HomeMy WebLinkAboutReso 1973-7020RESOLUTION NO. 7020
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA
VISTA ADOPTING CHULA VISTA EMERGENCY OPERATIONS PLAN
The City Council of the City of Chula Vista does hereby
resolve as follows:
WHEREAS, on September 11, 1973, the City was advised by
the Unified County Office of Emergency Services that the Emergency
Plan for the City of Chula had been reviewed and approved by the
State Office of Emergency Services, and
WHEREAS, adoption of the Emergency Plan will establish
eligibility of further participation in the various federally
financed assistance programs administered by the Office of Emer-
gency Services - Sacramento, and
WFIEREAS, the published version of the Emergency Plan
for the City of Chula Vista must be submitted to the State Office
of Emergency Services by November 14, 1973.
NOW, THEREFORE, BE IT RESOLVED by the City Council of
the City of Chula Vista that the Chula Vista Emergency Operations
Plan, a copy of which is attached hereto and incorporated herein
by reference as if set forth in full, be, and the same is hereby
adopted.
BE IT FURTHER RESOLVED that the City Clerk of the City
of Chula Vista be, and she is hereby authorized and directed to
forward a certified copy of this resolution to the State Office
of Emergency Services.
Presented by
Approved as to form by
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ohn R. Thomson, City Manager George Lindberg, City Atto ey
ADOPTED AND APPROVED by the CITY COUNCIL of the CITY OF CHULA
VISTA, CALIFORNIA, this 18th day of September 1973 , by
the following vote, to-wit:
AYES: Councilmen Hobel, Hamilton, Hyde, Egdahl, Scott
NAYES: Councilmen None
ABSENT: Councilmen None
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ATTEST r~-~'l)LLc_ ~/ ~..J ~ ~/ .J- "
City Clerk ~ ~r
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STATE OF CALIFORNIA )
COUNTY OF SAN DIEGO ) ss.
CITY OF CHULA VISTA
Mayor of the City of Chula~Vista
I- , City Clerk of the City of
Chula Vista, California, DO HEREBY CERTIFY that the above is a full,
true and correct copy of Resolution No. , and that the same has not
been amended or repealed. DATED
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C ,ty Clerk
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I~.iORKII~TG DR~F1 COPY
Ey1ERGENCY PLAN
CITY OF C~II7LA VISTA
CITY OF CHUTA VISTA
LETTERHEAD
(Date)
LETTER OF PROMULGATION
This Emergency Plan, as adopted by the City Council of the City of Chula
Vista, California, will be the immediate basis for the conduct and coor-
dination of emergency operations in the City of Chula Vista under the
following disaster conditions.
1. Upon declaration of a STATE OF WAR EMERGENCY as defined i_n the
California Emergency Services Act;
2. When the Governor of the State of California has proclaimed a
STATE OF EMERGENCY in an area including this city; or
3. Upon the order of the P~a.yor or the Director of Emergency Ser-
vices of this city, provided that the existence or threatened
existence of a LOCAL EMERGENCY has been duly proclaimed in
accordance with the provisions of the Emergency Services Ordi-
nance of this city.
1?~ROVED:
APPROVED:
Thomas D. Hamilton, 3r. , ~Sayor John R. Thomson, City titanager
(C"nairman, Disaster Council) (Director of Emergency Services)
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TABLE OF CONTENTS
Page
PTANNING BASIS
Authorities and References
Purposes
Activation of Emergency Plan
Planning Factors
General
Description of Jurisdiction
The Emergency Response System
Standardization of Plans
Emergency Requirements
City-Gounty Coordination
Private Resources
Supporting Organizations and Mutual Aid
Support to and by the City
Special Districts
Business and Industry
Military Support
Mutual Aid
Operational Area
The American National Red Cross
Continuity of Government
Assumptions
Basic
Major Peacetime Emergencies
War Emergency
OBJECTIVES
Operational Objectives
GENERAL PLAN
Operational Concepts - Major Peacetime Emergencies
General
Basic Emergency Situations
Warning
Operations Schedules - Major Peacetime Emergencies
Pre-Emergency
Emergency
Emergency Possible
Emergency Expected
Emergency Onset
Post-Emergency
Alleviation
Rehabilitation
Reconnaissance
Assistance Centers
Operational Concepts - ~•lar Emergency
General
Warning Conditions
Readiness Conditions
1
1
l
2
2
2
2
3
3
4
4
4
4
4
5
5
5
5
5
6
6
6
6
7
9
9
9
9
9
9
10
10
10
11
11
12
12
14
14
14
14
15
15
15
15
15
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Pa e
Operational Considerations 16
Nuclear Weapons Effects 16
Basic Operating Situations 17
Fire Defense Countermeasures 17
Radiological Defense Countermeasures 17
Operational Time Periods 18
Figure 1. Nine Basic Operating Situations 19
Figure 2. Close-In Effects of 10-MT Surface Burst 20
Operations Schedules - War Emergency 21
Increased Readiness 21
Warning Schedule 22
Remedial Operations 22
Undamaged Area Schedule 22
Undamaged. Fallout Area Schedule 23
Fire Area Schedule 24
Recovery Schedule 24
Figure 3. Priority Actions Schedules 26
ORGANIZATION 2 7
Manpower 27
General 27
Disaster Service Workers 27
Organizational Structure 27
The Emergency Organization 28
Staff Sections 28
Direction and Control Group 28
Situation Intelligence Section 29
Ra~iological Defense Section 29
C~~tnications and Warning Section 29
Em_erjency Public Information Section 29
Emergency Services 29
City Emergency Services 29
la :o Enforcement Service 29
F~~e Service 30
Public Works Service 30
Countywide Emergency Services 30
rl~dical and I-Iealth Service 30
rLass Care Service 30
Traffic Control Service 31
Coroner Service 31
Emergency Resources Management 31
Economic Stabilizatior_ Division 31
Food Administration Division 31
Gas and Electric Division 32
Housing Division 32
Industrial Production Division 32
Ntanpotiaer Division 32
Petroleum Division 32
Procurement Divisior. 32
Telecommunications Division 32
Transportation Divisior. 32
Water Resources Division 32
April, 1973 ~i
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Page.
Emergency Organization Chart (Local Emergency or Sta-te of Emergency) 33
Emergency Organization Chart (State of War Emergency) 34
Interjurisdictional Chart 35
TASK ASSIGNMEETITS 37
General Responsibilities 37
Specific Responsibilities 38
City Council 38
Disaster Council 38
Director of Emergency Services 38
Legal Advisor 38
Staff Sections 39
Direction anal Control Group 39
Situation Intelligence Section 39
Radiological Defense Section 39
Communications and Warning Section 39
. - Emergency Public Information 40
Emergency Services 40
Law Enforcement Service 40
Fire Service 40
Public Works Service 40
Medical and Health Service 41
Mass Care Service 41
Traffic Control Service 42
Coroner Service 42
Emergency Resources Management 42
Economic Stabilization Division 43
Food Administration Division 43
Gas and Electric Division y.3
Housing Division 43
Industrial Productio*~ Division 43
Manpower Division 44
Petroleum Division 44
Procurement Division 44
Telecommunications Division 44
Transportation Division G.4
Water Resources Division G~4
Attachment A - Continuity of Government 45
Attachment B - Basic Actions for increased Readiness - War Emergency 47
Attachment C - Warning Systems 53
Attachment D - Emergency Communications Systems. 55
Attachment E - Emergency Broadcast Syst2_n (EBS) 59
Attachment F - Emergency Operating Center 6I
Attachment G - Fallout Shelter System 63
iii Apri1_ ,973
Annexes and Appendix folio?a Page 64
Page
Annex 1 - Direction and Control Group 1
Annex 2 - Law Enforcement Service 1
Annex 3 - Fire Service I
Annex 4 - Public Works Service 1
Annex 5 - Medical and Health Service (Summary) 1
Annex 6 - Mass Care Service (Summary) I
Annex 7 - Traffic Control Service {Summary) I
Annex 8 - Coroner Service (Summary) 1
Annex 9 - Emergency Resources Management (Summary) 1
Appendix 1 - Supporting Departments Assigned Emergency Tasks
in the Emergency Organization 1
April, 1973
iv
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EMERGENCY PLAN
CITY OF C~~.~ VISTA Ei~1ERGENCY SERVICES ORGANIZATION
I. PIANNING BASIS
A. Authorities and References
1. California Emergency Services Act, Chapter 7 of Division 1 of
Title 2 of the Government Code.
