEPA Hazardous Materials Program requires
businesses that handle hazardous materials that meet certain quantity or
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risk thresholds to submit Business Program Plans and Risk Management
Plans to Certified Unified Program Agencies (CUPA) or Administering
Agencies (AA). The AA can then develop Hazardous Materials Area Plans
to respond to a release of hazardous materials within their jurisdiction.
2429
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• Business Emergency Plans: Cal OES recommends all businesses develop
comprehensive emergency plans that include employee injury and illness
prevention programs, address access and functional needs
considerations for employees and visitors, business resumption, and
continuity of operations elements. A comprehensive business emergency
plan can assist the business and the community at-large by providing:
2433
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2435
2436
2437
2438
• Accessible information to employees to protect themselves and their
families from the effects of likely emergencies.
2439
2440
• A business emergency organization with identified positions having
clear and specific emergency roles, responsibilities, delegated
authorities, and identified successors.
2441
2442
2443
• Identification of actions necessary to protect company property and
records during emergencies.
2444
2445
• List of critical products and services. 2446
• Production shut-down procedures. 2447
• Company command post. 2448
• Alternate work sites. 2449
• Methods and channels of communication. 2450
• Contacts with local emergency management officials. 2451
• Methods to provide and accept goods and services from other
companies.
2452
2453
• Business Operations Centers: Cal OES also promotes the use of business
operations centers to enhance public and private coordination. State
and local governments can effectively coordinate with businesses by
establishing a business operations center linked to their existing EOC.
2454
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4.4.3. Voluntary Organizations 2458
California recognizes the value and importance of organizations that perform
voluntary services in their community. These organizations have resources which
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can augment emergency response and recovery efforts. Examples of voluntary
organizations are:
2461
2462
• American Red Cross: When a disaster threatens or strikes, the American
Red Cross (ARC) provides accessible shelter, food, and health and mental
health services to address basic human needs to enable survivors to
resume normal daily activities. The ARC works closely with the California
Department of Social Services (CDSS) for Mass Care and Shelter (CA-ESF
6). CDSS and the ARC jointly plan, prepare, and train for and respond to
emergencies that require mass care and shelter.
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• Salvation Army: The Salvation Army’s first aim is to meet the basic needs of
those who have been affected, both survivors and first responders. The
Salvation Army's primary goals are to offer material comfort, physical
comfort, and spiritual and emotional comfort.
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• Southern Baptist Convention: The Southern Baptist Disaster Relief Ministry
(SBDR) is the third largest disaster volunteer response group in the nation,
and often conduct mass feedings, flood recovery operations, debris
clean up, counseling, and spiritual support.
2474
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• Voluntary Organizations Active in Disaster: This coalition of nonprofit
organizations supports the emergency management efforts of local, state,
and federal agencies and governments by coordinating the planning
efforts of a variety of voluntary organizations. Visit the California Voluntary
Organizations Active in Disaster (VOAD) website for more information.
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• Whole Community Stakeholder Workgroups: Partnering with whole
community stakeholders results in more inclusive and integrated
emergency planning. These workgroups, many of which are organized
and facilitated by a jurisdictional AFN Coordinator within the EOC, can
consist of representatives from Area Agencies on Aging, the local
independent living center, regional center, disability advocacy groups
(e.g., agencies serving the deaf and hard of hearing), CBOs, and other
resource providers (e.g., the ARC). These working groups are designed to
identify the immediate unmet needs of disaster survivors with disabilities,
other access and functional needs, or specific cultural or social needs,
and to deliver the following resources:
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• Power wheelchairs 2494
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• Manual wheelchairs 2495
• Walkers, canes, rollators (rolling walker) 2496
• Hearing aids 2497
• Realtime captioning 2498
• Video remote interpreting 2499
• Telephonic interpretation services 2500
• Foreign language interpretation/translation services 2501
• Other assistive technologies 2502
4.4.4. Public-Private Partnerships 2503
The private sector provides services to Californians every day, and valuable
advice, assistance and resources to support emergency response and recovery
activities. To support coordination and response between government and the
private sector, Cal OES established the Office of Private Sector/NGO
Coordination to bring together state government and nonprofit and private
sector to communicate and facilitate assistance during emergencies.
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Public-private partnerships are an important part of the whole community
approach to emergency preparedness. Businesses better prepared for disasters
are better able to protect their employees, provide essential services to their
customers, and facilitate the economic recovery of their impacted
communities. A strong relationship with NGOs improves communication with
community members, helps emergency managers develop integrated plans
with better alignment with local communities and businesses, and provides
access to volunteer resources to support response and recovery.
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The goals of the Office of Private Sector/NGO Coordination are to advise on: 2518
• Methods to promote the integration of the nonprofit and private sectors
into the emergency services system so people can be better informed
and prepared for emergencies.
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• Develop relationships to provide for quick access to emergency supplies
and essential services to minimize the need to stockpile such supplies
during normal times.
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• Logistic measures required to quickly deliver needed supplies and services
to affected areas.
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• Methods to utilize nonprofit and private sector capabilities to increase the
surge capacity of state and local agencies responding to emergencies.
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• Systems that aid business and economic recovery after an emergency. 2529
The Office of Private Sector/NGO Coordination recently oversaw these
initiatives:
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• Collaborating with the California Manufacturing and Technology
Association in the creation of a web platform that highlights California
manufacturers of personal protective equipment (PPE) to facilitate local
purchase.
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• Partnering with Chambers of Commerce and large trade associations
around the state to distribute PPE to essential workers to help support the
economy.
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• Partnering with OpenTable, Facebook, Google, and Yelp to have COVID-
19 safety measures listed on business web and advertising pages to
encourage consumers to reengage with their community businesses and
feel safe dining and shopping.
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Section 5 – Mitigation Programs
79
5. Mitigation Programs 2543
Hazard mitigation is defined as any action taken to reduce or eliminate the
long-term risk to human life and property from natural or human-caused hazards
and their effects. Human-caused hazards includes technological, accidental,
and adversarial human caused events and conditions. The definition of hazard
mitigation distinguishes actions that have a long-term impact from those more
closely associated with immediate preparedness, response, and recovery
activities. States, territories, federally recognized Tribes, and local communities
are encouraged to take advantage of the funding from FEMA’s Hazard
Mitigation Assistance (HMA) programs provide in both the pre- and post-disaster
timelines. Mitigation capabilities include:
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• Community-wide risk reduction projects. 2554
• Critical infrastructure and resource lifelines resilience improvements. 2555
• Risk reduction from specific natural and human-caused hazards based on
structural changes and climate changes.
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• Initiatives to reduce future risks after a disaster has occurred. 2558
• Assessment of the emergency management system’s surge and response
capability given more frequent and severe weather.
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Without actions to incorporate climate considerations into emergency
management climate change will continue to increase risk to public safety,
property, and emergency responders.
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More information on hazard mitigation planning can be found on the Cal OES
website under Hazard Mitigation Division.
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More information on grants for hazard mitigation can be found on the Cal OES
website under Hazard Mitigation Division in Pre-Disaster Flood Mitigation and Cal
OES Recovery Division.
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5.1. State of California Enhanced Hazard Mitigation Plan 2569
Mitigation Plans form the foundation for a state or community’s long-term
strategy to reduce disaster losses and break the cycle of damage,
reconstruction, and repetitive damage. The Enhanced SHMP is a collaborative
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Draft State Emergency Plan
Section 5 – Mitigation Programs
80
effort to identify, reduce, or eliminate the long-term risk to human life and
property from natural, meteorological, biological, or human-caused hazards in
California. The Enhanced SHMP guides the state in developing the capabilities
necessary to reduce losses by lessening the impact of disasters and to enhance
state and community disaster resilience. As the state’s primary hazard mitigation
guidance document, it provides an updated and comprehensive description of
California’s historical and current hazard analysis, mitigation strategies, goals,
and objectives, as well as assessment of climate impacts, and risk-reduction
efforts.
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California is required to review and revise the Enhanced SHMP and resubmit it
for FEMA approval every five years to ensure continued eligibility of Stafford Act
funding. This includes eligibility for FEMA’s Hazard Mitigation Assistance (HMA)
Programs including Hazard Mitigation Grant Program (HMGP), Pre-Disaster
Mitigation (PDM), Building Resilient Infrastructure and Communities (BRIC)
funding, Flood Mitigation Assistance (FMA), Fire Management Assistance Grant
Program (FMAG), and Public Assistance (PA) grants. In addition, the state
remains eligible for the reduced-cost share for grants awarded under the FMA
grant programs, and California’s “Enhanced Plan” designation also enables the
state to receive increased HMGP funds up to 20 percent after a federally
declared event, providing a greater allotment to implement the state’s
mitigation program.
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The goals of the 2023 Enhanced SHMP are to: 2594
• Significantly reduce risk to life, community lifelines, the environment,
property, and infrastructure by planning and implementing whole-
community risk reduction and resilience strategies.
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• Build capacity and capabilities to increase disaster resilience among
historically underserved populations, individuals with access and
functional needs, and communities disproportionately impacted by
disasters and climate change.
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• Incorporate equity metrics, tools, and strategies into all mitigation
planning, policy, funding, outreach, and implementation efforts.
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• Apply the best available science and authoritative data to design,
implement, and prioritize projects that enhance resilience to natural
hazards and climate change impacts.
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• Integrate mitigation principles into laws, regulations, policies, and
guidance to support equitable outcomes to benefit the whole
community.
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• Significantly reduce barriers to timely, efficient, and effective hazard
mitigation planning and action.
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Local Hazard Mitigation Plans (LHMPs) are essential in identifying actions for risk
reduction that are agreed upon by stakeholders and the public. LHMPs help to
focus resources on the greatest risks and vulnerabilities in a community by
communicating priorities and strategies to local and state officials to reduce
future risks. Cal OES provides training and technical assistance to local
governments, special districts, and Tribes in the development of their LHMPs in
accordance with FEMA guidance outlined in the Disaster Mitigation Act of 2000.
An approved and adopted LHMP is required by a local government, special
district, or Tribe prior to applying for a pre-disaster mitigation grant such as BRIC
and FMA. An approved and adopted LHMP is also required prior to funding
obligation from a post-disaster mitigation grant such as HMGP, FMAG-Mitigation,
or High Hazard Dam Program (HHPD) mitigation grants.
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For many years, Cal OES Hazard Mitigation Division sponsored the MyPlan tool to
provide information about California’s natural hazards and to assist with
creating custom maps for LHMPs. Currently, the MyPlan tool is undergoing
updates to improve usability, reliability, and accuracy and will be re-released in
the future.
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5.2. Individual and Business Mitigation Tools 2629
Information about California’s natural and man-made hazards can be found on
the Cal OES website under Hazard Mitigation Division in the MyHazards tool. The
MyHazards tool allows the public to discover hazards in their area
(e.g., earthquake, flood, fire, tsunami) and learn steps to reduce personal risk.
Using the MyHazards tool, users may enter an address, city, zip code, or may
select a location from a map. The screen then presents information on the risks
identified within the search radius, and recommended actions. The MyHazards
tool’s data is approximate and meant for general use only.
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This Page Intentionally Left Blank2640
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Section 6 – Emergency Preparedness
83
6. Emergency Preparedness 2641
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Preparedness involves activities undertaken in advance of an emergency to
develop and enhance the operational capacity to respond and recover from
an incident. As part of a comprehensive preparedness program, emergency
managers should develop integrated plans and procedures based on known
threats and hazards, provide training and exercises to test plans, look at ways to
protect their community, and develop methods for managing and
communicating various forms of accessible information. An essential part of this
process is an emphasis on a whole community approach to emergency
preparedness, and the integration of individuals with access or functional needs
throughout the planning process.
6.1. Preparedness Planning
The state and its political subdivisions assigned emergency responsibilities in this
plan will prepare appropriate supporting plans and related standard operating
procedures that describe how emergency operations will be carried out. In
addition, Cal OES leads the Statewide Emergency Preparedness Coordination
(SWEPC) Group, an informal organization comprised of Cal OES, state agencies,
and other identified stakeholders to facilitate the dissemination of information,
express concerns, and discuss emergency management issues in California.
• SEMS and NIMS Elements: Plans and procedures should address all
applicable SEMS and NIMS requirements. At a minimum, plans should
contain a list of stakeholders with contact information, preparedness
actions, procedures for coordinating mutual aid, methods for integrating
access and functional needs, an outline of response actions, and a
process for incorporating corrective actions. For more planning guidance,
refer to FEMA Comprehensive Preparedness Guide (CPG) 101.
• Community Lifelines: The community lifelines construct developed by
FEMA can be a useful tool for local planners developing emergency
operations plans (EOPs). Community lifelines are the most fundamental
services in a community that, when stabilized, enable all other aspects of
society to function. They are broken down into the following seven
categories: Safety and Security; Food, Water, and Sheltering; Health and
Medical; Energy; Communications; Transportation; and Hazardous
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Section 6 – Emergency Preparedness
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84
Materials. They are an objectives-based approach to incident response
that prioritizes the rapid stabilization of key functions after a disaster.
Accounting for lifelines in the planning process is an option local
government may consider using to enhance their EOP and increase
community resilience.
The Cal OES Critical Infrastructure Protection Unit incorporates community
lifelines in its Critical Infrastructure Prioritization Initiative. The initiative
establishes an inventory of significant infrastructure prioritized by sector.
• Emergency Operations Plans: All local governments with a certified
disaster council are required to develop Emergency Operation Plans
(EOPs) for their jurisdictions that meet state and federal requirements per
the ESA, Section 8610. This includes identifying potential evacuation areas
and routes, measures for notifying and evacuating the public, and
identifying potential shelter locations (California Emergency Services Act,
1970). EOPs should intersect with a jurisdiction’s continuity of operations
(COOP) and continuity of government (COG) needs. Guidance on
COOP/COG can be found on the Cal OES Continuity Planning webpage.
Among other emergency planning considerations, local EOPs should
include the following elements:
• Threat and Hazard Identification and Risk Assessment (THIRA) and
Stakeholder Preparedness Review (SPR): THIRA/SPR is one way to
identify current risks and assessing the existing capabilities of a
community to handle those risks. Understanding a community’s risk
and capabilities is what drives the rest of the planning processes by
allowing planners to determine what they need to prepare for, if
current capabilities need to be maintained or expanded, and how
to close capability gaps (e.g., creating training programs, utilizing
community outreach, acquiring additional funding). The state is
required to use THIRA/SPR, while local jurisdictions can use alternative
models if they choose. For more information on the THIRA/SPR process
refer to FEMA’s CPG 201 and for other assistance identifying local
hazards look at FEMA’s Resilience Analysis and Planning Tool (RAPT).
• Whole Community Planning Approach: Based on CPG 101,
integrated plans should address what a community will do to address
its specific risks with the unique resources it has or can obtain. This
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requires understanding the composition of the population and its 2709
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needs and the identification and involvement of community
stakeholders in the planning process. Integrated planning should
address all members of the community, such as the socially
underrepresented, individuals with access or functional needs,
private businesses, and other government entities.
• Community Involvement: Community members and leaders should
be involved in the integrated planning process because they possess
unique knowledge and perspectives about their constituents.
Increased community participation can take the forms of creating
local emergency planning committees, holding public outreach
events, and working with Community Emergency Response Teams
(CERTs). Community involvement helps emphasize that members
have an active responsibility in preparedness and ownership of the
plan created.
• Equity Priority Communities and Individuals with Access and Functional
Needs: Emergency management planners need to consider
underrepresented members of their communities – including people with
a higher susceptibility to harm from disaster impacts. These individuals may
not have access to resources offered in preparedness, response, and
recovery or feel they cannot easily or safely access these resources. For
example, individuals could be:
• Geographically isolated
• Out of hearing range of community alert sirens
• Without radio, television, telephone, mobile phones, or computers
• Without strong mobile reception or internet connectivity
• Visitors, temporary residents, or seasonal workers in an impacted
region
• Unfamiliar with available emergency resources
• Physically, developmentally, or intellectually disabled
• Injured or managing chronic medical conditions
• Experiencing homelessness
• Undocumented persons
• Limited English proficiency
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Section 6 – Emergency Preparedness
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86
• Low-income or without transportation
• Older adults
• Children
• Pregnant women
• Evacuation and Transportation: Planners should be aware of what types of
transportation are typically used by which groups of people in their
communities and be cognizant of challenges to accessing and using
certain transportation methods during disasters. Evacuation plans must
integrate accessible transportation providers within the planning process
and movement of people with access or functional needs. Transportation
planning considerations should include staging, embarkation points,
transportation centers, temporary evacuation points, and care and
shelter locations.
• Sheltering: Assembly Bill 2311, Chapter 520 requires access and functional
needs considerations be integrated into a jurisdiction’s emergency plan,
which includes addressing how individuals with access or functional needs
will access emergency shelters. A shelter is a disaster-relief location that
provides a roof overhead, food, water, sanitation, and support to
residents in maintaining their basic living needs until they can return home.
Shelters will not duplicate residents’ usual standards of living. Survival and
basic non-medical health maintenance are the goals of disaster
sheltering. When shelter facilities are activated, the state will work with
local officials to ensure they accommodate the provisions of the ADA and
provide full wrap-around services. Shelter planners and emergency
managers should identify shelters that comply with ADA requirements and
those that will need modifications to comply. Planners should also
collaborate with community groups and non-profit organizations that
represent equity priority communities that may be distrustful of or
uncomfortable in government run shelters.
• Hazard-Specific Planning: Local, state, and federal regulations frequently
require hazards-specific plans. For example, nuclear power plant
emergency plans are required under the Code of Federal Regulations
(CFR), Title 44, Chapter I, Subchapter F, Part 350. Hazardous materials area
plans are required under the California Health and Safety Code, Section
25503. Dam emergency plans and procedures for the evacuation and
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Section 6 – Emergency Preparedness
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control of populated areas below dams may be adopted by local
governments in accordance with California Government Code, Section
8589.5.
• Nuclear Power Plant Emergency Plans: Local and state jurisdictions
within the federally defined emergency planning zones established
around operating nuclear power plants are required to develop and
exercise plans designed to protect the public in the event of an
emergency. All plans and procedures must comply with
NUREG-0654/FEMA-REP-1 Criteria for Preparation and Evaluation of
Radiological Emergency Response Plans and Preparedness in
Support of Nuclear Power Plants. 2788
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Both the U.S. Nuclear Regulatory
Commission (NRC) and FEMA use the document to evaluate the
adequacy of the emergency plans and preparedness of state, local,
and tribal governments surrounding commercial nuclear power
plants, commercial nuclear power plant applicants, and licensees.
• Hazardous Materials Area Plans: Administering agencies are required
to establish area plans for emergency response to a release or
threatened release of a hazardous material within its jurisdiction.
• Dam Emergency Action Plans: The ESA, Section 8589.5, requires
inundation maps and an EAP for all dams that exceed a “low”
downstream hazard potential, as determined by the Department of
Water Resources, Division of Safety of Dams (DSOD). Dam owners
must submit their EAPs to Cal OES and DSOD for approval and
comply with California Water Code, Sections 6160-6162 and
Government Code, Section 8589.5. Additional provisions for EAPs
include compliance requirements, exercises of the plan, and
coordination with local public safety agencies. EAPs must be
updated every ten years, when there are significant modifications to
the dam or its related structures, and when there are significant
changes to downstream development that involves people and
property. Dam owners are also required to conduct an annual
notification drill to ensure their notification contacts are accurate.
• Health Care Facilities: Consistent with Emergency Preparedness Rule
Centers for Medicare and Medicaid Services (CMS) 3178-F, covering
42 CFR, Parts 403-494, health care providers and suppliers
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participating in Medicare and Medicaid must develop an all-hazards 2813
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emergency plan based on a risk assessment of their location, policies
and procedures based on their emergency plan, a communication
plan compliant with federal and state law, and training and testing
programs including exercises testing the plan.
• Regional Planning: Where multiple jurisdictions share similar and
concurrent hazards, the establishment of interagency or inter-jurisdictional
planning committees is recommended. Such planning committees can
enhance regional planning by coordinating their response efforts and
sharing accessible information on resources and capabilities.
An example of regional planning is the Urban Area Security Initiative
(UASI) concept. A UASI group can be made up of multiple cities and
counties in a geographical area with shared security interests. This allows
multiple jurisdictions to share funding, coordinate planning, protect critical
infrastructure spanning the region, and provide joint training opportunities.
Other examples include the state’s regional catastrophic plans, such as
the Northern California Catastrophic Flood Response Plan, Bay Area
Earthquake Plan, Cascadia Subduction Zone – Earthquake and Tsunami
Response Plan, and the Southern California Catastrophic Earthquake
Response Plan. Each of these plans focuses on potential disasters with
widespread direct impact across multiple counties and indirect impacts
throughout California and the Western U.S.
• Public-Private Partnerships: The private sector provides many of the day-
to-day services the public utilizes and owns a majority of the state’s critical
infrastructure. Emergency management planners should establish public-
private partnerships to gain a better perspective on private sector needs
and their available emergency resources. A resilient and supported
private sector can be beneficial for response, restoration of services, and
economic recovery.
• Recovery Planning: Local governments and other agencies are
encouraged to develop recovery plans prior to the occurrence of a
disaster. Such a plan should establish mechanisms for recovery decision-
making and identify key participants in the recovery organization,
including non-governmental and private sector entities. The plan should
also identify processes and procedures for requesting state and federal
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recovery assistance and ensuring that recovery activities are carried out 2848
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in accordance with the requirements of these programs.
To support recovery planning efforts, FEMA released the National Disaster
Recovery Framework (NDRF) Second Edition in June 2016 (U.S. Dept. of
Homeland Security, 2016). The NDRF provides guidance that enables
effective recovery support to disaster impacted states, Tribes, and local
jurisdictions. In January 2019, Cal OES released the California Disaster
Recovery Framework (CDRF). The CDRF outlines the California-specific
recovery coordination structure, roles, and responsibilities; disaster
assistance programs available with and without presidential declarations;
Recovery Support Functions (RSFs); and guidance to local governments to
develop recovery plans.
6.2. Preparedness Campaigns
A primary goal of community preparedness is resilience which is the ability to
adapt to changing conditions, withstand, and quickly recover from disruptions
caused by emergencies (FEMA, IS-235 Emergency Planning, 2015). For
emergency managers, improving community resilience involves whole
community planning to learn about issues unique to the jurisdiction. This includes
engaging with community members to learn about local practices used in
response to the threats and hazards identified in these communities.
Some of the individual preparedness programs Cal OES supports include:
• National Preparedness Month in September is the Cal OES annual
preparedness campaign providing a variety of resources, including links to
the Listos California website to assist families and communities become
disaster prepared.
• Great ShakeOut is an international earthquake drill that occurs every third
Thursday of October. Cal OES works in partnership with the U.S. Geological
Survey and the Earthquake Country Alliance through news and social
media campaigns in October encouraging California’s residents to “drop,
cover, and hold on” at a predetermined time statewide.
• Preparedness Ambassadors is a statewide approved curriculum designed
to engage fourth grade students to develop and promote disaster
preparedness for their homes, schools, and local communities. Resources
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include a teacher guide, student workbook, a family readiness guide, and 2881
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case studies on real disasters (e.g., Camp Fire 2018, Ridgecrest
Earthquake 2019, Japan Tsunami 2011).
• Seasonal and Disaster Specific Events and Campaigns are put out by
Cal OES News & Media covering topics such as, winter storms, summer
heat, tsunamis, and windstorms.
6.3. Preparedness Training
Training is essential to ensure public officials, emergency managers, and
emergency response personnel are prepared for disasters. A robust training
program based on clear requirements should be conducted regularly to ensure
existing staff maintain their readiness and new staff are able to learn needed
skills and knowledge.
The Cal OES EOC Position Credentialing Program promotes an enhanced level
of readiness for emergencies by offering three levels of credentialling in specific
EOC positions starting with Type III (baseline) credentialing for the local
government level. A statewide credentialing program provides emergency
managers a way to identify the requirements for education, competency,
training, and certifications that define the basic qualifications expected of
emergency services personnel. Cal OES EOC Position Credentialing promotes
elements of SEMS and flows into the larger NIMS Guidelines for emergency
personnel credentialing. As the frequency and severity of disasters increase, the
requirement for emergency services staff to deploy outside their jurisdiction for
mutual aid has increased as well. Personnel interested in supporting state and
federal disaster deployments can pursue Type II (mid-level) and Type I (highest)
advanced credentials.
Cal OES training for emergency managers and first responders can be found on
the California Specialized Training Institute’s (CSTI) website. FEMA offers NIMS
training through the Emergency Management Institute (EMI).
Courses, such as IS-368, Including People with Disabilities and Others with Access
and Functional Needs in Disaster Operations, and G-197, Integrating Access and
Functional Needs into Emergency Management, ensure a whole community
approach is integrated throughout the emergency management process.
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6.4. Preparedness Exercises 2913
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Exercises provide personnel with an opportunity to become thoroughly familiar
with the procedures, facilities, and systems used in emergency situations. Ideally,
state departments and political subdivisions should plan and participate in all-
hazards exercises with emergency management and various types of response
personnel. When possible, exercises should also include recovery components.
Exercises should:
• Be guided by senior leaders.
• Be capabilities based, objective driven, and based on the jurisdiction’s
priorities.
• Be as realistic as possible.
• Stress the application of standardized emergency management.
• Be based on risk assessments (e.g., credible threats, vulnerabilities, and
consequences).
• Include non-governmental organizations and the private sector, when
appropriate.
• Incorporate the concepts and principles of SEMS and NIMS.
• Demonstrate continuity of operations issues.
• Incorporate individuals with disabilities and others with access or
functional needs.
FEMA promulgates the Homeland Security Exercise and Evaluation Program
(HSEEP), which is a standardized methodology for exercise design,
development, conduct, evaluation, and improvement to ensure all-hazard
response capabilities are adequately tested and exercised. All Cal OES
exercises are HSEEP consistent. Additional information about HSEEP can be
found on the FEMA Preparedness Toolkit website under HSEEP Policy and
Guidance.
The following list describes the range of exercise types that may be used:
• Seminars are discussion-based and meant to introduce information about
a particular topic or current policies, plans, and procedures. Seminars are
good for an audience unfamiliar with current plans and can be a starting
point for more complex exercises.
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• Workshops are discussion-based, and meant to create deliverables, such
as a plan, procedure, or After Action Report (AAR) / Improvement Plan
(IP). Workshops are more participant based and good for collecting ideas
from a diverse group of stakeholders.
• Tabletop Exercises (TTXs) are discussion-based and built around a scenario
so participants can discuss how they would apply policies, plans, and
procedures. Tabletop exercises are a good way to identify strengths and
areas of improvement in existing or potential processes in the context of a
hypothetical situation.
• Games are discussion-based, structured forms of play designed for
participants to test their operational decision making in a hypothetical
situation and explore the consequences of their choices. Games are
good for reinforcing training, team building, and enhancing operational
and tactical capabilities.
• Drills/Tests are operations-based and require participants to perform a
single operation or function, such as an evacuation drill or sending a test
wireless emergency alert. Drills/tests are good for validating a capability is
operating as intended and providing participants practice maintaining a
skill.
• Functional Exercises (FEs) are operations-based and require participants
to perform multiple capabilities and functions in a realistic environment,
but with most resource movement and complex interactions outside of
the immediate exercise being simulated. Functional Exercises are good for
validating multiple capabilities that can be executed properly and that
plans can be used as intended.
• Full-Scale Exercises (FSEs) are operations based, and the most complex
and resource intensive to setup. FSEs involve multiple agencies,
departments, and jurisdictions and real-time interaction of participants
from Emergency Operations Center(s) to field personnel all performing
and moving as they would in a real emergency. Full-scale exercises are
good for testing that an organization’s plans, policies, and procedures
can be applied in real time and coordination with multiple organizations
in a cooperative system (e.g., ICS) can be achieved.
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In 2004, Cal OES started a state-level exercise series as part of a comprehensive 2978
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preparedness exercise program, the Capstone California exercises. These
exercises were designed to improve emergency preparedness for catastrophic
events at all levels of government. Cal OES also hosts the Integrated
Preparedness Planning Workshop (IPPW), an annual meeting that outlines the
strategy and structure of an exercise program; how to integrate the program
into broader preparedness efforts; and the foundations necessary to plan,
conduct, and evaluate individual exercises. The IPPW produces the Cal OES
Multi-Year Integrated Preparedness Plan (IPP). Emergency Managers can
benefit from the annual IPPW to further develop preparedness strategies and
coordinate training and exercise activities with neighboring jurisdictions and
state training and exercise programs.
More information about Capstone California, the IPPW, and the IPP can be
found on the Cal OES Exercise Program web page.
6.5. Prevention and Protection Programs
The state supports risk prevention programs as a component of emergency
preparedness efforts. Prevention programs are established by many agencies
and departments to detect problems, share information and intelligence, and
prepare strategies to avert problems before they occur. Many agencies
maintain intelligence assessment centers (often referred to as fusion centers) to
evaluate risks and threats and to share accessible information among local,
state, and federal authorities.
The STAS helps safeguard the communities of California. The STAS assists in
detection, prevention, investigation, and response using an all-hazards
approach. The STAS also disseminates intelligence and facilitates
communications between state, local, federal, tribal agencies, and private
sector partners to support actions on threats and public safety issues. The STAS is
made up of the following six fusion centers across California:
1. California State Threat Assessment Center (STAC) (Sacramento)
2. Central California Intelligence Center (CCIC) (Sacramento)
3. Joint Regional Intelligence Center (JRIC) (Los Angeles)
4. Northern California Regional Intelligence Center (NCRIC) (San Francisco)
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5. Orange County Intelligence Assessment Center (OCIAC) (Orange 3010
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County)
6. San Diego Law Enforcement Coordination Center (SD-LECC) (San Diego)
The State Threat Assessment Center (STAC) is the state primary fusion center, as
designated by the Governor of California, and is operated by Cal OES. The STAC
is California’s statewide information-sharing clearinghouse for strategic threat
analysis and situational awareness, while preserving civil liberties, individual
privacy, and constitutional rights.
The STAC Critical Infrastructure Protection (CIP) Unit assesses infrastructure
criticality, performs security and resilience surveys, shares CIP-related information
with public and private partners, and provides risk-informed analysis to Cal OES
leadership and government partners. The STAC and CIP support the Homeland
Security Advisor through collaborative, multi-jurisdictional initiatives such as the
National Critical Infrastructure Prioritization Program, Area Maritime Councils,
and working groups. An example of one initiative is the California Maritime
Security Council (CMSC) created in 2006 through Executive Order S-19-06. The
CMSC acts as an advisory body to the governor in matters related to maritime
security and is responsible for:
• Identifying areas where port stakeholders can improve statewide
collaboration and information sharing to identify potential threats.
• Identifying areas where institutionalized coordination through codified
processes will enhance security, emergency response procedures,
communications, coordinating contingency planning, and other areas of
mutual responsibility across the state.
• Developing a statewide maritime security strategy.
• Preparing plans to quickly recover from a catastrophic event at a
California port.
• Developing a strategy to increase the amount of homeland security
funding California receives from the Federal Department of Homeland
Security by establishing baseline levels of preparedness.
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6.6. Grant Programs for Preparedness 3040
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Federal programs to help fund preparedness activities include: the Homeland
Security Grant Program (HSGP), the Emergency Management Performance
Grant (EMPG), the federal and state Nonprofit Security Grant Programs (NSGP),
and Listos California Grant Program.
HSGP provides financial support to state, local, tribal, territorial governments,
and nonprofits to prevent, protect against, respond to, and recover from terrorist
attacks. The key focus of HSGP is to prevent terrorism and other catastrophic
events that pose the greatest risk to the security of the U.S., including risks along
the Nation’s borders.
HSGP’s three components are:
• State Homeland Security Program (SHSP): Assists state, local, tribal, and
territorial efforts to develop capabilities necessary to prevent, prepare for,
protect against, and respond to acts of terrorism.
• Urban Area Security Initiative: Assists high-threat, high-density Urban Areas
efforts to develop capabilities necessary to prevent, prepare for, protect
against, and respond to acts of terrorism.
• Operation Stonegarden: Supports cooperation and coordination among
Customs and Border Protection; U.S. Border Patrol; and other federal,
state, local, tribal, and territorial law enforcement agencies to improve
U.S. border security.
The EMPG program provides funds to assist state, local, tribal, and territorial
emergency management agencies to implement the National Preparedness
System with a focus on all-hazards emergency preparedness. EMPG supports
investments that improve the ability of jurisdictions nationwide to prevent,
protect, mitigate, respond, and recover from threats and hazards.
The federal NSGP was authorized by the Homeland Security Act of 2002
(Sections, 2003 and 2004) and provides funding for physical security and other
security activities to nonprofits that are at high risk of a terrorist attack. The
program seeks to integrate the preparedness activities of nonprofits such as
community-based organizations, faith-based organizations, and educational
institutions, with broader state and local preparedness efforts.
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The State NSGP provides funding support for target hardening and other 3072
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physical security enhancements to nonprofit organizations that are at high risk
for violent attacks and hate crimes due to ideology, beliefs, or mission.
Listos California receives $25 million annually to fund grants to CBOs, Tribes, and
CERT programs to improve disaster preparedness, response, recovery, and
mitigation in equity priority communities. The program also provides
communications support and technical assistance to maximize the grant
benefits.
Additional NSGP grants include the following:
• Public Safety Power Shutoff (PSPS) Resilience Allocation: Funds
preparedness measures in response to power outage events.
• California Health Center Security Grant Program (CHCSGP): Funds efforts
to enhance security for nonprofit health centers.
• Earthquake Warning California Program: Fund community-based
earthquake education and outreach.
• School Communications Interoperability Grant Program (SCIGP): Funds
interoperable technology for colleges and universities in response to
active shooters.
California Comprehensive School Security (CCSS) Program to assist school
districts in rural and small counties to identify gaps in violence prevention and
intervention (California Governor's Office of Emergency Services, n.d.).
The California Wildfire Mitigation Program (CWMP) is part of the state’s effort to
strengthen community-wide resilience against wildfires. Known as the Home
Hardening Program, this effort encourages cost-effective wildfire resilience
measures to create fire-resistant homes, businesses, public buildings, and public
spaces. Mitigation measures such as home hardening, vegetation
management, defensible space, and other fuel modification activities provide
neighborhood or community-wide benefits against wildfire.
The Prepare California Grant Program launched in 2022 provided funding
through 2024 aimed at reducing long-term risk to natural disasters by investing in
infrastructure improvements in the communities most susceptible and socially
vulnerable to future disasters. The program also provided match funding for
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federal grant programs to equity priority communities that would otherwise have 3104
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been unable to access the federal funding.
More information on these and other Hazard Mitigation Grant Programs can be
found in Section 11.5.4 and on the Cal OES Grants Management website.
6.7. Communications and Information Management
Preparedness strategies include plans and procedures for utilizing accessible
communications and information management systems. To facilitate
communicating with the public, between multiple agencies/departments, and
across multiple communication systems, consider using and developing:
• Common Terminology: Apply common and consistent terminology as
used in SEMS, including the establishment of plain language (clear text)
communications standards.
• Data Collection: Develop procedures and protocols to standardized data
collection, analysis, collaboration, and sharing during an incident or
planned event.
• Protocols: Develop procedures and protocols for communications (e.g.,
voice, geospatial information, internet, and transmitting encrypted data),
and accessible information sharing during an incident/planned event.
• Common Operating Picture: Utilize processes and systems to present
consistent and accurate information during an incident or planned event.
• Geographic Information System: Provide maps for emergency
preparedness, response, recovery, and mitigation all types of hazards.
Cal OES utilizes the Next Generation Situation Awareness and Collaboration Tool
(NGSCOUT), an online information sharing and collaboration platform used by
California emergency responders for tactical incident management.
Cal OES maintains several publicly available sources of GIS information: the CA
Governor’s Office of Emergency Services Data Library, the Cal OES Public
Mapping Applications webpage, the Cal OES Access and Functional Needs
Web Map, and the California Preparedness Portal (Cal PreP).
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6.8. Preparing Resources 3133
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This plan promotes a six-part resource management system that addresses
interoperability, credentialing, resource typing, mutual aid, deployment policies,
and cost recovery. Each agency with responsibilities in this plan should ensure
that their resource management systems address the following:
• Interoperability: Ensure equipment, communications, and data systems
acquired through state/territorial and local acquisition programs are
interoperable.
• Credentialing: Align with state emergency management and response
personnel credentialing programs to ensure properly trained staffing for
incidents including those involving mutual aid agreements and assistance
agreements. For more information on emergency management
credentialing, visit CSTI’s Credentialing and Certification Program web
page.
• Resource Typing: Inventory response assets to conform to NIMS National
Resource Typing Definitions, when possible.
• Mutual Aid: Provide personnel and resources when requested.
• Interagency Assistance: Utilize response asset inventory systems for
intrastate and interstate assistance requests such as Emergency
Management Assistance Compact (EMAC), training, exercises, and
incidents/planned events.
• Deployment Policies: Institute policies and procedures to prevent
spontaneous deployment of resources (including personnel) and to
manage resource requests that bypasses official resource coordination
processes (i.e., resources requested through improper channels).
• Cost Recovery: Institute mechanisms to deploy, track, recover,
demobilize, and reimburse for resources utilized during response and
recovery. For additional information about cost recovery, visit the Cal OES
Recovery web page.
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7. Response Concept of Operations 3162
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The response phase concept of operations summarizes eight key elements: (1)
priorities and strategies; (2) direction, control, and coordination; (3) alert and
warning; (4) intelligence gathering and situation reporting; (5) public
information; (6) resource allocation; (7) mutual aid and assistance; and (8) the
sequence of events during disasters.
7.1. Response Priorities and Strategies
During the response phase, emergency managers prioritize actions, and outline
operational strategies. This plan provides a broad overview of these priorities
and strategies and describes what should occur during each step, when, and at
whose direction.
• Operational Priorities: Operational priorities govern resource allocation
and the response strategies for the State of California and its political
subdivisions during an emergency. Below are operational priorities
addressed in this plan.
• Save Lives – The preservation and sustainment of life is the top priority
of emergency managers and first responders and takes precedence
over all other considerations.
• Protect Health and Safety – Measures should be taken to mitigate the
emergency’s impact on public health and safety.
• Protect Critical Infrastructure and Property – All feasible efforts must
be made to protect public and private property and resources,
including critical infrastructure, from damage during and after an
emergency.
• Preserve the Environment – All possible efforts must be made to
preserve California’s environment and protect it from damage during
an emergency.
• Transition to Recovery Operations – Transition to recovery operations
by establishing recovery strategies and priorities.
• Operational Strategies: To meet the operational priorities, emergency
managers should consider the following strategies:
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• Meet basic human needs – All possible efforts must be made to 3193
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supply resources to meet basic human needs, including food, water,
accessible shelter, medical treatment, and security during an
emergency.
• Address the whole community – Older adults, individuals with
disabilities, and others with access or functional needs are
disproportionally impacted during and after an emergency. Access
and functional needs must be identified, considered and addressed,
before, during, and after disasters.
• Mitigate hazards – As soon as practical, suppress, reduce, or
eliminate hazards and/or risks to persons and property (including pets
and livestock) during the disaster response. Lessen the actual or
potential effects or consequences of future emergencies.
• Restore essential services – Power, water, sanitation, communication,
accessible transportation, fuel, and other essential services must be
restored as rapidly as possible to assist communities in returning to
normal daily activities.
• Support Whole Community and Economic Recovery – All members of
the community must collaborate to ensure recovery operations are
conducted efficiently, effectively, and equitably, promoting
expeditious recovery of the affected areas.
7.2. Direction, Control, and Coordination
Responsibility for emergency response is based on statutory authority. The
emergency response is coordinated under SEMS, which provides a flexible,
adaptable, and expandable response organization to address all-hazards of
varying magnitude and complexity. Most disaster incidents start and end at the
local government level. The state supports all local communities impacted by
an incident as defined in SEMS.
• Command and Control: During response to minor or moderate events,
one jurisdiction may manage the emergency with existing resources.
Personnel that are part of a field level emergency response will utilize ICS
to manage and direct on-scene operations. The EOC for that jurisdiction
may not be activated under this scenario.
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• Field-EOC Communications and Coordination: An EOC is activated to 3226
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support field level operations when an emergency requires additional
resources, or when requested resources exceed what is available from
within the jurisdiction. Field Incident Commanders and EOCs will establish
communications when the EOC is activated. Local government EOCs will
establish communications with the OA EOC (county). The OA EOC will
communicate via the Cal OES Region, which will communicate with the
SOC.
• State Government Coordination and Cooperation: Cal OES coordinates
state-level emergency operations and support for local emergency
response and recovery utilizing mission resource tasking as defined in the
ESA.
• Essential emergency mission response and recovery tasks will be
assigned to a state agency or department.
• Emergency tasks assigned to state agencies will generally be
compatible with their authorities and capabilities.
• Each emergency task will be assigned primarily to one agency to
lead. However, support tasks will be assigned to as many support
agencies and departments as appropriate.
• Multiagency Coordination: Larger-scale emergencies involve one or more
responsible jurisdictions and/or multiple agencies. Management personnel
from the responsible jurisdictions form a Unified Command and/or a
Multiagency Coordination Group. Provisions are made for situation
assessment, determination of resources requirements, establishment of a
logistical system, and allocation of scarce resources. EOCs, dispatch
centers, and other essential facilities located in, or adjacent to, the
affected area are activated.
• Multiagency Coordination System: Multiagency coordination is a
process that allows all levels of government and all disciplines to work
together more efficiently and effectively. Multiagency coordination
occurs across the jurisdictional lines, or across levels of government.
The primary function of a MACS is to coordinate activities above the
field level and to prioritize the incident demands for scarce or
competing resources. MACS consist of a combination of elements:
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personnel, procedures, protocols, business practices, and 3260
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communications integrated into a common system.
• Multiagency Coordination Groups: Agency Administrators/Executives,
or their designees, who are authorized to represent or commit
agency resources and funds are brought together to form MAC
Groups. MAC Groups may be established at any level or in any
discipline. Under SEMS, MAC Group activities are typically facilitated
by EOCs. A MAC Group can:
• Commit agency resources and funds.
• Provide coordinated decision making.
• Allocate resources among cooperating agencies.
• Establish priorities among incidents.
• Harmonize agency policies.
• Provide strategic guidance to support incident management
activities.
• Disaster Direction and Control: During disasters the local, OA, Cal OES
Region, and state EOCs activate to the appropriate response level to
provide coordination and support.
• When activated for a wildfire, the California Fire and Rescue
Coordination Center at Cal OES receives information from local
government and OAs and coordinates the mobilization of firefighters,
fire equipment, and other vital resources throughout the state
through the California Fire and Rescue Emergency Mutual Aid
System.
• The State Law Enforcement Operations Center (LEOC) serves as the
primary law enforcement information, intelligence, and coordination
and support center for the UCG, deployed Cal OES personnel, and
local, state, and federal stakeholders during major incidents. The
LEOC consists of state law enforcement agency partners working
collaboratively in a response posture for a unified common operating
picture. It has 24/7 operational capabilities and is activated at the
direction of the Cal OES Law Enforcement Branch Chief.
• The Air Coordination Group (ACG) led by CA-ESF 1 Transportation
may help facilitate fixed wing, rotor, and drone/unmanned aerial
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system movement priorities above the disaster area and support
other aviation priorities for the incident. The ACG consists of a team
of professional aviation partners including the California Department
of Transportation (Caltrans), the Federal Aviation Administration
(FAA), U.S. Department of Transportation (USDOT), FEMA Air
Operations, and other organizations. Various programs and state and
federal ESFs that use aerial assets in their operations may be asked to
provide a liaison to the ACG to help gain the broadest
understanding of the totality of air assets supporting an incident or
event. The ACG does not have command and control authority, but
rather focuses on cumulative flight awareness and safety given the
number of air assets used in response and recovery operations.
• Traffic Management Centers (TMC) operated by Caltrans and the
CHP monitor and manage traffic flow and communicate traffic
conditions to the traveling public and emergency management
personnel during emergencies or planned lane closures on the state
highway system. There are 12 district TMCs throughout the state and
one satellite TMC. TMCs support emergency response activities by
leveraging traffic control infrastructure such as closed-circuit
television, highway advisory radio announcements, changeable
message signs, and the California Highway Information Network.
• The Joint State/Federal Flood Operations Center (FOC) is a
component of the Flood Operations Branch in DWR. The FOC, NWS,
California-Nevada River Forecast Center and State Water Project
(SWP) Operations are co-located, ensuring cohesive flood
forecasting, flood emergency response, and real time water
management across California. The FOC serves as a year-round focal
point for gathering and disseminating hydrometeorological
information. During severe storms and flooding the FOC provides
public warnings, factual information, and technical assessments to
emergency managers, law enforcement, and government agencies.
• The Medical and Health Coordination Center (MHCC) is the
coordination center for CA-ESF 8 Public Health and Medical and
directly supports the emergency response activities of the California
Department of Public Health (CDPH), the California Emergency
Medical Services Authority (EMSA), and the California Department of
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Health Care Services (DHCS). When activated, the MHCC assists in
the coordination of response missions involving health and human
services and helps to determine prioritization and allocation of scarce
resources.
• The Business Operations Center (BOC) is the response component of
the Cal OES Office of Private Sector / NGO Coordination and resides
within the SOC. The BOC acts as a liaison for the private and
nonprofit sectors to state government with a focus on emergency
management and homeland security related activities, situational
awareness for the private sector during disasters, and assistance with
donations management.
• The Utilities Operations Center (UOC) is managed by the California
Utilities Emergency Association (CUEA). The CUEA is the largest utility
emergency association in the state and provides emergency
response support for electric, petroleum pipeline,
telecommunications, gas, water, and wastewater utilities. The UOC is
activated during emergencies with utility providers, Cal OES, and
other state agencies, to coordinate operational response activities,
tracking of mobilized resources, and restoration of power and utility
services.
• State Task Forces: A state task force (TF) is a combination of single
resources assembled for a particular tactical need, with common
communications and typically led by a senior official from a lead CA-ESF
Agency. The TFs are generally short-term, issue-specific focus groups. State
TFs may utilize cross-ESF coordination and are flexible and scalable. Some
TFs are reoccurring due to common response and recovery needs. These
include the Mass Care and Shelter Task Force, the Schools Task Force, and
the Debris Management Task Force.
• Incident Management Assistance Teams (IMAT): Cal OES and FEMA IMATs
provide field-level and EOC level incident management during
emergencies and disaster response. These typed teams can be used at all
levels of government regardless of incident size or complexity and are
capable of incident management using SEMS, NIMS, and ICS principles.
IMATs include Command and General staff and consist of Command,
Operations, Logistics, Planning, and Finance/Administration sections.
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• Joint State/Federal Operations: When the federal government responds to 3365
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an emergency or disaster within California, it will coordinate with the state
through the UCG in accordance with Unified Command principles. FEMA
will appoint a Federal Coordinating Officer (FCO) to manage federal
resource support activities following a Presidential Declaration of an
Emergency or Major Disaster under the Stafford Act. A JFO will activate for
coordination of joint and state/federal recovery programs.
7.3. Alert and Warning – California State Warning Center
Each jurisdiction within the state is responsible for preparing for disasters
including establishing accessible methods for alerting and warning the public,
mobilizing resources, and initiating protective actions. It is an inherent
responsibility of local government officials and organizations to keep the public
informed about natural, human-caused, and technological disasters, including
what actions individuals should take to protect themselves and their families.
