2. EXH A Emergency Operations Plan 2026

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EMERGENCY OPERATIONS PLAN
2026
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Letter of Promulgation
In the event of a natural, technological, or human-caused incident within the City of Yuma,
Arizona, city government must be prepared to implement plans and procedures to protect lives
and property. The purpose of this plan is to provide direction and guidance to City governmental
departments and supporting agencies. It constitutes a directive to prepare for and execute
assigned emergency tasks to ensure maximum survivability of the population and to minimize
property damage in the event of a disaster. It is applicable to all elements of the City government
and the private sector engaged in, or acting in support of emergency operations. This plan has
been created in support and in concert with Yuma County’s Emergency Operations Plan and the
State of Arizona Emergency Response and Recovery Plan as well as with Arizona Revised
Statutes, Title 26 Chapter 2. This plan supersedes all previously published editions of the City
Emergency Operations Plan. This plan is effective for planning purposes at all times and may be
implemented in whole or in part whenever conditions warrant. A local emergency declaration
may be issued by the Mayor or designee when necessary to support emergency operations,
access emergency authorities, or facilitate disaster assistance. A copy of this plan is on file in the
Office of the City Clerk of the City, under the provisions of Arizona Revised Statutes, Section
26-307B.
Signature___________________________Title:_________________Date:____________
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Table of Contents
EXECUTIVE SUMMARY............................................................................................................ 5
BASIC PLAN ............................................................................................................................... 7
SECTION “A” - DIRECTION AND CONTROL ...................................................................... 13
SECTION “B” - COMMUNICATIONS AND WARNING ....................................................... 20
SECTION “C” - EMERGENCY PUBLIC INFORMATION ..................................................... 24
SECTION “D” - LAW ENFORCEMENT .................................................................................. 29
SECTION “E” - FIRE AND EMERGENCY MEDICAL SERVICES ....................................... 34
SECTION “F” - HEALTH AND MEDICAL ...............................................................................39
SECTION “G” - PUBLIC WORKS..............................................................................................46
SECTION “H” - RESOURCES AND TRANSPORTATION.......................................................51
SECTION “I” - EVACUATION ...................................................................................................59
SECTION “J” - RECEPTION AND CARE .................................................................................67
SECTION “K” - IN-PLACE PROTECTIVE SHELTER .............................................................74
SECTION “L” - HUMAN SERVICES..........................................................................................82
SECTION “M” - TERRORISM ...................................................................................................90
SECTION “N” - CONTINUITY OF GOVERNMENT SERVICES.............................................99
SECTION “O” - GRANT READINESS AND RISK BASED PLANNING .............................107
SECTION “P” - TRAINING, EXERCISES, AND PLAN VALIDATION ................................109
APPENDIX 1 – SAMPLE DISASTER PROCLAMATION ......................................................112
APPENDIX 2 - HAZARD IDENTIFICATION AND RISK SUMMARY ................................113
APPENDIX 3 - EOC ACTIVATION MATRIX ........................................................................ 115
APPENDIX 4 - VITAL RECORDS AND INFORMATION MANAGEMENT........................117
APPENDIX 5 - DISASTER RECOVERY FRAMEWORK ......................................................119
APPENDIX 6 - POSITION-BASED EMERGENCY MANAGEMENT FRAMEWORK........121
APPENDIX 7 - DEPARTMENT CONTINUITY REQUIREMENTS .......................................122
APPENDIX 8 - PLAN REVIEW AND MAINTENANCE SCHEDULE...................................132
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APPENDIX 9 - MEDIA RESOURCES ....................................................................................133
APPENDIX 10 – HEALTH AND MEDICAL RESOURCES ..................................................134
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EXECUTIVE SUMMARY
City of Yuma Emergency Operations Plan
The City of Yuma Emergency Operations Plan (EOP) establishes the framework for how the City
prepares for, responds to, recovers from, and mitigates emergencies and disasters that may affect
the community. The 2026 update reflects current emergency management best practices, lessons
learned from recent incidents and exercises, and alignment with local, state, and federal
guidance.
This plan utilizes an all-hazards approach and applies to natural, technological, and human-
caused incidents. It provides direction for coordination among elected officials, City leadership,
departments, partner agencies, nongovernmental organizations, and private-sector stakeholders.
Its primary purpose is to protect life, preserve property, maintain essential government services,
safeguard critical infrastructure, and ensure continuity of government under emergency
conditions.
KEY IMPROVEMENTS IN THE 2026 UPDATE
Clear Governance and Accountability
The updated EOP clarifies roles, responsibilities, and authorities among elected officials, City
leadership, the Emergency Management Director, on-scene incident commanders, and the
Emergency Operations Center (EOC). The plan reinforces the use of the National Incident
Management System (NIMS), Incident Command System (ICS), and scalable emergency
management structures.
Emergency Management Program Modernization
The 2026 update expands the City's emergency management program beyond traditional
emergency response planning. New elements include position-based emergency management
tools, continuity planning requirements, training and exercise programs, vital records
management, and strengthened risk-based planning. Hazard identification and mitigation efforts
are coordinated with the City's participation in the Yuma County Multi-Jurisdictional Hazard
Mitigation Plan (MJHMP). These enhancements improve organizational resilience, continuity
during personnel transitions, and long-term disaster readiness.
Modern Communications and Public Information
The plan updates emergency warning and public information processes to reflect current
technology and community expectations, including mass notification systems, social media,
accessibility considerations, and multilingual messaging. It strengthens coordination to ensure
timely, accurate, and consistent public information during emergencies.
Community-Focused Emergency Care
The EOP enhances planning for evacuation, shelter-in-place, reception and care, sheltering
operations, and human services support. Particular emphasis is placed on extreme heat, power
outages, vulnerable populations, and coordination with public health agencies, the American Red
Cross, and community partners.
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Health, Medical, and Recovery Readiness
Enhancements include improved coordination for mass casualty incidents, medical surge
operations, behavioral health support, fatality management, and disaster recovery activities. The
plan establishes a clearer framework for transitioning from emergency response to short- and
long-term community recovery.
Infrastructure, Logistics, and Financial Oversight
The plan strengthens coordination for public works, transportation, resource management,
damage assessment, and emergency procurement. Documentation and cost-tracking requirements
are emphasized to support transparency, accountability, and eligibility for state and federal
disaster assistance programs.
Continuity of Government and Operations
The updated EOP reinforces continuity of government and continuity of operations through
succession planning, delegation of authority, protection of vital records, alternate operating
procedures, and department-level continuity planning requirements. Emergency management
responsibilities are assigned to positions rather than individuals, ensuring critical functions can
continue despite personnel changes or extended emergencies.
OPERATIONAL READINESS
The EOP is supported by the Yuma EOP Field Operations Guide (Yuma FOG), which provides
role-based Action Checklists, position guides, operational worksheets, forms, and Emergency
Operations Center procedures designed for real-world use by elected officials, department heads,
and emergency management personnel.
The City will maintain a progressive emergency management program that includes training,
exercises, and after-action reviews. The plan will be reviewed annually and administratively
amended as necessary to reflect organizational changes, lessons learned, emerging threats, and
evolving best practices.
GRANT READINESS AND FUNDING ALIGNMENT
The EOP supports eligibility for state and federal preparedness funding opportunities through
risk-based planning, training, exercises, continuity planning, and documented capability
development.
CONCLUSION
The City of Yuma Emergency Operations Plan provides a modern, practical, and scalable
framework for emergency management. It strengthens the City's ability to prepare for, respond
to, recover from, and mitigate emergencies while maintaining essential services, protecting
critical infrastructure, and supporting the safety and resilience of residents, visitors, businesses,
and the broader community.
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BASIC PLAN
City of Yuma Emergency Operations Plan
I. PURPOSE
The Basic Plan establishes the overall framework for emergency management within the City of
Yuma. It describes how the City organizes, coordinates, and directs resources to protect life,
property, and the environment before, during, and after emergencies or disasters.
This plan provides guidance for City officials, departments, partner agencies, and supporting
organizations and serves as the foundation for all functional sections and annexes of the
Emergency Operations Plan (EOP).
II. SCOPE
This Emergency Operations Plan applies to all hazards, including natural, technological, and
human-caused incidents that may impact the City of Yuma. The plan addresses emergencies
ranging from localized incidents to large-scale or long-duration disasters requiring regional,
state, or federal assistance.
The EOP applies to:
• All City departments and personnel
• Elected officials and City leadership
• Supporting agencies and partners
• Nongovernmental and volunteer organizations providing emergency support
III. SITUATION OVERVIEW
A. Legal and Operational Environment
Arizona Revised Statutes, Title 26, Chapter 2 establishes the framework for emergency
management within the State of Arizona and authorizes local governments to prepare for,
respond to, recover from, and mitigate emergencies and disasters. The City of Yuma coordinates
emergency management activities with Yuma County, neighboring jurisdictions, tribal
governments, state and federal agencies, military installations, private-sector partners, and
nongovernmental organizations.
The City of Yuma participates in mutual aid and regional coordination efforts with Yuma County,
the cities of San Luis and Somerton, the Town of Wellton, and other partner agencies to support
emergency response and recovery operations when local resources are exceeded. The Yuma
County Office of Emergency Management was created, and is charged with, carrying out the
duties as outlined above, as well as facilitating countywide mitigation and preparedness efforts.
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Pursuant to the City Charter and applicable law, the Mayor, City Council, City Administrator,
Emergency Management Director, and City departments maintain responsibilities for emergency
preparedness, response, recovery, continuity of government, and protection of life and property
in the City of Yuma.
Yuma City Charter Article VII Section 2 (e): The Mayor shall take command of the police and
govern the city by proclamation during times of great danger when an extraordinary local
emergency or natural disaster causes or threatens to cause loss of or jeopardizes life or property.
He shall be recognized as head of the city government for all ceremonial purposes and by the
governor for purposes of military law. Violation of any proclamation issued by the mayor
hereunder during such times shall be a misdemeanor.
B. Hazard Environment
The City of Yuma faces a range of hazards that may threaten public safety, critical infrastructure,
economic stability, and continuity of government operations. These hazards include, but are not
limited to:
• Extreme heat and prolonged power outages
• Hazardous materials incidents
• Earthquakes
• Transportation and infrastructure failures
• Severe weather and flooding events
• Public health emergencies
• Wildfire and vegetation fires
• Cyber incidents and technology disruptions
• Security-related or human-caused incidents
Emergencies may occur with little or no warning and may require extended operations, regional
coordination, emergency declarations, or assistance from state and federal partners.
The City of Yuma participates in the Yuma County Multi-Jurisdictional Hazard Mitigation Plan
(MJHMP), which identifies hazards, assesses community risk, and establishes mitigation
strategies intended to reduce future disaster impacts. The City incorporates applicable hazard
identification, risk assessments, and mitigation priorities from the adopted MJHMP into
emergency planning, preparedness, response, recovery, and long-term resilience efforts.
IV. ASSUMPTIONS
A. A disaster event separates itself from routine emergency incidents in the size and scope of
affected individuals and resources committed. First responders frequently experience emergency
situations in the form of fires, vehicular accidents, and criminal confrontations, yet a disaster
event is generally of a larger scale and requires the commitment of multiple agencies for an
extended period.
B. It is during these disaster events that resources can be depleted and assistance from other
agencies becomes necessary. This plan assists in defining the roles and responsibilities during
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such a situation and provides a framework for coordinating the response of many different
departments.
C. Each jurisdiction within Yuma County is responsible for the safety and well-being of its
citizens. The invocation of this plan, and the assistance agreements within, does not relieve a
jurisdiction of this responsibility.
D. Should the City of Yuma’s response and recovery capabilities be exceeded, assistance from
Yuma County will be provided and, should the resources of Yuma County be exceeded, the State
of Arizona under the coordination of the State Coordinating Officer (SCO) will provide
assistance. The Director of the Arizona Department of Emergency and Military Affairs (DEMA)
is the designated SCO. The State of Arizona Emergency Response and Recovery Plan (SERRP)
serves as a foundation for State assistance.
V. ELEMENTS OF EMERGENCY MANAGEMENT
The City of Yuma utilizes a comprehensive, all-hazards emergency management program based
on four interrelated mission areas: Mitigation, Preparedness, Response, and Recovery. Activities
conducted in each mission area support the City's ability to protect life, property, critical
infrastructure, and continuity of government.
A. Mitigation
Mitigation includes sustained actions taken to reduce or eliminate long-term risks to people,
property, and infrastructure from hazards and disasters. Mitigation activities may include land-
use planning, adoption and enforcement of building and fire codes, public education, hazard
mitigation planning, infrastructure improvements, and other measures designed to reduce
community vulnerability.
B. Preparedness
Preparedness includes planning, training, exercises, resource management, public education, and
coordination activities conducted before an emergency occurs. Preparedness activities include
maintenance of this Emergency Operations Plan, continuity planning, mutual aid agreements,
emergency communications systems, emergency management training, exercises, and
development of emergency response capabilities.
C. Response
Response includes the immediate actions taken to save lives, protect property, stabilize incidents,
and meet basic human needs during an emergency or disaster. Response activities may include
incident command, emergency medical services, firefighting, law enforcement operations, public
information, evacuation, sheltering, emergency protective actions, and Emergency Operations
Center activation.
D. Recovery
Recovery includes actions taken to restore community functions and return affected areas to
normal or improved conditions following an emergency or disaster. Recovery activities may
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include damage assessment, debris management, infrastructure restoration, disaster assistance
coordination, economic recovery, housing recovery, and long-term community resilience efforts.
These mission areas are interconnected and often occur simultaneously throughout an incident.
Lessons learned through response and recovery activities are used to improve future mitigation
and preparedness efforts.
VI. CONCEPT OF OPERATIONS
A. General
1. The City of Yuma utilizes a comprehensive emergency management approach integrating
mitigation, preparedness, response, and recovery activities.
2. Emergency operations are managed using the Incident Command System (ICS) at the
incident level and the National Incident Management System (NIMS) for multi-agency
coordination.
3. When incidents exceed the scope of on-scene command or require multi-department
coordination, the Emergency Operations Center (EOC) may be activated to support
incident management, coordinate resources, facilitate information sharing, and support
policy-level decision making.
4. The EOC does not direct tactical field operations but supports Incident Command
through:
• Resource coordination
• Information sharing
• Policy support
• Situational awareness
• Planning for extended operations and recovery
B. Direction and Control
1. Elected officials retain policy authority during emergencies.
2. The Fire Chief, serving as the City's Emergency Management Director, is responsible for
coordinating emergency management activities, EOC operations, preparedness, response
support, recovery coordination, continuity planning, and interagency coordination.
3. The City Administrator provides executive oversight, coordinates policy-level decisions,
and ensures continuity of government and municipal operations.
4. Incident Commanders retain authority over on-scene tactical operations.
5. Unified Command shall be utilized when incidents involve multiple agencies,
jurisdictions, or disciplines.
VII. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES
A. Elected Officials
• Provide policy direction
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• Declare local emergencies
• Support intergovernmental coordination
B. City Administrator
• Provides executive oversight of emergency operations
• Coordinates policy-level decisions
• Ensures continuity of government
• Supports resource allocation and interdepartmental coordination
C. Emergency Management Director (Fire Chief)
• Serves as the City's Emergency Manager
• Coordinates emergency preparedness, mitigation, response support, recovery, and
continuity planning
• Directs EOC activation and coordination activities
• Maintains the Emergency Operations Plan and emergency management program
• Coordinates training and exercises
• Serves as the primary liaison with local, state, federal, tribal, military, and private-sector
partners
D. Department Heads
• Maintain essential services
• Assign representatives to the EOC when requested
• Implement departmental emergency procedures
• Maintain departmental continuity plans and emergency responsibilities
VIII. ADMINISTRATION, FINANCE, AND LOGISTICS
A. Each City department is responsible for tracking personnel time, equipment usage, and
disaster-related costs.
B. Documentation is essential to support:
• State and federal reimbursement
• Insurance and audit requirements
• After-action review and improvement planning
C. Emergency procurement and contracting will be conducted in accordance with applicable
laws and emergency authorities.
IX. PLAN DEVELOPMENT AND MAINTENANCE
A. This Emergency Operations Plan is maintained by the Emergency Management Director or
designee.
B. The plan is reviewed annually and updated as needed based on:
• Organizational changes
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• Exercises and training
• Real-world incidents
• After-action reports and lessons learned
C. Departments are responsible for maintaining supporting plans, procedures, and continuity
documents consistent with this EOP.
X. AUTHORITIES AND REFERENCES
This plan is developed and maintained in accordance with:
• Arizona Revised Statutes, Title 26
• City of Yuma Charter and ordinances
• National Incident Management System (NIMS)
• FEMA Comprehensive Preparedness Guide (CPG) 101
• State and County emergency management guidance
XI. DISTRIBUTION
This plan is distributed to City leadership, department heads, and partner agencies as appropriate.
A current version of the EOP will be maintained and made available for operational use.
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SECTION “A” – DIRECTION AND CONTROL
I. PURPOSE
This section establishes the framework for direction, control, and coordination of emergency and
disaster response activities within the City of Yuma. It defines the roles, authorities, and
organizational relationships between elected officials, the Emergency Operations Center (EOC),
and on-scene Incident Command.
II. SITUATION
A. During emergencies and disasters, City government continues to function under existing legal
authorities, organizational structures, and operational responsibilities, with additional
coordination mechanisms activated as necessary.
B. Emergency response activities are managed using the Incident Command System (ICS), while
strategic coordination, policy direction, and resource support are conducted through the
Emergency Operations Center (EOC) when activated.
C. The City of Yuma maintains designated Emergency Operations Centers to support disaster
response and recovery operations.
1. The primary City EOC is located at the Yuma Police Department, 1500 South 1st Avenue.
2. The alternate City EOC is located at the City of Yuma Public Works Building (Training
Room), 155 West 14th Street.
3. An alternate 9-1-1 dispatch capability is located at the Agua Viva Water Plant,
2670 S Avenue 9E, in the administration building.
4. The Yuma County Emergency Operations Center is located at 4343 South Avenue 5½
East and may be utilized if City capabilities are exceeded.
5. A Mobile Command Center is available to support incident management or serve as a
mobile alternate coordination facility.
D. When emergency conditions are anticipated to exceed City resources or require state or
federal assistance, direction and control activities will be conducted in accordance with the State
of Arizona Emergency Response and Recovery Plan (SERRP) to maintain eligibility for
assistance.
III. ASSUMPTIONS
A. Effective direction and control are essential to successful emergency response and recovery
and become increasingly critical as incident complexity and duration increase.
B. Most emergency incidents are managed effectively at the incident level; however, large-scale,
multi-agency, or prolonged incidents require activation of an EOC to support field operations.
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C. Local jurisdictions should anticipate limited external assistance during the initial 24 to 72
hours of a major disaster.
D. Unified Command will be implemented early when incidents involve multiple agencies or
jurisdictions.
IV. CONCEPT OF OPERATIONS
A. General
1. The Mayor, or designee, serves as the Chief Elected Official with overall policy authority
during emergencies and disasters, including the authority to declare a local emergency
and issue proclamations as provided by the Yuma City Charter and Arizona Revised
Statutes.
Yuma City Charter Article VII Section 2 (e): The Mayor shall take command of
the police and govern the city by proclamation during times of great danger
when an extraordinary local emergency or natural disaster causes or threatens
to cause loss of or jeopardizes life or property. He shall be recognized as head of
the city government for all ceremonial purposes and by the governor for
purposes of military law. Violation of any proclamation issued by the mayor
hereunder during such times shall be a misdemeanor.
2. The Fire Chief, serving as the City's Emergency Management Director, coordinates
emergency management activities and oversees Emergency Operations Center (EOC)
operations. Responsibilities include preparedness, response coordination, recovery
support, continuity planning, resource coordination, and interagency collaboration.
3. The City Administrator provides executive oversight of City operations, supports policy-
level decision making, and ensures continuity of government and municipal services
during emergencies.
4. Incident Commanders retain full authority over on-scene tactical operations and are not
relieved of command by activation of the EOC.
5. The EOC supports incident operations by:
• Coordinating resources and mutual aid
• Providing situational awareness and policy support
• Managing interagency coordination
• Supporting public information efforts
• Planning for extended operations and recovery
6. For disaster events that affect more than one jurisdiction, the affected jurisdictions will
coordinate their efforts through a unified command structure. This coordination will
necessitate open communication between each entity involved and may be best organized
through a single EOC.
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B. Emergency Declaration
1. Normally state and federal assistance units will not become actively involved until local
authorities declare a disaster. This declaration should be made when the situation is
anticipated to or has become larger than local authorities can handle with available
resources. It does not relieve local authorities of responsibility for overall emergency
response management.
o The Mayor of the City of Yuma (or in the Mayor's absence the Deputy Mayor or
other legally authorized designee) is the designated individual with authority to
declare a local emergency. (See Appendix 1, “Sample Disaster Proclamation”)
o Upon declaration of local emergency, the Mayor will govern by proclamation and
has the authority (as per A.R.S. 26-311) to impose all necessary regulations to
preserve the peace and order of the City of Yuma, including but not limited to:
1. -Imposing of curfews within all or part of the city;
2. -Ordering the closure of any business;
3. -Closing to public access any public building, street, or other public area;
4. -Calling upon regular, and/or auxiliary, law enforcement agencies or
organizations;
5. -Providing/requesting mutual aid from/to other political subdivisions; and
6. -Obtaining commitments of local resources in accordance to emergency
plans.
o The declaration of local emergency for the City of Yuma will be forwarded to the
Yuma County Emergency Management Office in an expedient manner (i.e. voice
followed by hard copy).
2. The Incident Command System will be used to direct on-scene emergency operations and
may be used in the EOC.
C. EOC Activation
1. When an incident has exceeded, or is anticipated to exceed, City resources, Public Safety
Duty Commanders (Fire and Police) will coordinate and recommend EOC activation.
2. The Chief of Police and Fire Chief will be notified of EOC activation recommendations.
3. Initial EOC staffing typically includes designated Fire and Police representatives, with
additional departments notified and activated as needed.
4. EOC activation levels may include:
o Level 3 – Monitoring: Limited staffing; information gathering and coordination
o Level 2 – Partial Activation: Selected functions staffed based on incident needs
o Level 1 – Full Activation: All primary EOC functions staffed for sustained
operations
5. EOC activation level may be adjusted as incident conditions evolve.
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D. EOC Operations
1. The Mayor, or designee, provides overall policy direction during emergencies and
disasters. The Fire Chief, serving as the City's Emergency Management Director, is
responsible for coordinating EOC operations and emergency management activities.