2. California Emergency Plan (December, 1970) and subplans (as
issued).
- 3. California Emergency Resources Management Plan (January, 1968)
and subplans (as issued).
~+, Governor's Orders and Regulations for a 1Jar Emergency, 1971
5. IInified San Diego County Emergency Services Agreement.
6. San Diego County Emergency Services Organization Emergency Plan.
7. County of San Diego Emergency Services Ordinance No. 3947, dated
August 22, 1972.
8. City of Chula Vista Emergency Services Ordinance No, 1408, dated
August 1, 1972.
9. City of Chula Vis*_a Resolution adopting the California Master
Mutual Aid Agreement, dated April 10, 1951.
3. Purposes
This document, with its associated annexes, constitutes the City of
C'nula Vista Emergency Plan, Its purposes are to:
I, Provide a oasis for the conduct and coordination of operations
and the management of critical resources during emergencies,
2. Establish a mutual understanding of the authority, responsibili-
ties, functions, ar_d operations of civil government in the City
of Chula Vista during an emergency,
3. Provide a basis for incorporating into the city emergency orgar_i~
zation those non-governmental agencies and organizatior_s having
resources necessary to meet f oreseeable emergency requirements.
_?_ April, 1;;~3
C. Activation of Emergency Plan
1, This plan shall become operative:
a, Automatically, by the existence of a STATE OF WAR EMERGENCY,
as def fined by the California Emergency Services Act;
b. When the Governor has proclaimed a STATE OF EMERGENCY in an
area including this city; or
c. On the order of the riayor or the Director of Emergency Ser-
vices, provided that the existence or threatened existence of
a LOCAL EMERGENCY has been proclaimed in accordance with the
provisions of the Emergency Services Ordinance of this city.
2, The Director of Emergency Services is authorized to order the mo-
bilization of the city emergency organization or any portion
thereof, as required, to provide for increased readiness in the
event of the threatened existence of an emergency and prior to
the activation of this plan.
D. Planning Factors
1, General
a. Description of Jurisdiction
(1) The City of Chula Vista is located south of the City of
San Diego, approximately 10 miles from the County Admin-
istration Center, in the southwest portion of the State
of California
{2) The city is bounded on the north by the City of National
City; on the east and south by unincorporated areas of
the County of San Diego; and on the west by San Diego
Bay,
(3) The city is approicu-nately 18,8 square miles in area, TI-ie
planning area of the city encompasses 54.3 square miles,
{4) The 1970 census population of the city was 67,901, The
1972 estimated population of the city is 7C,60U,
(5) 'The City of Chula Vista is predominantly residential with
heavy industry,
(b) The city's terrain is coastal, Interstate Highway 5 bi-
sects the city from north to south, The city is served
by the Santa Fe Railroad,
(7) The City of Chula Vista is served by Bay General Hospital
(bed capacity - i59), located at 455 °1H" Street and the
Community ~~-Icspital of Chula Vista-(bed capacity - 88),
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located at 553 "F" Street. The city is served by all
radio and television stations in the San Diego area.
(8) The city depends primarily upon truck transportation for
critical supplies.
b. The Emergency Response System
Disaster planning should not be something apart from the
everyday activities of local government. It is day-to-day
government ~ohich is geared to act effectively in an emergency
by making use of the same staffs, skilled personnel, facili-
ties, and equipment required for routine day-to-day opera-
tions. Government responsibility in time of disaster is gen-
erally the same as in normal times; the protection of life
and property and the continuation of essential public ser-
vices is the primary mission. Disasters do not c'range the
basic responsibilities of government• they increase the need
for fulfilling them promptly and effectivel under emergency
conditions.
Civil government, augmented and reinforced during an emer-
gency, conducts emergency operations, provides mutual aid be-
tween local governments, including state and federal support,.
and controls all critical and essential resources. Civil
government also gives direct support to military forces en-
gaged in retaliatory or defensive operations. Current Cali-
fornia legislation and emergency planning provides for the
establishment of a countywide operational area. The City of
Chula Vista is a member of the Unified San Diego County Emer-
gency Services Organization. A coordinator and such staff as
required will coordinate interjurisdictional actions of the
county and the cities in the county. In San Diego County the
Unified Organization has the responsibility of and functions
as the operational area organization. The Unif ied Organiza-
tion serves as ar_ intex-ro.ediate link in the lines of comTnuni-
cations and coordination between local jurisdictions and the
state emergency organization during a STATE OF WAR ELLERGENCY
and may be used during a STATE OF ~IERGENCY or a declared
LOCAL L~RGENCY.
c. Standardization of Plans
So that jurisdictions of the Unified San Diego County Emer-
gency Services Organization may act in concert during an
emergency, their Emergency Plans are standardized and com-
patible with respect to basic:
(1) Concept of operations;
(2) Responsibilities;
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(3) Organizational structure; and
(4) Terminology
d. Emergency Requirements
This Emergency Plan identifies foreseeable tasks, organiza-
tional requirements, resources requirements, and procedures
for the conduct of emergency operations. Non-essential pri-
vate and goverrmtent activities may be reduced or stopped, de-
pending upon emergency conditions.
c.. Cites-County Coordination
The San Diego County Emergency Services Organization may con-
, duct emergency operations inside the limits of the cities, by
mutual agreement, in accordance with the provisions of the
_ Unified San Diego County Emergency Services Agreement. (See
V. A. 3., 4., and 5.)
f. Private Resources
Most privately owned resources are available during emergen-
cies. Arrangements shall be made to make maximum effective
use of these materials and personnel resources.
~. Supporting Organizations and Mutual Aid
a. Sup.~ort to and by the City
The city emergency services organization will support and be
supported by:
(1) Emergency organizations of other cities within the county
and those of other counties;
(2) Emergency organization of the county;
(3) Emergency organization of the State of California; and
(4) Federal agencies.
b. Special Districts
(lj Personnel and resources frcm special districts, operating
~~7ho11y cait'_nin the city, have been incorporated into tine
city emergency organization.
(2) Personnel and resources from special districts, whose jur-
isdictions e~;terd beyond the borders or the city, have
been incorporated into the San Diego County Emergency
Services Organization.
~_pri1, 1973
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c. Business and Industry
Business and industry having personnel and resources needed
to meet emergency requirements have been incorporated into
the city emergency organization.
d, Militarv Support
Military assistance will complement, but not substitute for,
civil government emergency operations.
e. Mutual Aid
Ptutual aid, including personnel, supplies, and equipment,
will be provided in accordance with the California Master
Mutual Aid Agreement.
_ f. Operational Area
Mutual aid between jurisdictions within the county will be
coordinated by the Coordinator of the Unified Organization
during a declared LOCAL EMERGENCY, STATE OF EMERGENCY, or a
STATE OF ti7AR Ei~1ERGEiVC~i'.
g, The American National Red Cross
The Red Cross has legal responsibilities to provide relief
for the disaster-caused needs of persons affected by a natu-
ral disaster. The Red Cross conducts its programs through
local chapters. The Red Cross finances its own r_atural dis-
aster programs, and exercises administrative control over its
own operations. All assistance is provided on a grant basis
through the fo11oT.~ing programs: mass care, including food,
clothing, and lodging; supplemental medical and nursing care;
family services; and rehabilitation. During natural disasters,
the Red Cross operates independertlp of, but coordinates with,
local government. Although recognizing that warning, rescue,
and evacuation are governmental responsibilities, the Red
Cross assists in those services *f~hen such help is requested
by local governments,
The. operational integrity of local Red Cross chapters must be
maintained during Zti'AR E~~'P.GEi1CIES because of the Geneva Con
ventions and National flood Program obligations unposed on
the Red Cross by the Federal Government. Should the local
Red Cross volur_teer disaster committee be incorporated into
the local emergency plan for Yaar-caused disasters, the com-
mittee assists only in meeting mass care needs for food,
clothing, and lodging as a part of the Mass Care Service.