Depending on how the local area alert and warning system is organized, local
government responsibility may be inclusive of the city, special district, county,
and multi-county jurisdictions. Cal OES has developed the Alert and Warning
Guidelines and an extensive library of multi-lingual pre-scripted message
templates for local government officials to use in their alert and warning system.
The guidelines and templates can be found at the CALALERTS.org website.
Cal OES operates the CSWC, which is staffed 24 hours a day, 365 days a year to
serve as the official state level point of contact for emergency notifications.
From this center, CSWC personnel maintain contact with County Warning Points,
state agencies, federal agencies, the National Warning Center, non-
governmental organizations, and the private sector.
• CSWC Notifications: Local governments and OAs notify the CSWC of
emergencies that affect their community in accordance with existing
laws, protocols, or when state assistance is requested or anticipated.
Local emergency proclamations sent to the CSWC ensure the state is
informed of emergency conditions or when state assistance is requested.
• Earthquake Notifications: The CSWC receives notification of
earthquakes from the California Integrated Seismic Network (CISN),
National Earthquake Information Center (NEIC), the USGS, and the
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California Earthquake Early Warning System. The CISN is a statewide
network that provides the real-time information for California
earthquakes. The CISN Display is an internet-based, rapid earthquake
notification system that receives earthquake information from
networks worldwide.
• Tsunami Notifications: The CSWC receives tsunami notifications from
the NTWC primarily through the National Warning System (NAWAS),
however there are also redundant information paths. The NOAA
issues tsunami alerts in the following categories: Warning (inundation
expected; evacuation suggested), Advisory (strong currents; move
off and away from the water), Watch (stay tuned for threat
assessment), and Information Statement (no threat).
• Volcano Notifications: The CSWC receives volcano notifications from
the USGS California Volcano Observatory and the USGS Volcano
Notification Service.
• Weather Notifications: Notification of severe weather is received from
the National Weather Service.
• Energy Notifications: The California Independent System Operator
(CAISO) monitors the California power grid, which consists of a
network of long-distance, high-voltage transmission lines and
substations that carry bulk electricity to local utilities for distribution to
customers. When the grid is unable to meet electrical demands, the
California ISO will direct utilities to reduce their load and issue
emergency notices of energy interruptions. The CSWC will be
contacted by the California ISO in accordance with the Cal ISO
emergency notification process. The CSWC may also coordinate
notifications related to PSPS events or other energy emergencies or
needs.
• Hazardous Materials/Oil Spill Release Notifications: State law requires
hazardous materials handlers, their employees, authorized
representatives, agents and/or designees to immediately report upon
discovery any actual or threatened release to the CSWC.
• Nuclear Power Plant Notifications: The CSWC receives notifications of
nuclear power plant events directly from Diablo Canyon Power Plant.
Secondary notifications may be received by CSWC from the
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107
affected county sheriff department through one or more of the
following systems: California Law Enforcement Telecommunications
System (CLETS), California Law Enforcement Radio System (CLERS),
Operational Area Satellite Information System (OASIS), or the
California Warning System (CALWAS).
• Communications, Alert, and Warning Systems: The CSWC is responsible for
informing, communicating, alerting, and notifying local governments,
OAs, state officials, and the federal government of natural or
human-caused emergencies. To meet this responsibility, the CSWC is
equipped with telephones, data, and radio systems (described in more
detail later in this plan). Most of these systems are used on a day-to-day
basis; while others are available for use in an emergency, as conditions
require. These systems are listed below:
• NAWAS and CALWAS: The CSWC maintains the CALWAS to
communicate with Cal OES Regional Offices and County Warning
Points during an emergency. CALWAS is part of the National Warning
System (NAWAS).
• OASIS, CLETS, CLERS, and EAS: OASIS, CLETS, CLERS, and California
Law Enforcement Mutual Aid Radio System (CLEMARS) are utilized to
alert and notify sheriff and police departments, and key Emergency
Alert System (EAS) stations.
• WEA: In partnership with the FEMA, Cal OES supports the use of
Wireless Emergency Alerts (WEAs) which are concise, text-like
messages to WEA-capable mobile devises during emergency
situations. WEAs are sent by state and local public safety officials, the
National Weather Service, the National Center for Missing and
Exploited Children, and the President of the United States.
• Mass Notification System: The Cal OES uses a secure, scalable,
accessible, and reliable emergency management applications to
send notifications to individuals or groups using lists, locations, and
visual intelligence. This comprehensive notification system keeps
everyone informed before, during, and after an emergency incident.
• Radios and Microwave Systems: The state agencies utilize land
mobile radio systems that are interconnected using the California
Public Safety Microwave Network (CAPSNET) for primary
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108
communications. The California Interoperable Field Operations Guide
(Cal IFOG) has a complete list of radio channels for state agencies
and operational areas.
• Alerting and Warning State and Local Agencies: Multiple communication
channels will be used to maintain constant communication with local,
state, and federal communications centers and to ensure the state can
quickly respond to any developing emergencies. Cal OES manages a
statewide contract to provide alert and warning capability used by local
agencies. The CSWC provides local and state agencies with a broad
range of information, including, but not limited to:
• Local emergencies
• Earthquakes
• Tsunamis (seismic sea waves)
• Volcanic eruption
• Floods
• Dam and levee failures
• Major fires
• Hazardous material spills
• Energy emergencies
• Search and rescue incidents
• Missing/overdue aircraft or
runaway trains
• Terrorism threat
• Precipitation forecasts
• Winter road information
• Major road closures
• Weather watches and warnings
• Severe weather emergencies
• Multi-injury incidents
• Foreign animal disease
• Radiological and nuclear incidents
• Radioactive fallout wind data
• Evacuations
• Notification of Emergency Personnel: The CSWC maintains a list of
agencies and personnel critical to emergency operations. The CSWC will
utilize SMS texting, phones, emails, and its mass notification system to notify
state personnel of an emergency and help guide response teams across
the state. During alerts the system will send notifications on a repeating
basis until responded to and track responses to ensure appropriate
personnel are enroute.
• Earthquake Early Warning: Cal OES, in collaboration with CISN partners, is
responsible for the earthquake early warning alert system in California.
Alerts are distributed to emergency personnel and the public through
WEA, mobile phone applications including the state sponsored MyShake
application, and through Android phone operating systems.
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Industrial users can receive earthquake warnings to trigger personnel 3490
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alerts and automated actions.
Diagrams of California’s warning systems are provided in Section 16.7 California
Warning Systems.
7.4. Intelligence Gathering and Situation Reporting
Emergency Operations Centers and the State Threat Assessment Center are
responsible for gathering timely, accurate, accessible, and consistent
intelligence during an emergency. Situation reports should create a common
operating picture and be used to adjust the operational priorities and strategies.
To ensure effective intelligence flow, emergency response agencies at all levels
must establish communications systems and protocols to organize, integrate,
and coordinate intelligence among the affected agencies. The flow of situation
reports among the levels of government should occur as shown below:
• Field Situation Reports: Field situation reports should be disseminated to
each responsible jurisdiction’s EOC.
• Local: Local government should summarize reports received from the
field, department operations centers, and other reporting disciplines and
send to the OA.
• OA: The OA should summarize reports received from responsible
jurisdiction’s EOC, field units, department operations centers, and other
reporting disciplines and forward to the Cal OES Region.
• Cal OES Regions: The Cal OES Region should summarize situation reports
received from the OA EOC, state field units, and other reporting disciplines
and forward to the SOC.
• SOC: The SOC will summarize situation reports received from the Cal OES
Regions, state department operations centers, state agencies, private
partners, and other reporting disciplines, and distribute to state officials
and other stakeholders.
• Joint Field Office: When the state-federal JFO is activated, the SOC and
JFO will coordinate information sharing.
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7.4.1. Wildfire Forecast and Threat Intelligence Integration Center 3521
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The California Wildfire Forecast and Threat Intelligence Integration Center’s
(WFTIIC) serves as the state’s integrated central organizing hub for wildfire
forecasting; weather information; threat intelligence gathering, analysis, and
dissemination; and coordination of wildfire threat intelligence and data sharing.
The WFTIIC is comprised of Cal OES, CAL FIRE, the California Military Department
(CMD), CPUC, and representatives from key agencies to include universities and
the federal government.
7.5. Public Information
Public information consists of the processes, procedures, and systems to
communicate timely and accurate information by accessible and culturally
responsive means and in accessible and culturally relevant format on the
incident’s cause, size, and current situation to the public, responders, and
additional stakeholders (both directly affected and indirectly affected). Public
information must be coordinated and integrated across jurisdictions, agencies,
and organizations; among federal, state, tribal, and local governments; and
with the private sector and NGOs. Public information includes processes,
procedures, and organizational structures required to gather, verify, coordinate,
and disseminate accessible information.
7.5.1. Public Outreach Programs
Emergency management officials must effectively communicate and educate
the public on the risks and issues faced by the community and provide
information, including through warning systems, to mitigate risks and support
preparedness. Outreach programs should address accessible and culturally
relevant information on established emergency plans and procedures and
delineate the roles and responsibilities of first responders and the public
immediately following an emergency, and during a sustained response.
7.5.2. Emergency Public Information
During an emergency, responsible jurisdictions disseminate accessible
information about the emergency to keep the public informed about what is
happening, suggest protective actions the public can take, outline the actions
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of emergency response agencies, and summarize the expected outcomes of 3552
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the emergency actions.
• Local Government Responsibilities: Responding jurisdictions and local
government will provide immediate, accessible, and critical emergency
public information to their constituents.
• State Government Responsibilities: Cal OES will coordinate the state’s
emergency public information efforts and provide support to other state
agencies to ensure the state government issues accurate, timely, clear,
concise, and consistent accessible messages.
• State Assistance to Local Officials: State assistance may be required
when:
• The means of dispersing public information at the local government
level is damaged or overwhelmed.
• Critical information needs to be disseminated to victims, responders,
recovery personnel, and members of the media.
• Multiple response agencies and levels of government need to work
cooperatively to provide consistent emergency information.
• Communications and Public Information: Emergency notification systems
must be accessible to ensure effective communication for people who
are deaf/hard of hearing, blind/low vision, deaf/blind, or have limited
English proficiency. During emergency broadcasts or emergency
notifications, governments should work with broadcast news outlets to
ensure interpreters are viewable. Communication on disaster information
and resources must be redundant and communicated in different formats
that are accessible (American Sign Language [ASL], captioning, audio
description, text, email, picture, plain language) so that people with
disabilities and or with limited English proficiency have access to the
information they need in a timely manner.
Earthquake Warning California uses state-of-the-art technology to alert
people and initiate life-saving automated actions before surface shaking
arrives. Tools like the MyShake application can provide seconds to tens of
seconds of alert giving individuals the opportunity to take actions such as
Drop, Cover, and Hold On. For more information visit Earthquake Warning
California.
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7.5.3. Joint Information System 3586
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Under SEMS, public information is directly managed and controlled by the
jurisdictions with responsibility for emergency response. An IC coordinates
incident-specific public information through a Public Information Officer (PIO)
within the Joint Information Center (JIC).
Collectively, the activated JICs form the Joint Information System (JIS) which is
the coordinated and integrated system in which PIOs are communicating
amongst each other to form accessible unified messages on lifesaving
measures, evacuation routes, threat and alert methods, and other protective
actions to numerous audiences in an accurate, timely, accessible, and
consistent manner.
• Joint Information System: The JIS provides the mechanism to organize,
integrate, and coordinate information to ensure timely, accurate,
accessible, and consistent messaging across multiple jurisdictions and/or
disciplines with the private sector and NGOs. It includes the plans,
protocols, procedure, and structures used to provide public information.
Federal, state, tribal, territorial, regional, local, and private sector PIOs and
established JICs are critical supporting elements of the JIS. Key elements
include the following:
• Interagency coordination and integration.
• Use of social media to gather, verify, coordinate, and disseminate
consistent messages. Public expectations have created the need to
be more active and responsive to the demand for accessible,
immediate, and accurate information. Social media services such as
Twitter and Facebook are utilized as primary applications to share
press releases, incident updates, messages, and safety information
quickly and efficiently.
• Support for decision-makers.
• Flexibility, modularity, and adaptability.
• Joint Information Center: The JIC is a central location that facilitates
operation of the JIS. It is a location where personnel with public
information responsibilities perform critical emergency information and
public affairs functions, as well as crisis communications. A JIC may be
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established at various levels of government, at incident sites, or can be 3619
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components of federal, state, tribal, territorial, regional, or local MACS
(e.g., MAC Groups or EOC). Typically, an incident-specific JIC is
established at a single, on-scene location in coordination with federal,
state, and local agencies (depending on the requirements of the
incident). Informational releases are cleared through the IC/Unified
Command, and/or the EOC/MAC Group.
• Public Information Officer Coordination Teams: When a JIC is established,
it will be staffed with PIOs from the responding agencies, who will
coordinate as a team to:
• Gather, verify, and produce accessible information for dissemination
to the media and public (such as news releases, background
information, fact sheets, public service announcements, briefings,
and news conference materials).
• Respond to media questions and requests.
• Schedule media releases, briefings, news conferences, interviews,
public service announcements, etc.
• Arrange for media interviews and tours.
• Assign Agency Representatives (AREP) to coordinate information
from their agency with other team members before it is released to
the public.
• Media Centers: Agencies may establish a Media Center that serves as a
central location for media briefings, conference, and information
distribution. Media Centers may be activated independently or as part of
a larger JIC.
• Inquiry Centers: Agencies may activate an Inquiry Center to centralize
information sharing between the public, the media, and government.
Inquiry Centers should be directly linked to Media Centers or Joint
Information Centers as appropriate. Inquiry Centers allow for:
• Establishment of Public Information Hotlines (including teletype
capability for individuals who are deaf) and hotline staff.
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• Enhancing information to meet the needs of those whose primary 3650
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language is not English and to meet the functional needs of the
blind, deaf, and hard of hearing.
• Monitoring of social media, radio, and television stations.
• Sharing of information about the emergency or the government’s
response.
• Identification of information trends, which in turn allows PIOs to focus
on providing targeted information.
• Identification of rumors and misinformation.
• Response to questions using official, verified information.
• Call referrals, as appropriate, to federal, state, local, volunteer, and
private sector agencies.
• Virtual Joint Information Center: A virtual JIC may be initiated through
technological means when geographical restrictions, incident
management requirements, social distancing, or other limitations
preclude physical attendance by Public Information Officers at a central
location. Through telephone or video teleconferences, personnel
participating in the virtual JIC can meet and coordinate information.
• Use of 2-1-1 Information and Referral Services: Local and state
governments may consider supplementing their public information
programs with established 2-1-1 information and referral services to
increase the public’s access to vital emergency-related information,
including evacuation routes, shelter locations, road closures, to reduce
information request calls to 9-1-1, and make referrals to essential health
and social services. The 2-1-1 program can improve access to
government and nonprofit community services for people who are most
at risk, including older adults, individuals with disabilities, or who have
access or functional needs, those incapacitated by the disaster, visitors
and people new to their communities.
7.6. Incident Resource Management Process
Incident resource management includes standardized procedures,
methodologies, and functions. The SOC works with the three Administrative
Regions to support the local or tribal EOC or IC to ensure that these tasks are
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completed. The following resource management activities may take place in 3683
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preparation for incidents:
• Identifying and typing current resources.
• Identifying resource needs.
• Acquiring, storing, and inventorying resources.
• Developing mutual aid agreements and compacts.
• Qualifying, certifying, and credentialing personnel.
• Identifying potential locations for pre-positioning incident resources.
• Developing a volunteer and donations management plan, including
strategies for spontaneous volunteers and unsolicited donations.
• Developing plans for supporting resource needs in larger or regional
incidents.
The following six resource management tasks are performed during an incident:
1. Identify resource requirements.
2. Order and acquire resources.
3. Mobilize resources.
4. Track resources and report resource status.
5. Demobilize resources.
6. Reimburse resource providers and restock supplies.
This process is illustrated on the following page in Exhibit 7.6-1 Incident Resource
Management Process (FEMA, 2017).
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Exhibit 7.6-1 Incident Resource Management Process 3704
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7.7. Mutual Aid
California's emergency assistance is based on a statewide mutual aid system
designed to ensure additional resources are provided to the state’s political
subdivisions whenever their own resources are overwhelmed or inadequate. The
basis for this system is the California Disaster and Civil Defense Master Mutual Aid
Agreement (MMAA), which is entered into by and between the State of
California, its various departments and agencies, and the various political
subdivisions, municipal corporations, public agencies, and federally recognized
Tribes to assist each other by providing resources during an emergency. The
agreement obligates each signatory entity to provide aid to each other during
an emergency without expectation of reimbursement. Under specific
conditions, federal and state funding may reimburse public agencies who aid
other jurisdictions. If other agreements, memoranda, and contracts are used to
provide assistance, the terms of those documents may affect disaster assistance
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eligibility. This plan promotes the establishment of emergency assistance 3720
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agreements between public and private sector agencies at all levels.
7.7.1. Mutual Aid Regions
For mutual aid coordination, California has been divided into six mutual aid
regions. The purpose of a mutual aid region is to provide for the more effective
application and coordination of mutual aid and other emergency related
activities. Exhibit 7.7-1 Mutual Aid Regions on the following page illustrates the six
mutual aid regions. As shown on the map, Region I is further divided into two
sub-regions to support Law Enforcement Mutual Aid. Each party to the MMAA
must ensure adopted and approved emergency plans document how public
resources are mobilized to render mutual aid during any type of emergency.
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Exhibit 7.7-1 Mutual Aid Regions 3731
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7.7.2. Law Enforcement Mutual Aid Plan 3733
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The Cal OES Law Enforcement Branch coordinates all inter-regional and state
agency activity relating to mutual aid under the Law Enforcement Mutual Aid
Plan, the Search and Rescue Mutual Aid Annex, and the Coroner Mutual Aid
Plan.
• Law Enforcement Mutual Aid Plan: The Law Enforcement Mutual Aid Plan
delineates current state policy concerning law enforcement mutual aid.
The plan describes the standard procedures used to acquire law
enforcement mutual aid resources and the method to ensure
coordination of law enforcement mutual aid planning and readiness at
the local, state, and federal levels. This includes plans to utilize the
Emergency Federal Law Enforcement Assistance Act (EFLEA) which can
provide funding, equipment, training, intelligence information, and
personnel to assist state and local law enforcement to help alleviate
emergency situations.
The Law Enforcement Mutual Aid Assistance Fund was established to
provide timely reimbursement to local law enforcement agencies for
mutual aid costs during emergencies and disasters, reduce barriers for
local government receiving mutual aid support, and enhance the state's
ability to support emerging events. Cal OES Law Enforcement Branch
administers the fund in conjunction with the Law Enforcement Mutual Aid
Plan.
• Search and Rescue Mutual Aid Plan: The Search and Rescue (SAR) Mutual
Aid Plan supports and coordinates responses of personnel and equipment
to SAR incidents including:
• Searching for, locating, accessing, stabilizing, rescuing, and
transporting victims in/from locations not reasonably accessible from
roadways.
• Searching for downed aircraft.
• Conducting high-angle rope rescue.
• Implementing water rescues from the ocean, swift water, or flood.
• Operating in areas where access to victims requires equipment and
personnel transported by foot or unconventional vehicles.
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• Operating in locations remote from vehicular access. 3766
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• Operating in situations that require responder personal
self-sufficiency.
• Operating during prolonged operational periods in wilderness terrain
and dangerous weather.
• Investigations of missing person incidents that may involve a criminal
act.
• Coroner Mutual Aid Plan: The Coroner Mutual Aid Plan is a companion of
the Law Enforcement Mutual Aid Plan. Both derive their authority from the
California ESA and from the California Disaster and Civil Defense Master
Mutual Aid Agreement (MMAA). The Coroner Mutual Aid Plan describes
the statewide sheriff/coroner, coroner, and medical examiner
organization, mobilization, and functions, as well as other assistance
available from the American Academy of Forensic Sciences, the
California State Coroners Association, and other state agencies and the
resources of the federal government. The plan describes functional
capabilities of Cal OES, California Department of Justice, California
Department of Public Health, California Department of Motor Vehicles,
California National Guard, California Dental Identification Team, Federal
Department of Homeland Security, and the Federal Bureau of
Investigation.
7.7.3. Fire And Rescue Mutual Aid Plan
The Cal OES Fire and Rescue Branch coordinates inter-regional and state
agency activity relating to mutual aid under the California Fire Service and
Rescue Emergency Mutual Aid Plan. The mutual aid plan provides for systematic
mobilization, organization, and operation of necessary fire and rescue resources
of the state and its political subdivisions in mitigating the effects of disasters,
whether natural or human caused. Additional mutual aid agreements related to
fire and rescue activities include:
• Urban Search and Rescue (US&R) Mutual Aid Plan: The Cal OES Fire and
Rescue Branch supports and coordinates responses of personnel and
equipment to US&R incidents that include searching for, locating, and
rescue of victims from locations reasonably accessible from roadways, as
well as for locating and rescuing victims of urban accidents and disasters
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121
with heavy rescue and fire suppression capabilities that are generally
truck-based. A US&R incident (typically known location of victim(s)) would
include searching for, locating, and rescuing victims of structure collapse,
construction cave-ins, trench, confined space, high angle structure rope
rescue, and similar accidents, disasters, and water rescues (ocean, swift
water, and flood).
• California State Mutual Aid Pre-Position Program: Developed to address
resource augmentation for anticipated significant fire or other disaster
events, this program assists OAs and mutual aid regions in determining the
level of augmentation for personnel, equipment, and crews. The
prepositioning of fire and emergency resources helps to bolster local
response in areas where there are high-risk weather events that could
lead to wildfires.
Prepositioning resources, such as fire engines and strike teams,
strategically placed near an area deemed to have a severe hazard
allows for:
• Faster response times.
• Mitigation of disasters to reduce the likelihood of reaching
catastrophic levels.
• Reassurance to communities that resources are prepared and in
formation for a quick and reactive response.
• Availability of funding to support local fire agencies who need
additional support for above normal staffing of resources due to an
existing threat.
The approval process to preposition resources includes numerous factors
to determine and score the level of qualifying severity for wildland
fire/wind event; however, the most important factor in the process is the
use of predictive services (scientific method and approach) which
consists of three primary functions:
• Fire weather – meteorologist analysis.
• Fire danger/fuels – wildland fire analysis.
• Intelligence/resource status information – satellite imagery,
climatology, resource availability.
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7.7.4. Public Health and Medical Assistance 3833
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The EMSA and the CDPH coordinate inter-regional and state agency activity as
described in the California Public Health and Medical Emergency Operations
Manual (EOM).
The EOM establishes a coordinated system to provide public health and
medical resources (e.g., medical equipment and supplies, medical
transportation, or healthcare personnel from both the private and public
sectors) to requesting local jurisdictions impacted by the disaster. In addition to
EMSA and CDPH, this coordination system includes the Regional Disaster
Medical and Health Coordination (RDMHC) Program within each of California’s
six mutual aid regions (established by the California Health and Safety Code,
Division 2.5, Chapter 3, Article 4, Section 1797.152), the Medical Health
Operational Area Coordination (MHOAC) Program within the OA (established
by the California Health and Safety Code, Division 2.5, Chapter 3, Article 4,
Section 1797.153), and partners at the local level including local health
departments, local environmental health departments, and local emergency
medical services agencies (LEMSAs). Incidents with public health and medical
impact often require the coordinated involvement of public health,
environmental health, health care providers, and emergency medical services.
7.7.5. Emergency Management Mutual Aid Plan (EMMA)
The Emergency Management Mutual Aid Plan (EMMA) describes the process
that the state and its political subdivisions coordinate to support the emergency
management operations in affected jurisdictions under the California Disaster
and Civil Defense Master Mutual Aid Agreement (MMAA). The purpose of EMMA
is to provide emergency management personnel and technical specialists to
support the disaster operations of affected jurisdictions during an emergency.
7.7.6. Mutual Aid Coordination
Formal mutual aid requests follow specified procedures and are processed
through pre-identified mutual aid coordinators. Mutual aid requests follow
discipline-specific chains (e.g., fire, law enforcement, emergency
management) from one level of government to the next. The mutual aid
coordinator receives the mutual aid request and coordinates the provision of
resources from within the coordinator's geographic area of responsibility.
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In the event resources are unavailable at one level of government, the request 3866
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is forwarded to the next higher level of government to be filled.
• Field Level Requests: Requests for MMAA resources originate from the field
level and are managed by the IC. If the IC is unable to obtain the
resource through existing local channels, the request is elevated to the
next successive government level until obtained or cancelled.
• Local Government Request: Local jurisdictions are responsible for the
protection of life and property within the municipal geographic
boundaries. The local jurisdiction where the incident occurred should
assess its resource inventory and existing local agreements to determine if
the requested resource is available. When locally committed resources
are exhausted and mutual aid is needed, the local official will request
assistance from the OA Mutual Aid Coordinator.
• Tribal Government Request: Tribal governments have the option of
requesting resources from the OA, Cal OES Regional or state levels, or they
may make their resource requests directly to the federal government.
• Operational Area Requests: The OA (county) is a composite of its political
subdivisions, (e.g., municipalities, contract cities, school districts, special
districts, and county agencies). The OA Mutual Aid Coordinator assesses
the availability of resources within the OA and fulfills the resource request
based upon that assessment. In the event resources are unavailable at
the OA level, the request is forwarded to the responsible Regional Mutual
Aid Coordinator to be filled.
• Region Level Requests: The state is geographically divided into six mutual
aid regions. For Law Enforcement Mutual Aid, Region I is divided into two
sub-regions. Each mutual aid region is comprised of multiple OAs and has
a Regional Mutual Aid Coordinator. The Regional Mutual Aid Coordinator
is granted the authority to coordinate the mutual aid response of
discipline-specific resources within the region to support a mutual aid
request by a jurisdiction also within the region. In the event resources are
unavailable at the region level, the request is forwarded to the State
Mutual Aid Coordinator to be filled.
• State Level Requests: On behalf of the Governor, the Director of Cal OES
has the responsibility for coordination of state mutual aid resources in
support of local jurisdictions during times of emergency.
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Cal OES will analyze and coordinate resource requests and assign mission 3901
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tasking to the appropriate state agency or department to fill the need.
Exhibit 7.7-2 Discipline-Specific Mutual Aid System below documents the flow of
information, resource requests, and resources within specific mutual aid
agreements relative to the SEMS organization levels.
Exhibit 7.7-2 Discipline-Specific Mutual Aid System
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7.7.7. Flow of Mutual Aid and Other Resource Requests 3908
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Exhibit 7.7-3 Flow of Requests and Resources below depicts the resource
management process for the state under SEMS. In this model, the affected local
government can access all stakeholders at all levels of the system.
Exhibit 7.7-3 Flow of Requests and Resources
7.7.8. Emergency Management Assistance Compact (EMAC)
California is a member of the EMAC, a congressionally ratified organization that
provides form, structure, and procedures for rendering emergency assistance
between states and territories. After the Governor proclaims a State of
Emergency, California can request and receive assistance through EMAC from
other member states. The Director of Cal OES and the state’s EMAC Coordinator
are responsible for facilitating requests for assistance pursuant to EMAC.
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7.7.9. 1951 Interstate Civil Defense and Disaster Compact 3920
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California is a member of the 1951 Interstate Civil Defense and Disaster
Compact, an agreement between California and 11 other states and the
District of Columbia. The purpose of this compact is to provide mutual aid
among compact members in meeting an emergency or disaster (natural or
otherwise).
7.7.10. Resource Management
It is the policy of the state that contracts and agreements for emergency
response and disaster repair and restoration should be entered into by the
lowest level of government possible. When local resources are exhausted and
additional resources are required, resource requests will follow an established
process for ordering, tracking, mobilizing, and demobilizing. Depending on the
scale of the emergency, limited resources may need to be rationed or
controlled.
• Resource Ordering: All resource requests, at each level, must include the
following:
• Clearly describe the current situation.
• Describe the resource request in detail.
• Specify the type or nature of the service the resource(s) will provide.
• Provide delivery location with a common map reference.
• Provide local contacts at delivery location with primary and
secondary means of contact.
• Provide the name of the requesting agency and/or OA Coordinator
contact person.
• Indicate time frame needed and an estimate of duration.
• Indicate if the logistical support (food, shelter, fuel, and reasonable
maintenance) is required, if the request involves personnel and/or
equipment with operators.
• Resource Directories: Each state agency and local government entity
should identify sources for materials and supplies internally and externally.
The Cal OES maintains a list of state agencies, their roles, and
responsibilities as outlined in this plan, and the common resources
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available from each. 3952
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The Department of General Services serves as the primary department for
CA-ESF 7 Resources, and in coordination with Cal OES, maintains lists of
qualified contractors and sources of equipment, and develops
emergency procurement procedures for services, materials, and supplies.
• Daily Updates: The requesting agencies are responsible to report to
Cal OES the number and status of resources deployed on a mission daily.
• Federal Assistance: When resources are not available within the state or
through existing agreements with other states, California may request
assistance from the federal government. Requests for federal assistance
during an emergency will be coordinated through the SOC using a
Resource Request Form (RRF).
7.7.11. State Agency Mission Tasking
Under the ESA, it is the policy of the State of California that all executive branch
agencies of state government will provide immediate and efficient response to
emergencies. Cal OES may direct a state agency to perform a service outside
its normal statutory responsibility. In such a case, the CA-ESF stakeholders may
provide discipline subject matter expertise regarding resource utilization and
capabilities. Lifesaving response shall not be delayed by concerns for
reimbursement or budgetary impacts.
The Cal OES will use the following process to mission task state agencies during
disaster incidents:
• Mission Coordination: The SOC contacts the appropriate state agency to
allocate the needed resource. As part of the coordination, the SOC
documents the request in CalEOC and issues a Cal OES Mission Number
for the task.
• Mission Numbers: The Cal OES state agency mission numbers issued
through the SOC is valid only for state agencies. Once a mission number is
issued, any significant change in the mission, activity, type, work site,
scope, or nature must be approved by Cal OES.
• Contact with Requesting Agency: The tasked state agency provides the
resource requested for the mission; however, the tasked agency has the
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responsibility to adjust the number, type, and status of resources, in 3984
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consultation with the requesting agency, to accomplish the mission.
• Mission Completion Date: After a mission is approved, the requesting and
tasked agencies will establish a mission completion date. If an extension is
required, it can only be extended after formal reconsideration by the
three parties (requesting entity, tasked agency, and Cal OES).
• Daily Updates: The tasked state agencies are responsible to report to
Cal OES the number and status of resources deployed on a mission on a
daily basis. The state agency will provide continuous updated information
to Cal OES, via CalEOC, including the number, type, and status of
resources, and any change in status.
• Cost Recovery: A Cal OES state agency Mission Number does not
guarantee reimbursement, nor does it imply Cal OES will cover the costs of
the mission. It does mean Cal OES will endorse claims by the tasked
agency/department for reimbursement from appropriate state and
federal government agencies. It is the agency/department’s responsibility
to identify and document all its associated response costs and submit
reports to the SOC Finance and Administration Section.
To assist in this process, the Cal OES Disaster Financial Recovery and
Reconciliation (DFRR) Office was established as the central coordination
hub between state departments/agencies and the Department of
Finance (DOF) on state disaster costs and estimated federal
reimbursements. DFRR may also serve as a liaison between state
departments/agencies and Cal OES Recovery when a reporting entity
has questions on cost eligibility and documentation retention. The DFRR
will coordinate with DOF to identify and track new disaster funding
opportunities as they become available.
7.8. Sequence of Events During Disasters
Two sequences of events are typically associated with disasters: one involves
emergency proclamations and the other involves the incident response. The
response sequence generally describes the emergency response activities to
save lives, protect property and critical infrastructure, and preserve the
environment. This sequence describes deployment of response teams,
equipment and supplies, activation of emergency management organizations,
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and coordination among the various levels of government. The emergency 4018
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proclamation sequence outlines the steps to gain expanded emergency
authorities needed to mitigate the problem at the local level, as well as the
state and federal levels based on the scope of the incident. It also summarizes
the steps for requesting state and federal disaster assistance.
7.8.1. Before Impact
During this phase, emphasis is placed on preparedness and awareness activities.
• Routine Monitoring for Alerts, Watches, and Warnings: Emergency officials
constantly monitor events and the environment to identify specific threats
that may affect their jurisdiction and increase awareness level of
emergency personnel and the community when a threat is approaching
or imminent. The CSWC constantly monitors and outlooks seven or more
days out.
• Increased Readiness: Sufficient warning provides the opportunity for
response agencies to increase readiness, which are actions designed to
increase an agency’s ability to effectively respond once the emergency
occurs. This includes, but is not limited to:
• Briefing government officials.
• Reviewing plans and procedures.
• Preparing and disseminating accessible information to the
community.
• Updating resource lists.
• Testing systems such as warning and communications systems.
• Precautionary activation of EOCs.
• Testing performance of essential functions through continuity of
operations/continuity of government processes and protocols.
• Pre-Impact: When a disaster is foreseen as highly likely, action is taken to
save lives and protect property. During this phase, warning systems are
activated, evacuation begins, and resources are mobilized.
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7.8.2. Immediate Impact 4047
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During this phase, emphasis is placed on control of the situation, saving lives,
and minimizing the effects of the disaster.
• Alert and Notification: Response agencies are alerted about an incident
by the public through 9-1-1, an EOC Duty Officer, the CSWC, another
response agency, or other methods. First responders are then notified of
the incident. Upon an alert, response agencies notify response personnel.
• Resource Mobilization: Response agencies activate personnel and
mobilize to support the incident response. As the event escalates and
expands, additional resources are activated and mobilized to support the
response. Activation and mobilization continue for the duration of the
emergency, as additional resources are needed to support the response.
This includes resources from within the affected jurisdiction, or, when
resources are exhausted, from unaffected jurisdictions.
• Incident Response: Immediate response is accomplished within the
affected area by local jurisdictions and the private sector. First responders
arrive at the incident and function within their established field-level plans
and procedures. The responding agencies will manage all incidents in
accordance with ICS organizational structures, doctrine, and procedures.
• Establishing Incident Command: Incident command is established to
direct, order, or control resources. Initial actions are coordinated through
the on-scene incident commander. The incident commander develops
an initial Incident Action Plan (IAP), which sets priorities for the incident,
assigns resources, and includes a common communications plan. If
multiple jurisdictions or agencies are involved, the first responders will
establish a unified Incident Command Post (ICP) to facilitate
multijurisdictional and multiagency policy decisions. Area Command may
be established to oversee multiple incidents that are handled by separate
ICS organizations or to oversee the management of a very large or
evolving incident that has multiple incident management teams (IMTs)
engaged.
• Activation of the Multiagency Coordination System: Responding agencies
may coordinate and support emergency management and incident
response objectives through the development and use of integrated
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MACS and MAC Groups. This includes developing and maintaining 4081
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connectivity capability between the ICP, local 9-1-1 Centers, local EOCs,
the Cal OES Regions, SOC, and federal EOC and NRF organizational
elements.
• Local EOC: Local jurisdictions activate their EOCs based on the
magnitude or need for more coordinated management of the
emergency. When activated, local EOCs help form a common operating
picture of the incident by collecting, analyzing, and disseminating
emergency information. Local EOCs can also improve the effectiveness of
the response by reducing the amount of external coordination of
resources by the IC by providing a single point of contact to support
multiagency coordination. When activated, the local EOC notifies the OA
lead that the local EOC has been activated.
• Communications between Field and the EOC: When a jurisdiction EOC is
activated, communications and coordination are established between
the IC and the DOC to the EOC, or between the IC and the EOC.
• OA EOC: The OA EOC, when activated, will gather and disseminate
information and coordinate resource requests from the affected
jurisdiction to an unaffected jurisdiction, or if resources are not available
within the OA, forwards the resource request to the designated Cal OES
Region and mutual aid coordinators.
• Region: The Cal OES Regional Administrator may deploy Cal OES Regional
staff to activated EOCs to coordinate resource requests from the affected
OA. Cal OES Region staff assigned to EOCs will also gather information
and report situational awareness to the Cal OES Region and the SOC.
• SOC Activation: When activated the SOC will:
• Activate partner organizations to stand up DOCs and/or deploy to
the SOC.
• Activate state agencies, CA-ESFs, and task forces as appropriate.
• Continuously monitor the situation and provide situation reports to
brief state officials, as appropriate.
• Prepare IAPs and situation reports.
• Process resource requests from affected OAs via the Cal OES Region.
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• Process resource requests for federal assistance and coordinate with 4114
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Federal Incident Management Assistance Teams (IMAT), when
established.
• Coordinate the MMA, EMMA, and interstate resource requests as part
of the EMAC or Interstate Disaster and Civil Defense Compact.
• Continuously monitor and report emergency conditions when
activated independently of a Cal OES Region.
• Coordinate convening of the UCG, if activated.
• JIC Activation: Where multiple agencies are providing public information,
the lead agencies will work together to analyze the information available
and provide a consistent message to the public and the media. At the
state level, Cal OES will activate a JIC to facilitate the dissemination of
consistent and accessible information.
• DOC Activation: Each state agency may activate a DOC to manage
information and resources assigned to the incident. If a DOC is activated,
an agency representative or liaison may be deployed to facilitate
information flow between the SOC and the DOC.
• FEMA National Response and Regional Response Coordination Centers
(NRCC and RRCC) Activation: The FEMA NRCC or RRCC may deploy
liaisons or an IMAT to the SOC to monitor the situation, provide resource
support to the state, and situational awareness to federal officials.
7.8.3. Sustained Operations
As the emergency incident continues, the SOC continues to provide support to
local government response efforts and emergency assistance to survivors of the
disaster. Efforts are made to reduce the likelihood of secondary damage. If the
situation demands, mutual aid is provided, as well as search and rescue of,
shelter and care for, and identification of survivors. In a catastrophic incident,
these operations may last weeks to months.
7.8.4. Transition Responsibility to Recovery Operations
Recovery begins at the start of a disaster. As the initial and sustained operational
priorities are met, emergency management officials consider the recovery
phase needs. Short-term recovery activities include returning vital life-support
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systems to minimum operating standards. Long-term activity is designed to 4146
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return to normal activities. Recovery planning should include reviews of ways to
avert or mitigate future emergencies. During the recovery phase, damage is
assessed, Local Assistance Centers (LACs) and Disaster Recovery Centers (DRCs)
are opened, and hazard mitigation surveys are performed.
• Local Assistance Centers: LACs are opened by local governments to assist
communities by providing a centralized location for services and resource
referrals for unmet needs following a disaster or significant emergency.
The LAC is staffed and supported by local, state, and federal agencies, as
warranted, as well as nonprofit and voluntary organizations. The LAC
provides a venue at which individuals, families, and businesses can access
available disaster assistance programs and services. The LACs need to be
physically accessible, and information needs to be provided in accessible
formats for all community members. If federal resources are authorized, a
state-federal DRC may be co-located with the LACs. For more information
on LACs download the Local Assistance Center Guide from the Cal OES
Individual Assistance web page.
• JFO: The state coordinates with FEMA as necessary to activate a JFO to
coordinate federal support for the emergency. The state will appoint a
State Coordinating Officer (SCO) to serve as the state point of contact
and to work with the FCO in the coordination and timely delivery of
federal disaster assistance resources and programs to the affected
jurisdictions.
• Demobilization: As resources are no longer needed to support the
response, or the response activities cease, resources are demobilized.
Demobilization includes provisions to address and validate the safe return
of resources to their original location and includes processes for resource
tracking and ensuring applicable reimbursement. Where applicable,
demobilization should include compliance with mutual aid and assistance
provisions.
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7.8.5. Emergency Proclamations 4176
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The California ESA provides for three types of emergency proclamations in
California: (1) State of War Emergency, (2) State of Emergency, and (3) Local
Emergency.
Emergency proclamations expand the emergency powers and authorities of
the state and its political subdivisions. They also provide a mechanism for
unaffected jurisdictions to provide resources and assistance to the affected
jurisdictions. Although emergency proclamations facilitate the flow of resources
and support to the affected jurisdictions and local government, they are not a
prerequisite for rendering mutual aid and assistance under existing agreements
or requesting assistance from the American Red Cross, disaster loan programs
designated by the U.S. Small Business Administration (SBA), or the U.S.
Department of Agriculture (USDA).
• Local Emergency Proclamation: The local governing body, or its designee,
of a county or city may proclaim a local emergency if there is extreme
peril to the safety of persons and property within the territorial limits of the
county, city and county, or city where the declaring entity is
overwhelmed and unable to abate an existing or potential emergency
and requires resources from other unaffected political subdivisions and
jurisdictions.
A local emergency provides local governing bodies with expanded
emergency police powers and authorities, including:
• Authority to promulgate and suspend local orders and regulations
necessary to provide for the protection of life and property.
• Authority to acquire or commandeer supplies and equipment for
public use.
• Power to conduct and perform emergency response activities under
emergency conditions with broadened immunities from legal liability
for performance or failure of performance.
• Cal OES Notification: The local governing body or designee drafts and
signs a local emergency proclamation. The local EOC advises the OA
EOC of the proclamation, and the OA EOC advises the Cal OES Regional
Administrator.
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• Request for the Governor to Proclaim a State of Emergency: When 4209
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emergency conditions exceed, or have the potential to exceed, local
resources and capabilities, local governments may request state
assistance under the California ESA. Further, local governments can
request reimbursement from the state for disaster-related costs under the
California Disaster Assistance Act (CDAA). The formal request may be
included in the original emergency proclamation or as a separate
document. The request must be received within 10 days of the event.
• Request for Cal OES Director’s Concurrence: Local governments can
request cost reimbursement from the state for certain disaster-related
costs under the CDAA following the proclamation of a local emergency,
provided the local emergency was proclaimed within 10 days of the
emergency.
• Initial Damage Estimate (IDE): The Governor’s proclamation request should
include a copy of the affected jurisdiction’s proclamation document and
an IDE that estimates the severity and extent of the damage caused by
the emergency. The IDE information should also be provided within the
CalEOC under the appropriate event and include the impact to all of an
affected OAs governing bodies, special districts, and private nonprofit
organizations. An IDE may not be immediately required for sudden
emergencies with widespread impacts, emergencies of significant
magnitude, or during fast-moving emergencies where immediate
response assistance is necessary.
• State Pre-Assessment: To assist the Governor in determining if funding
under the CDAA should be granted, the IDE is reviewed, and if warranted,
an assessment is conducted by Cal OES Recovery. The Cal OES works with
the local jurisdictions emergency management and/or public safety
agencies in the OAs affected by the emergency to accomplish these
assessments.
• Analysis of Request: The request and the IDE are evaluated by
Cal OES Recovery and a recommendation is made through the Director
of Cal OES. The decision to approve is based on the jurisdiction’s ability to
respond and recover using such factors as the amount and type of
damage, the potential needs of the affected jurisdiction, availability of
State of California
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Section 7 – Response Concept of Operations
136
local government resources, recent disaster history, and the state hazard 4243
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mitigation history.
• Preliminary Damage Assessment (PDA): If the state assessment determines
an incident is of such magnitude to be beyond the capabilities of the
affected local government and the state, Cal OES will coordinate a joint
Preliminary Damage Assessment (PDA) with FEMA to determine if the
incident is of sufficient severity to require federal assistance
• Proclamation of a State of Emergency: The Governor proclaims a state of
emergency based on a request from the local governing body and the
recommendation of Cal OES. The Governor has expanded emergency
powers during a proclaimed state of emergency. The Governor:
• Has the right to exercise police power, as deemed necessary, vested
in the state Constitution and the laws of California within the
designated area.
• Is vested with the power to use and commandeer public and private
property and personnel, to ensure all resources within California are
available and dedicated to the emergency when requested.
• Can direct all state agencies to utilize and employ personnel,
equipment, and facilities for the performance of any and all activities
designed to prevent or alleviate actual and threatened damage
due to the emergency. Can also direct them to provide
supplemental services and equipment to political subdivisions to
restore any services in order to provide for the health and safety of
the individuals in the affected area.
• May make, amend, or rescind orders and regulations during an
emergency and temporarily suspend any non-safety-related statutes,
ordinances, regulations, or rules that impose restrictions on the
emergency response activities.
• Can request federal assistance and resources.
• Can authorize funding under the CDAA when the magnitude and
severity of an emergency is beyond a local government agency’s
capacity and capability to respond and recover.
• Governor’s Proclamation Without a Local Request: The Governor can
proclaim a state of emergency if the safety of persons and property in
State of California
Draft State Emergency Plan
Section 7 – Response Concept of Operations
137
California are threatened by conditions of extreme peril or if the 4277
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emergency conditions are beyond the emergency response capacity
and capabilities of the local authorities.
• Proclamation of a State of War Emergency: In addition to a state of
emergency, the Governor can proclaim a state of war emergency
whenever California or the nation is attacked by an enemy of the U.S., or
upon receipt by California of a warning from the federal government
indicating such an enemy attack is probable or imminent. The powers of
the Governor granted under a state of war emergency are
commensurate with those granted under a state of emergency.
• State Request for a Presidential Declaration: When it is clear state
capabilities will be exceeded, using the results of the joint PDA, the
Governor can request federal assistance, including assistance under the
Robert T. Stafford Disaster Relief and Emergency Assistance Act or Stafford
Act (42 U.S. Code, Section 5121 et. seq.). The Stafford Act authorizes the
President to provide financial and other assistance to state, local, and
tribal governments, certain private nonprofit organizations, and individuals
to support response, recovery, and mitigation efforts.
• Federal Analysis of the State’s Request: The FEMA Regional Administrator
assesses the situation and the request and makes a recommendation to
the President on a course of action. The decision to approve the request is
based on such factors as the amount and type of damage, the potential
needs of the affected jurisdiction and the state, availability of state, local,
and tribal government resources, the extent and type of insurance in
effect, recent disaster history and the state’s hazard mitigation history.
• Federal Declarations without a PDA: If the incident is so severe the
damage is overwhelming and immediately apparent, the President may
declare a major disaster immediately without waiting for the joint PDA
process to be completed as described above.
• Declaration of Emergency or Major Disaster: The President can declare an
Emergency or Major Disaster under the Stafford Act thereby providing
federal government resources to support the states’ response, recovery,
and mitigation activities. While Presidential Declarations under the Stafford
Act authorize federal resources and funding to support response and
State of California
Draft State Emergency Plan
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138
recovery, federal agencies may also provide assistance under other 4311
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authorities or agreements.
The sequence of activities occurring for the emergency response, recovery and
the proclamation process is illustrated on the following page in Exhibit 7.8-1
Response Phase Sequence of Events.
Exhibit 7.8-1 Response Phase Sequence of Events
Abbreviations
DRC – Disaster Recovery Center
EOC – Emergency Operations Center
FMAG – Fire Management Assistance Grant
ICS – Incident Command System
IDE – Initial Damage Assessment
JFO – Joint Field Office
LAC – Local Assistance Center
OA – Operational Area
PDA – Preliminary Damage Assessment
SOC – State Operations Center
State of California
Draft State Emergency Plan
Section 8 – California Emergency Support Functions
139
8. California Emergency Support Functions 4319
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The 2009 State of California Emergency Plan established the California
Emergency Support Functions (CA-ESFs). The CA-ESFs are 18 primary disciplines
or activities essential to addressing the emergency management needs of
communities in all phases of emergency management. Of the 18 CA-ESFs,
CA-ESF 9 Search and Rescue was merged with CA-ESF 4 Fire and Rescue (urban
search and rescue) and CA-ESF 13 Law Enforcement (wildland search and
rescue). CA-ESF 16 Evacuation was also merged with CA-ESF 13 Law
Enforcement. The CA-ESFs are designed to bring together discipline-specific
stakeholders at all levels of government to collaborate and function within the
four phases of emergency management.