2. The EOC shall include representatives from City departments and partner agencies
appropriate to the incident. Typical functions may include fire and emergency medical
services, law enforcement, public works, health and medical services, communications,
public information, logistics, finance, and other agencies as needed.
3. EOC personnel support incident operations by:
• Coordinating resources, mutual aid, and logistics
• Facilitating communications and information sharing
• Maintaining situational awareness
• Documenting actions, decisions, and expenditures
• Providing technical expertise and policy support
• Supporting planning, continuity, and recovery operations
4. The EOC shall be capable of sustained 24-hour operations when required. Departments
shall identify trained personnel, establish staffing plans, and provide relief personnel for
extended operational periods.
5. If the primary EOC becomes unavailable due to damage, loss of communications, utility
failure, or other circumstances, operations shall transition to a designated alternate EOC,
another suitable City facility, or another location capable of supporting emergency
management functions.
6. Departments and agencies with emergency responsibilities shall maintain continuity
procedures to ensure uninterrupted command, control, communications, and essential
functions during emergencies.
a. Departments shall identify alternate operating locations, communication methods, and
continuity procedures for critical functions.
b. Departmental plans and standard operating procedures should identify alternate
facilities and processes to be used if primary facilities become unavailable.
V. ORGANIZATION AND RESPONSIBILITIES
A. Elected Officials
• Provide overall policy direction during emergencies and disasters.
• Declare local emergencies and issue emergency proclamations as authorized by law.
• Approve the release of significant emergency public information.
• Coordinate with elected officials of neighboring jurisdictions and governmental
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partners.
• Designate personnel to fulfill emergency management responsibilities as necessary.
B. City Administrator
• Provides executive oversight of emergency operations and continuity of government.
• Coordinates interdepartmental response and recovery activities.
• Ensures documentation of significant events, expenditures, and emergency actions.
• Provides policy guidance and briefings to elected officials.
• Designates or approves assignment of a Public Information Officer.
• Ensures appropriate staffing and support of EOC operations.
C. Emergency Management Director (Fire Chief or Designee)
• Serves as the City's Emergency Manager.
• Coordinates Emergency Operations Center (EOC) activities and emergency
management functions.
• Maintains and updates the Emergency Operations Plan and supporting emergency
management programs.
• Coordinates preparedness, mitigation, training, exercises, response support, recovery,
and continuity planning activities.
• Serves as the primary liaison with Yuma County, State of Arizona, federal agencies,
military partners, and other emergency management organizations.
• Oversees situation reporting, resource coordination, and emergency management
documentation.
D. Police Chief (or Designee)
• Coordinates law enforcement operations during emergencies and disasters.
• Oversees emergency communications and public warning functions.
• Supports evacuation operations, traffic control, access control, and public
protection/community security operations.
• Provides security for emergency facilities and critical infrastructure as necessary.
• Coordinates with partner agencies on public protection/community security matters.
E. Fire Chief / Fire Department (or Designee)
• Coordinates fire suppression, rescue, hazardous materials, and emergency medical
operations.
• Provides technical expertise and operational support to EOC leadership.
• Assists with public warning, evacuation, shelter-in-place, and life safety operations.
• Coordinates emergency medical treatment and transportation activities with healthcare
partners and mutual aid agencies.
• Supports damage assessment, incident stabilization, and recovery operations as
appropriate.
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F. Public Works and Engineering
• Coordinates restoration of essential public infrastructure and services.
• Assists with resource allocation, equipment support, and transportation needs.
• Establishes debris removal priorities and infrastructure restoration priorities.
• Supports damage assessment and documentation activities.
• Assists with emergency protective measures and infrastructure stabilization efforts.
G. Public Information Officer
• Coordinates public information and media relations activities.
• Develops and disseminates emergency information and protective action messages.
• Supports elected officials and EOC leadership with public communications.
• Coordinates rumor control and misinformation management efforts.
• Conducts media briefings and supports public information operations.
H. Health and Medical Services Coordinator (Fire Chief or designee)
• Coordinates with healthcare facilities, public health agencies, and emergency medical
providers.
• Supports medical surge operations, patient movement, and emergency healthcare
coordination.
• Assists with establishment of triage, treatment, and temporary medical care facilities
when necessary.
• Coordinates health and medical support resources during emergencies.
I. Parks and Recreation
• Supports reception, sheltering, and temporary care operations as assigned.
• Coordinates facility use and support resources for emergency operations.
• Assists with staffing and logistical support requirements.
J. American Red Cross and Human Services Partners
• Supports congregate care, sheltering, feeding, and disaster assistance operations.
• Coordinates disaster assistance services for affected populations.
• Provides support services to disaster survivors and emergency response personnel as
resources permit.
K. All Department Heads
• Maintain continuity of operations and essential services.
• Assign representatives to the EOC when requested.
• Implement departmental emergency procedures and continuity plans.
• Support emergency operations, recovery activities, and resource requests as assigned.
• Maintain readiness to provide logistical and operational support during emergencies.
VI. ADMINISTRATION AND LOGISTICS
A. Emergency Operations Center Support and Readiness
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1. Each City department is responsible for identifying, training, and maintaining personnel
capable of supporting Emergency Operations Center (EOC) operations.
2. The Emergency Management Director, in coordination with City departments, shall
ensure the EOC and supporting emergency management systems remain operationally
ready and capable of supporting emergency response, recovery, and continuity activities.
3. Departments shall maintain procedures for staffing EOC positions, supporting extended
operations, and providing relief personnel during prolonged incidents.
B. Administrative and Documentation Support
1. Administrative, documentation, and logistical support personnel shall be designated to
support EOC operations as required.
2. Personnel assigned to EOC support functions may assist with:
• Situation reporting
• Resource tracking
• Documentation of actions and expenditures
• Recordkeeping and administrative support
• Planning and recovery support activities
3. Departments shall maintain the necessary records to support emergency operations,
continuity of government, reimbursement requests, and after-action reporting.
C. Reporting and Information Management
1. Situation reports, emergency declarations, damage assessments, resource requests, and
other required documentation shall be prepared and submitted through established local,
county, state, and federal reporting channels.
2. The Emergency Management Director shall coordinate the collection, analysis, and
dissemination of information necessary to support decision-making, situational
awareness, resource management, and disaster assistance activities.
3. Documentation generated during emergencies shall be maintained in accordance with
applicable records retention requirements and may be used to support reimbursement,
recovery, and historical records.
VII. PLAN MAINTENANCE AND DISTRIBUTION
A. Responsibility for maintaining and updating this section rests with the City’s Emergency
Management Director (Fire Chief or designee).
B. This section will be reviewed annually and updated as needed based on organizational
changes, exercises, incidents, and after-action reviews.
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SECTION “B” – COMMUNICATIONS AND WARNING
I. PURPOSE
A. To establish and maintain a coordinated, reliable, and redundant communications and warning
capability on a 24-hour basis to support emergency and disaster operations.
B. To ensure timely dissemination of emergency information and protective action guidance to
City officials, partner agencies, and the public before, during, and after emergency incidents.
II. SITUATION
A. The City of Yuma utilizes a combination of public safety radio systems, commercial
telecommunications, internet-based platforms, and public alerting systems to support emergency
communications.
1. The primary warning point for the City of Yuma is the Public Safety Communications
Center (9-1-1 Dispatch) located at the Yuma Police Department, which operates 24 hours
a day, 7 days a week, with emergency backup power.
2. An alternate 9-1-1 dispatch capability is located at the Agua Viva Water Plant,
2670 S Avenue 9E, in the administration building, and may be activated if the primary
Public Safety Communications Center is compromised.
B. The City maintains access to the Integrated Public Alert and Warning System (IPAWS), which
allows authorized officials to disseminate emergency alerts via:
• Emergency Alert System (EAS)
• Wireless Emergency Alerts (WEA)
• NOAA Weather Radio
• Other participating public alerting pathways
C. Public safety radio systems are utilized by fire, law enforcement, public works, and partner
agencies to support incident command, mutual aid, and interagency coordination.
D. Social media platforms, City and department websites, and other digital communication tools
are used to supplement traditional warning systems and provide timely public information.
E. Amateur radio operators and auxiliary communications organizations may be utilized to
provide backup communications support when primary systems are degraded or unavailable.
III. ASSUMPTIONS
A. Effective communications and public warning are essential to life safety, incident
coordination, and public trust during emergencies and disasters.
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B. Communications infrastructure may be disrupted by power outages, extreme heat, cyber
incidents, or physical damage.
C. Redundant communications pathways are necessary to ensure continuity of operations.
D. Members of the public may receive emergency information through different platforms and at
different times; therefore, messaging must be consistent, clear, and repeated.
E. Special populations, including individuals with access and functional needs, may require
alternative communication methods.
IV. CONCEPT OF OPERATIONS
A. Warning Initiation
1. Notification of actual or potential emergency conditions may originate from:
• Public safety responders
• Dispatch centers
• National Weather Service
• IPAWS alerts
• State or federal agencies
• Utilities, industries, or infrastructure operators
2. Fire, law enforcement, or emergency management officials are responsible for initiating
public warnings in accordance with established procedures and incident conditions.
3. The decision to issue public warnings is based on the nature of the hazard, urgency,
population at risk, and available protective actions.
B. Warning Dissemination
1. Emergency warnings may be disseminated using one or more of the following methods:
• IPAWS (EAS, WEA, NOAA Weather Radio)
• Broadcast media (radio and television)
• Social media and official websites
• Mobile public address systems and sirens
• Door-to-door notification by responders
2. Warnings should provide clear, actionable guidance and be repeated as conditions evolve.
3. Whenever feasible, emergency messages will be provided in English and Spanish, and in
formats accessible to individuals with hearing, vision, or cognitive impairments.
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4. Door-to-door notifications remain a critical method for notifying vulnerable populations
when time and conditions permit.
C. Communications Coordination
1. The Public Safety Communications Center serves as the primary communications hub
during emergency operations unless otherwise directed.
2. Incident-level communications are managed under the Incident Command System (ICS).
3. When activated, the Emergency Operations Center (EOC) supports communications by:
• Coordinating interagency messaging
• Managing resource requests
• Supporting situational awareness
• Assisting with public information coordination
4. Amateur radio and auxiliary communications resources may be deployed to support EOC
operations or field communications when primary systems are unavailable. A local
network (Yuma Auxiliary Communications Service/YACS) has been established for
amateur operators to assist the EOC in the event of an emergency situation where other
radio communications have failed.
D. Communications Protection and Continuity
1. Public safety communications facilities are equipped with emergency power systems to
support sustained operations.
2. Priority restoration agreements exist with telecommunications providers to support
emergency facilities and critical infrastructure.
3. Departments are responsible for maintaining contingency plans for alternate
communications and dispatch capabilities.
V. ORGANIZATION AND RESPONSIBILITIES
A. The Chief Law Enforcement Officer, or designee, serves as the City’s Communications and
Warning Officer.
B. The Public Safety Communications Center:
• Receives and disseminates emergency notifications
• Maintains contact with field units and the EOC
• Supports warning activation and coordination
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C. Fire, law enforcement, and emergency management officials coordinate warning activities
consistent with Section “A” (Direction and Control).
D. Multi-jurisdictional incidents require coordination of warning and messaging with affected
agencies and jurisdictions.
VI. ADMINISTRATION AND LOGISTICS
A. The Yuma Police and Fire Departments are responsible for maintaining communications and
warning systems within their areas of responsibility.
B. Standing operating procedures shall be maintained for:
• IPAWS activation
• Public alerting protocols
• Backup communications systems
C. Communications system usage, outages, and expenditures related to emergency operations
shall be documented for after-action review and reimbursement purposes.
VII. PLAN MAINTENANCE AND DISTRIBUTION
A. Responsibility for maintaining and updating this section rests with the Communications and
Warning Officer or designee.
B. This section will be reviewed annually and updated as necessary based on:
• Technology changes
• Exercises and incidents
• After-action reports and lessons learned
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SECTION “C” – EMERGENCY PUBLIC INFORMATION
I. PURPOSE
To establish procedures for the timely, accurate, and coordinated dissemination of emergency
public information before, during, and after emergency and disaster events. This section ensures
the public receives clear, consistent, and actionable information to protect life, property, and
public confidence.
II. SITUATION
A. The City of Yuma utilizes multiple platforms to disseminate emergency information,
including:
• Broadcast media (radio and television)
• Print and digital news outlets
• City and department websites
• Social media platforms
• Public alerting systems coordinated through IPAWS
B. The City of Yuma, Yuma County, Yuma Fire Department, and Yuma Police Department
maintain designated Public Information Officers (PIOs) trained in emergency communications
and media relations.
C. Emergency incidents may generate high public interest, rapid information demand,
misinformation, and rumor spread, requiring coordinated public information management.
D. Large-scale or multi-jurisdictional incidents may require establishment of a Joint Information
System (JIS) or Joint Information Center (JIC) to ensure message consistency.
III. ASSUMPTIONS
A. Timely and accurate public information is essential to life safety, incident stabilization, and
public trust.
B. The public may receive emergency information from multiple sources, including unofficial
channels; therefore, official messaging must be frequent, consistent, and credible.
C. Media access to accurate information during emergencies reduces rumor, misinformation, and
unnecessary public anxiety.
D. Emergency public information must be accessible to individuals with limited English
proficiency and those with access and functional needs.
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IV. CONCEPT OF OPERATIONS
A. Direction and Control
1. The Public Information Officer (PIO) is responsible for coordinating the release of
emergency public information.
2. The PIO operates under the direction of the EOC Director and coordinates closely with:
• Incident Command
• Policy Group
• Participating agencies
3. Incident Commanders retain authority over operational information related to their
incidents; however, public release of information is coordinated through the PIO to
ensure accuracy and consistency.
B. Coordination of Public Information
1. All emergency public information releases should originate from a single coordinated
source to prevent conflicting or inaccurate messaging.
2. Information releases require approval consistent with established direction and control
procedures.
3. In multi-agency or multi-jurisdictional incidents, a Joint Information System (JIS) will be
implemented to coordinate messaging across all participating agencies.
4. A Joint Information Center (JIC) may be established when:
• Multiple PIOs are involved
• Media demand exceeds routine capacity
• The incident has regional, state, or federal implications
C. Public Information Dissemination
1. Emergency public information may be disseminated through:
• Broadcast media
• Official social media accounts
• City and department websites
• IPAWS-supported alerts
• Press briefings and releases
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2. Messaging should:
• Be clear, concise, and actionable
• Identify protective actions
• Be updated regularly as conditions change
3. Whenever feasible, information will be provided in English and Spanish, and in formats
accessible to individuals with hearing, vision, or cognitive impairments.
D. Rumor Control and Misinformation
1. The PIO is responsible for monitoring media and social platforms for misinformation and
rumors related to the incident.
2. Corrective messaging will be issued promptly through official channels to address
inaccurate or misleading information.
3. A designated rumor control mechanism (such as an official webpage, hotline, or social
media reference) may be established during prolonged incidents.
E. Media Relations
1. The PIO serves as the primary point of contact for media representatives.
2. Media briefings may be conducted at scheduled intervals or as incident conditions
require.
3. Media access to incident scenes will be coordinated with Incident Command to ensure
safety and operational integrity.
4. When appropriate, escorted media access or controlled tours may be arranged.
V. ORGANIZATION AND RESPONSIBILITIES
A. Public Information Officer (PIO)
The Public Information Officer (PIO) is responsible for coordinating emergency public
information activities and ensuring the timely, accurate, and consistent dissemination of
information to the public, media, elected officials, and partner agencies.
The PIO shall:
1. Develop and release emergency instructions, warnings, and public information through
all available communication methods.
2. Coordinate messaging among City departments, partner agencies, and jurisdictions to
ensure consistency and accuracy.
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3. Support elected officials, the Emergency Management Director, and EOC leadership with
public information activities and briefings.
4. Manage media relations, news releases, press conferences, interviews, and media
inquiries.
5. Obtain updates from Incident Command, EOC staff, and partner agencies to maintain
current situational awareness and provide accurate public information.
6. Monitor public information sources and social media platforms to identify, address, and
correct misinformation or rumors.
7. Ensure emergency information is accessible to all populations, including individuals with
limited English proficiency, hearing impairments, visual impairments, access and
functional needs, and other communication challenges.
8. Coordinate translation and accessibility services, including multilingual messaging when
appropriate.
9. Provide emergency protective action information to the public regarding evacuation,
shelter-in-place, extreme heat, public health emergencies, and other hazards.
10. Coordinate public information support for family reunification, disaster assistance, and
public inquiry functions when necessary.
11. Support public education and preparedness initiatives before, during, and after
emergencies.
12. Conduct situation briefings, tours, interviews, and other media activities when
appropriate and when such activities will not interfere with emergency operations.
B. Joint Information System / Joint Information Center (JIS/JIC)
1. For routine incidents, a single PIO may perform all public information functions.
2. During large-scale incidents, disasters, or multi-agency events, additional PIOs and
support personnel may be assigned to support public information operations.
3. A Joint Information System (JIS) or Joint Information Center (JIC) may be established to
coordinate public information activities among multiple agencies and jurisdictions.
4. JIS/JIC functions may include:
• Media coordination
• Social media monitoring
• Translation and accessibility support
• Rumor control and misinformation management
• Public inquiry support
• Information sharing among participating agencies
5. Operational periods, staffing assignments, and transfer of public information
responsibilities shall be established as needed to support sustained operations.
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VI. ADMINISTRATION AND LOGISTICS
A. The PIO will be provided workspace, communications equipment, and logistical support
within the EOC or JIC.
B. All public information activities, releases, and expenditures will be documented for after-
action review and reimbursement purposes.
VII. PLAN MAINTENANCE AND DISTRIBUTION
A. Responsibility for maintaining and updating this section rests with the jurisdiction’s
designated Public Information Officer.
B. This section will be reviewed annually and updated as necessary based on:
• Changes in communication platforms
• Exercises and real-world incidents
• After-action reports and lessons learned
VIII. ATTACHMENTS
A. Media contact lists and outlet information will be maintained as separate appendices and
updated regularly to ensure accuracy.
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SECTION “D” – LAW ENFORCEMENT
I. PURPOSE
A. To protect life, property, critical infrastructure, and public protection/community security
during emergencies and disasters.
B. To maintain law and order and provide security in affected areas.
C. To support emergency response, evacuation, continuity of government, and recovery
operations through coordinated law enforcement activities.
D. To protect essential facilities, critical infrastructure, transportation systems, and key resources
during emergencies and disasters.
II. SITUATION
A. Yuma County contains a diverse law enforcement environment consisting of municipal,
county, state, tribal, federal, military, and private-sector law enforcement agencies. These
agencies routinely coordinate operations and may provide support during emergencies and
disasters through mutual aid, existing agreements, and established interagency relationships.
B. Law enforcement agencies operating within or supporting Yuma County may include
municipal police departments, the Yuma County Sheriff's Office, Arizona Department of Public
Safety, Arizona Game and Fish Department, tribal law enforcement agencies, federal law
enforcement agencies, military law enforcement organizations, and private-sector law
enforcement or security organizations responsible for critical infrastructure and transportation
systems.
C. The Yuma Police Department provides primary law enforcement services within the City of
Yuma and maintains 24-hour communications capabilities. Regional dispatch and
communications centers support coordination of law enforcement resources and emergency
response activities throughout the county.
D. Additional law enforcement resources from neighboring jurisdictions, the State of Arizona,
tribal governments, federal agencies, military organizations, and private-sector partners may be
utilized when local resources are insufficient or when incidents require specialized capabilities.
E. Law enforcement personnel may be required to support extended operations and complex
incidents involving:
• Large-scale evacuations
• Civil unrest or public disorder
• Hazardous materials incidents
• Critical infrastructure disruptions
• Transportation emergencies
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• Public health emergencies
• Border-related incidents
• Severe weather, flooding, or extreme heat events
• Terrorism or other human-caused incidents
F. Law enforcement operations during emergencies shall be coordinated through the Incident
Command System (ICS), Unified Command when appropriate, and the Emergency Operations
Center (EOC) to ensure effective interagency communication, resource coordination, and public
protection/community security operations.
III. ASSUMPTIONS
A. Law enforcement personnel are often among the first responders to emergency and disaster
incidents and play a critical role in initial scene control, public protection/community security,
and information gathering.
B. Uniformed law enforcement officers are highly visible representatives of government
authority and may initially establish scene control and coordination until relieved, reassigned, or
integrated into the Incident Command System (ICS).
C. Emergency and disaster incidents differ from routine law enforcement operations in scale,
complexity, duration, and coordination requirements and may require extended operations,
mutual aid, and multi-agency support.
D. The Incident Command System (ICS) shall be utilized for all incidents, and Unified
Command should be implemented as early as practical when multiple agencies, jurisdictions, or
disciplines are involved.
E. When an incident exceeds, or has the potential to exceed, available local resources, Public
Safety Duty Commanders and other appropriate City officials shall coordinate to determine the
need for Emergency Operations Center (EOC) activation and additional emergency management
support.
F. Activation of the EOC may be necessary to support sustained operations, resource
coordination, situational awareness, public information, policy coordination, and recovery
activities.
IV. CONCEPT OF OPERATIONS
A. The Police Department shall maintain procedures for notification, recall, and extended
deployment of personnel during emergencies and disasters. Mutual aid resources and specialty
units may be utilized as necessary to support operations.
B. Law enforcement operations at the incident level shall be managed using the Incident
Command System (ICS). Strategic coordination, resource management, policy support, and
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interagency coordination shall be conducted through the Emergency Operations Center (EOC)
when activated.
C. During incidents requiring EOC activation, designated public safety representatives shall
respond to the EOC and coordinate with Incident Command, dispatch centers, and partner
agencies to identify resource needs, support operational objectives, and facilitate emergency
management activities.
D. The Police Chief, or designee, shall serve as the primary law enforcement representative
within the EOC and assist with coordination of law enforcement operations, public
protection/community security issues, evacuation activities, and interagency support
requirements.
E. Public safety communications centers and field personnel shall provide timely information
regarding casualties, observable damage, evacuation status, infrastructure impacts, resource
needs, and public protection/community security concerns. Information shall be relayed to the
EOC to support situational awareness, planning, and decision-making.
F. Law enforcement personnel support emergency response and recovery operations through
activities that may include:
• Scene security and perimeter control
• Traffic management and access control
• Protection of critical infrastructure and essential facilities
• Security for emergency operations centers, shelters, reception centers, hospitals, and
other emergency facilities
• Protection of evacuated or restricted areas
• Enforcement of emergency proclamations, curfews, and emergency orders as authorized
by law
G. During evacuations and other protective actions, law enforcement personnel may assist with:
• Public warning and door-to-door notifications
• Traffic control and route management
• Evacuation coordination and route security
• Assisting displaced persons and vulnerable populations
• Coordination with transportation and human services agencies
H. Law enforcement operations may be required to support extended incidents involving large-
scale evacuations, hazardous materials incidents, infrastructure failures, civil disturbances, public
health emergencies, terrorism, or other complex emergencies requiring multi-agency
coordination.
