3. EXH B Field Operations Guide

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CITY OF YUMA
ARIZONA
Yuma EOP
Field Operations Guide
Operational Companion to the
City of Yuma Emergency Operations Plan (EOP)
Prepared By
City of Yuma Fire Department
August 2026

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Purpose
The City of Yuma EOP Field Operations Guide (Yuma FOG) is the operational companion to
the City of Yuma Emergency Operations Plan (EOP). While the EOP establishes authorities,
policy, organization, and emergency management doctrine, the Yuma FOG provides practical
tools that personnel use during activations, exercises, and real-world incidents.
The Yuma FOG is designed to support Emergency Operations Center (EOC) personnel by
providing position guides, action checklists, operational worksheets, operational forms, quick-
reference material, and decision-support tools.
Applicability
This guide applies to all City of Yuma departments assigned responsibilities within the
Emergency Operations Plan, including elected officials, executive leadership, EOC personnel,
department representatives, and partner agencies participating in EOC operations.
Relationship to the Emergency Operations Plan (EOP)
The Yuma FOG does not replace the Emergency Operations Plan. The EOP remains the City's
governing emergency management document. The Yuma FOG supplements the EOP by
translating policy into operational guidance for personnel assigned emergency management
duties.
How to Use the Yuma FOG
Use this guide during training, exercises, and EOC activations. Personnel should locate their
assigned position guide, review the action checklist, complete the operational worksheet during
each operational period, and document significant decisions, resource requests, and coordination
activities.

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ACTION CHECKLISTS
MAYOR ........................................................................................................................................................... 5
CITY ADMINISTRATOR ......................................................................................................................... 9
EMERGENCY MANAGEMENT DIRECTOR .............................................................................. 13
FIRE SERVICES COORDINATOR ................................................................................................... 18
EMS COORDINATOR ............................................................................................................................ 23
LAW ENFORCEMENT COORDINATOR ...................................................................................... 27
PUBLIC WORKS COORDINATOR .................................................................................................. 31
TRANSPORTATION COORDINATOR ........................................................................................... 36
PUBLIC INFORMATION OFFICER (PIO) .................................................................................... 42
HEALTH & MEDICAL COORDINATOR ...................................................................................... 47
RECEPTION, CARE, & HUMAN SERVICES COORDINATORS ....................................... 53
ALL DEPARTMENT HEADS .............................................................................................................. 58
OPERATIONS SECTION CHIEF ....................................................................................................... 62
ENGINEERING COORDINATOR ..................................................................................................... 67
UTILITIES COORDINATOR ............................................................................................................... 71
MASS CARE / SHELTER UNIT ......................................................................................................... 76
PLANNING SECTION CHIEF ............................................................................................................ 81
SITUATION UNIT ................................................................................................................................... 86
DAMAGE ASSESSMENT UNIT........................................................................................................ 90
LOGISTICS SECTION CHIEF ............................................................................................................ 95
SUPPLY / FOOD UNIT ........................................................................................................................ 100
FACILITIES UNIT ................................................................................................................................. 105
FINANCE SECTION CHIEF .............................................................................................................. 110
COMPENSATION / CLAIMS UNIT ............................................................................................... 115
COSTS UNIT ............................................................................................................................................ 120
LEGAL ADVISOR / CITY ATTORNEY ........................................................................................ 124
COMMUNICATIONS UNIT LEADER .......................................................................................... 129
INFORMATION TECHNOLOGY UNIT LEADER ................................................................... 134
LIAISON OFFICER ............................................................................................................................... 138

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RESOURCE UNIT LEADER ............................................................................................................. 142
SAFETY OFFICER ................................................................................................................................ 146

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MAYOR
INITIAL ACTIONS
☐ Obtain a briefing from the Emergency Management Director, City Administrator, and
Incident Command regarding the nature, scope, and anticipated impacts of the incident.
☐ Determine whether a local emergency declaration is necessary.
☐ Coordinate with the Emergency Management Director and City Attorney regarding
emergency authorities, proclamations, and policy decisions.
☐ Coordinate with the Public Information Officer to ensure accurate, timely, and consistent
public information.
☐ Brief City Council members on the emergency and anticipated response actions.
☐ Coordinate with Yuma County elected officials and partner jurisdictions as appropriate.
☐ Approve emergency proclamations, declarations, and emergency orders as necessary.
☐ Coordinate development of public messaging with PIO or their designee.
☐ Seek regional declaration.
☐ Forward declarations/proclamations to State Emergency Management.
ONGOING ACTIONS
☐ Provide policy direction
☐ Receive periodic situation briefings from EOC leadership.
☐ Support requests for mutual aid, state assistance, and federal assistance when appropriate.
☐ Coordinate with County, State, Tribal, Federal, Military, and neighboring jurisdiction officials
as needed.
☐ Support emergency public information efforts and community outreach.
☐ Monitor community impacts and constituent concerns.
☐ Participate in executive policy discussions and major decision-making activities.
☐ Support continuity of government activities and essential services.
☐ Coordinate development of public messaging with PIO or their designee.

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RECOVERY ACTIONS
☐ Approve re-entry and recovery priorities.
☐ Support requests for State and Federal disaster assistance.
☐ Support establishment of long-term recovery objectives.
☐ Participate in recovery briefings and public communications.
☐ Review after-action reports and significant findings.
☐ Support implementation of corrective actions and resilience improvements identified
following the incident.
☐ Have City Council approve proclamations within 30 days.
Key References
• Basic Plan (pp. 7–12)
• Section A – Direction and Control (pp. 13–19)
• Section C – Emergency Public Information (pp. 24–28)
• Section N – Continuity of Government Services (pp. 99–106)
• Appendix 1 – Sample Disaster Proclamation (p. 112)
• Appendix 3 – EOC Activation Matrix (pp. 115–116)

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MAYOR OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Mayor
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

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Planning Ahead
Notes / Documentation

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CITY ADMINISTRATOR
INITIAL ACTIONS
☐ Report to the Emergency Operations Center (EOC) or designated coordination location.
☐ Obtain a briefing from the Emergency Management Director and Incident Command
regarding the nature, scope, and anticipated impacts of the incident.
☐ Ensure appropriate notification of the Mayor, City Council, and department directors.
☐ Confirm EOC activation level, staffing requirements, and operational period schedule.
☐ Ensure EOC positions are assigned and staffed as appropriate.
☐ Ensure the Public Information Officer (PIO) has been notified and is engaged in emergency
information activities.
☐ Initiate or ensure maintenance of a significant events log and documentation process.
☐ Ensure initial damage assessment and casualty information is being collected and reported.
ONGOING ACTIONS
☐ Coordinate interdepartmental response and recovery activities.
☐ Support the Emergency Management Director in EOC operations and policy implementation.
☐ Ensure department directors are carrying out assigned responsibilities.
☐ Maintain situational awareness through regular briefings.
☐ Coordinate analysis of information from City departments to identify emerging issues and
resource needs.
☐ Support executive policy group decision-making.
☐ Ensure documentation of actions, expenditures, contracts, and emergency purchases.
☐ In coordination with the Emergency Management Director, determine whether mutual aid,
county, state, or federal assistance should be requested.
☐ Ensure continuity of government and essential City services.

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RECOVERY ACTIONS
☐ Coordinate damage assessment, recovery planning, and restoration priorities.
☐ Support development of recovery objectives and implementation strategies.
☐ Coordinate departmental recovery activities and continuity operations.
☐ Support disaster assistance, reimbursement, and grant documentation requirements.
☐ Participate in after-action reviews.
☐ Ensure lessons learned are incorporated into plans, procedures, and future preparedness
efforts.
Key References
• Basic Plan (pp. 7–12)
• Section A – Direction and Control (pp. 13–19)
• Section B – Communications and Warning (pp. 20–23)
• Section C – Emergency Public Information (pp. 24–28)
• Section N – Continuity of Government Services (pp. 99–106)
• Appendix 3 – EOC Activation Matrix (pp. 115–116)

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CITY ADMINISTRATOR OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
City Administrator
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

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Planning Ahead
Notes / Documentation

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EMERGENCY MANAGEMENT DIRECTOR
INITIAL ACTIONS
☐ Report to and establish command of Emergency Operations Center (EOC) activities.
☐ Determine and implement the appropriate EOC activation level.
☐ Ensure EOC staffing requirements are identified and key personnel or alternates have been
notified.
☐ Establish operational periods and briefing schedules.
☐ Obtain an initial situation briefing from Incident Command, department representatives, and
available intelligence sources.
☐ Confirm communications capabilities with City departments, Yuma County Emergency
Management, partner agencies, and mutual aid organizations.
☐ Establish documentation, situation reporting, and resource tracking processes.
☐ Determine immediate priorities, critical issues, and anticipated resource needs.
☐ Ensure Public Information Officer (PIO) activities are initiated and coordinated.
ONGOING ACTIONS
☐ Coordinate EOC operations and support functions.
☐ Maintain situational awareness through regular briefings and information updates.
☐ Coordinate with Incident Command to support operational objectives and resource needs.
☐ Ensure EOC personnel understand assignments, responsibilities, and reporting requirements.
☐ Develop and communicate EOC objectives, priorities, and support strategies for each
operational period.
☐ Coordinate resource requests, mutual aid, and external assistance.
☐ Maintain coordination with Yuma County, State of Arizona, Federal agencies, Tribal partners,
Military installations, and neighboring jurisdictions as appropriate.
☐ Establish periodic EOC briefings to update personnel on incident status, priorities, and
anticipated actions.
☐ Monitor staffing levels and ensure relief personnel are identified for extended operations.

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☐ Evaluate the need for emergency declarations, additional EOC activation levels, evacuation
actions, or requests for outside assistance.
☐ Ensure significant events, decisions, expenditures, and resource assignments are documented.
☐ Coordinate support to continuity of government and continuity of operations activities.
☐ If local conditions permit, evaluate opportunities to provide mutual aid assistance to affected
neighboring jurisdictions.
RECOVERY ACTIONS
☐ Coordinate transition from response operations to recovery operations.
☐ Support damage assessment, recovery planning, and disaster assistance documentation.
☐ Coordinate requests for State and Federal assistance.
☐ Ensure recovery priorities are identified and communicated.
☐ Coordinate development of after-action reports and improvement plans.
☐ Track corrective actions and assign responsibility for completion.
☐ Update plans, procedures, and preparedness initiatives based on lessons learned.
☐ Coordinate demobilization and return of EOC operations to normal status.
Key References
• Basic Plan (pp. 7–12)
• Section A – Direction and Control (pp. 13–19)
• Section B – Communications and Warning (pp. 20–23)
• Section C – Emergency Public Information (pp. 24–28)
• Section N – Continuity of Government Services (pp. 99–106)
• Section O – Grant Readiness and Risk-Based Planning (pp. 107–108)
• Section P – Training, Exercises, and Plan Validation (pp. 109–111)
• Appendix 2 – Hazard Identification and Risk Summary (pp. 113–114)
• Appendix 3 – EOC Activation Matrix (pp. 115–116)

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• Appendix 5 – Disaster Recovery Framework (pp. 119–120)
• Appendix 6 – Position-Based Emergency Management Framework (p. 121)
• Appendix 7 – Department Continuity Requirements (pp. 122–131)

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EMERGENCY MANAGEMENT DIRECTOR OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Emergency Management Director
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

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Planning Ahead
Notes / Documentation

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FIRE SERVICES COORDINATOR
INITIAL ACTIONS
☐ Report to the Emergency Operations Center (EOC) and identify yourself as the Fire Services
Coordinator.
☐ Obtain a briefing from the Emergency Management Director and Incident Command
regarding incident conditions, operational priorities, and anticipated resource needs.
☐ Assess the operational status and availability of:
• Fire suppression resources
• Rescue resources
• Hazardous materials teams
• Technical rescue teams
• Wildland fire resources
• Fire prevention and investigation personnel
• Support personnel and apparatus
☐ Determine staffing levels and identify personnel shortages or operational limitations.
☐ Confirm notification of key Fire Department personnel and alternates, as appropriate.
☐ Evaluate the need for automatic aid, mutual aid, specialty resources, or State and Federal
assistance.
☐ Establish communications with Incident Command and Fire Department leadership.
☐ Ensure Fire Services representation is maintained throughout all operational periods.
ONGOING ACTIONS
☐ Provide technical guidance and recommendations to EOC leadership regarding fire
suppression, rescue, hazardous materials, technical rescue, and life-safety operations.
☐ Coordinate Fire Department resource requests through the EOC.
☐ Monitor operational capability, staffing levels, and apparatus availability.
☐ Coordinate automatic aid, mutual aid, strike teams, and specialized fire resources.
☐ Coordinate hazardous materials and technical rescue operations as necessary.