At the state level, the CA-ESFs consist of an alliance of state agencies,
departments, and other stakeholders with similar functional responsibilities. This
grouping allows each CA-ESF to collaboratively mitigate, prepare for, respond
to, and recover from an emergency.
Local governments and OAs can, but are not required to, adopt a CA-ESF
structure. Instead, they should organize in accordance with their local
Emergency Operations Plans and SEMS guidelines.
8.1. Coordinating Agencies, Primary, and Supporting Departments
Each CA-ESF represents an alliance of stakeholders possessing common interests
and responsibilities, and brings together state agencies, departments, and
others to collaborate on emergency management issues. A state
agency/department may be assigned to CA-ESFs as either coordinating,
primary, or supporting:
• Coordinating: The entity manages other organizations that carry out tasks
for that CA-ESF. The coordinating entity is also responsible for ongoing
planning and preparedness activities of the CA-ESF.
• Primary: The entity itself is the lead department that carries out tasks for
the CA-ESF. The primary entity will also support planning and preparedness
activities of the CA-ESF.
State of California
Draft State Emergency Plan
Section 8 – California Emergency Support Functions
140
• Supporting: The entity assists coordinators and primaries by providing 4349
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mutual aid and allocating essential supplies and resources.
Exhibit 8.1-1 California Emergency Support Functions (CA-ESFs) lists and defines
each CA-ESF and identifies the coordinating state agency/department with the
federal Emergency Support Function (ESF) with the closest similarities.
Exhibit 8.1-1 California Emergency Support Functions (CA-ESFs)
CA-ESF:
Coordinating State
Agency/Department
Description Federal ESF
CA-ESF 1
Transportation:
Transportation
Agency (CalSTA)
Assist in the management of
transportation systems and
infrastructure during threats or
emergencies. Also manages the Air
Coordination Group for federal
and state aviation support.
ESF #1 –
Transportation
CA-ESF 2
Communications:
Governor’s Office of
Emergency Services
(Cal OES)
Provide resources, support, and
restoration of government
emergency telecommunications,
including voice and data.
ESF #2 –
Communications
CA-ESF 3
Construction and
Engineering:
Government
Operations Agency
(GovOps)
Organize the capabilities and
resources of the state government
to facilitate the delivery of services,
technical assistance, engineering
expertise, construction
management, and other support
to local jurisdictions.
ESF #3 – Public
Works and
Engineering
State of California
Draft State Emergency Plan
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141
CA-ESF:
Coordinating State
Agency/Department
Description Federal ESF
CA-ESF 4
Fire and Rescue:
Governor’s Office of
Emergency Services
(Cal OES)
Monitor the status of fire mutual aid
activities. Coordinate support
related to detection and
suppression of fires; rescue
activities; and provide personnel,
equipment, and supplies to support
local jurisdictions.
ESF #4 –
Firefighting
CA-ESF 5
Management:
Governor’s Office of
Emergency Services
(Cal OES)
Provides guidance and
coordination and resolves issues
between the CA-ESFs. Ensures
consistency in the development
and maintenance of the SEP
Annexes. Serves in an advisory
capacity to the SOC Director
during an emergency.
ESF #5 –
Information and
Planning
CA-ESF 6
Mass Care and
Shelter: Health and
Human Services
Agency (CalHHS)
Coordinate and assist responsible
jurisdictions with displaced survivors
during an incident. Support survivor
needs including food, clothing,
non-medical care and sheltering,
family assistance, and recovery.
ESF #6 – Mass
Care, Emergency
Assistance,
Housing, and
Human Services
CA-ESF 7
Resources:
Government
Operations Agency
(GovOps)
Coordinate plans and activities to
locate, procure, and pre-position
resources to support emergency
operations.
ESF #7 – Logistics
Management
and Resource
Support
State of California
Draft State Emergency Plan
Section 8 – California Emergency Support Functions
142
CA-ESF:
Coordinating State
Agency/Department
Description Federal ESF
CA-ESF 8
Public Health and
Medical: Health and
Human Services
Agency (CalHHS)
Coordinate public health,
environmental health, mental/
behavioral health, and emergency
medical services activities
statewide to support local
jurisdiction resource needs.
ESF #8 – Public
Health and
Medical Services
CA-ESF 9
Search and Rescue:
n/a
CA-ESF 9 merged into CA-ESF 4 Fire
and Rescue for urban search and
rescue requests and CA-ESF 13 Law
Enforcement for wilderness search
and rescue.
ESF #9 – Search
and Rescue
CA-ESF 10
Hazardous Materials:
California
Environmental
Protection Agency
(CalEPA)
Provides for a coordinated
response from agencies and
governmental entities with
jurisdictional and regulatory
authority to conduct all phases of
emergency management in the
response to and recovery from an
actual or potential release of oil or
hazardous materials to save lives,
protect health and safety, protect
property, and preserve the
environment.
ESF #10 – Oil and
Hazardous
Materials
Response
CA-ESF 11
Food and
Agriculture:
Department of Food
and Agriculture
(CDFA)
Coordinate activities and support
the responsible jurisdiction when a
disaster impacts the agriculture
and food industry. Support the
recovery of impacted industries
and resources post-disaster.
ESF #11 –
Agriculture and
Natural Resources
State of California
Draft State Emergency Plan
Section 8 – California Emergency Support Functions
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CA-ESF:
Coordinating State
Agency/Department
Description Federal ESF
CA-ESF 12
Utilities: California
Natural Resources
Agency
(CNRA)
Provide resources and support to
responsible jurisdictions in
partnership with the private sector
to restore gas, electric, fuel
pipelines, water, wastewater, and
telecommunications.
ESF #12 – Energy
CA-ESF 13
Law Enforcement:
Governor’s Office of
Emergency Services
(Cal OES)
Coordinate state law enforcement
personnel and equipment to
support responsible jurisdictions’
law enforcement and coroner
offices, wilderness search and
rescue, and public safety activities
in accordance with law
enforcement and coroner’s mutual
aid plans.
ESF #13 – Public
Safety and
Security
CA-ESF 14
Recovery:
Governor’s Office of
Emergency Services
(Cal OES)
Support and enable state and
local jurisdictions’ recovery of
communities and businesses from
the long-term consequences of
emergencies and disasters.
ESF #14 –
Cross-Sector
Business and
Infrastructure
CA-ESF 15
Public Information:
Governor’s Office of
Emergency Services
(Cal OES)
Support accurate, coordinated,
timely, and accessible information
to disaster-impacted audiences,
including governments, media,
private sector, and all members of
the community.
ESF #15 – External
Affairs
CA-ESF 16
Evacuation: n/a
CA-ESF 16 merged into CA-ESF 13
Law Enforcement.
n/a
State of California
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CA-ESF:
Coordinating State
Agency/Department
Description Federal ESF
CA-ESF 17
Volunteer and
Donations
Management:
California Volunteers
Support responsible jurisdictions in
their use of volunteers (affiliated
and non-affiliated), monetary
donations, and in-kind donations
for incidents requiring state
response.
n/a
CA-ESF 18
Cybersecurity:
Governor’s Office of
Emergency Services
(Cal OES)
Coordinate cyber critical response
including the detection, mitigation,
and information sharing for
statewide cyber-related events.
n/a
Similarities between the CA-ESFs and the federal ESFs exist. Like federal ESFs, the 4355
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CA-ESFs are established to augment state operations during all four phases of
emergency management in accordance with the SEMS. The purpose of federal
ESFs is to provide federally controlled resources to state and federal agencies
during the response and recovery phases of a disaster.
8.2. Emergency Management Activities
The California Emergency Support Functions were designed to bring together
discipline-specific stakeholders at all levels of government to collaborate and
function within the four phases of emergency management.
Mitigation
• Identify stakeholders and engage them in the development and
maintenance of the CA-ESF.
• Complete a threat and hazard assessment and prioritize actions to
reduce vulnerabilities within the scope of the CA-ESF.
• Collaborate to pool CA-ESF resources to prevent hazards and reduce
vulnerability (leveraging funding, resources, and people).
• Develop strategies and processes to prevent or reduce the impact of
events and the need for response activities.
State of California
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• Support updates to the Enhanced SHMP. 4373
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Preparedness
• Update annex to the State Emergency Plan, including concept of
operations, plans, and supporting agreements.
• Establish decision-making and communication processes for the CA-ESF.
• Identify stakeholder roles, responsibilities, and statutory authorities.
• Initiate and oversee pre-emergency planning and coordination activities.
• Catalogue resources, establish agreements for acquiring additional
resources, manage information systems, and develop processes for
mobilizing and demobilizing resources with the CA-ESF stakeholders.
• Plan for short and long-term emergency management and recovery
operations.
• AAR and Corrective Action Planning (CAP) into the CA-ESF Annexes and
exercises.
• Conduct regular CA-ESF meetings and training events.
• Support processes for incident prioritization, critical resource allocation,
integration of communications systems, and information coordination.
Response
• Coordinate CA-ESF support when activated for response.
• Provide subject matter experts to support response activities based on
statutory authority at the appropriate level (Field, Local, OA, Cal OES
Region, or SOC), as requested by the Governor or Cal OES, and as
outlined in the CA-ESF Annex.
• Request participation from supporting agencies/departments.
• Coordinate contracts and procure goods and services as needed.
• Develop AARs and implement corrective actions.
State of California
Draft State Emergency Plan
Section 8 – California Emergency Support Functions
146
Recovery 4399
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• Coordinate rapid needs assessment teams during Response to prevent
duplication of efforts.
• Complete short-term recovery activities in the Response phase as they are
identified or as tasked by CA-ESF 14 Recovery.
• Work with CA-ESF 14 to ensure they have accurate information on the
progress of short-term recovery activities, so CA-ESF 14 can support the
eventual transition from Response to Recovery.
• As short-term recovery activities are completed, hand off longer-term
recovery activities to CA-ESF 14 so they can coordinate standing up the
Recovery Support Functions (RSFs) and begin supporting the State Disaster
Recovery Coordinator (SDRC) in the Recovery phase.
• Support efficient activation and sufficient staffing of Local Assistance
Centers (LACs) or Disaster Recovery Centers (DRC), as appropriate.
8.3. CA-ESF During EOC Activations
The 18 CA-ESFs are sources of discipline-specific, subject matter expertise in the
state that can be utilized during an emergency response at any level of SEMS. In
contrast, the federal government organizes its resources and capabilities under
15 Emergency Support Functions (ESFs) described in the NRF. While a CA-ESF
coordinator can be requested by local jurisdictions, CA-ESFs commonly work at
the SOC level. When a CA-ESF is employed during an activation, it provides
access to stakeholder resources and capabilities regardless of which
organization has those resources. Although CA-ESFs are led by agencies and
departments at the state level, they may include partnering entities such as
local jurisdictions, private, and non-governmental members, if needed.
• Designated Coordinator: Prior to an emergency, each CA-ESF should
designate a coordinator and alternates who can be called upon to
support the Cal OES Regions or SOC when activated. CA-ESF coordinators
are identified based on subject matter expertise, authorities, and access
to resources and capabilities of the CA-ESF.
• Expertise, Resources, and Capabilities: The CA-ESF coordinators provide
discipline-specific, subject matter expertise as needed within the SOC.
Some activities may include:
State of California
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Section 8 – California Emergency Support Functions
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• Recommending how best to use discipline-specific resources. 4432
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• Advising how to obtain specialized resources, including
agency/department specific acquisition processes.
• Representing their discipline in MAC Groups.
• Acquiring and interpreting discipline-specific information.
• Providing guidance on processing resources to EOC management
functions.
• Coordinating with CA-ESFs at other SEMS levels.
• CA-ESF Notification and Mobilization: Upon activation of the Cal OES
Region or SOC, the SOC Director assesses the need for one or more CA-
ESFs to support their emergency response and recovery activities. Each
CA-ESF mobilizes according to its functional annex. When planning for
mobilization, each working group should consider space requirements.
CA-ESFs are typically assigned to the Operations Section.
• CA-ESF Initial Response Actions: The items listed below constitute the initial
response actions to be taken by each activated CA-ESF.
• Establish formal activation time and initial staffing pattern for
representation in the SOC.
• Activate communications plans and establish and maintain
communications between state DOCs, the SOC, and Cal OES
Region.
• Based on the governance structure in the CA-ESF Annex, notify and
activate supporting state agencies/departments as needed.
• Begin acquiring intelligence concerning CA-ESF activities to support
the emergency.
• Deploy staff to provide technical assistance to other SEMS levels
based on statutory authority and response roles, and in coordination
with the SOC and Cal OES Region as needed.
• CA-ESF’s and Task Forces: A task force may be established in the SOC to
address a particular tactical need. A CA-ESF may be assigned to
establish, oversee, or support the task force. The task force will utilize cross-
ESF coordination of resources and information to meet its objectives. A
senior official from the lead CA-ESF will typically lead the task force.
State of California
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• Coordination with Federal ESFs: When federal ESFs assist in an emergency, 4465
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they provide access to federally controlled resources, regardless of which
organization has those resources. Federal ESF coordinating and primary
agencies are identified by authorities and resources. Support agencies
are assigned based on the availability of resources in their functional area.
Each federal ESF aligns categories of resources and provides strategic
objectives for their use. The ESF will utilize resource management such as
typing, inventorying, and tracking to facilitate the deployment and
recovery of resources throughout the incident.
The state agency roles and responsibilities are organized according to the
CA-ESFs and displayed on the following page in Exhibit 8.3-1 State
Agency/Department Responsibilities Matrix.
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Section 8 – California Emergency Support Functions
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Exhibit 8.3-1 State Agency/Department Responsibilities Matrix 4477
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State agencies and departments responsible for one or more CA-ESFs are
designated Coordinating, Primary, or Supporting based on their authorities,
resources, and capabilities.
C = Coordinating P = Primary S = Supporting
CA Agency/
Department
CA Emergency Support Function
CA-ESF 1 Transportation
CA-
ESF 2 Communications
CA-
ESF 3 Constr. & Engineer.
CA-
ESF 4 Fire & Rescue
CA-
ESF 5 Management
CA-
ESF 6 Mass Care &
Shelter
CA-
ESF 7 Resources
CA-
ESF 8 Pub. Health & Med
.
CA-
ESF 10 Haz. Materials
CA-
ESF 11 Food & Agriculture
CA-ESF 12 Utilities
CA-
ESF 13 Law Enforcement
CA-
ESF 14 Recovery
CA-
ESF 15 Public Information
CA-
ESF 17 Vol
. Donations Mgt.
CA-ESF 18 Cybersecurity
CA Business,
Consumer Services
and Housing Agency
(BCSHA)
S
S
S
S S
CA Department of
Alcoholic Beverage
Control (ABC)
S S S
S
S
CA Department of
Financial Protection
and Innovation
(DFPI)
S
S
S
S S
CA Department of
Consumer Affairs
(DCA)
S
S
S S S
CA Department of
Housing and
Community
Development (HCD)
S
S S S
S S S
State of California
Draft State Emergency Plan
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CA Agency/
Department
CA Emergency Support Function
CA-ESF 1 Transportation
CA-
ESF 2 Communications
CA-
ESF 3 Constr. & Engineer.
CA-
ESF 4 Fire & Rescue
CA-
ESF 5 Management
CA-
ESF 6 Mass Care &
Shelter
CA-
ESF 7 Resources
CA-
ESF 8 Pub. Health & Med
.
CA-
ESF 10 Haz. Materials
CA-
ESF 11 Food & Agriculture
CA-ESF 12 Utilities
CA-
ESF 13 Law Enforcement
CA-
ESF 14 Recovery
CA-
ESF 15 Public Information
CA-
ESF 17 Vol
. Donations Mgt.
CA-ESF 18 Cybersecurity
CA Housing Finance
Agency (CalHFA)
S
S
S
S
CA Department of
Fair Employment
and Housing (DFEH)
S
S
S
CA Department of
Real Estate (DRE)
S
S
S
S S
CA Environmental
Protection Agency
(CalEPA)
S
S S
S S C
S
CA Air Resources
Control Board (ARB)
S
S S S
S
S
CA Department of
Pesticide Regulation
(DPR)
S
S S S
S
CA Department of
Resources Recycling
and Recovery
(CalRecycle)
S
S
S
S
CA Department of
Toxic Substances
Control (DTSC)
S S S
S S S
S S
S
State of California
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CA Agency/
Department
CA Emergency Support Function
CA-ESF 1 Transportation
CA-
ESF 2 Communications
CA-
ESF 3 Constr. & Engineer.
CA-
ESF 4 Fire & Rescue
CA-
ESF 5 Management
CA-
ESF 6 Mass Care &
Shelter
CA-
ESF 7 Resources
CA-
ESF 8 Pub. Health & Med
.
CA-
ESF 10 Haz. Materials
CA-
ESF 11 Food & Agriculture
CA-ESF 12 Utilities
CA-
ESF 13 Law Enforcement
CA-
ESF 14 Recovery
CA-
ESF 15 Public Information
CA-
ESF 17 Vol
. Donations Mgt.
CA-ESF 18 Cybersecurity
CA Office of
Environmental
Health Hazard
Assessment (OEHHA)
S
S S S S
S
CA State Water
Resources Control
Board (SWRCB)
S
S S S S S S
S
S
CA Government
Operations Agency
(GovOps)
S C
S
C
S S S S
CA Department of
General Services
(DGS)
S P
S S P S S
S
CA Department of
Human Resources
(CalHR)
S
S
S
CA Department of
Technology (CDT)
S
S
S
S S
S
State of CA
Franchise Tax Board
(FTB)
S
S
S S S
CA Department of
Tax and Fee
Administration
(DTFA)
S
S
S S S
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CA Agency/
Department
CA Emergency Support Function
CA-ESF 1 Transportation
CA-
ESF 2 Communications
CA-
ESF 3 Constr. & Engineer.
CA-
ESF 4 Fire & Rescue
CA-
ESF 5 Management
CA-
ESF 6 Mass Care &
Shelter
CA-
ESF 7 Resources
CA-
ESF 8 Pub. Health & Med
.
CA-
ESF 10 Haz. Materials
CA-
ESF 11 Food & Agriculture
CA-ESF 12 Utilities
CA-
ESF 13 Law Enforcement
CA-
ESF 14 Recovery
CA-
ESF 15 Public Information
CA-
ESF 17 Vol
. Donations Mgt.
CA-ESF 18 Cybersecurity
State of CA Office of
Administrative Law
(OAL)
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CA Public
Employees
Retirement System
(CalPERS)
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CA State Personnel
Board (SPB)
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CA Victims
Compensation
Board (CalVCB)
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CA Health and
Human Services
Agency (CalHHS)
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CA Department of
Aging (CDA)
S S S
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CA Department of
Child Support
Services (DCSS)
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CA Department of
Community Services
and Development
(CSD)
S S S
S S S
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Draft State Emergency Plan
Section 8 – California Emergency Support Functions
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CA Agency/
Department
CA Emergency Support Function
CA-ESF 1 Transportation
CA-
ESF 2 Communications
CA-
ESF 3 Constr. & Engineer.
CA-
ESF 4 Fire & Rescue
CA-
ESF 5 Management
CA-
ESF 6 Mass Care &
Shelter
CA-
ESF 7 Resources
CA-
ESF 8 Pub. Health & Med
.
CA-
ESF 10 Haz. Materials
CA-
ESF 11 Food & Agriculture
CA-ESF 12 Utilities
CA-
ESF 13 Law Enforcement
CA-
ESF 14 Recovery
CA-
ESF 15 Public Information
CA-
ESF 17 Vol
. Donations Mgt.
CA-ESF 18 Cybersecurity
CA Department of
Developmental
Services (DDS)
S S S S
S
CA Department of
Health Care Services
(DHCS)
S
S S
S
CA Department of
Public Health (CDPH)
S S S S S S P S S S S S S S
CA Department of
Managed Health
Care (DMHC)
S
S S
S S
CA Department of
Rehabilitation (DOR)
S S S S
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CA Department of
Social Services
(CDSS)
S P S S
S
S S S S
CA Department of
State Hospitals (DSH)
S
S S
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CA Emergency
Medical Services
Authority (EMSA)
S S
S S S S P S S
S S
CA Department of
Health Care Access
and Information
(HCAI)
S S
S
S S
S S
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Section 8 – California Emergency Support Functions
154
CA Agency/
Department
CA Emergency Support Function
CA-ESF 1 Transportation
CA-
ESF 2 Communications
CA-
ESF 3 Constr. & Engineer.
CA-
ESF 4 Fire & Rescue
CA-
ESF 5 Management
CA-
ESF 6 Mass Care &
Shelter
CA-
ESF 7 Resources
CA-
ESF 8 Pub. Health & Med
.
CA-
ESF 10 Haz. Materials
CA-
ESF 11 Food & Agriculture
CA-ESF 12 Utilities
CA-
ESF 13 Law Enforcement
CA-
ESF 14 Recovery
CA-
ESF 15 Public Information
CA-
ESF 17 Vol
. Donations Mgt.
CA-ESF 18 Cybersecurity
CA Office of System
Integration (OSI)
S S S S
S
S
CA Natural
Resources Agency
(CNRA)
S S
S S
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C
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CA Coastal
Commission
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S S
CA Conservation
Corps (CCC)
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S
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CA Energy
Commission (CEC)
S S
S
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CA State Lands
Commission (SLC)
S S
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S S
CA Department of
Conservation (DOC)
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S
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S S
CA Department of
Fish and Wildlife
(CDFW)
S S S S S S S S S S
S S S S
CA Department of
Forestry and Fire
Protection (CAL FIRE)
S S S S S S S S
S S
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CA Department of
Parks and
Recreation (PARKS)
S S S S S S S
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Draft State Emergency Plan
Section 8 – California Emergency Support Functions
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CA Agency/
Department
CA Emergency Support Function
CA-ESF 1 Transportation
CA-
ESF 2 Communications
CA-
ESF 3 Constr. & Engineer.
CA-
ESF 4 Fire & Rescue
CA-
ESF 5 Management
CA-
ESF 6 Mass Care &
Shelter
CA-
ESF 7 Resources
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ESF 8 Pub. Health & Med
.
CA-
ESF 10 Haz. Materials
CA-
ESF 11 Food & Agriculture
CA-ESF 12 Utilities
CA-
ESF 13 Law Enforcement
CA-
ESF 14 Recovery
CA-
ESF 15 Public Information
CA-
ESF 17 Vol
. Donations Mgt.
CA-ESF 18 Cybersecurity
CA Department of
Water Resources
(DWR)
S S S S S
S S
S
S S
San Francisco Bay
Conservation and
Development
Commission (BCDC)
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S
S
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S S
CA Department of
Corrections and
Rehabilitation
(CDCR)
P S S S S S S S
S
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CA Department of
Education (CDE)
S S S S
S S
CA Department of
Finance (DOF)
P
S
S
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CA Department of
Food and Agriculture
(CDFA)
S S S S
C
S S S
CA Department of
Insurance (CDI)
S
S
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S S S
CA Department of
Justice (DOJ)
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S S S
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CA Department of
Veterans Affairs
(CalVet)
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Draft State Emergency Plan
Section 8 – California Emergency Support Functions
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CA Agency/
Department
CA Emergency Support Function
CA-ESF 1 Transportation
CA-
ESF 2 Communications
CA-
ESF 3 Constr. & Engineer.
CA-
ESF 4 Fire & Rescue
CA-
ESF 5 Management
CA-
ESF 6 Mass Care &
Shelter
CA-
ESF 7 Resources
CA-
ESF 8 Pub. Health & Med
.
CA-
ESF 10 Haz. Materials
CA-
ESF 11 Food & Agriculture
CA-ESF 12 Utilities
CA-
ESF 13 Law Enforcement
CA-
ESF 14 Recovery
CA-
ESF 15 Public Information
CA-
ESF 17 Vol
. Donations Mgt.
CA-ESF 18 Cybersecurity
Fair Political
Practices
Commission (FPPC)
S
S
S
CA Governor’s
Office of Business
and Economic
Development (GO-
Biz)
S
S
S S S
CA Governor’s
Office of Emergency
Services (Cal OES)
S C S C C S S S S S S C C C S C
Seismic Safety
Commission (SSC)
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S S
CA Governor’s
Office of Planning
and Research (OPR)
S S
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S S C
California Volunteers
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S S S
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CA Labor and
Workforce
Development
Agency (LWDA)
S S
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Agricultural Labor
Relations Board
(ALRB)
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Section 8 – California Emergency Support Functions
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CA Agency/
Department
CA Emergency Support Function
CA-ESF 1 Transportation
CA-
ESF 2 Communications
CA-
ESF 3 Constr. & Engineer.
CA-
ESF 4 Fire & Rescue
CA-
ESF 5 Management
CA-
ESF 6 Mass Care &
Shelter
CA-
ESF 7 Resources
CA-
ESF 8 Pub. Health & Med
.
CA-
ESF 10 Haz. Materials
CA-
ESF 11 Food & Agriculture
CA-ESF 12 Utilities
CA-
ESF 13 Law Enforcement
CA-
ESF 14 Recovery
CA-
ESF 15 Public Information
CA-
ESF 17 Vol
. Donations Mgt.
CA-ESF 18 Cybersecurity
CA Department of
Industrial Relations
(DIR)
S S
S
S S S
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CA Employment
Development
Department (EDD)
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S
S
S S S
CA State Lottery
Commission
(CALottery)
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S
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CA Military
Department (CMD)
S P S S S S S S S
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State of CA Office of
the Inspector
General (OIG)
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S
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CA Public Utilities
Commission (CPUC)
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S
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CA State Board of
Equalization (BOE)
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S S
CA State
Transportation
Agency (CalSTA)
C P
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S
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California Highway
Patrol (CHP)
S P
S
S S S
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S
S
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Section 8 – California Emergency Support Functions
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CA Agency/
Department
CA Emergency Support Function
CA-ESF 1 Transportation
CA-
ESF 2 Communications
CA-
ESF 3 Constr. & Engineer.
CA-
ESF 4 Fire & Rescue
CA-
ESF 5 Management
CA-
ESF 6 Mass Care &
Shelter
CA-
ESF 7 Resources
CA-
ESF 8 Pub. Health & Med
.
CA-
ESF 10 Haz. Materials
CA-
ESF 11 Food & Agriculture
CA-ESF 12 Utilities
CA-
ESF 13 Law Enforcement
CA-
ESF 14 Recovery
CA-
ESF 15 Public Information
CA-
ESF 17 Vol
. Donations Mgt.
CA-ESF 18 Cybersecurity
CA Department of
Motor Vehicles
(DMV)
S
S
S
S S S
CA Department of
Transportation
(Caltrans)
P P S S S
S
S
S
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CA Transportation
Commission (CTC)
S
S
S
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California
Community Colleges
S S S S
S
University Systems
S S S S
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State of California
Draft State Emergency Plan
Section 9 – Recovery Concept of Operations
159
9. Recovery Concept of Operations 4483
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The recovery phase of an emergency or disaster is often defined as restoring a
community to its pre-disaster condition. More realistically, recovery is the process
of re-establishing a state of normalcy in the affected communities. Recovery
begins at the time of response. Effective recovery requires an approach
focusing on delivery of equitable services to all impacted individuals,
households, and communities. Overall efficiency and effectiveness in recovery
operations requires a joint effort across both response and recovery stakeholders
and at all levels of government. Communication and coordination at the onset
of a disaster through recovery are critical to:
• Identify and provide outcome- and data-driven recovery services to
impacted individuals, households, and communities.
• Mobilize essential recovery partners (e.g., “right sizing” recovery
operations).
• Prevent duplication of efforts.
• Develop joint public information and communications plans.
• Collect, assess, and track data and essential information about impacted
individuals, households, and communities.
• Discuss cost recovery considerations and carry out required
documentation activities.
• Establish initial lists of unmet and anticipated needs to inform equitable
short-term, intermediate, and long-term recovery priorities and operations.
• Identify initial equitable recovery strategies.
• Coordinate effectively with local, regional, state, and federal partners.
The CA-ESF 14 Recovery begins facilitating this coordination and
communication from the onset of the disaster from the SOC to the Cal OES
Recovery Directorate, and other recovery partners to begin to plan for the
recovery operations. This section summarizes recovery operations from the
beginning of the disaster throughout the recovery lifecycle.
State of California
Draft State Emergency Plan
Section 9 – Recovery Concept of Operations
160
9.1. Recovery Goals and Strategies 4512
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Recovery operations begin concurrently or shortly after the commencement of
response operations. The overall goal for immediate recovery includes starting
the process to return all impacted individuals, households, communities, critical
infrastructure, and essential government and commercial services back to a
functional and accessible state, but not necessarily to pre-disaster conditions.
For the state, immediate recovery operations involve:
• Collecting data about the impacts and disruptions to systems, services,
individuals and households, and communities.
• Evaluating the local and tribal capacity to address the recovery needs of
the community.
• Using equitable processes to identify intermediate and long-term
restoration and recovery priorities.
• Identifying socioeconomic considerations that will impact the ability to
provide recovery services to all individuals, householders, and
communities.
• Recommending the level of activation of the state recovery organization
based on documented local and tribal recovery needs.
Intermediate recovery operations begin once vital services have been restored.
The goal of intermediate recovery is to identify permanent solutions for recovery
and redevelopment. Intermediate operations involve:
• Managing and containing cascading impacts of an event to stabilize the
community and prepare it for long-term recovery and redevelopment.
• Identifying data-driven recovery objectives for recovery services for all
impacted communities.
• Establishing permanent solutions and bringing government and
commercial services closer to pre-disaster conditions.
• Supporting the physical and mental health of the community.
Long-term recovery and redevelopment operations may continue for months or
years depending on the severity and extent of the damage sustained. The goal
of long-term recovery and redevelopment operations is to move the impacted
State of California
Draft State Emergency Plan
Section 9 – Recovery Concept of Operations
161
community toward self-sufficiency, sustainability, and resilience. Ongoing 4543
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recovery operations involve:
• Developing resilience and sustainability measures that can be
implemented in redevelopment.
• Evaluating and identifying additional data-driven recovery objectives for
recovery services for all impacted communities based on progression of
recovery operations.
• Identifying lessons learned to improve recovery in the future.
• Evaluating recovery progress and ability to meet whole community needs,
including revitalization of economic, cultural, and social resources.
9.2. Direction, Control, and Joint Field Office Coordination
Equitable recovery for all impacted individuals, households, and communities is
a general responsibility of all levels of government to work together. However,
tribal and local governments have the primary responsibility for the recovery of
their communities. These responsibilities are summarized in Exhibit 9.2-1
Government Level Recovery Responsibilities on the following page.
Local and tribal governments will maintain operational control and responsibility
for community recovery activities within their jurisdiction, including managing
local policies and procedures. They are responsible for initiating Mutual Aid
Agreements (MAAs) and Memoranda of Understanding (MOUs). Local and tribal
governments are also responsible for requesting state and federal assistance
when necessary and when recovery needs exceed their resources and
capabilities.
Local governments must adhere to existing state laws and regulations during
recovery. However, some laws and regulations may inhibit aspects of a
community’s recovery and require a waiver. With proper legal authority, (e.g.,
Governor’s state of emergency proclamation) state agencies and departments,
and other organizations may be directed to implement certain waivers to assist
recovery efforts. Local governments are also responsible for developing post-
disaster recovery plans that include public engagement in the planning process
to ensure equitable policies and procedures.
State of California
Draft State Emergency Plan
Section 9 – Recovery Concept of Operations
162
Exhibit 9.2-1 Government Level Recovery Responsibilities 4575
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State agencies, federal agencies, and private nonprofit (PNP) organizations
have emergency resources beyond the capabilities of local government that
can be used to assist in disaster recovery. The state is the conduit for local
governments, and tribal governments as requested, to access many of the
federal recovery assistance programs. The state will not define the recovery
priorities of local governments. Impacted local communities establish their own
recovery priorities; they may or may not choose to address an issue based on
their goals, priorities, or capacity. State agencies and organizations will support
community recovery in the form of personnel, resources, funding, technical and
regulatory assistance, and operational coordination at the request of the local
government.
9.2.1. State Direction and Control
There are three sections within the Cal OES Recovery Directorate with expertise
in t
he state’s recovery programs – Recovery Operations (Public Assistance),
State of California
Draft State Emergency Plan
Section 9 – Recovery Concept of Operations
163
Interagency Recovery Coordination (IRC), and Hazard Mitigation. At the 4591
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beginning of the disaster, CA-ESF 14 Recovery will coordinate with the SOC,
other CA-ESFs, and the Cal OES Recovery Directorate leadership to gather
information, determine initial considerations for providing recovery services, and
coordinate the determination of the scope of the recovery operations. As the
need for recovery operations are defined, a State Disaster Recovery
Coordinator (SDRC) is designated to lead state recovery activities while the SOC
is activated and/or in the JFO, if established.
The CA-ESF 14 Recovery will coordinate with the SDRC and the recovery
programs to mission assign, through the SOC, other state agencies to support
recovery operations, including debris management and the California Recovery
Support Functions (CA-RSFs). Once a mission is assigned to recovery operations,
state agencies will provide the assistance and resources necessary to support
state recovery operations. Once the SOC is deactivated, state agencies will
continue to support recovery operations as appropriate until the mission is
completed, which could be a matter of months or years depending on the
scope of the disaster, as directed by the SDRC.
9.2.2. Joint Field Office Activation or stand up
As recovery operations proceed, and if the federal government is providing
assistance, the SDRC may coordinate with the FCO to establish a JFO to meet
the specific scope of the disaster recovery needs. The JFO will contain sections,
operational geographic divisions, and functional branches to coordinate with
the local and tribal communities and direct requested state and federal
assistance. An example of a JFO structure is shown in Exhibit 9.2-2 Joint Field
Office Structure on the following page.
State of California
Draft State Emergency Plan
Section 9 – Recovery Concept of Operations
164
Exhibit 9.2-2 Joint Field Office Structure 4616
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State of California
Draft State Emergency Plan
Section 9 – Recovery Concept of Operations
165
Within the JFO, the activated state personnel will coordinate with federal 4618
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personnel and local and tribal communities to manage the appropriate
recovery programs for that operation as directed by the SDRC or SCO.
9.3. Situational Assessment and Declaration Development
As the disaster progresses, CA-ESF 14 Recovery will coordinate in the SOC to
gather information for recovery programs in the Cal OES Recovery Directorate
and for the SDRC to aid in determining what federal and state financial and
technical assistance to provide to the impacted individuals, households, and
local and tribal communities.
9.3.1. Situation Assessment
Based on the type of disaster, the appropriate state agencies with situational
awareness and subject matter expertise will provide additional data pertaining
to the impact of the disaster as well as baseline information on local
vulnerability, capability, and capacity based on historical data. This information
is also included in the Presidential Disaster Declaration request to demonstrate
the severity and magnitude of the disaster as well as any local limitations to
mounting effective response and recovery operations. This information can
include the following, as appropriate, for the impact of the disaster:
• CA-ESF 14 Recovery coordinates with Cal OES Recovery Directorate
recovery programs to compile Recovery Data Analytics to characterize
the population demographics, socioeconomic factors, and local
vulnerabilities and overlay disaster impacts to ensure an accurate
reflection of local capability and impacts to respond and recover from
the event.
• CA-RSFs characterize local capacity and the ability of the community to
equitably recover from the disaster across recovery domains - community
planning and capacity, economic, housing, health and social services,
infrastructure systems, and natural and cultural resources.
• Public Assistance (PA) Assessment Teams provide summary of the
impactful damage assessments that provide meaningful representations
of communitywide impacts.
State of California
Draft State Emergency Plan
Section 9 – Recovery Concept of Operations
166
• Individual Assistance (IA) Assessment Teams coordinate with FEMA when 4649
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applicable to validate and provide a summary of the damaged and
destroyed residences as well as work with jurisdictions to assess impacts to
survivors and assess unmet needs.
• Caltrans provides information on impacted state highways, including
those eligible for federal funding through the Federal Highway
Administration, Emergency Relief Program.
• Cal OES Law Branch provides information on missing and deceased
individuals from the disaster.
• Cal OES Tribal Affairs provides information on assessments conducted
outside of the joint preliminary damage assessment process.
• Cal OES Hazard Mitigation provides information on mitigation measures
that reduced damage impacts that would have otherwise resulted in
additional damages and may have impacted the ability to meet
thresholds for assistance.
• Cal OES Regional Emergency Services Coordinators provide information
on local/regional EOC activation dates/levels and local agencies
impacted, number of shelters activated, peak census counts, and
duration of activation.
• State agencies and community-based organizations reporting through
the SOC provide information on assistance provided, including mission
tasks that demonstrate actions taken by the state, particularly those that
have depleted state response capability.
• CAL FIRE provides wildfire-specific information, as appropriate, including
total acreage burned, Damage Inspection Specialist (DINS) data,
number/type of fire resources leveraged, and areas placed under
evacuation order.
• DWR’s Flood Operations Center provides flood-specific information on rain
totals, water level gauges, etc.
9.3.2. Recovery Section Role in Declaration Development
A disaster-affected county, tribal nation, city, or special district may proclaim a
local state of emergency immediately after a disaster event which authorizes
local emergency management agencies to implement provisions in support of
State of California
Draft State Emergency Plan
Section 9 – Recovery Concept of Operations
167
disaster response and recovery operations. This action largely informs the state’s 4682
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role in supporting communities based on local capability and capacity.
Alternatively, based on the scope and magnitude of the disaster, the
Governor’s Office may proactively proclaim a state of emergency if the
Governor finds that the emergency poses a significant threat to the safety of
persons and property. A decision to request federal assistance is based on the
state’s capacity to respond to and recover from an incident.
The decision to proclaim a local state of emergency should be made following
an evaluation of impacts through the completion of an Initial Damage Estimate
(IDE) by local authorities. The IDE process is used to collect data related to the
estimated extent of damage within a jurisdiction and supports the establishment
of a local disaster proclamation, a prerequisite for requesting and receiving
state and federal aid. When local capability and capacity are exceeded, local
governments may request assistance from the state through the CDAA by
submitting a formal request and a corresponding damage assessment summary
to the Director of Cal OES, articulating the information from the IDE process.
Upon receipt of a request for the issuance of a State of Emergency and
assistance through CDAA, Cal OES will develop a recommendation that
considers evaluated damages, validated cost estimates and a
recommendation for the appropriate level of assistance to remediate disaster
impacts. Based on this recommendation, the Governor may issue a State of
Emergency, authorize CDAA, if appropriate, and/or request a Presidential
Disaster Declaration.
If it is apparent that a Presidential Disaster Declaration may be necessary, joint
local-state-federal PDA teams may also assemble concurrently to collect,
validate, quantify, and document the cause, location, and details of disaster-
related damages.
To ensure a comprehensive evaluation and proper validation of disaster
impacts, joint PDA teams should be comprised of local/tribal, state, and federal
representation from the IA and PA programs. The teams should also include any
additional stakeholders that can assist with determining the extent of the
disaster, disaster impacts on individual and public facilities, and the type(s) of
state and federal assistance that may be needed.
State of California
Draft State Emergency Plan
Section 9 – Recovery Concept of Operations
168
Depending on the size and scope of the disaster, the PDA process may be 4715
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protracted and require up to two weeks to assemble teams, conduct
assessments, and complete reporting. This process helps to minimize duplication
of benefits of state or federal resources provided (e.g., Fire Management
Assistance Grants). This approach also ensures disaster impacts are accurately
characterized and that all communities are equitably considered, including
those with resource limitations.
9.4. Recovery Concept of Operations
Recovery operations are organized along a short-term, intermediate, and long-
term timeline. During recovery, the operation will define goals, milestones, and
activities to complete in each phase; however, these phases are not distinct but
will overlap and relate to each other. The following section identifies recovery
operations during the preparedness and response phases, and in the transition
of response operations to recovery operations. These operations occur over the
short, intermediate, and long-term recovery periods, and across the different
recovery Operational Areas - PA, IA, Recovery Support Function Assistance,
Mitigation, and Debris Management. The sequence of these activities is
illustrated below in Exhibit 9.4-1 Recovery Timeline.
Exhibit 9.4-1 Recovery Timeline
4734
State of California
Draft State Emergency Plan
Section 9 – Recovery Concept of Operations
169
9.4.1. Recovery Branch Role in Preparedness 4735
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Preparedness refers to the steady-state activities performed by state agencies
and organizations that prepare the state for a disaster. These activities support
the development and maintenance of recovery capabilities to enable the state
to rapidly identify outcome-driven recovery goals, stand up and maintain
recovery operations, and help ensure future resilience. Activities that the
recovery programs can undertake during preparedness can include, but are
not limited to:
• Establish cost recovery mechanisms.
• Develop a database of resources that can be used during disaster
recovery for each recovery program.
• Promote community-based engagement practices at the state and local
levels.
• Coordinate with local jurisdictions to build capacity for their optimal
utilization of state and federal recovery programs.
• Ensure the state and localities enable projects, plans, and policies to
ensure balanced and efficient program delivery and long-term
community resilience.
• Coordinate between state, local, tribal, and federal entities related to
recovery programs.
• Evaluate recovery capabilities and operations against goals focused on
data-driven program services.
• Drive the development of local and regional community assessments to
serve as the baseline against which future individual, household, and
community impacts can be measured.
9.4.2. Recovery Branch Role in Response
While the SOC is activated, the CA-ESF 14 Recovery staff will serve as the primary
point of contact with response personnel and recovery leadership to facilitate
coordination with recovery stakeholders. CA-ESF 14 Recovery will help identify
outcome-driven recovery goals, help to define the scope of recovery
operations, and coordinate with local and tribal communities on their recovery
needs. CA-ESF 14 Recovery will also identify the resources the state will need to
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provide the requested assistance to impacted individuals, households, and local 4767
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and tribal communities.
CA-ESF 14 Recovery will coordinate with the SDRC and recovery programs to
determine the state agencies that will need to provide assistance in
coordination with the recovery programs. CA-ESF 14 Recovery will serve as the
coordination point within the SOC to mission assign all necessary state agencies
to support recovery operations. Once mission assigned, state agencies will
coordinate with their recovery programs to provide assistance throughout
recovery operations, which may last months to years after deactivation of the
SOC, depending on the scope of the recovery operations.
9.4.3. Transition of Responsibility to Recovery Operations
Transition from response to recovery operations is a deliberate process to plan
for the scope of the initial recovery operational structure and mission. As this
transition proceeds, the CA-ESF 14 Recovery will coordinate with the SDRC and
recovery programs to plan for and increase recovery operations, including, but
not limited to the following activities:
• Coordinate with external partners (e.g., response state and federal
agencies) to support initial impact and needs assessments.
• Identify priorities for data- and outcome-driven short and intermediate
recovery operations.
• Determine the JFO structure based on outcomes of assessments and
scope of recovery operations.
• Establish cost recovery mechanisms, focused on balanced provision of
services, for all impacted communities based on the impact, anticipated
need, and community capacity.
• Transition IAPs and Situation Status Reports (SitStat) to JFO structure,
defining operational period for recovery operations.
• Develop an interagency action plan to ensure the coordinated action of
all state and federal agencies, stakeholders, and supporting entities to
support the equitable provision of recovery services and assistance to
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local and tribal governments and reduce duplicative or 4797
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counterproductive objectives.
• In coordination with CA-ESF 15, develop a transitional public information
and communications plan.
9.5. Recovery Operations
Planning and coordination before an incident are critical to the success of any
disaster recovery operation. The CDRF is a planning document that establishes a
state recovery coordination structure consistent with the NDRF and federal pre-
disaster recovery guidance. The CDRF describes the concepts and principles to
promote effective state recovery assistance. It applies to all hazards, is scalable
dependent on the scope of the disaster, and outlines recovery priorities for each
phase of the recovery continuum including repair, restoration, strengthening,
and revitalization of a community. For more information on Recovery
Operations, please refer to the California Disaster Recovery Framework.
9.5.1. Public Assistance (PA)
The Cal OES Public Assistance (PA) Division assists state agencies, local
governments, special districts, and eligible PNP organizations impacted by a
disaster to achieve a safer and more equitable future for all California
communities. Cal OES PA oversees four programs that provide financial
assistance to eligible local government and private nonprofit applicants. These
programs include:
• The California Disaster Assistance Act.
• The State Private Non-profit Organizations Assistance Program.
• Federal Disaster Assistance Program or Public Assistance.
• Fire Management Assistance Grants.
The CDAA authorizes the Director of Cal OES to administer disaster assistance as
directed in a Cal OES Director’s Concurrence with a local emergency
proclamation, or a Governor’s state of emergency proclamation. Once state
disaster assistance is approved for a local government, funding is made
available for repair, restoration, or replacement of public property damaged or
destroyed by a disaster.
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The CDAA also reimburses local government costs associated with certain 4828
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emergency activities taken in response to the Governor’s state of emergency
proclamation. In addition, the program may provide matching fund assistance
for cost sharing required under federal PA programs in response to a Presidential
Major Disaster or Emergency Declaration.
The State Private Nonprofit Organizations Assistance Program allows certain
eligible PNPs to receive state assistance for providing essential community
services during a state declared disaster.
The FMAG program provides funding for the mitigation, management, and
control of fires. Authorized by the Disaster Mitigation Act of 2000, FMAG provides
supplemental federal assistance to states and local governments to fight fires
burning on public (non-federal) or privately-owned forest or grassland.
Based on the magnitude and severity of the disaster, the Governor may request
additional PA resources to support recovery by funding the rebuilding of
damaged infrastructure. One of these federal resources is FEMA Federal Disaster
Assistance Program or Public Assistance. FEMA coordinates with Cal OES to
implement the PA program and fund emergency protective measures and
debris removal (Emergency Work), as well as the permanent restoration of
damaged facilities, including cost-effective hazard mitigation to protect the
facilities from future damage (Permanent Work).
The Cal OES PA program will coordinate with the impacted communities and
the other state recovery programs at the outset of operations to determine any
considerations due to pre-disaster capacity that will affect the provision of
recovery services for all impacted local or tribal communities. As recovery
operations progress, Cal OES PA will evaluate the provision of services to ensure
the state is meeting all goals of equitable recovery.
9.5.2. Individual Assistance (IA)
When individuals, households, businesses, or the agricultural community are
affected by a disaster, local governments coordinate Individual Assistance (IA)
through government programs, nonprofit services, community-based
organizations (e.g., independent living centers), and volunteer and faith-based
organizations. If needs exceed local capacity, disaster recovery assistance is
State of California
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requested from the state. If approved, state agencies may support the 4860
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community in a variety of ways including by providing personnel, resources,
funding, technical and regulatory assistance, and operational coordination
through IA, as coordinated by Cal OES IA personnel.
Cal OES IA may work with local representatives to identify the need to establish
a LAC. LACs are opened by local governments to assist communities by
providing a centralized location for all individuals and households to obtain
services and resource referrals for unmet needs following a disaster or significant
emergency. The LAC is staffed and supported by local, state, and federal
agencies, as appropriate, as well as nonprofit and voluntary organizations. The
LAC provides a venue at which individuals, households, and businesses can
access available disaster assistance programs and services. The LACs need to
be physically accessible, and information needs to be provided in accessible
formats for all community members. If federal resources are authorized, a state-
federal DRC may be co-located with the LACs.