I. Law enforcement personnel shall coordinate closely with fire, emergency medical services,
public works, emergency management, public health, and other partner agencies to ensure a
unified and effective response.
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V. ORGANIZATION AND RESPONSIBILITIES
A. Law Enforcement Coordinator
The Police Chief, or designee, serves as the City's Law Enforcement Coordinator for emergency
operations. When incidents involve multiple jurisdictions or agencies, law enforcement activities
shall be coordinated through Unified Command in accordance with the Incident Command
System (ICS).
Responsibilities include:
1. Coordinating law enforcement resources, priorities, and operational objectives.
2. Supporting Incident Command and Unified Command operations.
3. Coordinating mutual aid and external law enforcement resources.
4. Advising EOC leadership on public protection/community security, and law enforcement
matters.
5. Coordinating protection of critical infrastructure, essential facilities, and impacted areas.
B. Incident Command
The senior law enforcement officer assigned to an incident shall operate within the Incident
Command System (ICS) and coordinate law enforcement activities in support of incident
objectives.
Law enforcement responsibilities may include:
• Security and access control
• Traffic control and route management
• Evacuation support operations
• Crowd management and public protection/community security operations
• Integration into Unified Command
Incident Commanders retain authority over on-scene operations and are not relieved of command
by EOC activation.
C. Evacuation and Support
Law enforcement personnel may support evacuation operations through:
• Public warning and door-to-door notifications
• Establishment and management of evacuation routes
• Traffic control and perimeter management
• Assistance to displaced persons and vulnerable populations
• Coordination with transportation and human services agencies
D. Security and Recovery Operations
Law enforcement personnel support emergency response and recovery operations by:
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• Securing disaster areas and evacuated areas
• Preventing looting, vandalism, and unauthorized access
• Protecting public and private property
• Providing security for shelters, reception centers, hospitals, and emergency facilities
• Supporting re-entry operations when conditions permit
• Protecting critical facilities, infrastructure, and essential resources
VI. ADMINISTRATION AND LOGISTICS
A. Work/rest cycles will be implemented to maintain officer safety and operational effectiveness
during extended incidents.
B. The EOC provides logistical support to law enforcement operations, including:
• Food and water
• Fuel and equipment support
• Communications support
• Emergency power
C. All law enforcement personnel time, equipment usage, and disaster-related expenditures must
be documented for reimbursement, legal review, and after-action analysis.
VII. PLAN MAINTENANCE AND DISTRIBUTION
A. Responsibility for maintaining and updating this section rests with the Police Chief or
designee.
B. This section will be reviewed annually and updated as needed based on:
• Organizational changes
• Training and exercises
• Real-world incidents and after-action reports
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SECTION “E” – FIRE AND EMERGENCY MEDICAL SERVICES
I. PURPOSE
To provide coordinated fire suppression, emergency medical services, rescue, hazardous
materials response, and community risk reduction support during emergencies and disasters. This
section establishes how fire and EMS resources are organized, deployed, coordinated, and
integrated into the City's overall emergency management structure.
II. SITUATION
A. The City of Yuma Fire Department provides fire suppression, emergency medical services,
technical rescue, hazardous materials response, fire prevention, fire investigation, and
community risk reduction services within the City of Yuma.
B. Fire and EMS resources throughout Yuma County include municipal fire departments, county
service providers, military fire departments, federal agencies, and other emergency response
organizations that may support emergency operations through mutual aid, automatic aid, and
established interagency agreements.
C. The City of Yuma Public Safety Communications Center serves as the primary 9-1-1
answering point and dispatch center for the City of Yuma Fire Department and supports
coordination with regional emergency response partners.
D. Mutual aid and automatic aid agreements provide for the sharing of personnel, apparatus,
equipment, specialized resources, and technical expertise during emergencies, disasters, and
extended operations. Agreements may include neighboring jurisdictions, Yuma County agencies,
state agencies, federal agencies, military installations, and other emergency response
organizations.
E. Fire and EMS resources may be required to operate for extended operational periods under
conditions involving:
• Large-scale fires or explosions
• Mass casualty incidents
• Hazardous materials incidents
• Extreme heat or severe weather events
• Infrastructure failures and prolonged power outages
• Transportation emergencies
• Wildland and vegetation fires
• Public health emergencies
• Regional resource shortages or simultaneous incidents
F. Fire and EMS operations shall be coordinated using the Incident Command System (ICS),
Unified Command when appropriate, and the Emergency Operations Center (EOC) when
incidents require multi-agency coordination, resource support, or extended operational periods.
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G. The City of Yuma is subject to hazards including extreme heat, hazardous materials
transportation corridors, interstate and rail incidents, aircraft emergencies, Colorado River
flooding, severe weather, utility disruptions, large public events, and incidents occurring on or
affecting military installations within the region. These hazards may require significant Fire and
EMS coordination through the Emergency Operations Center.
III. ASSUMPTIONS
A. Fire department personnel routinely respond to emergencies; however, disaster incidents
differ significantly in scale, duration, complexity, and resource demand.
B. Fire and EMS resources may be required to support:
• Life safety operations
• Mass casualty incidents
• Evacuation and shelter support
• Hazardous materials incidents
• Infrastructure failure and extreme heat events
• Damage assessment and recovery operations
C. Fire department personnel will operate within the Incident Command System (ICS) and
Unified Command when multiple agencies or jurisdictions are involved.
D. Community risk reduction, fire investigation, and code enforcement support functions may
play a critical role during recovery and rebuilding phases following a disaster.
IV. CONCEPT OF OPERATIONS
A. The Fire Department shall maintain procedures for the notification, recall, and extended
deployment of personnel during emergencies and disasters. Mutual aid and automatic aid
resources may be utilized as necessary to support operations.
B. Fire and EMS resources shall operate under the Incident Command System (ICS) at the
incident level. Strategic coordination, resource prioritization, interagency support, and policy
coordination shall be conducted through the Emergency Operations Center (EOC) when
activated.
C. Fire Department resources shall be tracked through established accountability systems,
including resource status reporting, personnel accountability, and apparatus assignment, to
support operational coordination and responder Safety.
D. The Fire Department shall implement continuity of operations measures as necessary to
ensure uninterrupted delivery of essential emergency services, including relocation of personnel,
apparatus, communications, and administrative functions when facilities or infrastructure are
impacted.
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E. Fire and EMS operations during emergencies and disasters may include, but are not limited to:
• Fire suppression and exposure protection
• Emergency medical care and patient transportation
• Mass casualty triage and coordination
• Technical rescue and extrication
• Hazardous materials response and mitigation
• Evacuation assistance and protective actions
• Damage assessment and life-safety evaluations
• Continuity of critical emergency services
F. The Fire Chief, or their designee, shall serve as the primary Fire and EMS representative
within the EOC and shall assist with coordination of fire, rescue, EMS, hazardous materials, and
related emergency operations.
G. Fire department representatives assigned to the EOC support incident operations by:
• Coordinating resource requests, mutual aid, and specialized resources
• Providing technical expertise and situational awareness
• Assisting with planning, logistics, and recovery activities
• Supporting coordination with partner agencies and jurisdictions
• Providing operational recommendations to EOC leadership
H. Field personnel and communications centers shall provide timely information regarding
casualties, damage, hazards, resource needs, rescue operations, infrastructure impacts, and
operational status. Information shall be relayed to the EOC to support situational awareness,
planning, resource management, and decision-making.
I. Fire and EMS operations shall be coordinated with law enforcement, public works, public
health, emergency management, hospitals, military partners, and other responding agencies to
ensure a unified and effective response.
V. ORGANIZATION AND RESPONSIBILITIES
A. Fire and EMS Coordinators
The Fire Chief, or designee, serves as the Fire and EMS Coordinator for emergency operations
and represents fire, rescue, hazardous materials, and emergency medical services within the
Emergency Operations Center (EOC).
Responsibilities include:
1. Coordinating fire and EMS operations through the EOC.
2. Prioritizing deployment of personnel, apparatus, equipment, and specialized resources.
3. Coordinating mutual aid, automatic aid, and external resource support.
4. Providing technical guidance and operational recommendations to EOC leadership.
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5. Supporting disaster recovery, continuity, and mitigation activities.
6. Coordinating with local, state, federal, military, and private-sector response partners as
necessary.
B. Incident Command
The senior fire officer assigned to an incident shall operate under the Incident Command System
(ICS) and coordinate fire department operations in support of incident objectives.
Fire department responsibilities may include:
• Fire suppression and exposure protection
• Rescue and search operations
• Emergency medical services and mass casualty support
• Hazardous materials response and mitigation
• Evacuation assistance and protective actions
• Damage assessment and life-safety evaluations
• Integration into Unified Command when appropriate
C. Mutual Aid Coordination
The Fire and EMS Coordinator shall support the establishment, maintenance, and activation of
mutual aid and automatic aid agreements to maximize available resources and operational
capabilities during emergencies and disasters.
Fire departments and emergency response organizations throughout the region shall support one
another, as resources permit, through established agreements and cooperative response
arrangements.
D. Community Risk Reduction and Recovery Support
Fire department personnel may assist with:
• • Fire cause determination and investigations
• Post-incident damage assessment
• Community risk reduction activities
• Coordination with building and development services
• Identification of hazards affecting re-occupancy and rebuilding
• Recovery planning and mitigation activities
VI. ADMINISTRATION AND LOGISTICS
A. The EOC provides logistical support to fire department operations during major emergencies,
including:
• Food and water
• Fuel and equipment support
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• Communications support
• Emergency power
B. Work/rest cycles will be managed to maintain responder safety and operational effectiveness.
C. All personnel time, equipment usage, and expenditures related to disaster response must be
documented to support reimbursement and after-action review requirements.
VII. PLAN MAINTENANCE AND DISTRIBUTION
A. Responsibility for maintaining and updating this section rests with the Fire Chief or designee.
B. This section will be reviewed annually and updated as needed based on operational changes,
lessons learned, exercises, and after-action reports.
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SECTION “F” – HEALTH AND MEDICAL
I. PURPOSE
A. To provide coordinated emergency medical care, transportation, triage, and treatment during
emergencies and disasters.
B. To manage mass casualty incidents, patient movement, and fatalities that exceed routine local
capabilities.
C. To protect public health through disease prevention, environmental health controls, sanitation
measures, and continuity of medical services during response and recovery operations.
II. SITUATION
A. The City of Yuma is served by hospital, urgent care, outpatient, long-term care, pharmacy, and
other healthcare facilities that provide medical services to residents and visitors.
B. The City of Yuma Fire Department provides primary emergency medical services and
ambulance transport within the City and may be supported by partner agencies, contracted
providers, and mutual aid resources during major incidents.
C. Air ambulance services, including civilian and military resources, are available to support
patient transportation and regional medical coordination during emergency incidents.
D. The Yuma County Health Department provides public health, environmental health, disease
surveillance, and health protection services within the City of Yuma.
E. Fatality management services are coordinated through the Yuma County Medical Examiner in
cooperation with healthcare providers, law enforcement agencies, funeral service providers, and
other supporting organizations.
F. Medical and public health systems may be stressed or disrupted by:
• Mass casualty incidents
• Extreme heat and prolonged power outages
• Infectious disease outbreaks and pandemics
• Hazardous materials incidents
• Infrastructure failures affecting healthcare systems
• Severe weather or transportation emergencies
• Regional or statewide disasters
G. Large-scale emergencies may require coordination among hospitals, healthcare providers,
emergency medical services, public health agencies, behavioral health providers, mortuary
services, and regional medical coordination partners to ensure continuity of care and effective
resource utilization.
III. ASSUMPTIONS
A. Disaster incidents may generate casualties, fatalities, and patient volumes that exceed routine
emergency medical, hospital, public health, and mortuary capabilities.
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B. Local medical, public health, and mortuary resources may require augmentation through
mutual aid, regional coordination, state assistance, or federal support.
C. During large-scale, regional, statewide, or nationwide disasters, outside assistance may be
delayed, limited, or unavailable, requiring maximum use of local public and private resources.
D. Effective response to mass casualty and mass fatality incidents requires coordination among
emergency medical services, hospitals, public health agencies, behavioral health providers,
mortuary services, and emergency management organizations.
E. Public health impacts may extend well beyond the initial response phase and may require
prolonged recovery, disease surveillance, environmental health monitoring, behavioral health
support, and restoration of healthcare services.
IV. CONCEPT OF OPERATIONS
A. General
1. Emergency medical and public health operations shall be conducted under the Incident
Command System (ICS), with coordination, resource support, and policy guidance
provided through the Emergency Operations Center (EOC) when activated.
2. Elected officials, the City Administrator, Emergency Management Director, and EOC
staff shall monitor health and medical needs throughout an emergency and support
coordination of resources, assistance requests, and recovery activities.
3. Medical operations at incident scenes shall be coordinated by EMS under ICS, while
hospitals, clinics, healthcare systems, and public health agencies maintain internal
command structures consistent with ICS principles.
4. The EOC supports health and medical operations by:
• Coordinating resource requests
• Supporting interagency communication
• Facilitating mutual aid and state assistance
• Supporting continuity of healthcare services
• Supporting recovery planning
B. Emergency Medical Services and Mass Casualty Operations
1. EMS resources shall be deployed to provide:
• Triage, treatment, and transport
• On-scene medical command
• Coordination of patient distribution to receiving facilities
2. During mass casualty incidents:
• Triage priorities shall be established on scene
• Transport decisions shall be coordinated with receiving facilities
• Available public, private, and non-traditional transportation resources may be utilized
when necessary to move patients or affected populations
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3. EMS personnel may be assigned to:
• Triage and treatment areas
• Reception and care facilities
• Evacuation support operations
• Medical support functions within shelters and temporary facilities
C. Hospital and Healthcare Facility Operations
1. Hospitals, urgent care facilities, long-term care facilities, and other healthcare providers
shall implement their emergency or disaster plans when conditions warrant.
2. Healthcare facilities shall:
• Coordinate bed availability and surge capacity
• Recall staff as necessary
• Communicate status, capabilities, and resource needs to the EOC
3. Healthcare facilities may provide medical guidance and support to field operations as
conditions permit.
D. Public Health Operations
1. The Yuma County Health Department is responsible for:
• Disease surveillance and outbreak response
• Environmental health inspections
• Food and water safety
• Vector control
• Public health guidance and advisories
2. Public health messaging and health advisories shall be coordinated through the EOC and
Public Information Officer.
3. Mass prophylaxis, vaccination, quarantine, isolation, or other public health protective
measures may be implemented when warranted.
4. Following stabilization of the immediate emergency, public health efforts shall focus on
disease prevention, sanitation, environmental health concerns, and restoration of essential
public health services.
E. Fatality Management
1. The Yuma County Medical Examiner coordinates fatality management operations,
including:
• Recovery and identification of deceased persons
• Temporary morgue operations
• Coordination with funeral service providers
2. Fatality management operations shall be coordinated through the EOC to ensure resource
support and interagency coordination.
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F. Behavioral Health and Responder Wellness
1. Behavioral health support services may be provided to:
• Disaster victims
• Displaced residents
• Emergency responders
2. Stress management, critical incident stress support, responder wellness, and long-term
behavioral health recovery considerations shall be incorporated into response and
recovery operations.
G. Voluntary Agency Support
1. Voluntary organizations, including the American Red Cross and other community
partners, may provide sheltering, feeding, disaster assistance, family support, and other
humanitarian services during emergencies and disasters.
2. Coordination of voluntary agency activities shall occur through the EOC and appropriate
emergency support functions.
V. ORGANIZATION AND RESPONSIBILITIES
A. Health and Medical Coordinator
A Health and Medical Coordinator, designated by the Fire Chief or Emergency Management
Director based upon the scope and nature of the incident, shall represent health and medical
operations within the Emergency Operations Center (EOC).
Responsibilities include:
1. Coordinating emergency medical services, hospitals, healthcare facilities, public health
agencies, and supporting medical organizations.
2. Supporting mass casualty, mass fatality, and medical surge operations.
3. Coordinating medical resource requests, mutual aid, and state or federal assistance.
4. Advising EOC leadership regarding health, medical, and public health impacts.
5. Coordinating health and medical support for shelters, reception centers, evacuation
operations, and continuity of healthcare services.
6. Assigning or coordinating qualified personnel to support field medical operations, triage
areas, treatment areas, shelters, and other emergency facilities as required.
B. Emergency Medical Services
Emergency Medical Services agencies shall:
1. Provide emergency medical care, triage, treatment, and transportation of patients.
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2. Establish and support on-scene medical command within the Incident Command System
(ICS).
3. Coordinate patient movement, tracking, and distribution to receiving healthcare facilities.
4. Coordinate air ambulance and specialized medical transportation resources when
necessary.
5. Recall personnel and deploy available resources as conditions require.
6. Support triage areas, treatment areas, shelters, reception centers, and other emergency
facilities when assigned.
7. Coordinate with receiving healthcare facilities regarding patient status, transport
priorities, and available treatment capacity.
C. Hospitals and Healthcare Facilities
Hospitals, clinics, long-term care facilities, and other healthcare providers shall:
1. Implement internal emergency or disaster plans.
2. Coordinate bed availability, surge capacity, staffing, and resource needs.
3. Communicate operational status and resource requirements to the EOC.
4. Provide medical guidance and coordination support to field EMS operations as conditions
permit.
5. Maintain continuity of healthcare services and support evacuation or relocation of
patients when necessary.
6. Coordinate evacuation, shelter-in-place, patient movement, and continuity of operations
activities as necessary.
C.1 Onvida
As the community's primary acute care hospital, Onvida plays a critical role in disaster medical
operations and healthcare system continuity.
Onvida responsibilities may include:
1. Implementing hospital emergency and disaster response plans.
2. Coordinating bed availability, patient surge capacity, and emergency staffing.
3. Providing medical direction and coordination support to EMS and field medical
operations when appropriate.
4. Communicating operational status, resource needs, and patient capacity information to
the EOC and healthcare partners.
5. Coordinating patient reception, treatment, transfer, and discharge activities during mass
casualty incidents.
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6. Supporting regional healthcare coordination and resource-sharing efforts.
7. Maintaining continuity of essential medical services, utilities, communications,
pharmaceuticals, and emergency power systems.
8. Coordinating with hospitals, clinics, long-term care facilities, public health agencies, and
emergency management organizations during emergencies and disasters.
D. Public Health Agencies
The Yuma County Health Department shall:
1. Monitor, evaluate, and mitigate public health threats and environmental health hazards.
2. Conduct disease surveillance, outbreak investigations, and communicable disease control
activities.
3. Coordinate food safety, water quality, sanitation, and vector control activities.
4. Issue public health guidance, advisories, and protective action recommendations.
5. Support mass prophylaxis, vaccination, quarantine, isolation, or other public health
protective measures when warranted.
6. Coordinate environmental health activities associated with shelters, feeding operations,
and emergency facilities.
7. Coordinate with utility providers, public works agencies, and partner organizations to
support potable water, sanitation, waste management, and environmental health needs
following disasters.
E. Fatality Management
The Yuma County Medical Examiner, in coordination with partner agencies, shall:
1. Coordinate recovery, identification, and disposition of deceased persons.
2. Manage temporary morgue operations when required.
3. Determine cause and manner of death as authorized by law.
4. Coordinate with law enforcement, healthcare facilities, funeral service providers, and
emergency management personnel.
5. Maintain records related to deceased persons, identification efforts, personal effects, and
final disposition.
6. Coordinate family notification and assistance activities with appropriate agencies and
organizations.
F. Behavioral Health and Human Services Support
Behavioral health agencies and support organizations may:
1. Provide psychological and emotional support to disaster survivors.
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2. Provide crisis counseling, stress management, and behavioral health services.
3. Support responder wellness and critical incident stress management efforts.
4. Assist vulnerable populations, including older adults, children, individuals with
disabilities, and persons with access and functional needs.
G. Voluntary and Support Organizations
Voluntary organizations and community partners may:
1. Assist with sheltering, feeding, and disaster assistance activities.
2. Support medical and public health operations as resources permit.
3. Assist with family reunification, notification, and humanitarian support services.
4. Provide support to displaced residents, emergency workers, and affected populations.
H. Supporting Departments and Agencies
All City departments and supporting agencies shall provide transportation, logistical support,
personnel, equipment, facilities, and other resources necessary to support health and medical
operations during emergencies and disasters as capabilities permit.
VI. ADMINISTRATION AND LOGISTICS
A. Medical supplies, pharmaceuticals, and equipment will be managed and distributed based on
incident priorities and availability.
B. Resource shortages and re-supply needs will be communicated to the EOC for coordination.
C. All health and medical personnel time, resource usage, and expenditures must be documented
for reimbursement, legal review, and after-action reporting.
VII. PLAN MAINTENANCE AND DISTRIBUTION
A. Responsibility for maintaining and updating this section rests with the Fire Chief or designee.
B. This section will be reviewed annually and updated based on:
• Changes in health care systems
• Exercises and incidents
• After-action reports and lessons learned
VIII. ATTACHMENTS
A. Lists of hospitals, urgent care centers, long-term care facilities, pharmacies, and mortuary
resources will be maintained as separate appendices and updated regularly.
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SECTION “G” – PUBLIC WORKS
I. PURPOSE
To support emergency response, stabilization, and recovery operations by maintaining, restoring,
and repairing essential public infrastructure and services necessary to protect life, property, and
public health.
II. SITUATION
A. The City of Yuma operates public works functions including streets, solid waste, fleet
services, and facilities maintenance.
B. Yuma County and regional partners maintain similar capabilities that may be utilized through
mutual aid or intergovernmental agreements.
C. Private contractors, utility providers, and construction firms possess specialized equipment
and expertise that may be required during disaster response and recovery.
D. Public infrastructure may be damaged or disrupted by:
• Extreme heat and power outages
• Flooding or storm events
• Hazardous materials incidents
• Transportation system failures
• Earth movement or structural collapse
III. ASSUMPTIONS
A. Public works resources are critical to life safety, incident stabilization, and long-term
recovery.
B. Infrastructure damage may exceed routine maintenance capabilities and require prioritization
of limited resources.
C. Timely and accurate damage assessment is essential for operational planning and eligibility
for state and federal disaster assistance.
D. Restoration of essential services is a phased process, transitioning from emergency
stabilization to short-term and long-term recovery.