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☐ Monitor firefighter health and safety issues.
☐ Assist with evacuation planning and public protective actions.
☐ Maintain situational awareness regarding fire, rescue, hazardous materials, and special
operations incidents.
☐ Coordinate with Public Works, Law Enforcement, EMS, and Utilities regarding operational
support.
☐ Ensure relief personnel are identified for extended operations.
☐ Coordinate with neighboring jurisdictions regarding resource sharing and operational support.
☐ If local conditions permit, evaluate opportunities to provide mutual aid assistance to
neighboring jurisdictions.
RECOVERY ACTIONS
☐ Support damage assessment and life-safety evaluations.
☐ Coordinate fire investigations and fire cause determination, as appropriate.
☐ Support hazard identification during re-entry operations.
☐ Coordinate demobilization and return of Fire Department resources.
☐ Document personnel time, apparatus usage, equipment costs, and mutual aid activities.
☐ Participate in after-action reviews and improvement planning.
☐ Identify equipment, staffing, training, or operational improvements requiring corrective
action.
☐ Evaluate restoration of Fire Department operational readiness, including staffing, apparatus,
facilities, and equipment.
Key References
• Section A – Direction and Control (pp. 13–19)
• Section E – Fire and Emergency Medical Services (pp. 34–38)
• Section I – Evacuation (pp. 59–66)
• Section M – Terrorism (pp. 90–98)

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• Appendix 2 – Hazard Identification and Risk Summary (pp. 113–114)
• Appendix 3 – EOC Activation Matrix (pp. 115–116)

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FIRE SERVICES COORDINATOR TACTICAL WORKSHEET
INCIDENT NAME: ALARM TIME
SPECIAL HAZARDS: WIND DIRECTION:
LIVES RISK AT RISK NO LIVES AT Personnel BENCHMARKS
RESCUE Accountability Tactical Functional
POTENTIAL [] Action Plan [] Accountability
1 2 3 4 5 Reports [] Fire Attack [] Command
(PARs) Location
INCIPIENT STAGE ADVANCED [] IRIC [] Logistics
FIRE STAGE [] All Clear [] Water Supply [] Staging
1 2 3 4 5 [] Under Control [] Search & Rescue [] Recon
[] Safety [] Gas
A LOT NONE [] Offense to Defense [] Ventilation [] Electrical
AMOUNT SAVABLE OF [] 30 minutes [] All Clear (PAR) [] Evacuation
PROPERTY 1 2 3 4 5 [] Hazardous Event [] Fire Control (PAR) [] Occupant
[] Missing Firefighter Services [] Secondary All Clear [] Red
MINIMAL MODERATE EXTREME Cross
RISK TO [] Pumped Water [] Investigator
FIREFIGHTERS 1 2 3 4 5 NO PAR: [] Exposures [] Police
UPGRADE [] REHAB [] Outside
OFFENSIVE MARGINAL DEFENSIVE ASSIGNMENT Agency [] Property Conservation
INCIDENT [] RIC
STRATEGY INTERIOR RESCUE EXTERIOR
INCIDENT ACTION PLAN: time:
REVISED INCIDENT ACTION PLAN: time:
UNIT ASSIGNMENT TIME
ID completed

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INCIDENT ACTION PLAN PRIORITY OF TACTICAL CONSIDERATIONS INCIDENT COMMAND
PRIMARY SEARCH
ALL CLEAR - PAR RESCUE INCIDENT COMMANDER
UTILITIES EVACUATION SAFETY
ELECTRICITY CONFINEMENT LIAISON
GAS CONTROL PUBLIC INFORMATION
VENTILATION EXTINGUISHMENT OPERATIONS
PPV SALVAGE & OVERHAUL FIRE ATTACK
VERTICAL SEARCH & RESCUE
HORIZONTAL Note: Confinement and Control include Ventilation considerations VENTILATION
BUILDING STABILITY SALVAGE
EVACUATION - PAR OVERHAUL
RESCUE PROGRESS REPORTS WATER SUPPLY
MOST THREATENED UTILITIES
ABOVE THE FIRE must contain: BRANCH CHIEF
NEAR THE FIRE • WHERE YOU ARE. BRANCH CHIEF
SAME FLOOR OF FIRE BRANCH CHIEF
SAME BUILDING OF FIRE • WHAT CONDITIONS YOU FACE. BRANCH CHIEF
EVACUATION • WHAT WAS YOUR ASSIGNMENT. GROUP SUPERVISOR
SAME BUILDING GROUP SUPERVISOR
DOWNWIND • PROGRESS TOWARD COMPLETION OF YOUR GROUP SUPERVISOR
AREA ASSIGNMENT. GROUP SUPERVISOR
OCCUPANT SERVICES • ANY NEEDS YOU HAVE, WHICH WILL LOGISTICS
TRANSPORTATION CONTRIBUTE TOWARD SUCCESSFUL PLANNING
SHELTER COMPLETION OF YOUR ASSIGNMENT. FINANCE
EXTENSION • PERSONNEL ACCOUNTABILITY REPORT
CEILING / ROOF
FLOOR ABOVE EMS
LATERAL TREATMENT
EXPOSURES EXTRICATON
AREA TRIAGE
DOWNWIND TRANSPORTATION
MUTUAL AID _ Hospital Alert
MCAS
RURAL METRO
CA STRIKE TEAM HAZ-MAT
AZ STRIKE TEAM HAZ-MAT OPERATIONS
RECALL HAZ-MAT SAFETY
PARTIAL ENTRY TEAM
FULL MEDICAL MONITORING
STAGING BACK-UP TEAM
REHAB DE-CONTAMINATION
FLUIDS AIR MONITORING
FOOD CONTAINMENT
DOCUMENTATION AIDE HAZ-CAT
SECONDARY SEARCH REMOVAL
ALL CLEAR - PAR
AMBULANCE TECHNICAL RESCUE
HOSPITAL ALERT CONFINED SPACE
LIGHTS TRT VEHICLE
AIR - SCBA SUPPLIED AIR
NOTIFICATION COMMUNICATIONS
FIRE CHIEF
OPERATIONS CHIEF SWIFT WATER
ADMINISTRATION CHIEF JET-SKIS
SAFETY OFFICER SUPPORT CREW(S)
CITY ADMINISTRATOR RESPONSIBLE AGENCY
POLICE DEPARTMENT
TRAFFIC CONTROL HIGH ANGLE - ROPES
CROWD CONTROL TRT VEHICLE
PUBLIC WORKS SUPPORT CREW(S)
WATER
STREETS
WMD
SALVAGE
OVERHAUL SECURE SCENE
INVESTIGATION NOTIFY POLICE
YFD NOTIFY DPS
YPD NOTIFY FBI
OTHER ACTIVITY OF VICTIM(S)
PHOTO
PIO
YFD
COY
MEDIA

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EMS COORDINATOR
INITIAL ACTIONS
☐ Report to the Emergency Operations Center (EOC) and identify yourself as the EMS
Coordinator.
☐ Obtain a briefing from the Emergency Management Director and Incident Command
regarding incident conditions, operational priorities, and anticipated medical needs.
☐ Assess the operational status and availability of:
• ☐ Ambulances
• ☐ EMS personnel
• ☐ Supervisory personnel
• ☐ Medical equipment and supplies
• ☐ Medical caches
• ☐ Patient transportation resources
☐ Determine EMS staffing levels and identify personnel shortages or operational limitations.
☐ Confirm notification of key EMS personnel and alternates, as appropriate.
☐ Assess hospital status, emergency department capacity, diversion status, and regional medical
resources.
☐ Evaluate the need for mutual aid EMS resources, ambulance strike teams, or State and Federal
medical assistance.
☐ Establish communications with hospitals, EMS agencies, public health, and medical partners.
☐ Ensure EMS representation is maintained throughout all operational periods.
ONGOING ACTIONS
☐ Provide technical guidance and recommendations regarding emergency medical services and
patient care operations.
☐ Coordinate EMS resource requests through the EOC.
☐ Monitor ambulance availability and EMS operational capability.
☐ Coordinate patient transportation and hospital destination planning.

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☐ Monitor hospital capacity, diversion status, and medical surge.
☐ Coordinate with the Health & Medical Coordinator regarding public health issues, mass
casualty incidents, fatality management, and behavioral health support.
☐ Coordinate medical support for shelters and evacuation centers, as needed.
☐ Coordinate medical supply requests and pharmaceutical resource needs.
☐ Maintain situational awareness regarding EMS operations and patient care activities.
☐ Coordinate with neighboring jurisdictions regarding EMS mutual aid and regional medical
coordination.
☐ Ensure relief personnel are identified for extended operations.
☐ If local conditions permit, evaluate opportunities to provide EMS mutual aid assistance to
neighboring jurisdictions.
RECOVERY ACTIONS
☐ Support medical recovery operations and continuity of EMS services.
☐ Coordinate restoration of normal EMS operations.
☐ Assist with patient follow-up, hospital coordination, and medical resource recovery.
☐ Document personnel time, ambulance usage, medical equipment usage, and mutual aid
activities.
☐ Participate in after-action reviews and improvement planning.
☐ Identify equipment, staffing, training, or operational improvements requiring corrective
action.
Key References
• Section E – Fire and Emergency Medical Services (pp. 34–38)
• Section F – Health and Medical (pp. 39–45)
• Section I – Evacuation (pp. 59–66)
• Section J – Reception and Care (pp. 67–73)
• Appendix 10 – Health and Medical Resources (pp. 134–136)

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EMS COORDINATOR OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
EMS Coordinator
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

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Planning Ahead
Notes / Documentation

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LAW ENFORCEMENT COORDINATOR
INITIAL ACTIONS
☐ Report to the Emergency Operations Center (EOC) and identify yourself as the Law
Enforcement Coordinator.
☐ Obtain a briefing from the Emergency Management Director and Incident Command
regarding incident conditions, public protection/community security concerns, and operational
priorities.
☐ Assess the operational status and availability of law enforcement personnel, communications
systems, detention resources, and specialized capabilities.
☐ Confirm notification of key law enforcement personnel and alternates as appropriate.
☐ Evaluate anticipated law enforcement requirements including security, traffic control,
evacuation support, and critical infrastructure protection.
☐ Establish communications with Incident Command, dispatch personnel, and partner law
enforcement agencies.
☐ Determine the need for mutual aid, regional law enforcement support, or specialized
resources.
☐ Ensure law enforcement representation is maintained for all operational periods.
ONGOING ACTIONS
☐ Provide technical guidance and recommendations to EOC leadership regarding public
protection/community security, and law enforcement operations.
☐ Coordinate law enforcement resource requests and mutual aid support.
☐ Establish public protection/community security priorities based on incident conditions and
operational needs.
☐ Coordinate traffic control, access control, and perimeter security operations.
☐ Support evacuation operations, shelter security, and protective action implementation.
☐ Coordinate security for critical infrastructure, government facilities, shelters, and reception
centers.
☐ Support emergency public information and warning efforts.
☐ Coordinate enforcement of emergency proclamations, curfews, and restricted access areas
when authorized.

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☐ Monitor law enforcement staffing levels and ensure relief personnel are identified for
extended operations.
☐ Maintain situational awareness regarding public protection/community security concerns, civil
disturbances, criminal activity, and security threats.
☐ If local conditions permit, evaluate opportunities to provide mutual aid assistance to affected
neighboring jurisdictions.
RECOVERY ACTIONS
☐ Support controlled re-entry operations and restoration of normal community access.
☐ Maintain security of impacted areas and critical facilities.
☐ Support criminal investigations and evidence preservation activities as appropriate.
☐ Assist with recovery operations involving traffic control, public protection/community
security, and infrastructure restoration.
☐ Coordinate demobilization of law enforcement resources.
☐ Document personnel time, equipment usage, mutual aid activities, and extraordinary costs.
☐ Participate in after-action reviews and improvement planning.
☐ Identify operational, staffing, equipment, or policy issues requiring corrective action.
Key References
• Section A – Direction and Control (pp. 13–19)
• Section D – Law Enforcement (pp. 29–33)
• Section I – Evacuation (pp. 59–66)
• Section M – Terrorism (pp. 90–98)
• Appendix 3 – EOC Activation Matrix (pp. 115–116)

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LAW ENFORCEMENT COORDINATOR OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Law Enforcement Coordinator
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

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Planning Ahead
Notes / Documentation

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PUBLIC WORKS COORDINATOR
INITIAL ACTIONS
☐ Report to the Emergency Operations Center (EOC) and identify yourself as the Public Works
Coordinator.
☐ Obtain a briefing regarding incident conditions, operational priorities, and anticipated
infrastructure impacts.
☐ Assess the operational status of Public Works personnel, equipment, facilities, fleet,
contractors, and public works assets.
☐ Initiate recall of personnel as necessary.
☐ Identify immediate threats to transportation infrastructure, public facilities, and essential
Public Works services.
☐ Evaluate impacts to:
• Streets and roadways
• Stormwater systems
• Bridges and transportation infrastructure
• Public facilities
• Fleet and Public Works equipment
• Traffic control devices
☐ Identify immediate resource needs and mutual aid requirements.
 Assess fuel availability for Public Works, fleet, generators, emergency equipment,
contractors, and critical City operations; identify fuel-priority needs and resupply issues.
 Evaluate the availability of emergency contractors, equipment suppliers, traffic-control
providers, debris haulers, fuel suppliers.
 Assess generator status, backup power needs, transfer-switch availability, and power
vulnerabilities at Public Works Department Facility
 Assess operational status of traffic signals, Intelligent Transportation Systems, and
related transportation technology.