Based on the magnitude and severity of the disaster, the Governor may request
additional resources for the individuals. This may include the FEMA Individuals
and Household Program (IHP) to help with home repairs, temporary housing,
and other needs. When the Individuals and Household Program (IHP) is
implemented, the State Supplemental Grant Program (SSGP) is made available
to assist with unmet needs once an applicant has maximized the federal IHP
award. Other assistance requested may also include crisis counselling, disaster
unemployment assistance, and legal services. Additionally, IA may be approved
to support a direct housing mission based on the scope of the impact to the
community and the capacity of the community and surrounding area to
provide temporary housing options for disaster survivors.
Cal OES IA begins communicating with impacted communities and other state
recovery programs at the onset of the disaster to identify socioeconomic factors
and disaster impacts that may impact the provision of recovery services from
any state or federal program. Cal OES IA will develop operational goals that
address these factors to ensure equity in recovery. Throughout recovery
operations, Cal OES IA will continue to assess the cascading impacts of the
disaster on individuals, households, and communities and refine operations as
appropriate to ensure the provision of services.
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9.5.3. Recovery Support Functions 4894
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There are six CA-RSFs that are organized to aid communities to prepare for and
recover from a disaster:
1. Community Planning and Capacity Building (CPCB).
2. Economic.
3. Health and Human Services (HHS).
4. Housing.
5. Infrastructure.
6. Natural and Cultural Resources (NCR).
Using a multiagency partnership approach, CA-RSFs address the needs and
interests of the stakeholders within the community by working with partners as
well as traditional Stafford Act recovery programs to identify resources for
equitable and data-driven long term recovery outcomes.
After a disaster, CA-RSFs may provide structured support to the local
communities based on their identified recovery needs. If the recovery support
requires long-term coordinated support, the state may activate individual
CA-RSFs to provide support for months and years after the disaster.
When activated, the CA-RSFs coordinate within the JFO, and in a “steady state”
structure after the JFO demobilizes, with all other recovery programs to support
local recovery operations through identifying desired data-driven recovery
outcomes, providing creative problem solving, providing access to resources,
building capacity, promoting community planning, and fostering coordination
among state, local, tribal, and federal agencies, NGOs, and other private
stakeholders. During preparedness and recovery operations, CA-RSFs will work
with local and tribal communities to develop, and continuously assess
throughout operations, to ensure equitable recovery goals that reinforce an
outcome-driven recovery approach.
Additional information on the operations of CA-RSFs is provided in Section 13
California Recovery Support Functions of this plan, and in the CA-RSF Annex to
the California Disaster Recovery Framework.
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9.5.4. Hazard Mitigation 4924
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As the result of a Presidential Disaster Declaration, FEMA’s Hazard Mitigation
Grant Program (HMGP) funds projects and plans that reduce the effects of
future natural disasters to reduce loss of life and property. Local and tribal
governments can mitigate the impact of disasters through this grant program by
understanding local risks, addressing hard choices, and investing in long-term
community well-being and resilience. Federally recognized Tribes may apply
directly to FEMA for these programs as well.
Cal OES Hazard Mitigation supports eligible applicants with applying for and
carrying out hazard mitigation planning projects. Cal OES Hazard Mitigation
works with all eligible applicants to identify data-driven and equity-focused
mitigation projects to promote community resiliency and environmental justice.
Eligible applicants to this program include state agencies, local governments,
special districts, and some PNPs. Additionally, Cal OES Hazard Mitigation works
with eligible communities to promote applications for resilience-focused
projects.
The Cal OES Hazard Mitigation Section oversees and administers the FEMA
Hazard Mitigation Assistance (HMA) programs and the hazard mitigation
projects funded through the PA program (e.g., Section 406). The HMA consists of
several funding opportunities through HMGP, BRIC, and FMA. Each of these
programs are administered in alignment with the Enhanced SHMP.
As discussed in Section 7.1, the SHMP is the state’s primary hazard mitigation
document that provides an overview of California’s disaster history and
landscape, outlines the efforts of the Cal OES Hazard Mitigation Section to
reduce disaster losses, and describes the strategies used to administer an
effective comprehensive statewide hazard mitigation program. Additionally, the
SHMP is the guiding document helping to inform local, county, and regional
jurisdictions in their own hazard mitigation planning efforts. The SHMP is updated
on a five-year cycle as required by the Robert T. Stafford Disaster Relief and
Emergency Assistance Act and allows the state to access critical federal
funding.
The HMA programs make federal funds available to state agencies, federally
recognized tribal governments, and local communities for projects that mitigate
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risks from natural hazards. HMA projects protect communities through 4957
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infrastructure improvements, nature-based risk reduction, and by implementing
whole community risk reduction strategies to promote community resiliency.
Projects typically operate as standalone solutions or in conjunction with other
mitigation and recovery efforts. For example, HMGP funding may be used in
conjunction with Section 406 hazard mitigation funds to bring a damaged
facility to a higher level of disaster resistance, when only portions of the facility
were damaged by the current disaster.
Cal OES Hazard Mitigation also provides specialized expertise to all Cal OES
recovery programs (e.g., PA, 406 Hazard Mitigation, and IA). This specialized
expertise includes providing information on environmental laws and regulations;
engineering related to restoring damaged public facilities; and codes and
standards as they apply to the recovery process. Cal OES Hazard Mitigation also
provides outreach and technical assistance to applicants by providing the
latest information on regulations and programs, the latest information on best
practices related to environmental justice-focused projects, and grant program
policy updates or amendments.
Additionally, based on the scope of the disaster, Cal OES Hazard Mitigation can
lead the Debris Flow and Watershed Task Force after a disaster to coordinate
with impacted communities to identify impacts to watersheds from the disaster
that may lead to more immediate cascading impacts from other disasters.
9.5.5. Debris Management Operations
Disaster debris management may begin during or in the immediate aftermath of
the disaster to clear major roadways to secure access for emergency
responders and to eliminate immediate life and safety threats. Following the
stabilization of the incident by response operations, the transition to recovery
debris removal activities can begin, but the length of time will vary depending
on the magnitude of disaster impacts.
Depending on the scope of the incident and the capacity of the impacted
community, the state may support debris removal operations by providing
technical assistance or through the direct management of debris removal
operations (Direct State Assistance), if requested by the OA and approved by
the SCO or SDRC.
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When Direct State Assistance is warranted, Cal OES assigns mission tasks to the 4990
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appropriate state agencies, including the Department of Toxic Substances
Control (DTSC) for management of “Phase 1” household hazardous waste
removal operations, the Department of Resources Recycling and Recovery
(CalRecycle) for “Phase 2” debris and hazard tree removal operations, and
other agencies for subject matter expertise or surge staffing. Once mission
tasked, DTSC deploys standby emergency response contractors under the
direction of trained DTSC personnel to rapidly assess and remove household
hazardous wastes.
During the second phase of debris management, CalRecycle mobilizes
personnel from its Office of Disaster Debris Recovery Operations and
prequalified contractors to perform debris removal operations under the
direction of a joint Cal OES-CalRecycle Incident Management Team. Other
state agencies routinely tasked to support debris removal include the
Department of Transportation, the Military Department, and the Department of
General Services.
The phases of debris removal and assigned state agencies may vary depending
on the type of hazard and resulting debris. For example, an earthquake event
may require enhanced engineering support from the Department of General
Services, the Department of Transportation, or the Military Department. Cal OES
will identify the appropriate state agencies after evaluating the types of debris
present and expected operational sequence. These agencies will be mission
tasked by the SOC to support the appropriate phases of debris removal, which
may last months after the demobilization of the SOC.
The state may also assist through the temporary suspension of state statutes,
rules, and regulations. In the case of wildfire disasters, this may be accomplished
through an Environmental Protection Plan (EPP) issued by Cal EPA, the California
Natural Resources Agency, and CAL FIRE. In accordance with the Governor’s
executive orders and each of these agency’s statutory responsibilities, the EPP
summarizes each agency’s best management practices to ensure debris and
hazard tree removal activities can be expedited and conform to applicable
resource laws and regulations.
A Debris Removal Operations Center (DROC) may be established near the
disaster area for managing day-to-day operations, facilitating communications
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with the public by hosting a call center, or storing field supplies. The DROC will 5024
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support an Incident Management Team assigned to the area as well as
contract personnel conducting planning, data management, and other tasks.
Throughout debris removal operations, the state will work with other recovery
programs and the impacted communities to identify factors that may impact
the provision of services to all impacted individuals and households. These
factors may include pre-disaster socioeconomic conditions and community
capacity to inform communications and operational priorities.
Cal OES Recovery Directorate also provides support through debris
management personnel who assist communities, both before and after a
disaster, to effectively prepare for and manage debris removal operations.
For more information on state managed debris removal operations see the
Cal OES Debris Management webpage.
State of California
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Section 10 – California Recovery Support Functions
179
10. California Recovery Support Functions 5037
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The 2019 CDRF established the CA-RSFs as the primary bodies for interagency
recovery coordination as it pertains to long-term recovery. The
CA-RSFs represent six recovery domains essential to addressing the long-term
recovery needs of disaster-impacted communities. The CA-RSFs are designed to
bring together discipline-specific subjective matter expertise to maximize
recovery outcomes through collaborative efforts with local jurisdictions through
all emergency management phases.
At the state level, the CA-RSFs are comprised of state agencies, departments,
and other stakeholders, with similar functional responsibilities. This grouping of
capabilities allows each CA-RSF to comprehensively address recovery needs of
communities before, during, and after disasters.
Local governments and OAs are not required to adopt the CA-RSF concept or
CDRF model but should develop a recovery structure consistent with local
resources and in alignment with established SEMS regulations and guidelines.
10.1. Recovery Support Function Organizational Structure
Each CA-RSF represents an alliance of stakeholders that share common mission
areas and responsibilities related to long-term recovery. Specifically, the
CA-RSFs bring together state agencies and departments, private sector,
nonprofit organizations, and others to collaboratively support communities with
long-term recovery through each of the emergency management phases.
A single state agency is assigned to serve as the State Coordinating Agency
(SCA) for each CA-RSF based on established authorities, resources, and
capabilities. The SCA is aligned with numerous supporting and coordinating
agencies that assist with post-disaster recovery efforts including provision of
resources, including technical assistance, guidance and funding opportunities
that may be applied prior to, during, or following a disaster.
State of California
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Section 10 – California Recovery Support Functions
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Exhibit 10.1-1 California Recovery Support Functions defines each CA-RSF and 5064
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lists the SCA along with the aligned Federal Recovery Support Function
(Fed-RSF).
Exhibit 10.1-1 California Recovery Support Functions
CA-RSF:
State Coordinating
Agency/Department
Definition Federal RSF
Community Planning
and Capacity
Building(CPCB):
Governor’s Office of
Planning & Research
Supports capacity building and
planning initiatives for communities
and regions within the State
Community
Planning
and
Capacity
Building
Economic:
Governor’s Office of
Business and Economic
Development
Supports the recovery and
enhancement of businesses and
other economic assets in communities
impacted by a disaster
Economic
Health and Social
Services (HSS):
California Health &
Human Services
Agency
Assists in the restoration of health and
social services in communities
impacted by a disaster
Health and
Social
Services
Housing:
California Business,
Consumer Services &
Housing Agency
Supports the development or
redevelopment of housing, including
affordable and accessible housing in
communities impacted by a disaster
Housing
Infrastructure Systems:
California
Transportation Agency
Supports the redevelopment of
critical infrastructure damaged or
destroyed during a disaster
Infrastructure
Systems
State of California
Draft State Emergency Plan
Section 10 – California Recovery Support Functions
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Natural and Cultural
Resources (NCR):
California Natural
Resources Agency
Assists in the restoration of natural and
cultural resources impacted by a
disaster
Natural &
Cultural
Resources
Note: The CA-RSFs and federal RSFs are aligned across functions allowing for 5068
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direct coordination between supporting state and federal agencies. While
CA-ESFs are established to augment state operations through the response
phase, the CA-RSFs augment state capabilities during the recovery phase.
Although support appears distinct to these phases, CA-ESFs and CA-RSFs
coordinate to maintain situational awareness and decision making and work
together on overlapping activities in response and recovery.
10.2. Recovery Support Function Development
Continued development of the CA-RSFs requires a coordinated approach
between all members and stakeholders. The SCA, with support from Cal OES,
brings together primary and coordinating state agencies, departments, and
stakeholders from the public, private, and nonprofit sectors to develop and
maintain functional annexes to the CDRF and assist in post-disaster recovery
efforts. The functional annexes contain a concept of operations with protocols
and procedures for each CA-RSF.
Each CA-RSF is responsible for developing a working group with five primary
objectives:
1. Develop and maintain the California Recovery Support Function Annex T,
a functional annex to the CDRF.
2. Identify and engage stakeholders in the CA-RSF to enhance capability.
3. Identify capabilities and resources of each member to create and
maintain resource directories.
4. Exercise, train, and implement recovery operations according to the plans
and procedures described in the functional annex.
CA-RSF:
State Coordinating
Agency/Department
Definition Federal RSF
State of California
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5. Develop AARs and implement the appropriate corrective actions after 5092
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exercises or disaster events.
10.3. Emergency Management Activities
The CA-RSFs were designed to engage discipline-specific stakeholders at all
levels of government and facilitate the delivery of long-term recovery solutions
within all emergency management phases.
Mitigation
• Identify opportunities to build resilience, to include sustainable
development, whole community engagement, and mitigation measures.
• Integrate disaster recovery planning with hazard mitigation planning to
maximize opportunities to minimize the risk and strengthen a community’s
ability to recover from future disasters.
• Leverage post-disaster opportunities to incorporate mitigation measures
into local recovery projects and initiatives by leveraging available state
and federal funding.
• Integrate mitigation and other partners into pre- and post-disaster
recovery planning to support strategic decision making.
• Incentivize public, private, and individual preparedness and mitigation
activities that improve long-term recovery outcomes.
Preparedness
• Develop and categorize resources into inventories and establish
agreements for acquiring needed resources.
• Support the development of local disaster recovery frameworks that
support local recovery integration and establish structures for interfacing
with the state, including information sharing and project management
systems.
• Develop pre-disaster partnerships to maximize the utilization of potential
recovery resources.
• Establish and maintain training and credentialing programs for CA-RSF
personnel.
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• Develop, review, update, and exercise pre-disaster recovery plans and 5123
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standard operating procedures to incorporate best practices and lessons
learned.
• Encourage and evaluate participation in emergency management
exercises including those facilitated by partner agencies to capture best
practices and lessons learned.
• Establish specific plans, contracts, and resources for tactical activities
expected post-event (e.g., debris management, recovery management,
temporary housing, and building permitting).
• Establish and maintain forums necessary to ensure regular communication
among recovery partners (e.g., interagency recovery coordination
meetings).
• Pre-designate key recovery positions and establish corresponding
organizational structures.
• Leverage relationships with voluntary, faith-based, private sector, and
community-based organizations representing the whole community to
support recovery preparedness activities.
Response
• Provide support to CA-ESF 14 during response operations to encourage
earlier recovery project identification and decision-making for short-,
intermediate-, and long-term recovery operations.
• Liaise with Response Operations to determine the appropriate CA-RSFs to
be activated based on the size and complexity of the incident to ensure
continuity of support to local jurisdictions.
• Integrate recovery personnel into response operations to enhance data
gathering efforts to support advance recovery planning and prevent
potential duplication of effort with the transition from response to
recovery.
• Coordinate with CA-ESFs during the response phase to gain situational
awareness on the status of community lifelines and any activities that will
transition to recovery.
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Recovery 5154
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• Articulate and solidify collaborations between local, state, and tribal
governments, particularly when multiple jurisdictions are involved and
affected.
• Promote a community-driven and locally managed processes to support
local decision making and ownership of the recovery planning and
implementation effort.
• Establish joint goals, milestones, and tactics aimed at achieving desired
local recovery outcomes.
• Collaborate with recovery stakeholders to develop post-disaster recovery
strategies and associated projects in areas of critical importance to the
community, region, or the state’s overall recovery.
• Work collaboratively with recovery programs to assist with survivor centric
outcomes affected by the incident to promote inclusive and equitable
outreach to address relevant issues that leverages all methods of
communication.
• Assure that recovery activities respect the civil rights and civil liberties of all
populations and do not result in discrimination based on race, color,
ethnicity, national origin (including limited-English proficiency), religion,
sexual orientation, gender identity, age, and/or disability status.
• Develop tools and metrics for evaluating progress against set goals,
objectives, and milestones.
• Ensure continuous improvement by evaluating the effectiveness of
recovery activities.
10.4. Recovery Support Functions During Activations 5178
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In the immediate aftermath of a disaster some post-incident recovery activities
occur simultaneously with response mission activities. The connection between
the CA-ESFs and CA-RSFs begin during the disaster response phase and
continues through disaster recovery. This connection is not transferable, rather
there are interdependencies that require both pre- and post-disaster
coordination between the ESFs and RSFs. Within this context, the CA-RSFs
represent a source of subject matter expertise that can be utilized to support
State of California
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recovery coordination and provide access to stakeholder capabilities and 5186
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resources that expedite the transition into recovery.
• CA-RSF Coordinator: Prior to an emergency, the designated CA-RSF
Coordinators and supporting CA-RSF Analysts establish relationships with
local, regional, state, and federal stakeholders to build relationships,
establish coordination processes and procedures, and identify resources
that may be leveraged after a disaster. These resources and the
associated subject matter expertise of the individual CA-RSFs allow for the
employment of recovery resources and capabilities as soon as community
lifelines are restored, and response operations begin to subside.
• Expertise, Resources, and Capabilities: CA-RSF Coordinators may be
leveraged to provide discipline-specific subject matter expertise, as
necessary, to inform response activities within the organizational structure
of the SOC. Response capabilities and responsibilities of the CA-RSF
Coordinators include, but are not limited to, the following:
• Effective communication with other CA-RSFs and Interagency
Recovery Coordination (IRC)/RSF leadership.
• Knowledge of IRC and the capabilities of recovery programs
• (e.g., IA, PA, Hazard Mitigation).
• Knowledge of ICS, the SEP, and IAP, and how CA-RSFs integrate
within the response structure.
• Familiarity with information management and mission tasking systems.
• CA-RSF Notification and Mobilization: Upon activation of CA-ESF 14 and
based on the size and scope of the incident, a CA-RSF Liaison may be
mobilized to the SOC to assess recovery needs and support the
integration of CA-RSFs into SOC Response Operations. This allows for the
integration of recovery activities and the collection of event-driven
essential elements of information (EEI). Each CA-RSF mobilizes according
to procedures outlined in each respective CA-RSF annex. When planning
for mobilization and integration of CA-RSF personnel, there should be
consideration of equipment and space requirements. CA-RSFs are
typically assigned to the Operations Section.
• CA-RSF Initial Response Actions: The items listed below constitute the initial
response actions to be taken by each activated CA-RSF.
• Establish initial staffing pattern for representation in the SOC.
State of California
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• Evaluate the need to activate federal RSFs to augment state 5221
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capability.
• Establish EEIs to identify unmet needs that may transition into
long-term recovery projects early during the disaster.
• Establish shared situational awareness and a common operating
picture that allows for local, tribal, state, and federal collaboration.
• Provide additional capacity to CA-ESFs and facilitate the transition of
work from response to recovery personnel.
• Deploy staff to support OAs with technical assistance, as needed.
• Coordination with Federal RSFs: The federal government aligns recovery
resources under RSFs that mirror the CA-RSFs as described in the NDRF. The
decision to activate and deploy federal RSFs to assist with disaster
recovery is a joint state-federal effort. The appropriate federal RSFs are
determined according to recovery capabilities and associated resources
that can be leveraged to enhance state and local recovery efforts. In this
regard, federal RSFs are intended to augment the availability of state and
local resources in each functional area and after an incident.
The state agency roles and responsibilities are organized according to the
CA-ESFs and identified in Exhibit 10.4-1 State Agency/Department
Responsibilities Matrix on the following page.
State of California
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Section 10 – California Recovery Support Functions
187
Exhibit 10.4-1 State Agency/Department Responsibilities Matrix 5241
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State agencies and departments responsible for a CA-RSF are designated
Coordinating, Primary, or Supporting based on their authorities, resources, and
capabilities.
C = Coordinating P = Primary S = Supporting
State Agency/Department California Recovery Support Function
Community Planning
& Capacity Building
Economic
Health & Social
Services
Housing
Infrastructure
Natural & Cultural
Resources
Business, Consumer Services and
Housing Agency
P P S C
Department of Financial Protection
and Innovation
S S
Department of Consumer Affairs S S
S S
Department of Housing and
Community Development
P P
P S
Housing Finance Agency
P
P
Environmental Protection Agency S S P S P P
Air Resources Control Board
S
Department of Pesticide Regulation
S
S
Department of Resources Recycling
and Recovery
P S
Department of Toxic Substances
Control
S
P P
State of California
Draft State Emergency Plan
Section 10 – California Recovery Support Functions
188
State Agency/Department California Recovery Support Function
Community Planning
& Capacity Building
Economic
Health & Social
Services
Housing
Infrastructure
Natural & Cultural
Resources
Office of Environmental Health
Hazard Assessment
S
S
State Water Resources Control
Board
S
S
P P
Government Operations Agency
Department of General Services S S P P P S
Department of Human Resources S
S
Department of Technology
S S
S
Franchise Tax Board
P
Office of Administrative Law S
Health and Human Services
Agency
S
C S S
Department of Aging
S S
Department of Community Services
and Development
S
S S
Department of Developmental
Services
S S
Department of Health Care
Services
S
P S
State of California
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Section 10 – California Recovery Support Functions
189
State Agency/Department California Recovery Support Function
Community Planning
& Capacity Building
Economic
Health & Social
Services
Housing
Infrastructure
Natural & Cultural
Resources
Department of Managed Health
Care
S
P
Department of Public Health S
P S S S
Department of Rehabilitation
S S
Department of Social Services
P S
Department of State Hospitals
S
Emergency Medical Services
Authority
P
Department of Health Care Access
and Information
S
P
S
Natural Resources Agency S
C
Coastal Commission
S
P
Conservation Corps
S S S S
Energy Commission
S S
State Lands Commission S
S
P
Native American Heritage
Commission
S
S
P
Department of Conservation
S S
Department of Fish and Wildlife
S P
State of California
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Section 10 – California Recovery Support Functions
190
State Agency/Department California Recovery Support Function
Community Planning
& Capacity Building
Economic
Health & Social
Services
Housing
Infrastructure
Natural & Cultural
Resources
Department of Forestry and Fire
Protection
S
S P
Department of Parks and
Recreation
S
P S S P
Department of Water Resources S
P
Department of Corrections and
Rehabilitation
S
S S
Prison Industry Authority
S
Department of Education P S S
S
Department of Finance S P
S
Department of Food and Agriculture S P P
S
Department of Insurance
P S P
Department of Justice
S S S
S
Department of Veterans Affairs
P P
Governor’s Office of Business and
Economic Development
C
S
Governor’s Office of Emergency
Services
S S S S S S
State of California
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Section 10 – California Recovery Support Functions
191
State Agency/Department California Recovery Support Function
Community Planning
& Capacity Building
Economic
Health & Social
Services
Housing
Infrastructure
Natural & Cultural
Resources
Governor’s Office of Planning and
Research
C S
S P
California Volunteers P
Labor and Workforce Development
Agency
P S
Agricultural Labor Relations Board
P
Department of Industrial Relations
S S
S
Employment Development
Department
S P S
State Treasurer
P
S
Secretary of State/State Archives
S
S
State Library
S
Military Department
S
Public Utilities Commission
S
P S
State Board of Equalization
S
State Transportation Agency P
C
California Highway Patrol
S
Department of Motor Vehicles
S
State of California
Draft State Emergency Plan
Section 10 – California Recovery Support Functions
192
State Agency/Department California Recovery Support Function
Community Planning
& Capacity Building
Economic
Health & Social
Services
Housing
Infrastructure
Natural & Cultural
Resources
Department of Transportation S S
S P S
Trustees of California State
Universities
S
University of California Board of
Regents
S
S
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State of California
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Section 11 – Continuity Planning
193
11. Continuity Planning 5248
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Emergencies can create extraordinary demands on government, emergency
response organizations, and the private sector, and in extreme circumstances
may stress them to the point where they can no longer operate and provide
essential services. A major emergency could include death or incapacitation of
key government officials, partial or complete destruction or significant disruption
to established seats of government, and the failure or destruction of public and
private systems essential to continued operations of government and industry.
The loss of essential government services can directly impact critical
infrastructure and compromise life safety and basic human needs potentially
leading to increased morbidity, mortality, and civil unrest. The COVID-19
pandemic, along with simultaneous civil unrest and mega wildfire incidents, fully
tested the continuity of California’s government and the continuity of its
operations. Whole community and integrated planning and preparedness
efforts by the state, its political subdivisions, and the private sector played a key
role in ensuring vital operations and services were maintained during these
crises.
• Planning Authority: The California Constitution Government Code provide
authority for the continuity and preservation of state and local
government. The ESA specifically provides for the preservation of
government and its services by planning for succession of officers,
designation of standby officers, administration of oaths of office, and
continuation of duties of the governing body (California Emergency
Services Act, 1970).
• State Authority: The Governor has the legal authority under a state of
emergency to commandeer resources required to address the
emergency. State government intervention and control of an emergency
exists under the following statutory, regulatory, and administrative powers:
• The Emergency Services Act, Section 8628
• Executive Order W-9-91
• Executive Order S-04-06
• State Administrative Manual, Management Memo 02-09 (#6)
State of California
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194
• Presidential Policy Directive (PPD) 8 National Preparedness 5280
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• National Security Presidential Directive (NSPD) – 51/ Homeland
Security Presidential Directive HSPD - 20 National Continuity Policy
• Federal Continuity Directive (FCD) 1 and 2
• State of California Emergency Plan (SEP)
• Cal OES Executive Branch Continuity Plan
• FEMA Comprehensive Preparedness Guide (CPG) 101, Version 3
• FEMA Guide to Continuity of Government
• Continuity Plans: The state and its political subdivisions must plan for the
preservation, maintenance, and reconstitution of government to ensure
continuity of government and continuity of operations. Continuity
planning supports the government’s ability to:
• Carry out constitutional responsibilities.
• Restore and maintain emergency operations.
• Restore and maintain public health and safety.
• Restore and maintain vital services and operations.
• Protect California’s economy.
• Preserve the environment.
• Planning Elements: All levels of government (state, federal, local, and
tribal) in partnership with the private sector must address these continuity
elements:
• Involvement of key leadership in all phases of continuity planning.
• Identification of internal and external partnerships in the performance
of organizational essential functions.
• Identification and prioritization of essential functions.
• Establishment, promulgation, and maintenance of orders of
succession.
• Pre-identification and updates of delegations of authority.
• Identification, establishment, and maintenance of continuity facilities
and alternate sites.
State of California
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195
• Identification, establishment, and maintenance of critical business, 5310
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information technology, and communications systems.
• Establishment and maintenance of a system for essential records
management.
• Establishment of a program that identifies and supports human
resources, including key personnel and support staff.
• Establishment of a process for devolution of control and direction.
• Establishment of a process for reconstitution and recovery.
• Development of an effective multi-year testing, training, and exercise
program to support continuity.
• Integrate local, regional, state, federal, and tribal plans to create a
deliberate and comprehensive response and recovery system, unify
lines of efforts, and support community resilience.
11.1. State Essential Functions
The State Essential Functions (SEF) are the foundation for continuity programs at
all levels of government in California. SEFs support an enduring constitutional
government and represent the overarching responsibilities of state government
to lead and sustain vital operations and services during a crisis. The continuation
of SEFs shall be the primary focus of government leadership during and after
emergencies that affect government functions.
There are eleven cross-government SEFs identified by the Governor’s Emergency
Operations Executive Council from 2006 that must be continued under all
circumstances to enable the Executive Branch to carry out critical functions and
services. The SEFs are categories of functions performed by one or more state
agency/department(s) necessary for saving lives, protecting the safety and
security of the public, protecting property, critical infrastructure, and the
environment. Exhibit 11.1-1 State Continuity Essential Functions on the next page
explains each SEF and which state agency/department is responsible.
State of California
Draft State Emergency Plan
Section 11 – Continuity Planning
196
Exhibit 11.1-1 State Continuity Essential Functions 5338
State Essential Functions (SEF) Lead Agency/Department
SEF 1 - Government Leadership (GL) –
Provide visible and effective leadership for
the people of California while restoring and
maintaining critical state essential functions.
Governor
Secretary of State
(Lines of Succession Validated)
SEF 2 - Public Safety (PS) – Maintain public
safety and security for the people of
California and decrease their vulnerability to
threats and hazards.
CA State Transportation Agency
(CalSTA)
SEF 3 - Emergency Management (EM) –
Protect and preserve the lives, property,
and environment for the people of
California from the effects of natural,
technological, or human-caused disasters.
CA Governor’s Office of
Emergency Services
(Cal OES)
SEF 4 - Medical/Health (MH) – Ensure the
continuity and strength of California’s
medical, public health, mental-health
organizations, and systems. Support the
health and well-being of the people of
California.
CA Health and Human Services
Agency (CalHHS)
State of California
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Section 11 – Continuity Planning
197
State Essential Functions (SEF) Lead Agency/Department
SEF 5 - Social Services and Education (SSE)
Ensure the continuation of essential social
services for the people of California,
including services for those with disabilities,
access and functional needs, and victims of
crime. Support the continued operation of
California’s educational systems (public and
private) at all levels of government.
CA Health and Human Services
Agency (CalHHS)
SEF 6 - Critical Infrastructure (CI) – Preserve
California’s infrastructure, including
transportation systems, energy systems,
utilities, dams, and other critical
components. Support and sustain the
personnel required to operate and maintain
the physical infrastructure.
CA State Transportation Agency
(CalSTA)
CA Natural Resources Agency
(CNRA)
CA Business, Consumer Services
and Housing Agency
(BCSHA)
SEF 7 - Financial, Economic, and Business
(FEB) Ensure the financial and economic
security of California’s business, financial
systems/institutions, and its people. Preserve
and support California’s labor/workforce.
Protect and preserve California’s tax and
revenue collection capabilities to ensure
continuity of government.
CA Government Operations
Agency (GOA)
Department of Finance
(DOF)
CA Department of Technology
(CDT)
CA Business, Consumer Services
and Housing Agency (BCSHA)
State of California
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Section 11 – Continuity Planning
198
State Essential Functions (SEF) Lead Agency/Department
SEF 8 - Information Technology &
Communications (ITC) – Protect, maintain,
and preserve California’s communications
and technological capabilities. Ensures
continued interoperability of California’s
communications systems.
CA Government Operations
Agency (GOA)
CA Department of Technology
(CDT)
SEF 9 - Agriculture (AG) – Promote and
preserve the livelihood of California’s
agricultural community and all its members.
Ensure continuation of existing agriculture
training and education programs. Ensure
California’s agriculture remains strong and
competitive.
CA Department of Food and
Agriculture (CDFA)
SEF 10 - Environment (EN) – Protect,
preserve, and restore California’s natural
environment, ecosystems, resources, and
natural habitats from the impacts of natural
disasters or other events.
CA Environmental Protection
Agency (CalEPA)
SEF 11 - Information Collaboration (IC) –
Encourage and enhance information
sharing and collaboration between local,
state, federal, and private sector to
enhance response and recovery from
threats and protect the people of
California.
CA Governor’s Office of
Emergency Services
(Cal OES)
• State Assistance: If local government becomes partially or entirely 5339
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disabled in an emergency, significant state government intervention may
be required for the restoration of local emergency operations and
State of California
Draft State Emergency Plan
Section 11 – Continuity Planning
199
essential services. Significant state intervention presumes local 5342
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government lacks the resources to restore its own services. When
warranted, the state will proactively deploy resources and coordinate
with other local jurisdictions and the federal government to support local
government. State government intervention may be justified if:
• Local government elected officials are not able to operate and
provide direction to their government agencies.
• The local emergency management system is damaged, impaired, or
otherwise not sufficiently functioning.
• The local government’s Continuity of Government (COG) plan is
substantially disrupted or halted due to the overwhelming
consequences of a catastrophic emergency.
• Private Sector: In addition to public sector continuity planning, the private
sector should develop similar plans to ensure California businesses and
economic institutions continue to function following an emergency.
Additional continuity planning guidance can be found on the Cal OES website
under Continuity Planning.
State of California
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Section 11 – Continuity Planning
200
5359
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201
12. State Roles and Responsibilities 5361
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During times of emergency, the Governor may call upon the services, resources,
and capabilities of over 125 state agencies, departments, offices, boards,
commissions, councils, and authorities. In major disaster incidents, the role of
agency secretaries is to implement policies and directives, and proactively lead
the emergency management capabilities for their respective agencies within
the structure of the UCG.
Below are the key agencies and departments that have coordinating, primary
or supporting roles in an emergency. State agencies not specifically listed in the
plan may be called upon to carry out assigned activities necessary to mitigate
the effects of an emergency in accordance with the ESA and the CDRF. Every
level of state government plays a role in the CA-ESF 5 Management, CA-ESF 7
Resources, and CA-ESF 15 Public Information Emergency Support Functions. At a
minimum these roles may include:
• CA-ESF 5 Management: Supports disaster management activities with
agency representatives in EOCs or UCG. Participates in the CA-ESF
Working Group or supports emergency support function coordinating
agencies to enhance the coordination and effectiveness of the CA-ESFs.
• CA-ESF 7 Resources: Provides facilities, services, personnel, equipment,
and material for all phases of emergency management.
• CA-ESF 15 Public Information: Provides public information support to
Cal OES headquarters, Cal OES Regional offices, or local jurisdictions as
required during state of emergency or disaster response operations.
12.1. Business, Consumer, Services and Housing Agency (BCSHA)
The Business, Consumer Services, and Housing Agency consists of eleven entities
made up of departments, boards, and commissions. During an emergency, the
agency can call upon its personnel and resources to address issues related to
protecting consumers, promoting and preserving affordable housing, preventing
and ending homelessness, and guarding the civil rights of all people of
California.
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California Recovery Support Functions: BCSHA serves as the coordinating 5391
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agency for CA-RSF Housing, a primary agency for CA-RSF Community Planning
and Capacity Building and CA-RSF Economic, and as a supporting agency for
CA-RSF Health & Social Services.
12.1.1. Department of Alcoholic Beverage Control (ABC)
• CA-ESF 6 Mass Care and Shelter: Assists with food/goods distribution to
persons displaced by an emergency. Can assist with transporting affected
persons to and/or from designated shelters.
• CA-ESF 7 Resources: Provides public safety related equipment, vehicles,
and miscellaneous office supplies and materials.
• CA-ESF 13 Law Enforcement: Provides sworn peace officers and non-sworn
personnel anywhere in the state to support local, state, and federal law
enforcement agencies with many facets of enforcement activity and
disaster/emergency response including but not limited to general public
safety-related enforcement, civil unrest, prisoner control and detention,
intelligence gathering, building/facility security, traffic control, and search
and rescue.
12.1.2. Department of Financial Protection and Innovation (DFPI)
• CA-ESF 13 Law Enforcement: Provides special investigators with peace
officer status to support law enforcement operations.
• CA-ESF 14 Recovery: Provides a list of licensed lenders available through
the department’s various mandated programs. Provides information to
the public regarding the safety and soundness of the financial institutions
affected by the emergency to representatives to LACs and DRCs.
• CA-RSF Community Planning & Capacity Building: Supporting
Department.
• CA-RSF Economic: Supporting Department.
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12.1.3. Department of Consumer Affairs (DCA) 5418
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• CA-ESF 3 Construction and Engineering: Provides guidance to the public
on various items, such as contractors and engineers, through the various
licensing boards.
• CA-ESF 7 Resources: Promotes and supports the boards and bureaus to
develop a system for licensees to volunteer their professional services to
augment the state response and recovery capabilities in a disaster.
Support and coordinate efforts with:
• Boards and bureaus to reduce the timeframe and procedural steps
for verification and issuance of licenses.
• Medical Board of California to relicense qualified physicians and
surgeons under the Health Care Professional Disaster Response Act,
Business and Professions Code Section 920, et seq. in times of national
or state disasters.
• Health Care Board and Bureaus that allow for the waiver of licensure
requirements to ensure the continuity of patient care during federal,
state, or local emergencies.
• CA-ESF 13 Law Enforcement: Provides sworn peace officers from the
boards and the Division of Investigations to augment the state’s law
enforcement response.
• CA-ESF 14 Recovery: Provides consumer resources and representatives to
LACs and DRCs as requested by state and local agencies.
• CA-ESF 15 Public Information: Provides information, guidance, and
resources to the public and licensees to support response and recovery
efforts. Amplifies response and recovery information from state and
federal agencies through social media and websites. Provides Consumer
Information Center agents with response and recovery resources to
appropriate direct callers. Activates call center to provide public access
to recovery information.
• CA-RSF Community Planning & Capacity Building: Supporting
Department.
• CA-RSF Economic: Supporting Department.
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12.1.4. Department of Housing and Community Development (HCD) 5450
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• CA-ESF 3 Construction and Engineering: Assigns staff to provide inspection
of housing facilities for safety. Assists with the reconstruction of
manufactured housing facilities and assistance with housing applications.
Identifies necessary changes in building codes to mitigate the effects of
disasters. The Department of Housing and Community Development
(HCD) performs these activities in areas of the state where inspections are
under their jurisdiction or at the request of local emergency officials in
areas where HCD is not the enforcement agency.
• CA-ESF 6 Mass Care and Shelter: Provides lists of departmental facilities
available for emergency short-and long-term housing and community-
based organizations that can provide outreach. Provides lists of the state-
owned Office of Migrant Services facilities available for emergency short-
term housing and local housing and community based organizations that
can provide additional housing facilities and outreach. Assists in
projecting project data on housing needs including data on needs for
building materials, equipment, and other resources.
• CA-ESF 14 Recovery: Helps coordinate and fund post disaster long-term
housing if funding is made available through the Legislature or federal
government. Oversees and employs expedited procedures for the
discharge of program funds to meet emergency conditions in low-income
communities through mandated programs. Allocates and expedites
emergency funding made available through federal and state housing,
and community development programs for permanent long-term housing
recovery needs. Provides policy and program guidance on post disaster
housing recovery to federal, state, and local partners. Acts as liaison to
local housing authorities and community based housing organizations to
access post disaster housing resources.
• CA-ESF 17 Volunteer and Donations Management: Provides information
lists related to community based organizations that can provide outreach
and safety-net services.
• CA-RSF Community Planning & Capacity Building: Primary Department.
• CA-RSF Economic: Primary Department.
• CA-RSF Housing: Primary Department.
• CA-RSF Infrastructure: Supporting Department.
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12.1.5. Housing Finance Agency (CalHFA) 5485
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• CA-ESF 3 Construction and Engineering: Provides building inspectors
during damage assessment period.
• CA-RSF Economic: Primary Department.
• CA-RSF Housing: Primary Department.
12.1.6. Department of Fair Employment and Housing (DFEH)
• CA-ESF 5 Management: Provides an agency representative to the SOC or
UCG upon request.
• CA-ESF 7 Resources: Provides facilities, services, personnel, equipment,
and material for all phases of emergency management.
• CA-ESF 15 Public Information: Provides public information support to
Cal OES as requested during disaster response operations.
12.1.7. Department of Real Estate (DRE)
• CA-ESF 3 Construction and Engineering: Assists with access to building
industry associations and licensing boards regarding construction and
engineering issues.
• CA-ESF 7 Resources: Provides staff to LACs or DRCs.
• CA-ESF 14 Recovery: Assists in economic stabilization. Provides temporary
housing information and locations. Issues and implements state policies
and guidelines for rent and real estate price stabilization. Provides
guidance on time-phased resumption of economic stabilization controls
by the federal government. Works with HCD on temporary housing issues
and can provide support in contacting property management
companies to assist with immediately available housing.
• CA-ESF 15 Public Information: Activates call center to provide public
access to recovery information on request of Cal OES. Provides guidance
to public through various licensing boards.
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12.2. California Environmental Protection Agency (CalEPA) 5512
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CalEPA’s mission is to restore, protect, and enhance the environment to ensure
public health, environmental quality, and economic vitality. The Office of the
Secretary oversees and coordinates the activities of one office, two boards, and
three departments. CalEPA develops, implements, and enforces environmental
laws that regulate air, water and soil quality, pesticide use, and waste recycling
and reduction.
California Emergency Support Functions: CalEPA serves as the coordinating
agency for emergency activities related to CA-ESF 10 Hazardous Materials. The
agency may assign lead and support roles to those departments within the
agency that have the authorities, capabilities, and resources necessary to meet
emergency needs.
California Recovery Support Functions: CalEPA serves as a primary agency for
CA-RSF Health & Social Services, CA-RSF Infrastructure and CA-RSF Natural &
Cultural Resources, and as a supporting agency for CA-RSF Community Planning
& Capacity Building, CA-RSF Economic and CA-RSF Housing.
• CA-ESF 5 Emergency Management: Serves as the first point of contact for
CalEPA’s programs in the event of an emergency, advises if an
emergency action will create or aggravate threats to human health and
the environment, and provides environmental justice leadership.
• CA-ESF 8 Public Health and Medical: Ensures that consistent, effective,
and coordinated compliance and enforcement actions to protect public
health and the environment are taken. Provides fact sheets, notices, and
other materials as necessary to advise and support members of the public
returning to impacted areas.
• CA-ESF 10 Hazardous Materials: Provides technical expertise for hazardous
materials incidents. Coordinates with law enforcement and local
governments in the event of a hazardous materials release, including
assessment, containment, mitigation, and removal. Evaluates requests for
financial assistance for off-highway emergency response incidents and
clandestine drug lab removals and provides emergency response
personnel and contractor support to stabilize or mitigate when funding
criteria are met. Provides Department of Toxic Substance Control (DTSC)
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staff and contractor resources to mitigate the release or threatened 5545
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release of hazardous materials associated with a natural or man-made
disaster. Provides or facilitates access to technical advice regarding the
safe handling or suitable disposal of hazardous materials. Maintains
contact lists and oversees the unified hazardous waste and hazardous
materials management regulatory program administered by Certified
Unified Program Agencies (CUPA).
• CA-ESF 15 Public Information: Provides public information assistance
through the External Affairs Office. Provides fact sheets, notices, and other
materials as necessary to advise and support members of the public
returning to impacted areas.
12.2.1. Air Resources Board (ARB)
• CA-ESF 7 Resources: Provides and maintains portable air monitoring
equipment and technical resources to evaluate air quality impacts of
major fires, hydrocarbon, and chemical releases.
• CA-ESF 8 Public Health and Medical: Monitors air quality in real-time or
near real-time and creates summaries related to air quality and the
impact to the public.
• CA-ESF 10 Hazardous Materials: During unplanned releases, provides air
quality and meteorological data and supports air pollution emergency
planning and response for public health agencies and incident
command. Provides technical resources to assess air quality impacts,
characterize air contaminants, and identifies and reports consequences
of air incidents. Supports air modeling and forecasting to simulate
pollutant movement and dispersion.
• CA-ESF 15 Public Information: Provides air quality data summaries and
associated consequences to incident command staff and health officers.
Coordinates messaging with health officials and public affairs liaisons.
• CA-RSF Health & Social Services: Supporting Department.
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12.2.2. Department of Pesticide Regulation (DPR) 5574
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• CA-ESF 7 Resources: Provides staff and data-related pesticide use
reporting, sales, air monitoring, ground and surface water monitoring,
food safety sampling analysis, and registered pesticides.
• CA-ESF 8 Public Health and Medical: Coordinates with the California
Department of Public Health (CDPH) and local health agencies on
pesticide issues, incidents, and related events.
• CA-ESF 10 Hazardous Materials: Provides technical and investigative
expertise for pesticide incidents and related events. Continuously
evaluates pesticides for human health and environmental concerns.
Coordinates with regulatory agencies including County Agricultural
Commissioners and the U.S. Environmental Protection Agency, Region 9.
Recommends action and mitigation of pesticide incidents or events.
Conducts sampling of produce for pesticide residues to ensure safe levels.
Provides legal support and related enforcement tools to protect human
health, the environment, and food commodities.
• CA-ESF 15 Public Information: Provides public and occupational health
and safety information on pesticide issues, incidents, and related events.
• CA-RSF Health & Social Services: Supporting Department.
• CA-RSF Natural & Cultural Resources: Supporting Department.
12.2.3. Department of Resources Recycling & Recovery (CalRecycle)
• CA-ESF 3 Construction and Engineering: Provides technical assistance
from registered professionals for structural and landslide inspections and
waste management facilities. Provides technical assistance to local
enforcement agencies on waste sites and recycling of debris. Assists in the
development of emergency waivers on solid waste standards. Provides
technical staff to inspect affected landfills and environmental control
systems damaged by disasters. Performs emergency inspections of solid
waste facilities. Provides liaison assistance to local governments for the
collection of household hazardous waste and contaminated material
from biological disasters. Provides technical assistance with waste fires
and debris. Oversees the Local Enforcement Agency (LEA) administration
of waivers from landfill standards. Maintains lists of waste and recycling
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facilities for local government, environmental health departments, landfill 5607
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and tire operators, and private business contacts. Provides technical
assistance for the collection and proper handling of solid wastes in the
event of a disaster. Provides personnel and communicates with local
governments, in coordination with Cal OES, regarding solid waste
management and disposal reporting requirements.
• CA-ESF 12 Utilities: Provides technical assistance and recommendations
for repair of solid waste facilities. Performs inspections of waste
management facilities and provides technical assistance with proper
disposal of contaminated materials and conduct inspections of waste
facilities.
• CA-RSF Infrastructure: Primary Department.
• CA-RSF Natural & Cultural Resources: Supporting Department.
12.2.4. Department of Toxic Substances Control (DTSC)
• CA-ESF 3 Construction and Engineering: Provides technical engineering
and geology expertise through registered professionals.
• CA-ESF 4 Fire and Rescue: Provides technical assistance to fire response
agencies and advisory information if source of fire produces hazardous
plumes or run-off.
• CA-ESF 7 Resources: Provides emergency response staff to sample, assess,
and mitigate release of hazardous materials. Provides contractors to
mitigate the release of hazardous materials throughout the state.
• CA-ESF 8 Public Health and Medical: In coordination with CDPH, provides
limited technical support for the assessment, containment, and mitigation
of radiological hazards. Provides environmental toxicologists for technical
issues and risk communication.
• CA-ESF 10 Hazardous Materials: Provides technical expertise for hazardous
materials incidents. Coordinates with law enforcement and local
governments in the event of a hazardous materials release, including
assessment, containment, mitigation, and removal. Evaluates requests for
financial assistance for off-highway emergency response incidents and
clandestine drug lab removals and provides emergency response
personnel and contractor support to stabilize and/or mitigate. Provides or
State of California
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facilitates access to technical advice regarding the safe handling or 5640
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suitable disposal of hazardous materials.
• CA-ESF 12 Utilities: Evaluates design and retrofit options for waste storage
facilities.
• CA-ESF 13 Law Enforcement: Provides investigators with peace officer
authority and provides staff to assist investigations involving hazardous
materials releases or hazardous waste violations.
• CA-RSF Infrastructure: Primary Department.
• CA-RSF Natural & Cultural Resources: Primary Department.
• CA-RSF Health & Social Services: Supporting Department.
12.2.5. Office of Environmental Health Hazard Assessment (OEHHA)
• CA-ESF 8 Public Health and Medical: Provides public health
recommendations, information, and technical resources, such as
toxicologists and epidemiologists, to assist in determining health impacts
after chemical releases.