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IV. CONCEPT OF OPERATIONS
A. General
1. Public works operations shall be conducted under the Incident Command System (ICS) at
the incident level, with coordination, resource support, and recovery planning provided
through the Emergency Operations Center (EOC) when activated.
2. The Public Works Coordinator (PWC) shall represent public works functions within the
EOC and coordinate damage-limiting actions, infrastructure support, damage assessment,
and recovery activities.
3. Public works priorities during emergencies and disasters include:
• Protection of life and responder safety
• Stabilization of critical infrastructure
• Support to emergency response operations
• Restoration of essential services
• Recovery and mitigation planning
B. Emergency Response Operations
1. Initial public works operations shall focus on protecting life and reducing hazards
through:
• Isolation, stabilization, or shutdown of damaged utilities and infrastructure
• Support of emergency protective measures
2. Public works personnel may support emergency response operations through:
• Debris clearance and roadway access
• Heavy equipment support
• Rescue and recovery support activities
• Emergency transportation and logistical support
• Coordination with utility providers and critical infrastructure operators
3. Public works resources, including public and private equipment and contractors, may be
utilized to support emergency operations when necessary.
C. Infrastructure Stabilization and Damage Assessment
1. Following immediate life-safety operations, public works priorities shift toward:
• Restoration of critical infrastructure
• Assessment of utility systems and public facilities
• Evaluation of transportation networks
• Identification of infrastructure impacts and service disruptions
2. Public works personnel play a key role in conducting and coordinating:
• Infrastructure damage assessments
• Facility and utility inspections
• Documentation of impacts to public assets
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3. Damage assessment information shall be:
• Collected using standardized methods
• Shared with the EOC
• Used to support recovery planning, disaster declarations, and reimbursement requests
4. Coordination with building officials, utility providers, and other departments is essential
to ensure accurate assessments and effective prioritization of recovery activities.
5. When practical, post-disaster structural evaluations shall be conducted using the Applied
Technology Council (ATC) Post-Disaster Building Safety Evaluation Program. ATC-20
procedures should be used following earthquakes, explosions, structural collapse, and
similar events affecting structural integrity. ATC-45 procedures should be used following
windstorms, flooding, and other weather-related events. When practical, buildings shall
be posted using the standard INSPECTED (Green), RESTRICTED USE (Yellow), or
UNSAFE (Red) placards, as appropriate.
D. Recovery and Restoration Operations
1. Following stabilization, public works priorities shall focus on restoring essential
community services and infrastructure, including:
• Transportation systems and roadways
• Critical facilities and government operations
2. High priority shall be placed on emergency repairs necessary to maintain continuity of
government, command and control functions, emergency response capabilities, and
essential public services.
3. Public works personnel shall support community re-entry, infrastructure restoration, and
rebuilding activities.
4. Long-term recovery actions shall be coordinated through the EOC, recovery
organizations, and appropriate recovery frameworks.
5. Mitigation opportunities should be identified and incorporated into recovery projects
whenever feasible to reduce future disaster risk and improve community resilience.
V. ORGANIZATION AND RESPONSIBILITIES
A. Public Works Coordinator (PWC)
The Public Works Coordinator (PWC), typically a department director or designee, serves as the
lead representative for public works and engineering functions during emergencies and disasters.
Responsibilities include:
1. Coordinating public works response, recovery, and mitigation activities.
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2. Representing public works and engineering functions within the Emergency Operations
Center (EOC).
3. Prioritizing infrastructure repair, restoration, and resource allocation.
4. Coordinating mutual aid, contractors, utility providers, and external support resources.
5. Supporting damage assessment, documentation, and recovery planning efforts.
6. Coordinating continuity of essential public works services.
7. Advising EOC leadership regarding infrastructure impacts, utility disruptions, and
recovery priorities.
B. Public Works and Engineering Departments
Public works and engineering personnel shall:
1. Maintain continuity of operations and essential services during emergencies and disasters.
2. Provide personnel, equipment, facilities, and technical expertise to support emergency
response and recovery operations.
3. Coordinate closely with fire, law enforcement, emergency management, utility providers,
contractors, and other EOC functions.
4. Maintain inventories or resource lists identifying available public and private heavy
equipment, specialized equipment, contractors, and support resources that may be needed
during emergencies.
5. Coordinate emergency maintenance and repair support for critical equipment and
infrastructure when necessary.
C. Infrastructure and Utility Support
Public works personnel may:
1. Coordinate emergency restoration of transportation, drainage, communications, and other
critical infrastructure systems.
2. Coordinate utility restoration efforts with public and private utility providers.
3. Assist with debris management, roadway clearance, and emergency access operations.
D. Structural Safety and Damage Assessment
Public works and engineering personnel shall support:
1. Infrastructure inspections and damage assessments.
2. Evaluation of public facilities and utility systems.
3. Coordination with building officials regarding damaged or unsafe structures.
4. Documentation necessary to support disaster declarations, reimbursement requests, and
recovery planning.
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Hazardous or unsafe structures shall be evaluated and managed in accordance with applicable
laws, codes, emergency orders, and recovery priorities.
E. Environmental Health and Community Services Support
Public works personnel shall support continuity of essential community services including:
1. Solid waste collection, disposal, and debris management activities.
2. Sanitation and environmental health support functions.
3. Coordination with public health agencies regarding environmental hazards and public
health concerns.
F. Public Information Support
Public works activities, service disruptions, infrastructure restoration efforts, and recovery
priorities shall be coordinated through the Public Information Officer (PIO) to ensure timely and
accurate information is provided to the public.
VI. ADMINISTRATION AND LOGISTICS
A. The PWC coordinates logistical support for public works operations, including:
• Fuel and equipment maintenance
• Emergency power
• Communications support
B. All public works labor, equipment usage, contracts, and materials must be documented
to support:
• State and federal reimbursement
• Insurance and audit requirements
• After-action reviews
VII. PLAN MAINTENANCE AND DISTRIBUTION
A. Responsibility for maintaining and updating this section rests with the Public Works
Coordinator or designee.
B. This section will be reviewed annually and updated based on:
• Infrastructure changes
• Exercises and real-world incidents
• After-action reports and lessons learned
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SECTION “H” – RESOURCES AND TRANSPORTATION
I. PURPOSE
A. Resources
To identify, prioritize, procure, allocate, and manage essential resources required to support
emergency response, stabilization, continuity of operations, and recovery activities.
B. Transportation
To identify, coordinate, and utilize transportation resources necessary for evacuation, relocation,
emergency response operations, resource distribution, and continuity of essential services during
emergencies and disasters.
II. SITUATION
A. Food and Water
1. Local food suppliers, grocery stores, convenience stores, and distribution systems
maintain limited inventories and rely on routine resupply operations.
2. Disruptions to transportation systems, utilities, supply chains, or regional distribution
networks may rapidly affect food availability.
B. Shelter and Reception
1. Schools, community facilities, and other large assembly occupancies may be utilized as
shelters, reception centers, cooling centers, or temporary support facilities.
2. Shelter operations are generally coordinated through the American Red Cross and other
partner agencies.
3. The City may designate reception centers to support evacuees prior to establishment of
longer-term shelter operations.
4. Some shelter facilities may have limited backup power, climate control, or emergency
support capabilities.
C. Beds, Bedding, and Essential Supplies
1. Local inventories of cots, bedding, blankets, hygiene supplies, and similar support items
are limited.
2. Large-scale or prolonged incidents may require external assistance, mutual aid resources,
or state and federal support.
D. Heating, Cooling, and Power
1. Extreme heat represents a significant hazard within the City of Yuma and may require
activation of cooling centers or other protective measures.
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2. Disruption of electrical service may affect cooling systems, medical equipment,
communications, fuel distribution, water systems, and other critical infrastructure.
3. Vulnerable populations may require relocation, sheltering, or additional support during
prolonged utility outages.
E. Medical and Pharmaceutical Supplies
1. Medical and pharmaceutical supplies are maintained by healthcare providers, pharmacies,
healthcare systems, and commercial distributors.
2. Supply chain disruptions may impact availability of medications, medical equipment,
oxygen supplies, and other healthcare resources.
3. Medical resource coordination is further addressed in Section F – Health and Medical.
F. Fuel and Energy Resources
1. Fuel availability may be impacted by power outages, transportation disruptions,
infrastructure failures, or increased demand.
2. Limited above-ground fuel storage exists at public safety, public works, and other critical
facilities.
3. Emergency fuel management and prioritization may be necessary during prolonged
incidents.
G. Transportation Resources
1. Transportation resources available within the City and County may include:
• Public safety vehicles
• Public works and fleet vehicles
• School buses and educational transportation resources
• Public transit services
• Private and contracted transportation providers
• Commercial trucking and transportation companies
• Specialized transportation resources for individuals with access and functional needs
2. Transportation assets may be utilized for:
• Evacuations and relocations
• Resource distribution
• Movement of emergency personnel
• Medical transportation support
• Shelter and reception operations
• Continuity of government and essential services
3. Transportation resources may become limited during regional disasters, infrastructure
disruptions, fuel shortages, or competing resource demands.
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III. ASSUMPTIONS
A. Supply chain disruptions, increased demand, panic buying, or resource hoarding may occur
before, during, or after emergencies and disasters, requiring prioritization, controlled distribution,
or emergency resource management measures.
B. Public cooperation and voluntary compliance are preferred for resource management;
however, emergency authorities may be required to regulate access to essential resources,
facilities, or services when necessary to protect public health and safety.
C. Transportation resources may be most critically needed for:
• Evacuation and relocation operations
• Movement of vulnerable populations and individuals with access and functional needs
• Medical transportation and support activities
• Delivery and distribution of essential resources and supplies
• Continuity of government and essential services
D. The City possesses numerous facilities that may be used for reception, sheltering, feeding,
cooling, or temporary support operations. Shelter operations will typically be coordinated
through the American Red Cross and partner agencies.
E. Resource and transportation demands may exceed local capacity during prolonged, regional,
or catastrophic incidents and may require mutual aid, state assistance, federal support, or private-
sector partnerships.
F. Disruptions to transportation systems, fuel supplies, utilities, communications infrastructure,
or commercial distribution networks may significantly affect the availability and movement of
critical resources.
IV. CONCEPT OF OPERATIONS
A. General
1. Resource and transportation coordination shall be conducted under the Incident
Command System (ICS) at the incident level, with centralized coordination,
prioritization, and support provided through the Emergency Operations Center (EOC)
when activated.
2. Resource and transportation support functions are coordinated through the Logistics
Section within the Emergency Operations Center (EOC). The Transportation Coordinator
is responsible for coordinating transportation resources and movement of personnel,
equipment, and supplies in support of emergency response, continuity of operations, and
recovery activities.
3. Resource allocation priorities shall focus on:
• Life safety
• Incident stabilization
• Protection of critical infrastructure
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• Support of emergency responders and essential personnel
• Community recovery needs
4. The Transportation Coordinator shall continuously assess transportation resource
availability, transportation capabilities, anticipated transportation shortfalls, and emerging
transportation needs, and advise the Logistics Section Chief and EOC leadership
regarding transportation-related deficiencies requiring corrective action.
B. Resource Management
1. The Logistics Section shall coordinate the identification, procurement, allocation, and
distribution of resources necessary to support emergency operations. The Resource Unit
shall support resource tracking, status reporting, and resource accountability.
2. Resources may include:
• Food and water
• Medical and shelter supplies
• Fuel and energy resources
• Heavy equipment and specialized machinery
• Emergency response equipment
• Communications resources
• Personnel and contractor support
3. Requests for additional resources shall be coordinated through:
• City departments
• Mutual aid partners
• County emergency management agencies
• State and federal resource systems
• Private-sector and volunteer organizations
4. When shortages are anticipated, the Logistics Section Chief shall coordinate actions to
conserve resources, identify alternate sources, prioritize resource allocation, and support
continuity of essential services.
C. Transportation Operations
1. Publicly owned vehicles and transportation assets shall be utilized whenever practical to
support emergency operations.
2. Transportation resources may be used for:
• Evacuation and relocation operations
• Transportation of patients and medical support activities
• Delivery of emergency supplies and equipment
• Support of shelter and reception center operations
• Movement of emergency personnel and resources
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3. Additional transportation resources may be obtained through mutual aid agreements,
partner agencies, contractors, public transit providers, school districts, and private-sector
transportation providers when available.
4. Special consideration shall be given to transportation needs of:
• Older adults
• Persons with disabilities or access and functional needs
• Medically fragile populations
• Institutionalized populations
• Individuals without access to private transportation
D. Emergency Authorities and Resource Controls
1. Voluntary conservation measures and public cooperation are preferred methods for
managing limited resources during emergencies.
2. When necessary to protect public health, safety, or welfare, emergency authorities may
implement measures such as:
• Resource prioritization
• Controlled distribution
• Purchase limitations
• Rationing measures
• Access restrictions
• Facility closures
3. Recommendations regarding emergency resource controls shall be coordinated through
the EOC and submitted to appropriate City leadership for consideration and
implementation as authorized by law.
E. External Resource Coordination
1. When local resources become insufficient, the resource unit shall coordinate requests for
assistance through established mutual aid systems, county emergency management
channels, state resource request processes, and other available emergency management
programs.
2. Resource requests shall be prioritized based on life safety, incident stabilization,
protection of critical infrastructure, and community recovery objectives.
V. ORGANIZATION AND RESPONSIBILITIES
A. Logistics Section
The Logistics Section is responsible for coordinating logistical support functions necessary to
sustain emergency response, continuity of operations, and recovery activities. The Logistics
Section Chief provides overall coordination of logistics activities through assigned coordinators
and unit leaders, including Transportation, Facilities, Supply/Food, Communications, and
Information Technology.
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Responsibilities include:
1. Coordinate procurement, allocation, tracking, and distribution of
resources.
2. Coordinate logistics support necessary to sustain emergency operations.
3. Coordinate transportation support through the Transportation Coordinator.
4. Coordinate facilities support through the Facilities Coordinator.
5. Coordinate with Public Works, public safety agencies, partner
organizations, contractors, and private-sector resource providers.
6. Coordinate requests for mutual aid, State assistance, and external resource
support.
7. Advise EOC leadership regarding logistics priorities, resource limitations,
and anticipated operational support needs.
B. Resource and Transportation Planning
The Logistics Section shall support development and maintenance of resource information
including:
1. Inventories or resource lists identifying available public and private transportation assets.
2. Information regarding specialized transportation resources for individuals with access
and functional needs.
3. Resource lists identifying water transportation assets, fuel resources, heavy equipment,
and other critical support resources.
4. Resource coordination procedures for sheltering, feeding, evacuation, and continuity of
essential services.
C. Transportation Coordination
The Transportation Coordinator shall:
1. Coordinate transportation resources necessary to support emergency response,
evacuation, relocation, shelter operations, and recovery activities.
2. Coordinate with school districts, public transit providers, private transportation
companies, and other transportation partners to support emergency transportation needs.
3. Support movement of emergency personnel, equipment, supplies, and affected
populations as required.
4. Coordinate transportation support for vulnerable populations, including older adults,
persons with disabilities, medically fragile individuals, and those without access to
private transportation.
D. Shelter and Human Services Support
1. The Transportation Coordinator shall coordinate transportation support requirements with
the American Red Cross, shelter operators, the Reception, Care & Human Services
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Coordinator, and partner organizations regarding anticipated sheltering, feeding, and
transportation needs.
2. Resource support for shelters, reception centers, cooling centers, and other emergency
facilities shall be coordinated through the EOC.
E. Resource Controls and Emergency Measures
1. Voluntary conservation, resource management, and public cooperation are preferred
methods for managing limited resources during emergencies.
2. When necessary to protect public health and safety, recommendations may be made
regarding:
• Resource prioritization
• Purchase limitations
• Controlled distribution
• Rationing measures
• Access restrictions
• Other emergency resource controls authorized by law
3. Emergency resource control measures shall be coordinated through the EOC and
implemented by appropriate City officials as authorized.
F. Water and Essential Commodity Support
1. The Logistics Section Chief, in coordination with the Transportation Coordinator,
Utilities Department, and partner agencies, shall support planning for emergency
distribution of potable and non-potable water during disruptions to normal water systems.
2. Publicly owned, privately owned, contracted, or mutual aid water transportation
resources may be utilized to support emergency operations.
3. Coordination with utility providers, vendors, distributors, and private-sector partners shall
be maintained to support continuity of essential commodities and critical supplies.
VI. ADMINISTRATION AND LOGISTICS
A. All resource usage, transportation costs, contracts, and personnel time must be documented to
support:
• State and federal reimbursement
• Audit and financial accountability
• After-action review and improvement planning
B. The Logistics Section Chief shall coordinate logistical support including:
• Fuel and maintenance
• Emergency power
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• Communications support
• Logistics support
• Transportation coordination
VII. PLAN MAINTENANCE AND DISTRIBUTION
A. Responsibility for maintaining and updating this section rests with the Emergency
Management Director or designee in coordination with the Logistics Section Chief and
Transportation Coordinator.
B. This section will be reviewed annually and updated based on:
• Changes in transportation assets
• Supply chain realities
• Exercises, incidents, and after-action reports
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SECTION “I” – EVACUATION
I. PURPOSE
A. To provide for the orderly, safe, and effective evacuation of individuals from areas of the City
of Yuma threatened by natural, technological, or human-caused hazards.
B. To protect life, property, and public safety through coordinated evacuation, relocation,
sheltering, reception, and re-entry operations.
C. To support the temporary care, lodging, feeding, transportation, and general welfare of
individuals displaced by emergencies, disasters, or precautionary evacuations.
II. SITUATION
A. A variety of hazards may require evacuation of portions of the City of Yuma, including but not
limited to:
• Extreme heat and prolonged power outages
• Hazardous materials incidents
• Flooding and severe weather events
• Aircraft accidents and transportation incidents
• Fires, explosions, and smoke impacts
• Infrastructure failures and utility disruptions
• Public health emergencies
• Security-related or human-caused incidents
B. Evacuation operations may be required for:
• Localized, short-duration incidents
• Large-scale or prolonged emergencies
• Precautionary evacuations based on forecasted or anticipated threats
• Rapid-onset situations with limited warning
C. Evacuation operations may occur at any time of day and under adverse environmental
conditions, including extreme heat, limited visibility, infrastructure disruptions, and
transportation constraints.
D. Potential evacuation areas may include any populated area, neighborhood, facility, or
geographic area within the City of Yuma depending on the nature, location, and severity of the
incident.
E. Evacuation operations may require coordination among public safety agencies, public works,
transportation providers, public health agencies, schools, healthcare facilities, the American Red
Cross, community organizations, and other partner agencies.
F. Reception centers, shelters, cooling centers, and other temporary support facilities may be
established to provide care and support for displaced residents and visitors until they are able to
safely return or relocate.
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III. ASSUMPTIONS
A. Some incidents may provide sufficient warning for a planned and orderly evacuation, while
others may occur rapidly with little or no warning, requiring immediate protective actions.
B. Evacuation operations may be required at any time of day or night and under adverse
conditions, including extreme heat, severe weather, infrastructure disruptions, limited visibility,
or transportation system impacts.
C. Traffic congestion, spontaneous self-evacuation, public confusion, and increased demand on
transportation systems should be expected during evacuation operations.
D. Many individuals will make independent decisions to evacuate upon receiving information
regarding an actual or potential threat, regardless of whether an official evacuation order has
been issued.
E. Some individuals may refuse to evacuate despite clear life-safety risks and protective action
recommendations.
F. A significant portion of evacuees will make independent arrangements for shelter; however,
reception centers, shelters, cooling centers, and other public support resources must be available
to assist displaced populations.
G. Individuals displaced with little warning may require substantial support, including food,
water, shelter, transportation, medical care, bedding, personal supplies, and other essential
services.
H. Special consideration shall be given to populations that may require additional assistance
during evacuation or relocation operations, including:
• Older adults
• Persons with disabilities or access and functional needs
• Medically fragile individuals
• Hospital and healthcare facility patients
• Long-term care facility residents
• Institutionalized populations
• Individuals without access to transportation
I. Shelter operations will typically be coordinated through the American Red Cross and partner
agencies utilizing public facilities, community facilities, faith-based facilities, schools, or other
appropriate shelter locations.
J. In some circumstances, shelter-in-place may provide greater protection than evacuation and
may be implemented when conditions warrant.
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IV. CONCEPT OF OPERATIONS
A. Evacuation Decision Authority
1. The Mayor, or designee, has authority to order evacuations during emergencies and
disasters.
2. In rapidly developing or life-threatening situations, the on-scene Incident Commander
may order evacuation when immediate action is required to protect life and public safety.
3. Evacuation decisions shall consider:
• Nature and severity of the hazard
• Time available to evacuate
• Population at risk
• Transportation availability
• Environmental conditions
• Shelter and reception capabilities
• Impacts to critical infrastructure and essential services
B. Evacuation Coordination
1. Evacuation operations shall be managed under the Incident Command System (ICS) at
the incident level.
2. When activated, the Emergency Operations Center (EOC) shall coordinate:
• Resource and transportation support
• Public information and warning
• Shelter and reception operations
• Interagency coordination
• Re-entry planning and recovery support
3. Law enforcement, fire and EMS, public works, transportation providers, public health
agencies, schools, healthcare facilities, and partner organizations shall coordinate
evacuation operations consistent with their assigned responsibilities.
4. Public warning and preparedness information should be disseminated as early as practical
whenever evacuation may become necessary.
C. Evacuation Operations
1. Primary evacuation transportation will normally occur through privately owned vehicles.
2. Evacuation actions may include:
• Door-to-door notifications
• Public warning through emergency alert systems, media, and other communication
methods
• Establishment of evacuation routes and traffic control points
• Transportation assistance for individuals unable to self-evacuate
• Establishment of reception centers and temporary support facilities
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3. Law enforcement is responsible for:
• Traffic control and route security
• Area access control
• Evacuation route management
• Support of evacuation notifications
• Security of evacuated areas
4. Fire and EMS personnel support evacuation operations through:
• Life safety and rescue operations
• Medical support and triage
• Assistance with vulnerable populations
• Healthcare facility evacuation support
5. Public works personnel support evacuation operations through:
• Debris clearance
• Route access and infrastructure support
• Equipment and transportation support
• Utility coordination and hazard mitigation
6. Rest areas, reception centers, or temporary support facilities may be established when
necessary to support evacuees during movement operations.
D. Transportation and Special Populations
1. Transportation assistance shall be prioritized for individuals unable to self-evacuate.
2. Transportation resources may include:
• School buses
• Public transit vehicles
• Accessible transportation resources
• Contracted transportation providers
• Mutual aid transportation assets
3. Schools, hospitals, nursing homes, long-term care facilities, detention facilities, and other
institutional occupancies shall maintain their own evacuation procedures and coordinate
transportation requirements with emergency management officials.