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ONGOING ACTIONS
☐ Coordinate Public Works response operations and infrastructure support activities.
☐ Support hazard isolation and stabilization of damaged public infrastructure.
☐ Prioritize restoration of transportation infrastructure and essential Public Works services.
☐ Coordinate debris clearance and emergency access route operations.
☐ Support Fire, EMS, Law Enforcement, Emergency Management, and Utilities operations with
personnel, equipment, and technical support.
☐ Provide heavy equipment support for rescue, access, debris removal, and emergency
operations.
☐ Coordinate road closures, detours, barricades, and traffic control support.
☐ Coordinate emergency power, fuel, sanitation, and facility support for critical City operations,
as assigned.
☐ Mobilize contractors and specialized repair resources.
☐ Maintain situational awareness regarding transportation infrastructure and Public Works
operational impacts.
☐ Coordinate damage assessment activities with Engineering, Building Safety, Utilities, and
other City departments.
☐ Provide updated information regarding road conditions, infrastructure status, and Public
Works operations to EOC leadership and the Public Information Officer.
☐ Request mutual aid and external support resources as necessary.
☐ If local conditions permit, evaluate opportunities to provide mutual aid assistance to
neighboring jurisdictions.
 Stormwater lift-station continuity
 Debris management by securing location and tracking quantities

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RECOVERY ACTIONS
☐ Support comprehensive damage assessment and recovery planning efforts.
☐ Prioritize permanent restoration and repair of transportation infrastructure and Public Works
facilities.
☐ Coordinate rebuilding, repair, and restoration of Public Works assets.
☐ Identify mitigation opportunities that reduce future disaster impacts.
☐ Support re-entry operations and restoration of public services.
☐ Coordinate long-term debris management activities.
☐ Document personnel time, equipment usage, contracts, mutual aid activities, and disaster-
related expenditures.
☐ Maintain records necessary for State and Federal reimbursement programs.
☐ Participate in after-action reviews and improvement planning.
☐ Identify infrastructure, equipment, staffing, or planning improvements requiring corrective
action.
Key References
• Section G – Public Works (pp. 46–50)
• Section H – Resources and Transportation (pp. 51–58)
• Section I – Evacuation (pp. 59–66)
• Appendix 5 – Disaster Recovery Framework (pp. 119–120)
• Appendix 7 – Department Continuity Requirements (pp. 122–131)

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PUBLIC WORKS COORDINATOR OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Public Works Coordinator
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

35
Planning Ahead
Notes / Documentation

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TRANSPORTATION COORDINATOR
INITIAL ACTIONS
☐ Report to the Emergency Operations Center (EOC) or designated coordination location.
☐ Obtain a briefing regarding incident conditions, operational priorities, and anticipated
transportation requirements.
☐ Assess overall transportation resource requirements for the incident.
☐ Identify actual and anticipated shortages of transportation resources.
☐ Verify the availability and operational status of:
• ☐ Passenger vehicles
• ☐ Vans
• ☐ Buses
• ☐ Light-duty trucks
• ☐ Heavy-duty trucks
• ☐ Specialized vehicles
• ☐ Commercial transportation resources
☐ Establish transportation staging areas and communications with transportation support
locations.
☐ Coordinate with:
• Logistics Section Chief
• Public Works Coordinator
• Reception, Care & Human Services Coordinator
• County Emergency Management
• School District transportation officials
• Public transit providers
• Law Enforcement

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• Engineering
☐ Coordinate fuel support requirements with the Equipment/Fuel Unit.
☐ Identify transportation requirements for:
• ☐ Evacuation operations
• ☐ Emergency personnel
• ☐ Mutual aid personnel
• ☐ Shelters and reception centers
• ☐ Medical support operations
• ☐ Access and functional needs populations
• ☐ Supplies and equipment
☐ Establish transportation priorities based on life safety and incident objectives.
ONGOING ACTIONS
☐ Maintain situational awareness of transportation resource availability and operational
capabilities.
☐ Establish priorities for allocation of transportation resources.
☐ Dispatch transportation resources as assigned.
☐ Coordinate movement of:
• ☐ Emergency personnel
• ☐ Mutual aid personnel
• ☐ Evacuees
• ☐ Supplies and equipment
• ☐ Access and functional needs populations

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☐ Coordinate transportation support for:
• ☐ Shelters
• ☐ Reception centers
• ☐ Staging areas
• ☐ Disaster Recovery Centers
• ☐ Essential workers
• ☐ Recovery operations
☐ Coordinate vehicle staging, routing, and transportation scheduling.
☐ Coordinate acquisition of transportation resources through:
• ☐ City departments
• ☐ Mutual aid agreements
• ☐ County Emergency Management
• ☐ State Emergency Management
• ☐ Private vendors and contractors
☐ Monitor transportation resource availability, assignments, and anticipated shortages.
☐ Coordinate transportation support with Public Works, Engineering, Law Enforcement, and
Operations.
☐ Coordinate mobile fueling operations, as required.
☐ Coordinate with the American Red Cross and partner agencies regarding shelter transportation
needs.
☐ Track:
• ☐ Vehicle assignments
• ☐ Mileage
• ☐ Equipment hours

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• ☐ Personnel transportation activities
☐ Maintain transportation status reports.
☐ Provide transportation status updates and recommendations to EOC leadership.
☐ Document transportation activities and associated costs.
RECOVERY ACTIONS
☐ Coordinate transportation support for re-entry and recovery operations.
☐ Assist with demobilization planning.
☐ Demobilize transportation assets and staging areas.
☐ Coordinate return of leased, borrowed, mutual aid, and contractor transportation resources.
☐ Restore transportation resources to normal operations.
☐ Support reimbursement and cost recovery documentation.
☐ Update transportation resource inventories, vendor lists, and transportation databases.
☐ Participate in after-action reviews.
☐ Identify transportation capability gaps and improvement opportunities.
Key References
• Section H – Resources and Transportation (pp. 51–58)
• Section I – Evacuation (pp. 59–66)
• Section J – Reception and Care (pp. 67–73)
• Appendix 5 – Disaster Recovery Framework (pp. 119–120)

40
TRANSPORTATION COORDINATOR OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Transportation Coordinator
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

41
Planning Ahead
Notes / Documentation

42
PUBLIC INFORMATION OFFICER (PIO)
INITIAL ACTIONS
☐ Report to the Emergency Operations Center (EOC) and identify yourself as the Public
Information Officer.
☐ Obtain a briefing from the Emergency Management Director and Incident Command
regarding incident conditions, response actions, and public information needs.
☐ Establish coordination with Incident Command, EOC leadership, and agency representatives.
☐ Prepare and release initial public information and protective action messaging.
☐ Determine whether activation of a Joint Information System (JIS) or Joint Information Center
(JIC) is necessary.
☐ Coordinate with partner agencies to ensure consistent messaging.
☐ Establish procedures for media inquiries and public information requests.
☐ Coordinate emergency warnings and protective action messages through available
communication systems.
☐ Coordinate development of messaging with the mayor or their designee.
ONGOING ACTIONS
☐ Develop, approve, and disseminate accurate and timely public information.
☐ Conduct media briefings and interviews as appropriate.
☐ Monitor television, radio, internet, social media, and other information sources for emerging
issues and misinformation.
☐ Coordinate correction of rumors, misinformation, and inaccurate reporting.
☐ Support emergency warning and notification efforts including:
• Evacuations
• Shelter-in-place orders
• Road closures
• Hazard information
• Public safety advisories
☐ Publicize shelter locations, reception centers, assistance centers, and other public services.
☐ Coordinate information regarding transportation routes, closures, and re-entry operations.

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☐ Ensure messaging is accessible and available in English and Spanish when feasible.
☐ Coordinate ADA-compliant messaging.
☐ Arrange media access, tours, and escorts when appropriate and consistent with safety and
operational requirements. Identify a designated area onsite for them (if appropriate).
☐ Maintain situational awareness through attendance at EOC briefings and coordination
meetings.
☐ Respond to requests for information from elected officials, partner agencies, media
representatives, and the public.
☐ Establish and manage rumor control functions or public inquiry lines when necessary.
☐ Coordinate public education messaging regarding preparedness, safety, and protective actions.
☐ Coordinate development of messaging with the mayor or their designee.
RECOVERY ACTIONS
☐ Coordinate public messaging regarding re-entry operations and community recovery.
☐ Publicize available local, county, state, federal, non-profit, and private-sector assistance
programs.
☐ Communicate recovery center locations, hours of operation, and available services.
☐ Provide information regarding debris removal, infrastructure restoration, rebuilding
requirements, and recovery resources.
☐ Support public outreach related to mitigation and future preparedness efforts.
☐ Document public information activities, releases, media briefings, and messaging actions.
☐ Participate in after-action reviews and improvement planning.
☐ Identify communication, warning, public outreach, and information-sharing improvements
requiring corrective action.

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Key References
• Section A – Direction and Control (pp. 13–19)
• Section B – Communications and Warning (pp. 20–23)
• Section C – Emergency Public Information (pp. 24–28)
• Section I – Evacuation (pp. 59–66)
• Section J – Reception and Care (pp. 67–73)
• Appendix 9 – Media Resources (p. 133)

45
PUBLIC INFORMATION OFFICER (PIO) OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
PIO
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

46
Planning Ahead
Notes / Documentation

47
HEALTH & MEDICAL COORDINATOR
INITIAL ACTIONS
☐ Report to the Emergency Operations Center (EOC) and identify yourself as the Health &
Medical Coordinator.
☐ Obtain a briefing regarding incident conditions, casualty estimates, public health concerns,
and anticipated healthcare system impacts.
☐ Assess the operational status and availability of:
• Hospitals and emergency departments
• Urgent care facilities
• Public health resources
• Behavioral health resources
• Medical Examiner capabilities
• Healthcare coalition partners
• Long-term care facilities
• Assisted living facilities
☐ Establish communications with hospitals, public health agencies, healthcare coalition partners,
behavioral health providers, the Medical Examiner, and other healthcare organizations.
☐ Determine the potential need for:
• ☐ Medical surge support
• ☐ Public health interventions
• ☐ Alternate care sites
• ☐ State or Federal medical assistance
☐ Evaluate the need for mutual aid, regional healthcare coordination, or State assistance.
☐ Coordinate with the EMS Coordinator regarding EMS system status, hospital capacity, and
patient transportation issues.
☐ Ensure Health & Medical representation is maintained throughout all operational periods.

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ONGOING ACTIONS
☐ Coordinate hospital, public health, healthcare coalition, and medical support activities through
the EOC.
☐ Monitor:
• ☐ Hospital capacity
• ☐ Emergency department status
• ☐ Healthcare system impacts
• ☐ Medical surge capability
• ☐ Availability of specialty care resources
☐ Coordinate with the EMS Coordinator regarding regional patient distribution, hospital status,
and medical surge operations.
☐ Support establishment of alternate care sites, medical shelters, and healthcare support facilities
when required.
☐ Track availability of:
• ☐ Medical personnel
• ☐ Pharmaceuticals
• ☐ Medical supplies
• ☐ Medical equipment
• ☐ Specialized healthcare resources
☐ Coordinate public health activities including:
• ☐ Disease surveillance
• ☐ Outbreak investigation
• ☐ Food safety
• ☐ Water quality and public health advisories

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• ☐ Environmental health concerns
• ☐ Vector control activities
☐ Coordinate public health messaging and advisories with the Public Information Officer.
☐ Support mass prophylaxis, vaccination, quarantine, or isolation operations when required.
☐ Coordinate with the Reception, Care & Human Services Coordinator regarding medical
support needs within shelters, reception centers, and care facilities.
☐ Monitor impacts to:
• ☐ Nursing homes
• ☐ Assisted living facilities
• ☐ Dialysis centers
• ☐ Medically vulnerable populations
☐ Coordinate with the Medical Examiner regarding fatality management operations.
☐ Coordinate behavioral health and crisis counseling support for disaster survivors and
responders.
☐ Request mutual aid and specialized healthcare resources as necessary.
RECOVERY ACTIONS
☐ Support restoration of normal hospital, healthcare, and public health operations.
☐ Coordinate ongoing healthcare support for displaced residents and affected populations.
☐ Support long-term behavioral health and crisis counseling initiatives.
☐ Assist with fatality management follow-up and family assistance activities.
☐ Coordinate public health monitoring and community recovery activities.
☐ Support re-entry and recovery operations from a public health and healthcare perspective.