• CA-ESF 10 Hazardous Materials: Assists in determining health effects and
characterizes risk to public health and the environment by providing
toxicological information, risk assessment, and public health
recommendations from toxic chemical releases. Provides personnel to
assist incident command, local health (public and environmental)
agencies, and other health professionals. Develops and maintains library
and other technical reference resources of chemical, health, toxicology,
and other scientific information. Provides technical resources, such as
toxicologists and epidemiologists to assist in determining environmental
threats, consultation on environmental sampling, information and health
impacts of breakdown or reaction products, residual risks associated with
remediation, estimating exposure, and identifying pathways of exposure.
Assists with decisions about sheltering-in-place, evacuation, and re-entry
after hazardous material releases. Provides expertise in the potential
health effects of wildfire smoke, extreme temperatures, contaminated
sites, refineries, oil spills, harmful algal blooms, and other exposures to toxic
chemicals (including pesticides) and those that cause cancer, birth
defects, and reproductive harm. Provides health-based
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recommendations on fishery closures in response to oil spills or resulting 5673
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from potential exposure to other toxic substances.
• CA-ESF 11 Food and Agriculture: Provides public health
recommendations, information, and technical resources, such as
toxicologists and epidemiologists, to assist in determining health impacts
after emergencies that may impact agricultural, animals, or food. Assists
with disposal and decontamination recommendations for food and
animal carcasses after large-scale emergencies impacting these sectors.
• CA-ESF 15 Public Information: Provides health information to incident
command and Public Information Officers (PIO) and helps develop public
health messages during and after chemical releases.
• CA-RSF Health & Social Services: Supporting Department.
• CA-RSF Natural & Cultural Resources: Supporting Department.
12.2.6. State Water Resources Control Board (SWRCB)
• CA-ESF 4 Fire and Rescue: Provides technical assistance to response
agencies regarding critical water infrastructure or watercourses and
watersheds in the path of a wildfire. Provides technical guidance for post-
fire watershed assessments and placement of best management
practices to ensure water quality is protected. Coordinates with partner
agencies on post-fire debris and hazard tree removal activities where
water quality may be impacted, conducts inspections of these activities,
and provides technical guidance regarding water quality protections and
regulatory requirements. Conducts targeted water quality sampling in the
post-fire environment when needed and communicates with the public
regarding the presence or absence of impacts to water quality.
• CA-ESF 6 Mass Care and Shelter: Provides technical guidance to ensure
drinking water standards are met.
• CA-ESF 8 Public Health and Medical: Provides technical environmental
staff through the Division of Drinking Water (DDW) to evaluate potential
impact to water quality from emergencies. Assists public water systems in
the provision of clean, potable water. Assists CDPH in advising water users
of an emergency situation and provides critical information on water uses
in areas that might be affected by hazardous releases.
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May require the issuance of unsafe water alerts such as boil water notice, 5706
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do not drink notice, and do not use notice to protect public health. May
issue citations and compliance orders as needed to prompt public water
systems to correct situations that are contrary to safe drinking water
standards and practices. Conducts inspections and provides guidance to
public water systems in the aftermath of emergencies. Communicates,
coordinates, and collaborates with partners and stakeholders. DDW and
SWRCB EMP staff will work with water systems to help identify an unknown
contaminant in a credible incident involving the intentional
contamination of a drinking water facility with an unknown contaminant.
• CA-ESF 10 Hazardous Materials: Provides lists of hazardous waste disposal
sites, technical personnel, and advice related to the consequences of a
hazardous materials incident on water resources, conducts water
sampling, monitoring, analyses, and assessment activities, and guidance
on options concerning diversion, containment, treatment, and temporary
storage of hazardous waste. Provides environmental technical staff with
expertise concerning the recovery measures taken after a hazardous
material incident on water resources and drinking water. Provides water
information, sampling, water technology/equipment, and advice to the
public during an emergency and/or a hazardous materials incident
related to water and drinking water. May issue administrative orders
requiring investigation or cleanup and abatement to responsible parties
or suspected responsible parties.
• CA-ESF 12 Utilities: Provides technical resources with expertise in the
construction, operations, and inspection of sewage treatment plants and
underground storage tanks, and the integrity of landfill slopes and surface
impoundments. Provides immediate, on-site technical support to assess
possible effect of the incident on water quality. Maintains information on
environmental water quality and water users. May address sewage
collection, treatment, and disposal.
• CA-ESF 13 Law Enforcement: Work with local governments, state, and
federal agencies to investigate circumstances involving threats of
impairment to water and drinking water quality. Provides support for
enforcement proceedings by local or state agencies, and initiates
enforcement for violations of the Water Code and the Safe Drinking Water
Act portions of the Health and Safety Code.
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• CA-RSF Infrastructure: Primary Department. 5742
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• CA-RSF Natural & Cultural Resources: Primary Department.
• CA-RSF Community Planning & Capacity Building: Supporting
Department.
• CA-RSF Health & Social Services: Supporting Department.
12.3. Government Operations Agency (GovOps)
The Government Operations Agency (GovOps) handles procurement of state
goods and services, the management and development of state real estate,
collecting state taxes, hiring of state employees, providing information
technology services, and adopting state building standards. The Secretary for
Government Operations Agency is the Chair of the California Building Standards
Commission.
California Emergency Support Functions: GovOps serves as the coordinating
agency for emergency activities related to CA-ESF 3 Construction and
Engineering and CA-ESF 7 Resources. GovOps may assign primary and support
roles to those departments within the agency that have the authorities,
capabilities, and resources necessary to meet emergency needs.
12.3.1. Department of General Services (DGS)
• CA-ESF 3 Construction and Engineering: DGS serves as the primary agency
for this CA-ESF. Coordinates with professional engineering organizations
and Cal OES in recruiting, orienting, and training volunteer structural
engineers. Provides engineering and technical assistance to Cal OES,
assesses building damage, prepares survey reports, clears debris from
state-owned buildings, estimates and conducts building repair and
coordinates/inspects new buildings.
• CA-ESF 5 Emergency Management: Provides state building status
assessments to assist with prioritizing response activities.
• CA-ESF 6 Mass Care and Shelter: Classifies state property for possible
temporary emergency housing sites. Works with Cal OES and creates
facilities plans, including mobilization centers and disaster support areas.
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• CA-ESF 7 Resources: DGS serves as the primary agency for this CA-ESF. 5772
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Develops contingency contracts for procurement of services, materials,
and supplies and implements emergency procurement and supply
procedures. Assists with fleet administration and dispatch functions and
may coordinate travel and lodging. In coordination with and in support of
Cal OES, maintains lists of qualified contractors and sources of equipment,
and develops emergency procurement procedures for services, materials,
and supplies. Makes available emergency facilities to state agencies
displaced by disasters, conducts emergency procurement, and
accelerates review of contracts and exempting such contracts from
review when appropriate. Provides resource tracking proficiency.
• CA-ESF 8 Public Health and Medical: Responsible for, in consultation with
the CDPH and the EMSA, the development of procurement and
transportation plans for obtaining and arranging delivery of disaster
medical and health supplies and equipment.
• CA-ESF 10 Hazardous Materials: Assists with the procurement of hazardous
materials and debris removal services.
• CA-RSF Health & Social Services: Primary Department.
• CA-RSF Housing: Primary Department.
• CA-RSF Infrastructure: Primary Department.
• CA-RSF Community Planning & Capacity Building: Supporting Department.
• CA-RSF Economic: Supporting Department.
• CA-RSF Natural & Cultural Resources: Supporting Department.
12.3.2. Department of Human Resources (CalHR)
• CA-ESF 7 Resources: During emergencies affecting state employees,
CalHR develops policy guidance or recommendations regarding
temporary assignments or loan of employees, administrative time off,
telework or alternate work schedules, and guidelines for illnesses (flu and
epidemics).
• CA-RSF Community Planning & Capacity Building: Supporting
Department.
• CA-RSF Health & Social Services: Supporting Department.
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12.3.3. Department of Technology (CDT) 5804
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• CA-ESF 2 Communications: Coordinates the disaster recovery planning
efforts in compliance with Government Code Section 11549.3 and the
State Administrative Manual (SAM) (Section 5325 et seq.) related to
information technology, computing, and telecommunications
infrastructure to ensure availability of essential systems, networks,
applications, data, and telephones (both voice and data).
• CA-ESF 5 Emergency Management: Maintains and provides access to
enterprise-level GIS infrastructure and data resources to support
emergency response.
• CA-ESF 14 Recovery: Participates in recovery planning efforts necessary to
restore essential communications systems and operations, such as voice,
email, and internet connectivity that have been damaged by an
emergency or disaster.
• CA-ESF 18 Cyber Security: Coordinates with the California Cyber Security
Integration Center - which consists of the following core members: Cal
OES, CDT, California Highway Patrols (CHP), and California Military
Department (CMD) – for cyber critical incident response including
detection, mitigation, and information sharing related to statewide cyber-
related events.
• CA-RSF Economic: Supporting Department.
• CA-RSF Health & Social Services: Supporting Department.
• CA-RSF Infrastructure: Supporting Department.
12.3.4. Franchise Tax Board (FTB)
• CA-ESF 13 Law Enforcement: Provides investigators with peace officer
authority.
• CA-ESF 14 Recovery: Ensures that informational materials related to
economic and taxation recovery efforts are available. Provides personnel
and equipment to obtain tax relief for disaster losses.
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• CA-ESF 15 Public Information: Provides periodic call center functions and 5833
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support to Cal OES during extreme weather conditions, an emergency
event, or disaster response operations.
• CA-RSF Economic: Primary Department.
12.3.5. Department of Tax and Fee Administration (DTFA)
• CA-ESF 7 Resources: Provides trained personnel, equipment, and essential
incident-related information to Cal OES to support response and recovery
operations.
• CA-ESF 13 Law Enforcement: Provides investigators with peace officer
authority.
• CA-ESF 14 Recovery: Ensures that informational materials related to
economic and taxation recovery efforts are available. Provides personnel
and equipment to obtain tax relief for disaster losses.
• CA-ESF 15 Public Information: Provides periodic call center functions and
support to Cal OES during extreme weather conditions, an emergency
event, or disaster response operations.
12.3.6. Office of Administrative Law (OAL)
• CA-ESF 5 Emergency Management: Provides legal counsel and assistance
to the Governor, Cal OES, and other state agencies.
• CA-RSF Community Planning & Capacity Building: Supporting
Department.
12.3.7. Public Employees’ Retirement System (CalPERS)
• CA-ESF 5 Emergency Management: Assists Cal OES before, during, and
after an emergency for coordination and direction. Provides staff with
health and retirement benefit information for assistance.
• CA-ESF 7 Resources: Assists with resources needed to assist in time of
emergency. Provides bilingual staff fluent in languages other than English,
with interviewing and investigative skills for translation and interpretation
services in various non-English speaking communities.
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• CA-ESF 15 Public information: Provides public information support to 5862
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Cal OES headquarters, Cal OES Regional offices, or local jurisdictions as
required during state of emergency or disaster response operations.
12.3.8. State Personnel Board (SPB)
• CA-ESF 7 Resources: Accelerates the recruitment of personnel related to
emergency and recovery programs and assists agencies in filling critical
positions throughout an emergency.
12.3.9. Victim Compensation Board (CalVCB)
• CA-ESF 14 Recovery: Provides financial compensation to eligible victims of
violent crime to help with short-and long-term recovery. Benefits cover
crime-related expenses for medical, mental health and dental treatment,
funeral/burial expenses, income and support loss, relocation, crime scene
clean-up, job retraining, and home and vehicle modifications.
12.4. California Health and Human Services Agency (CalHHS)
The CalHHS consists of 12 departments and five offices. During an emergency,
the agency can call upon its personnel and resources to address issues related
to health care, social services, public assistance, and rehabilitation.
California Emergency Support Functions: CalHHS serves as the coordinating
agency for emergency activities related to CA-ESF 6 Mass Care and Shelter,
and CA-ESF 8 Public Health and Medical Services. The agency may assign
primary and support roles to those departments within the agency that have the
authorities, capabilities, and resources necessary to meet emergency needs.
California Recovery Support Functions: CalHHS serves as the coordinating
agency for CA-RSF Health & Social Services, and as a supporting agency for
CA-RSF Community Planning & Capacity Building, CA-RSF Housing and CA-RSF
Infrastructure.
12.4.1. Department of Aging (CDA)
• CA-ESF 6 Mass Care and Shelter: Provides representatives, as requested
and appropriate, to support emergency response either directly or
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through the network of 33 Area Agencies on Aging (AAA). Coordinates 5891
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with AAAs to identify and respond to the needs of older adults and/or
adults with disabilities in the community to the extent possible.
• CA-ESF 15 Public Information: Provides public information supporting
health and medical response targeted towards older adults and adults
with disabilities.
• CA-RSF Health & Social Services: Supporting Department.
• CA-RSF Housing: Supporting Department.
12.4.2. Department of Child Support Services (DCSS)
• CA-ESF 7 Resources: Coordinates the planning and activities to locate,
procure, and pre-position child support resources to support emergency
operations and recovery.
• CA-ESF 14 Recovery: Administers and expedites the release of child
support payments to accommodate displaced families.
• CA-ESF 15 Public Information: Supports the accurate, coordinated, timely,
and accessible release of child support services information to affected
audiences, including governments, media, the private sector, and the
local populace, including the AFN community.
12.4.3. Department of Community Services and Development (CSD)
• CA-ESF 6 Mass Care and Shelter: Provides information lists related to
community-based organizations that can provide outreach and safety-
net services.
• CA-ESF 14 Recovery: Administers and expedites the release of program
funds to accommodate emergency conditions in low-income
communities through the department’s mandated programs when
possible.
• CA-ESF 17 Volunteer and Donations Management: Provides information
lists related to community based organizations that can provide outreach
and safety-net services.
• CA-RSF Community Planning & Capacity Building: Supporting
Department.
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• CA-RSF Housing: Supporting Department.
12.4.4. Department of Developmental Services (DDS)
• CA-ESF 6 Mass Care and Shelter: Following a disaster assessment, may
provide facilities for shelter, food preparation, and medical consultation
and other limited specialized/adaptive equipment and supplies for
individuals residing specifically in state-operated facilities such as DDS
state-operated community facilities and the developmental centers.
Coordinates with regional centers to identify and respond to the needs of
the developmental services community.
• CA-ESF 7 Resources: After developmental center and state-operated
community facility emergency needs for DDS staff and individuals are
fulfilled, supports the CalHHS activities and resource requests from
Cal OES.
• CA-ESF 8 Public Health and Medical: Provides demographic and health
information on individuals with intellectual and developmental disabilities
served by DDS. May provide limited personnel with behavioral health,
medical, and healthcare administration experience, including expertise to
assist with assessment of shelter sites for incorporating individuals with
intellectual and developmental disabilities, under the guidance of
CalHHS. Coordinates with regional centers to identify and respond to the
needs of the developmental services community.
• CA-ESF 15 Public Information: Provides communication professionals to
support the health and medical response, under the guidance of CalHHS.
• CA-RSF Health & Social Services: Supporting Department.
• CA-RSF Housing: Supporting Department.
12.4.5. Department of Health Care Services (DHCS)
• CA-ESF 6 Mass Care and Shelter: Provides coordination to meet specified
health, mental health, and substance use disorder requirements for
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shelters, as requested. May provide staff for Functional Assessment Service 5951
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Teams (FAST).
• CA-ESF 8 Public Health and Medical: Ensures that Medi-Cal, Children’s
Health Insurance Program (CHIP), Major Risk Medical Insurance Program
(MRMIP), and other program enrollees continue to receive medical care
in the event of a disaster. Assesses the need to modify or waive
requirements in the affected area. Seeks federal approvals, where
required to support the waivers to eligibility requirements. Assists impacted
licensed mental health and substance use disorders facilities to secure
approval to provide services and to claim reimbursement. Facilitates
payments to Medi-Cal, CHIP, MRMIP and other program providers/plans
and primary care clinics to ensure their continued ability to provide care.
Issues needed guidance to counties, providers, and managed care plans
regarding any program modifications necessary to support beneficiary
access to covered benefits. Provides information on bed availability of
skilled nursing facilities to CDPH on request, as well as licensed mental
health and substance use disorder facilities. Assists, as needed, to
coordinate community mental health disaster response services and
activities, and to organize and coordinate communications with county
mental health departments related to local mental health disaster
response. Coordinates available state agency resources to support
organizations providing emergency health and behavioral health
services.
• CA-ESF 13 Law Enforcement: May supply limited number of sworn peace
officers and unmarked vehicles.
• CA-RSF Health & Social Services: Primary Department.
• CA-RSF Community Planning & Capacity Building: Supporting
Department.
• CA-RSF Housing: Supporting Department.
12.4.6. Department of Managed Health Care (DMHC)
• CA-ESF 8 Public Health and Medical: Provides information on health plan
requirements to provide essential medical and behavioral health services.
Communicates emergency changes in policies, procedures, and rules to
health plans to support medical/behavioral surges due to a declared
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emergency. Provides licensed nursing staff as requested by Cal OES or
CalHHS. Participates in mitigation activities to maintain timely access to
medical and behavioral health services during emergencies.
• CA-RSF Health & Social Services: Primary Department.
• CA-RSF Community Planning & Capacity Building: Supporting Department.
12.4.7. California Department of Public Health (CDPH)
• CA-ESF 3 Construction and Engineering: In conjunction with the
Department of Health Care Access and Information (HCAI), inspects
healthcare facilities to determine their ability to provide safe patient care
following an emergency. HCAI’s primary responsibility is for acute care
hospitals and skilled nursing facilities with staff assisting where needed.
• CA-ESF 4 Fire and Rescue: Provides technical assistance and support to
fire and hazardous material responders during hazardous material,
biological, or radiological incidents. Provides assessment of health risks to
both first responders and the public due to contaminants generated by
fire, smoke, hazardous material releases or spills, and other possible
scenarios.
• CA-ESF 5 Emergency Management: Prepares messages to inform the
public on appropriate actions to protect their health and safety.
Maintains the California Health Alert Network (CAHAN) to notify
appropriate response personnel of significant health and medical related
events or the need to respond. Prepares public health and medical
reports in concert with the EMSA and other CalHHS departments. Provides
technical assistance related to communicable disease, biological,
chemical, radiological, hazardous materials, or other public health and
environmental health concerns.
• CA-ESF 6 Mass Care and Shelter: Ensures the safety of food, drugs,
medical devices, and other consumer products following a disaster.
Regulates drinking water bottling plants, distributors, and haulers to ensure
the safety of bottled or hauled water used as emergency drinking water.
Provides support to local health departments for infectious disease
surveillance, food-borne illness outbreak response and food safety, and
sanitation standards in regulated facilities and shelters. Deploys infection
prevention teams to emergency shelters when requested by local health
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jurisdictions. Analyzes impacted areas for safe return of displaced
populations. Supports CDSS in coordinating public health and emergency
medical needs in general population shelters.
• CA-ESF 7 Resources: Implement all appropriate public health and
medical plans to support a local affected jurisdiction with medical surge
supplies from the state stockpile and the receipt and distribution of
Strategic National Stockpile (SNS) assets including medical
countermeasures as warranted by the emergency.
• CA-ESF 8 Public Health and Medical: CDPH is designated as a co-lead for
CA-ESF 8. Administers and coordinates disaster-related public health
programs and assesses hazards to public health, including the health of
communities, workers, and first responders. Provides statewide policies on
environmental health. Coordinates with local health departments to
conduct surveillance of infectious diseases in areas impacted by the
disaster and determines appropriate actions to prevent and control
disease outbreaks or spread. Implements pandemic influenza response
plans in coordination with local health departments and state agencies.
Provides laboratory services related to testing of infectious disease, food,
drug, cosmetics, drinking water, hazardous materials, and environmental
samples. Provides laboratory services to state and local public health and
clinical laboratories and cooperating federal laboratories. Provides
epidemiology and surveillance technical support for such things as
surveillance of chronic diseases, chronic disease exacerbation following
disasters, survey development for injuries, surveillance of infectious
diseases, contact tracing, and disaster epidemiology. Assesses potential
health effects and recommends protective measures, and drafts
guidance to protect the public, workers, and first responders from
chemical, biological, infectious diseases, epidemics/pandemics, and
radiological incidents.
Obtains and provides medical supplies and pharmaceuticals following a
disaster. Monitors vital industries such as food, drug, and medical device
manufacturers following a disaster or public health emergency to ensure
finished products comply with laws, regulations, and temporary guidance
under the emergency. The Center for Health Care Quality’s Licensing &
Certification (L&C) program monitors the quality of care in licensed health
care facilities to ensure the health, safety, and continuity of care to
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clients. This includes the assessment for compliance with applicable
regulations pertaining to emergency preparedness and disaster response
for facilities the department regulates. The L&C Program ensures
operational readiness to provide care in coordination with HCAI’s role of
structural and operational facility evaluation.
• CA-ESF 10 Hazardous Materials: Provides technical assistance and support
to state and local agencies who are responding to hazardous,
biohazardous, or radioactive materials incidents. With responding
agencies, coordinates investigations of chemical exposures and
determines appropriate protective actions. Provides subject matter
experts, such as toxicologists, epidemiologists, environmental scientists,
occupational physicians, health physicists, and industrial hygienists.
Develops guidance on occupational exposure issues. Maintains an
extensive library of chemical, toxicological, and other environmental and
occupational emergency response information. Provides personnel
trained in Assessment of Chemical Exposures, a rapid registry and public
health investigation tool used for large scale hazardous material incidents,
and EpiCASE, a toolkit to rapidly assess persons who are affected,
exposed, or potentially exposed to chemical, radiological, biological,
nuclear agents, or other harmful agents during incidents. Coordinates
emergency medical waste management with responsible state and local
agencies. Provides technical assistance to first responders in support of
local radiological monitoring and decontamination programs in the event
of a radiological incident. Provides laboratory services related to
hazardous materials. Coordinates protection of shellfish growing areas
with applicable state and local agencies. Provides assessment of health
risks to both first responders and the public due to contaminants
generated by fire, smoke, hazardous materials releases or spills, and other
possible scenarios.
• CA-ESF 11 Food and Agriculture: Ensures the safety of food and
agricultural commodities impacted by a disaster. Acts as a technical
resource on disease-carrying insects and animals. Assists with the
assessment of hazards to human health posed by broad application of
pesticides used to combat invasive species and disease-carrying insects.
Provides laboratory and assessment services related to chemical,
microbial, and radiological contaminants and provides protective action
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recommendations for food and drinking water in case of radiological
incidents.
• CA-ESF 12 Utilities: Provides technical assistance and guidance on
measures to protect the health and safety of the public during nuclear
power plant incidents.
• CA-ESF 13 Law Enforcement: Provides technical assistance and guidance
on radiation safety to law enforcement organizations. Provides assessment
of health risks to first responders, patients, and the public due to
hazardous material releases. Works with fire and law enforcement to
determine patient safety within licensed healthcare facilities. Supports
local jurisdictions in safe evacuation of patients from healthcare facilities
due to disaster. Provides assistance and coordination in identifying
facilities needing evacuation, setting evacuation prioritizations, and in-
facility re-population. Provides support for infant transport from neonatal
intensive care units in coordination with the EMSA. Provides technical
support for assessments of radiation levels that require evacuation in a
radiological incident.
• CA-ESF 14 Recovery: Supports the restoration of healthcare facilities.
Provides support for monitoring remediation of contaminated property
and related recovery activities due to a radiological incident. Ensures the
safety of emergency-related salvage and redistribution of food, as well as
ensuring the safety of food supplies. Provides disaster epidemiology tools
to local jurisdictions to help assess community needs, such as long-term
disaster impacts or behavioral issues. Deploys Center for Health Statistics
and Informatics staff to provide vital records support at LACs and DRCs as
requested.
• CA-ESF 15 Public Information: The CDPH Office of Legislative and
Governmental Affairs assists with the coordination of delivering CDPH
information and fielding inquiries to and from legislative and congressional
members and staff. The CDPH Office of Communications provides
messages to inform the public on appropriate actions to protect their
health and safety in the event of a hazardous material, infectious agent,
or other incident.
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• CA-ESF 17 Volunteer and Donations Management: Provides technical 6124
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advice and assists with coordinating donated pharmaceuticals, vaccines,
and medical supplies.
• CA-RSF Health & Social Services: Primary Department.
• CA-RSF Community Planning & Capacity Building: Supporting
Department.
• CA-RSF Housing: Supporting Department.
• CA-RSF Infrastructure: Supporting Department.
• CA-RSF Natural & Cultural Resources: Supporting Department.
12.4.8. Department of Rehabilitation (DOR)
• CA-ESF 6 Mass Care and Shelter: Conducts functional assessments of
people with disabilities and others with access and functional needs to
determine what resources are needed so an individual can remain in a
general population shelter. Contributes personnel for evaluation teams to
assess shelter sites for the ability to accommodate the needs of people
with disabilities. Provides representatives, as requested and appropriate,
to support lead emergency responders either directly or through the
network of 28 Independent Living Centers (ILCs). Coordinates with ILCs to
identify and respond to the needs of people with disabilities in the
community to the extent possible.
• CA-ESF 7 Resources: Supports the CalHHS Access and Functional Needs
(AFN) activities and resource requests from Cal OES including durable
medical equipment and assistive technology resources for individuals who
have been displaced by a disaster.
• CA-ESF 8 Public Health & Medical: Assists CDSS and ARC shelters in
assessing shelter sites for integration of people with disabilities, assessing
needs of individuals, and identifying and securing resources for individuals
who have been displaced by a disaster. Coordinates with ILCs and other
community partners to identify and respond to the needs of the disability
community.
• CA-ESF 15 Public Information: Provides support for accessible
communication including website, document, and ASL interpreters to
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support the health and medical response, under the guidance of CalHHS. 6156
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Supports dissemination of information through vocational rehabilitation
offices and community partners, to ensure accurate, coordinated, timely,
and accessible information for people with disabilities and other access or
functional needs.
• CA-RSF Health & Social Services: Supporting Department.
• CA-RSF Housing: Supporting Department.
12.4.9. California Department of Social Services (CDSS)
• CA-ESF 5 Emergency Management: Offers information on mass care and
shelter operations. Provides support to the CA-ESF 6 Task Force, as
requested, to facilitate mass care and shelter resource requests.
• CA-ESF 6 Mass Care and Shelter: Serves as the lead for this Emergency
Support Function. Coordinates resource identification for mass care and
shelter activities through CA-ESF 6. Coordinates and leads state resources,
as required, to support local, regional, tribal, and non-governmental
organizations in the performance of mass care, sheltering, emergency
assistance, and human and social services missions. With Cal OES,
coordinates the social services portion of the State of California
Emergency Repatriation Plan. Deploys FAST and VEST members as
needed.
• CA-ESF 8 Public Health and Medical: Coordinates closely with CA-ESF 8 to
plan for the provision of behavioral health, public health, and referral of
shelter residents to appropriate personnel and facilities.
• CA-ESF 11 Food & Agriculture: Coordinates with CDFA and county and
tribal representatives to ensure the needs of emotional support animals,
pets, and service animals in mass care and shelter locations are
addressed.
• CA-ESF 13 Law Enforcement: In coordination with law enforcement and
the Child Welfare Agency, assists with identifying, addressing the needs of,
and reuniting children with a parent or guardian.
• CA-ESF 14 Recovery: Coordinates the Emergency Food Assistance
Program (EFAP) to supply commodities to communities affected by
disasters. In addition, administers the SSGP, supports case management
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services through the Disaster Case Management Program (DCMP), and 6189
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provides short-term, temporary shelter for disaster survivors through the
Transitional Shelter Assistance Program (TSA). Deploys staff or VEST to
support recovery operations when needed.
• CA-ESF 15 Public Information: Provides public information on mass care
and shelter operations.
• CA-ESF 17 Volunteer and Donations Management: Assists facilitation of
Disaster Relief Organizations, such as VOADs, other non-governmental
organizations, faith-based organizations, and local, tribal, and state
governments to support organizations providing emergency mass care
and shelter services.
• CA-RSF Health & Social Services: Primary Department.
• CA-RSF Housing: Supporting Department.
12.4.10. Department of State Hospitals (DSH)
• CA-ESF 7 Resources: Supports state hospital emergency needs for DSH
staff and patients and supports CalHHS activities and resource requests
from Cal OES.
• CA-ESF 8 Public Health and Medical: Supports state hospital emergency
needs for DSH staff and patients, and may provide limited personnel with
behavioral health, medical, and healthcare administration experience to
support health care operations under the guidance of CalHHS.
• CA-ESF 15 Public Information: Provides communications professionals,
support risk communications, and messaging to support the health and
medical response.
• CA-RSF Health & Social Services: Supporting Department.
12.4.11. Emergency Medical Services Authority (EMSA)
• CA-ESF 1 Transportation: Coordinates mass patient movement and
medical care during the evacuation and shelter phase of a disaster
response.
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• CA-ESF 2 Communications: Provides redundant vertical and horizontal 6218
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communications with emergency medical services, public health, and
public safety partners.
• CA-ESF 4 Fire and Rescue: Coordinates Ambulance Strike Teams (AST) and
medical assistance teams to include fire, local government, and private
pre-hospital resources in accordance with SEMS and the California Health
and Safety Code, Section 1797.153."
• CA-ESF 5 Management: Manages state-level medical response. Prepares
medical and public health reports in concert with the CDPH and assists
with situation status and analysis.
• CA-ESF 6 Mass Care and Shelter: Provides information on the medical
requirements of shelters and the availability of medical personnel and
medical equipment. Also provides information on medical logistics of
shelters.
• CA-ESF 7 Resources: Facilitates requests for durable, consumable medical
resources, and medical personnel to support medical surge at the local,
regional, and state level.
• CA-ESF 8 Public Health and Medical: EMSA is a co-lead with CDPH for this
Emergency Support Function. Coordinates, through local EMS agencies,
medical and hospital preparedness with other local, state, and federal
agencies and departments having a responsibility relating to disaster
response. Responds to any medical disaster by mobilizing and
coordinating mutual aid resources and state mobile medical assets to
mitigate health problems. EMSA administers the statewide Disaster
Healthcare Volunteer (DHV) Program, which includes the Medical Reserve
Corps (MRC) volunteers. This program allows for pre-registration, license
verification, notification deployment, and management of local volunteer
licensed medical and health professionals to assist with medical surge and
public health emergencies.
• CA-ESF 10 Hazardous Materials: Assists in the state’s medical efforts
specific to a hazardous material incident and provides coordination and
support for transporting contaminated patients outside of the affected
area. Works with local responders to facilitate the safe movement of
contaminated patients. Coordinates obtainment of situation status reports
utilizing the EMSA Duty Officer Program.
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• CA-ESF 11 Food and Agriculture: Provides support by collaborating with 6253
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the California Veterinary MRC in the DHV Program and CVET and
participating in animal response workgroups.
• CA-ESF 15 Public Information: In collaboration with CDPH, provides risk
communication and social media support by addressing medical and
health concerns of the public that are affected by an incident.
• CA-ESF 17 Volunteer and Donations Management: Manages the DHV
Program, which includes the MRC Program.
• CA-RSF Health & Social Services: Primary Department.
12.4.12. Department of Health Care Access and Information (HCAI)
• CA-ESF 3 Construction and Engineering: Provides staff for multi-disciplinary
teams to inspect hospitals, skilled nursing facilities, and intermediate care
facilities for structural, critical nonstructural, and fire/life safety issues to
determine if any healthcare facilities have been compromised and
damaged to a degree that has made them unsafe to occupy. Closes or
limits access to any healthcare facility (or portion thereof) that poses a
threat to life and safety. Provides expedited construction processes in the
recovery phase of the emergency for hazard mitigation.
• CA-ESF 7 Resources: In the aftermath of a seismic event, after fulfilling its
statutory mandates and under the mutual aid agreement, provides
technical assistance to other departments, agencies, and local
government.
• CA-ESF 8 Public Health and Medical: Inspects hospitals, skilled nursing
facilities, and intermediate care facilities for structural, critical non-
structural, and fire/life safety. Reports PDA results to Cal OES and CDPH as
well as operational status of healthcare facilities following an event.
Provides on-site consultation and approval of work required to ensure the
safety of occupants and the return of health facilities to service. Enforces
building codes and state laws deemed essential for the safety of hospitals
and their occupants. Coordinates with CDPH L&C to determine facility
capacity to continue or resume care.
• CA-ESF 14 Recovery: Provides on-site consultation and expedited
approval of work required to ensure the safety of occupants and the
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processes for damaged health care facilities in the recovery phase of the
emergency.
• CA-ESF 15 Public Information: Engages in the development of public
messages with CA-ESF 8 with regards to the status of the structural integrity
of acute-care hospital buildings and skilled nursing facilities, and whether
these facilities can continue to provide services.
• CA-RSF Health & Social Services: Primary Department.
• CA-RSF Community Planning & Capacity Building: Supporting
Department.
• CA-RSF Infrastructure: Supporting Department.
12.4.13. Office of Systems Integration (OSI)
• CA-ESF 6 Mass Care and Shelter: Supports the recovery of health and
human services IT support systems that provide information or services to
residents of shelters and others affected by the emergency.
• CA-ESF 7 Resources: Assists in an advisory capacity for the recovery and
support of health and human services IT systems. Provides subject matter
experts for the project management functions of the IT systems recovery
and helps in an advisory role for the IT operations support of vendor
managed systems.
• CA-ESF 8 Public Health and Medical: Provides IT system support in an
advisory capacity for the systems that provide demographic and health
information on individuals with developmental disabilities throughout the
state. Provides advisory support for other health and medical IT systems to
support response.
• CA-ESF 18 Cybersecurity: Provides subject matter experts in an advisory
capacity for the management of system and data security as directed by
CalHHS and per the guidelines of CDT and its Office of Information
Security.
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12.5. California Natural Resources Agency (CNRA) 6315
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CNRA oversees policies and activities in 25 departments, commissions, boards,
and conservancies. The agency addresses natural resource issues ranging from
conservation, water, fish and wildlife, forestry, parks, energy, coastal, marine and
landscape.
California Emergency Support Functions: CNRA serves as the coordinating
agency for CA-ESF 12 Utilities. The agency may assign primary and support roles
to those departments within the agency that have the authorities, capabilities,
and resources necessary to meet emergency needs.
California Recovery Support Functions: CNRA serves as the coordinating agency
for the CA-RSF Natural & Cultural Resources, and as a supporting agency for the
CA-RSF Community Planning & Capacity Building.
12.5.1. California Coastal Commission
• CA-ESF 7 Resources: Provides staff with expertise in land use planning,
legal issues, environmental impact assessment, GIS systems, administrative
and scientific specialists, and regulatory matters.
• CA-ESF 10 Hazardous Materials: Provides scientists including marine
biologists, geologists, coastal engineers, and terrestrial ecologists with
expertise in oil spill response issues.
• CA-ESF 14 Recovery: Provides technical assistance and experience in
developing and implementing mitigation measures to address geologic,
coastal hazard, and biological issues. Provides emergency permit
issuance expertise.
• CA-RSF Natural & Cultural Resources: Primary Department.
• CA-RSF Economic: Supporting Department.
12.5.2. California Conservation Corps (CCC)
• CA-ESF 7 Resources: Provides personnel to support transportation-related
emergencies and assist with facilitating transportation activities. Provides
personnel to assist with flood mitigation projects, debris clearance, hillside
stabilization, and flood fighting activities. Provides personnel for fire crews
trained and supervised by CAL FIRE, to assist with fire suppression and
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support activities. Assists with search and rescue activities as well as 6346
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movement of injured persons in rescue operations. Provides personnel to
assist with set-up, operation and maintenance of mass care and shelter
facilities. Provides personnel to assist with the restoration and improvement
of fisheries and watersheds, and the restoration of structures and property.
Provides personnel to support emergency medical services operations
and reconstitution and repackaging of mobile medical assets. Provides
personnel to assist with mitigation and removal of agricultural pests.
• CA-RSF Health & Social Services: Supporting Department.
• CA-RSF Housing: Supporting Department.
• CA-RSF Infrastructure: Supporting Department.
• CA-RSF Natural & Cultural Resources: Supporting Department.
12.5.3. California Energy Commission (CEC)
• CA-ESF 10 Hazardous Materials: Assists in developing federal and state
emergency response plans and procedures for accidents involving
nuclear waste/radioactive material shipments.
• CA-ESF 12 Utilities: Acts as co-lead with CUEA for this Emergency Support
Function. Provides advice, technical assistance, and public outreach to
respond to energy shortage or disruption. Provides Cal OES the location of
energy facilities and technical assistance for forecasting energy shortages
(electricity, natural gas, and fuel) and develops specific state actions in
the event of a serious shortage of energy. Coordinates with CPUC and the
CAISO to develop specific actions in the event of a serious shortage of
energy. At the direction of the Governor, implements energy emergency
programs for events requiring regional or statewide coordination of
energy.
• CA-RSF Housing: Supporting Department.
• CA-RSF Infrastructure: Supporting Department.
12.5.4. State Lands Commission (SLC)
• CA-ESF 10 Hazardous Materials: Ensures readiness of oil and gas facilities
to respond to spills, provides information on current environmental
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resource status on sovereign lands, provides expertise and technical
resources to assist in hazard identification and handling, evaluate marine
environments, assess impacts to the environment and cultural resources,
and assesses hazards related to offshore oil and gas wells and facilities
and marine terminals.
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• CA-ESF 12 Utilities: Coordinates the preparedness of oil and gas facilities in
the event of an emergency. Assists with coordination of emergency
operations after an oil or gas spill by providing technical expertise and
analysis and suspends any drilling and oil and gas production or oil
transfer operations in the event of a disaster.
• CA-ESF 14 Recovery: Assists with the determination of the environmental
impact of an emergency. Provides land surveyors, appraisers, engineers,
scientists, and inspectors. Coordinates with local governments and state
agencies to issue emergency permits for new construction, land
modifications, and any dispositions or extractions of materials on
sovereign lands. Provides licensed land surveyors, engineering expertise,
and geological expertise, and provides for removal of watercraft and
other obstructions from sovereign lands.
• CA-RSF Natural & Cultural Resources: Primary Department.
• CA-RSF Community Planning & Capacity Building: Supporting
Department.
• CA-RSF Housing: Supporting Department.
12.5.5. California Department of Conservation (DOC)
• CA-ESF 5 Management: Maintains geological and seismological maps
and information regarding the state’s geological and seismic hazards.
Provides geotechnical data and expertise to support emergency
operations. Provides technical specialists for seismological and geological
interpretations and investigations.
• CA-ESF 10 Hazardous Materials: Provides advice on oil spill cleanup and
responds accordingly to the incident. Provides technical expertise and
response to oil spill, gas, produced water and/or geothermal incidents,
and guidance to prevent release from oil and gas drilling or producing
facilities.
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• CA-ESF 12 Utilities: Provides guidance to prevent release from oil and gas 6410
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drilling or producing facilities.
• CA-ESF 14 Recovery: Provides technical assistance in recovery operations.
• CA-RSF Infrastructure: Supporting Department.
• CA-RSF Natural & Cultural Resources: Supporting Department.
12.5.6. Department of Fish and Wildlife (CDFW)
• CA-ESF 2 Communications: Possesses telecommunications capacity,
including radio repeaters, for law enforcement.
• CA-ESF 3 Construction and Engineering: Provides site characterization,
streambed alteration and habitat technical expertise, and damage
assessment. Provides plans for the handling and transport of materials
used or recovered during an oil spill incident. Provides technical expertise,
equipment, and personnel with the ability to conduct underwater survey
and investigation. Possesses a list of licensed oil spill cleanup chemical
agents.
• CA-ESF 4 Fire and Rescue: Provides search and rescue teams, search dog
teams for wildlife depredation, aircraft, vehicles, and equipment.
• CA-ESF 5 Emergency Management: CDFW is the “Trustee Agency” having
jurisdiction by law over fish and wildlife natural resources. Provides agency
representation during SOC activations to advise the SOC Director or UCG.
Provides agency representation to the STAS. Coordinates with local
government, state agencies, and tribal governments to issue emergency
permits for native species exhibition and landowner depredation.
• CA-ESF 6 Mass Care and Shelter: Coordinates with private sector
organizations dedicated to providing food, water, shelter, and veterinary
care to wildlife and exotic animals.
• CA-ESF 7 Resources: Provides, where appropriate, facilities, services,
personnel, equipment, and material for all phases of emergency
management. Provides aircraft and pilots for executive air transport.
Provides bilingual staff fluent in languages other than English, with
interviewing and investigative skills for translation and interpretation
services in various non-English speaking communities.
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• CA-ESF 8 Public Health and Medical: Possesses Wildlife Forensics
Laboratory personnel and services with the ability to collect physical
evidence, and conduct chemical, genetic, and serological testing.
Provides first aid, cardiopulmonary resuscitation (CPR) and automated
external defibrillator (AED) training.
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• CA-ESF 10 Hazardous Materials: CDFW serves as the state lead for oil spill
response and recovery in all waters of California through its Office of Spill
Prevention and Response (OSPR). Provides qualified incident
management teams with technical and legal expertise related to
petroleum and its effect on wildlife and the environment. Provides GIS
technical specialists and Industrial Hygienists. Provides cannabis
enforcement teams with tactical, technical, and legal expertise related to
hazardous materials used in unlawful cannabis production and their effect
on wildlife, watersheds, and the environment. Provides technical expertise
related to incidents located at former military bases under the Base
Realignment and Closure (BRAC) program. Possesses the Petroleum
Chemistry Laboratory.
• CA-ESF 11 Food and Agriculture: Possesses statutory authority to close and
reopen all commercial, recreational, and non-licensed subsistence fishing
and aquaculture operations after a water pollution spill or discharge.
Provides technical expertise for cannabis farming. Provides potential
veterinary and medical expertise, wildlife immobilization, capture, care,
and transportation, disease investigation, and overall wildlife health and
welfare through the Wildlife Health Laboratory.
• CA-ESF 13 Law Enforcement: Provides law enforcement and other public
safety assistance. Provides Peace Officer Standards and Training (POST)
certified peace officers for intrastate and interstate law enforcement
mutual aid, armed wilderness search and rescue, public safety wildlife
depredation, protective actions, civil unrest, threat assessment, security,
and criminal investigations. Provides fixed-wing and rotary aircraft,
unmanned aerial vehicles (UAVs), large and small watercraft, Self-
Contained Underwater Breathing Apparatus (SCUBA) dive team, K-9
handling teams, horses, 4x4 patrol vehicles, all-terrain vehicles, night vision,
hazardous materials (HAZMAT) incident commanders, and Critical
Incident Stress Management (CISM) technical specialists.
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• CA-ESF 14 Recovery: Provides technical assistance with Natural Resource
Damage Assessment (NRDA), habitat conservation, and the California
Environmental Quality Act (CEQA) to help the public recover after an
environmental disaster. Provides technical assistance for post-fire
watershed assessments which includes assessing burn scars for
characteristics leading to runoff, mud flows, and flooding.
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• CA-ESF 17 Volunteer and Donations Management: Provides pre-trained
affiliated volunteers and their coordinators through the Natural Resource
Volunteer Program (NRVP). Provides affiliated and spontaneous volunteer
management during oil spill responses.
• CA-RSF Natural & Cultural Resources: Primary Department.
• CA-RSF Infrastructure: Supporting Department.
12.5.7. Department of Forestry and Fire Protection (CAL FIRE)
• CA-ESF 2 Communications: Possess communications capacity and
procedures for fire service communications.
• CA-ESF 3 Construction and Engineering: Provides technical resources for
safety, environmental and damage assessments and building inspections,
civil engineers, and light and heavy equipment repair personnel and
facilities. With HCAI, inspect hospitals and other licensed care facilities for
structural integrity and fire/life safety.
• CA-ESF 4 Fire and Rescue: Provides fire protection services and
emergency fire personnel and equipment. Provides trained personnel and
teams, apparatus, and aircraft (fixed and rotor wing).
• CA-ESF 5 Emergency Management: Provides incident management
personnel for all SEMS sections. Provides emergency fire, SEMS, and other
associated emergency response training and planning assistance.
Supports Cal OES, as needed, in liaison responsibility specific to
emergency operations, safety management measures, and situational
status analysis.
• CA-ESF 6 Mass Care and Shelter: Provides mobile feeding capabilities.
• CA-ESF 7 Resources: Offers an Emergency Resource Directory (ERD) of
vendors to supply equipment and resources, logistical support, light and
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heavy equipment repair personnel and facilities, certified water and 6509
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sewer plant operators, and finance personnel for cost tracking,
procurement, collection, and reimbursement.
• CA-ESF 8 Public Health and Medical: Provides medical and other
associated emergency response personnel, training, and planning
assistance.
• CA-ESF 10 Hazardous Materials: Provides hazardous materials and other
incident response training and planning assistance, technical expertise in
bomb incidents, explosives disposal and liquid hazardous pipeline
incidents, trained environmental assessment personnel, and certified
HAZMAT personnel. Provides technical expertise on emergency response
planning and mitigation for liquid pipelines, spills, and other incidents.
• CA-ESF 12 Utilities: Provides water and sewage plant operators/supervisors
to assist with testing and facilitating repairs of wells and water treatment
facilities. Provides pipeline specialists to support critical fuel(s) pipeline
infrastructure. This includes coordination for response to hazardous
pipeline liquid spills and return to service, and engineering support to
ensure the safe and efficient transportation of fuels for airports, trucking,
and public transportation.
• CA-ESF 13 Law Enforcement: Provides law enforcement and other
associated emergency response training and planning assistance.
Provides POST certified peace officers for law enforcement mutual aid,
security, and civil/criminal investigations who are trained in arson and
bomb investigations. Assists with evacuating threatened populations.
• CA-RSF Natural & Cultural Resources: Primary Department.
• CA-RSF Health & Social Services: Supporting Department.
• CA-RSF Infrastructure: Supporting Department.
12.5.8. Department of Parks and Recreation (PARKS)
• CA-ESF 2 Communications: Possesses communications capability. Provides
emergency communications and logistics support.
• CA-ESF 3 Construction and Engineering: Provides engineers and architects
to assess structural damage and emergency stabilization, historical
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preservation technical staff who are experts in National Environmental 6541
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Policy Act (NEPA) and CEQA, trade and maintenance personnel to assist
with repair of disaster-related damage, and equipment operators and
earth-moving equipment for debris removal, shoring levees, and
establishing temporary roads and fire breaks.
• CA-ESF 4 Fire and Rescue: Provides firefighters and equipment for
structural and wildland fire suppression, and operators and equipment for
establishing temporary roads and fire breaks.
• CA-ESF 6 Mass Care and Shelter: May provide shelter, water, and
sanitation facilities to first responders in state park campgrounds during a
proclaimed state of emergency.
• CA-ESF 10 Hazardous Materials: Participates in oil spill response.
• CA-ESF 12 Utilities: Provides water and sewage plant supervisors to assist
with testing and facilitating repairs of wells and water treatment facilities.
• CA-ESF 13 Law Enforcement: Provides peace officers to assist with law and
order re-establishment, evacuations, and traffic control. Supports patrol
and search and rescue by providing teams, specialized equipment
vessels, SCUBA, aircraft, all-terrain vehicles, off-road vehicles, and K-9
teams for searching and detection (people, bombs, and drugs). Provides
personnel (lifeguards) and vessels for aquatic and swift water rescue,
equipment for land rescue, and SCUBA teams for rescue and body
recovery.