4. Whenever practical, family reunification considerations shall be incorporated into
evacuation planning to reduce separation of children, dependent individuals, and
caregivers.
E. Shelter-in-Place
1. In some incidents, shelter-in-place may provide greater protection than evacuation.
2. Shelter-in-place guidance shall be clearly communicated and include:
• Expected duration
• Protective actions to be taken
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• Available assistance resources
• Conditions requiring evacuation
• Re-entry or recovery information when appropriate
F. Re-Entry and Recovery
1. Re-entry into evacuated areas shall occur only when hazards have been mitigated and
conditions are determined to be safe.
2. Re-entry decisions shall be coordinated through the EOC with input from:
• Law enforcement
• Fire and EMS
• Public works
• Public health
• Utility providers
• Other agencies as appropriate
3. Re-entry considerations include:
• Elimination or control of the original hazard
• Structural and infrastructure safety
• Utility restoration status
• Environmental and public health concerns
• Transportation access and traffic management
• Availability of essential services
4. Controlled or phased re-entry procedures may be implemented to ensure public safety
and orderly restoration of community functions.
5. Essential workers, critical infrastructure personnel, and emergency response personnel
may be granted priority access when necessary to support response, recovery, and
restoration operations.
6. Public information regarding re-entry procedures, cleanup guidance, utility restoration,
and available assistance programs shall be provided through the Public Information
Officer and approved communication channels.
V. ORGANIZATION AND RESPONSIBILITIES
A. Evacuation Coordinator
The Evacuation Coordinator, designated by the City Administrator or Emergency Management
Director, is responsible for coordinating overall evacuation planning and operations through the
Emergency Operations Center (EOC).
Responsibilities include:
1. Coordinating evacuation activities among responding agencies and partner organizations.
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2. Coordinating with the American Red Cross, shelter operators, transportation providers,
healthcare facilities, and public safety agencies.
3. Supporting evacuation planning, sheltering, reception, relocation, and re-entry operations.
4. Advising EOC leadership regarding evacuation status, resource needs, and operational
priorities.
B. Law Enforcement
Law enforcement agencies shall:
1. Determine and manage primary and alternate evacuation routes based on incident
conditions.
2. Provide traffic control, access control, route security, and movement coordination.
3. Support public warning and evacuation notifications.
4. Establish security within evacuated areas.
5. Provide security and traffic management at reception centers, shelters, and other
emergency facilities.
6. Support re-entry operations and access control following evacuation.
C. Fire and Emergency Medical Services
Fire and EMS agencies shall:
1. Respond to fire, rescue, hazardous materials, and emergency medical incidents.
2. Provide life safety operations, rescue, triage, treatment, and transportation of injured
persons.
3. Assist Incident Command and EOC leadership in evaluating evacuation needs and
protective actions.
4. Assist vulnerable populations requiring evacuation support.
5. Support public warning and emergency protective action messaging when appropriate.
6. Coordinate medical support for evacuation, sheltering, and reception operations.
D. Public Information Officer
The Public Information Officer (PIO) shall:
1. Provide evacuation instructions and protective action information to the public.
2. Coordinate public messaging regarding evacuation routes, shelters, transportation
assistance, and re-entry procedures.
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3. Disseminate timely and accurate information through all available communication
methods.
4. Coordinate messaging among responding agencies and partner organizations.
E. Public Works and Engineering
Public Works and Engineering personnel shall:
1. Maintain and support evacuation routes and transportation infrastructure.
2. Provide traffic control devices, barricades, signage, and route support equipment.
3. Support debris clearance and roadway access operations.
4. Coordinate infrastructure assessments affecting evacuation and re-entry operations.
F. Resources and Transportation
The Resources and Transportation Coordinator shall:
1. Coordinate transportation support for evacuees who lack access to private transportation.
2. Coordinate transportation resources for individuals with disabilities, access and
functional needs, or medical transportation requirements.
3. Coordinate transportation between evacuation areas, reception centers, shelters, and
temporary housing facilities.
4. Coordinate public transit, school transportation, contracted transportation, and mutual aid
transportation resources as necessary.
5. Support movement of emergency personnel, equipment, and essential resources.
G. Critical Infrastructure and Essential Service Providers
Critical infrastructure operators, utilities, healthcare providers, educational institutions, and other
essential service organizations shall:
1. Coordinate continuity and protective actions with emergency management officials.
2. Identify essential personnel and resource requirements necessary to maintain critical
operations.
3. Coordinate transportation and access needs for essential workers when appropriate.
4. Support evacuation, sheltering, and recovery operations consistent with their capabilities
and responsibilities.
VI. ADMINISTRATION AND LOGISTICS
A. All evacuation-related personnel time, transportation costs, equipment usage, contracted
services, shelter support costs, and other disaster-related expenditures shall be documented in
accordance with applicable local, state, and federal requirements.
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B. Documentation shall be maintained to support:
• Cost recovery and reimbursement requests
• Emergency declarations
• State and federal disaster assistance programs
• Damage assessments
• After-action reporting and improvement planning
C. Departments and agencies involved in evacuation operations shall maintain records of
personnel assignments, resource utilization, transportation activities, shelter support activities,
mutual aid resources, and significant operational actions.
D. Evacuation plans, routes, transportation agreements, sheltering arrangements, and supporting
procedures shall be reviewed, exercised, and updated periodically to ensure operational
readiness.
E. Records management, financial tracking, and reimbursement documentation shall be
coordinated with the Finance Section and other appropriate City departments during Emergency
Operations Center (EOC) activations.
VII. PLAN MAINTENANCE AND DISTRIBUTION
A. Responsibility for maintaining and updating this section rests with the Emergency
Management Director or designee.
B. This section will be reviewed annually and updated based on:
• Changes in hazards or infrastructure
• Exercises and incidents
• After-action reports and lessons learned
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SECTION “J” – RECEPTION AND CARE
I. PURPOSE
A. To provide for the reception, temporary care, sheltering, feeding, and basic support of
individuals displaced by emergencies or disasters within the City of Yuma.
B. To coordinate reception and care operations among City departments, partner agencies, non-
governmental organizations, and volunteer organizations in order to protect life, health, safety,
and dignity.
C. To provide a coordinated process for registration, information sharing, shelter assignment,
family reunification support, and transition to longer-term housing or recovery assistance when
necessary.
II. SITUATION
A. Emergency incidents may result in the displacement of residents, visitors, workers, or special
populations requiring short-term or extended reception and care services.
B. Hazards that may require reception and care operations include, but are not limited to:
• Extreme heat and prolonged power outages
• Hazardous materials incidents
• Fires and explosions
• Flooding and severe weather events
• Infrastructure failures
• Public health emergencies
• Large-scale evacuations and prolonged disasters
C. The City of Yuma maintains facilities that may be designated as reception centers, including
large assembly facilities capable of supporting initial intake, registration, information
dissemination, and coordination of displaced populations.
D. Reception centers serve as temporary gathering locations where evacuees may:
• Receive emergency information
• Register for assistance
• Obtain basic support services
• Receive shelter assignments
• Coordinate transportation and family reunification
• Access available community resources
E. Reception centers may also provide emergency managers time to assess the scope of the
incident, estimate sheltering requirements, identify resource needs, and coordinate establishment
of additional shelters when necessary.
F. The American Red Cross and other partner organizations may provide sheltering, feeding, and
mass care services during emergencies and disasters.
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G. Shelter resources, cots, bedding, feeding supplies, and other mass care resources may require
transportation into the area and may not be immediately available during the initial stages of an
incident.
H. In-place sheltering may be utilized as an alternative protective action when evacuation is not
practical, transportation resources are limited, warning time is insufficient, or remaining in place
provides greater protection.
I. Reception and care operations may include support for individuals with disabilities, access and
functional needs, medical conditions, language barriers, transportation limitations, or other
circumstances requiring additional assistance.
III. ASSUMPTIONS
A. Many emergencies will provide sufficient warning to allow residents to seek shelter or
relocate to protective facilities; however, some incidents may occur with little or no warning.
B. Many displaced individuals will make independent arrangements for shelter with family,
friends, hotels, or other accommodations; however, public reception and care services must be
available for those unable to do so.
C. Facilities identified for use as reception centers, shelters, cooling centers, and temporary care
facilities are expected to be available for emergency use, although operational limitations or
disaster impacts may affect individual locations.
D. Most sheltering operations are expected to be short-term in nature; however, large-scale or
prolonged incidents may require extended shelter operations and additional resource support.
E. Individuals with disabilities, access and functional needs, medical conditions, transportation
limitations, language barriers, or other special circumstances may require additional assistance
during sheltering operations.
F. Support requirements may include:
• Mobility assistance
• Medical equipment power support
• Medication access and medical monitoring
• Communication assistance and language services
• Transportation support
• Personal care assistance
G. Extreme heat events, prolonged power outages, and utility disruptions may significantly
increase demand for cooling centers, hydration support, medical monitoring, and temporary
sheltering services.
H. Reception centers, shelters, and care facilities may require support from local, regional, state,
federal, volunteer, faith-based, and private-sector organizations to sustain operations during
prolonged incidents.
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IV. CONCEPT OF OPERATIONS
A. Reception Operations
1. Reception centers serve as the initial point of contact for displaced individuals and may
provide:
• Information and situation updates
• Registration and accountability support
• Initial medical screening and referral
• Family reunification assistance
• Referral to shelters, cooling centers, or other services
• Transportation coordination
2. Reception centers may operate independently or in conjunction with shelter facilities.
3. Reception operations shall be coordinated through the Emergency Operations Center
(EOC) when activated.
4. Individuals displaced by evacuation or disaster should be directed to a reception center
when practical for registration, assessment of needs, and assignment to available
sheltering or support resources.
B. Shelter and Care Operations
1. The American Red Cross, in coordination with the City and partner organizations,
typically manages shelter operations including:
• Lodging and temporary sheltering
• Feeding operations
• Basic mass care services
• Registration and accountability support
• Family assistance and reunification support
2. The City supports shelter operations by:
• Identifying and opening facilities
• Providing logistical support and resources
• Coordinating utilities and facility operations
• Providing security and access control support
• Supporting transportation and communications needs
3. Shelter operations may require the following functional capabilities:
• Shelter management and supervision
• Registration and accountability of individuals and families
• Food and feeding services
• Health and medical support services
• Shelter maintenance and facility support
• Security and maintenance of order
• Recordkeeping and documentation
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• Family reunification and welfare inquiry services
• Parking, traffic management, and site security
4. Shelters may include:
• General population shelters
• Cooling centers
• Temporary reception centers
• Specialty shelters supporting specific populations
• Pet-friendly or co-located animal sheltering options when available
C. Access and Functional Needs (AFN)
1. Reception and care services shall be provided in a manner that supports individuals with
disabilities and access and functional needs.
2. Considerations may include:
• ADA-accessible facilities
• Medical equipment power support
• Transportation assistance
• Language access and communication support
• Personal care assistance coordination
• Service animal accommodations
3. Coordination with health and medical agencies is essential for medically fragile
individuals and those requiring specialized support services.
D. Health, Safety, and Security
1. Law enforcement agencies provide security and access control at reception centers and
shelters as needed.
2. Fire and EMS personnel support life safety, medical response, safety inspections, and
emergency medical needs.
3. Public health agencies provide guidance regarding sanitation, food safety, communicable
disease prevention, environmental health concerns, and shelter health operations.
4. Shelter operators shall maintain accountability, situational awareness, and communication
with the EOC regarding shelter populations, resource needs, and operational issues.
E. Transition and Recovery
1. As emergency conditions stabilize, reception and care operations transition toward:
• Re-entry support
• Housing recovery assistance
• Human services assistance
• Long-term recovery coordination
• Community assistance programs
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2. Information regarding available recovery resources shall be provided through reception
centers, shelters, public information channels, and partner organizations.
3. Shelter consolidation, demobilization, and closure shall be coordinated to ensure
displaced individuals continue to receive appropriate support and assistance.
V. ORGANIZATION AND RESPONSIBILITIES
A. Reception and Care Coordinator
A Reception and Care Coordinator, designated by the City Administrator or Emergency
Management Director, is responsible for coordinating reception, sheltering, mass care, and
support operations through the Emergency Operations Center (EOC).
Responsibilities include:
1. Coordinating reception and care activities through the EOC.
2. Serving as liaison with the American Red Cross and other voluntary organizations.
3. Coordinating shelter, reception center, feeding, and support operations.
4. Identifying facility requirements, resource needs, and logistical support requirements.
5. Coordinating with law enforcement, fire and EMS, public health, public works, and
transportation agencies.
6. Supporting planning and operations for individuals with disabilities and access and
functional needs.
7. Providing recommendations to EOC leadership regarding sheltering strategies, facility
utilization, and resource priorities.
B. Reception Center Supervisor
A Reception Center Supervisor may be assigned to manage individual reception center
operations.
Responsibilities may include:
1. Supervising reception center personnel and operations.
2. Coordinating registration and accountability activities.
3. Assessing immediate needs of displaced individuals and families.
4. Coordinating transportation, shelter assignments, and referral services.
5. Providing information regarding available services, shelters, and protective actions.
6. Maintaining communication with the Reception and Care Coordinator and EOC.
C. Shelter Manager
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A Shelter Manager may be assigned to oversee individual shelter operations.
Responsibilities may include:
1. Managing day-to-day shelter operations.
2. Coordinating feeding, lodging, sanitation, and facility support activities.
3. Maintaining accountability of shelter occupants.
4. Coordinating with public health, medical personnel, and support organizations.
5. Providing accurate information to shelter residents and supporting rumor control efforts.
6. Reporting shelter status, resource needs, and operational issues to the Reception and Care
Coordinator.
D. Supporting Agencies and Organizations
American Red Cross
• Shelter operations
• Feeding operations
• Mass care support services
• Family reunification assistance
• Disaster assistance coordination
Fire and EMS
• Medical support and life safety services
• Emergency medical care
• Shelter safety support
• Assistance with vulnerable populations
Law Enforcement
• Security and access control
• Traffic and parking management
• Support for evacuation and re-entry operations
Public Works
• Facility support and maintenance
• Utility coordination
• Infrastructure and logistical support
Public Health Agencies
• Disease prevention and control
• Shelter health guidance
• Food safety and sanitation oversight
• Environmental health support
Human Services, Non-Governmental Organizations (NGOs), and Volunteer Organizations
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• Supplemental care services
• Family assistance
• Recovery support services
• Specialized support for vulnerable populations
E. Special Considerations
1. Essential workers and critical infrastructure personnel may be prioritized for sheltering
arrangements that support continuity of essential community services.
2. Whenever practical, families should be sheltered together to support family reunification
and reduce disruption.
3. Shelter operators should coordinate with public health officials regarding communicable
disease prevention, isolation, cohorting, or other protective measures necessary to protect
shelter populations.
4. Consideration shall be given to accommodating individuals with disabilities, access and
functional needs, medical requirements, service animals, and other circumstances
requiring additional support.
VI. ADMINISTRATION AND LOGISTICS
A. All reception and care costs, personnel time, and resource usage must be documented to
support reimbursement and after-action review.
B. Supplies, facilities, and staffing requirements will be tracked through the EOC.
VII. PLAN MAINTENANCE AND DISTRIBUTION
A. Responsibility for maintaining and updating this section rests with the Emergency
Management Director or designee.
B. The City should periodically assess mass care and shelter capabilities, including
facility availability, capacity, accessibility, staffing, equipment, supplies, and
resource gaps.
C. This section will be reviewed annually and updated based on:
• Facility changes
• Partner capabilities
• Exercises, incidents, and after-action reports
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SECTION “K” – IN-PLACE PROTECTIVE SHELTER
I. PURPOSE
To provide guidance for protecting the public by directing individuals to remain indoors or in
another safe location when evacuation is not feasible, practical, or safer than remaining in place
during emergency or disaster situations.
II. SITUATION
A. Certain emergency conditions may require individuals to remain in their current location
rather than evacuate, including:
• Hazardous materials releases
• Air quality emergencies
• Extreme heat or environmental exposure
• Severe weather or sudden-onset incidents
• Infrastructure or transportation disruptions
• Fires, explosions, or smoke impacts
• Security-related incidents
B. Shelter-in-place may be implemented for short-duration, rapidly developing, or evolving
incidents and may apply to specific geographic areas, facilities, or populations.
C. Some incidents may occur with little or no warning, making evacuation impractical or
impossible before hazardous conditions impact the affected area.
D. Shelter-in-place operations require timely, clear, and repeated public communication to ensure
understanding, compliance, and continued situational awareness.
E. In-place protective sheltering may be utilized when remaining inside a structure or other
protected location provides greater protection than evacuation.
F. Decisions regarding shelter-in-place versus evacuation shall be based upon incident-specific
conditions including:
• Nature and severity of the hazard
• Potential for fire or explosion
• Toxicity and duration of exposure
• Weather and atmospheric conditions
• Transportation and evacuation feasibility
• Building construction characteristics
• Ventilation and air handling systems
• Population vulnerability and special needs considerations
G. Protective sheltering may be implemented for individual buildings, campuses, neighborhoods,
critical facilities, schools, healthcare facilities, or larger geographic areas depending on incident
conditions.
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III. ASSUMPTIONS
A. The two primary protective action strategies available to protect the public during
emergencies and disasters are evacuation and shelter-in-place.
B. Emergency officials shall select the protective action, or combination of protective actions,
that is expected to provide the greatest level of life safety based upon available information and
incident conditions.
C. Several hazards may warrant shelter-in-place actions, including but not limited to:
• Hazardous materials incidents
• Air quality emergencies
• Severe weather events
• Fires, explosions, or smoke impacts
• Security-related incidents
• Infrastructure failures
• Other incidents where evacuation may increase risk
D. Some incidents may occur with little or no warning, creating circumstances in which
evacuation is impractical and individuals must seek immediate shelter at or near their current
location.
E. Shelter-in-place actions may be initiated rapidly and may affect specific facilities,
neighborhoods, or larger geographic areas.
F. Individuals may require assistance, clarification, or repeated instructions to properly
implement shelter-in-place protective actions.
G. Effective warning, public information, and emergency communications are essential to ensure
individuals understand:
• The nature of the hazard
• Required protective actions
• Expected duration of the incident
• Conditions requiring evacuation or additional protective measures
• Re-entry or recovery information when appropriate
H. Shelter-in-place operations may transition to evacuation, relocation, or re-entry actions as
incident conditions change and additional information becomes available.
I. Public compliance with protective action recommendations is enhanced when instructions are
timely, accurate, clear, and delivered through multiple communication methods.
IV. CONCEPT OF OPERATIONS
A. Decision Authority
1. The Mayor, or designee, may order shelter-in-place actions during emergencies and
disasters.
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2. In rapidly developing or life-threatening situations, the Incident Commander may initiate
shelter-in-place actions when immediate protective measures are necessary to protect life
and public safety.
3. Decisions to implement shelter-in-place shall consider:
• Nature and severity of the hazard
• Duration of exposure
• Environmental and weather conditions
• Population at risk
• Ability to safely evacuate
• Time available to implement protective actions
• Vulnerable populations requiring evacuation assistance
• Building construction characteristics
• Ventilation and air handling systems
• Potential fire, explosion, or contamination hazards
B. Shelter-in-Place Actions
1. Shelter-in-place guidance may include:
• Remaining indoors and securing the structure
• Closing and securing doors and windows
• Shutting down HVAC systems and ventilation when appropriate
• Moving to interior rooms or protected locations
• Monitoring official information sources
• Following incident-specific protective action instructions
2. Protective action recommendations shall be tailored to the specific hazard and incident
conditions.
3. Shelter-in-place may be implemented for residences, businesses, schools, healthcare
facilities, critical infrastructure facilities, or other occupied structures.
C. Public Education and Preparedness
1. Public education and preparedness efforts should provide residents, businesses, schools,
and community organizations with information regarding shelter-in-place procedures
before emergencies occur.
2. Public preparedness messaging may include:
• Hazard awareness information
• Shelter-in-place procedures
• Emergency supply recommendations
• Family preparedness planning
• Protective actions for specific hazards
3. Community preparedness efforts should emphasize hazards relevant to the City of Yuma,
including hazardous materials incidents, extreme weather, utility disruptions,
transportation incidents, and other identified risks.
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D. Public Communication
1. Shelter-in-place instructions shall be disseminated using all available and appropriate
communication methods, including:
• IPAWS and Wireless Emergency Alerts
• Emergency Alert System (EAS)
• NOAA Weather Radio
• Broadcast and digital media
• City and department websites
• Social media platforms
• Public safety notification systems
2. When necessary, field personnel may conduct:
• Public address announcements
• Mobile warning operations
• Door-to-door notifications
• Facility-specific notifications
3. Messaging should:
• Be clear, concise, and actionable
• Identify the affected area
• Explain required protective actions
• Provide expected duration when possible
• Address access and functional needs considerations
• Be provided in English and Spanish when feasible
E. Coordination and Support
1. Fire, law enforcement, public works, and emergency management personnel support
shelter-in-place operations through:
• Hazard assessment and monitoring
• Public safety support
• Infrastructure and utility coordination
• Incident stabilization activities
2. Public health agencies provide guidance regarding:
• Air quality concerns
• Heat-related risks
• Environmental health hazards
• Health impacts associated with shelter-in-place conditions
F. Transition and Termination
1. Shelter-in-place orders shall remain in effect until hazards have been mitigated or
protective actions are no longer necessary.
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2. Shelter-in-place operations may transition to evacuation, relocation, or recovery actions
as incident conditions change.
3. Clear "all-clear" messaging and follow-up instructions shall be disseminated through
official communication channels.
4. Re-entry, recovery, and post-incident safety guidance shall be coordinated through the
EOC and Public Information Officer.
V. PROTECTIVE ACTION GUIDELINES
A. Severe Weather, High Winds, Dust Storms, and Hail
1. Seek shelter in a sturdy building as quickly as possible.
2. Move to an interior room, hallway, or other protected area away from windows and
exterior walls.
3. If available, seek shelter below grade or in the lowest level of the structure.
4. Protect your head and neck from flying debris.
5. Persons in mobile homes, temporary structures, or vehicles should seek shelter in a more
substantial building whenever possible.
6. If caught outdoors and no substantial shelter is available, seek the lowest available
ground while remaining alert for flash flooding hazards.
7. Avoid downed power lines, damaged structures, and areas affected by flooding.
8. Monitor official information sources for updates and protective action instructions.
B. Hazardous Materials, CBRN, Smoke, and Airborne Contaminants
1. Shelter-in-place may be directed when remaining indoors provides greater protection than
evacuation.