Goverment is responsibile administratively and financially
for the conduct of these programs in war-caused emergencies.
_S._ April, 19 3
The Coordinator of the unified Emergency Services Organization
is responsible for arranging through the Chairman of the local
Red Cross chapters for participation of the Red Cross in the
emergency organization as a part of the Mass Care Service in
case of Taar-caused emergency, and for the working relationship
between the Red Cross and county agencies in case of natural
disasters or other peacetime emergencies.
3. Continuity of Government
In order to assure continuity of government, provisions have been
made for;
a. Emergency succession to key positions in government;
b. The preservation of essential records and documents; anal
c. Temporary seats of government, (See Attachment A, Continuity
of Government. )
E. Assumptions
1. Basic
a. The responsibility for emergency preparedness rests with civil
government at all levels.
b. Civil governments can meet their basic. operational objectives
if automatic and coordinated responses are based on contin-
gency plans and preparations which forecast actual emergency
conditions.
c. Prompt and correct public response which will influence civil
government ability to respond effectively in an emergency is
largely dependent upon timely and factual public information,
advice, and action instructions.
d. Available ~,.~arning time, used effectively, will decrease poten-
tial life and property loss.
e. Adequate pre-emergency testing of facilities and equipment
will assure reliable functioning.
2, iiaior Peacetime Emergencies
a. Areas affected are usually geographica.ll_y limited.
b. The remedial actions to be tal.en can vary considerably depend-
in~ on the specifics of the emergency situation.
c. The nature and extent of the emergency ~r;ould govern Tr;hic,z
element of the emergency organization would mobilize and
respond.
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d, Specific task force organizations may be required to meet
special situations.
e. Peacetime emergency responses are a composite of extraordi-
nary activity and continuing conduct of routine governmental
operations.
f. Informal citizen groups may spontaneously form to assist in
recovery and should be effectively utilized,
g. Some normal facilities and systems could be seriously over-
loaded and/or overcrowded.
h. Mutual aid from unaffected areas would be available and could
be focused on the disaster area.
i. Fiscal and procurement procedures would be a major concern.
3. War Emergency
a, National policy considers nuclear attack to be the primary
threat.
b. There is also the possibility of an attack wit'n conventional,
incendiary, chemical, or biological weapons.
c. Locations in California might be attacked with little or no
advance warning by aircraft, missiles, aerospace weapons
systems, clandestinely introduced tireapons, or by sabotage,
d, There is no way of knowing the exact nature of potential
enemy intentions or precise capabilities for attack.
e. Radioactive fallout poses the greatest threat to the largest
.number of people, and the most lives can be saved through
effective use cf fallout shelters,
f. Although control and recovery tasks are similar in many re-
spects to those of a major peacetime emergency, there are
major differences, T'nese differences must be recognized,
identified, and planted for, (See III. C, and D,)
g. Significant departures from -routine operations can be anti-
cipated.
h. The overall resources requirements are vastly greater than
those of a major peacetime emergency,
i. The 3pp11Cat10P_ of interjurisdictional mutual aid may be
impractical and/or delayed.
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II. OB.TECTIVES
A. Operational Objectives
The city emergency services organization will plan, prepare for, and
conduct operations in order to accomplish the following objectives:
1. Plan for continuity of government.
2. Provide a basis for the direction and control of emergency
operations.
3. Save lives and protect property.
4. Repair and restore essential systems and services.
5. Provide for the protection, use, and distribution of remaining
resources.
6, Coordinate operations with the emergency services organizations
of other jurisdictions.
TII. GENERAL PLAN
A. Operational Concepts - Major Peacetime Emergencies
1. General
The potential fo.r a major calamity increases with the continuing
urbanization of previously unpopulated .areas and with the advent
of industrial processes which utilize hazardous materials.
The impact of earthquake, fire, and flood magnifies as more and
more high-risk land is used to keep up with urban growth. The
use of hazardous chemicals in industry and agriculture increases
the potential for disaster. Transportation accidents can almost
instantaneously produce mass casualties. Social unrest, although.
initially evidenced by non-violent strikes and demonstrations,
can grow to sajor proportions and erupt into riots, resulting in
loss of life and destruction of public and private property.
Each of these events can tax the resources of any single juris-
diction, requiring partial or complete mobilization of the e_ner-
gency organization and the use of interjurisdictional mutual aid.
2. Basic Emer~ency Situations
The City of Ch»la Vista will respond to the following types of
emergency situations.
-g- April, 173
a. Earthquake
b, Taunami (seismic sea wave)
c. Flood
d. Fire
e. Accident
(1) Transportation
(2) Industrial
f. Civil disturbance
g. Storm
h Pollution
i. Epidemic
3. Warning
Some types of peacetime emergencies will be preceded by a buildup
period which, if recognized and utilized, can provide advance
warning to those areas and/or population groups which might be
affected. (See Attachment C, Warning Systems.) Other emergencies
occur without advance warning, thus requiring mobilization and
commitment of the emergency organization after the onset of the
emergency situation. All agencies of government must be prepared
to respond promptly and effectively to any foreseeable emergency.
B.
Operations Schedules - Major Peacetime Emergencies
In consideration of all possible disaster situations, this plan will
'oe implemented in three stages as time and circumstances permit.
_> Pre-Emer~enc~
a. City departments having emergency responsibilities, as assign-
ed in Part V of this plan, are to prepare service support
plans, operating procedures, and checklists detailing the
utilization and disposition of their resources in ar. emer-
gency. Such plans and procedures are to include coordination
and co~mnunication-links with counterpart organizations of
other jurisdictions. Special districts and private sector re-
sources and personnel must be identified when such resources
and personnel can be related to the emergency responsibili-
ties and functions of a particular emergency service. [v'k?er
an element of the emergency organization includes special
districts and private sector capabilities among its resources,
agreements or resolutions for such inclusion will be entered
into between the parties concerned.
Service plans and checklists written in consonance ?•3iti1 this
plan and its attachments, upon approval of the Director of
Emergency Services, become annexes'to this plan,
b. In addition to
of Chula Vista
form prepared
~~~r%i, :1973
its emergency plans and procedures, the City
Emergency Services Organization has a standard
and available for use in requesting that the
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Governor proclaim a STATE OF ED'LERGENCY in the City of Chula
Vista. The Mayor or the Director of Emergency Services will
forward this request to the Governor through the State Office
of Emergency Services (OES) when the situation indicates the
need for state mutual aid and a LOCAL EMERGENCY has been duly
proclaimed.
At the .time the request is made, the OES will be provided
with estimates of the severity and extent of damage resulting
from the disaster; the amount (in dollars) of public, agri-
cultural, and private (non-agricultural) damage sustained or
expected; and the total funds, personnel, equipment, material
or other resources required to alleviate such damage. These
estimates will be updated as more factual data becomes
available.
2. Emer ency
This stage is divided into three phases, as follows.
a. Emergency Possible
Conditions exist which could result in an "emergency" such as
continuing and excessive rainfall, an uncontrolled wild land
fire, an undersea seismic disturbance resulting in a Tsunami
watch, or a potential civil disturbance.
As this situation develops into a threat to life and property,
the Director of Emergency Services will evaluate the informa-
tion, decide upon, and initiate appropriate local response.
If appropriate, the OES Regional Office will be notified and
given all available inforn~ation as to the kind of threat, its
imminence, potential severity, area to be affected, and asso-
ciateu' problems. Subsequent reports will include action be-
ing planned or taken and anticipated deficiencies in critical
emergency resources.
The OES Regional Manager will contact the Director, OES, in
anticipation of the need to coordinate mutual aid and other
re-nedial measures. OFS and the Regional Office will ensure
that appropriate state and federal emergency action agencies
are alerted and informed.