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☐ Document personnel time, healthcare resource utilization, mutual aid activities, and disaster-
related expenditures.
☐ Participate in after-action reviews and improvement planning.
☐ Identify healthcare system, public health, behavioral health, staffing, equipment, or planning
improvements requiring corrective action.
Key References
• Section F – Health and Medical (pp. 39–45)
• Section I – Evacuation (pp. 59–66)
• Section J – Reception and Care (pp. 67–73)
• Section L – Human Services (pp. 82–89)
• Appendix 10 – Health and Medical Resources (pp. 134–136)

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HEALTH & MEDICAL COORDINATOR OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Health & Medical Coordinator
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

52
Planning Ahead
Notes / Documentation

53
RECEPTION, CARE, & HUMAN SERVICES COORDINATORS
INITIAL ACTIONS
☐ Report to the Emergency Operations Center (EOC) and identify yourself as the Reception,
Care & Human Services Coordinator.
☐ Obtain a briefing regarding incident conditions, displacement estimates, shelter requirements,
and anticipated human services needs.
☐ Assess potential requirements for:
• Reception centers
• Shelters
• Cooling centers
• Feeding operations
• Family assistance services
• Disaster assistance services
☐ Establish communications with:
• American Red Cross
• Salvation Army
• Faith-based organizations
• Community service organizations
• Human services agencies
• Public health representatives
☐ Identify potential impacts to vulnerable populations including:
• Elderly individuals
• Persons with disabilities or access and functional needs
• Medically fragile individuals (02 or on battery power/reliant equipment)
• Children and unaccompanied minors
• Individuals experiencing homelessness
• Individuals with limited English proficiency
☐ Determine facility requirements and resource needs.
☐ Evaluate the need for shelter activation, reception center operations, or cooling center
activation.
ONGOING ACTIONS
☐ Coordinate reception center operations and registration activities.
☐ Coordinate shelter, feeding, and mass care services with the American Red Cross and partner
organizations.

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☐ Track shelter populations, facility capacity, and resource requirements.
☐ Coordinate family reunification and welfare inquiry activities.
☐ Support access and functional needs populations and coordinate specialized services.
☐ Coordinate medical support requirements with the Health & Medical Coordinator.
☐ Coordinate transportation needs with the Facilities/Transportation Coordinator.
☐ Monitor unmet human services needs and identify resource gaps.
☐ Coordinate donations management and volunteer support activities as appropriate.
☐ Support establishment of Disaster Assistance Centers when required.
☐ Maintain situational awareness regarding displaced populations and community support
needs.
☐ Coordinate public information regarding shelters, assistance services, and available resources.
☐ Request mutual aid, NGO support, or external assistance as necessary.
RECOVERY ACTIONS
☐ Support transition from emergency sheltering to long-term housing solutions.
☐ Coordinate case management and referral services.
☐ Assist disaster survivors with access to available local, county, state, federal, nonprofit, and
private-sector assistance programs.
☐ Support Disaster Assistance Center operations and recovery outreach efforts.
☐ Coordinate long-term recovery support with partner agencies and community organizations.
☐ Monitor continuing unmet needs within affected populations.
☐ Support reunification, housing stabilization, and recovery planning efforts.
☐ Document shelter operations, human services activities, volunteer support, and disaster-related
expenditures.
☐ Participate in after-action reviews and improvement planning.
☐ Identify sheltering, mass care, human services, and recovery improvements requiring
corrective action.

55
Key References
• Section F – Health and Medical (pp. 39–45)
• Section I – Evacuation (pp. 59–66)
• Section J – Reception and Care (pp. 67–73)
• Section K – In-Place Protective Shelter (pp. 74–81)
• Section L – Human Services (pp. 82–89)
• Appendix 10 – Health and Medical Resources (pp. 134–136)

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RECEPTION, CARE, & HUMAN SERVICES COORDINATORS OPERATIONAL
WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Reception, Care, & Human
Services Coordinator
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

57
Planning Ahead
Notes / Documentation

58
ALL DEPARTMENT HEADS
INITIAL ACTIONS
☐ Account for department personnel and identify any injuries, shortages, or staffing limitations.
☐ Assess the operational status of department facilities, equipment, systems, and services.
☐ Implement department continuity procedures as necessary.
☐ Review department orders of succession and delegation of authority if leadership is
unavailable.
☐ Assign department representation to the Emergency Operations Center (EOC) when
requested.
☐ Identify immediate resource needs, operational concerns, and anticipated impacts.
☐ Establish communications with the EOC and other supporting departments as necessary.
☐ Identify department functions that are critical to emergency response and continuity of
government operations.
ONGOING ACTIONS
☐ Maintain essential department services and operations.
☐ Support EOC objectives and incident priorities.
☐ Monitor personnel availability, staffing needs, and operational capability.
☐ Coordinate resource requests through established channels.
☐ Support mutual aid, interdepartmental assistance, and emergency assignments as directed.
☐ Maintain situational awareness regarding impacts to department operations.
☐ Ensure protection of department facilities, equipment, records, and critical systems.
☐ Coordinate public information needs through the Public Information Officer.
☐ Maintain documentation of significant actions, decisions, and operational activities.
☐ Track personnel time, equipment usage, contracts, and disaster-related expenditures.
☐ Ensure relief personnel are identified for extended operations.

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RECOVERY ACTIONS
☐ Support restoration of normal department operations and services.
☐ Participate in damage assessment, recovery planning, and continuity activities as appropriate.
☐ Coordinate repair or replacement of damaged facilities, equipment, and systems.
☐ Continue tracking recovery costs, personnel time, and resource utilization.
☐ Participate in after-action reviews and improvement planning.
☐ Update departmental plans, procedures, continuity documents, and contact lists based on
lessons learned.
☐ Identify staffing, equipment, training, facility, or policy improvements requiring corrective
action.
☐ Ensure all disaster documentation is maintained for reimbursement, legal, and historical
records purposes.
Key References
• Basic Plan (pp. 7–12)
• Section N – Continuity of Government Services (pp. 99–106)
• Appendix 4 – Vital Records and Information Management (pp. 117–118)
• Appendix 6 – Position-Based Emergency Management Framework (p. 121)
• Appendix 7 – Department Continuity Requirements (pp. 122–131)
• Appendix 8 – Plan Review and Maintenance Schedule (p. 132)

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ALL DEPARTMENT HEADS OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Department Head
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

61
Planning Ahead
Notes / Documentation

62
OPERATIONS SECTION CHIEF
INITIAL ACTIONS
☐ Report to the Emergency Operations Center (EOC) and identify yourself as the Operations
Section Chief.
☐ Obtain a briefing from the EOC Director, Emergency Management Director, and Incident
Command regarding current incident conditions and priorities.
☐ Establish the Operations Section organization appropriate to the incident.
☐ Identify operational priorities, life-safety concerns, and critical resource needs.
☐ Assign Branches, Divisions, Groups, or Units as necessary.
☐ Establish communications with operational representatives, Incident Command, and
supporting agencies.
☐ Evaluate current and anticipated operational requirements.
☐ Assist in development of the operational objectives and operational components of the
Incident Action Plan (IAP).
ONGOING ACTIONS
☐ Direct and coordinate operational activities in support of incident objectives.
☐ Monitor field operations, resource status, and operational effectiveness.
☐ Coordinate activities among all operational disciplines and agencies represented in the EOC.
☐ Maintain situational awareness regarding life safety, property conservation, and incident
stabilization priorities.
☐ Identify operational issues, resource shortages, and emerging concerns.
☐ Coordinate resource requests through the Logistics Section and EOC leadership.
☐ Maintain liaison with county, state, federal, military, tribal, and partner agencies as
appropriate.
☐ Coordinate with the Planning Section regarding situation status, operational forecasts, and
future operational needs.
☐ Coordinate with the Logistics Section regarding personnel, equipment, facilities, and support
requirements.

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☐ Provide operational updates and incident information to EOC leadership and the Public
Information Officer.
☐ Monitor mutual aid operations and integration of external resources.
☐ Ensure documentation of significant operational actions, personnel assignments, and resource
utilization.
☐ Maintain operational activity logs and records necessary for reimbursement and after-action
review.
RECOVERY ACTIONS
☐ Coordinate transition from response operations to recovery operations.
☐ Scale down operations as conditions stabilize.
☐ Coordinate demobilization of personnel, equipment, and mutual aid resources.
☐ Identify continuing operational requirements during recovery.
☐ Support damage assessment, re-entry, and restoration activities.
☐ Document operational accomplishments, challenges, and resource utilization.
☐ Participate in after-action reviews and improvement planning.
☐ Identify operational, staffing, equipment, or procedural improvements requiring corrective
action.
Key References
• Section A – Direction and Control (pp. 13–19)
• Section D – Law Enforcement (pp. 29–33)
• Section E – Fire and Emergency Medical Services (pp. 34–38)
• Section F – Health and Medical (pp. 39–45)
• Section G – Public Works (pp. 46–50)
• Section H – Resources and Transportation (pp. 51–58)
• Section I – Evacuation (pp. 59–66)

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• Section J – Reception and Care (pp. 67–73)
• Section K – In-Place Protective Shelter (pp. 74–81)
• Appendix 3 – EOC Activation Matrix (pp. 115–116)
• Appendix 5 – Disaster Recovery Framework (pp. 119–120)

65
OPERATIONS SECTION CHIEF OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Operations Section Chief
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

66
Planning Ahead
Notes / Documentation

67
ENGINEERING COORDINATOR
INITIAL ACTIONS
☐ Report to the Operations Section Chief and obtain a briefing on current incident conditions.
☐ Assess impacts to public infrastructure requiring engineering evaluation.
☐ Coordinate with Public Works, Building Safety, Utilities, Fire, and other technical agencies.
☐ Identify infrastructure requiring immediate engineering assessment, including:
• ☐ Bridges
• ☐ Public buildings
• ☐ Retaining walls
• ☐ Stormwater facilities
• ☐ Transportation structures
• ☐ Utility infrastructure
☐ Deploy engineering personnel to support technical evaluations.
☐ Establish priorities for engineering assessments based on life safety and critical infrastructure.
ONGOING ACTIONS
☐ Provide technical engineering support to emergency operations.
☐ Evaluate structural integrity of public infrastructure.
☐ Coordinate engineering support for emergency repairs and temporary stabilization.
☐ Assist the Damage Assessment Unit with technical evaluations.
☐ Coordinate with Building Safety regarding unsafe structures.
☐ Develop repair priorities for damaged infrastructure.

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☐ Provide engineering recommendations regarding:
• ☐ Road closures
• ☐ Bridge restrictions
• ☐ Facility closures
• ☐ Infrastructure stabilization
• ☐ Temporary protective measures
☐ Coordinate technical support from consultants, contractors, and mutual aid partners as needed.
☐ Maintain engineering documentation, assessments, and technical recommendations.
RECOVERY ACTIONS
☐ Develop permanent infrastructure repair recommendations.
☐ Support FEMA Public Assistance documentation.
☐ Assist with damage assessments and cost estimates.
☐ Coordinate engineering review of reconstruction projects.
☐ Identify mitigation opportunities to reduce future disaster impacts.
☐ Participate in after-action reviews and improvement planning.
☐ Maintain engineering records supporting reimbursement and recovery funding.
Key References
• Section G – Public Works (pp. 46–50)
• Section I – Evacuation (pp. 59–66)
• Appendix 5 – Disaster Recovery Framework (pp. 119–120)

69
ENGINEERING COORDINATOR OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Engineering Coordinator
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

70
Planning Ahead
Notes / Documentation

71
UTILITIES COORDINATOR
INITIAL ACTIONS
☐ Report to the Operations Section Chief and obtain a briefing on current incident conditions.
☐ Assess the impact of the disaster on utility operations, personnel, facilities, and equipment.
☐ Alert and recall Utilities Department personnel as necessary.
☐ Coordinate with Public Works, Engineering, Fire, Law Enforcement, Building Safety, and
utility providers.
☐ Assess the operational status of critical utility systems, including:
• Water treatment facilities
• Water distribution system
• Wastewater collection system
• Wastewater treatment facilities
• Lift stations
• Pump stations
• SCADA and control systems
☐ Identify immediate life-safety hazards involving utility infrastructure.
☐ Establish priorities for utility system stabilization and restoration.
☐ Deploy utility crews and contractors as necessary.
ONGOING ACTIONS
☐ Maintain situational awareness regarding utility system conditions and service disruptions.
☐ Keep the Operations Section Chief informed of committed and available utility resources.
☐ Coordinate emergency isolation of damaged utility infrastructure.
☐ Restore and maintain:
• Water treatment operations

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• Water distribution
• Wastewater collection
• Wastewater treatment
• Lift stations
• Pump stations
☐ Coordinate emergency drinking water supplies and distribution when necessary.
☐ Coordinate emergency generator support for critical utility facilities.
☐ Monitor water quality and wastewater treatment capabilities.
☐ Coordinate with Public Works, Engineering, and external utility providers regarding
restoration priorities.
☐ Mobilize contractors, mutual aid resources, and specialized equipment as necessary.
☐ Provide utility system status updates to the Planning Section and Public Information Officer.
☐ Maintain documentation of personnel, equipment, contracts, materials, and operational costs.
RECOVERY ACTIONS
☐ Coordinate long-term restoration of utility systems.
☐ Review and prioritize permanent utility repairs.
☐ Support re-entry operations by verifying restoration of essential utility services.
☐ Coordinate contractor closeout and mutual aid demobilization.
☐ Identify mitigation opportunities to improve utility system resilience.
☐ Provide damage assessments, cost documentation, and reimbursement records.
☐ Participate in after-action reviews and improvement planning.
☐ Be prepared to provide assistance to neighboring jurisdictions when local conditions permit.