2. Immediately move indoors and close all doors and windows.
3. Shut down heating, ventilation, air conditioning (HVAC), evaporative cooling systems,
and other air handling equipment when instructed.
4. Move to an interior room or area with the fewest doors, windows, and openings to the
outside.
5. Seal openings around doors, windows, vents, and other penetrations if instructed by
emergency officials.
6. Monitor official information sources for protective action guidance and incident updates.
7. Do not leave the protected area until instructed by emergency officials.
8. Additional protective measures may be provided based on the specific hazard involved.
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C. Extreme Heat and Prolonged Power Outages
1. Seek air-conditioned shelter whenever possible.
2. Increase water consumption and avoid strenuous outdoor activity.
3. Check on vulnerable individuals, including older adults, persons with disabilities, and
medically fragile individuals.
4. Utilize designated cooling centers when available.
5. Follow public health guidance regarding heat-related illness prevention.
D. Public Information and Protective Action Compliance
1. Protective action instructions shall be disseminated through available emergency alerting
and public information systems.
2. Residents should follow instructions provided by emergency officials and monitor official
information sources for updates.
3. Individuals should remain sheltered, evacuated, or under other protective actions until an
official "All Clear" or revised protective action message is issued.
4. Public information messages shall be coordinated through the Emergency Operations
Center (EOC) and Public Information Officer (PIO) whenever practical.
VI. ORGANIZATION AND RESPONSIBILITIES
A. Protective Action Decision Authority
1. The Mayor, or designee, may order shelter-in-place protective actions during emergencies
and disasters.
2. In rapidly developing or life-threatening situations requiring immediate action, the
Incident Commander may initiate shelter-in-place protective actions to protect life and
public safety.
3. Shelter-in-place decisions shall be coordinated with the Emergency Operations Center
(EOC) whenever practical.
B. Incident Command
The Incident Commander shall:
1. Manage shelter-in-place operations at the incident level.
2. Coordinate hazard assessment, monitoring, and protective action recommendations.
3. Evaluate changing incident conditions and recommend continuation, modification,
evacuation, or termination of shelter-in-place actions.
4. Coordinate with Unified Command when multiple agencies or jurisdictions are involved.
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C. Emergency Operations Center (EOC)
The EOC shall:
1. Coordinate interagency support and resource requirements.
2. Support public information and warning activities.
3. Coordinate sheltering, evacuation, transportation, and recovery activities as necessary.
4. Maintain situational awareness and support decision-making by City leadership.
5. Coordinate with County, State, Federal, and partner agencies when additional support is
required.
D. Public Information Officer (PIO)
The Public Information Officer shall:
1. Coordinate shelter-in-place warning messages and public information.
2. Ensure protective action information is timely, accurate, accessible, and consistent.
3. Coordinate messaging among responding agencies and partner organizations.
4. Support multilingual and accessible communications when feasible.
5. Disseminate "All Clear" messages and follow-up protective action information when
authorized.
E. Communications and Warning Functions
1. Communications and warning personnel shall support dissemination of shelter-in-place
instructions through available emergency alerting and public information systems.
2. Warning messages should clearly identify:
• The affected area
• The nature of the hazard
• Required protective actions
• Expected duration when known
• Sources for additional information
3. Multiple communication methods should be utilized whenever practical to maximize
public awareness and compliance.
VI. ADMINISTRATION AND LOGISTICS
A. Shelter-in-place actions, communications, and related expenditures must be documented for
after-action review and reimbursement.
B. Shelter-in-place procedures will be incorporated into training and exercises as appropriate.
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VII. PLAN MAINTENANCE AND DISTRIBUTION
A. Responsibility for maintaining and updating this section rests with the Emergency
Management Director or designee.
B. This section will be reviewed annually and updated based on:
• Changes in hazards
• Exercises and incidents
• After-action reports and lessons learned
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SECTION “L” – HUMAN SERVICES
I. PURPOSE
To coordinate the delivery of human services necessary to support individuals, families, and
communities affected by emergencies or disasters, including vulnerable populations, displaced
residents, and those requiring behavioral health, social service, housing, or recovery assistance.
II. SITUATION
A. Emergency incidents may disrupt normal access to essential human services, including:
• Housing assistance
• Food assistance
• Medical and healthcare services
• Behavioral health services
• Child and family services
• Services for older adults
• Disability support services
• Social and economic assistance programs
B. Human services are provided through a combination of local, county, state, federal, non-
governmental, faith-based, volunteer, and private-sector organizations.
C. Key human services partners may include:
• Arizona Department of Economic Security (DES)
• Arizona Department of Health Services (ADHS)
• Yuma County Health District
• American Red Cross
• Community Action Agencies
• Faith-based organizations
• Volunteer and non-governmental organizations
• Behavioral health providers
• Housing and social service organizations
D. Human services needs may increase significantly during:
• Evacuations and displacement
• Extreme heat emergencies and prolonged power outages
• Public health emergencies
• Infrastructure failures
• Mass casualty incidents
• Long-term recovery and rebuilding operations
E. Vulnerable populations may require additional support during emergencies and disasters,
including:
• Older adults
• Children and families
• Persons with disabilities and access and functional needs
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• Medically fragile individuals
• Individuals experiencing homelessness
• Individuals with limited transportation or financial resources
F. Human services operations often continue long after response activities have ended and play a
critical role in community recovery, resilience, and restoration of normal services.
III. ASSUMPTIONS
A. Emergencies and disasters will increase the number of individuals and families requiring
social, financial, housing, behavioral health, and recovery assistance.
B. Large-scale or prolonged disasters may exceed the capabilities of local service providers and
require assistance from county, state, federal, non-governmental, volunteer, faith-based, and
private-sector organizations.
C. Vulnerable populations may experience disproportionate impacts and require targeted
outreach and support, including:
• Older adults
• Persons with disabilities or access and functional needs
• Children and unaccompanied minors
• Individuals with limited English proficiency
• Medically fragile individuals
• Individuals experiencing homelessness
• Individuals with limited transportation or financial resources
D. Human services needs often extend beyond the response phase and may continue throughout
short-term and long-term recovery operations.
E. Mutual support agreements, partnerships, and coordination with governmental agencies,
volunteer organizations, community groups, and service providers enhance the ability to meet
disaster-related human services needs.
F. Timely delivery of assistance, information, and support services following a disaster can
reduce stress, uncertainty, community disruption, and unmet needs while supporting overall
community recovery.
G. Effective coordination among multiple agencies and organizations is essential to avoid
duplication of services, identify unmet needs, and ensure efficient use of available resources.
H. Human services requirements may evolve over time as community needs transition from
immediate life-safety concerns to housing, employment, healthcare, behavioral health, and long-
term recovery assistance.
IV. CONCEPT OF OPERATIONS
A. General
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1. Human services operations are coordinated under the Incident Command System (ICS) at
the incident level and through the Emergency Operations Center (EOC) when activated.
2. The EOC facilitates coordination among governmental agencies, non-governmental
organizations, volunteer organizations, and private-sector partners to support:
• Immediate response needs
• Short-term stabilization
• Long-term recovery efforts
3. Human services support may be provided through local, county, state, federal, volunteer,
faith-based, and private-sector organizations.
B. Human Services Support Functions
Human services support may include, but is not limited to:
• Family reunification assistance
• Behavioral and mental health support
• Assistance for individuals with disabilities and access and functional needs
• Support for displaced individuals and households
• Coordination of volunteer and donation management
• Housing and shelter assistance referrals
• Food and nutrition assistance
• Financial assistance referrals
• Crisis and disaster case management services
C. Disaster Assistance and Recovery Services
1. Following a disaster, human services agencies and partner organizations will publicize
available assistance programs and expand operations as necessary to support affected
individuals and families.
2. Available assistance may include local, state, federal, charitable, and private-sector
resources.
3. Assistance programs may include:
• Temporary housing assistance
• Disaster recovery grants
• Low-interest disaster loans
• Food assistance programs
• Crisis counseling services
• Unemployment and workforce assistance
• Other disaster recovery programs available at the time of the incident
4. When authorized, local officials may request county, state, or federal disaster assistance
to supplement local capabilities and support community recovery.
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D. Disaster Assistance Centers and Recovery Facilities
1. Disaster Assistance Centers, Disaster Recovery Centers, or similar facilities may be
established to provide centralized access to recovery services and assistance programs.
2. When practical, these facilities should be located in areas accessible to disaster survivors
and near shelters, reception centers, or heavily impacted communities.
3. Assistance centers may provide:
• Information and referral services
• Registration for assistance programs
• Case management support
• Recovery resource coordination
• Family assistance services
4. Information regarding available assistance shall be widely disseminated through public
information channels and, when feasible, provided in English and Spanish.
E. Behavioral Health and Emotional Support
1. Behavioral health agencies and partners may provide:
• Crisis counseling
• Stress management support
• Emotional and psychological support services
• Long-term behavioral health assistance
2. Behavioral health services may support:
• Disaster survivors
• Displaced individuals
• Families of victims
• Emergency responders and recovery personnel
F. Family Reunification and Case Management
1. Human services agencies and partner organizations may assist with:
• Reunification of families separated during disasters
• Referral to housing, food, medical, and financial assistance programs
• Disaster case management and recovery planning
2. Long-term recovery organizations may coordinate ongoing assistance and identification
of unmet needs.
G. Transition to Recovery
1. As response operations stabilize, human services coordination shifts toward:
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• Long-term housing solutions
• Employment and financial assistance referrals
• Ongoing health and behavioral health support
• Community recovery and resilience efforts
2. Coordination with long-term recovery groups, volunteer organizations, community
agencies, and governmental partners is essential to support sustained recovery and
restoration of community services.
V. ORGANIZATION AND RESPONSIBILITIES
A. Human Services Coordinator
A Human Services Coordinator, designated by the City Administrator or Emergency
Management Director, is responsible for coordinating human services operations through the
Emergency Operations Center (EOC).
Responsibilities include:
1. Coordinating human services activities and resource support.
2. Serving as liaison with governmental agencies, non-governmental organizations (NGOs),
faith-based organizations, and community partners.
3. Identifying unmet needs and service gaps.
4. Supporting disaster assistance and recovery operations.
5. Coordinating establishment of Disaster Assistance Centers, Disaster Recovery Centers, or
similar facilities when appropriate.
6. Supporting transition from response to short-term and long-term recovery.
B. Supporting Agencies and Partners
County Human Services and Public Health Agencies
• Social service programs
• Public assistance coordination
• Health and behavioral health support
• Benefits and referral services
Non-Governmental Organizations (NGOs)
• Shelter and mass care support
• Feeding operations
• Disaster case management
• Recovery assistance programs
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Faith-Based, Volunteer, and Community Organizations
• Supplemental assistance and outreach
• Donations management
• Volunteer support services
• Community recovery assistance
Behavioral Health Providers
• Crisis counseling
• Emotional support services
• Long-term behavioral health assistance
Private-Sector Partners
• Insurance assistance and claims support
• Utility restoration coordination
• Housing and recovery support services
C. Disaster Assistance Centers and Recovery Facilities
1. Disaster Assistance Centers, Disaster Recovery Centers, or similar facilities may be
established following significant disasters to provide centralized access to recovery
services.
2. Assistance centers should be located in areas readily accessible to affected populations
whenever practical.
3. Participating organizations may include:
• Human services agencies
• American Red Cross
• Salvation Army
• Faith-based organizations
• Community assistance organizations
• Insurance representatives
• State and federal assistance agencies
• Other recovery partners as appropriate
4. Assistance center personnel should strive to ensure disaster survivors are informed of
available programs, benefits, and recovery resources.
D. Disaster Assistance Programs
Human services personnel and partner organizations may assist disaster survivors with referrals,
applications, and access to available assistance programs, including:
• Insurance claims assistance
• Temporary housing assistance
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• Disaster recovery grants
• Small business recovery assistance
• Agricultural recovery assistance
• Food assistance programs
• Behavioral health services
• Other local, state, federal, charitable, or private-sector recovery resources available at
the time of the incident
E. Public Information and Outreach
1. Information regarding available assistance programs, recovery services, and assistance
centers shall be widely disseminated through available public information channels.
2. Outreach efforts should be provided in English and Spanish whenever feasible and should
consider the needs of individuals with disabilities and access and functional needs.
3. Public information efforts should emphasize available assistance, eligibility requirements,
application procedures, and recovery resources.
F. State and Federal Disaster Assistance
1. Following significant disasters, local officials may request county, state, or federal
assistance when local capabilities are exceeded.
2. Human services agencies shall coordinate with state and federal partners to facilitate
access to available disaster assistance programs.
3. Recovery operations should be integrated with broader community recovery efforts to
ensure efficient delivery of assistance and identification of unmet needs.
VI. ADMINISTRATION AND LOGISTICS
A. Human services activities, staffing, resource utilization, and expenditures shall be documented
to support reimbursement, reporting requirements, cost recovery efforts, and after-action review
processes.
B. The Emergency Operations Center (EOC) shall support coordination of facilities,
communications, information sharing, resource requests, and logistical requirements for human
services operations.
C. Governmental agencies, non-governmental organizations (NGOs), volunteer organizations,
faith-based organizations, community groups, and private-sector partners shall coordinate efforts
to provide assistance and reduce the financial, social, emotional, and recovery impacts of
disasters on affected individuals and families.
D. Organizations such as the American Red Cross, Salvation Army, faith-based organizations,
fraternal organizations, employers, charitable organizations, and other community partners may
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provide sheltering, feeding, disaster assistance, case management, volunteer support, donations
management, and other recovery services as available.
E. Human services operations should be integrated with broader community recovery efforts to
ensure efficient use of resources, minimize duplication of services, and identify unmet needs.
F. Records related to assistance provided, resource distribution, facility utilization, volunteer
activities, and recovery support should be maintained in accordance with applicable records
retention requirements and reimbursement program guidance.
VII. PLAN MAINTENANCE AND DISTRIBUTION
A. Responsibility for maintaining and updating this section rests with the Human Services
Coordinator or designee.
B. This section will be reviewed annually and updated based on:
• Changes in community needs
• Partner capabilities
• Exercises, incidents, and after-action reports
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SECTION “M” – TERRORISM
I. PURPOSE
To establish a coordinated framework for prevention, preparedness, response, and recovery
related to acts of terrorism or terrorism-related incidents that may affect the City of Yuma.
II. SITUATION
A. Terrorism incidents may be intentional, complex, and evolving, and may involve:
• Explosive devices
• Fire or incendiary acts
• Hazardous materials or chemical releases
• Biological threats or disease agents
• Radiological or nuclear materials
• Armed or coordinated attacks
• Cyber-enabled or infrastructure-focused actions
B. Terrorism-related incidents may occur with little or no warning and may require rapid multi-
agency coordination among local, tribal, county, state, federal, military, and international
partners.
C. The City of Yuma’s geographic location, international border proximity, transportation
corridors, military presence, critical infrastructure, and public gathering spaces require continued
vigilance and preparedness.
D. Terrorism incidents may result in:
• Mass casualties and fatalities
• Significant property damage
• Critical infrastructure disruption
• Hazardous contamination
• Large-scale evacuations
• Long-term recovery requirements
• Psychological and behavioral health impacts
• Significant public information and rumor-control challenges
E. Terrorism incidents may place extraordinary demands on fire, law enforcement, emergency
medical services, public health agencies, hospitals, public works agencies, and other response
organizations.
F. First responders, critical infrastructure, and public safety facilities may themselves become
targets or be directly affected by terrorism-related incidents.
G. Chemical, biological, radiological, nuclear, or explosive (CBRNE) incidents may affect areas
well beyond the initial point of impact due to weather conditions, transportation systems,
contamination pathways, or population movement.
H. Biological incidents may require public health measures including:
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• Disease surveillance
• Isolation or quarantine actions
• Mass prophylaxis or vaccination efforts
• Public health investigations
• Long-term monitoring and recovery activities
I. Due to the City of Yuma's proximity to California, Mexico, federal lands, military installations,
and major transportation corridors, terrorism incidents may require regional, interstate, federal,
military, and international coordination.
III. ASSUMPTIONS
A. Terrorism incidents may not be immediately recognized as intentional acts, and initial
response actions may occur before the nature and scope of the incident are fully understood.
B. Once identified as a terrorism-related incident, the event shall be treated as a potential crime
scene and managed in coordination with law enforcement and investigative agencies. Evidence
preservation and crime scene security shall be maintained whenever practical without
compromising life safety.
C. Terrorism incidents may involve:
• Multiple coordinated attacks
• Secondary devices or hazards
• Delayed or cascading impacts
• Simultaneous incidents in multiple jurisdictions
• Prolonged response and recovery operations
D. Terrorism incidents may be designed to cause mass casualties, disrupt critical services,
damage infrastructure, or create fear and uncertainty within the community.
E. Emergency responders, healthcare workers, critical infrastructure personnel, and other support
agencies may face increased risks of injury, contamination, exposure, or targeted attacks.
F. Chemical, biological, radiological, nuclear, explosive, or hazardous materials incidents may
result in contamination of facilities, transportation corridors, infrastructure, equipment,
personnel, or large geographic areas.
G. Unified Command shall be implemented early when terrorism incidents involve multiple
agencies, jurisdictions, disciplines, or levels of government.
H. Official information regarding protective actions, evacuation, shelter-in-place, contamination
hazards, and recovery measures must be disseminated rapidly and in a format understandable to
the public.
I. Members of the public may self-evacuate from areas perceived to be dangerous, regardless of
official protective action recommendations.
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J. While voluntary compliance with protective action recommendations is preferred, access to
hazardous or restricted areas may be limited or controlled to protect life, preserve evidence,
maintain public safety, prevent contamination, or support recovery operations.
K. Terrorism incidents may generate significant public concern, misinformation, and behavioral
health impacts, including responses from individuals who believe they have been exposed
despite no actual exposure.
L. Recovery from terrorism incidents may be prolonged and may involve criminal investigations,
environmental remediation, infrastructure restoration, behavioral health support, economic
impacts, and long-term community recovery efforts.
M. State, federal, military, tribal, and international partners may be required to support response,
investigation, consequence management, and recovery operations.
IV. CONCEPT OF OPERATIONS
A. Prevention and Mitigation
1. The City shall support efforts to reduce vulnerability to terrorism-related incidents
through:
• Identification of critical infrastructure, key resources, and high-risk facilities
• Protection of essential government facilities and services
• Hazard identification and risk assessment activities
• Coordination with public and private sector partners
• Protection of critical communications and information systems
• Identification of populations requiring special assistance during protective actions
2. Facilities storing, handling, or transporting hazardous materials shall maintain plans and
procedures consistent with applicable laws and regulations.
B. Preparedness
1. Responsible agencies, including but not limited to law enforcement, fire, EMS, public
health, public works, utilities, healthcare organizations, and emergency management
personnel, shall maintain trained and equipped personnel capable of responding to
terrorism-related incidents.
2. Agencies may utilize available resources including:
• Personal protective equipment
• Detection and monitoring equipment
• Communications equipment
• Decontamination resources
• Specialized response capabilities
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3. Preparedness activities include:
• Training and exercises
• Interagency coordination
• Intelligence sharing and information exchange
• Suspicious activity reporting
• Public awareness and preparedness programs
• Plan review and maintenance
4. Exercises should periodically evaluate response to complex incidents involving:
• Multiple attack locations
• CBRNE hazards
• Mass casualty events
• Critical infrastructure disruptions
• Cross-jurisdictional coordination
C. Response Operations
1. Terrorism incidents shall be managed using the Incident Command System (ICS).
2. Unified Command shall be established whenever incidents involve multiple disciplines,
jurisdictions, agencies, or levels of government.
3. Initial response priorities include:
• Life safety and rescue
• Protection of responders
• Threat assessment and hazard identification
• Scene stabilization and incident control
• Public warning and protective actions
• Preservation of evidence
4. Response actions may include:
• Rescue and emergency medical care
• Mass casualty management
• Hazard identification and monitoring
• Establishment of exclusion, hot, warm, and cold zones
• Decontamination operations
• Hazard containment and mitigation
• Fire suppression
• Security and access control
• Evacuation or shelter-in-place operations
• Traffic control and perimeter management
• Establishment of shelters and support facilities
5. Responding agencies shall take reasonable measures to identify and mitigate secondary
hazards or devices before committing additional personnel and resources.
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6. Once identified as a terrorism-related incident, reasonable efforts shall be made to
preserve evidence and maintain crime scene integrity without compromising life safety.
7. The Emergency Operations Center (EOC) may be activated to:
• Coordinate resources and mutual aid
• Support public information activities
• Coordinate with state and federal agencies
• Support continuity of government
• Facilitate recovery planning
D. Public Information
1. Public information activities shall be coordinated through the Public Information Officer
(PIO).
2. A Joint Information System (JIS) or Joint Information Center (JIC) may be established
when multiple agencies are involved.
3. Public messaging should:
• Prioritize life safety
• Provide protective action guidance
• Address misinformation and rumors
• Support public confidence
• Avoid compromising ongoing investigations
E. Health and Medical Considerations
1. Terrorism incidents may generate significant medical and public health impacts requiring
coordination among EMS, hospitals, public health agencies, and emergency management
personnel.
2. Health and medical operations may include:
• Mass casualty management
• Hospital surge operations
• Disease surveillance
• Exposure monitoring
• Behavioral health support
• Mass prophylaxis or vaccination operations
• Isolation or quarantine measures when appropriate
F. Recovery Operations
1. Recovery operations begin as response activities stabilize and may occur simultaneously
with response efforts.
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2. Recovery activities may include:
• Crime scene processing and investigation
• Environmental assessment and decontamination
• Infrastructure restoration and repair
• Re-entry planning and coordination
• Public health monitoring
• Community assistance and recovery programs
• Behavioral health support services
3. The City shall coordinate with local, state, federal, military, tribal, and private-sector
partners to support long-term recovery efforts.
4. Protective actions, evacuation orders, shelter-in-place directives, and quarantine measures
shall be reevaluated and lifted when conditions permit and public safety can be
reasonably assured.
V. ORGANIZATION AND RESPONSIBILITIES
A. Protective Action and Evacuation Authority
1. Protective action decisions, including evacuation and shelter-in-place, shall be
implemented in accordance with Sections I and K of this Emergency Operations Plan.
2. The Mayor, or designee, may authorize protective actions and emergency measures as
provided by law.
3. Due to the rapidly evolving nature of terrorism incidents, the Incident Commander may
initiate immediate protective actions when necessary to protect life and public safety.
B. Law Enforcement
Law enforcement agencies are responsible for:
1. Leading criminal investigations and threat assessment activities.
2. Coordinating with local, state, federal, tribal, military, and international law enforcement
partners as appropriate.