All involved city emergency services will put their emergency
plans into limited operation. This caiil include alerting key
personnel, assuring readiness of essential records, and pre-
paring to move resources into the threatened areas when re-
quired, keening the affected populace informed of changing
conditions, and providing them with preparatory instructions,
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City emergency services agencies will coordinate with their
city, county, and state counterparts, as required, to ensure
general readiness and ascertain local deficiencies that may
need to be supplemented from other sources.
b. Emergency Expected
This phase begins when an evaluation of the potential situa-
tion indicates that it appears to be a matter of "when" rath-
er than "if" emergency conditions will exist. The Director
of Emergency Services will immediately put emergency plans
into full operation and conduct operations as follows.
(1) Alert threatened elements of the populace and initiate
evacuation as necessary.
(2) Advise appropriate city emergency services to activate
all needed and available resources, advise the Director
where resources appear to be insufficient, and prepare
for receipt and application of mutual aid.
(3) If determined that state and possibly federal aid will be
needed, proclaim or have the City Council proclaim a LOCAL
EMERGENCY as prescribed in the city ordinance, and submit
a formal request through OES for the Governor to proclaim
a STATE OF EZ-IERGENCY. Such a request will be in the form
referred to in 1. b. above. However, it can be preceded
by a verbal request, provided a LOCAL EMERGENCY has been
duly proclaimed.
As provided in the State Peacetime Emergency Plan, state
agencies, on advice from OES, will provide maximum avail-
able departmental assistance to threatened or stricken
communities. Appropriate state agency representatives
will establish liaison with their operational area coun-
terparts to relay intelligence and mutual aid requests.
The OES Regional `Manager will coordinate infra-regional
mutual aid and state assistance as necessary.
Should the possible or expected emergency dot develop,
the Director of Emergency Services will take steps to
assure that aI1 alerted agencies are promptly notified of
t'nis ch?nge in conditions.
c. Emergency Onset
This phase exists upon occurar_ce of an emergency in such force
as to be beyond file capabilities of this city to control, re-
sulting in a r_zed for inter;urisdictional mutual aid, thus
necessitati::g the proclamation of a LOCAL E~-~RGEIvCY, if r_ot
already accomplished.
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A catastrophe striking with minimal or no warning, such as an
earthquake or massive accident, will automatically initiate
appropriate actions described in the two prior phases,
The nature of remedial operations is dependent upon the char-
acteristics and requirements of the situation, The emergency
organization, as outlined in Part IV, will be mobilized as
required to cope with the specific situation. Each service,
when mobilized, will operate according to the provisions of
its service annex and/or pertinent procedures and resources
manuals associated therewith. Priority will be given to
operations such as the following:
(1) Mobilize, allocate, and position manpower and materials;
(2} Produce and disseminate warning, emergency information,
advice, and action instructions to the public;
(3) Survey and evaluate the emergency situation and advise
the Director of Emergency Services;
(4) Provide for evacuation and/or rescue as required;
(5) Provide for care and treatment of casualties;
(6) Coordinate with the American Nati oval Red Cross for the
care of people; (Includes actions such as delivering
survival supplies, caring. for displaced persons, regis-
tering casualties and displaced persons, receiving and
answering inquiries,)
(7) Enforce police powers in controlling the locations and
move~-aent of people, establishing pass and entry controls,
erecting traffic barricades, imposing curfew, etc.;
(8) Implement health and safety measures;
(9) Protect, control, and allocate vital resources;
(10) Advise industry, schools, and business of possible phased
shutdowns;
(11) Restore or activate essential facilities and systems; and
(12) titaintain liaison with t3nified Coordinator.
~Jhen local resources are committed to the maximum, and addi-
tional material and/or manpower are required to control or
alleviate the emergency, a request for mutual aid will be
initiated. Chiefs of Fire and Law Enforcement Services may
request or render mutual aid directly through established
channels; however, any action which involves financial outlay
-13- April, 1~%3
by the city or a request for military assistance must be
authorized by the Director of Emergency Services.
3. Post-Emergency
This stage has three major objectives: temporary means to rein-
state family autonomy and provide essential public facilities and
services; permanent restoration of private and public property,
along with the reinstatement of public services; and reconnaiss-
ance or on-the-scene investigations and research to uncover resi-
dual hazards, advance knowledge of disaster phenomena, and pro-
vide information to improve future emergency operations. These
objectives may be overlapping but the needs will be treated in
the following priorities.
a. Alleviation
(1) Maintain family autonomy, whenever possible, by providing
temporary housing and/or minor repairs to restore perman-
ent housing, means of sustenance, essential clothing, un-
employment compensation, and personal needs.
(2) Re-establish essential public services, including emer-
gency medical care, sewage and garbage disposal, drinking
zoater, gas and electric service, public transportation,
telephone service, and opening of roads and schools.
b. Rehabilitation
(1) Permanent replacement or full renovation of family dwell-
ings and restoration of means of livelihood.
(2) Full restoration of public facilities,
c. Reconnaissance
Tiay be conducted by any department on its o~~n initiative or
on instruction frCm the Director of Emergency Services, de-
pending on the type of emergency, relative conditions, and
the department's involvement in emergency operations.
At the earliest feasible time, regardless of stage or phase
of emergency, the Director of OES, operatin through the
State Coordinating Officer, will bring appropriate state
agency representatives together with pertinent operational
area, local, federal, and Red Cross officials to implement
coordinated federal and state assistance prograss and estab-
lish priorities.
Each represented agency Twill take the necessary action to
satisfy identified recovery needs. This action will inciud•~
broad dissemination, through all available media, of guidance
ypY'i, ~ 973
1 ~,
3 /.~ ~~~
Public responses to warning conditions are given in Section D, 2.
b,, of this chapter,
3. Readiness Conditions
International events may continue to produce critical situations
requiring civil governments to undertake precautionary measures
prior to an attack warning. In such situations, local civilian
agencies need to follow standard procedures to:
a. Phase from normal peacetime activities to wartime readiness;
b. Make the transition uniformly at each level of government in
California; and
c. Respond automatically and. fully without additional instruc-
tions.
A series of readiness conditions, numbered inversely from CONDI-
TION FOUR through CONDITION ONE has been established. Each con-
dition prescribes specific preparation actions by the emergency
organization, Specific actions to be taken under each Readiness
Condition are outlined in Attachment B, Basic Actions for In-
creased Readiness - War Emergency,
Changes in Readiness Conditions twill be ar_nounced by the Governor
or his designated representative.
Announcement of CONDITION THREE and CONDITION TWO will be made
initially over the Department of Justice CLETS teletypewriter
network and followed by an official announcement t'nrough news
media. CONDITION ONE will exist upon proclamation by the Gover-
nor or, automatically, upon receipt of a Tactical TJarning or an
Attack,
!:. Operational Considerations
a. Nuclear Weapons Effects
The general categories of nuclear weapons effects. are:
(1) Heat -- a prompt effect which can produce burns on ex-
posed persons and initiate fires over a large area.
These fires can later merge and spread into major con-
flagrations if not promptly contrelied, provided suffi-
cient fuel materials are present.
(2) Blast -- a prompt effect which, by overpressure and high
velocity winds, can collapse or seriously damage struc-
tures.
{3) Radiation -- which may be both prompt and residual.
Aril, 1973
- i 5-
Prompt radiation is present at the time of detonation,
but is limited to that area subject to severe blast and
- fire effects. Residual radiation is present in the imme-
diate crater area of a ground burst and in the fallout
area downwind, The fallout area may be hundreds of times
larger than the area affected by blast.
b, Basic Operating Situations
The major continuing hazards are fallout radiation and fire.
Therefore, priority remedial operations should be directed
toward protection against or control of these threats. Since
the feasibility of all post-attack operations will be condi-
tioned by the radiation and fire situations, contingency plan-
ning must be based on the existence and degree of risk asso-
ciated with these hazards.