73
Key References
• Section G – Public Works (pp. 46–50)
• Appendix 5 – Disaster Recovery Framework (pp. 119–120)
• Appendix 7 – Department Continuity Requirements (pp. 122–131)

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UTILITIES COORDINATOR OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Utilities Coordinator
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

75
Planning Ahead
Notes / Documentation

76
MASS CARE / SHELTER UNIT
INITIAL ACTIONS
☐ Report to the Operations Section Chief and obtain a briefing on incident conditions and
anticipated sheltering requirements.
☐ Assess current and projected shelter, feeding, cooling center, and mass care needs.
☐ Verify status and availability of designated shelter and reception facilities.
☐ Establish coordination with:
☐ American Red Cross
☐ Human Services representatives
☐ Public Health
☐ Law Enforcement
☐ Fire & EMS
☐ Public Works
☐ Determine shelter capacities, operational status, and resource requirements.
☐ Assess impacts to vulnerable populations including:
☐ Elderly individuals
☐ Persons with disabilities or access and functional needs
☐ Medically fragile individuals
☐ Children and unaccompanied minors
☐ Individuals experiencing homelessness
☐ Evaluate the need for:
☐ General population shelters
☐ Cooling centers
☐ Reception centers
☐ Family assistance centers
☐ Establish communications with shelters, reception centers, and partner agencies.
☐ Assess household pet and service animal sheltering needs and coordinate appropriate
resources or co-located sheltering options when available.
ONGOING ACTIONS
☐ Coordinate shelter, feeding, and mass care operations with the American Red Cross and
partner organizations.
☐ Monitor shelter populations, occupancy levels, and facility conditions.
☐ Track available shelter capacity and identify additional facility requirements.

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☐ Coordinate food, water, sanitation, bedding, and essential supply needs.
☐ Coordinate registration, accountability, and family reunification efforts.
☐ Ensure shelter populations receive current information regarding:
☐ Incident conditions
☐ Available services
☐ Protective actions
☐ Recovery resources
☐ Coordinate support services for individuals with access and functional needs.
☐ Coordinate transportation requirements with the Facilities/Transportation Unit.
☐ Coordinate medical support requirements with the Health & Medical Coordinator.
☐ Coordinate behavioral health and crisis counseling services.
☐ Monitor unmet mass care needs and request additional resources as necessary.
☐ Coordinate shelter security needs with Law Enforcement.
☐ Coordinate facility support needs with Public Works.
☐ Keep the Operations Section Chief and Public Information Officer informed of shelter status
and emerging issues.
☐ Maintain records regarding shelter populations, activities, expenditures, and resource usage.
☐ Coordinate appropriate services for unaccompanied or separated children, including
reunification and coordination with appropriate child welfare or law enforcement agencies.
RECOVERY ACTIONS
☐ Coordinate transition of shelter occupants to long-term housing and recovery resources.
☐ Support Disaster Assistance Center operations and recovery outreach activities.
☐ Coordinate shelter consolidation, demobilization, and closure activities.
☐ Ensure accountability and reunification activities are completed.
☐ Document shelter operations, staffing, expenditures, and resource utilization.
☐ Participate in after-action reviews and improvement planning.
☐ Identify sheltering, mass care, and human services improvements requiring corrective action.

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Key References
• Section F – Health and Medical (pp. 39–45)
• Section I – Evacuation (pp. 59–66)
• Section J – Reception and Care (pp. 67–73)
• Section K – In-Place Protective Shelter (pp. 74–81)
• Section L – Human Services (pp. 82–89)
• Appendix 10 – Health and Medical Resources (pp. 134–136)

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MASS CARE / SHELTER UNIT OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Mass Care/Shelter Unit
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

80
Planning Ahead
Notes / Documentation

81
PLANNING SECTION CHIEF
INITIAL ACTIONS
☐ Report to the EOC and identify yourself as the Planning Section Chief.
☐ Obtain a briefing from the EOC Director, Emergency Management Director, and Operations
Section Chief.
☐ Establish the Planning Section organization appropriate for the incident.
☐ Assign and activate Planning Section Units as needed, including:
☐ Situation Unit
☐ Damage Assessment Unit
☐ Documentation Unit
☐ Resource Status Unit
☐ Technical Specialists
☐ Establish information requirements and reporting schedules.
☐ Establish the planning cycle and operational period schedule.
☐ Coordinate with Operations Section to identify planning priorities and objectives.
☐ Establish procedures for collection, analysis, and dissemination of incident information.
☐ Ensure EOC staffing and organizational assignments are documented and maintained.
ONGOING ACTIONS
☐ Maintain situational awareness regarding incident conditions and operational activities.
☐ Collect, evaluate, and analyze information from:
☐ Incident Command
☐ EOC Sections
☐ Field operations
☐ Partner agencies
☐ Weather and intelligence sources
☐ Coordinate and supervise damage assessment activities.
☐ Develop and distribute Situation Reports (SitReps).
☐ Maintain status of:
☐ Resources
☐ Facilities

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☐ Critical infrastructure
☐ Incident impacts
☐ Analyze incident trends and develop forecasts regarding:
☐ Incident growth
☐ Operational needs
☐ Resource requirements
☐ Recovery considerations
☐ Identify special resource requirements and planning concerns.
☐ Support development of Incident Action Plans (IAPs).
☐ Coordinate with Operations, Logistics, Finance, and Command Staff to ensure planning
objectives are achieved.
☐ Prepare reports and documentation required by County, State, and Federal agencies.
☐ Begin planning for recovery operations and transition activities.
☐ Maintain planning records, maps, displays, and documentation.
RECOVERY ACTIONS
☐ Support transition from response operations to recovery operations.
☐ Coordinate recovery planning activities and future operational objectives.
☐ Compile incident documentation and planning records.
☐ Assist with damage assessment reporting and reimbursement documentation.
☐ Prepare or coordinate After-Action Reports (AARs) and Improvement Plans (IPs).
☐ Identify planning, coordination, and information management improvements requiring
corrective action.
☐ Archive incident records and documentation in accordance with City policies.
☐ Update plans, procedures, and planning assumptions based on lessons learned.

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Key References
• Section A – Direction and Control (pp. 13–19)
• Section B – Communications and Warning (pp. 20–23)
• Section G – Public Works (pp. 46–50)
• Section H – Resources and Transportation (pp. 51–58)
• Appendix 2 – Hazard Identification and Risk Summary (pp. 113–114)
• Appendix 3 – EOC Activation Matrix (pp. 115–116)
• Appendix 5 – Disaster Recovery Framework (pp. 119–120)

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PLANNING SECTION CHIEF OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Planning Section Chief
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

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Planning Ahead
Notes / Documentation

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SITUATION UNIT
INITIAL ACTIONS
☐ Report to the Planning Section Chief and obtain a briefing on incident conditions and
information requirements.
☐ Establish procedures for collection, verification, and dissemination of incident information.
☐ Establish and maintain situation status displays, maps, and information boards.
☐ Coordinate information flow with:
☐ Operations Section
☐ Incident Command
☐ Dispatch/Communications
☐ Public Works
☐ Law Enforcement
☐ Fire & EMS
☐ Other partner agencies
☐ Identify sources of information and establish reporting schedules.
☐ Begin collection of incident status and impact information.
ONGOING ACTIONS
☐ Collect, organize, and maintain information regarding:
☐ Incident location(s)
☐ Incident type(s)
☐ Incident status and progression
☐ Casualties and fatalities
☐ Damage assessments
☐ Evacuations and shelter operations
☐ Critical infrastructure impacts
☐ Resource assignments and availability
☐ Mutual aid resources
☐ Public safety concerns
☐ Maintain an inventory of available and committed personnel, apparatus, equipment, vehicles,
and specialized resources.
☐ Monitor and track:
☐ Weather conditions
☐ Environmental conditions

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☐ Road closures and transportation impacts
☐ Utility disruptions
☐ Emerging hazards
☐ Verify information received from multiple sources when possible.
☐ Maintain maps, displays, dashboards, and status boards used within the EOC.
☐ Develop and distribute Situation Reports (SitReps) and incident updates.
☐ Provide situational awareness information to:
☐ Planning Section Chief
☐ EOC Director
☐ Operations Section
☐ Public Information Officer
☐ Identify incident trends and significant changes requiring management attention.
☐ Maintain records of significant incident developments and operational status changes.
RECOVERY ACTIONS
☐ Continue collection and tracking of recovery-related information.
☐ Support damage assessment and recovery planning activities.
☐ Archive situation reports, maps, displays, and incident records.
☐ Compile final incident status information for inclusion in after-action documentation.
☐ Identify information management and situational awareness improvements requiring
corrective action.
Key References
• Section A – Direction and Control (pp. 13–19)
• Section B – Communications and Warning (pp. 20–23)
• Section G – Public Works (pp. 46–50)
• Appendix 2 – Hazard Identification and Risk Summary (pp. 113–114)
• Appendix 3 – EOC Activation Matrix (pp. 115–116)

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SITUATION UNIT OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Situation Unit
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

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Planning Ahead
Notes / Documentation

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DAMAGE ASSESSMENT UNIT
INITIAL ACTIONS
☐ Report to the Planning Section Chief and obtain a briefing on incident conditions and
assessment priorities.
☐ Establish damage assessment procedures and reporting requirements.
☐ Coordinate with:
☐ Public Works
☐ Building Safety
☐ Engineering
☐ Fire & EMS
☐ Law Enforcement
☐ Utilities
☐ Parks and Recreation
☐ Other technical specialists as necessary
☐ Recall or activate damage assessment personnel and teams as needed.
☐ Establish assessment priorities focusing on:
☐ Life safety impacts
☐ Critical infrastructure
☐ Public facilities
☐ Transportation systems
☐ Utilities
☐ Residential and commercial structures
☐ Deploy rapid damage assessment teams as conditions permit.
☐ Identify special hazard locations requiring immediate evaluation, including:
☐ Schools
☐ Government facilities
☐ Critical infrastructure
☐ Hospitals and care facilities
☐ Large assembly occupancies
☐ Hazardous materials facilities

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ONGOING ACTIONS
☐ Conduct and coordinate damage assessments of public and private property.
☐ Collect, document, and maintain records regarding:
☐ Damaged structures
☐ Utility impacts
☐ Road and transportation damage
☐ Public facility damage
☐ Economic impacts
☐ Estimated repair costs
☐ Coordinate structural inspections and safety evaluations.
☐ Support inspection and posting of damaged or unsafe structures.
☐ Coordinate with utilities regarding infrastructure damage and restoration status.
☐ Maintain current damage estimates and impact summaries.
☐ Coordinate assessment information received from:
☐ Public Works
☐ Fire Department
☐ Law Enforcement
☐ Building Safety
☐ Utilities
☐ Partner agencies
☐ Provide assessment updates to:
☐ Planning Section Chief
☐ EOC Director
☐ Operations Section
☐ Finance Section
☐ Identify areas requiring additional assessment resources or technical expertise. Utilize local
design professionals for help with assessments if necessary and available.
☐ Maintain documentation required for:
☐ Disaster declarations
☐ State reporting
☐ FEMA reimbursement
☐ Public Assistance and Individual Assistance programs
☐ Track personnel time, equipment usage, contracts, and assessment costs.