3. Participating in Unified Command and Incident Command System operations.
4. Providing personnel to the Emergency Operations Center (EOC) when activated.
5. Conducting threat mitigation and security operations.
6. Preserving evidence and maintaining crime scene integrity.
7. Establishing and maintaining access control, traffic control, and perimeter security.
8. Supporting public warning, evacuation, shelter-in-place, and re-entry operations.
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C. Fire and Emergency Medical Services
Fire and EMS agencies are responsible for:
1. Providing fire suppression, rescue, hazardous materials response, and emergency medical
services.
2. Participating in Unified Command and Incident Command System operations.
3. Providing personnel to the Emergency Operations Center (EOC) when activated.
4. Conducting hazard identification, monitoring, containment, and mitigation activities.
5. Coordinating fire service mutual aid and specialized response resources.
6. Supporting mass casualty, decontamination, rescue, and evacuation operations.
7. Assisting with public warning and protective action implementation.
8. Preserving evidence whenever practical while maintaining life safety priorities.
D. Emergency Management
The Emergency Management Director is responsible for:
1. Coordinating Emergency Operations Center activities.
2. Facilitating interagency and intergovernmental coordination.
3. Coordinating mutual aid and resource support.
4. Supporting continuity of government operations.
5. Maintaining situational awareness and information sharing.
6. Supporting documentation, recovery planning, and consequence management activities.
E. Public Health
Public health agencies are responsible for:
1. Monitoring and assessing public health impacts.
2. Participating in Unified Command and Incident Command System operations when
appropriate.
3. Providing personnel to the Emergency Operations Center (EOC) when activated.
4. Supporting epidemiological investigations and disease surveillance.
5. Assisting with hazard assessment, exposure monitoring, and environmental health
evaluations.
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6. Providing public health guidance, advisories, and protective action recommendations.
7. Supporting mass prophylaxis, vaccination, isolation, or quarantine operations when
required.
8. Assisting with public education, warning, and risk communication activities.
F. Supporting Agencies
Public Works, utilities, healthcare organizations, volunteer organizations, private-sector partners,
and other supporting agencies shall provide assistance consistent with their capabilities and
responsibilities, including infrastructure restoration, technical expertise, logistics support, mass
care, and recovery operations.
G. Unified Command
1. Terrorism incidents will frequently require Unified Command involving law
enforcement, fire and EMS, public health, emergency management, and other responding
agencies.
2. Participating agencies shall coordinate operational objectives, resource priorities, public
information, and recovery activities through established ICS and NIMS principles.
3. Criminal investigation, consequence management, life safety operations, and recovery
efforts shall be coordinated to ensure a unified and effective response.
VI. ADMINISTRATION AND LOGISTICS
A. The Yuma Police Department, Yuma Fire Department, Emergency Management, Public
Health agencies, and other supporting organizations shall coordinate with local, state, tribal,
federal, military, and private-sector partners in the prevention of, preparedness for, response to,
and recovery from terrorism-related incidents.
B. Terrorism-related personnel costs, equipment usage, resource requests, mutual aid support,
contracts, purchases, and recovery expenditures shall be documented in accordance with
applicable local, state, and federal requirements to support:
• Cost recovery and reimbursement
• State and federal disaster assistance programs
• Criminal investigations
• Legal and regulatory requirements
• After-action reporting and improvement planning
C. Evidence preservation and scene security requirements shall be coordinated with law
enforcement and investigative agencies. Response personnel shall make reasonable efforts to
preserve evidence while maintaining life safety as the highest operational priority.
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D. Resource requests beyond local capabilities shall be coordinated through established mutual
aid systems, Yuma County Emergency Management, the State of Arizona, and federal partners as
appropriate.
E. Specialized resources that may be required during terrorism incidents include:
• Hazardous materials response equipment
• Decontamination resources
• Specialized medical assets
• Public health resources
• Technical rescue capabilities
• Explosive ordnance and bomb response resources
• Environmental monitoring equipment
• Behavioral health support services
F. Communications, information sharing, and intelligence-related activities shall be conducted in
accordance with applicable laws, policies, and operational procedures governing sensitive or
protected information.
G. Records associated with terrorism incidents, including operational documentation,
investigative records, resource tracking, exposure records, and recovery documentation, shall be
maintained in accordance with applicable records retention requirements and legal guidance.
VII. PLAN MAINTENANCE AND DISTRIBUTION
A. Responsibility for maintaining and updating this section rests with the Chief Law
Enforcement Officer.
B. This section will be reviewed annually and updated based on:
• Threat environment changes
• Training and exercises
• Real-world incidents and after-action reports
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SECTION “N” – CONTINUITY OF GOVERNMENT SERVICES
I. PURPOSE
To ensure the continued performance of essential government functions and services before,
during, and after emergencies or disasters that disrupt normal operations of the City of Yuma.
II. SITUATION
A. The provisions of this section apply to emergencies or disasters of sufficient magnitude to
disrupt normal government operations, create vacancies in leadership or essential positions,
damage critical facilities, or otherwise impair the City's ability to provide essential services.
B. Emergencies or disasters may disrupt City government operations due to:
• Damage to facilities or infrastructure
• Loss of personnel, leadership, or staffing capability
• Power, communications, or technology failures
• Cybersecurity incidents
• Hazardous contamination of facilities
• Long-duration or regional incidents
C. The City of Yuma must maintain continuity of leadership, decision-making authority, essential
services, and public communications in order to protect public safety, maintain public
confidence, and support community recovery.
D. Continuity of government operations shall be maintained in accordance with applicable
provisions of the Yuma City Charter, Arizona Revised Statutes, City ordinances, succession
plans, delegation of authority documents, and continuity planning procedures.
E. Emergencies affecting the City may also impact neighboring jurisdictions, regional partners,
utilities, contractors, and supporting agencies, requiring alternate methods of operation and
coordination.
F. Continuity planning includes the protection of personnel, facilities, vital records, information
systems, communications capabilities, and other resources necessary to sustain essential
government functions.
III. ASSUMPTIONS
A. Emergencies or disasters may occur with little or no warning and may significantly impact
City facilities, personnel, communications systems, information technology systems, and other
resources necessary to conduct government operations.
B. Emergency operations depend upon critical leadership and personnel infrastructure to direct
response, recovery, and continuity activities.
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1. Natural, technological, cyber-related, accidental, or intentional incidents may result in
fatalities, injuries, absenteeism, or other conditions that prevent key personnel from
performing their assigned duties.
2. Personnel normally assigned to leadership, policy, command, coordination, or support
functions may become unavailable, incapacitated, isolated, or otherwise unable to
perform their responsibilities.
3. To ensure continuity of government services, designated successors, deputies, and
emergency interim successors must be prepared to immediately assume essential
functions and authorities.
C. Essential government services must continue under degraded or disrupted operating
conditions.
1. Emergencies may damage, destroy, contaminate, isolate, or otherwise render critical
facilities unusable.
2. Power outages, communications failures, cyber incidents, utility disruptions, and
transportation interruptions may significantly affect government operations.
3. To ensure continuity of government services, alternate facilities, alternate
communications methods, remote work capabilities, and contingency operating
procedures must be identified and maintained whenever practical.
D. Vital records, information systems, data, and communications capabilities are essential to
maintaining continuity of government and must be protected or recoverable following a disaster.
E. Continuity planning is an ongoing process that requires regular review, training, exercises,
maintenance of succession plans, delegation of authority documents, and identification of
alternate operating locations.
F. Mutual aid partners, contractors, utilities, regional agencies, and private-sector organizations
that support essential government functions may be affected by the same incident, limiting their
ability to provide assistance.
G. Effective continuity planning reduces service interruptions, maintains public confidence,
preserves legal authorities, and supports the rapid restoration of normal government operations.
IV. CONCEPT OF OPERATIONS
A. General
1. Continuity of Government (COG) and Continuity of Operations (COOP) planning ensure
that essential City functions continue despite disruptions caused by emergencies or
disasters.
2. Department-level COOP plans support this Emergency Operations Plan and identify:
• Essential functions
• Key personnel
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• Lines of succession
• Delegations of authority
• Alternate facilities
• Vital records and systems
• Continuity procedures
3. Each City department shall maintain a Continuity of Operations Plan (COOP) meeting
the minimum requirements established in Appendix 7 of this Emergency Operations Plan.
4. The Emergency Operations Center (EOC) supports continuity efforts by coordinating
resources, information sharing, situational awareness, and interagency support.
B. Essential Functions and Critical Personnel
1. The City shall identify and maintain essential government functions necessary to preserve
life, protect property, maintain public confidence, and support recovery operations,
whenever possible.
2. Essential government functions may include, but are not limited to:
• Public safety services (fire, law enforcement, EMS)
• Emergency management and EOC operations
• Utilities and infrastructure operations
• Public information and warning
• Financial management and payroll
• Governance, legal, and administrative functions
• Information technology and communications services
3. Critical leadership and coordination positions should be identified and maintained,
including:
• Mayor
• City Administrator
• Emergency Management Director (Fire Chief or designee)
• Police Chief or designee
• Fire Chief or designee
• Public Works Director or designee
• Public Information Officer
• Health and Medical Coordinator
• Resources and Transportation Coordinator
• Other positions identified by the City
4. Departments are responsible for maintaining the capability to perform essential functions
during emergencies and disasters.
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C. Lines of Succession and Delegation of Authority
1. Lines of succession shall be established and maintained for elected officials, department
heads, and other key positions.
2. Orders of succession should identify the primary position holder and, whenever practical,
at least two qualified successors capable of assuming responsibilities during emergencies.
3. Succession plans shall be consistent with applicable laws, ordinances, policies, and the
Yuma City Charter.
4. Delegations of authority shall:
• Be established in writing
• Identify the authorities delegated
• Identify the circumstances under which authority transfers
• Ensure continuity of legal and operational decision-making
5. Succession and delegation documents shall be maintained by the responsible department
and be readily accessible during emergencies.
D. Facilities and Alternate Operations
1. The City shall identify critical facilities necessary to maintain essential government
functions, including:
• Emergency Operations Center (EOC)
• Public Safety Communications Center
• Law Enforcement Facilities
• Fire and EMS Facilities
• Public Works Facilities
• Administrative Facilities
• Information Technology Infrastructure
2. Departments shall identify alternate facilities or alternate operating locations capable of
supporting essential operations if primary facilities become unavailable.
3. Alternate facilities may include:
• Designated alternate EOC locations
• Mobile command facilities
• Mutual aid facilities
• Remote or distributed work locations
• Other suitable facilities capable of supporting minimum operational requirements
4. Alternate facility information shall be maintained and reviewed periodically to ensure
operational readiness.
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E. Records, Systems, and Data Protection
1. Vital records, data systems, communications capabilities, and critical documents shall be
protected to ensure continuity of operations.
2. Departments are responsible for:
• Identifying vital records
• Maintaining backup and recovery capabilities
• Protecting critical information systems
• Ensuring access to essential records during emergencies
3. Cybersecurity, technology resilience, and continuity of communications are essential
components of continuity planning.
F. Transition to Recovery
1. Continuity operations support the transition from response to recovery by maintaining
governance, service delivery, financial management, and administrative functions.
2. Restoration of normal operations shall occur in phases as facilities, personnel, systems,
and infrastructure are restored.
3. Departments should identify opportunities during recovery to improve resilience and
strengthen future continuity capabilities.
V. ORGANIZATION AND RESPONSIBILITIES
A. Elected Officials
Responsibilities include:
1. Providing continuity of governance and policy direction.
2. Exercising emergency authorities as authorized by law.
3. Supporting succession, delegation of authority, and continuity planning efforts.
4. Ensuring continuity of elected leadership functions during emergencies and disasters.
B. City Administrator
Responsibilities include:
1. Overseeing continuity of government operations.
2. Coordinating departmental continuity planning efforts.
3. Supporting Emergency Operations Center (EOC) activities.
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4. Ensuring continuity of essential administrative and governmental functions.
5. Supporting recovery and restoration of government services.
C. Emergency Management Director (Fire Chief or Designee)
Responsibilities include:
1. Coordinating City-wide continuity planning efforts.
2. Integrating Continuity of Operations (COOP) planning with the Emergency Operations
Plan (EOP).
3. Supporting continuity training, exercises, and plan maintenance.
4. Maintaining continuity planning guidance and supporting documentation.
5. Ensuring department succession plans and continuity information are reviewed and
updated periodically.
6. Coordinating continuity planning with local, county, state, federal, military, and private-
sector partners as appropriate.
7. Supporting identification and maintenance of alternate operating locations and continuity
resources.
D. Department Heads
Department Heads are responsible for:
1. Developing and maintaining department-level Continuity of Operations (COOP) plans.
2. Identifying essential functions, personnel, facilities, systems, and resources.
3. Ensuring personnel are trained on continuity procedures.
4. Identifying alternate methods for performing essential functions.
5. Maintaining continuity records, contact information, and supporting documentation.
6. Participating in continuity training, exercises, and plan reviews.
E. Orders of Succession
1. Departments shall establish and maintain written orders of succession for key leadership
and operational positions.
2. Succession plans should identify the primary position holder and, whenever practical, at
least two qualified successors capable of assuming responsibilities during emergencies.
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3. Departments shall:
• Maintain current succession documentation
• Review succession plans periodically
• Ensure continuity personnel are familiar with their responsibilities
• Maintain current emergency contact information for designated successors
4. Succession plans shall be consistent with applicable laws, ordinances, policies, collective
bargaining agreements, and the Yuma City Charter.
F. Alternate Facilities and Operating Locations
1. Departments shall identify alternate facilities or alternate operating locations capable of
supporting essential functions if primary facilities become unavailable.
2. Alternate facility planning should identify:
• Primary operating location
• Alternate operating location(s)
• Minimum operational requirements
• Communications capabilities
• Technology and information system needs
• Access and security considerations
3. Departments shall periodically review and update alternate facility information.
4. Alternate facility information shall be readily accessible during emergencies and
continuity operations.
G. Emergency Contact and Recall Information
1. Departments shall maintain current emergency notification and recall procedures for
personnel identified in succession plans and continuity documents.
2. Emergency contact information shall be reviewed and updated regularly.
3. Contact information should be maintained in a manner that remains accessible during
power outages, communications disruptions, and technology failures.
H. Continuity Training and Exercises
1. Continuity plans, succession procedures, and alternate operating arrangements shall be
periodically reviewed, trained upon, and exercised.
2. Lessons learned from actual incidents, exercises, after-action reports, and organizational
changes shall be incorporated into continuity planning updates.
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VI. ADMINISTRATION AND LOGISTICS
A. Resources required to support continuity operations will be prioritized through the EOC.
B. All continuity-related expenditures, contracts, and personnel time must be documented to
support reimbursement, accountability, and after-action review.
VII. PLAN MAINTENANCE AND DISTRIBUTION
A. Responsibility for maintaining and updating this section rests with the Emergency
Management Director or designee.
B. This section will be reviewed annually and updated based on:
• Organizational or leadership changes
• Technology and infrastructure updates
• Exercises, incidents, and after-action reports
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SECTION “O” – GRANT READINESS AND RISK-BASED PLANNING
I. PURPOSE
This section establishes the City of Yuma’s framework for aligning emergency planning,
capability development, training, exercises, resource acquisition, and grant-funded initiatives
with identified hazards, operational risks, and community needs.
The purpose of this section is to ensure that preparedness investments are risk-based,
strategically prioritized, and supportive of the City's emergency management, public safety, and
continuity objectives.
II. RISK-BASED PLANNING FOUNDATION
Emergency planning, preparedness initiatives, and resource prioritization are informed by
multiple risk and capability assessment processes, including but not limited to:
• Local Hazard Identification and Risk Assessment efforts
• Multi-Jurisdictional Hazard Mitigation Plan (MJHMP)
• Community Risk Reduction (CRR) data and analysis
• Historical incident trends and response data
• Threat and vulnerability assessments
• After-action reports
• Training, exercise, and evaluation program results
• Infrastructure and critical facility assessments
• Community demographic and population trends
Identified hazards, threats, capability gaps, and operational challenges are used to guide
planning, training, equipment acquisition, staffing strategies, continuity planning, and emergency
preparedness initiatives.
III. CAPABILITY DEVELOPMENT AND GRANT ALIGNMENT
Grant-funded initiatives and preparedness investments should:
• Address documented risks and identified capability gaps
• Improve firefighter, responder, and public safety
• Enhance emergency response and recovery capabilities
• Improve service delivery to the community
• Support continuity of government and continuity of operations
• Strengthen regional and multi-jurisdictional coordination
• Support implementation of corrective actions identified through exercises and incidents
Potential funding sources may include federal, state, regional, local, and private-sector grant
opportunities, including but not limited to:
• Assistance to Firefighters Grant (AFG)
• Staffing for Adequate Fire and Emergency Response (SAFER)
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• Fire Prevention and Safety (FP&S)
• Homeland Security Grant Program (HSGP)
• Emergency Management Performance Grant (EMPG)
• State preparedness and resilience grant programs
IV. TRAINING, EXERCISES, AND CONTINUOUS IMPROVEMENT
Preparedness activities shall be supported through a progressive program of training, exercises,
evaluations, and corrective actions.
Exercises may include:
• Seminars and workshops
• Tabletop exercises
• Functional exercises
• Full-scale exercises
• Multi-agency and regional exercises
Lessons learned from actual incidents, exercises, and after-action reports shall be evaluated and
incorporated into planning, training, equipment acquisition, and future grant priorities.
V. PLAN INTEGRATION
Preparedness initiatives and grant-funded projects shall be coordinated with this Emergency
Operations Plan and supporting programs, including:
• Hazard mitigation planning
• Fire and EMS operational plans
• Training and exercise programs
• Continuity planning efforts
• Capital improvement planning
• Fleet and equipment replacement programs
• Mutual aid and automatic aid agreements
• Regional emergency management initiatives
Grant funding is intended to strengthen, enhance, and accelerate capability development and
preparedness efforts, and shall not replace core governmental responsibilities.
VI. PROGRAM REVIEW
Preparedness priorities, capability gaps, and funding opportunities shall be reviewed periodically
to ensure continued alignment with identified risks, community needs, operational requirements,
and strategic objectives.
Recommendations resulting from assessments, exercises, incidents, and planning activities
should be considered during annual budgeting, capital planning, and grant development
processes.
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SECTION “P” – TRAINING, EXERCISES, AND PLAN VALIDATION
I. PURPOSE
This section establishes the framework for training, exercises, evaluation, and plan validation
necessary to ensure City personnel, partner agencies, and supporting organizations are prepared
to implement the Emergency Operations Plan (EOP), perform assigned responsibilities, and
maintain operational readiness.
II. TRAINING
A. The City of Yuma shall maintain training programs that:
• Support implementation of the Emergency Operations Plan
• Reinforce the use of the National Incident Management System (NIMS) and Incident
Command System (ICS)
• Prepare personnel for emergency response, recovery, continuity, and coordination
functions
• Support the safe and effective use of equipment, technology, and resources
• Address operational gaps identified through incidents, exercises, assessments, and after-
action reviews
B. Training should be provided to personnel assigned emergency management, Emergency
Operations Center (EOC), incident command, continuity, public information, and other
emergency response responsibilities.
C. Training associated with grant-funded equipment, programs, or personnel should be
completed prior to operational deployment whenever practical.
III. EXERCISES
A. Exercises shall be conducted to evaluate plans, procedures, capabilities, coordination, and
operational readiness.
B. Exercise activities may include:
• Seminars and workshops
• Tabletop exercises
• Functional exercises
• Full-scale exercises
• Multi-agency and regional exercises
C. Exercises should validate:
• Emergency Operations Plan procedures
• Incident Command System implementation
• Emergency Operations Center operations
• Communications and information sharing
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• Resource management and mutual aid coordination
• Continuity of government and continuity of operations
• Public information and warning processes
• Recovery and re-entry operations
D. The City should periodically participate in regional and multi-jurisdictional exercises to
strengthen coordination with partner agencies and neighboring jurisdictions.
IV. AFTER-ACTION REVIEW AND IMPROVEMENT
A. Following exercises, planned events, or real-world incidents, participating agencies should
conduct an evaluation of performance.
B. After-action reports and improvement plans should identify:
• Strengths and successful practices
• Areas requiring improvement
• Corrective actions
• Responsible parties
• Target completion dates
C. Corrective actions should be tracked and incorporated into:
• Emergency planning
• Training programs
• Exercise design
• Equipment acquisition
• Resource allocation
• Grant funding priorities
D. Lessons learned should be shared with participating departments and partner agencies when
appropriate.
V. PLAN VALIDATION AND MAINTENANCE
A. This Emergency Operations Plan shall be reviewed periodically and updated as necessary to
reflect:
• Organizational changes
• Changes in laws, regulations, or authorities
• Lessons learned from incidents and exercises
• Emerging threats and hazards
• Changes in capabilities or resources
B. Exercises, training activities, and actual incidents shall serve as primary methods for
validating the effectiveness of this plan.
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C. Significant findings identified through plan validation efforts should be incorporated into
future revisions of the Emergency Operations Plan and supporting annexes.
D. The Emergency Management Director shall coordinate periodic review and maintenance of
this plan and supporting preparedness documentation.
VI. CONTINUOUS IMPROVEMENT
The City of Yuma is committed to a continuous improvement process that integrates planning,
training, exercises, evaluation, corrective actions, and capability development to enhance
preparedness, resilience, and emergency management effectiveness.
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APPENDIX 1 – SAMPLE DISASTER PROCLAMATION
Sample
Disaster Emergency Proclamation
Pursuant to the Yuma City Charter, Article VII, Section 2(e)
WHEREAS, an extraordinary winter storm occurred __________ ___, 20__ which
caused extensive damage or destruction to private property and to public facilities, streets, and
roads of the City of Yuma; and,
WHEREAS, City of Yuma resources to respond to and recover from this emergency in
the City of Yuma are limited and have been exhausted; and,
WHEREAS, response and recovery assistance from Yuma County and the State of
Arizona is needed to address this disaster and to maintain service to the citizens of the City of
Yuma; and,
WHEREAS, immediate attention is required to protect public health, reduce further
damage, insure public safety, and render emergency relief; and,
WHEREAS, I, ________________, Mayor of the City of Yuma, Arizona, do find that the
aforementioned conditions constitute a threat to the safety and welfare of the City of Yuma and
create an emergency disaster situation within the meaning of Article VII, section 2(e) of the
Yuma City Charter, as amended.