(1) For planning and operational purposes, the radiation
situation may be described in three categories,~as fol-
lows
(a) Negligible -- the fallout radiation level never
exceeds 0,5 r/hr.;
(b) Moderate -- fallout radiation level between 0.5
and 50 r/hr,; and
(c) Severe -- fallout radiation level exceeds SO r/hr,
(2) Similarly, the fire situation may be described in three
categories:
(a) Negligible -- rLo significant fire problems;
(b) Controllable -- fire threat to area shelters within
the local capability to suppress or contain; arLd
(c) Uncontrollable -- beyond the local capability.
{3) These situations may occur in various combinations, as
si:oom in Figures 1 and 2.
c, Fire Defense Countermeasures
Fire pred ~ninates over all other hazards, Prompt action must
be taken to s+appress or control fires and to move seriously
threater_ed shelterees, regardless of other potential or exist-
ing hazards,
d. Radiological Defense Countermeasures
Time and effective use of countermeasures is necessary in
...1?_ April, 19?3
NEGLIGIBLE CONTROLLABLE INCONTROLLABLE
FIRE FIRE FIRE
NEGLIGIBLE
FALLOUT
MODERATE
FALLOUT
SEVERE
FALLOUT
NEGRAD NEGRAD NEGRAD
NEGFIRE LOFIRE HIFIRE
LORAD LORAD LORAD
NEGFIRE LOFIRE HIFIRE
HIRAD HIRAD HIRAD
NE.GF IRE LOFIRE HIFIRE
~3) ~6) C9)
FIGURE 1. NII~1E BASIC OPERATING SITIiATIONS
-1^-
Agri1, 19i3
~J
~~
w
,.~
<.~
`C`he land areas a:Efected
by the various nuclear
vaeapons effects are large
compared with the dimen-
s.ions of most political
subdi.visicns, industrial
complexes, anal military
i_nstal.lations. Studies
:indicate that cities hav-
in~; a population 1e~s
than 7.00, 000 are general.-~
1y smeller t=han one oi=
the 25-square-m:i.le r. i.cl
sections. "1'Iierclore, it
is proUable that most:
locali.tie;> ~.~ri11 experi-
e~ice on1.y a e?a oL the
basic ol~~er~iti.ng situa-
t ions ,
APPhOXIMAi'E
6~I?APOtJ - CAUSED
FIR7sS
i
A PPP.OXIMATE LIMIT OF FALLOUT . ~ ~
NE I2AD LO SAD
NE IRE NE FIRE
NEG ~1D ~ ..> ~' 4~
L01
rZb~~
__
LOR ~D
LOF _RE~
~
~
I-III D I-I I D H I D
~~
H IT
IP.7 L0~ 'IRE NEGI IR>;
.~
~ LC RAD
~ ' LC FIRE
NEG.' D LO D
~~ NEG~' IRE NE 1FIRE
FIGUFE <? , CLOSE-IN EFFECTS OF 10-~('T SURFACE BURSg~
(15 MPI-I wind speed) ~
APPROXIMATE
~ LIMIT OF
SEVERE FALLOUT
- 5 miles
D. Operations Schedules - War Emergency
Increased readiness operations prior to an attack follow a pre-plan-
ned schedule, After an attack, the basic operating situation of each
area is identified and priority operations. conducted in accordance
with that situation. If the situation changes in an area, another
schedule must be used, These pre-planned schedules are based on
foreseeable attack conditions.
1. Increased Readiness
In the event of a change in readiness conditions, civil govern-
ments prepare for and implement priority operations, as appro-
priate. The listed order does not indicate the relative prior-
ity of operations.
a, Prepare to conduct post-attack operations.
b, Mobilize and pre-position the emergency organization.
c, Activate the following .activities:
(1) Emergency Operating Center (EOC);
(2) Public care facilities, especially fallout shelters, for
occupancy; inventory stocks; fill deficiencies; and dis-
tribute supplemental survival resources;
(3) Medical care facilities, including packaged first aid
stations and disaster hospitals;
(4) Medical and health facilities, such as blood collection
stations and immunization clinics; and
(5) Communications systems, including the Emergency Broadcast...
System.
d, When authorized, expand fallout shelter capacities by upgrad-
ing existing structures and constructing expedient shelters.
e. Produce and disseminate emergency inforFnation, advice, and
action instructions to the public,
f, Implement emergency training and public education programs.
g, Pre-position vital records and resources to maximize post-
attack availability and establish custody, control, and pro-
tective security,
h. Review plans for Emergency Resources tiianagement,
i„ Reaffirm continuity of government plans,
_?l~ ~pr~l, 173
j, Advise selective shut-down of business, schools, and industry.
k. Prepare to direct and control movement of the public to fall-
out shelters.
2, Warning Schedule
a, Upon receipt of tactical warning or attack without warning,
t'ne emergency organization continues or initiates appropriate
pre-attack operations (see preceding schedule). Providing
the general public with fallout shelters has the highest pri-
ority,
b, On notice of a warning condition, public responses should be
as follows:
Warning Condition Public Response
Strategic LJarning 1. Listen to appropriate EBS'~ station.
(no public warning 2. Follow instructions.
signal) 3, Prepare to occupy shelters.
Tactical Darning or 1, Listen to appropriate EBS%~ station,
Attack, No Warning 2, Fo11oti>> instructions.
(attack warning 3, Occupy fallout shelters.
signal)
'~ See Attachment E, Emergency Broadcast System (EBS),
~. Remedial Operations
In the event of attack, the highest numbered Basic Operating Sit-
uation that prevails within an area determines the priority ac-
tions to be initiated in the immediate post-attack period, These
actions are summarized in Figure 3, and described in greater de-
tail in paragraphs 4, ~, and 6, below,
4, L'ndamayed Area Schedule
the undamaged area schedule applies in areas yaith minor or no
blast and fire damage and negligible fallout, or in which fallout
radiation has decreased to the point where shelter occupancy is
no loage-r required.
the emergency organization :dill flake t'ne following priority ac-
tions, as appropriate, T'ne listed order does r_o} indicate the
relative priority.
a, Continue or initiate pre-attack schedule actions,
b, Survey and evaluate the emergency situation. advise the San
t~iego County Operational Area EOC,
_~przl, 1973 _~~_ _
c, Improve the fallout shelter capability.
d, Maintain, restore, and operate essential-facilities and
systems.
e. Emerge from fallout shelters on a standby basis.
f. Establish special safety measures by implementing health con-
trols and appropriate Radef countermeasures and marking con-
taminated areas.
g. Provide available mutual aid to more seriously affected areas.
h. Care for distressed people by operating public shelters; re-
gistering and locating displaced persons; .and providing emer-
gency medical treatment, food, and lodging.
- i. Maintain law and order,
j. Establish government custody, control, and protective secur-
ity over vital resources,
k, Establish priorities; allocate and distribute manpower and
materials, based on an estimate of available resources,
5. Undamaged Fallout Area Schedule
In fallout areas essentially undamaged by blast or fire, post-
attack responses will be restricted by a general need for fallout
protection of the public and disaster service workers; many pre-
attack operations must be stopped or severely limited during
shelter occupancy. Unsheltered activities will be progressively
implemented as the radiation hazard decreases.
The emergency organization will take the folloiaing priority ac-
tions, as appropriate. The listed order does not indicate the
relative priority,
a. Continue, or initiate, pre-attack actions as appropriate.
b. Survey and evaluate the emergency situation..
c, Implement radiological monitoring and reporting,
d, Produce ar_d disseminate situaticn intelligence, with special
attention given to fallout j•,arning and arrival times,
e. Estimate remaining resources required for recovery.
f. Produce and disseminate emergency information, advice, and
instructions to the public.
-- A?,.il,
°~'-%` 1973
g. Implement health controls and Radef countermeasures.
h. Occupy and manage fallout shelters and Emergency Operating
Centers and operate communications systems.
i. When radiation levels permit, allocate and distribute food,
water, clothing, fuel, and medical supplies to shelters.
j. When radiation levels permit, provide support to more ser-
iously affected areas or, as necessary, obtain support from
or relocate to less seriously affected areas.
k. As soon as practicable, restore, operate, and maintain other
essential facilities and systems.