• CA-ESF 14 Recovery: Provides information on historic natural and cultural
resources as it relates to the National Historic Preservation Act (NHPA) and
offers historical preservation technical staff through the California Historic
Resource Information System (CHRIS).
• CA-ESF 17 Volunteer and Donations Management: May provide staff to
assist in organizing volunteer groups and utilizing existing groups within the
department.
• CA-ESF 18 Cybersecurity: May provide support at the local area or work
with CNRA for statewide impact.
• CA-RSF Health & Social Services: Primary Department.
• CA-RSF Natural & Cultural Resources: Primary Department.
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• CA-RSF Community Planning & Capacity Building: Supporting 6574
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Department.
• CA-RSF Housing: Supporting Department.
• CA-RSF Infrastructure: Supporting Department.
12.5.9. Department of Water Resources (DWR)
• CA-ESF 2 Communications: Maintains communication infrastructure
(radio, phone, websites, etc.) to allow continuous communication during
an emergency. Coordinates communications infrastructure restoration
with industry service providers. Participates as a representative on the
Public Safety Radio Strategic Planning Committee.
• CA-ESF 3 Construction and Engineering: Assists local agencies with the
planning and implementation of water conservation measures. Provides
general engineering advice, services, and technical resources to any
other state agency requiring help. Works to mitigate the effects of an
emergency on the State Water Project (SWP) and performs any work
required to avert, alleviate, repair, or restore damage or destruction to
property having a public and state interest during an emergency. Assists
the DGS with construction-related procurements using the contracting
authority under California Water Code Section 10122. Carries out flood
fights and provides engineering advice and technical resources for flood
mitigation and protection of dams, levees, and reservoirs.
• CA-ESF 4 Fire and Rescue: Provides technical assistance for post-fire
watershed assessments which includes assessing burn scars for
characteristics leading to runoff, mud flows, and flooding. Coordinates
available water supply for fire suppression.
• CA-ESF 5 Emergency Management: Maintains and operates the
State-Federal Flood Operations Center. Assists with advance planning
during flood emergency operations. Monitors conditions and provides
warning to Cal OES on developing weather, stream flow, flooding, dam
performance, or other potential emergencies. Provides flood fight
technical and direct assistance to counties and local agencies during
high water events as well as provides a conduit to U.S. Army Corps of
Engineers for PL 84-99 assistance. Responsible for the supervision of all
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jurisdictional dams in the state, for the purpose of preventing loss of life 6607
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and property from dam failure.
• CA-ESF 7 Resources: Keeps an updated database for all physical and
technical resources available during an emergency.
• CA-ESF 8 Public Health & Medical: Coordinates available water supply to
be treated for safe drinking water. Supports the testing of water sources to
determine if the water is safe to drink.
• CA-ESF 12 Utilities: Board member of the CUEA. Participates on the Energy
and Pipeline and Water/Wastewater Committees that CUEA oversees.
Provide energy and ancillary services from the SWP to support the
California electrical grid.
• CA-ESF 14 Recovery: Supports recovery efforts as requested. Restores SWP
facilities and all other flood protection and control facilities under
departmental jurisdiction.
• CA-RSF Infrastructure: Primary Department.
• CA-RSF Community Planning & Capacity Building: Supporting
Department.
12.5.10. San Francisco Bay Conservation & Development Commission (BCDC)
• CA-ESF 3 Construction and Engineering: Provides staff engineers with
expertise on bay and coastal area seismic safety and flood protection
measures and approves emergency permits for all activities within and
along San Francisco Bay.
• CA-ESF 7 Resources: Provides staff with expertise in land use planning,
legal issues, environmental impact assessment, GIS systems, administrative
and scientific specialists, and regulatory matters.
• CA-ESF 10 Hazardous Materials: Provides personnel with expertise in oil spill
containment and clean up.
• CA-ESF 14 Recovery: Provides staff with technical experience in
developing and implementing mitigation measures to address coastal
hazard issues.
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12.6. Department of Corrections and Rehabilitation (CDCR) 6637
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CDCR is responsible for the operation of the California state prison and parole
systems. CDCR’s mission is to enhance public safety and promote successful
community reintegration through education, treatment, and active
participation in rehabilitative and restorative justice programs.
California Recovery Support Functions: The CDCR serves as a supporting agency
for the CA-RSF Health & Social Services, CA-RSF Infrastructure and CA-RSF
Natural & Cultural Resources.
• CA-ESF 3 Construction and Engineering: Provides inmate crews to fill and
emplace sandbags and other flood mitigation tasks. Assists with seawall
reconstruction, seismic retrofit activities, vegetation abatement, debris
clearing, historical site preservation, and structural reconstruction. Provides
inmate crews to assist in mitigation activities to public facilities and makes
inmate crews available to assist with community clean-up and
reconstruction activities.
• CA-ESF 4 Fire and Rescue: CDCR operates 23 all-risk fire stations staffed
with approximately 130 Fire/EMS personnel. Each station is equipped with
Type 1 or Type 3 fire apparatus. Provides Fire/EMS personnel and
equipment when requested through mutual aid. CDCR provides inmate
firefighters to 35 Conservation Camps operated by CAL FIRE.
• CA-ESF 6 Mass Care and Shelter: Provides facilities (where appropriate) for
care. Provides water (on-site), food products, and food service
equipment.
• CA-ESF 7 Resources: Provides peace officers, emergency managers,
emergency services coordinators, incident command support teams,
interpreters, crisis counselors and clergy of various faiths, procurement
personnel, instructors (academic, educational, vocational) and public
communications personnel, photographers, videographers/editors and
related equipment, IT staff including programmers and software
specialists, skilled account clerks, accounting officers, auditors and
financial officers, and administrative personnel. Provides tools and
equipment including hydraulic, pneumatic, and hand tools, winches,
chain saws and heavy equipment, generators, pump, and portable
power units.
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• CA-ESF 8 Public Health and Medical: Provides medical personnel to 6671
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include primary care doctors, nurses, technicians, psychiatrists, dentists,
and mental health providers. Provides medical supplies, equipment,
pharmaceuticals, and facilities (where appropriate) for care.
• CA-ESF 10 Hazardous Materials: Provides hazardous materials specialists
for the collecting, segregating, and disposal of household hazardous
waste, and setting or recommending evacuation for prisons, re-entry,
clearance, and remediation levels.
• CA-ESF 13 Law Enforcement: Provides prison/detention facilities and
secure housing (subject to facility). Provides peace officers and personnel
to track parolees. Provides peace officers equipped with basic duty gear,
chemical agents, firearms, and munitions to assist with traffic control,
criminal investigations, and basic peace officer duties. Provides peace
officers equipped with various types of firearms, less-lethal launchers, tear
gas, and gear for crowd and riot control. Provides peace officers trained
in hostage negotiation. Provides peace officers equipped and trained to
provide tactical law enforcement support and Special Weapons and
Tactics (SWAT) resources.
• CA-ESF 15 Public Information: Develops and releases information to the
news media and to department stakeholders about CDCR’s role and
activities in responding to emergencies and/or disasters. Provides trained
PIOs to support and assist the Cal OES public information response and
recovery efforts. Develops and releases information about the emergency
or disaster as it pertains to adult and youthful offender correctional and
parole issues.
12.7. Department of Education (CDE)
CDE oversees the state's public school system, which is responsible for the
education of more than seven million children and young adults in more than
9,000 schools. CDE and the State Superintendent of Public Instruction are
responsible for enforcing education law and regulations, and for reforming and
improving public elementary school programs, secondary school programs,
adult education, some preschool programs, and childcare programs.
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California Recovery Support Functions: The CDE serves as a primary agency for 6703
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the CA-RSF Community Planning & Capacity Building, and as a supporting
agency for the CA-RSF Economic, CA-RSF Health & Social Services and CA-RSF
Infrastructure.
• CA-ESF 6 Mass Care and Shelter: Promotes the use of school property for
public agencies during disasters via the comprehensive school safety plan
as required by Education Code, Sections 32280-32289. May provide food
supplies in case of an emergency.
• CA-ESF 8 Public Health and Medical: Supports emergency medical
services, emergency welfare services, and school districts by coordinating
use of local schools.
• CA-ESF 14 Recovery: Coordinates information, status, response, and
recovery needs of Local Education Agencies. Supports post-emergency
retraining programs to resume essential commercial and industrial
enterprises.
• CA-ESF 15 Public Information: Posts resources and education materials for
schools on natural and technological hazards and emergency
preparedness on department’s website.
12.8. Department of Finance (DOF)
DOF interacts with other state departments by preparing, enacting, and
administering the budget; reviewing fiscal proposals; analyzing legislation;
establishing accounting systems; auditing department expenditures and
operations; and communicating the Governor’s fiscal policy. DOF is also a key
source of information for rating agencies and major investors of the state.
California Recovery Support Functions: The DOF serves as a primary agency for
the CA-RSF Economic, and as a supporting agency for the CA-RSF Community
Planning & Capacity Building and CA-RSF Infrastructure.
• CA-ESF 7 Resources: With the consent of the Governor, allocates
resources, assigns funds through Cal OES or other appropriate state
entities for emergency-related activities, and evaluates and approves, if
appropriate, emergency expenditures.
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• CA-ESF 14 Recovery: Allocates funds through Cal OES for local agencies 6734
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to repair, restore, or replace public real property damaged or destroyed.
Develops criteria for state agency recovery of non-federally reimbursed
costs of emergency activities and develops streamlined approval
processes. During a war emergency, directs the State Economic
Stabilization Organization and serves as a member of the Resources
Priorities Board, establishing state economic stabilization programs in
conformity with state and federal law. Ensures non-federal reimbursement
processes are expedited during an emergency. Has oversight for state
financial transactions. Institutes state economic stabilization programs and
consults with local, state, and federal officials about time-phased
resumption of economic stabilization controls by the federal government.
12.9. Department of Food and Agriculture (CDFA)
The California Department of Food and Agriculture is responsible for protecting
and promoting the state’s agriculture. The department operates at more than
100 locations and is organized into six divisions responsible for providing valuable
services to producers, merchants, and the public. Many of these services are
conducted in partnership with county Agricultural Commissioners and Sealers of
Weights and Measures.
California Emergency Support Functions: Serves as the coordinating and lead
department for emergency activities related to CA-ESF 11 Food and Agriculture.
These activities include but are not limited to plant disease and pest infestation,
animal disease, food and feed contamination, and the California Animal
Response Emergency System (CARES). The department may assign lead and
support roles to those units within the department that have the authorities,
capabilities, and resources necessary to meet emergency/disaster needs.
California Recovery Support Functions: The CDFA serves as a primary agency for
the CA-RSF Economic and CA-RSF Health & Social Services, and as a supporting
agency for the CA-RSF Community Planning & Capacity Building and CA-RSF
Natural & Cultural Resources.
• CA-ESF 6 Mass Care and Shelter: Coordinates with private sector
organizations and CVET dedicated to providing food, water, shelter, and
care to animals/livestock. Provides fairground management contact
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information for fairgrounds that may be used for human or animal mass 6767
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care shelters. The CDFA’s CARES can be used to coordinate with local
government, non-governmental, and volunteer organizations to provide
resources for animal/livestock care and needs. Coordinates with CDSS
and DGS to arrange for co-location of animal shelters with human shelters.
Coordinates with CA-ESF 1 to provide continued movement of necessary
commodities to support feeding of animals, livestock, and poultry.
• CA-ESF 7 Resources: Provides contact information and basic inventory of
fairs and their facilities throughout the state when fairgrounds that may be
activated as human or animal mass care shelters, mobilization centers,
storage sites, or staging areas for emergency response supplies,
equipment, and personnel.
• CA-ESF 8 Public Health and Medical: Provides information relative to
outbreaks of livestock diseases that may have an impact on human
health, and coordinates with the CalRecycle, Cal EPA, and rendering
companies to support disposal of animal carcasses. In coordination with
the California Veterinary Medical Reserve Corps and the California
Veterinary Medical Association, provides information on available storage
sites and staging areas for animal food and medical supplies, and animal
care personnel. Leads the administration of programs to detect, control,
and eradicate diseases, insects, and vertebrate pests affecting plants and
animals, and protect human and animal food from contamination
before, during, and after a disaster. Supports local agencies and animal
shelters with efforts to provide food, water, shelter, and veterinary care to
affected animals.
• CA-ESF 11 Food and Agriculture: Leads efforts to support the continuance,
safety, and security of production agriculture and livestock, including
coordination with CA-ESF 8 to ensure workforce protection. Coordinates
the integrated federal, state, and local preparedness for, response to,
recovery from, and mitigation of animal and plant diseases and pests,
overseeing the control and eradication of outbreaks of highly contagious
or economically devastating livestock diseases, foreign animal diseases,
or outbreaks of harmful or economically significant plant pests and
diseases. Coordinates with CA-ESF 1 to facilitate critical movement of
production agriculture commodities when local government resources
are exhausted. Executes routine food safety inspections and other
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services to ensure the safety of food products prior to entering commerce. 6803
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Provides support for recovery of impacted food and agriculture industries
and resources after disasters by evaluating and reporting agricultural
sector damage and resultant economic losses to the Governor’s Office
and Cal OES.
• CA-ESF 13 Law Enforcement: Coordinates with CalSTA and local
organizations that provide transportation resources and animal care
personnel for affected animals/livestock.
• CA-ESF 14 Recovery: Evaluates and reports agricultural sector damage
and resultant economic losses to the Governor’s Office and Cal OES.
12.10. Department of Insurance (CDI)
California is the largest insurance market in the U.S. and the sixth largest
insurance market in the world. CDI oversees more than 1,300 insurance
companies and issues licenses to more than 390,000 agents, brokers, adjusters,
and business entities. All of CDI's functions, including overseeing insurer solvency,
licensing agents and brokers, conducting market conduct reviews, resolving
consumer complaints, and investigating and prosecuting insurance fraud, are to
protect consumers.
California Recovery Support Functions: The CDI serves as a primary agency for
the CA-RSF Economic and CA-RSF Housing, and as a supporting agency for the
CA-RSF Health & Social Services.
• CA-ESF 3 Construction and Engineering: Conducts damage assessments
to ascertain damage to insured structures using data provided by insurers
operating in the state. Coordinates with Cal OES and insurance
companies for the deployment of the Insurance Disaster Assessment
Teams (IDAT), if necessary. IDAT teams conduct up-front assessments of
overall damage prior to adjusters being allowed into the damaged areas.
Provides technical expertise on insurance programs and impacts.
• CA-ESF 13 Law Enforcement: Provides criminal investigators who are sworn
peace officers to assist responsible law enforcement agencies. Assists
responsible agencies in traffic supervision and control, law enforcement
mutual aid to local law enforcement agencies, and protection to state
facilities and occupants.
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• CA-ESF 14 Recovery: Provides post-disaster statistical insurance 6836
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information compiled by the Data Analytics and Reporting Division.
Immediately after an event, provides insurance information forms and
instructions for filing a Request for Assistance. Provides staff to deliver
technical assistance to the public on a variety of insurance issues.
Provides consumer hotline contact information to the public impacted by
emergencies and disasters. Provides personnel for door-to-door service in
partnership with FEMA and Cal OES. Provides the public with insurance
information, and if necessary, guidance in filing a claim with their
insurance company. Provides attorneys with expertise regarding insurance
coverage, the insurance claim process, and the Federal Disaster Relief
and Emergency Assistance Program.
• CA-ESF 15 Public Information: Provides information through LACs and
DRCs, Cal OES Public Information Office, and CDI’s social media and
community outreach to consumers, businesses, and other stakeholders on
how to access assistance from the CDI, including assistance with filing
claims and maximizing their insurance benefits following a disaster.
12.11. Department of Justice (DOJ)
The Attorney General is the state's top lawyer and law enforcement official and
is responsible for ensuring that the laws of the state are uniformly and
adequately enforced. The Attorney General is vested with broad powers and
carries out these important responsibilities through the California Department of
Justice. The DOJ is engaged in a variety of law enforcement and legal services.
California Recovery Support Functions: The DOJ serves as a supporting agency
for the CA-RSF Economic, CA-RSF Health & Social Services, CA-RSF Housing and
CA-RSF Natural & Cultural Resources.
• CA-ESF 7 Resources: Provides staff to assist OAs in the identification of
deceased, injured, or missing persons.
• CA-ESF 13 Law Enforcement: Provides legal advice to law enforcement
agencies. Acts as counsel to the Governor, Cal OES, and other state
agencies on legal matters. Assists Cal OES with communications activities
and offers intelligence information and legal advice to authorized state
officers and employees. Provides staff and communications to law
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enforcement mutual aid operations, collects and analyzes criminal 6869
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intelligence information, and collaborates in locating terrorists and their
weapons. Provides legal guidance and state intelligence assistance
related to criminal activities and acts as liaison to the Federal Bureau of
Investigation. Collaborates and assesses the information on threats made
by terrorists who may have weapons of mass destruction. Assists in
gathering information to support litigation of a hazardous materials
incident. Collaborates with other agencies to collect and analyze the
information on threats made by terrorists who may have weapons of mass
destruction.
12.12. California Department of Veterans’ Affairs (CalVet)
CalVet works to serve California veterans and their families. CalVet operates
eight Veterans Homes and sponsors or is affiliated with five boards and
committees dedicated to veteran issues.
California Recovery Support Functions: The CalVet serves as a primary agency
for CA-RSF Health & Social Services and CA-RSF Housing.
• CA-ESF 6 Mass Care and Shelter: Provides mass care facilities, food, and
shelter to veterans and/or displaced veterans at departmental facilities.
• CA-ESF 8 Public Health and Medical: Provides limited medical staffing and
facilities. Receives and cares for veterans injured in a disaster at
department hospitals.
• CA-ESF 14 Recovery: Provides staff and financial assistance to CalVet loan
holders who are disaster survivors and in need of CalVet assistance at the
LACs and DRCs.
12.13. Fair Political Practices Commission (FPPC)
The Fair Political Practices Commission is a five-member independent,
non-partisan commission that has primary responsibility for the impartial and
effective administration of the Political Reform Act. The Act regulates campaign
financing, conflicts of interest, lobbying, and governmental ethics.
• CA-ESF 7 Resources: Provides legal counsel and assistance to the
Governor, Cal OES, and state agencies.
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12.14. Governor’s Office of Business & Economic Development 6900
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The Governor’s Office of Business and Economic Development (GO-Biz) serves
as California’s single point of contact for economic development and job
creation efforts. GO-Biz offers a range of services to business owners including
attraction, retention and expansion services, site selection, permit streamlining,
clearing of regulatory hurdles, small business assistance, international trade
development, and assistance with state government.
California Recovery Support Functions: The Go-Biz serves as the coordinating
agency for the CA-RSF Economic and as a supporting agency for the CA-RSF
Housing.
• CA-ESF 14 Recovery: Hosts annual disaster readiness workshops for small
businesses. Facilitates introductions to local and regional economic
development partners that could assist businesses after an emergency,
including small business development centers, economic development
corporations, and city economic development departments. Serves as
liaison with state economic and workforce development partner
organizations, including Employment Training Panel, EDD, and California
Workforce Investment Board.
• CA-ESF 15 Public Information: Coordinates interviews with the business
community. Works with local and regional partners, including small
business development centers and economic development corporations,
to support the accurate, coordinated, timely, and accessible transmission
of information to the California business community.
• CA-ESF 17 Volunteer and Donations Management: Works with local and
state partners, including EDD and regional economic development
organizations, to identify companies that can assist with volunteer
donations and management activities.
12.15. Governor’s Office of Emergency Services (Cal OES)
The California Governor’s Office of Emergency Services is responsible for the
overall coordination of state agencies regarding preparedness, mitigation,
response, and recovery to disasters. Cal OES oversees the state’s emergency
management system, homeland security and counter terrorism programs, and
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public safety communications for first responders. Cal OES is comprised of 26 6932
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divisions including the Seismic Safety Commission whose mission is to lower
earthquake risk to life and property. The Cal OES director serves as the
Governor’s Homeland Security Advisor and manages the STAS.
California Emergency Support Functions: Serves as the coordinating agency for
emergency activities related to CA-ESF 2 Communications, CA-ESF 4 Fire and
Rescue, CA-ESF 5 Emergency Management, CA-ESF 13 Law Enforcement,
CA-ESF 14 Recovery, CA-ESF 15 Public Information, and CA-ESF 18 Cybersecurity.
May assign primary and support roles to those branches or units within the office
with the authorities, capabilities, and resources necessary to meet emergency
needs.
California Recovery Support Functions: Serves as a supporting agency for all six
CA-RSFs.
• CA-ESF 1 Transportation: Facilitates coordination and communication with
CalSTA and Caltrans in the SOC.
• CA-ESF 2 Communications: Provides public safety communications assets
and assistance to support local, state, and federal partners by providing
resources to fill communications gaps for a variety of incidents. Acts as the
centralized point of contact for industry partners to coordinate cellular,
Voice over IP, and wireline communications status and liaise with industry
partners for resource needs and assistance during disaster and planned
events. Coordinates with Cal OES Public Safety Communications who
maintains and develops the public safety communications infrastructure
for Cal OES and California agencies such as Next Generation 9-1-1, 9-8-8
Crisis Lifeline, California Radio Interoperable System (CRIS), California
Public Safety Microwave Network (CAPSNET), and all public safety radio
towers and infrastructure.
• CA-ESF 3 Construction and Engineering: Coordinates the State Safety
Assessment Program (SAP). SAP utilizes volunteers and mutual aid
resources to provide professional engineers, architects, and certified
building inspectors to assist local governments in safety evaluations of their
built environment in the aftermath of a disaster.
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• CA-ESF 4 Fire and Rescue: Provides Fire Service Mutual Aid. Coordinates 6964
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fire service resources. The Fire and Rescue Branch coordinates the Urban
Search and Rescue (US&R) program.
• CA-ESF 5 Management: Coordinates the state emergency management
organization in compliance with SEMS, the ESA, relevant regulations, and
Executive Orders. Leads planning and intelligence gathering; plans the
mobilization and demobilization of personnel, equipment, and facilities;
and compiles records and data specific to an event from all sections of
the SOC or Cal OES Regions. Coordinates with FEMA, other federal
agencies, and the JFO.
• CA-ESF 6 Mass Care and Shelter: Supports the Mass Care and Shelter Task
Force with mass care, sheltering, emergency assistance, and human and
social services missions, and supports CDSS shelter preparedness planning
efforts. With CDSS, coordinates the State of California Emergency
Repatriation Plan.
• CA-ESF 7 Resources: Provides resources during the initial stages of
emergency response and coordinates with other state agencies on the
identification, acquisition, and distribution of resources. The Disaster
Logistics Program provides for a disaster logistics organization of two field
teams and a warehouse and distribution team to support the pre-
positioning of select all hazard commodities and materials for support
during the response and recovery stages of emergency management in
the state. Disaster logistics teams are managed in the Logistics Directorate
in direct support of the SOC and CA-ESF 7 and provide unique solutions to
logistics challenges during all stages of an emergency.
• CA-ESF 8 Public Health and Medical: Facilitates communication and
coordination between the SOC and the Medical Health Coordination
Center (MHCC) if activated. If not, facilitates communication and
coordination between the SOC and CalHHS, CDPH, and EMSA directly.
• CA-ESF 10 Hazardous Materials: Coordinates statewide implementation of
HAZMAT accident prevention and emergency response programs for all
types of HAZMAT incidents (including those arising from accidental and
intentional acts) and threats. Provides strategically located HAZMAT
response resources and helps coordinate mutual aid response to major
HAZMAT emergencies and disasters.
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The Fire/Rescue Branch Special Operations and Hazardous Materials 6999
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Section coordinates with state and local emergency managers for
technical assistance and for mutual aid including additional HAZMAT
response teams. For major HAZMAT releases or emergencies Cal OES helps
facilitate and coordinate the request for state and federal resources to
assist local government agencies conducting stabilization and mitigation
operations.
Cal OES is responsible for overseeing the Regional Railroad Accident
Preparedness and Immediate Response Force, including providing
regional and onsite response capabilities in the event of a release of
hazardous materials from a railcar or a railroad accident or disaster
involving railcars designated to transport hazardous material
commodities.
The Radiological Preparedness Unit maintains emergency plans and
coordinates with local, state, and federal agencies in the event of a
radiological incident or emergency. The programs include nuclear power
plants, radiological transportation, spill/release reporting, and the Navy
nuclear program.
• CA-ESF 12 Utilities: Coordinates with CEC and CUEA to manage utilities
issues during an emergency.
• CA-ESF 13 Law Enforcement: The Law Enforcement Branch coordinates
statewide law enforcement, wildland search and rescue, and coroner
mutual aid programs.
• CA-ESF 14 Recovery: Manages state disaster recovery programs,
providing PA and IA to local governments, state agencies, and the public.
The CDAA authorizes the Cal OES Director to administer a disaster
assistance program, which provides disaster-related state financial
assistance for some or all of the following: emergency protective
measures, debris removal, permanent restoration of public facilities and
infrastructure, and certain mitigation measures. CDAA is also available for
certain private nonprofit organizations for the extraordinary cost of
performing an essential community service at the request of an affected
local agency. In addition, CDAA cost shares with various federal partners,
including the FEMA, the Natural Resources Conservation Service (NRCS),
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and the Federal Highway Administration (FHWA). Coordinates with FEMA 7033
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on federal disaster assistance and oversees the CDRF.
• CA-ESF 15 Public Information: Lead department in support of public
information prior to, during, and following a disaster. Provides accessible
information to the public during emergencies through the media at its JIC
in Sacramento and through public information officers at the Cal OES
Regions. Works with other state agencies to ensure the JIS is providing
clear and accessible information.
• CA-ESF 17 Volunteer and Donations Management: Manages the
donations of goods and services as part of the IA Program and facilitates
corporate donations and financial contributions. The Office of Private
Sector and NGO Coordination manages the state’s donations
management program. The Office designs, coordinates, and implements
statewide outreach programs to foster relationships with businesses,
associations, companies, and universities, as well as nonprofit, non-
governmental, and philanthropic organizations.
• CA-ESF 18 Cybersecurity: Manages and operates the California
Cybersecurity Integration Center (Cal-CSIC), whose mission is to reduce
the likelihood and severity of cyber incidents that may significantly
compromise the security and resilience of California’s economy, critical
infrastructure, and information resources. Cal OES executes this mission
together with CDT, CHP, and CMD. Cal-CSIC is comprised of two key
components: (1) cyber threat analysis, and (2) dissemination and
coordination of incident response and recovery. Specifically, Cal-CSIC
coordinates the identification, prevention, or mitigation of cyber threats,
and coordinates response and recovery from significant cyber incidents.
Cal-CSIC coordinates the production of threat assessments for the state
and facilitates analysis and exchange of cyber threat information with all
affected organizations.
The California Cybersecurity Task Force is a statewide partnership
comprised of key stakeholders, subject matter experts, and cybersecurity
professionals from California's public sector, private industry, academia,
and law enforcement. The task force serves as an advisory body to senior
administration officials in matters related to cybersecurity.
12.15.1. Seismic Safety Commission (SSC)
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• CA-ESF 3 Construction and Engineering: Under the Existing Buildings and 7068
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New Buildings Initiatives of the California Earthquake Loss Reduction Plan,
the commission provides expertise in public information and seismic policy
analysis.
• CA-ESF 5 Emergency Management: Provides representatives for
interagency emergency planning, notification, operations, recovery,
mitigation, and public information. Under the California Earthquake Loss
Reduction Plan, the commission provides expertise in public information
and seismic policy analysis.
• CA-ESF 12 Utilities: Under the Utilities and Transportation Initiative of the
California Earthquake Loss Reduction Plan, the commission provides
expertise in public information and seismic policy analysis.
• CA-ESF 14 Recovery: Collects data through commission meetings for
recommendations for a speedy recovery. Provides analysis and
consolidation of damage reports. Under the Recovery Initiative of the
California Earthquake Loss Reduction Plan, the commission provides
expertise in public information and seismic policy analysis.
• CA-ESF 15 Public Information: Under the Emergency Response Initiative of
the California Earthquake Loss Reduction Plan, the commission provides
expertise in public information and seismic policy analysis.
12.16. Governor’s Office of Planning and Research (OPR)
The OPR serves as the state’s comprehensive planning department. The OPR
studies future research and planning needs, fosters goal-driven collaboration,
and delivers guidance to state partners and local communities, with a focus on
land use and community development, climate risk and resilience, and
transitioning to a carbon-neutral economy.
California Emergency Support Functions: The OPR serves as the coordinating
agency for emergency activities related to CA-ESF 17 Volunteer and Donations
Management. The OPR may assign primary and support roles to those
departments within the office that have the authorities, capabilities, and
resources necessary to meet emergency needs.
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California Recovery Support Functions: The OPR serves as the coordinating 7099
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agency for the CA-RSF Community Planning & Capacity Building, a primary
agency for CA-RSF Natural & Cultural Resources, and as a supporting agency
for the CA-RSF Economic and CA-RSF Infrastructure.
• CA-ESF 14 Recovery: Offers technical assistance to local governments
regarding land use, planning policy analyses, and policy development to
assist with recovery and mitigation. Provides legislative analysis and
bilingual personnel.
12.16.1. California Volunteers (CalVolunteers)
California Emergency Support Functions: Serves as the primary for emergency
activities related to CA-ESF 17 Volunteer and Donations Management. Assigns
support roles to those state agencies and departments with the authorities,
capabilities, and resources necessary to meet emergency needs.
• CA-ESF 3 Construction and Engineering: Identifies and connects
personnel, teams, and/or equipment to clear debris and stabilize hillsides.
Assists with the restoration of facilities damaged by disasters by providing
non-technical labor support.
• CA-ESF 6 Mass Care and Shelter: Supports family services agencies,
engages CA-ESF partner agencies, and works with Cal OES regarding
VOAD personnel to assist in response activities.
• CA-ESF 10 Hazardous Materials: Supports the Office of Spill Prevention and
Response in the coordination of volunteer resources for oil spills.
• CA-ESF 17 Volunteer and Donations Management: Coordinates volunteer
activities related to disaster response and recovery, including necessary
training, equipment, and transportation provisions. Coordinates monetary
and in-kind donations during times of disaster in cooperation with Cal OES.
Supports family services agencies, engages CA-ESF 17 partner agencies,
and works with Cal OES related to VOAD personnel to assist in response
activities.
• CA-RSF Community Planning & Capacity Building: Primary Department.
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12.17. California Labor and Workforce Development Agency (LWDA) 7131
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During an emergency, LWDA can call upon its nine departments and boards for
personnel and resources to address issues related to industrial and labor
services. With a cumulative budget of $14.7 billion and approximately 11,700
employees, LWDA serve California workers and businesses by improving access
to employment and training programs, enforcing California labor laws to protect
workers and create an even playing field for employers, and administering
benefits that include workers’ compensation, unemployment insurance,
disability insurance and paid family leave.
California Recovery Support Functions: The LWDA serves as a primary agency for
the CA-RSF Community Planning & Capacity Building and as a supporting
agency for the CA-RSF Economic.
12.17.1. Agricultural Labor Relations Board (ALRB)
• CA-ESF 7 Resources: Provides bilingual staff (Spanish) with interviewing
and investigative skills for translation services.
• CA-RSF Economic: Primary Department.
12.17.2. Department of Industrial Relations (DIR)
• CA-ESF 3 Construction and Engineering: Inspects and reports damage to
elevators and related conveyances. Provides technical expertise in
construction and demolition safety, chemical and hazardous material
exposures, and personal protective equipment selection and use.
• CA-ESF 8 Public Health and Medical: Provides the technical expertise of
industrial hygienists and safety engineers and assures emergency
response workers are protected from potential exposures to hazardous
materials and operations follow safety regulations.
• CA-ESF 10 Hazardous Materials: Provides technical expertise in chemical
and hazardous material exposures, personal protective equipment
selection and use, and exposure assessments for emergency response
workers. Provides the technical expertise of industrial hygienists and safety
engineers and assures emergency response workers are protected from
potential exposures to hazardous materials and adhere to safety
regulations. Maintains a list of Division of Occupational Safety and Health
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certified asbestos consultants and registered asbestos contractors who 7163
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can oversee and carry-out the proper removal of asbestos to ensure all
health precautions are followed. Provides advice on workers’
compensation claims.
• CA-RSF Economic: Supporting Department.
• CA-RSF Health & Social Services: Supporting Department.
• CA-RSF Infrastructure: Supporting Department.
12.17.3. Employment Development Department (EDD)
• CA-ESF 7 Resources: Provides Unemployment Insurance, Disability
Insurance, and employer assistance related to disasters. Can identify
potential personnel resource pools, enlist personnel, and determine
personnel shortages. Provides job search assistance, online job listings,
workshops, information on wages and trends, and other employment and
training services at local America’s Job Center of California. May provide
limited skilled staff in emergency management, personnel screening,
processing, acquisition, contracting, IT, procurement, facilities
management, legal, public relations, and labor relations.
• CA-ESF 11 Food & Agriculture: Supports the federal H-2A Temporary
Agricultural Program (agricultural workers) by providing assistance and
outreach to agriculture employers and laborers impacted by an
emergency or disaster.
• CA-ESF 13 Law Enforcement: May provide limited peace officer staff and
special investigators with peace officers status.
• CA-ESF 14 Recovery: Confers with federal and state emergency resource
officials to provide workforce data. Provides Disaster Unemployment
Insurance to qualified claimants. Services benefit claimants directly at
Cal OES operated LACs and FEMA operated DRCs when called upon by
Cal OES IA following a major disaster.
• CA-RSF Economic: Primary Department.
• CA-RSF Community Planning & Capacity Building: Supporting
Department.
• CA-RSF Health & Social Services: Supporting Department.
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12.18. California Lottery (CALottery) 7195
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The California Lottery is a self-supporting state agency funded entirely by
revenues generated through Lottery games sales. The agency is overseen by
the Lottery Commission which consists of up to five appointed members. The
Lottery’s mission is to provide a maximum amount of net revenues as
supplemental funding for California’s public schools and colleges through the
sale of lottery products.
To the extent allowed by the Lottery Act in Government Code, Section 8880 et
seq., and where Lottery operations are not limited or disrupted, the Lottery will
support CA-ESF 5 Management and the following CA-ESFs:
• CA-ESF 7 Resources: May provide limited number of specialized staff such
as peace officers and bilingual staff, based upon availability and to the
extent that the Lottery’s operations and mission to provide supplemental
funding to public education is not limited. The Lottery may provide office
space, administrative supplies, vehicles, and open space for the staging
of personnel, equipment, or vehicles.
• CA-ESF 15 Public Information: The Lottery can provide a link on the
Lottery’s public website to redirect users to the Cal OES website and can
also leverage owned media platforms (e.g., social media) to provide links
to the Cal OES website and any related emergency messages.
12.19. California Military Department (CMD)
The California Military Department is led by The Adjutant General who reports to
the governor. The CMD is comprised of the California Army National Guard, the
California Air National Guard, the California State Guard, and the California
Youth and Community Programs. The CMD administers the department’s
programs, systems, and training centers to organize, train, and equip
approximately 18,000 members of the California National Guard.
California Recovery Support Functions: The CMD serves as a supporting agency
for the CA-RSF Infrastructure.
• CA-ESF 1 Transportation: Provide portable ribbon bridge systems and
equipment.
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• CA-ESF 2 Communications: Deploys Incident Commander’s Command, 7226
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Control, Communications, and Computers Unit (IC4U). Provides incident
commanders with interoperable communications equipment and
technical support personnel.
• CA-ESF 3 Construction and Engineering: Can assist with debris clearance
from essential government and military facilities, roadways, and bridges,
and advise Cal OES on the use of military equipment and supplies to
support these activities.
• CA-ESF 4 Fire and Rescue: Assists with air and land capabilities in wildland
and forest fire suppression and fuel reduction crews under CAL FIRE
supervision. Assists civil authorities to protect life and property from
wildland fires. Provides both rotary and fixed wing aircraft for fire
suppression and infrared imagery. Provides trained search and rescue
teams, fuel reduction teams, and firefighting hand crews.
• CA-ESF 5 Management: Provides Cal OES with a Military Resource Advisory
Group (MRAG) which serves as a clearinghouse for the tiered-
management of Military Support to Civilian Authorities (state
military)/Defense Support to Civilian Authorities (state, regional, and
federal military). Facilitates coordination and economy of effort within the
National Guard and US Department of Defense/military community to
augment emergency response.
• CA-ESF 6 Mass Care and Shelter: Provides limited mass care facilities,
along with limited all weather shelter space throughout California at
California National Guard (CNG) armories.
• CA-ESF 7 Resources: Provide limited Incident Aerial Assessment and
Awareness (IAA) of disaster areas. Provides personnel for warehouse
distribution management, state staging area management, and other
staffing needs. Provide both ground and air transportation assets to
transport personnel and cargo. Specialized materials handling
equipment, along with off-road and high-water mass transport
capabilities are also available. Can provide convoy support centers for
military and partner agencies, provide bulk fuel draw and partner agency
distribution fuel points, and set-up roadblocks and traffic control points.
• CA-ESF 8 Public Health and Medical: Assists in patient movement and
evacuation including air medical evacuation. In coordination with EMSA,
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assists with managing casualty evacuation from hospitals and casualty 7261
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collection points. Also provides water purification teams and water
distribution.
• CA-ESF 10 Hazardous Materials: Can develop and maintain plans for
radiological protection information. Develops radiological protection
plans and procedures. Deploys Civil Support Teams (CST) with robust
Weapons of Mass Destruction characterization, modeling, and reach-
back capabilities to national laboratories. Makes CST’s mobile laboratories
available. Assists with mass decontamination with Chemical, Biological,
Radiological, Nuclear, and High Yield Explosives Enhanced Reaction
Force Package (CERFP).
• CA-ESF 13 Law Enforcement: Provides military police personnel in support
of law enforcement mutual aid, air transportation, rotary wing aircraft,
and other unique capabilities. Provides technical advice for Explosive
Ordnance Disposal. Assists with evacuating victims or threatened
populations and provides transportation (land and air).
• CA-ESF 18 Cyber Security: Responds and aids recovery of cyber incidents
that may significantly compromise the security and resilience of
California’s critical infrastructure and information resources. Performs
information security assessments, cyber threat analysis and incident
response, and cyber recovery operations.
12.20. Office of the Inspector General (OIG)
The Office of the Inspector General (OIG) safeguards the integrity of the state’s
correctional system by providing oversight and transparency through
monitoring, reporting, and recommending improvements to CDCR. The OIG is
also responsible for contemporaneous oversight of the internal affairs
investigations and the disciplinary process of CDCR.
• CA-ESF 7 Resources: Provides specialized staff for legal counsel and
assistance.
12.21. California Public Utilities Commission (CPUC)
The CPUC regulates investor-owned electric, natural gas, telecommunications,
water, railroad, rail transit, and passenger transportation companies.
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The CPUC’s mission is to protect consumers and ensure the provision of safe, 7293
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reliable utility service and infrastructure at reasonable rates.
California Recovery Support Functions: The CPUC serves as a primary agency for
the CA-RSF Infrastructure, and as a supporting agency for the CA-RSF Health
and Social Services and CA-RSF Natural and Cultural Resources.
• CA-ESF 1 Transportation: Evaluates transportation emergency
preparedness and ensures that regulated transportation companies
develop emergency plans that are complete and kept current. Inspects
rail track to verify it is safe for use and provide advice to Cal OES on
railroad technical transportation matters, information on railroad status,
and help coordinate CPUC-regulated transportation resources and
services, as needed. Provides lists of commercial and private transport
providers.
• CA-ESF 12 Utilities: Requires investor-owned utility (IOU) companies to
develop all-hazard emergency plans. Provides lists of utility offices and
contacts, oversees the activities of investor-owned natural gas and
electric utilities, and provides safety and other engineers as well as public
information staff to assist in recovery efforts. Reviews major outages
affecting 10 percent or more of customers, identifies ways to prevent
major transmission outages and establishes physical security regulation for
utilities systems throughout California. Responsible for ensuring investor-
owned water utilities deliver clean, safe, and reliable water to their
customers.
12.22. California State Board of Equalization (BOE)
The BOE was established under the California Constitution to regulate county
assessment practices, equalize county assessment ratios, and assess properties
of intercounty railroads and public utilities. In subsequent constitutional and
statutory amendments, the board is directed to administer tax, fee, and
appellate programs to support state and local government. The BOE focuses on
property tax, alcoholic beverage tax, and tax on insurers. It also acts as the
appellate body for corporate franchise and personal income tax appeals.
California Recovery Support Functions: The BOE serves as a supporting agency
for the CA-RSF Economic.
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• CA-ESF 14 Recovery: Provides advice and assistance to business and 7326
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property owners in obtaining emergency tax relief for disaster losses.
12.23. California State Transportation Agency (CalSTA)
The CalSTA coordinates the policies and programs of the state transportation
entities to achieve the state’s mobility, safety, and air quality objectives of the
transportation system. During an emergency, the agency can call upon its
personnel and resources to address issues related to transportation, public
safety, and support interagency aviation coordination.
California Emergency Support Functions: The CalSTA serves as the coordinating
agency for emergency activities related to CA-ESF 1 Transportation. The CalSTA
may assign primary and support roles to those departments within the agency
that have the authorities, capabilities, and resources necessary to meet
emergency needs.
California Recovery Support Functions: The CalSTA serves as the coordinating
agency for CA-RSF Infrastructure and as a primary agency for the CA-RSF
Community Planning & Capacity Building.
12.23.1. California Highway Patrol (CHP)
• CA-ESF 1 Transportation: Secures routes, regulates traffic flow, and
enforces safety standards for evacuation and re-entry into evacuated
areas in coordination with local agencies. Coordinates interstate highway
movement on regulated routes with adjoining states. Establishes highway
safety regulations consistent with location, type, and extent of emergency
conditions. Supports Caltrans with traffic route re-establishment,
emergency traffic regulation, and control procedures as required.
• CA-ESF 8 Public Health and Medical: Provides helicopters classified as EMS
Air Rescue aircraft, which include advanced life support and basic life
support capability.
• CA-ESF 10 Hazardous Materials: Responsible for incident command of
hazardous materials or explosive device incidents on state-owned or
state-leased facilities, state freeways, state-owned bridges, and highways
in unincorporated areas. Assists with hazardous materials incidents
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263
occurring within cities upon request. Tracks radiological materials incident 7357
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data.
• CA-ESF 13 Law Enforcement: Assists state agencies with the development
and implementation of employee and facility protection plans. Assists
local jurisdictions to maintain law and order and implements emergency
traffic regulation and control procedures in coordination with local
agencies. Assists local law enforcement agencies with establishing
evacuation routes and assists with the evacuation process as requested.
Enforces highway safety regulations and provides security for the SOC
and other state facilities. Coordinates with federal security agencies for
the transportation of federally provided pharmaceuticals and medical
supplies within or through the state. May provide escort and on-site
security for other deployed state medical assets, including public health
and medical personnel in the field and mobile field hospitals upon
request. Provides information to state agencies related to terrorism.
Provides information regarding the status of state transportation routes.
Provides mutual aid to local jurisdictions upon request for assistance.
• CA-ESF 18 Cybersecurity: Investigates computer/cyber-crimes involving
state agencies. Serves as the lead agency for any threat response
activities consisting of criminal investigation and evidence preservation of
all reported crimes involving state computer and computer-related assets.
Coordinates investigative efforts with federal, state, and local law
enforcement partners and for operational issues with the Cal-CISC and
CDT. Coordinates information sharing directly with responding agencies
and work to protect assets, mitigate vulnerabilities, reduce impacts of,
and recover from cyber incidents. Disseminates appropriate information
identified during investigations that may pose risks or vulnerabilities to state
agencies through the Cal-CISC.
• CA-RSF Infrastructure: Supporting Department.
12.23.2. California Department of Motor Vehicles (DMV)
• CA-ESF 7 Resources: Works with state agencies to develop procedures for
issuing identification to registered disaster service workers.
• CA-ESF 13 Law Enforcement: May provide law enforcement personnel.
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264
• CA-ESF 14 Recovery: Assists with vehicle identification and emergency 7390
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licensing.
• CA-RSF Economic: Supporting Department.
12.23.3. California Department of Transportation (Caltrans)
• CA-ESF 1 Transportation: Caltrans is the primary agency for this Emergency
Support Function. Provides assessments of multimodal transportation
infrastructure systems. Coordinates with rail, transit, aviation, and maritime
partners on damage assessments within those sectors. Operates as liaison
with USDOT and their administrations regarding the status of transportation
systems. Provides transportation policies and guidance as needed.
Coordinates state agency plans, procedures, and preparations for route
recovery, traffic regulation, and interagency aviation support. Supports
CA-ESF 13 in routing and directing evacuation movements. Leads the
development of route planning with other transportation partners for the
delivery of necessary personnel and supplies within impacted areas.
Prepares road information messaging and displays. Assists CHP and local
traffic agencies with traffic controls, signage, and staff at key roadblocks.
Assumes lead role for aviation coordination activities. This includes air
space management over the incident area and aviation mission task
deconflictions between responding agencies.
• CA-ESF 3 Construction and Engineering: Assists DGS with contacting
construction material manufacturers, wholesalers, and general
contractors having construction-related equipment for use in emergency
operations. Provides engineering expertise and other technical assistance
and service to support local public work agencies, Cal OES, other state
and local government agencies, and tribal nations. Provides engineering
expertise, access to utilities within structures and facilities in state right-of-
way. Provides funding assistance to local agencies for remedying
structural seismic design deficiencies of public bridges on local streets and
roads in California through the statewide Seismic Safety Retrofit Program.
Provides situational awareness to responders within 10 to 15 minutes
following an earthquake through ShakeCast.
• CA-ESF 4 Fire and Rescue: Supports the fire-fighting efforts, either directly
in the field through lane closures, or through mission tasking from Cal OES.
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265
• CA-ESF 10 Hazardous Materials: Restores contaminated highways and 7424
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other transportation facilities under departmental jurisdiction.
• CA-ESF 13 Law Enforcement: Supports CHP with traffic control.
• CA-RSF Economic: Primary Department.
• CA-RSF Community Planning & Capacity Building: Supporting
Department.
• CA-RSF Economic: Supporting Department.
• CA-RSF Housing: Supporting Department.
• CA-RSF Natural & Cultural Resources: Supporting Department.
12.24. Board of Governors, California Community College
The California Community Colleges is guided by a process of participatory
governance. The Board of Governors of the California Community Colleges sets
policy and provides guidance for the 73 districts and 116 colleges that
constitute the system. Board members are appointed by the governor and
formally interact with state and federal officials and other state organizations.
• CA-ESF 6 Mass Care and Shelter: Organizes education/college facilities
related to emergency medical services and emergency welfare services.
Provides housing for first responders and displaced persons if requested.
• CA-ESF 7 Resources: Provides emergency teams, facilities planners, and
information technology (IT) personnel, and foreign language instructors.
• CA-ESF 8 Public Health and Medical: Coordinates education/college
facilities to support emergency medical services and emergency welfare
services. Directs districts and colleges to utilize facilities, transportation
options, miscellaneous supplies, and equipment during emergencies and
supports emergency medical services and emergency welfare services.
12.25. University Systems
The University of California (UC) and California State University (CSU) are the two
statewide university systems that are each overseen by independent governing
boards. The UC system consists of 10 campuses and five major medical centers.