THEREFORE, I, _______________, Mayor of the City of Yuma, Arizona, acting under
the power vested in me under the Yuma City Charter, Article VII, Section 2(e) do hereby
proclaim the City of Yuma to be a disaster area, entitled to aid, relief, and assistance and do
hereby direct the implementation of the City Emergency Operations Plan.;
IN WITNESS WHEREOF, I have hereunto set my hand and seal to this instrument on the
____day of__________, 20__ at _______(time).
THIS PROCLAMATION SHALL EXPIRE AFTER SEVEN DAYS FROM THE DATE OF
THIS PROCLAMATION UNLESS OTHERWISE EXTENDED BY ME.
_________________________
(Print name)
Mayor
ATTEST
_________________________
(Print Name)
City Clerk
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APPENDIX 2 – HAZARD IDENTIFICATION AND RISK SUMMARY
Purpose
This appendix provides a summary of the primary hazards and threats that may affect the City of
Yuma and supports the City's all-hazards emergency management planning process.
Hazard Identification
Hazard identification and risk assessment efforts are informed by:
• Yuma County Multi-Jurisdictional Hazard Mitigation Plan (MJHMP)
• Community Risk Reduction (CRR) data and analysis
• Historical incident response data
• After-action reports
• Critical infrastructure assessments
• State and regional threat assessments
Primary Hazards
The City of Yuma has identified the following hazards as having the greatest potential to impact
life safety, property, critical infrastructure, and continuity of government operations:
Natural Hazards
• Extreme heat
• Prolonged power outages
• Flooding and flash flooding
• Severe weather
• Wildland and vegetation fires
• Drought and water supply disruptions
• Earthquakes
Technological and Human-Caused Hazards
• Hazardous materials incidents
• Transportation incidents
• Aircraft incidents
• Cybersecurity incidents
• Critical infrastructure failures
• Terrorism and intentional acts
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Public Health Hazards
• Disease outbreaks and pandemics
• Mass casualty incidents
• Environmental health emergencies
Critical Infrastructure Considerations
Planning efforts consider impacts to critical infrastructure including:
• Public safety communications systems
• Water treatment and distribution systems
• Wastewater collection and treatment systems
• Electrical power infrastructure
• Transportation corridors
• Healthcare facilities
• Government facilities
• Regional border and transportation infrastructure
Planning Application
Hazard identification and risk assessment information is used to support:
• Emergency Operations Plan development
• Training and exercises
• Resource allocation and preparedness planning
• Community Risk Reduction initiatives
• Hazard mitigation planning
• Continuity of Operations planning
• Grant and capability development efforts
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APPENDIX 3 – EOC ACTIVATION MATRIX
Purpose
This matrix provides general guidance for activation of the City of Yuma Emergency Operations
Center (EOC). Actual activation levels may vary based upon incident complexity, operational
needs, and direction from City leadership.
LEVEL 3 – MONITORING
Typical Conditions:
• Weather watches or advisories
• Elevated threat conditions
• Planned special events
• Significant incidents with limited coordination needs
• Potential incidents requiring situational awareness
Typical Actions:
• Monitor conditions
• Conduct information sharing
• Notify key personnel as appropriate
• Prepare for possible escalation
Staffing:
• Emergency Management Director or designee
• Limited support staff as needed
LEVEL 2 – PARTIAL ACTIVATION
Typical Conditions:
• Hazardous materials incidents
• Major utility outages
• Localized flooding
• Significant vegetation fires
• Extended-duration incidents
• Incidents requiring multi-department coordination
• Planned events with elevated risk
Typical Actions:
• Activate selected EOC positions
• Establish operational periods
• Coordinate resources and mutual aid
• Support public information activities
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Staffing:
• Positions activated based on incident needs
• Department representatives as required
LEVEL 1 – FULL ACTIVATION
Typical Conditions:
• Major disasters
• Mass casualty incidents
• Widespread power outages
• Regional emergencies
• Terrorism incidents
• Significant flooding events
• Incidents requiring State or Federal assistance
Typical Actions:
• Full EOC activation
• Multi-agency coordination
• Resource prioritization
• Emergency proclamation support
• State and Federal coordination
Staffing:
• Full EOC staffing or staffing as determined by EOC leadership
Activation Authority
The Mayor, City Administrator, Emergency Management Director, Fire Chief, or their designees
may authorize activation of the EOC based upon incident conditions and coordination
requirements.
Activation levels may be increased or reduced as incident conditions change.
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APPENDIX 4 – VITAL RECORDS AND INFORMATION MANAGEMENT
Purpose
This appendix identifies categories of records and information necessary to support continuity of
government, emergency response, recovery operations, and essential City functions.
Vital Records
Departments shall identify, maintain, and protect records necessary to sustain essential
operations during emergencies or disasters.
Examples of vital records include:
• Emergency Operations Plan (EOP)
• Department Continuity of Operations (COOP) plans
• Orders of succession and delegations of authority
• Emergency contact and notification lists
• Mutual aid agreements and memoranda of understanding
• Resource inventories and equipment lists
• Facility and infrastructure information
• GIS and mapping data
• Emergency response procedures and checklists
• Personnel accountability information
• Financial, purchasing, and procurement records
• Contracts and vendor information
• Information technology recovery documentation
Records Protection
Departments shall maintain vital records using redundant methods whenever feasible, including:
• Electronic storage systems
• Cloud-based or off-site backups
• Hard-copy emergency reference materials
• Alternate storage locations
Emergency Access
Departments shall ensure that personnel assigned continuity responsibilities have access to
critical records during emergencies, including situations involving:
• Power outages
• Communications failures
• Cyber incidents
• Facility loss or inaccessibility
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Review and Maintenance
Departments shall review and update vital records periodically to ensure accuracy, accessibility,
and operational usefulness during emergency conditions.
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APPENDIX 5 – DISASTER RECOVERY FRAMEWORK
Purpose
This appendix provides a framework for coordinating short-term and long-term recovery
activities following emergencies and disasters affecting the City of Yuma.
Recovery Concept
Recovery operations begin concurrently with response activities and continue until essential
services, infrastructure, government functions, and community activities have been restored to
acceptable levels.
Recovery efforts should seek not only to restore conditions but also to improve resilience and
reduce future risk where feasible.
Hazard Mitigation Integration
Recovery planning should identify mitigation opportunities that reduce future disaster impacts
and support implementation of mitigation projects identified within the adopted Yuma County
Multi-Jurisdictional Hazard Mitigation Plan.
Recovery Priorities
Recovery priorities may include:
• Life safety and public health
• Restoration of critical infrastructure
• Restoration of essential government services
• Debris management and environmental cleanup
• Housing and sheltering assistance
• Economic stabilization and recovery
• Restoration of transportation systems
• Public information and community engagement
• Long-term mitigation and resilience improvements
Recovery Coordination
Recovery operations are initially coordinated through the Emergency Operations Center (EOC).
As response operations diminish, recovery coordination may transition to designated recovery
leadership, task forces, or recovery committees as determined by City leadership.
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State and Federal Assistance
The City may coordinate with County, State, and Federal agencies regarding:
• Damage assessments
• Disaster declarations
• Public Assistance programs
• Individual Assistance programs
• Hazard Mitigation funding opportunities
• Recovery grants and technical assistance
Planning Considerations
Recovery planning should consider:
• Critical infrastructure restoration
• Continuity of government operations
• Community and economic impacts
• Vulnerable populations
• Housing needs
• Long-term resilience and mitigation opportunities
After-Action and Improvement
Recovery operations should incorporate lessons learned from incident response, damage
assessments, and after-action reviews to strengthen future preparedness and resilience.
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APPENDIX 6 – POSITION-BASED EMERGENCY MANAGEMENT FRAMEWORK
Purpose
The City of Yuma utilizes a position-based emergency management framework to ensure
continuity of operations and emergency management capabilities regardless of personnel
changes, vacancies, absences, or disaster impacts.
Position Guides
Departments shall maintain position-specific emergency management guides for personnel
assigned emergency management responsibilities.
Position guides should include, as appropriate:
• Authorities and responsibilities
• Emergency action checklists
• Orders of succession
• Delegations of authority
• Contact lists
• Resource information
• Mutual aid references
• Required forms and documentation
• Facility and access information
• Continuity procedures
Records and Access
Position guides should be maintained in electronic and hard-copy formats whenever feasible and
be accessible during power outages, communications failures, cyber incidents, or facility
disruptions.
Review and Maintenance
Departments shall periodically review and update position guides to ensure accuracy and
operational effectiveness.
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APPENDIX 7 – DEPARTMENT CONTINUITY REQUIREMENTS
Purpose
This appendix establishes minimum continuity planning requirements for all City departments to
ensure the continuation of essential government functions during emergencies, disasters, or other
disruptions.
Department Continuity of Operations Plans (COOP)
Each City department shall develop, maintain, and periodically update a Continuity of
Operations Plan (COOP) appropriate to its mission and responsibilities.
At a minimum, departmental COOP plans should address:
• Essential Functions List
• Orders of Succession
• Delegations of Authority
• Vital Records and Information
• Alternate Facility Plans
• Communications and Notification Procedures
• Staffing Continuity Procedures
• Technology and Data Recovery Procedures
• Position-Specific Emergency Responsibilities
• Resource Requirements for Essential Functions
Plan Maintenance
Department continuity plans shall be reviewed at least annually and updated following:
• Organizational changes
• Changes in facilities or technology
• Exercises or training events
• Significant incidents or disasters
• Changes in essential functions or staffing
Training and Validation
Departments should periodically train, exercise, and validate continuity procedures to ensure
operational readiness during emergency conditions.
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CITY OF YUMA
DEPARTMENT CONTINUITY OF OPERATIONS PLAN (COOP)
STANDARDIZED FORM
This template satisfies the minimum continuity planning requirements established by Appendix 7
of the City of Yuma Emergency Operations Plan (2026).
1. Department Information
Department
Director
COOP Coordinator
Prepared Date
Last Updated
Next Review Date
Department Mission
2. Essential Functions
Essential Function Priority Maximum Downtime Responsible Position
3. Orders of Succession
Position Primary 1st Successor 2nd Successor
4. Delegations of Authority
Authority Delegated To Conditions for Delegation
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5. Vital Records and Information
Record/System Storage Location Backup Method Responsible Position
6. Alternate Facility Plans
Facility Location Capabilities
7. Communications and Notification Procedures
Primary Notification Method
Secondary Notification Method
Emergency Contact List Location
Emergency Recall Procedures
Radio/Comms Systems
Responsible Position
8. Staffing Continuity Procedures
Essential Function Minimum Staffing Cross-Trained Continuity Strategy
Staff
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Continuity Strategies (check as applicable):
☐ Remote Work
☐ Cross-Training
☐ Mutual Aid
☐ Contract Support
☐ Modified Schedule
☐ Temporary Reassignment
9. Technology and Data Recovery Procedures
System Recovery Time Recovery Method Responsible Party
Objective
10. Position-Specific Emergency Responsibilities
Position Emergency Responsibilities
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11. Resource Requirements for Essential Functions
Essential Function Resources Minimum Alternate Source
Required Quantity
12. Return to Normal Operations (Reconstitution)
Facility Reoccupation
Staff Recall
System Restoration
Records Recovery
Demobilization
After-Action Review
Corrective Actions
13. Training and Validation
Last COOP Exercise
Exercise Type
Findings
Corrective Actions
Next Exercise Date
Responsible Position
14. Plan Maintenance
This plan shall be reviewed annually and updated following:
☐ Organizational changes
☐ Changes in facilities or technology
☐ Exercises or training events
☐ Significant incidents or disasters
☐ Changes in essential functions or staffing
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Annual Review Date
Reviewed By
Department Director Approval
Emergency Management Director
Approval
Revision Notes
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CITY OF YUMA FIRE DEPARTMENT
DEPARTMENT CONTINUITY OF OPERATIONS PLAN (COOP)
Sample Completed Form – Yuma Fire Department
1. Department Information
Department Yuma Fire Department
Director Fire Chief John Louser
COOP Coordinator Emergency Management Director / Fire Support Services Chief
Prepared Date 2026
Last Updated 2026
Next Review Date Annually
Department Mission Provide fire suppression, EMS, rescue, hazardous materials
response, CRR, emergency management, and disaster support
services.
2. Essential Functions
Essential Function Priority Maximum Responsible Position
Downtime
Emergency Response Critical Immediate Operations Division Chief
911 Dispatch Critical Immediate Duty Chief
Coordination
EMS Transport Critical Immediate EMS Coordinator
Coordination
Emergency High 12 Hours EM Director/Fire Chief
Management/EOC
CRR/Inspections Medium 7 Days Fire Marshal
Payroll/Personnel High 72 Hours Administration
3. Orders of Succession
Position Primary 1st Successor 2nd Successor
Fire Chief Fire Chief Deputy Chief PSD Chief
Deputy Chief Deputy Chief PSD Chief EMS Chief
Fire Marshal Fire Marshal Assistant FM Senior Plans Examiner
EM Director Fire Chief Deputy Chief Support Services Chief
4. Delegations of Authority
Authority Delegated To Conditions
Emergency Purchases Deputy Chief Chief unavailable
EOC Activation Duty Chief Immediate life safety needs
Mutual Aid Requests Duty Chief Extended incidents
Personnel Recall Division Chiefs Continuity activation
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5. Vital Records and Information
Record/System Storage Location Backup Responsible Position
Method
EOP SharePoint/Hard Cloud & Paper Support Services
Copy
Personnel Files HR System Cloud Admin
TargetSolutions Vendor Hosted Cloud PSD Chief
Preplans/GIS City GIS Cloud PSD/IT
Grant Files SharePoint Cloud Support Services
6.
Alternate Facility Plans
Facility Location Capabilities
Primary HQ Fire Administration Full Operations
Alternate EOC Designated Alternate Site EOC Functions
Station 7 East Yuma Command/Coordination
7. Communications and Notification Procedures
Primary Notification Method YRCS 800 MHz / CAD
Secondary Notification Method Cellular/Teams
Emergency Contact List Location SharePoint and hard copy binders
Emergency Recall Procedures TargetSolutions, phone tree, paging
Radio Systems YRCS P25 800 MHz
Responsible Position Duty Chief
8. Staffing Continuity Procedures
Essential Function Minimum Staffing Cross-Trained Continuity Strategy
Staff
Emergency 46 144+ Callback/Mutual Aid
Response
EOC Operations 5 20 Cross-training
CRR 2 6 Reduced Services
Admin Support 2 5 Remote Work
9. Technology and Data Recovery Procedures
System Recovery Time Recovery Method Responsible Party
Objective
CAD Immediate IT Restore IT
SharePoint 24 Hours Cloud IT
TargetSolutions 24 Hours Vendor Hosted Training
GIS 72 Hours Backups IT/GIS
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10. Position-Specific Emergency Responsibilities
Position Emergency Responsibilities
Fire Chief EM Director, Policy Group, Recovery
Deputy Chief Operational continuity
Duty Chief Incident coordination
Support Services Chief COOP and EOC coordination
Fire Marshal CRR continuity
11. Resource Requirements
Essential Function Resources Minimum Alternate Source
Required Quantity
Emergency Engines/Personnel 7 Engines Automatic & Mutual Aid
Response
Communications Portable Radios 46 Caches
EOC Computers 10 IT Reserve
Fuel Diesel/Gasoline 72 hrs Vendor Contracts
12. Return to Normal Operations
Facility Reoccupation Restore facilities
Staff Recall Resume normal staffing and service delivery
System Restoration Replenish supplies
Records Recovery Update plans
Demobilization Demobilize EOC
After-Action Review Conduct after-action review
Corrective Actions Update plans
13. Training and Validation
Last COOP Exercise 2026 EOP Tabletop
Exercise Type Tabletop
Findings Improve continuity documentation
Corrective Actions Develop departmental COOPs
Next Exercise Date TBD
Responsible Position Fire Support Services Chief
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14. Plan Maintenance
This plan shall be reviewed annually and updated following:
☐ Organizational changes
☐ Changes in facilities or technology
☐ Exercises or training events
☐ Significant incidents or disasters
☐ Changes in essential functions or staffing
Annual Review Date
Reviewed By
Department Director Approval
Emergency Management Director Approval
Revision Notes
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APPENDIX 8 – PLAN REVIEW AND MAINTENANCE SCHEDULE
Purpose
This appendix establishes minimum review and maintenance schedules for emergency
management plans, procedures, and supporting documents.
Document Review Schedule
Emergency Operations Plan (EOP).............................Annual
Emergency Action Checklists......................................Annual
Emergency Contact and Notification Lists...............Quarterly
EOC Activation Matrix................................................Annual
Continuity of Operations (COOP) Plans.....................Annual
Vital Records Lists......................................................Annual
Review Responsibilities
The Emergency Management Director shall coordinate periodic review and update activities.
Department heads are responsible for reviewing and updating department-specific plans,
procedures, contact information, and continuity documentation.
Following significant incidents, exercises, organizational changes, or regulatory changes,
affected plans and documents should be reviewed and updated as necessary.
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APPENDIX 9 – MEDIA RESOURCES
Radio Stations Serving Yuma County
Station City Frequency Telephone
KLJZ Yuma 93.1 FM 928-782-4321
KCYK Yuma 1400 AM 928-782-4321
KUKY – Spanish Yuma 95.9 FM 928-344-3727
KYMZ – Spanish Somerton 99.9 FM 928-315-6047
KCFY Yuma 88.1 FM 928-341-9730
KAWC Yuma (AWC) 88.9 FM 928-344-7690
KOFA Border Radio 94.7 FM and 1320 AM 928-344-7690
KCEC – Spanish Yuma 104.5 FM 928-782-5995
KLYK (K-LOVE) Yuma/National 100.9 FM 916-251-1600
1-800-350-5390
TV Stations Serving Yuma County
Station City Programming Hours Telephone
KSWT (Ch 13) Yuma 24 Hrs 928-782-5113
KYMA (Ch 11) Yuma 24 Hrs 928-782-1111
KECY (Ch 9) Yuma 24 Hrs 928-539-9990
KESE (Ch 34) Yuma 24 Hrs 928-539-9990
Yuma City (Ch 73-Cable) Yuma 24 Hrs 928-373-5000
KVYE (Univision) Spanish Yuma/El Centro 24 Hrs 760-482-7777
Yuma County (Ch 77–Cable) Yuma 24 Hrs 928-373-1010
AWC (Ch 74 – Cable) Yuma 24 Hrs 928-317-6299
Newspapers Serving Yuma County
Publication Circulation Location Phone Frequency
The Sun County-wide Yuma 928-783-3333 Daily
Baja El Sol County-wide (Spanish) Yuma 928-783-3333 Weekly
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APPENDIX 10 – HEALTH AND MEDICAL RESOURCES
Hospitals and Urgent Care Centers
Name City Address Telephone
Onvida Main Yuma 2400 S Ave A 928-336-2000
Exceptional Health Yuma 2648 S Araby Road 928-877-0400
Onvida Foothills Yuma Foothills 11351 South Frontage 928-336-4000
Road
Yuma Rehab Hospital Yuma 901 W 24th St. 928-726-5000
Fort Yuma Health Care Winterhaven 401 Picacho Road 760-572-4100
NextCare Urgent Care Yuma 1394 W 16th St 928-539-0055
PrimeCare Urgent Care Yuma 1581 S 6th Ave 928-343-0488
PrimeCare Urgent Care Yuma 284 W 32nd Street 928-341-4563
PrimeCare Urgent Care Yuma Foothills 11279 S Glenwood Ave 928-345-6830
Nursing Homes
Name City Address Telephone
Haven Health Yuma 2470 S Arizona Ave 928-344-8541
Life Care Center Yuma 2450 S 19th Dr 928-344-0425
Haven Sandpointe Yuma 2222 S Ave A 928-783-8831
Ridgeview Transitional Yuma 2271 S Ridgeview Dr 928-256-4066
AZ State Veterans’ Home Yuma 6051 E 34th St. 928-247-8300
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Pharmacies
Name City Address Telephone
Walmart Pharmacy Yuma 2501 S Ave B 928-317-6863
Walmart Pharmacy Yuma 2900 S Pacific Ave 928-341-1288
Walmart Pharmacy Yuma 8151 E 32 St 928-344-6175
Walmart Pharmacy Yuma 2675 W 8th St 928-261-4120
Albertson’s Pharmacy Yuma 2378 W 24th St 928-343-2311
Walgreens Yuma 2491 W 24th St 928-341-0589
Walgreens Yuma 2801 S 4th Ave 928-344-0453
Walgreens Yuma 1150 W 8 St 928-783-6834
Walgreens Yuma Foothills 11420 S Fortuna Rd 928-342-1034
CVS (Target) Yuma 1450 S Yuma Palms Parkway 928-343-7466
CVS Yuma 1555 S Ave B 928-819-0208
CVS Yuma 2800 S 4th Ave 928-344-2341
CVS Yuma Foothills 11464 S Fortuna Rd 928-342-3433
Sam’s Club Pharmacy Yuma 1462 S Pacific Ave 928-783-6575
Fry’s Pharmacy Yuma 500 W 24th St 928-782-2529
Fry’s Pharmacy Yuma Foothills 11203 South Frontage Road 928-342-1332
Funeral Homes/Mortuaries/Crematories
Name City Address Telephone
Johnson Mortuary Yuma 1415 S 1st Ave 928-782-4384
Funeraria del Angel Yuma 795 W 28th St 928-344-0000
Yuma Mortuary Yuma 775 S 5th Ave 928-782-9865
Sunset Vista Yuma Foothills 11357 E 40th St 928-342-2800
Desert Valley Mortuary Somerton 138 N Ave B 928-627-7600
All Saints Crematory Yuma 170 E 17th Pl 928-276-9871
Sanchez Dombrowski Yuma 3880 S 4th Ave 928-294-1021
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Oxygen Suppliers
Name City Address Telephone
RX Positive Yuma 1845 W 25th St 928-344-9301
Lincare Yuma 2515 S Ave 2 ½ E Ste 3 928-317-0788
Apria Yuma 2577 S Ave 2 ½ E Ste B 928-782-6509
WestAir Gasses Yuma 2450 E 16th St 928-329-1111
DME of Yuma Yuma 2281 W 24th St Ste 3 928-344-5883
Preferred Homecare Yuma 1103 E 21st St Ste B 928-783-4120
Generators
Name City Address Telephone
Sun Rentals Yuma 3089 E 33rd Pl 928-782-1855
Reddy Rents Yuma 2155 S Arizona Ave 928-782-4349
United Rentals Yuma 3320 E Gila Ridge Rd 928-271-5800
RDO Equipment Yuma 3050 E Highway 95 928-341-7100
Bingham Yuma 3214 E Gila Ridge Rd 928-726-4701
Southwest Lumber Yuma 1917 S Ave B 928-782-9867
Empire CAT Yuma 3885 E Gila Ridge Rd 928-317-7800
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