6. Fire Area Schedule
_ The detonation of a nuclear weapon can create scattered fires at
distances where only minor structural damage occurs, threatening
persons in shelter. Prompt local action will be necessary to
prevent these fires from spreading.
The emergency organization responds by preparing for and taking
the following priority actions, as appropriate. The listed order
does not indicate the relative priority.
a. Utilize self-help fire suppression to fight fires.
b, Use fire department personnel and equipment to fight fires
beyond the capability of the self-help fire suppression teams,
c, Survey and evaluate the fire situation and., as actions to pro-
tect against the immediate threat of fire are completed, take
action, as necessary, to protect against fallout.
d, Relocate, as required and feasible, the threatened population
to fire-safe, fallout-protected areas.
7. Recovery Schedule
As fires burn out and radiation levels decrease, emergency opera-
tions phase into the recovery period; erphasis will then be placed
on the management of resources to meet continuing survival and
recovery needs.
The priority operations during this period are:
a. Continue to initiate and conduct operations required for sur-
vival and recovery as described in the preceding schedules,
b. Establish and/or continue to operate a resources management
system based on the State Emergency Eesources Management
npr3_=, 1973
-'~,~,_
/~~
~~~~
Plan, including:
(1) Plan for, determine priorities for, and implement general
reconstruction and production operations; and
(2) Control the distribution of essential resources, imple-
ment price and rent controls and consumer rationing.
c. Take steps necessary to maintain a stabilized,- viable
economy.
"~J"' Gi ?'L 11, ' ~J?3
{J
l~
OPERATIONS BASIC OPERATING SITUATION ~
SCHEDULE CONTINGENCY SITUATION DEFINITION PRIORITY ACTIONS
Undamaged FREE NEGRAD-NEGFIRE No weapon-caused fires; Maintain initial shelter
Area (1) Dose rate less than 0,5 postuxe;
r/hr. Provide aid to other zones as
feasible;
Prepare for reception of-
survivors.
Fallout MODERATE LORAD-NEGFIRE No weapon-caused fires; Protect population in shelter;
Area (2) Dose xate between 0.5 Conduct dose-limited essential
and 50 r/hr. operations;
I?rovide aid to other zones as
feasible.
.b
Fallout SEVERE HIRAD-NEGFIRE No weapon-caused fires; Ivlalce maximum use of available `;'
Area (3) Dose rate above 50 r/hr, shelter;
Conserve shelter resources;
Mini_niize outside operations,
fire CONTROLLAPLE NEGRAD-LOFIItE Scattered fires subject Conduct emergent}T operations
Area FIRES LORAD-LOFIRE to potential contr.o]_; to control. or suppress fires;
HIRAD-LOFIRE Radiation hazard may Treat injured;
(4, 5, & 6) exist or be imminent. Maintain population in
shelter.
Fire UNCONTROLLABLE NEGRAD-HIFIRE Many -Fires beyond con- P.elocate and protect threaten.ecl
Area FIRES LORAD-HIFIRE trol capability; shelter groups as .feasible
HIRAD-HIFIRE Radiation hazard may against fire a.nd fallout
(7, 8, & 9) exist or be imminent. threat. ;,-,
r~
J~
i"-~
FIGURE 3. PRIORITY ACT:fONS SC1II;DULP,S ~~
r
;~
a.
IV. ORGANIZATION
A, Manpower
1. General
Emergency manpower must be obtained from government and private
agencies and from skilled individuals and professional groups.
Additional manpower is obtained by using volunteers and/or per-
sons impressed into service.
2, Disaster Service Workers
a. A11 public employees and registered volunteers of a jurisdic-
tion having an accredited Disaster Council are "disaster ser-
vice workers" (Government Code, Title I, Division 4, Chapter
_ 8, and Labor Code, Part I, Division 4, Chapters 1 and 10),
b, The term "public employee" includes all persons employed by
the State or any county, city, or public district.
c, Disaster service workers also include any unregistered person
impressed into service during a STATE OF EMERGENCY or a STATE
OF WAR EMERGENCY by a person having authority to command the
aid of citizens in the execution of his duties,
E. Organizational Structure
1, The structure of the emergency organization (charts, pages-33 and
34) is based on the following principles:
a. Compatibility with that of day-to-day governmental and pri-
vate organizations;
b, Clear lines of aut'r.o-rity and channels of communications;
c. Simplified functional structure;
d, Incorporation rota the emergency organization of all avail-
able manpower resources having disaster capabilities; and
e, Formatior_ of special-p•~rpose units having no pre-emergency
counterparts, to perform those activities peculiar to major
emergencies,
2, A major emergency changes working relationships between govern-
ment and industry, and between regular agencies of government,
Pri.*~ary changes include the.
a, Consciidation of several agencies under a single chief, even
'G7~' April, 1.973
though such agencies normally work independently of each
other.
b. Formation of special-purpose units (Situation Intelligence,
Emergency Information, Direction and Control, Radiological
Defense, and Shelter) to perform functions not normally re-
quired prior to an emergency. Individuals assigned to serve
in such units are detached from their regular private or gov-
ernment agency when such units are mobilized,
3. The nominal staffing pattern and manpower requirements for units
of the emergency organization are given in the annexes to this
plan.
4. Changes in the emergency organization structure may be required to
satisfy specific situation requirements.
5. Inter-jurisdictional relationships during a STATE OF WAR EMERGENCY
are shown by the chart on page 3~.
C. The Emergency Organization
The City of Chula Vista emergency organization consists of the follotiy-
ing:
1, The City Council - the city governing body,
2, The Disaster Council - an advisory body to the City Council,
The Director of Emergency Services - Chief of Staff for the City
Council.
L, Legal Advisor - City Attorney.
~, Staff Sections - see D,, below,
c. Emergency Services - see E., beloer,
%. Resources Management Divisions - see F,, bpioa.
D, Staff Sections
The staff sections of the emergency organization at the time of mobil-
ization are as follows: (;See Direction and Control Annex for addi-
tional information.)
1, Direction and Control Group
Director of Emergency Services: City Manager
Operations Officers: Department Heads
c-, ;Jr1 L, iJ~J
~!~_
~~ ~ i .1f~ C; ~ -,
1. Direction and Control Group (contd.)
Staff Source: Service Chiefs and Acting Ser-
vice Chiefs
2. Situation Intelligence Section (Includes Situation Display}
Officer: Planning Director
Display Team Manager: (assigned by Planning Director)
Staff Source: Planning. Department
Clerical workers, as assigned
3. Radiological Defense Section
Officer: Radiological Defense Officer
Staff Source: Public Works Department
Local science teachers
Clerical workers, as assigned
4. Communications and Warning Section
Officer: Communications Officer
Staff Source: Police Department
Fire Department
Public Works Department
RACES (Radio Amateurs)
5. Emergency Public Information Section
Officer; Administrative Assistant to the
City Manager
Staff Source: City Manager's office
bIass media assignees
E. Emergenc~Services
The emergency services of the emergency organization, at the time of
mobilization, are as follows: {See service annexes for additional
information,)
1. City Emergency Services
a. Law Enforcement Service
Chief; Chief of Police
Personnel: Police Department
Police Reserves
-?9~- E`a~ri i, ? ~7~
b, Fire Service
Chief :
Personnel;
c. Public Works Service
Chief :
(1) Engineering Division
Deputy Chief ;
(2) Construction Division
Deputy Chief:
Personnel
Fire Chief
Fire Department
Public Worlcs Department
City Engineer
Building Inspector
Public Works Department
2. Countywide Emergency Services
Under the terms of the Unified San Diego County Emergency Services
Agreement, the following emergency services are designated to be
countywide in nature and the responsibility of the San Diego
County Emergency Services Organization, ,
a, Medical .and Health Service
Chief; Administrator, Health Care
Agency, County of San Diego
(1) Health Division
Deputy Chief:
{2j Medical Division
Deputy Chief:
Director, Department of Public
Health,' Cour~t;~ of San Diego
Director, Department of Medical
Institutions, County of San
Dingo
City Liaison Officer:
b. 11~.ss Care Service
Chief;
-' ~ L.il~ ii' i .S
Head, Chula Vista Health Care
Service Group
Administrator, Human Resources
Agency, County of San Diego
_3~_
/~~/ ~
~• /U~~-;
b. Mass Cary Service (contd:) ;
(1) Emergency Welfare Division -
Deputy Chief: Director, Department of Public
Welfare, County of San Diego
(2) Shelter ranagement Division
Deputy Ghief: Deputy Director; Shelter Opera-
tions, San Diego County Office
of :Emergency Services
City Liaison Officer: Head, C'nula Vista Welfare Ser-
vice Group
c. Traffic Control Service
Chief: Inspector, Zone 6 (San Diego),
California Highway Patrol
City Liaison Off icer: Chief of Police
d. Coroner Service
Chief: Coroner, County of San Diego
City Liaison Officer: Head, Chula Vista Coroner Ser-
vice Group
F, Emergency Resources Management
Emergency resources management, in the City of Chula Vista, is an ex-
tension of the county and state organization.