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266
UC campuses are generally clustered in the greater San Francisco Bay Area, 7453
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Central Valley, and in Southern California.
The CSU system has 23 campuses covering the entire state from Humboldt
County to San Diego County. Both UC and CSU are highly decentralized systems
whose campuses function independently.
California Recovery Support Functions: The Trustees of the CSU serve as a
supporting agency for the CA-RSF Housing. The UC Board of Regents serves as a
supporting agency for the CA-RSF Community Planning & Capacity Building and
CA-RSF Housing.
• CA-ESF 4 Fire and Rescue: The UC operates one full-time fire department
at UC Davis.
• CA-ESF 6 Mass Care and Shelter: Organizes education/college facilities
related to emergency medical services and emergency welfare services.
Provides housing for first responders and displaced persons if requested.
• CA-ESF 13 Law Enforcement: All UC and CSU campuses have fully sworn
police departments. Provides law enforcement mutual aid if requested.
•
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267
13. Plan Administration 7470
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13.1. Plan Development and Maintenance
The SEP is developed under the authority conveyed to the Governor in
accordance with the ESA. The Cal OES Planning and Preparedness Branch is
charged with keeping the plan current and reviewing the SEP, supporting
annexes, and supporting plans on a five-year cycle (Government Code, Section
8570.4).
The 2023 SEP was developed using Cal OES planning staff as the core of the SEP
collaborative planning team. A project charter was prepared establishing the
project as an update to the 2017 plan. A public review strategy was also
prepared using a broad approach to whole community planning. Stakeholders
to the planning process centered on the public, community based
organizations, including underserved and access and functional needs
communities, the private and nonprofit sectors, and local, tribal, state, and
federal partners.
The public review strategy included public messaging (radio public service
announcements, press releases, social media, and video blogs), presentations
to local governments, emergency partners, and underserved groups. A user
friendly on-line comment process provided access to the 2023 SEP Coordinating
Draft for all interested parties.
The SEP review and development process followed this general sequence:
• An internal review of the 2017 SEP by all 26 Cal OES branches was
conducted. Planning team members met with branch staff upon request.
Comments were collected and recorded.
• State agency partners were asked to review the 2017 plan and provide
comments or updates. Planning team members met with agency staff
upon request. State agency comments were collected, tracked and
adjudicated. These comments, along with the Cal OES internal
comments, were used to develop the 2023 SEP Coordinating Draft.
• The 2023 SEP Coordinating Draft was circulated for a 45-day public review
and comment period. Public comments were reviewed, organized and
State of California
Draft State Emergency Plan
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adjudicated, and based on their appropriateness, used to develop the 7501
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2023 Draft SEP. Comments not appropriate for the plan but having
relevance to other state agencies were sent to the appropriate agency
for review and action as needed.
• Following Cal OES executive review, the 2023 Draft SEP was forwarded to
the Governor’s Office for review and comment. Upon completion of the
review the 2023 SEP was signed and promulgated by the Governor.
In between update cycles, the Cal OES Planning Division maintains a list of new
laws and regulations that affect the emergency management system and
tracks the recommendations of AARs that create or amend policies and
procedures for incorporation into the next update of the plan. When necessary,
planning staff may incorporate minor edits to the SEP and record the change in
the document change log. The SEP update process typically starts a minimum of
18 months prior to the expiration of the current plan.
13.2. Administrative Practices
Standard administrative and financial procedures are an important part of
tracking funding and resources used in response and recovery activities. Proper
cost accounting is essential for any reimbursement provided through disaster
assistance programs. Emergency response agencies should develop and
integrate administrative and financial procedures into their standard operating
procedures (SOP). All financial management officials should follow SEMS
Guidelines to be eligible for reimbursement and must follow the administrative
practices required by state law.
The SEMS Guidelines regarding administrative and financial practices can be
found in the Local Government Finance/Administration Function Specific
Handbook and the Operational Area Finance/Administration Function Specific
Handbook along with other SEMS documents on the Cal OES Standardized
Emergency Management System webpage.
13.3. Implementation and Standard Operating Procedures
Included in the SEP are signed letters from the Governor and the Director of
Cal OES that promulgate the plan and request all political subdivisions of the
state and the people of the State of California implement and carry out the
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provisions of the plan. The SEP shall be in effect in each political subdivision of 7533
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the state. It is intended to be used in conjunction with city, county, OA, and
state agency/department plans and associated SOPs that are integrated into
and coordinated with the SEP (Government Code, Sections 8568-8569).
The SEP is functionally implemented through the Standardized Emergency
Management System codified in the California Code of Regulations (CCR). The
State of California Emergency Plan is a living document that will be kept current,
considering all disasters that may affect or change the state’s approach to
emergency management. Subsequent plans and procedures developed in
support of this statewide plan will be incorporated by reference and maintained
separately from this document.
Standard operating procedures can include legal authorities, statement of
purpose, and a detailed list of preferred actions and contingencies based on a
set of assumed circumstances. SOPs should also provide sufficient context and
background information to facilitate carrying out actions under conditions not
anticipated in the SOP. In these cases, procedures may need to be suspended
or altered to be made operational, but changes should be carefully considered,
and potential consequences projected realistically.
13.4. Essential Records Retention
Administrative records should be maintained before, during, and after an
emergency. Before an emergency, training and forms should be provided,
including procedures for potential response organization. During an emergency,
pre-identified and incident-related documentation may be collected by the
Documentation Unit for the field and EOC (e.g., documents on personnel
activities, equipment use, and expenditures). When possible, cost recovery
records should be pre-identified and collected throughout the emergency to
avoid any missing information. After an emergency, all records should be
protected and maintained for audits, cost recovery, and after action reporting.
13.5. After Action Reports and Corrective Actions
SEMS regulations require Cal OES, in cooperation with involved state and local
government agencies, to complete an AAR for each Governor proclaimed
state of emergency. After an incident or state of emergency proclamation, an
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AAR must be completed within 180 days. Furthermore, SEMS regulations under 7565
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CCR, Title 19, Section 2450(a), require any federal, state, or local jurisdiction
proclaiming or responding to a local emergency for which the Governor has
proclaimed a state of emergency or state of war emergency shall complete
and transmit an AAR to Cal OES within 90 days of the close of the emergency
period (California Code of Regulation, Title 19).
AARs should identify areas of improvement, recommend corrective measures,
and be used to develop new training and plans based on the updated
procedures. Jurisdictions are encouraged to identify issues and corrective
actions from their response and recovery effort, as well as from exercises and
training. Corrective actions could range from small recommendations for
improving agency plans and procedures to a detailed list of system-wide
improvements. These recommendations are then assigned to relevant
stakeholders and tracked to ensure the identified improvements have been
addressed.
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14. Attachments 7580
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Below is a list of attachments referenced in the plan:
14.1 Authorities and References
14.2 Attachment B – Acronyms and Abbreviations
14.3 Glossary
14.4 List of Regulatory Milestones
14.5 CA-ESF and CA-RSF Crosswalk
14.6 List of Annexes to the State Emergency Plan
14.7 California Warning System
14.8 End Notes
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7590
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14.1. Authorities and References 7592
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California Emergency Services Act
California Disaster Assistance Act
California Code of Regulations, Title 19
Emergency Management Assistance Compact
1951 Interstate Civil Defense and Disaster Compact
California Disaster and Civil Defense Master Mutual Aid Agreement
Standardized Emergency Management System Guidelines
Standardized Emergency Management System Training
Governor's Executive Order W-9-91
Governor’s Executive Order S-19-06
Administrative Orders (prepared under the authority of the Governor's Executive
Order W-9-91)
Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended
National Incident Management System
National Response Framework
National Disaster Recovery Framework
California Disaster Recovery Framework
Code of Federal Regulations Title 44
California Enhanced State Multi-Hazard Mitigation Plan
California Catastrophic Incident Base Plan: Concept of Operations
Bay Area Earthquake Plan
Southern California Catastrophic Earthquake Response Plan
California Cascadia Subduction Zone Earthquake and Tsunami Response Plan
Northern California Catastrophic Flood Response Plan
California Adaptation Planning Guide, June 2020
FEMA Comprehensive Preparedness Guide 101, Version 3.0
Extreme Temperature Response Plan, 2022
Presidential Disaster Declaration Requests Development Guide, 2022
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14.2. Acronyms and Abbreviations 7623
Acronym Definition
AA Administering Agency
AAA Area Agencies on Aging
AAR After Action Report
ABC California Department of Alcoholic Beverage Control
ACG Air Coordination Group
ADA Americans with Disabilities Act
AED Automated External Defibrillator
AFN Access and Functional Needs
AFO Area Field Office
AG Agriculture
AKDN Aga Khan Development Network
ALRB California Agricultural Labor Relations Board
AO Administrative Order
AP Action Plan
ARB Air Resources Board
ARC American Red Cross
AREP Agency Representative
ASL American Sign Language
AST Ambulance Strike Team
ATV All-Terrain Vehicle
BCDC San Francisco Bay Conservation and Development
Commission
BCSHA California Business, Consumer Services and Housing Agency
BOE California State Board of Equalization
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Acronym Definition
BRAC Base Realignment and Closure
BRIC Building Resilient Infrastructures and Communities
CA-ESF California Emergency Support Function
CAHAN California Health Alert Network
CAISO California Independent System Operator
CAL FIRE California Department of Forestry and Fire Protection
Cal OES California Governor’s Office of Emergency Services
Cal-CSIC California Cybersecurity Integration Center
CalEOC California Emergency Operations Center
CalEPA California Environmental Protection Agency
CalHFA California Housing and Finance Agency
CalHHS California Health and Human Services Agency
CalHR California Department of Human Resources
Cal IFOG California Interoperable Field Operations Guide
CALottery California State Lottery
CalPERS California Public Employee Retirement System
CalPreP California Preparedness Portal
CalRecycle California Department of Resources Recycling and
Recovery
CalSTA California State Transportation Agency
Caltrans California Department of Transportation
CalVCB California Victims Compensation Board
CalVet California Department of Veteran’s Affairs
CalVolunteers California Volunteers
CALWAS California Warning System
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Acronym Definition
CAP Corrective Action Planning
CAPSNET California Public Safety Microwave Network
CARES California Animal Response Emergency System
CBO Community Based Organization
CBRNE Chemical, Biological, Radiological, Nuclear, and Explosive
CCC California Conservation Corps
CCR California Code of Regulations
CCSS California Comprehensive School Security
CDA California Department of Aging
CDAA California Disaster Assistance Act
CDC Centers for Disease Control and Prevention
CDCR California Department of Corrections and Rehabilitation
CDE California Department of Education
CDFA California Department of Food and Agriculture
CDFW California Department of Fish and Wildlife
CDI California Department of Insurance
CDPH California Department of Public Health
CDRF California Disaster Recovery Framework
CDSS California Department of Social Services
CDT California Department of Technology
CEQA California Environmental Quality Act
CERFP CBRNE (Chemical, Biological, Radiological, Nuclear, and
Explosive) Enhanced Response Force Package
CERT Community Emergency Response Team
CFATS Chemical Facility Anti-Terrorism Standards
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Acronym Definition
CFR Code of Federal Regulations
CEC California Energy Commission
CESA California Emergency Services Act
CHCSGP California Health Center Security Grant Program
CHIP Children’s Health Insurance Program
CHP California Highway Patrol
CHRIS California Historic Resource Information System
CI Critical Infrastructure
CIP Critical Infrastructure Protection
CISN California Integrated Seismic Network
CLEMARS California Law Enforcement Mutual Aid Radio System
CLERS California Law Enforcement Radio System
CLETS California Law Enforcement Telecommunications System
CMD California Military Department
CMSC California Maritime Security Council
CNG California National Guard
CNRA California Natural Resources Agency
COG Continuity of Government
CONOPS Concept of Operations
COOP Continuity of Operations
COVID-19 Coronavirus Disease 2019
CPCB Community Planning and Capacity Building
CPG Comprehensive Preparedness Guide
CPR Cardiopulmonary Resuscitation
CPUC California Public Utilities Commission
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Acronym Definition
CSA Coordinating State Agency
CSD California Department of Community Services and
Development
CST Civil Support Team
CSTI California Specialized Training Institute
CSU California State University
CSWC California State Warning Center
CTC California Transportation Commission
CUEA California Utilities Emergency Association
CUPA Certified Unified Program Agencies
CVC California Vaccination Campaign
CVET California Veterinary Emergency Team
DAA Disaster Assistance Act
DCA California Department of Consumer Affairs
DCMP Disaster Case Management Program
DCSS California Department of Child Support Services
DDS California Department of Developmental Services
DDW Division of Drinking Water
DFEH California Department of Fair and Housing Employment
DFPI California Department of Financial Protection and
Innovation
DFRR Disaster Financial Recovery and Reconciliation
DGS California Department of General Services
DHCS California Department of Health Care Services
DHS U.S. Department of Homeland Security
DHV Disaster Healthcare Volunteer
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Acronym Definition
DINS Damage Inspection Specialist
DIR California Department of Industrial Relations
DMHC California Department of Managed Health Care
DMV California Department of Motor Vehicles
DOC Department Operations Center
DOD U.S. Department of Defense
DOF California Department of Finance
DOJ California Department of Justice
DOR California Department of Rehabilitation
DPR California Department of Pesticide Regulation
DRC Disaster Recovery Center
DROC Debris Removal Operations Center
DRRA Disaster Recovery Reform Act
DSCA Defense Support Civil Authority
DSH California Department of State Hospitals
DSOD Division of Safety of Dams
DTFA California Department of Tax and Fee Administration
DTSC California Department of Toxic Substances Control
DVE Domestic Violent Extremist
DWR California Department of Water Resources
EAS Emergency Alert System
EAP Emergency Action Plans
EDD California Employment Development Department
EEI Essential Elements of Information
EFAP Emergency Food Assistance Program
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Acronym Definition
EFLEA Emergency Federal Law Enforcement Assistance Act
EM Emergency Management
EMAC Emergency Management Assistance Compact
EMI Emergency Management Institute
EMMA Emergency Management Mutual Aid
EMP Electromagnetic Pulse
EMPG Emergency Management Performance Grant
EMSA Emergency Medical Services Authority
EMSU Emergency Management Systems Unit
EN Environment
EO Executive Order
EOC Emergency Operations Center
EOM Emergency Operations Manual
EOP Emergency Operations Plan
EPP Environmental Protection Plan
ERD Emergency Resource Directory
ESA California Emergency Services Act
ESF Emergency Support Function
FAA Federal Aviation Administration
FAST Functional Assessment Service Team
FBI Federal Bureau of Investigation
FCD Federal Continuity Directive
FCO Federal Coordinating Officer
FE Functional Exercise
FEB Financial, Economic, and Business
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Acronym Definition
Fed-ESF Federal Emergency Support Function
FEMA Federal Emergency Management Agency
FHWA Federal Highway Administration
FIRESCOPE Firefighting Resources of California Organized for Potential
Emergencies
FIRM Flood Insurance Rate Map
FMA Flood Mitigation Assistance
FMAG Fire Management Assistance Grant Program
FOC Flood Operations Center
FPPC Fair Political Practices Commission
FSE Full Scale Exercise
FTB California Franchise Tax Board
FTO Foreign Terrorist Organizations
GDP Gross Domestic Product
GIS Geographical Information System
GL Government Leadership
GOAR Governor’s Office Action Request
GO-Biz California Governor’s Office of Business and Economic
Development
GovOps California Government Operations Agency
HAZMAT Hazardous Materials
HCAI Department of Health Access and Information
HCD California Department of Housing and Community
Development
HHPD High Hazard Dam Program
HMA Hazard Mitigation Assistance
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Acronym Definition
HMGP Hazard Mitigation Grant Program
HRF Homeland Response Force
HSEEP Homeland Security Exercise and Evaluation Program
HSGP Homeland Security Grant Program
HSS Health and Social Services
HVE Homegrown Violent Extremist
IA Individual Assistance
IAA Incident Aerial Assessment and Awareness
IAP Incident Action Plan
IC Incident Commander
IC Information Collection
IC4U Incident Commander’s Command, Control,
Communications, and Computers Unit
ICP Incident Command Post
ICS Incident Command System
IDAT Insurance Disaster Assessment Team
IDE Initial Damage Estimate
IHP Individuals and Households Program
ILC Independent Living Center
IMAT Incident Management Assistance Team
IMT Incident Management Team
IOF Initial Operating Facility
IOU Investor-Owned Utilities
IP Improvement Plan
IPAWS Integrated Public Alert and Warning System
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Acronym Definition
IPP Integrated Preparedness Plan
IPPW Integrated Preparedness Planning Workshop
IRC Interagency Recovery Coordination
ISIS Islamic State in Iraq and ash-Sham
IST Incident Support Team
IT Information Technology
ITC Information Technology/Communication
JFO Joint Field Office
JIC Joint Information Center
JIS Joint Information System
JRIC Joint Regional Intelligence Center
L&C Licensing and Certification
LAC Local Assistance Center
LEA Local Enforcement Agency
LEMSA Local Emergency Medical Services Agency
LHMP Local Hazard Mitigation Planning
LWDA California Labor and Workforce Development Agency
MAA Mutual Aid Agreements
MAC Multiagency Coordination
MAC Group Multiagency Coordination Group
MACS Multiagency Coordination System
MARAC Mutual Aid Regional Advisory Committee
MCSTF Mass Care and Shelter Task Force
MH Medical Health
MHCC Medical Health Coordination Center
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Acronym Definition
MHOAC Medical Health Operational Area Coordinator
MMAA California Disaster and Civil Defense Master Mutual Aid
Agreement
MOA Memorandum of Agreement
MOU Memorandum of Understanding
MPA Marine Protection Area
MRAG Military Resource Advisory Group
MRC Medical Reserve Corps
MRMIP Major Risk Medical Insurance Program
NAWAS National Warning System
NCR Natural & Cultural Resources
NCRIC Northern California Regional Intelligence Center
NDAA Natural Disaster Assistance Act
NDRF National Disaster Recovery Framework
NEIC National Earthquake Information Center
NEPA National Environmental Policy Act
NERP Nuclear Emergency Response Program
NGO Non-Governmental Organization
NHPA National Historic Preservation Act
NIMS National Incident Management System
NOAA National Oceanic and Atmospheric Administration
NRC U.S. Nuclear Regulatory Commission
NRCC National Response Coordination Center
NRCS National Resources Conservation Service
NRDA Natural Resource Damage Assessment
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Acronym Definition
NRF National Response Framework
NSGP Nonprofit Security Grant Program
NSPD National Security Presidential Directive
NTWC National Tsunami Warning Center
NRVP Natural Resource Volunteer Program
NWS National Weather Service
OA Operational Area
OAFN Office of Access and Functional Needs
OAL California Office of Administrative Law
OASIS Operational Area Satellite Information System
OCIAC Orange County Intelligence Assessment Center
OEHHA California Office of Environmental Health Hazard
Assessment
OIG California Office of the Inspector General
OPA Oil Pollution Act
OPR California Governor’s Office of Planning and Research
OSI Office of Systems Integration
OSPR Office of Spill Prevention and Response
OTC Office of Tribal Coordination
PA Public Assistance
PAO Public Affairs Office
PDA Preliminary Damage Assessment
PDM Pre-Disaster Mitigation
PIO Public Information Officer
PKEMRA Post-Katrina Emergency Management Reform Act
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Acronym Definition
PNP Private Nonprofit
POST Peace Officer Standards and Training
PPE Personal Protective Equipment
PS Public Safety
PSPS Public Safety Power Shutoff
RAPT Resilience Analysis and Planning Tool
RDMHC Regional Disaster Medical Health Coordinator
RRCC Regional Response Coordination Center
RRF Resource Request Form
RRT Regional Response Team
RSF Recovery Support Function
SAM State Administrative Manual
SAP State Safety Assessment Program
SAR Search and Rescue
SAR Suspicious Activity Reporting
SBA U.S. Small Business Administration
SBDR Southern Baptist Disaster Relief
SCA State Coordinating Agency
SCIGP School Communications Interoperability Grant Program
SCO State Coordinating Officer
SCOUT Situation Awareness and Collaboration Tool
SCUBA Self-Contained Underwater Breathing Apparatus
SD-LECC San Diego Law Enforcement Coordination Center
SDRC State Disaster Recovery Coordinator
SEMS Standardized Emergency Management System
State of California
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Acronym Definition
SEP State Emergency Plan
SHMP State Hazard Mitigation Plan
SHSP State Homeland Security Program
SitCell Situation Cell
SLA State Lands Commission
SLC California State Lands Commission
SMS Short Message Services
SNS Strategic National Stockpile
SOC State Operation Center
SOP Standard Operating Procedure
SPB California State Personnel Board
SPR Stakeholder Preparedness Review
SRIA Sandy Recovery Improvement Act
SSC California Seismic Safety Commission
SSE Social Services and Education
SSGP State Supplemental Grant Program
STAC State Threat Assessment Center
STAS State Threat Assessment System
SWAT Special Weapons and Tactics
SWEPC Statewide Emergency Preparedness Coordination
SWP State Water Project
SWRCB State Water Resources Control Board
THIRA Threats and Hazard Identification and Risk Assessment
TLO Terrorism Liaison Officer
TMC Traffic Management Center
State of California
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Acronym Definition
TSA Transitional Shelter Assistance
TTX Tabletop Exercise
TTY Text Telephone
UASI Urban Area Security Initiative
UAV Unmanned Aerial Vehicle
UC Unified Command
UC University of California
UCG Unified Coordination Group
UOC Utilities Operations Center
URT Unified Reporting Tool
U.S. United States
US&R Urban Search and Rescue
USACE U.S. Army Corps of Engineers
USC United States Code
US-CERT United States Computer Emergency Readiness Team
USDA U.S. Department of Agriculture
USDOT U.S. Department of Transportation
USFS U.S. Forest Service
USGS U.S. Geological Survey
VCB Victims Compensation Board
VEST Volunteer Emergency Service Team
VOAD Voluntary Organizations Active in Disasters
WEA Wireless Emergency Alert
WFTIIC Wildfire Forecast and Threat Intelligence Integration Center
WNV West Nile Virus
State of California
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Acronym Definition
WUI Wildland-Urban Interface
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14.3. Glossary 7625
Access and Functional Need (AFN): Refers to individuals who are or have:
physical, developmental, or intellectual disabilities; chronic conditions or injuries;
limited English proficiency; older adults; children; low income, individuals
experiencing homelessness, and/or transportation disadvantaged (i.e.,
dependent on public transit); and pregnant women.
Action Plan (AP): See Emergency Operation Center Action Plan and Incident
Action Plan.
Activation: 1) Initial activation of an EOC may be accomplished by a
designated official of the emergency response agency that implements SEMS as
appropriate to accomplish the agency's role in response to the emergency.
2) An event in the sequence of events normally experienced during most
emergencies.
Active Shooter: An individual actively engaged in killing or attempting to kill
people in a confined and populated area.
After Action Report (AAR): A report that examines response actions, application
of SEMS, modifications to plans and procedures, training needs, and recovery
activities. AARs are required under SEMS after any emergency that requires a
gubernatorial state of emergency proclamation. Local government AARs must
be submitted to Cal OES within 90 days.
Agency: A division of government with a specific function offering a particular
kind of assistance. In the ICS, agencies are defined either as jurisdictional
(having statutory responsibility for incident management) or as assisting or
cooperating (providing resources or other assistance). Governmental
organizations are most often in charge of an incident, though in certain
circumstances private sector organizations may be included. Additionally,
non-NGOs may be included to provide support.
Agency Representative: A person assigned by a primary, assisting, or
cooperating federal, state, tribal, local government agency, or
NGO or private organization, that has been delegated authority to make
decisions affecting that agency's or organization's participation in incident
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management activities following appropriate consultation with the leadership of
that agency.
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All-Hazards: Any incident, natural or human-caused, that warrants action to
protect life, property, environment, public health or safety, and minimize
disruptions of government, social, or economic activities.
7658
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7660
CalEOC: An information and resource management computer application
used in the SOC based on WebEOC, a commercially available emergency
management computer product.
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California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA): An
agreement entered into by and between the State of California, its various
departments and agencies, and the various political subdivisions, municipal
corporations, and public agencies of the State of California to assist each other
by providing resources during an emergency. Mutual Aid occurs when two or
more parties agree to furnish resources and facilities and to render services to
each other in response to any type of disaster or emergency.
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California Emergency Support Functions (CA-ESF): The CA-ESFs are a grouping
of state agencies, departments and other stakeholders with similar functional
activities/responsibilities whose responsibilities lend to improving the state’s ability
to collaboratively prepare for, effectively mitigate, cohesively respond to, and
rapidly recover from any emergency. CA-ESFs unify a broad spectrum of
stakeholders with various capabilities, resources, and authorities to improve
collaboration and coordination for a particular discipline. They also provide a
framework for the state government to support regional and community
stakeholder collaboration and coordination at all levels of government and
across overlapping jurisdictional boundaries.
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California Emergency Services Act (ESA): An Act within the California
Government Code to ensure preparations within the state will be adequate to
deal with natural, human-caused, or war-caused emergencies which result in
conditions of disaster or in extreme peril to life, property, and the natural
resources of the state, and generally to protect the health and safety and
preserve the lives and property of the people of the state.
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California Recovery Support Functions (CA-RSF): CA-RSFs are the primary bodies
for interagency recovery coordination as it pertains to long-term recovery. The
CA-RSFs are designed to bring together discipline-specific subjective matter
expertise to maximize recovery outcomes through collaborative efforts with
local jurisdictions through all emergency management phases. At the state
level, the CA-RSFs are comprised of state agencies, departments, and other
stakeholders, with similar functional responsibilities.
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California State Warning Center (CSWC): CSWC is the official state warning
point. It is staffed 24 hours a day, seven days a week identifying potential and
emerging threats to California and providing alert notification to all levels of
government as well as critical situational awareness during an emergency. The
mission of the CSWC is to be a central intelligence hub for statewide emergency
communications and notifications for emergency management, law
enforcement, fire, and key decision-making personnel throughout the state.
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Catastrophe: Any natural or human-caused incident, including terrorism that
results in extraordinary levels of mass casualties, damage, or disruption severely
affecting the population, infrastructure, environment, economy, national
morale, and/or government functions.
7701
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7704
Civil Unrest: An activity such as a demonstration, riot, or strike that disrupts a
community and requires intervention to maintain public safety.
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Climate Change: A change in the state of the climate that can be identified by
changes in the mean and/or the variability of its properties, and that persists for
an extended period, typically decades or longer. Climate change may be due
to natural internal processes or external forces such as modulations of the solar
cycles, volcanic eruptions, and persistent anthropogenic changes in the
composition of the atmosphere or in land use.
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Climate Resilience: The capacity of a natural system to prepare for disruptions,
to recover from shocks and stresses, and to adapt and grow from a disruptive
experience. Adaptation actions contribute to increasing resilience.
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Command: The act of directing, ordering, or controlling by virtue of explicit
statutory, regulatory, or delegated authority.
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Command/Management: Command is responsible for the directing, ordering,
and/or controlling of resources at the field response level. Management is
responsible for overall emergency policy and coordination at the SEMS EOC
levels.
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Command Post: See Incident Command Post. 7722
Command Staff: The Command Staff at the SEMS Field Level consists of the
Information Officer, Safety Officer, and Liaison Officer. They report directly to the
incident commander. They may have an assistant or assistants, as needed.
These officers are also found at the EOC levels in SEMS, and they report directly
to the EOC Director and comprise the Management Staff. They may have an
assistant or assistants, as needed.
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Common Terminology: Normally used words and phrases to establish
consistency - avoids the use of different words/phrases for same concepts.
Allows diverse incident management and support organizations to work
together across a wide variety of incident management functions and hazard
scenarios.
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Communications: Process of the transmission of information through verbal,
written, or symbolic means.
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Continuity of Government (COG): Activities that address the continuance of
constitutional governance. COG planning aims to preserve and/or reconstitute
the institution of government and ensure that a department or agency’s
constitutional, legislative, and/or administrative responsibilities are maintained.
This is accomplished through succession of leadership, the pre-delegation of
emergency authority, and active command and control during response and
recovery operations.
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Continuity of Operations (COOP): Planning should be instituted, including all
levels of governments, across the private sector and non-governmental
organizations as appropriate, to ensure the continued performance of core
capabilities and/or critical government operations during any potential incident.
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Coordination: The process of systematically analyzing a situation, developing
relevant information, and informing appropriate command authority of viable
alternatives for selection of the most effective combination of available
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resources to meet specific objectives. The coordination process (which can be
either intra- or inter-agency) does not involve dispatch actions. However,
personnel responsible for coordination may perform command or dispatch
functions within the limits established by specific agency delegations,
procedures, legal authority, etc. Multiagency or interagency coordination is
found at all SEMS levels.
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Coordination Center: Term used to describe any facility used for the
coordination of agency or jurisdictional resources in support of one or more
incidents.
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Corrective Actions: Implementing procedures based on lessons learned from
actual incidents or from training and exercises.
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Cost Unit: Functional unit within the Finance/Administration Section responsible
for tracking costs, analyzing cost data, making cost estimates, and
recommending cost-saving measures.
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Critical Infrastructure: Systems and assets, whether physical or virtual, so vital to
the U.S. that the incapacity or destruction of such systems and assets would
have a debilitating impact on security, national economic security, national
public health or safety, or any combination of those matters.
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Cultural Competence: The ability to understand, value, communicate with, and
effectively interact with people across cultures in order to ensure that the needs
of all community members are addressed, with priority given to “culturally
diverse communities.”
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Cyberattack: An attack via cyberspace, targeting an enterprise’s use of
cyberspace for the purpose of disrupting, disabling, destroying, or maliciously
controlling a computing environment/infrastructure; or destroying the integrity of
the data or stealing controlled information.
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Cyber Threat: An act or threat that poses potentially devastating disruptions to
critical infrastructure, including essential communications such as voice, email,
and Internet connectivity
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Cybersecurity: The protection of data and systems in networks that are
connected to the Internet, including measures to protect critical infrastructure
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services. These services may include essential communications such as voice,
email, and Internet connectivity.
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Cyberterrorism: A premeditated, politically motivated attack against
information, computer systems, computer programs, and data which results in
violence against non-combatant targets by subnational groups or clandestine
agents.
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Disaster Recovery Center (DRC): DRCs are facilities and mobile offices where
disaster survivors can visit to learn more about state and federal disaster
assistance programs, apply for disaster assistance, and follow up on disaster
assistance applications.
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Debris Removal Operations Center (DROC): A leased office located near the
disaster area and used as a work location for staff managing day-to-day
operations and storing supplies. The DROC may also house a call center to
facilitate communications with the public.
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Demobilization: The orderly, safe, and efficient return of an incident resource to
its original location and status.
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Department Operations Center (DOC): An EOC specific to a single department
or agency where the focus is on internal agency incident management and
response. They are often linked to and, in most cases, are physically represented
in a combined agency EOC by authorized agent(s) for the department or
agency.
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Disaster: A sudden calamitous emergency event bringing great damage, loss,
or destruction.
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Division: The partition of an incident into geographical areas of operation.
Divisions are established when the number of resources exceeds the
manageable span of control of the Operations Section Chief. A Division is
located within the ICS organization between the Branch and resources in the
Operations Section.
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Documentation Unit: Functional unit within the Planning Section responsible for
collecting, distributing, recording, and safeguarding all documents relevant to
an incident or within an EOC.
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Domestic Terrorism: Violent, criminal acts committed by individuals and/or
groups to further ideological goals stemming from domestic influences, such as
those of a political, religious, social, racial, or environmental nature.
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Duty Officer: A designated primary point of contact established prior to an
emergency who can maintain situational awareness on potential and emerging
incidents, handle basic reporting and information sharing, and can start the
EOC activation process if necessary.
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Electromagnetic Pulse (EMP): An EMP is a short burst of electromagnetic energy
that is spread over a range of frequencies. Such energy bursts may be natural or
man-made. EMP interference may disrupt, disable, damage, or destroy
electronic equipment and communications networks, including hardware,
software, and data.
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Emergency: Any incident(s), whether natural or human-caused, that requires
responsive action to protect life or property. Under the Robert T. Stafford Disaster
Relief and Emergency Assistance Act, an emergency means any occasion or
instance for which, in the determination of the President, federal assistance is
needed to supplement state and local efforts and capabilities to save lives,
protect property and public health and safety, or to lessen or avert the threat of
a catastrophe in any part of the U.S.
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Emergency Action Plan: An EAP is a written document that outlines actions to
be undertaken during an emergency to minimize or eliminate the potential loss
of life and property damage. An EAP shall do all of the following: (1) Be based
upon an inundation map approved by the Department of Water Resources;
(2) Be developed by the dam’s owner in consultation with any local public
safety agency that may be impacted by an incident involving the dam; and
(3) adhere to FEMA guidelines.
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7837
Emergency Management Assistance Compact (EMAC): A congressionally
ratified organization that provides form and structure to interstate mutual aid.
Through EMAC, a disaster-affected state can request and receive assistance
from other member states quickly and efficiently, resolving two key issues
upfront: liability and reimbursement.
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Emergency Management Community: The stakeholders in emergency response
in California including the residents of California, the private sector and federal,
state, local, and tribal governments.
7843
7844
7845
Emergency Operations Center (EOC): The physical location at which the
coordination of information and resources to support incident management
(on-scene operations) activities normally takes place. An EOC may be a
temporary facility or may be located in a more central or permanently
established facility, perhaps at a higher level of organization within a jurisdiction.
EOC may be organized by major functional disciplines (e.g., fire, law
enforcement, and medical services), by jurisdiction (e.g., federal, state, regional,
tribal, city, county), or some combination thereof.
7846
7847
7848
7849
7850
7851
7852
7853
Emergency Operations Plan (EOP): The ongoing plan maintained by various
jurisdictional levels for responding to a wide variety of potential hazards.
7854
7855
Emergency Resource Directory (ERD): A directory containing information on
agency or organization personnel emergency certifications and qualifications,
and vendor and support organization supplies, equipment, etc. that may be
needed during an emergency. Supplies and equipment can include such items
as potable water tenders, portable toilets, heavy equipment, prepared meals,
bulk foodstuffs, cots, rental office trailers, etc. To the extent possible and when
appropriate, equipment should be typed by capability according to a common
and accepted typing schematic. Emergency resource directories should only
include those items likely to be needed by the preparing agency or
organization in the performance of their duties and should not attempt to
include everything that may be needed in any emergency.
7856
7857
7858
7859
7860
7861
7862
7863
7864
7865
7866
Emergency Response Agency: Any organization responding to an emergency,
or providing mutual aid support to such an organization, whether in the field, at
the scene of an incident, or to an operations center.
7867
7868
7869
Emergency Response Personnel: Personnel affiliated with or sponsored by
emergency response agencies.
7870
7871
Enhanced State Hazard Mitigation Plan: FEMA may approve enhanced status of
a State Hazard Mitigation Plan if the plan demonstrates that the state has
developed a comprehensive mitigation program, that the state effectively uses
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available mitigation funding, and that it can manage the increased funding. A
state with an enhanced State Hazard Mitigation Plan at the time of a disaster
declaration is eligible to receive increased funds under the Hazard Mitigation
Grant Program. For the state to be eligible for up to 20 percent HMGP funding,
FEMA must have approved the plan within five years prior to the disaster
declaration.
7875
7876
7877
7878
7879
7880
Environmental Justice: Environmental justice is the fair treatment and
meaningful involvement of all people regardless of race, color, national origin,
or income, with respect to the development, implementation, and enforcement
of environmental laws, regulations, and policies.
7881
7882
7883
7884
Emergency Operation Center Action Plan: The plan developed at SEMS EOC
levels, which contains objectives, actions to be taken, assignments, and
supporting information for the next operational period.
7885
7886
7887
Epidemic: An increase, often sudden, in the number of cases of a disease
above what is normally expected in that population in that area.
7888
7889
Equity: The fair treatment, access, opportunity, and advancement for all
people, while at the same time striving to identify and eliminate barriers that
have prevented the full participation of some groups.
7890
7891
7892
Essential Facilities: May include facilities such as law enforcement, fire,
emergency operations centers, schools, medical facilities, lifeline infrastructure
(e.g., water and wastewater facilities), and other resources that have a role in
an effective and coordinated emergency response.
7893
7894
7895
7896
Evacuation: Organized, phased and supervised withdrawal, dispersal, or
removal of civilians from dangerous or potentially dangerous areas and their
reception and care in safe areas.
7897
7898
7899
Federal: Of or pertaining to the federal government of the United States of
America.
7900
7901
Federal Coordinating Officer (FCO): An individual who is appointed to manage
federal resource support activities following a Presidential disaster or emergency
declaration under the Stafford Act. The FCO is responsible for coordinating the
timely delivery of federal disaster assistance resources and programs to the
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7903
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affected state, local, tribal governments, individual victims, and the private
sector.
7906
7907
Finance/Administration Section: The section responsible for all administrative
and financial considerations surrounding an incident or EOC activation.
7908
7909
Fire Complex: A fire complex consists of multiple fires, with various origin points,
happening so close together that the same fire crews are fighting all of them. A
fire complex is assigned to a single incident commander or unified command.
7910
7911
7912
Function: Function refers to the five major activities in ICS: Command,
Operations, Planning, Logistics and Finance/Administration. The same five
functions are also found at all SEMS EOC Levels. At the EOC, the term
Management replaces Command. The term function is also used when
describing the activity involved, (e.g., the planning function).
7913
7914
7915
7916
7917
Fusion Center: Government owned and operated center that serves as a focal
point in a state for the receipt, analysis, gathering and sharing of threat-related
information between state, local, tribal, federal, and private sector partners. A
fusion center may handle information sharing and analysis for an entire state or
part of a geographic region within a network of fusion centers in the state.
7918
7919
7920
7921
7922
Group: Established to divide the incident management structure into functional
areas of operation. Groups are composed of resources assembled to perform a
special function not necessarily within a single geographic division. Groups,
when activated, are located between branches and resources in the
Operations Section. (See Division.)
7923
7924
7925
7926
7927
Hazard: Something that is potentially dangerous or harmful, often the root
cause of an unwanted outcome.
7928
7929
Hazard Mitigation: Any action taken to reduce or eliminate the long-term risk to
human life and property from natural or human-caused hazards and their
effects. Human-caused hazards includes technological/accidental and
adversarial/human caused events and conditions.
7930
7931
7932
7933
Incident: An occurrence or event, natural or human-caused, which requires a
response to protect life or property. Incidents can, for example, include major
disasters, emergencies, terrorist attacks, terrorist threats, civil unrest, wildland and
7934
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urban fires, floods, hazardous materials spills, nuclear accidents, aircraft
accidents, earthquakes, hurricanes, tornadoes, tropical storms, tsunamis, war-
related disasters, public health and medical emergencies, and other
occurrences requiring an emergency response.
7937
7938
7939
7940
Incident Action Plan (IAP): A written plan containing general objectives
reflecting the overall strategy for managing an incident. It may include the
identification of operational resources and assignments. It may also include
attachments that provide direction and important information for management
of the incident during one or more operational periods. At the SEMS EOC Level,
it is called the EOC Action Plan.
7941
7942
7943
7944
7945
7946
Incident Base: The location at which primary Logistics functions for an incident
are coordinated and administered. The incident command post may be
co-located with the base. (Incident name or other designator will be added to
the term base.)
7947
7948
7949
7950
Incident Command: Responsible for overall management of the incident and
consists of the incident commander, either single or unified command, and any
assigned supporting staff.
7951
7952
7953
Incident Commander (IC): The individual responsible for all incident activities,
including the development of strategies and tactics, and the ordering and the
release of resources. The IC has overall authority and responsibility for
conducting incident operations and is responsible for the management of all
incident operations at the incident site.
7954
7955
7956
7957
7958
Incident Command Post (ICP): The field location where the primary functions
are performed. The ICP may be co-located with the incident base or other
incident facilities.
7959
7960
7961
Incident Command System (ICS): A standardized on-scene emergency
management construct specifically designed to provide for the adoption of an
integrated organizational structure that reflects the complexity and demands of
single or multiple incidents, without being hindered by jurisdictional boundaries.
ICS is the combination of facilities, equipment, personnel, procedures, and
communications operating within a common organizational structure, designed
to aid in the management of resources during incidents. It is used for all kinds of
7962
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emergencies and is applicable to small as well as large and complex incidents.
ICS is used by various jurisdictions and functional agencies, both public and
private, to organize field-level incident management operations.
7969
7970
7971
Incident Management Assistance Team (IMAT): IMATs provide field-level and
EOC level incident management during emergencies and disaster response.
These teams can be used at all levels of government regardless of incident size
or complexity and are capable of incident management using the SEMS, NIMS
and ICS principles. IMATs include Command and General staff and consist of
Command, Operations, Logistics, Planning, and Finance/Administration sections.
7972
7973
7974
7975
7976
7977
Incident Support Team (IST): Cal OES ISTs utilize trained state emergency
management personnel to fill critical ICS positions within the Management,
Operations, Planning, Logistics, and Finance/Administration Sections of the SOC.
Cal OES supports three ISTs (Red, White, and Blue Teams) with the capacity and
capability to rapidly respond to an incident or event requiring state emergency
management assistance.
7978
7979
7980
7981
7982
7983
Information: Pieces of raw, unanalyzed data that identifies persons, evidence,
events; or illustrates processes that specify the occurrence of an event. May be
objective or subjective and is intended for both internal analysis and external
(news media) application. Information is the “currency” that produces
intelligence.
7984
7985
7986
7987
7988
Initial Damage Estimate (IDE): An IDE estimates the severity and extent of the
damage caused by the emergency and is used to supports the establishment of
a disaster proclamation, a prerequisite for requesting and receiving state and
federal aid.
7989
7990
7991
7992
Integrated Public Alert and Warning System: The FEMA national system for local
alerting that provides authenticated emergency and life-saving information to
the public through mobile phones using Wireless Emergency Alerts, to radio and
television via the Emergency Alert System and on the National Oceanic and
Atmospheric Administration’s Weather Radio.
7993
7994
7995
7996
7997
Intelligence: Product of an analytical process that evaluates information
collected from diverse sources, integrates the relevant information into a
cohesive package, and produces a conclusion or estimate. Information must be
7998
7999
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State of California
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real, accurate, and verified before it becomes intelligence for planning
purposes. Intelligence relates to the specific details involving the activities of an
incident or EOC, and current and expected conditions, and how they affect the
actions taken to achieve operational period objectives. Intelligence is primarily
intended for internal use and not for public dissemination.
8001
8002
8003
8004
8005
Intelligence/Investigations: Intelligence gathered within the
Intelligence/Investigations function is information that either leads to the
detection, prevention, apprehension, and prosecution of criminal activities (or
the individual(s) involved) including terrorist incidents or information that leads to
determination of the cause of a given incident (regardless of the source) such
as public health events or fires with unknown origins.
8006
8007
8008
8009
8010
8011
Interoperability: Allows emergency management/response personnel and their
affiliated organizations to communicate within and across agencies and
jurisdictions via voice, data, or video-on-demand, in real-time, when needed
and when authorized.
8012
8013
8014
8015
Joint Field Office (JFO): FEMA may establish a JFO as the unified command
center of the disaster with a state. State, Tribal administration staff, and other
federal agencies are primarily located in the JFO. It is also the location of the
Federal Coordinating Officer (FCO). Unlike the DRC, it is not a physical location
for directly servicing disaster survivors. The JFO is a management office and
provides services remotely.
8016
8017
8018
8019
8020
8021
Joint Information Center (JIC): A facility established to coordinate all incident-
related public information activities. It is the central point of contact for all news
media. Public information officials from all participating agencies should
co-locate at the JIC.
8022
8023
8024
8025
Joint Information System (JIS): Integrates incident information and public affairs
into a cohesive organization designed to provide consistent, coordinated,
accurate, accessible, timely, and complete information during crisis or incident
operations. The mission of the JIS is to provide a structure and system for
developing and delivering coordinated interagency messages; developing,
recommending, and executing public information plans and strategies on
behalf of the IC; advising the IC concerning public affairs issues that could
8026
8027
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affect a response effort; and controlling rumors and inaccurate information that
could undermine public confidence in the emergency response effort.
8033
8034
Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at
an incident related to their legal responsibilities and authority. Jurisdictional
authority at an incident can be political or geographical (e.g., federal, state,
tribal, and local boundary lines) or functional (e.g., law enforcement, public
health).
8035
8036
8037
8038
8039
Key Resources: Any publicly or privately controlled resources essential to the
minimal operations of the economy and government.
8040
8041
Lahar: A destructive mudflow on the slopes of a volcano. 8042
Landslide: A movement of a mass of rock, debris, or earth down a slope under
the direct influence of gravity. Debris flows (commonly referred to as mudflows
or mudslides) and rock falls are examples of common landslide types.
8043
8044
8045
Lava Flow: A mass of flowing or solidified lava. 8046
Liaison Officer: A member of the Command Staff (Management Staff at the
SEMS EOC Levels) responsible for coordinating with representatives from
cooperating and assisting agencies or organizations. At SEMS EOC Levels,
reports directly to the EOC Director and coordinates the initial entry of Agency
Representatives into the Operations Center and also Provide guidance and
support for them as required.
8047
8048
8049
8050
8051
8052
Lifeline Disruption: Disruption of critical government and business functions
essential to human health and safety or economic security.
8053
8054
Local Assistance Center: LACs are opened by local governments to assist
communities by providing a centralized location for services and resource
referrals for unmet needs following a disaster or significant emergency. The LAC
is staffed and supported by local, state, and federal agencies, as warranted, as
well as nonprofit and voluntary organizations. The LAC provides a venue at
which individuals, families, and businesses can access available disaster
assistance programs and services.
8055
8056
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Local Enforcement Agency (LEA): LEAs have the primary responsibility for
ensuring the correct operation and closure of solid waste facilities in the state.
They also have responsibilities for guaranteeing the proper storage and
transportation of solid wastes. CalRecycle is responsible for ensuring that state
waste management programs are primarily carried out through LEAs.
8062
8063
8064
8065
8066
Local Government: According to United States Code, Title 6, Section 101, local
government is a county, municipality, city, town, township, local public
authority, school district, special district, intrastate district, council of
governments (regardless of whether the council of governments is incorporated
as a nonprofit corporation under state law), regional or interstate government
entity, or agency or instrumentality of a local government; an Indian tribe or
authorized tribal entity, or in Alaska a Native village or Alaska Regional Native
Corporation; a rural community, unincorporated town or village, or other public
entity.
8067
8068
8069
8070
8071
8072
8073
8074
8075
Logistics: Providing resources and other services to support incident
management.
8076
8077
Logistics Section: The section responsible for providing facilities, services, and
material support for an incident or EOC activation.
8078
8079
Management Staff: See Command Staff. 8080
Marine Protection Areas: Marine protection areas are named discrete
geographic marine or estuarine areas designed to protect or conserve marine
life and habitat. Established under the California Marine Life Protection Act of
1999, MPAs are a network of State Marine Reserves, State Marine Conservation
Areas, and State Marine Parks.
8081
8082
8083
8084
8085
Mitigation: Provide a critical foundation in the effort to reduce the loss of life
and property from natural and/or human-caused disasters by avoiding or
lessening the impact of a disaster and providing value to the public by creating
safer communities. Mitigation seeks to fix the cycle of disaster damage,
reconstruction, and repeated damage. These activities or actions, in most
cases, will have a long-term sustained effect.
8086
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Mobilization: The process and procedures used by all organizations - federal,
state, tribal, and local - for activating, assembling and transporting all resources
that have been requested to respond to or support an incident.