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RECOVERY ACTIONS
☐ Complete detailed damage assessments and verification activities.
☐ Support preparation of disaster declaration requests and supporting documentation.
☐ Assist with State and Federal damage assessment processes.
☐ Coordinate with Community Development (Building Safety Division) regarding recovery and
rebuilding priorities.
☐ Maintain records supporting reimbursement and grant applications.
☐ Prepare final damage assessment reports and summaries.
☐ Archive assessment records, photographs, maps, and supporting documentation.
☐ Participate in after-action reviews and identify assessment process improvements.
☐ Identify mitigation opportunities that may reduce future disaster impacts.
Key References
• Section A – Direction and Control (pp. 13–19)
• Section G – Public Works (pp. 46–50)
• Section N – Continuity of Government Services (pp. 99–106)
• Appendix 2 – Hazard Identification and Risk Summary (pp. 113–114)
• Appendix 5 – Disaster Recovery Framework (pp. 119–120)

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DAMAGE ASSESSMENT UNIT OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Damage Assessment Unit
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

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Planning Ahead
Notes / Documentation

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LOGISTICS SECTION CHIEF
INITIAL ACTIONS
☐ Report to the EOC and identify yourself as the Logistics Section Chief.
☐ Obtain a briefing from the EOC Director and Operations Section Chief.
☐ Assess current logistical support requirements and anticipated resource needs.
☐ Determine Logistics Section staffing requirements and activate personnel as necessary.
☐ Establish the Logistics Section organization and assign Unit Leaders as appropriate:
☐ Supply/Food Unit
☐ Facilities/Transportation Unit
☐ Equipment/Fuel Unit
☐ Communications Support (if activated)
☐ Additional support units as needed
☐ Establish procedures for resource ordering, tracking, and distribution.
☐ Coordinate with Operations and Planning Sections regarding current and projected support
requirements.
☐ Review resource inventories and available logistical capabilities.
ONGOING ACTIONS
☐ Coordinate and process requests for resources, equipment, personnel, and services.
☐ Track status of all resource requests from submission through fulfillment.
☐ Equipment and Supplies
☐ Fuel
☐ Food and water
☐ Communications resources
☐ Emergency support materials
☐ Coordinate transportation support for personnel, equipment, and supplies.
☐ EOC operations
☐ Staging areas
☐ Base camps
☐ Shelters
☐ Temporary operational facilities

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☐ Monitor resource availability and identify shortages or supply chain disruptions.
☐ Support responder needs including:
☐ Food and hydration
☐ Rest and rehabilitation
☐ Lodging
☐ Sanitation
☐ Coordinate equipment maintenance and repair support.
☐ Coordinate fuel distribution and emergency fueling operations.
☐ Maintain communications with support agencies, vendors, contractors, and partner
organizations.
☐ Keep EOC leadership informed of logistical capabilities, limitations, and anticipated
shortfalls.
☐ Resource requests
☐ Purchases
☐ Contracts
☐ Personnel support activities
☐ Equipment assignments
RECOVERY ACTIONS
☐ Support demobilization and return of resources.
☐ Coordinate recovery-related logistical support requirements.
☐ Ensure borrowed, leased, or mutual aid resources are accounted for and returned.
☐ Coordinate contract closeout and vendor support activities.
☐ Compile logistics documentation for reimbursement and cost recovery.
☐ Participate in after-action reviews and improvement planning.
☐ Identify logistics, supply, transportation, or resource management improvements requiring
corrective action.
☐ Archive logistical records and documentation in accordance with City policies.

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Key References
• Section A – Direction and Control (pp. 13–19)
• Section H – Resources and Transportation (pp. 51–58)
• Section N – Continuity of Government Services (pp. 99–106)
• Appendix 3 – EOC Activation Matrix (pp. 115–116)
• Appendix 5 – Disaster Recovery Framework (pp. 119–120)
• Appendix 7 – Department Continuity Requirements (pp. 122–131)

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LOGISTICS SECTION CHIEF OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Logistics Section Chief
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

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Planning Ahead
Notes / Documentation

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SUPPLY / FOOD UNIT
INITIAL ACTIONS
☐ Report to the Logistics Section Chief and obtain a briefing on incident conditions and
anticipated support requirements.
☐ Assess current inventories of supplies, equipment, food, water, and other critical resources.
☐ Identify available stockpiles, vendors, contractors, and mutual aid resources.
☐ Establish procedures for ordering, receiving, tracking, storing, and distributing supplies.
☐ Determine immediate resource requirements for:
☐ EOC operations
☐ Incident operations
☐ Shelters and reception centers
☐ Emergency responders
☐ Critical facilities
☐ Coordinate with:
☐ Facilities/Transportation Unit
☐ Operations Section
☐ Mass Care/Shelter Unit
☐ Health & Medical personnel
☐ American Red Cross
☐ Salvation Army
☐ Procurement staff
☐ Notify emergency vendors, suppliers, contractors, and mutual aid partners of potential
resource requirements.
ONGOING ACTIONS
☐ Procure, receive, store, track, and distribute supplies and equipment.
☐ Maintain inventory records for:
☐ Food
☐ Water
☐ Medical supplies
☐ Fuel support materials
☐ Emergency equipment
☐ General supplies

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☐ Monitor supply levels, consumption rates, and projected shortages.
☐ Coordinate acquisition of resources through:
☐ City inventories
☐ Existing contracts
☐ Emergency purchasing procedures
☐ Mutual aid partners
☐ Private vendors
☐ Coordinate food and hydration support for:
☐ Emergency responders
☐ EOC personnel
☐ Shelters and reception centers
☐ Other essential workers
☐ Determine feeding requirements and support:
☐ Feeding locations
☐ Food delivery
☐ Catering services
☐ Mobile feeding operations
☐ Coordinate with Mass Care/Shelter operations regarding food and water requirements for
displaced populations.
☐ Support conservation, allocation, and prioritization of limited resources when shortages exist.
☐ Track incoming donations or donated supplies when assigned.
☐ Maintain accountability of issued supplies and equipment.
☐ Keep the Logistics Section Chief informed of resource status, anticipated shortages, and
procurement issues.
☐ Maintain documentation of purchases, resource requests, deliveries, and distributions.
RECOVERY ACTIONS
☐ Support transition from emergency procurement to normal supply operations.
☐ Inventory remaining supplies and equipment.
☐ Coordinate return, redistribution, or disposal of excess resources.
☐ Replenish emergency stockpiles and critical inventories.

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☐ Compile procurement records, vendor documentation, and distribution logs.
☐ Document disaster-related expenditures for reimbursement and cost recovery.
☐ Participate in after-action reviews and identify supply chain, procurement, and feeding
operation improvements.
☐ Update resource inventories, vendor lists, and emergency purchasing procedures based on
lessons learned.
Key References
• Section H – Resources and Transportation (pp. 51–58)
• Section J – Reception and Care (pp. 67–73)
• Section L – Human Services (pp. 82–89)

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SUPPLY / FOOD UNIT OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Supply/Food Unit
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

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Planning Ahead
Notes / Documentation

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FACILITIES UNIT
INITIAL ACTIONS
☐ Report to the Logistics Section Chief and obtain a briefing.
☐ Assess facility requirements for current and anticipated operations.
☐ Identify facilities required for:
• ☐ Emergency Operations Center (EOC)
• ☐ Incident Base
• ☐ Staging Areas
• ☐ Shelters and Reception Centers
• ☐ Temporary Operational Facilities
• ☐ Volunteer Reception Centers
• ☐ Disaster Recovery Centers (if established)
☐ Assess the operational status of designated emergency facilities.
☐ Coordinate facility requirements with Operations, Planning, and the Reception, Care &
Human Services Coordinator.
☐ Coordinate facility security requirements with Law Enforcement.
☐ Coordinate facility maintenance support with Public Works.
ONGOING ACTIONS
☐ Establish, maintain, and support emergency facilities, including:
• ☐ EOC
• ☐ Incident Base
• ☐ Staging Areas
• ☐ Shelters

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• ☐ Reception Centers
• ☐ Temporary Office Space
☐ Coordinate facility setup, configuration, and occupancy.
☐ Coordinate:
• ☐ Lighting
• ☐ Heating and Cooling
• ☐ Electrical Power
• ☐ Water Service
• ☐ Sanitation Facilities
• ☐ Shower Facilities
• ☐ Sleeping Areas
• ☐ Feeding Areas
☐ Coordinate routine facility maintenance and repairs.
☐ Monitor facility occupancy and utilization.
☐ Coordinate facility access and security.
☐ Maintain facility status reports.
☐ Maintain documentation of facility usage, contracts, maintenance, and associated costs.
RECOVERY ACTIONS
☐ Coordinate closure and demobilization of temporary facilities.
☐ Restore facilities to normal operations.
☐ Coordinate cleaning, repairs, and restoration of occupied facilities.
☐ Return leased or borrowed facilities.

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☐ Document facility costs and expenditures.
☐ Participate in after-action reviews.
☐ Identify facility improvements and update emergency facility inventories.
Key References
• Section G – Public Works (pp. 46–50)
• Section H – Resources and Transportation (pp. 51–58)
• Section J – Reception and Care (pp. 67–73)
• Section N – Continuity of Government Services (pp. 99–106)
• Appendix 7 – Department Continuity Requirements (pp. 122–131)

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FACILITIES UNIT OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Facilities Unit
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

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Planning Ahead
Notes / Documentation

110
FINANCE SECTION CHIEF
INITIAL ACTIONS
☐ Identify yourself as the Finance Section Chief.
☐ Obtain a briefing from the EOC Director.
☐ Establish the Finance Section organization and staffing.
☐ Activate and assign personnel as needed, including:
☐ Cost Unit
☐ Compensation/Claims Unit
☐ Time Tracking Personnel
☐ Procurement Support Personnel
☐ Establish financial tracking and documentation procedures.
☐ Coordinate with:
☐ EOC Director
☐ Logistics Section Chief
☐ Department Finance Staff
☐ Purchasing Personnel
☐ Review incident objectives and anticipated financial impacts.
☐ Establish procedures for:
☐ Personnel time tracking
☐ Equipment usage tracking
☐ Emergency purchases
☐ Contract administration
☐ Claims processing
☐ Ensure departments understand documentation requirements.
ONGOING ACTIONS
☐ Track and document all disaster-related expenditures.
☐ Monitor and document:
☐ Personnel costs
☐ Overtime costs
☐ Equipment costs
☐ Materials and supplies

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☐ Contract services
☐ Mutual aid expenses
☐ Coordinate emergency purchasing and procurement support.
☐ Review and process:
☐ Purchase orders
☐ Vendor invoices
☐ Contractor payments
☐ Mutual aid cost documentation
☐ Provide cost estimates and financial impact summaries to EOC leadership.
☐ Identify opportunities for reimbursement and cost recovery.
☐ Coordinate with State and Federal agencies regarding financial documentation requirements.
☐ Monitor compliance with:
☐ City financial policies
☐ Grant requirements
☐ State reimbursement requirements
☐ Federal reimbursement requirements
☐ Maintain documentation supporting:
☐ FEMA Public Assistance
☐ State disaster assistance
☐ Emergency grants
☐ Cost recovery efforts
☐ Maintain activity logs and financial records.
RECOVERY ACTIONS
☐ Compile disaster-related financial documentation.
☐ Prepare and submit reimbursement requests and supporting documentation.
☐ Coordinate with departments to verify personnel, equipment, and contract costs.
☐ Assist with preparation of:
☐ State disaster assistance requests
☐ FEMA Public Assistance documentation
☐ Grant reimbursement requests

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☐ Coordinate audits, financial reviews, and reimbursement inquiries.
☐ Prepare final incident cost summaries.
☐ Participate in after-action reviews and identify financial management improvements.
☐ Archive financial records in accordance with City retention requirements.
☐ Update financial procedures and documentation requirements based on lessons learned.
Key References
• Section A – Direction and Control (pp. 13–19)
• Section H – Resources and Transportation (pp. 51–58)
• Section N – Continuity of Government Services (pp. 99–106)
• Appendix 5 – Disaster Recovery Framework (pp. 119–120)
• Appendix 7 – Department Continuity Requirements (pp. 122–131)

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FINANCE SECTION CHIEF OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Finance Section Chief
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

114
Planning Ahead
Notes / Documentation

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COMPENSATION / CLAIMS UNIT
INITIAL ACTIONS
☐ Report to the Finance Section Chief and obtain a briefing.
☐ Establish claims intake, tracking, and documentation procedures.
☐ Coordinate with:
• Human Resources/Workers' compensation representatives
• Risk Management
• Legal Counsel
• Department representatives
☐ Identify potential:
• Employee injuries
• Property damage claims
• Liability issues
• Vehicle accidents
• Mutual aid injury claims
☐ Establish procedures for receiving and documenting incident-related claims.
☐ Ensure supervisors understand injury and claims reporting requirements.
ONGOING ACTIONS
☐ Receive, document, and track incident-related claims.
☐ Coordinate processing of:
• Employee injury claims
• Workers' compensation claims
• Property damage claims
• Vehicle accident claims
• Liability claims
☐ Maintain records regarding:
• Injuries and illnesses

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• Property losses
• Claim status
• Investigations
• Corrective actions
☐ Coordinate with Human Resources regarding employee injury documentation.
☐ Coordinate with Risk Management and Legal Counsel regarding liability issues.
☐ Monitor potential claims arising from:
• Emergency operations
• Evacuations
• Shelter operations
• Debris removal activities
• Vehicle and equipment operations
☐ Maintain confidentiality of medical and personnel information.
☐ Provide status updates to the Finance Section Chief.
☐ Maintain activity logs and claims documentation.
RECOVERY ACTIONS
☐ Finalize claims investigations and documentation.
☐ Coordinate resolution of outstanding claims.
☐ Support legal reviews and litigation preparation as required.
☐ Compile claim summaries and injury statistics.
☐ Ensure all claim records are complete and properly archived.
☐ Identify trends and issues that may reduce future claims exposure.
☐ Participate in after-action reviews and recommend risk reduction measures.
☐ Coordinate with Human Resources and Risk Management regarding corrective actions and
lessons learned.