General Resources Liaison Officer; Assistant City Manager
Resources Board: City Clerk
Finance Director
Personnel Director
Purchasing Agent
1. Economic Stabilization Division
City Liaison Officer:
2, Food Administration Division
City Liaison Officer:
Finance Director
Purchasing Agent
3, Gas and Electric Division
City Liaison Officer: Public Works. Director
4. Housing Division
City Liaison Officer: Building and Housing Director
5. Industrial Production Division
City Liaison Officer: Public Works Director
6. Manpotaer Division
City Liaison Officer: Personnel Director
7. Petroleum Division
City Liaison Officer: Public Works Director
8. Procurement Division
City Liaison Officer: Purchasing. Agent
9. Telecommunications Divisior_
City Liaison Officer: Public ti~Jorks Director
"'
t'J s Transportation Division
City Liaison Officer: Public Works Director
II. Water Resources Divisioi~
City Liaison Officer: Public +~7orks Director
G. 1. Emergency Organi_zati_on Chart LOCAL FMf;I;CT;NCY or STATE OF EMERGENCY)
This chart illustrates the initial city emergency organization formed in response to a locally
proclaimed "LOCAL EMERGENCY" or a state-proclaimed "STATE OF EMERGENCY".
MAYOR
CITY COUNCIL
W
l~
i
r
.d
n
r~~
r-~
r~
-.,
W
LEGAL ADVISOR
STAFF SECTIONS
Situation Intelligence
P.adiological Defense ~~'~
Communications and 4Jarning
Emergency Public Information
DIRECTOR
DIRECTION AND CONTROL GROUP
EMERGENCY SERVICES
Law Enforcement
Fire
Public Works
Medical and Health %'~
Mass Care %,
Traffic Control %,
Coroner %L
DISASTER COUNCIL
SUPPORT SERVICES %',*
Emergency Resources Officer
Food Administration
Gas and Electric
Housing
Manpower
Petroleum
Procurement
Transportation
Water Resources
Line of Authority
County Emergency Service authorized to operate within city jurisdiction.
~~%~ Activate as and. to the degree needed.
G. 2, Emer enc Ord nization Chart STATE OF WAR EMERGENCY
The magnitude and nature of a war emergency requires that city government be realigned i.n. order to
more effectively cope with the situation. This chart illustrates the initial realignment of city
government in response to a STATE OF WAR EMERGENCY.
MAYOR
CITY COUNCIL
LEGAL ADVISOR
DIRECTOR
DIRECTION AND CONTROL GROUP
~,,;
-,~
R
~-r-
c~~
STAFF SECTIONS
Situation Intelligence
Radiological Defense
Communications and Warning
Emergency Public Information
~e
~; ~~:
EMERGENCY SERVICES
Law Enforcement
Fire
Pub 1 is Worlcs %~%~
Medical and Health ~~ %;%~
Mass Care ~'~
Traffic Control %~
Coroner %~
DISAS7TR COUNCIT~
12ESOURCES MANAGEMENT
Line of Authority 1-------
Line of Coordination
County Emergency Services authorized to operate within city jurisdictions.
Member units of the statewide Emergency Resources Management organization.
Emergency Resources Officer
Economic Stabilization %%
rood Administration %~%~
Gas and Electric %%~
Housing %~%
Industrial Production %~%~
Manpower -~'~~
Petroleum ~'~%~
Procurement
Telecommunications ~~%~
Transportation %%'
Water :lesources <<;;
~~
~a
.-.a
~,
~-~
~L
-.t
H. Inter~urisdictional Chart
Line of Authority During a STATE OF WAR EMERGENCY
GOVERNOR
STATE OF CALIFORNIA
DIRECTOR
CALIFORNIA OFFICE OF EMERGENCY SERVICES
REGIONAL MANAGER
CALTs"ORi~TIA OFFICE OF EMERGENCY SERVICES
ARFA GOORDIIV'ATGR
SAM DIEGO COUNTY OPERATIONAL AREA
;~
;;
k'-~~
i
i
I -
i ~
~ DIRECTOR _ _ _ _ ! _ _ ` _ DIRECTORS
{ COUNT'-Y OF SAN DIEGO ~ ~ CITIES IN COUi~TY
a
Line of Authority (Direction. and Contro't).
- - - - - Line of Coordination and Communication; may heeo~?e line of
authority oy State action.
-• iias emergency authority delegated from Governor.
~~ Has emergency aut'ority delegated fro!n Director, OES.
-~=`J~ Has emergency authority derived from Unified San Diego County
Emergency Services Ao-reement '~et~aeer~ and among member j uris-
dictions (cities and county); and/or as may be delegated frc^
higher authority,
- S~- ~~ _ i i 1~~~"~
V, TASK ASSIGNMEi~tTS
A. General Responsibilities
1. Elements of the city emergency organization are assigned emer-
gency tasks in accordance with the following general principles:
a. All foreseeable tasks are assigned.
b. Existing organizations are assigned emergency tasks which
relate to their regular functions,
c, A basic task is assigned primarily to one element.
d, Auxiliary tasks are assigned to as many elements as are
appropriate.
e, Relative priority among basic and auxiliary tasks may change
according to the situation.
f, Tasks requiring direction of field activities are assigned to
the Emergency Services.
g. Supporting, coordinating, or staff tasks are assigned to
Staff Sections.
h, Divisions of the State Emergency Resources Management Organi-
zation are represented,
i, Each element is responsible for performing incidental tasks
necessary to carry out basic and auxiliary tasks.
j. Responsibility for coordinating the efforts of more than one
element performing related tasks may be assigned to one ser-
vice chief by the Emergenc,; Serb=ices Director.
k. Each element will effectively utilize and safeguard all of
its resources.
i, Each element will maintair_ procurement records and timejuse
logs for equipment,
2. Details on specific activities, techniques, and procedures r_ec-
essary to accomplish assigned tasks are included in service
annexes and trocedures and Resources ylanuals (?~R Manuals).
3. The City of Chula Vista is responsible for t'ne conduct of emer-
gency tasks within its jurisdiction, The San Diego County Eaer-
g~azcy Services Organization has been delegated authority by this
city to perform designated tasks within the city limits,.
4. The City of Chula Vista twill designate or approve a representative
to provide for planning, operations liaison, and coordination of
those activities conducted by the San Diego County. Emergency
Services-Organization within the limits of this city.
5. Each element of the emergency organization is responsible for de-
veloping and implementing a functional service plan which shall
become an annex to this basic plan. Such annexes shall cover the
disaster contingencies to which the service may need to respond
and include those actions to be taken "before" (Increased Readi-
Hess), "during" (Remedial Operations), and "following" (Recovery
Operations), the onset of the disaster(s).
6, Military elements assisting the city emergency organization are
assigned tasks by the Director of Emergency Services but remain
under military. command.
7. All emergency service workers are responsible for taking appro-
priate actions to protect themselves during an emergency.
8. The general public is reponsible for taking such actions as are
indicated by information, advice, and instructions. issued by city
authorities.