8092
8093
8094
Mobilization Center: An off-emergency location where emergency services
personnel and equipment may be temporarily located, pending assignment to
emergencies, released, or reassigned.
8095
8096
8097
Multiagency or Inter-Agency Coordination: The participation of agencies and
disciplines involved at any level of the SEMS organization working together in a
coordinated effort to facilitate decisions for overall emergency response
activities, including the sharing of critical resources and the prioritization of
incidents.
8098
8099
8100
8101
8102
Multiagency Coordination Group (MAC Group): Typically,
administrators/executives, or their appointed representatives, who are
authorized to commit agency resources and funds, are brought together and
form MAC Groups. MAC Groups may also be known as multiagency
committees, emergency management committees, or as otherwise defined. It
can provide coordinated decision-making and resource allocation among
cooperating agencies and may establish the priorities among incidents,
harmonize agency policies, and provide strategic guidance and direction to
support incident management activities.
8103
8104
8105
8106
8107
8108
8109
8110
8111
Multiagency Coordination System(s) (MACS): Multiagency coordination systems
provide the architecture to support coordination for incident prioritization,
critical resource allocation, communications systems integration, and
information coordination. The elements of multiagency coordination systems
include facilities, equipment, personnel, procedures, and communications. Two
of the most commonly used elements are EOC and MAC Groups. These systems
assist agencies and organizations responding to an incident.
8112
8113
8114
8115
8116
8117
8118
Mutual Aid Agreements and/or Assistance Agreements: Written or oral
agreements between and among agencies/organizations and/or jurisdictions
that provide a mechanism to quickly obtain emergency assistance in the form
of personnel, equipment, materials, and other associated services. The primary
objective is to facilitate rapid, short-term deployment of emergency support
prior to, during, and/or after an incident.
8119
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Mutual Aid Coordinator: An individual at the local government, Operational
Area, Region or State Level that is responsible to coordinate the process of
requesting, obtaining, processing, and using mutual aid resources. Mutual Aid
Coordinator duties will vary depending upon the mutual aid system.
8125
8126
8127
8128
Mutual Aid Regions: The mutual aid regions are geographical areas within the
state. The regions are I – VI and were established under the Emergency Services
Act. These region designations provide the effective application, administration,
and coordination of mutual aid and other emergency related activities
between the designated operational areas within each region.
8129
8130
8131
8132
8133
National: Of a nationwide character, including the federal, state, tribal, and
local aspects of governance and policy.
8134
8135
National Incident Management System (NIMS): Provides a systematic, proactive
approach guiding government agencies at all levels, the private sector, and
non-governmental organizations to work seamlessly to prevent, protect against,
respond to, recover from, and mitigate the effects of incidents, regardless of
cause, size, location, or complexity, in order to reduce the loss of life or property
and harm to the environment.
8136
8137
8138
8139
8140
8141
National Response Framework (NRF): A guide to how the nation conducts all-
hazards incident management.
8142
8143
Non-governmental Organization (NGO): An entity with an association based on
the interests of its members, individuals, or institutions. It is not created by a
government, but it may work cooperatively with the government. Such
organizations serve a public purpose, not a private benefit. Examples of NGO
include faith-based charity organizations and the American Red Cross.
8144
8145
8146
8147
8148
Officer: The ICS title for the personnel responsible for the Command Staff
(Management Staff at EOC) positions of Safety, Liaison, and Public Information,
or one who holds an office or post; especially one elected or appointed to a
position of authority or trust in a corporation, government, institution, etc.
8149
8150
8151
8152
Operational Area (OA): An intermediate level of the state emergency
organization, consisting of a county and all other political subdivisions within the
geographical boundaries of the county.
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Operational Period: The time scheduled for executing a given set of operation
actions, as specified in the Incident Action Plan. Operational periods can be of
various lengths, although usually last 12-24 hours.
8156
8157
8158
Operations Section: The section responsible for all tactical incident operations
and implementation of the Incident Action Plan. In ICS, it normally includes
subordinate branches, divisions, and/or groups. At the SEMS EOC levels, the
section is responsible for the coordination of operational activities. The
Operations Section at an EOC contains branches, groups, or units necessary to
maintain appropriate span of control.
8159
8160
8161
8162
8163
8164
Organization: Any association or group of persons with like objectives. Examples
include, but are not limited to, governmental departments and agencies,
private sector, and/or non-governmental organizations.
8165
8166
8167
Pandemic: Refers to an epidemic (an increase, often sudden, in the number of
cases of a disease above what is normally expected) that has spread over
several countries or continents, usually affecting a large number of people.
8168
8169
8170
Planning Section: The section responsible for the collection, evaluation, and
dissemination of operational information related to the incident or EOC activities
and for the preparation and documentation of the IAP or EOC action plan
respectively. This section also maintains information on the current and
forecasted situation and on the status of resources assigned to the incident or
EOC activation.
8171
8172
8173
8174
8175
8176
Political Subdivisions: Includes any city, city and county, county, tax or
assessment district, or other legally authorized local governmental entity with
jurisdictional boundaries.
8177
8178
8179
Preliminary Damage Assessment (PDA): A mechanism used to determine the
impact and magnitude of damage and the resulting unmet needs of
individuals, businesses, the public sector, and communities.
8180
8181
8182
Preparedness: A continuous cycle of planning, organizing, training, equipping,
exercising, evaluating, and taking corrective action in an effort to ensure
effective coordination during incident response. Within NIMS, preparedness
focuses on the following elements: planning, procedures and protocols, training
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and exercises, personnel qualification and certification, and equipment
certification.
8187
8188
Prevention: Actions to avoid an incident or to intervene to stop an incident from
occurring. Prevention involves actions to protect lives and property. It involves
applying intelligence and other information to a range of activities that may
include such countermeasures as deterrence operations; heightened
inspections; improved surveillance and security operations; investigations to
determine the full nature and source of the threat; public health and agricultural
surveillance and testing processes; immunizations, isolation, or quarantine; and,
as appropriate, specific law enforcement operations aimed at deterring,
preempting, interdicting or disrupting illegal activity, and apprehending
potential perpetrators and bringing them to justice.
8189
8190
8191
8192
8193
8194
8195
8196
8197
8198
Private Sector: Organizations and entities that are not part of any governmental
structure. The private sector includes for-profit and not-for-profit organizations,
formal and informal structures, commerce and industry.
8199
8200
8201
Protocols: Sets of established guidelines for actions (which may be designated
by individuals, teams, functions, or capabilities) under various specified
conditions.
8202
8203
8204
Public Information: Processes, procedures, and systems for communicating
timely, accurate, and accessible information on the incident’s cause, size, and
current situation; resources committed; and other matters of general interest to
the public, responders, and additional stakeholders (both directly affected and
indirectly affected).
8205
8206
8207
8208
8209
Public Information Officer (PIO): A member of the Command Staff
(Management Staff at the SEMS EOC Levels) responsible for interfacing with the
public and media and/or with other agencies with incident-related information
requirements.
8210
8211
8212
8213
Public Safety Power Shutoff (PSPS): PSPS occurs when utilities proactively cut
power to electrical lines that may fail in certain weather conditions. Such power
cuts are meant to reduce the risk of their infrastructure to cause or contribute to
a wildfire.
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Pyroclastic Flow: A dense, destructive mass of very hot ash, lava fragments, and
gases ejected explosively from a volcano and typically flowing downslope at
great speed.
8218
8219
8220
Ransomware: A type of malicious software, or malware, that prevents you from
accessing your computer files, systems, or networks and demands you pay a
ransom for their return.
8221
8222
8223
Recovery: The development, coordination, and execution of service and
site-restoration plans; the reconstitution of government operations and services;
individual, private sector, non-governmental, and public assistance programs to
provide housing and to promote restoration; long-term care and treatment of
affected persons; additional measures for social, political, environmental, and
economic restoration; evaluation of the incident to identify lessons learned;
post-incident reporting; and development of initiatives to mitigate the effects of
future incidents.
8224
8225
8226
8227
8228
8229
8230
8231
Recovery Plan: A plan developed to restore the affected area or community. 8232
Reimbursement: Provide a mechanism to recoup funds expended for
incident-specific activities.
8233
8234
Resource Management: Efficient emergency management and incident
response requires a system for identifying available resources at all jurisdictional
levels to enable timely and unimpeded access to resources needed to prepare
for, respond to, or recover from an incident. Resource management under NIMS
includes mutual aid agreements and assistance agreements; the use of special
federal, state, tribal, and local teams; and resource mobilization protocols.
8235
8236
8237
8238
8239
8240
Resources: Personnel and major items of equipment, supplies, and facilities
available or potentially available for assignment to incident operations and for
which status is maintained. Resources are described by kind and type and may
be used in operational support or supervisory capacities at an incident or at an
EOC.
8241
8242
8243
8244
8245
Response: Activities that address the short-term, direct effects of an incident.
Response includes immediate actions to save lives, protect property, and meet
basic human needs. Response also includes the execution of EOP and of
mitigation activities designed to limit the loss of life, personal injury, property
8246
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State of California
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damage, and other unfavorable outcomes. As indicated by the situation,
response activities include applying intelligence and other information to lessen
the effects or consequences of an incident; increased security operations;
continuing investigations into nature and source of the threat; ongoing public
health and agricultural surveillance and testing processes; immunizations,
isolation, or quarantine; and specific law enforcement operations aimed at
preempting, interdicting, or disrupting illegal activity, and apprehending actual
perpetrators and bringing them to justice.
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Response Personnel: Includes federal, state, territorial, tribal, sub-state regional
and local governments, private sector organizations, critical infrastructure
owners, and operators, NGO and all other organizations and individuals who
assume an emergency management role. Also known as an Emergency
Responder.
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Safety Officer: A member of the Command Staff (Management Staff at the
SEMS EOC Levels) responsible for monitoring incident operations and advising
the IC on all matters relating to operational safety, including the health and
safety of emergency responder personnel. The Safety Officer may have
assistants.
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Section: 1) The organizational level having responsibility for a major functional
area of incident or EOC Management, (e.g., Operations, Planning, Logistics,
Finance/Administration). The section is organizationally situated between the
branch and the incident command. 2) A separate part or division as a portion
of a book, treatise, or writing, a subdivision of a chapter, or a division of law.
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Situation Report: Often contains confirmed or verified information regarding the
specific details relating to the incident.
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Solar Flare: A large eruption of electromagnetic radiation (typically X-rays and
extreme ultraviolet radiation) from the Sun lasting from minutes to hours. When a
strong enough solar flare occurs, ionization is produced in the lower, more dense
layers of the ionosphere (part of the Earth’s upper atmosphere), this can cause
high frequency radio signals to become degraded or completely absorbed
leading to radio interference or blackout.
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Solar Storm: Occurs when a large-scale magnetic eruption from the Sun
accelerates charged particles in the solar atmosphere to very high velocities.
When these charged particles (typically energetic protons) reach Earth, they
can penetrate deep into objects and cause damage to electronic circuits or
biological DNA. Extreme solar storms pose radiation risks to passengers and crew
in high flying aircraft and cause the atmosphere to absorb high frequency radio
waves making radio communication difficult or impossible.
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Span of Control: The number of resources for which a supervisor is responsible,
usually expressed as the ratio of supervisors to individuals. (Under NIMS, an
appropriate span of control is between 1:3 and 1:7, with optimal being 1:5.)
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Special District: A unit of local government (other than a city, county, or city
and county) with authority or responsibility to own, operate, and maintain
systems, programs, services, or projects as defined in CCR Section 2900 et. seq.,
for purposes of natural disaster assistance. This may include joint powers
authority established under CCR Section 6500 et. seq.
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Stafford Act: The Robert T. Stafford Disaster Relief and Emergency Assistance Act
establishes the programs and processes for the federal government to provide
disaster and emergency assistance to states, local governments, tribal nations,
individuals, and qualified private nonprofit organizations. The provisions of the
Stafford Act cover all hazards including natural disasters and terrorist events.
Relevant provisions of the Stafford Act include a process for Governors to
request federal disaster and emergency assistance from the President. The
President may declare a major disaster or emergency.
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Staging Area: Established on an incident for the temporary location of available
resources. A Staging Area can be any location on an incident in which
personnel, supplies, and equipment can be temporarily housed or parked while
awaiting operational assignment.
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Standard Operating Procedure (SOP): Complete reference document or an
operations manual that provides the purpose, authorities, duration, and details
for the preferred method of performing a single function or a number of
interrelated functions in a uniform manner.
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Standardized Emergency Management System (SEMS): A system required by
California Government Code and established by regulations for managing
response to multiagency and multijurisdictional emergencies in California. SEMS
consists of five organizational levels, which are activated as necessary: Field
Response, Local Government, Operational Area, CalOES Region, and State.
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Standardized Emergency Management System (SEMS) Guidelines: The SEMS
guidelines are intended to assist those responsible for planning, implementing,
and participating in SEMS.
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Standardized Emergency Management System (SEMS) Regulations: Regulations
establishing the Standardized Emergency Management System (SEMS) based
upon the ICS adapted from the system originally developed by the Firefighting
Resources of California Organized for Potential Emergencies (FIRESCOPE)
program including those currently in use by State agencies, the Multiagency
Coordination System (MACS) as developed by FIRESCOPE program, the
Operational Area concept, and the Master Mutual Aid Agreement and related
mutual aid systems (CCR, Title XIX. Division 2. Chapter 1, Section 2400 et. seq.).
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State: When capitalized, refers to any State of the U.S., the District of Columbia,
the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa,
the Commonwealth of the Northern Mariana Islands and any possession of the
U.S. (Homeland Security Act of 2002, Public Law 107−296, Section 2 (14), 116 Stat.
2135 (2002)).
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State Coordinating Officer (SCO): Oversees all aspects of state and federally
declared disasters and acts as the principal point of contact for coordination of
state and local disaster relief activities and implementation of the state
emergency plan. Establishes and maintains contact with FEMA. Establishes and
maintains contact with the Governor’s Authorized Representative (GAR),
cabinet officials, local and state elected officials, and the state emergency
management director.
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State Operations Center (SOC): The SOC is operated by Cal OES at the State
Level in SEMS. It is responsible for centralized coordination of state resources in
support of the three Cal OES Regions. It is also responsible for providing updated
situation reports to the Governor and Legislature.
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Strategy: The general plan or direction selected to accomplish incident
objectives.
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Superflares: Very strong magnetic eruptions observed on stars with energies up
to ten thousand times that of typical solar flares.
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System: An integrated combination of people, equipment, and processes that
work in a coordinated manner to achieve a specific desired output under
specific conditions.
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Task Force: A task force is a combination of single resources assembled for a
particular tactical need, with common communications and typically led by a
senior official from a lead CA-ESF Agency. A task force is not generally used for
long-term solutions, but as a short-term, issue specific focus group.
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Technical Assistance: Support provided to state, tribal, local jurisdictions, and
special districts when they have the resources, but lack the complete
knowledge and skills needed to perform a required activity (such as mobile-
home park design or hazardous material assessments).
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Technical Specialists: Personnel with special skills that can be used anywhere
within the SEMS organization. No minimum qualifications are prescribed, as
technical specialists normally perform the same duties during an incident that
they perform in their everyday jobs, and they are typically certified in their fields
or professions.
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Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as
activity that involves an act dangerous to human life or potentially destructive
of critical infrastructure or key resources; is a violation of the criminal laws of the
U.S. or of any state or other subdivision of the U.S. in which it occurs; and is
intended to intimidate or coerce the civilian population, or influence or affect
the conduct of a government by mass destruction, assassination, or kidnapping
(Homeland Security Act of 2002, Public Law 107−296, Section 2 (15), 116 Stat.
2135 (2002)).
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Threat: An indication of possible violence, harm, or danger. 8372
Traffic Management Center: Operated by the California Department of
Transportation and the California Highway Patrol, Traffic Management Centers
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monitor and manage traffic flow and communicate traffic conditions to the
traveling public and incident personnel during emergencies or planned lane
closures on the state highway system.
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Tribal: Any of the 109 federally recognized California Native American Tribes,
bands, nations, or other organized groups or communities in California, including
any Alaskan Native Village as defined in or established pursuant to the Alaskan
Native Claims Settlement Act (85 stat. 688) [43 U.S.C.A. and 1601 et seq.].
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Tsunami: A set of ocean waves caused by an abrupt displacement of a large
volume of water typically triggered by large submarine or near-shore
earthquakes, volcanic eruptions, submarine landslides, or near-shore landslides
causing large volumes of debris to fall into the water.
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Type: 1) An ICS resource classification that refers to capability. Type 1 is
generally considered to be more capable than Types 2, 3, or 4, respectively,
because of size, power, capacity, or (in the case of incident management
teams) experience and qualifications. 2) A class, kind, or group sharing one or
more characteristics; category. 3) A variety or style of a particular class or kind of
things.
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Unified Command: An ICS application used when more than one agency has
incident jurisdiction or when incidents cross political jurisdictions. Agencies work
together through the designated members of the UC, often the senior person
from agencies and/or disciplines participating in the UC, to establish a common
set of objectives and strategies and a single IAP.
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Unified Coordination Group (UCG): The UCG is the highest level of state
coordination and is typically assembled after a major disaster or when
requested. Convened and led by the Cal OES Director, the UCG includes the
Governor’s Office, Cabinet Secretaries, Directors, and federal agency officials.
Membership of the UCG is tailored according to the nature of the emergency.
The UCG is the decision-making body that sets the strategy for the state’s overall
response and recovery to a disaster or emergency, resource allocation,
communications, and other critical legislative, programmatic, accessibility, and
funding determinations based on the priorities set by the Governor.
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Unit: The organizational element with functional responsibility for a specific
incident planning, logistics, or finance/administration activity.
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Vital Records: The essential agency records needed to meet operational
responsibilities under national security emergencies or other emergency or
disaster conditions (emergency operating records), or to protect the legal and
financial rights of the Government and those affected by Government activities
(legal and financial rights records).
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Volcanic Ash: Very fine rock and mineral particles that are ejected from a
volcanic vent.
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Volcanic Ballistics: Fragments of lava and rock ranging in size from a few inches
to tens of feet in diameter expelled by explosive eruptions at temperatures
reaching over 1,800 degrees Fahrenheit.
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Volcanic Gases: The most abundant volcanic gas is water vapor, but significant
amounts of carbon dioxide, sulfur dioxide, hydrogen sulfide and hydrogen
halides are emitted from volcanoes.
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Volunteer: For purposes of NIMS, a volunteer is any individual accepted to
perform services by the lead agency (which has authority to accept volunteer
services) when the individual performs services without promise, expectation, or
receipt of compensation for services performed (U.S.C. 742f(c), 29 CFR 553.101.)
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Vulnerable Populations: Any individual, group, or community whose
circumstances create barriers to obtaining or understanding information, or the
ability to react as the general population. Circumstances that may create
barriers include, but are not limited to age; physical, mental, emotional, or
cognitive status; culture; ethnicity; religion; language; citizenship; geography; or
socioeconomic status.
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Wireless Emergency Alerts (WEA): A public safety system that allows customers
who own compatible mobile devices to receive geographically targeted,
text-like messages alerting them of imminent threats to safety in their area.
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Whole Community Planning: Involving individuals and families, individuals with
access and functional needs, businesses, faith-based and community
organizations, nonprofit groups, schools and academia, media outlets, and all
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levels of government, in the development of preparedness plans and ensuring
their roles and responsibilities are reflected in the content of the materials.
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14.4. List of Laws and Regulations Related to Emergency
Management
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This attachment contains major state and federal laws and other organizational
actions that have shaped California’s emergency management system.
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1917 State Council of Defense was created by the State Legislature to address
public security, public health, economic resource development, and military
training.
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1920 Merchant Marine Act (Jones Act) was passed to provide for the promotion
and maintenance of the American merchant marine to serve as a naval or
military auxiliary in time of war or national emergency (Merchant Marine Act
(Jones Act) of 1920, 46 U.S.C. Sections 50101-51012, 30104, 1920).
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1929 State Emergency Council was formed to plan for potential future
emergencies.
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1933 Field Act followed the Long Beach earthquake and marked a significant
step in the advancement of earthquake-resistant building design.
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1943 State War Powers Act was created by the Legislature and divided the
civilian war effort into two segments: protective services and war services. The
Act also established the California State War Council that assigned certain
activities to state agencies.
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1945 California Disaster Act was enacted by the State Legislature. This
combined responsibility for planning and preparing for emergencies, whether
natural, technological, or human-caused under a single state agency. During
the period from 1945 to 1970 the agency was known as the Office of Civil
Defense (1950) and the California Disaster Office (1956) and functioned under
the authority of the California Disaster Act.
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1950 California Civil Defense and Disaster Relief Plan and California Disaster
and Civil Defense Master Mutual Aid Agreement. This plan was the first
comprehensive emergency plan developed by the State. While its focus was
civil defense, it contained annexes relating to natural disasters. The California
Disaster and Civil Defense Master Mutual Aid Agreement was also adopted that
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same year under Governor Earl Warren. This legislation remains a cornerstone of
California’s emergency management system.
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1970 California Emergency Services Act (ESA) superseded the California
Disaster Act. The ESA established the Governor’s Office of Emergency Services
(Cal OES), with the Director reporting to the Governor. The office was given
responsibility of coordinating statewide emergency preparedness, post
emergency recovery and mitigation efforts, and the development, review,
approval, and integration of emergency plans (California Emergency Services
Act, 1970).
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1974 Natural Disaster Assistance Act (NDAA) authorized the Director of Cal OES
to administer a disaster assistance program that offers financial assistance from
the State for costs incurred by local governments as a result of a natural disaster
event, including reimbursement of local government costs associated with
certain emergency activities. In 2002, the Act was amended to allow funding for
terrorist acts and epidemics and renamed the Disaster Assistance Act (DAA). In
2005, the Act was amended again to change certain definitions of qualifying
projects and renamed the California Disaster Assistance Act (CDAA).
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1988 Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford
Act) created a process for federal natural disaster assistance to state and local
governments through a presidential disaster declaration or an emergency
declaration and gives FEMA the responsibility for coordinating federal relief
efforts.
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1990 Oil Pollution Act (OPA) requires oil storage facilities and vessels to submit to
the Federal government plans detailing how they will respond to large
discharges, created a trust fund financed by a tax on oil to clean up spills when
the responsible party is incapable or unwilling to do so, and requires the
development of Area Contingency Plans to prepare and plan for oil spill
response on a regional scale (Oil Pollution Act of 1990, 33 U.S.C. Ch. 40, Section
2701, 1990).
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1990 The Americans with Disabilities Act (ADA) prohibits discrimination against
individuals with disabilities in all areas of public life, including jobs, schools,
transportation, and all public and private places that are open to the general
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public. The ADA guarantees that people with disabilities have the same
opportunities as everyone else.
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1996 Standardized Emergency Management System (SEMS) resulted in a major
revision of the California Emergency Services Act. With the Incident Command
System (ICS) as its foundation, SEMS emphasizes a standard organizational
structure and terminology at all emergency management levels. The system was
designed to enhance coordination, information flow, and resource sharing
among response organizations and between organizational levels.
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2002 Maritime Transportation Security Act requires vessels and ports to conduct
vulnerability assessments, develop security plans, and align with domestic
maritime security standards to address port and waterway security (Maritime
Transportation Security Act of 2002, 46 U.S.C., Section 2101, 2002).
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2003 California’s Office of Homeland Security was established by Executive
Order under the Office of the Governor to coordinate security activities
throughout California, as well as activities of all state agencies pertaining to
terrorism.
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2004 National Incident Management System (NIMS) guides all levels of
government, nongovernmental organizations and the private sector to work
together to prevent, protect against, mitigate, respond to and recover from
incidents. NIMS provides stakeholders across the whole community with the
shared vocabulary, systems, and processes to successfully deliver the
capabilities described in the National Preparedness System. NIMS defines
operational systems that guide how personnel work together during incidents.
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2005 Reduction in State Greenhouse Gas Emissions (Executive Order S-03-05)
sets a goal to reduce California’s emission levels to 80 percent below 1990 levels
by 2050, requires biannual report to Governor and State Legislature on the
impacts to California of global warming, and development of mitigation and
adaptation plans.
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2006 Post-Katrina Emergency Management Reform Act (PKEMRA) amended
the Federal Homeland Security Act of 2002 to make extensive revisions to
emergency response provisions and provided FEMA with substantial new
authority. The Act established a Disability Coordinator within FEMA and
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developed guidelines to accommodate individuals with disabilities. It also
established the national Emergency Family Registry and Locator System.
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2006 California Animal Response Emergency System (CARES) resulted in a
revision to the California Emergency Services Act. CARES provides operational
guidance to assist with all aspects of animal care and control in the event of a
disaster or emergency. In addition, CARES provides resources for the public,
animal businesses, shelters, and emergency planners. CARES is structured in
accordance with the SEMS and the ICS.
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2006 California Maritime Security Council (Executive Order S-19-06) was
created by the Governor for the purpose of enhancing port security through
statewide collaboration and information sharing, development of a statewide
maritime security strategy, and development of recovery plans for a
catastrophic event at a California port.
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2006 Security and Accountability for Every (SAFE) Port Act codified into law
several programs to improve U.S. port, maritime, and cargo security by
establishing a network of virtual and physical command centers, creating a Port
Security Grant Program, conducting security assessments of foreign ports
interested in the Container Security Initiative (CSI), and improving various
container and trade data tracking systems to identify high risk containers and
facilitate data sharing (Security and Accountability For Every (SAFE) Port Act of
2006, 6 U.S.C. Ch. 3, Section 901 et seq., 2006).
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2008 Office of Access and Functional Needs (OAFN) was established in the
Governor’s Office of Emergency Services. The purpose of OAFN is to identify the
needs of individuals with disabilities and people with access and functional
needs before, during, and after disasters and to integrate those needs and
resources in partnership with the whole community, into emergency
management systems.
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2013 Sandy Recovery Improvement Act (SRIA) amended the Stafford Act to
include advances to states of up to 25 percent of the amount of estimated cost
of post‐disaster Hazard Mitigation Grant Program (HMGP) funds, together with
other streamlining measures, and directed FEMA to create a comprehensive
national strategy for reducing the cost of future disasters.
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2015 Climate Change Adaptation established the Integrated Climate 8567
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Adaptation and Resiliency Program to be administered by the Office of
Planning and Research to coordinate regional and local efforts with state
climate adaptation strategies to adapt to the impacts of climate change. The
law also required Cal OES, in coordination with the California Natural Resources
Agency, the Office of Planning and Research, and relevant public and private
entities, to review and update, as necessary, the Adaptation Planning Guide.
2015 Climate Change Safety Element in General Plans (SB 379 Chapter 608) 8574
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requires the safety element of local hazard mitigation plans to
address climate adaptation and resiliency strategies applicable to that city or
county. The bill would require the update to include a set of goals, policies, and
objectives based on a vulnerability assessment, identifying the risks
that climate change poses to the local jurisdiction and the geographic areas at
risk from climate change impacts, and specified information from federal, state,
regional, and local agencies.
2015 California Cybersecurity Integration Center (Cal-CSIC) was launched to 8582
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reduce the likelihood and severity of cyber incidents that could damage
California’s economy, critical infrastructure, or computer networks in the public
and private sector.
2016 Access and Functional Needs in Emergencies (AB 2311 Chapter 520) This 8586
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legislation amended the California Government Code (GC, Section 8593.3) to
require each county, including city and county, to integrate access and
functional needs into its emergency plan upon the next update. The code was
further amended by AB 477, Chapter 218, to require local jurisdictions include
representatives from access and functional needs populations in the next
regular update. Specifically, jurisdictions must include internal and external
stakeholders throughout each phase of the emergency planning process in
communications, evacuations, and sheltering.
2017 Dam Emergency Action Plan requires owners of state-regulated dams, 8595
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except those classified as low hazard, to prepare emergency action plans
containing inundation maps for emergency preparedness, to minimize or
eliminate the potential loss of life and/or property damage.
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2017 Community Resiliency and Disaster Preparedness Act (AB 607 Chapter 8599
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501) provides for expanded and improved disaster readiness and response in
the California Work Opportunity and Responsibility to Kids (CalWORKs) and
CalFresh programs (Public social services: disaster assistance services, Cal.
Assemb. B. 607 Ch. 501, 2017).
2017 Hazardous Materials Integrated Alerting and Notification (AB 1646 Chapter 8604
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588) requires an implementing agency, in coordination with relevant local
agencies and the public, to develop an integrated alerting and notification
system to be used to notify the community surrounding a petroleum refinery in
the event of an incident at the refinery (Hazardous materials: unified program
agency: integrated alerting and notification system, Cal Assemb. B. 1646 Ch.
588, 2017).
2018 State of Emergency for Cyberterrorism (SB 532, Chapter 557) adds 8611
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“cyberterrorism” to the list of conditions that are named in the California ESA
that constitute a local emergency and a state of emergency.
2018 County Emergency Notifications (SB 821, Chapter 615) authorizes counties 8614
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to enter into an agreement to access contact information of resident
accountholders through the records of a public utility or other agency
responsible for water service, waste and recycling services, or other
property-related services for the sole purpose of enrolling county residents in a
county-operated public emergency warning system.
2018 Cal OES Alert & Warning Guidelines (SB 833 Chapter 617) required Cal OES 8620
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to create alert and warning guidelines for alerting authorities in California
alongside relevant stakeholders. The guidelines must include best practices in
alert and warning systems’ utilization, setup, and training (Office of Emergency
Services: guidelines: alert and warning systems, Cal. Senate B. 833 ch. 617, 2018).
2018 Wildfire Prevention and Planning (SB 901 Chapter 626) establishes a 8625
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comprehensive framework to address and prevent catastrophic wildfires. This
includes prevention and planning by the state’s electric utilities; management of
the state’s forests, chaparrals, and other lands; and standards to stabilize
electrical corporations in the event of extensive liability (Wildfires, Cal. Senate B.
901 ch. 626, 2018).
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2018 General Plans Safety Element Revision (SB 1035 Chapter 733) requires the 8631
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safety element within a city or county’s general plan to be revised to identify
new information on fire hazards, flood hazards, and climate adaptation and
resiliency strategies applicable to the city or county that was not available
during the previous revision of the safety element. The bill also requires that this
revision occur upon each revision of the housing element or local hazard
mitigation plan, but not less than every eight years (General plans, Cal. Senate
B. 1035 ch. 733, 2018).
2018 Emergency Preparedness for Electrical Utilities (SB 1076 Chapter 353) 8639
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requires Cal OES to include in the next update of the State Hazard Mitigation
Plan (SHMP), within the hazard identification and risk analysis section, an
evaluation of risks from an electromagnetic pulse attack, a geomagnetic storm
event, and other potential causes of a long-term electrical outage (Emergency
preparedness: electrical utilities: electromagnetic pulse attacks and
geomagnetic storm events, Cal. Senate B. 1076 ch. 353, 2018).
2018 Community Conservation Corps (SB 1181 Chapter 623) authorizes Cal OES 8646
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to enter into an agreement directly with one or more certified Community
Conservation Corps to perform emergency or disaster response services as the
office deems appropriate (Emergency services: certified community
conservation corps, Cal. Senate B. 1181 ch. 623, 2018).
2018 Emergency Notification Translations (AB 1877, Chapter 630) requires Cal 8651
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OES to create and maintain a library of translated emergency notifications and
translation style guide for designated alerting authorities when issuing
emergency notifications.
2018 Private Fire Protection Resources (AB 2380 Chapter 636) requires Cal OES, 8655
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in collaboration with the Department of Forestry and Fire Protection (Cal Fire)
and the Board of Directors of the Fire Resources of Southern California
Organized for Potential Emergencies (FIRESCOPE) Program, to develop
standards and regulations for any privately contracted private fire prevention
resources operating during an active fire incident in the state (Fire protection:
privately contracted private fire prevention resources, Cal. Assemb. B. 2380 ch.
636, 2018).
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2018 Local Emergency Proclamation Review (AB 2898 Chapter 395) extended 8663
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the requirement to review the need of continuing a local emergency
proclamation made by the governing body of a city, county, or city and
county, or by a designated official from 30 to 60 days. Additionally, port districts
can declare a local emergency the same as a city, county, or city and county
(Emergency services: local emergencies, Cal. Assemb. B. 2898 ch. 395, 2018).
2018 Workforce Development Board Mutual Aid (AB 2915 Chapter 722) requires 8669
8670
8671
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the California Workforce Development Board to develop a policy regarding
mutual aid agreements between local workforce development boards to
enable them to effectively respond to disasters, consistent with applicable state
and federal law (Workforce development boards: mutual disaster aid
assistance, Cal. Assemb. B. 2915 ch. 722, 2018).
2018 Disaster Recovery Reform Act (DRRA) amended the Stafford Act to 8675
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improve the nation’s overall capacity to respond to large-scale disasters,
instituted major changes to FEMA processes and grant funding, and mandates
financial support for greater resiliency in rebuilding, rather than simply restore or
replace.
2018 California Disaster Recovery Framework (CDRF) developed the 8680
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Interagency Recovery Coordination Section in Cal OES to support
long-term recovery efforts. The CDRF utilizes a multi-agency partnership
organized around six Recovery Support Functions (RSFs): Community Planning
and Capacity Building, Housing, Economic, Health and Social Services,
Infrastructure, and Natural and Cultural Resources.
2019 Emergency Evacuation Routes (SB 99 Chapter 202) requires the safety 8686
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8690
element of the general plan, upon the next revision of the housing element to
identify any residential developments in any hazard area that does not have at
least two emergency evacuation routes (General plans: safety element:
emergency evacuation routes, Cal. Senate B. 99 ch. 202, 2019).
2019 Cultural Competence (SB 160 Chapter 402) requires, upon next revision, a 8691
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county’s emergency plan integrate cultural competence by incorporating
mechanisms and processes that account for the jurisdiction’s population
diversity in a meaningful and inclusive manner. Each county will provide a forum
for community engagement in geographically diverse locations in order to
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engage with culturally diverse communities within its jurisdiction (Emergency 8696
8697 services: cultural competence, Cal. Senate B. 160 ch. 402, 2019).
2019 Public Utilities Safety & Insurance (AB 111 Chapter 81) established the 8698
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California Energy Infrastructure Safety Act and created new governmental
structures to carry out the Act (Wildfire agencies: public utilities: safety and
insurance, Cal. Assemb. B. 111 ch. 81, 2019).
2019 Emergency Preparedness for Vulnerable Populations (AB 477 Chapter 218) 8702
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8705
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requires a county, or a city and county, to include representatives from the
access and functional needs (AFN) population in developing the next update of
its emergency plan (Emergency preparedness: vulnerable populations, Cal.
Assemb. B. 477 ch. 218, 2019).
2019 General Plans Safety Element (AB 747 Chapter 681) requires, upon next 8707
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8712
revision, a local hazard mitigation plan if it has not been adopted, a local
jurisdiction to review and update the safety element of its general plan to
identify evacuation routes and their capacity, safety, and viability under a
range of emergency scenarios (Planning and zoning: general plan: safety
element, Cal. Assemb. B. 747 ch. 681, 2019).
2020 Voluntary and Donations Management Planning (AB 2213 Chapter 98) 8713
8714
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requires Cal OES and California Volunteers, in coordination with VOAD, to
develop planning guidance to identify volunteers and donation management
resources that could assist in responding to or recovering from local, tribal,
regional, national, or international disasters, as specified (Office of Emergency
Services: planning guidance, Cal. Assemb. B. 2213 ch. 98, 2020).
2020 Cal OES Emergency Plan Review (AB 2386 Chapter 254) requires cities and 8719
8720
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8722
counties to submit copies of their emergency plan to Cal OES to review for
compliance with FEMA’s Comprehensive Preparedness Guide 101 (Office of
Emergency Services: disaster council plans, Cal. Assemb. B. 2386 ch. 254, 2020).
2020 Best Practices for County Emergency Plans (AB 2968 Chapter 257) requires 8723
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Cal OES to establish best practices for counties developing and updating a
county emergency plan. By January 1, 2022, Cal OES will establish a review
process for counties to request review of their plans by the office. The Cal OES
review will provide technical assistance and feedback regarding the plans’
State of California
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consistency with the best practices (County emergency plans: best practices, 8728
8729 Cal. Assemb. B. 2968 ch. 257, 2020).
2020 Access and Functional Need (AFN) integration with the State Emergency 8730
8731
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Plan (AB 3267, Chapter 260) requires coordination with representatives of the
AFN population when updating the SEP and requires After Action Reports (AARs)
be completed within 180 days after each declared disaster.
2021 Underrepresented Populations (AB 580 Chapter 744) requires the Cal OES 8734
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8739
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8741
8742
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8746
director to appoint representatives of the access and functional needs
population to serve on committees related to the SEMS system. The Cal OES
director will include the access and functional needs community when
consulting on its alert and warning guidelines and when updating the training
for those guidelines. Cal OES is required to include conclusions and
recommendations in after-action reports following declared disasters. Each
county is required to submit its emergency plan to Cal OES on or before March
1, 2022, and upon any update to the plan after that date (Emergency services:
vulnerable populations, Cal. Assemb. B. 580 ch. 744, 2021). Per GC Section
8593.3.2, a county may request consultation to advance the integration of
access and functional needs within its EOP. The Cal OES Office of Access and
Functional Needs facilitates this process.
2021 Master Mutual Aid Agreement (SB 816, Chapter 292) definition in the 8747
8748
8749
8750
8751
Emergency Services Act was amended to include federally recognized
California Indian Tribes as parties to the MMAA. This allows federally recognized
Tribes who respond to emergencies to be eligible for federal money when
providing mutual aid on wildfires and other emergencies.
2022 Equity Initiative, Commission on the State of Hate, and Racial Equity 8752
8753
8754
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8760
Commission (Executive Order N-16-22) sets goals for executive branch state
agencies and departments to identify disparities in policies, programs, and
operations, and advance equity and inclusive practices in state government
programs and hiring system for historically disadvantaged and equity priority
communities. Agencies and departments will develop or update strategic plans
to engage and gather input from these communities. The order also established
the Commission on the State of Hate in the Civil Rights Department and the
Racial Equity Commission in the Office of Planning and Research.
State of California
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14.5. Relationships Between CA-ESFs and CA-RSFs 8761
CA-RSFs represent six recovery domains essential to addressing the long-term 8762
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8768
recovery needs of disaster-impacted communities. The CA-RSFs are designed to
bring together discipline-specific subjective matter expertise to maximize
recovery outcomes through collaborative efforts with local jurisdictions through
all emergency management phases. Each CA-RSF has associated CA-ESFs, this
connection is not a handoff, they are interdependent. Therefore, there is a need
for both pre- and post-disaster coordination between the ESFs and RSFs.
For more information about CA-ESFs, refer to Section 11 California Emergency 8769
8770
8771
8772
Support Functions, and for CA-RSFs, refer to Section 13 California Recovery
Support Functions. The relationship between each CA-ESF and the associated
CA-RSF is depicted below in Exhibit 14.5-1 CA-ESFs and CA-RSFs.
Exhibit 14.5-1 CA-ESFs and CA-RSFs 8773
8774
State of California
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8775
8776
State of California
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14.6. List of Annexes to the State Emergency Plan 8777
8778
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8782
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8787
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8790
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8792
8793
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8796
8797
8798
8799
8800
8801
8802
8803
Functional Annexes
California Child Care Disaster Plan, 2016
California State Emergency Alert System Plan, 2017
California Disaster Recovery Framework, 2019
California Enhanced State Hazard Mitigation Plan, 2023
California Emergency Support Function (CA-ESF) Annexes
• CA-ESF 1 Transportation, 2021
• CA-ESF 2 Communications, 2013
• CA-ESF 3 Construction & Engineering, 2013
• CA-ESF 4, Fire & Rescue, 2021
• CA-ESF 5 Management, 2021
• CA-ESF 6 Mass Care & Shelter, 2013
• CA-ESF 7 Resources, 2013
• CA-ESF 8 Public Health & Medical, 2013
• CA-ESF 10 Hazardous Materials, 2013
• CA-ESF 11 Food and Agriculture, 2013
• CA-ESF 12 Utilities, 2013
• CA-ESF 13 Law Enforcement, 2021
• CA-ESF 14 Recovery, 2013
• CA-ESF 15 Public Information, 2013
• CA-ESF 17 Volunteers & Donation Management, 2013
• CA-ESF 18 Cybersecurity, 2020
Hazard or Threat Specific Annexes
Catastrophic Incident Base Plan, 2008
Cascadia Earthquake/Tsunami Plan, 2013
Bay Area Earthquake Plan, 2016
State of California
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Northern California Catastrophic Flood Response Plan, 2018 8804
8805
8806
8807
8808
8809
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8811
Southern California Catastrophic Earthquake Plan, 2022
Extreme Temperature Response Plan, 2022
California State Emergency Repatriation Plan, 2023
Plan Supplements
California Distribution Management Plan, 2021
California State Administrative Plan for the Fire Management Assistance Grant
Program and Public Assistance Program, 2022
State of California
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8812
8813
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333
14.7. California Warning System
Exhibit 14.7-1 California Warning System
State of California
Draft State Emergency Plan
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8815
8816
334
Exhibit 14.7-2 Severe Weather Warning
State of California
Draft State Emergency Plan
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8818
335
Exhibit 14.7-3 Flood Forecasts and Warnings
State of California
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336
Exhibit 14.7-4 Real Time Earthquake Warning System
State of California
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337
8822
8823
8824
Exhibit 14.7-5 Tsunami Warning System
State of California
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Exhibit 14.7-6 California’s Portion of the National Warning System (CALWAS) 8825
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State of California
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Exhibit 14.7-7 State Nuclear Power Plant Emergency Notification System
8830
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State of California
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This Page Intentionally Left Blank
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14.8. End Notes 8832
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8859
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Bedsworth, L. (2019, January 16). California's Fourth Climate Change Assessment.
Retrieved August 30, 2021, from California's Climate Assessment:
https://climateassessment.ca.gov/
CA Education Code, Section 35266. (n.d.). Retrieved from
https://leginfo.legislature.ca.gov/faces/codes_displayexpandedbranch.x
html?tocCode=EDC&division=&title=2.&part=&chapter=&article=&nodetr
eepath=2
CA Government Code, Section 8592.50. (n.d.). Retrieved from
https://leginfo.legislature.ca.gov/faces/codes_displayexpandedbranch.x
html?tocCode=GOV&division=&title=2.&part=&chapter=&article=&nodetr
eepath=3
CAL FIRE. (2021). 2020 Incident Archive. Retrieved from
https://www.fire.ca.gov/incidents/2020/
California Code of Regulation, Title 19. (n.d.). California Code of Regulation, Title
19. Public Safety, Division 2., § 2450. Retrieved from
https://govt.westlaw.com/calregs/Document/I07B47B2D099F48059BF9096
50462FE66?viewType=FullText&originationContext=documenttoc&transitio
nType=CategoryPageItem&contextData=(sc.Default)
California Department of Aging. (2017). California State Plan on Aging 2017-
2021. Retrieved April 2, 2021, from
https://aging.ca.gov/Data_and_Reports/
California Department of Finance. (2021, July 19). Total Population Projects,
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Finance - Demographics:
https://dof.ca.gov/wp-
content/uploads/Forecasting/Demographics/Documents/P1A_State_Tota
l.xlsx
California Department of Finance. (2022, January). Population Estimates for
Cities, Counties, and the State - January 1, 2021 and 2022. Retrieved
October 2022, from California Department of Finance:
https://dof.ca.gov/forecasting/demographics/estimates-e1/
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California Department of Finance. (2022, January 1). Population Estimates for 8863
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Cities, Counties, and the State - January 1, 2022. Retrieved October 2022,
from State of California Department of Finance:
https://dof.ca.gov/forecasting/demographics/estimates-e1/
California Department of Forestry and Fire Protection [CAL FIRE]. (2020). Stats
and Events. (State of California) Retrieved May 27, 2021, from CAL FIRE:
https://www.fire.ca.gov/stats-events/
California Department of Public Health. (2021). West Nile Virus. Retrieved August
30, 2021, from California Department of Public Health, Vector Borne
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California Department of Public Health. (2022, March 9). Assessing the Impact of
COVID-19 in California. Retrieved April 18, 2023, from California
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19/Assessing-Impact-COVID-19-California.aspx
California Department of Social Service. (2022, January 10). Memorandum of
Understanding Between California Department of Social Service and
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California Emergency Services Act. (1970). Cal. Government Code § 8550-
8669.7. Retrieved from
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e=GOV&division=1.&title=2.&part=&chapter=7.&article=1.
California Energy Commission. (2020). Crude Oil Imports by Rail 2020. (State of
California) Retrieved June 3, 2021, from California Energy Commission:
https://www.energy.ca.gov/data-reports/energy-almanac/californias-
petroleum-market/oil-supply-sources-california-refineries-0
California Governor's Office of Emergency Services. (2020). California Adaptaion
Planning Guide. Retrieved from
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divisions/hazard-mitigation/hazard-mitigation-planning/california-climate-
adaptation
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(2021) Retrieved from
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management/search-for-grants
California Natural Resources Agency. (2021). 2021 California Climate
Adaptation Strategy. Retrieved July 26, 2022, from California Climate
Adaptation Strategy:
https://resources.ca.gov/Initiatives/Building-Climate-
Resilience/2021-State-Adaptation-Strategy-Update
California Natural Resources Agency. (2021, January). California's Wildfire and
Forest Resilience Action Plan. Retrieved August 30, 2021, from Adaptation
Clearinghouse, The Georgetown Climate Cener:
https://www.adaptationclearinghouse.org/resources/california-eys-
wildfire-and-forest-resilience-action-plan.html
California Natural Resources Agency. (2023, April 18). 2021 California Climate
Adaptation Strategy. Retrieved from California Natural Resource Agency:
https://resources.ca.gov/Initiatives/Building-Climate-Resilience/2021-State-
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California Travel & Tourism. (2019, October). Tourism Economics. Retrieved April
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Centers for Disease Control and Prevention. (2020). Disability & Health U.S. State
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from Centers for Disease Control and Prevention: 8925
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l
Centers for Disease Control and Prevention. (2023, February 13). Heat & Health
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Plood Protection Board:
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content/uploads/2022/12/Central_Valley_Flood_Protection_Plan_Update_
2022_ADOPTED.pdf
Cokley, K. ,. (2021, November 19). Journal of Community Psychology. Retrieved
December 2022, from Wiley Online Library:
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Emergency preparedness: electrical utilities: electromagnetic pulse attacks and
geomagnetic storm events, Cal. Senate B. 1076 ch. 353. (2018). Retrieved
from
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076
Emergency preparedness: vulnerable populations, Cal. Assemb. B. 477 ch. 218.
(2019). Retrieved from
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00AB477
Emergency services: certified community conservation corps, Cal. Senate B.
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80SB1181
Emergency services: local emergencies, Cal. Assemb. B. 2898 ch. 395. (2018).
Retrieved from
https://leginfo.legislature.ca.gov/faces/billPdf.xhtml?bill_id=201720180AB2
898
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FEMA. (2017, April). Hazus Estimated Annualized Earthquake Losses for the United
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Hans Johnson, C. A. (2021, March). Immigrants in California. Retrieved April 4, 8988
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notification system, Cal Assemb. B. 1646 Ch. 588. (2017). Retrieved from
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80AB1646
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20the%20United%20Kingdom.&text=If%20we%20were%20to%20list,how%20
dominant%20California%20really%20is.
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End of Plan