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Key References
• Section A – Direction and Control (pp. 13–19)
• Section N – Continuity of Government Services (pp. 99–106)
• Appendix 4 – Vital Records and Information Management (pp. 117–118)
• Appendix 5 – Disaster Recovery Framework (pp. 119–120)

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COMPENSATION / CLAIMS UNIT OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Compensation/Claims Unit
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

119
Planning Ahead
Notes / Documentation

120
COSTS UNIT
INITIAL ACTIONS
☐ Report to the Finance Section Chief and obtain a briefing.
☐ Establish cost tracking and documentation systems.
☐ Coordinate with:
☐ Finance Section
☐ Logistics Section
☐ Department Finance Staff
☐ Purchasing Personnel
☐ Establish procedures for collecting and tracking:
☐ Personnel costs
☐ Equipment costs
☐ Materials and supplies
☐ Contract services
☐ Mutual aid expenses
☐ Ensure all Sections and Departments understand documentation requirements.
☐ Establish incident cost reporting schedules.
☐ Review applicable reimbursement and grant documentation requirements.
ONGOING ACTIONS
☐ Collect, track, and maintain all incident-related cost data.
☐ Maintain fiscal records of:
☐ Personnel time and overtime
☐ Equipment usage
☐ Materials and supplies
☐ Contracts and vendors
☐ Mutual aid resources
☐ Emergency purchases
☐ Ensure all financial obligation documents are properly prepared and documented.
☐ Verify that personnel, equipment, and resources requiring reimbursement are properly
identified and tracked.
☐ Monitor expenditures and identify significant cost drivers.

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☐ Prepare periodic cost summaries for:
☐ Finance Section Chief
☐ EOC leadership
☐ Incident management personnel
☐ Assist departments with documentation required for reimbursement and cost recovery.
☐ Identify opportunities for cost savings and efficient resource utilization.
☐ Coordinate with Planning and Logistics Sections regarding projected resource costs.
☐ Maintain activity logs and supporting documentation.
RECOVERY ACTIONS
☐ Compile and verify all disaster-related cost documentation.
☐ Prepare incident cost summaries and final financial reports.
☐ Support preparation of:
☐ FEMA Public Assistance documentation
☐ State disaster assistance claims
☐ Grant reimbursement requests
☐ Mutual aid reimbursement documentation
☐ Assist departments in reconciling costs and supporting records.
☐ Ensure all documentation is complete and organized for audit and reimbursement purposes.
☐ Archive incident cost records in accordance with City retention requirements.
☐ Participate in after-action reviews and identify improvements to financial tracking and
reimbursement processes.
☐ Update cost tracking procedures based on lessons learned.
Key References
• Section H – Resources and Transportation (pp. 51–58)
• Section N – Continuity of Government Services (pp. 99–106)
• Appendix 4 – Vital Records and Information Management (pp. 117–118)
• Appendix 5 – Disaster Recovery Framework (pp. 119–120)

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COSTS UNIT OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Costs Unit
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

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Planning Ahead
Notes / Documentation

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LEGAL ADVISOR / CITY ATTORNEY
INITIAL ACTIONS
☐ Obtain a briefing from the Mayor, City Administrator, Emergency Management Director, or
EOC Director.
☐ Identify potential legal issues, authorities, and liabilities associated with the incident.
☐ Advise elected officials and EOC leadership regarding:
☐ Emergency authorities
☐ Legal limitations
☐ Regulatory requirements
☐ Liability considerations
☐ Review emergency declaration requirements and prepare draft declarations as necessary.
☐ Establish coordination with:
☐ Emergency Management
☐ Law Enforcement
☐ Finance Section
☐ Risk Management
☐ Human Resources
☐ Identify legal issues related to:
☐ Evacuations
☐ Shelter-in-place orders
☐ Curfews
☐ Access restrictions
☐ Resource controls
☐ Emergency procurement
ONGOING ACTIONS
☐ Provide legal guidance to EOC leadership and Section Chiefs.
☐ Prepare, review, or assist with:
☐ Emergency proclamations
☐ Emergency ordinances
☐ Executive orders
☐ Public health orders
☐ Emergency contracts and agreements

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☐ Advise on legal authorities related to:
☐ Evacuations
☐ Population movement and access control
☐ Resource allocation and rationing
☐ Emergency purchasing
☐ Mutual aid agreements
☐ Temporary use of facilities and property
☐ Review emergency public messaging for legal sufficiency and consistency.
☐ Advise on compliance with:
☐ Arizona law
☐ Local ordinances
☐ Regulatory requirements
☐ Emergency authorities
☐ Monitor liability exposure, risk management concerns, and legal claims issues.
☐ Coordinate with Compensation/Claims Unit and Risk Management regarding emerging
liability concerns.
☐ Support documentation practices necessary for reimbursement, audits, investigations, and
legal review.
☐ Maintain an activity log of legal actions, decisions, and guidance provided.
RECOVERY ACTIONS
☐ Support extension, modification, or termination of emergency declarations.
☐ Advise on re-entry authorities and restoration of normal government operations.
☐ Review legal issues associated with:
☐ Recovery operations
☐ Debris removal
☐ Emergency contracts
☐ Reconstruction activities
☐ Public assistance programs
☐ Assist with FEMA, State, insurance, and reimbursement-related legal documentation.
☐ Coordinate with Compensation/Claims Unit, Risk Management, and Human Resources
regarding post-incident claims and liability issues.

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☐ Participate in after-action reviews and identify legal lessons learned.
☐ Recommend updates to ordinances, agreements, plans, or policies based on incident
experience.
☐ Archive legal documentation and records in accordance with City retention requirements.
NOTES
• Legal Advisor participation may be in-person, virtual, or on-call depending upon EOC
activation level.
• Legal review should prioritize life safety, legal authority, liability reduction, documentation,
and reimbursement protection.
• Emergency actions should be implemented under the broadest applicable legal authority while
maintaining compliance with State and local law.
Key References
• Basic Plan (pp. 7–12)
• Section A – Direction and Control (pp. 13–19)
• Section H – Resources and Transportation (pp. 51–58)
• Section N – Continuity of Government Services (pp. 99–106)
• Appendix 1 – Sample Disaster Proclamation (p. 112)
• Appendix 4 – Vital Records and Information Management (pp. 117–118)
• Appendix 5 – Disaster Recovery Framework (pp. 119–120)

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LEGAL ADVISOR / CITY ATTORNEY OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Legal Advisor/City Attorney
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

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Planning Ahead
Notes / Documentation

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COMMUNICATIONS UNIT LEADER
INITIAL ACTIONS
☐ Obtain a briefing from the Logistics Section Chief.
☐ Assess the operational status of all communications systems.
☐ Determine communications requirements for the current operational period.
☐ Establish communications with:
• Incident Command
• Emergency Operations Center
• Public Safety Communications Center
• Department Operations Centers
• Partner agencies
• County Emergency Operations Center
☐ Verify interoperability channels, talkgroups, and mutual aid communications.
☐ Ensure redundant communications methods are available.
☐ Coordinate communications support for EOC operations.
☐ Begin Communications Unit Activity Log.
ONGOING ACTIONS
☐ Develop and maintain the Incident Communications Plan (ICS 205), as required.
☐ Coordinate assignment of radio channels and talkgroups.
☐ Monitor communications system reliability.
☐ Coordinate repair or restoration of communications outages.
☐ Request additional communications resources through Logistics.

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☐ Coordinate deployment of:
• Portable radios
• Mobile radios
• Repeaters
• Satellite phones
• Cellular hotspots
• Mobile communications assets
☐ Maintain communications with Incident Command, Dispatch, EOC Sections, and partner
agencies.
☐ Coordinate with the Public Information Officer regarding emergency warning systems.
☐ Track communications equipment issued during the incident.
☐ Document outages, repairs, and operational limitations.
☐ Provide communications status updates during operational briefings.
RECOVERY ACTIONS
☐ Coordinate restoration of normal communications systems.
☐ Recover communications equipment.
☐ Inventory radios and communications assets.
☐ Coordinate return of mutual aid communications equipment.
☐ Document communications issues and corrective actions.
☐ Participate in the After-Action Review.
☐ Complete all activity logs and documentation.

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Key References
• Section A – Direction and Control (pp. 13–19)
• Section B – Communications and Warning (pp. 20–23)
• Section C – Emergency Public Information (pp. 24–28)
• Section N – Continuity of Government Services (pp. 99–106)
• Appendix 3 – EOC Activation Matrix (pp. 115–116)
• Appendix 7 – Department Continuity Requirements (pp. 122–131)

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COMMUNICATIONS UNIT LEADER OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Communications Unit Leader
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

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Planning Ahead
Notes / Documentation

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INFORMATION TECHNOLOGY UNIT LEADER
INITIAL ACTIONS
☐ Obtain a briefing from the Logistics Section Chief.
☐ Assess the operational status of critical information technology systems.
☐ Verify functionality of:
• Computer networks
• Internet connectivity
• Email systems
• Cloud services
• GIS systems
• SharePoint and collaboration platforms
• Emergency management software
• Servers and data storage
☐ Identify any cyber or technology-related incidents affecting operations.
☐ Coordinate with City Information Technology staff.
☐ Establish IT support priorities for EOC operations.
☐ Begin Information Technology Unit Activity Log.
ONGOING ACTIONS
☐ Monitor critical systems supporting emergency operations.
☐ Coordinate restoration of failed systems.
☐ Support technology needs for:
• EOC
• Alternate EOC
• Department Operations Centers

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• Remote personnel
☐ Coordinate deployment of computers, printers, monitors, and network equipment.
☐ Maintain cybersecurity awareness and report suspicious activity.
☐ Coordinate software licensing and technical support.
☐ Support GIS and mapping requirements.
☐ Assist with electronic documentation and information management.
☐ Coordinate backup and recovery of critical data.
☐ Maintain status of IT resources assigned to the incident.
RECOVERY ACTIONS
☐ Restore normal IT operations.
☐ Recover temporary equipment.
☐ Validate integrity of restored systems.
☐ Document outages, failures, and corrective actions.
☐ Identify technology improvement opportunities.
☐ Participate in the After-Action Review.
☐ Complete all documentation.
Key References
• Section A – Direction and Control (pp. 13–19)
• Section B – Communications and Warning (pp. 20–23)
• Section N – Continuity of Government Services (pp. 99–106)
• Appendix 4 – Vital Records and Information Management (pp. 117–118)
• Appendix 7 – Department Continuity Requirements (pp. 122–131)

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INFORMATION TECHNOLOGY UNIT LEADER OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
IT Unit Leader
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

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Planning Ahead
Notes / Documentation

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LIAISON OFFICER
INITIAL ACTIONS
☐ Obtain a briefing from the Emergency Management Director.
☐ Identify agencies and organizations involved in the incident.
☐ Establish contact with:
• Local agencies
• Yuma County Emergency Management
• Arizona Department of Emergency and Military Affairs (DEMA)
• State agencies
• Federal agencies
• Tribal governments, as applicable
• Military installations (MCAS Yuma, YPG), if applicable
• Volunteer organizations
• Private sector partners
• Utilities and critical infrastructure partners
☐ Establish procedures for coordinating assisting and cooperating agencies.
☐ Identify agency representatives assigned to the EOC.
☐ Begin Liaison Officer Activity Log.
ONGOING ACTIONS
☐ Serve as the primary point of contact for assisting and cooperating agencies.
☐ Coordinate agency representatives within the EOC.
☐ Maintain awareness of agency capabilities and resource availability.
☐ Coordinate requests for assistance with the appropriate EOC Section.
☐ Facilitate information sharing among agencies.

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☐ Identify and resolve interagency coordination issues.
☐ Coordinate with Planning regarding agency situation reports.
☐ Coordinate with Logistics regarding external resource support.
☐ Coordinate with the Public Information Officer to ensure consistent external messaging.
☐ Participate in operational briefings and planning meetings.
☐ Maintain contact with County, State, and Federal coordination centers.
☐ Document significant coordination activities.
RECOVERY ACTIONS
☐ Coordinate transition of assisting agencies into recovery operations.
☐ Facilitate demobilization of external agency representatives.
☐ Ensure mutual aid documentation is completed.
☐ Identify interagency lessons learned.
☐ Participate in the After-Action Review.
☐ Complete all documentation and activity logs.
Key References
• Basic Plan (pp. 7–12)
• Section A – Direction and Control (pp. 13–19)
• Section H – Resources and Transportation (pp. 51–58)
• Appendix 3 – EOC Activation Matrix (pp. 115–116)
• Appendix 5 – Disaster Recovery Framework (pp. 119–120)

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LIAISON OFFICER OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Liaison Officer
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

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Planning Ahead
Notes / Documentation

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RESOURCE UNIT LEADER
INITIAL ACTIONS
☐ Obtain a briefing from the Planning Section Chief.
☐ Establish the Resource Unit.
☐ Identify all assigned personnel and equipment.
☐ Begin tracking:
• Personnel
• Apparatus
• Vehicles
• Equipment
• Mutual aid resources
• Contract resources
☐ Coordinate with Logistics Section regarding resource requests.
☐ Establish resource status tracking procedures.
☐ Begin Resource Unit Activity Log.
ONGOING ACTIONS
☐ Maintain current status of all assigned resources.
☐ Track:
• Assigned
• Available
• Out of Service
• Staged
• Released
• Demobilized

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☐ Coordinate with Operations Section regarding resource needs.
☐ Coordinate with Logistics Section on incoming resources.
☐ Maintain personnel accountability.
☐ Track mutual aid resources.
☐ Maintain resource displays and status boards.
☐ Prepare resource status reports for planning meetings.
☐ Coordinate with Situation Unit to maintain common operating picture.
☐ Support development of Incident Action Plans.
☐ Assist with demobilization planning.
RECOVERY ACTIONS
☐ Coordinate release of assigned resources.
☐ Verify return of mutual aid resources.
☐ Finalize resource status records.
☐ Assist with incident documentation.
☐ Support cost recovery documentation.
☐ Participate in the After-Action Review.
☐ Archive resource tracking documentation.
Key References
• Section A – Direction and Control (pp. 13–19)
• Section H – Resources and Transportation (pp. 51–58)
• Appendix 3 – EOC Activation Matrix (pp. 115–116)

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RESOURCE UNIT LEADER OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Resource Unit Leader
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

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Planning Ahead
Notes / Documentation

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SAFETY OFFICER
INITIAL ACTIONS
☐ Obtain a briefing from the Emergency Management Director.
☐ Assess known and potential hazards associated with the incident.
☐ Identify responder safety concerns.
☐ Coordinate with Fire & EMS Coordinator, Law Enforcement Coordinator, and Health &
Medical Coordinator.
☐ Establish procedures for reporting safety concerns.
☐ Begin Safety Officer Activity Log.
ONGOING ACTIONS
☐ Monitor responder health and safety throughout the incident.
☐ Evaluate operational activities for unsafe conditions.
☐ Recommend corrective actions to reduce responder risk.
☐ Monitor use of appropriate personal protective equipment (PPE).
☐ Coordinate responder rehabilitation and accountability.
☐ Monitor weather, environmental, and hazardous conditions affecting operations.
☐ Coordinate with Health & Medical regarding responder injuries or exposures.
☐ Coordinate with Planning to identify emerging hazards.
☐ Review Incident Action Plans for safety considerations.
☐ Participate in operational briefings and tactical meetings.
☐ Document safety issues, corrective actions, and near-miss events.

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RECOVERY ACTIONS
☐ Evaluate responder injuries, illnesses, and exposures.
☐ Coordinate post-incident health monitoring, as appropriate.
☐ Identify safety improvement recommendations.
☐ Participate in the After-Action Review.
☐ Complete safety documentation and activity logs.
☐ Recommend updates to plans, procedures, and training based on lessons learned.
Key References
• Section A – Direction and Control (pp. 13–19)
• Section D – Law Enforcement (pp. 29–33)
• Section E – Fire and Emergency Medical Services (pp. 34–38)
• Section F – Health and Medical (pp. 39–45)
• Section G – Public Works (pp. 46–50)
• Appendix 2 – Hazard Identification and Risk Summary (pp. 113–114)

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SAFETY OFFICER OPERATIONAL WORKSHEET
Incident Operational Period Date/Time Prepared By
EOC Level Objectives Page Position:
Safety Officer
Current Situation Weather Life Safety Operational Priority
Position Status Dashboard
Item Status / Notes
EOC Status
Policy Issues
Declarations
Agency Coordination
Recovery Planning
Priority Actions
Resource Requests
Coordination Contacts
Major Decisions

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Planning Ahead
Notes / Documentation

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FEMA PUBLIC ASSISTANCE / DISASTER REIMBURSEMENT CHECKLIST
Quick-reference tool to help preserve eligibility and documentation for potential State and
FEMA disaster reimbursement.
MAYOR / LOCAL EMERGENCY PROCLAMATION
☐ Brief the Mayor on incident conditions and the need for a local emergency proclamation when
warranted.
☐ Coordinate proclamation language with the City Attorney, City Administrator, and
Emergency Management Director (template available in Appendix 1).
☐ Document the conditions supporting the proclamation, including impacts to life, property,
infrastructure, essential services, and available City resources.
☐ Ensure the proclamation identifies the incident/emergency, affected area if applicable, and
effective date/time.
☐ Obtain the Mayor's signature and document the date and time the proclamation was issued.
☐ Complete any required City Council action, ratification, extension, or termination in
accordance with applicable City authority.
☐ Provide the executed proclamation to appropriate City departments and emergency
management partners.
☐ Coordinate with Yuma County and Arizona DEMA regarding the City's declaration, damage
information, unmet needs, and requests for additional assistance.
☐ Maintain the signed proclamation, amendments/extensions, Council actions, supporting
documentation, and related correspondence in the official incident record.
☐ Document when local capabilities are exceeded or anticipated to be exceeded and any requests
for County, State, mutual-aid, or other outside assistance.
☐ Ensure damage assessments and cost information are provided through appropriate channels
to support any State or Federal disaster declaration process.
☐ If appropriate, document termination of the local emergency when emergency authorities are
no longer required.

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IMMEDIATELY / DURING RESPONSE
☐ Ensure the local emergency proclamation/declaration process is initiated when warranted.
☐ Establish a unique disaster/project/accounting code for incident-related costs.
☐ Direct all departments to track disaster-related costs separately from normal operating costs.
☐ Record the date, time, location, and description of all emergency work performed.
☐ Photograph/video damage before cleanup or repair whenever safely possible.
☐ Continue photographs during work and after completion.
☐ Document why emergency actions were necessary to protect life, public health/safety, or
improved property.
☐ Preserve EOC logs, ICS forms, situation reports, resource requests, work orders, emails, and
decision records.
☐ Maintain records of mutual-aid resources requested, received, used, and demobilized.
PERSONNEL / FORCE ACCOUNT LABOR
☐ Track each employee assigned to disaster work.
☐ Record employee name, title, department, and employment type.
☐ Record regular and overtime hours separately.
☐ Identify the specific disaster-related work performed.
☐ Record dates, hours, and locations where work was performed.
☐ Preserve timesheets, payroll records, pay rates, and applicable fringe-benefit information.
☐ Keep activity logs or other records supporting what employees were doing during claimed
hours.
CITY-OWNED EQUIPMENT
☐ Record each piece of City equipment used.
☐ Record equipment type, year/make/model, size or capacity, as applicable.
☐ Record operator.

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☐ Record dates and actual hours of operation.
☐ Record location and work performed.
☐ Preserve equipment usage logs.
☐ Separate standby time from actual operating time.
PURCHASES, MATERIALS & SUPPLIES
☐ Track materials and supplies used specifically for the disaster.
☐ Preserve purchase orders, invoices, receipts, delivery tickets, and payment records.
☐ Document materials taken from existing City inventory.
☐ Record quantity, type, location, and purpose of materials used.
☐ Document donated resources separately when applicable.
CONTRACTORS & EMERGENCY PROCUREMENT
☐ Follow City, State, and applicable Federal procurement requirements.
☐ Document the emergency or exigent circumstances supporting expedited procurement when
applicable.
☐ Preserve solicitations, bids/quotes, procurement documentation, contracts, amendments,
invoices, and proof of payment.
☐ Clearly define disaster-related scope of work in contracts.
☐ Track contractor work by date, location, activity, equipment, and quantities.
☐ Document cost/price reasonableness.
☐ Coordinate questionable emergency procurements with Finance/Procurement and the City
Attorney before committing funds whenever circumstances permit.
DAMAGE ASSESSMENT
☐ Identify each damaged City facility or infrastructure asset separately.
☐ Document the exact location of damage.

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☐ Describe the disaster-related damage and its cause.
☐ Photograph damage before repairs.
☐ Record dimensions, quantities, measurements, and extent of damage.
☐ Preserve pre-disaster photographs, maintenance records, inspection records, plans, and other
evidence of pre-disaster condition when available.
☐ Separate disaster damage from pre-existing deficiencies or deferred maintenance.
☐ Document emergency repairs and temporary protective measures.
☐ Maintain estimates and actual repair/replacement costs.
DEBRIS
☐ Identify where debris originated.
☐ Document debris type and quantity.
☐ Document collection, hauling, reduction, and disposal locations.
☐ Maintain load tickets and monitoring records when applicable.
☐ Track City labor/equipment and contractor costs separately.
☐ Photograph debris conditions and operations.
☐ Maintain documentation demonstrating the debris resulted from the declared incident and that
removal was necessary.
INSURANCE
☐ Immediately identify damaged property with applicable insurance coverage.
☐ Notify Risk Management/insurance carriers promptly.
☐ Preserve policies, claims, adjuster reports, correspondence, settlements, and proof of
insurance proceeds.
☐ Identify prior FEMA-funded facilities with an obtain-and-maintain insurance requirement.
☐ Track insurance proceeds separately to prevent duplication of benefits.

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FINANCE / COST TRACKING
☐ Maintain a centralized incident cost file.
☐ Track costs by department, location, facility/project, and type of work.
☐ Reconcile EOC/resource records with Finance records.
☐ Maintain personnel, equipment, material, contract, mutual-aid, and facility costs.
☐ Identify other grants, donations, insurance proceeds, or funding sources associated with the
same work.
☐ Preserve all supporting documentation for potential reimbursement and audit.
RECOVERY / FEMA PUBLIC ASSISTANCE
☐ Coordinate with Yuma County and Arizona DEMA regarding damage reporting and Public
Assistance requirements.
☐ Identify potential Category A - Debris Removal costs.
☐ Identify potential Category B - Emergency Protective Measures costs.
☐ Identify damaged roads/bridges, water-control facilities, buildings/equipment, utilities, parks,
and other eligible public facilities for potential permanent-work projects.
☐ Assign responsible City staff for each potential FEMA project.
☐ Maintain project files containing damage documentation, scope, costs, photographs,
procurement records, insurance information, and supporting records.
☐ Track FEMA/State requests for information and deadlines.
☐ Review proposed repair scopes for potential hazard-mitigation opportunities.
☐ Continue cost tracking through project completion and closeout.
GOLDEN RULE
If we cannot document who did it, what they did, when they did it, where they did it, why it was
necessary, and what it cost, do not assume it will be reimbursable.
When in doubt: document it, photograph it, retain it, and send it to Finance/Emergency
Management.

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IMPORTANT
A City emergency proclamation does not itself guarantee FEMA funding or constitute a Stafford
Act declaration. It documents the local emergency and supports escalation through County/State
channels. A Stafford Act declaration is a Presidential declaration under the applicable
State/Federal process.

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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

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• Terrorism and intentional acts
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

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• Coordinate resources and mutual aid
• Support public information activities
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

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• Cyber incidents
• Facility loss or inaccessibility
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.
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.
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

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• 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
Target Solutions 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 928-271-5800
Rd
RDO Equipment Yuma 3050 E Highway 95 928-341-7100
Bingham Yuma 3214 E Gila Ridge 928-726-4701
Rd
Southwest Lumber Yuma 1917 S Ave B 928-782-9867
Empire CAT Yuma 3885 E Gila Ridge 928-317-7800
Rd