B. Specific Responsibilities
1. City Council
a. The City Council establishes basic policies ~•~hich govern the
emergency organization. It may proclaim a LOCAL EMERGENCY.
b. The Mayor serves as Chairman of the City Council. He may re-
quest the Governor to proclaim a STATE OF EMERGENCY in accord-
ance with the provisions of the California Emergency Services
Act,
2. Disaster Council
The Disaster Council is a standing committee established by ordi-
nance which makes recommendations to and advises the City Council.
3. Director of Emergen y Services
The Director serves as-Chief of Staff for the City Council. He
may request the City Council to proclaim the existence or threat-
ened existence of a LOCAL- EbLEt~GENCY if the Council is in session,
or issue such a proclamation if the Council is not in session,
subject to its ratification,
4. Legal Advisor
The City Attorney serves as Legal Advisor to the Council, the
Director of Emergency Services,-and the emergency organization..
April, 1913 _38..
'~ yam
5, Staff Sections
The staff sections are assigned responsibility for performing
tasks according to the following table: (See Direction and Con-
trol Annex for additional information.)
a. Direction and Control Grou
Director: rSakes executive decisions.
Issues rules, regulations, orders,
Issues operations schedules, policies,
priorities,
Directs and controls the emergency
organization.
Provides instructions to the general
public,
Sends intelligence summaries to the
San Diego County Operational Area or
OES Regional Office.
Group Tasks: Plan organization and operations policy,
Identify major operational problems,
Assist the Director of Emergency Ser-
vices,
Prepare intelligence summaries for the
Director.
b, Situation Intelligence Section (Includes Situation Displayl
Section Tasks: Manage the information collection and
reporting system,
Display situation and operational
information
Evaluate situation information (except
Radef), including damage assessment.
Disseminate situation intelligence,
c. Radiological De ~ erase Sect~_on
Section Tasks: manage the fallout monitoring station
reporting system.
Evaluate Radef information.
Disseminate Radef intelligence.
Provide technical guidance on Radef
countermeasures,
d. Cotamuni Cati ons and :Darning Section
Section Tasks: Z~Ianage communications systems,
Receive, send, and record EOC messa;;es,
Distribute messages within the EOC.
Maintain and restore communications
facilities,
^~ 9,
d, Communications and Warning Section (contd.)
Receive and disseminate warning inform-
ation.
Initiate alerting procedures.
e. Emergency Public Information Section
Section Tasks: Prepare and disseminate emergency pub-
lic information.
5. Emergency Services
The various City and Gounty Emergency Services are assigned res-
ponsibilities for performing basic and auxiliary tasks according
to the following table: (See Services Annexes for additional
information.)
a, Law Enforcement Service
Basic Tasks: Enforce laws, rules, and regulations.
Provide security for facilities and
resources.
Control pedestrian traffic.
Auxiliary Tasks: Collect and report information, includ-
ing Radef,
Operate fallout monitoring and report-
ing stations.
Assist in search and light rescue..
Provide first aid.
Provide area contamination control.
b. Fire Service
Basic Tasks: Suppress fires ar_d develop a fire
defense.
Auxiliary Tasks: Collect and report information, includ-
ing Radef,
Operate fallout monitoring and reporting
stations,
Provide search and light rescue.
Assist in first aid,
Provide facility and area decontamina-
tion,
Provide area coi-itamination control.
c. Public jdorks Service
Basic Tasks: Restore, maintain, and operate essen-
tial facilities.
April, 197 -40-
~~
c. Public Works Service (contd.)
Basic Tasks: Clear debris.
Construct emergency facilities, includ-
ing expedient fallout shelters.
Provide technical supervision over alI
other emergency construction.
Provide for the repair, modification,
and/or construction of emergency facili-
ties and housing.
Maintain an inventory of sources and pro-
vide for the procurement and allocation
of building supplies.
Auxiliary Tasks: Collect and report infox~.ation, includ-
ing Radef.
Operate fallout monitoring and reporting
_ stations.
Assist in search and heavy rescue.
Assist in first aid.
Provide facility and area decontamina-
tion.
Assist in area contamination control.
d, Medical and Health Service
Basic Tasks; Provide medical treatment for sick and
injured persons.
Provide medical registration services.
Manage medical services, activities,
facilities, and resources.
Maintain an inventory of health re-
sources and provide for their emer-
gency allocation.
Determine public health hazards.
Establish standards for control of pub-
lic health hazards,
Provide technical guidance and super-
vise activities to control aublic
healt'.n hazards,
Detect and id•~ntify 'nazardous biological
and chemical agents.
Auxiliary Tasks: Collect and report information, inc'_ud-
ing Radef.
Provide first aid in support of search
and rescue.
Provide facility contamination control.
e. ~~~ass Care Service
Basic Tasks: rlanage and operate reception centers.
e. Mass Care Service (contd)
Basic Tasks: Manage and operate public shelters.
Inventory and allocate temporary lodging.
Provide EOC housekeeping support,.
Register displaced persons
Provide rehabilitation and counseling
services.
Provide financial assistance.
Provide registration and locator service.
Operate a registry.
Auxiliary Tasks: Collect and report information, includ-
ing Radef.
Operate fallout monitoring and reporting
stations.
Assist in first aid.
Provide facility contamination control.
f. Traffic Control Service
Basic Tasks: Enforce vehicular traffic laws and regu-
lations, including those for designated
routes inside the city.
Assist in regulation of vehicular traf-
f is controls on regulated routes.
Auxiliary Tasks: Collect and report information, includ-
ing P,adef.
Operate fallout monitoring and reporting
stations.
Assist in area contamination control.
g. Coroner Service
Basic Tasks: Mar_age the identification and disposi-
tion of the deceased.
Auxiliary Tasks: Collect and report information, includ-
ing Rad~f.
Provide facility contamination control.
c. Ever envy Resources ~~ia.nagement
Basic Tasks: Assist the county and state with the
management, including protection, con-
trol, and priority allocation, of emer-
gency resources and services.
Auxiliary Tasks: Collect and report information.
Apr:~l, 1973 -~.?_ ~ yD.~~?
a, Economic Stabilization Division
Basic Tasks: Provide, in consonance with the State
Economic Stabilization Plan, for price
stabilization, rant stabilization, and
consumer rationing.
b. Food Administration Division
Basir_ Tasks: Provide for the conservation, alloca-
tion and distribution of foodstocks.
Auxiliary Tasks: Collect and report information, includ-
ing Radef.
Operate fallout monitoring and reporting
stations.
_ c. Gas and Electric Division
Basic Tasks: Restore, operate, and maintain gas and
electric systems.
Allocate gas and electricity in accord-
ance with state-established priorities.
Auxiliary Tasks: Collect and report information, includ-
ing P.adef.
Operate fallout monitoring and reporting
stations.
Assist in first aid.
Assist in facility decontamination.
Provide facility contamination contxol.
d. Housi~ Division
Basic Tasks: Survey existing housing.
Assess housing damage and arrange
repairs.
Survey sites for expedient and impro-
vised housing.
Taintain a housing inventory.
establish needs for etpedient housing
construction,
e. Ind~.istrial Production Divisi o::
Basic Tasks: Implement the statewide Industrial Pro-
duction Plan for tl,' emergency manag2-
mert, production, conservation, dis-
tribution, and use of essential items
in secondary inventories.
f. Manpower Division
Basic Tasks:
g. Petroleum Division
Maintain a manpower inventory and pro-
vide for the recruitment, retraining,
and allocation of manpower skills.
Basic Tasks: Maintain a resource inventory and pro-
vide for the procurement and allocation
of petroleum stocks.
Manage and operate fuel supply facili-
ties.
h. Procurement Division
Basic Tasks: Procure supplies and equipment in sup-
port of city emergency .services.
io Telecommunications Division
Basic Tasks: Maintain an inventory of telecommunica-
tions resources and provide for their
allocation.
Maintain and restore telecommmunications
systems.
Sustain production of telecommunications
resources.
j. Transportation Division
Basic Tasks: tiia.intain a resource inventory and pro-
vide for the procurement and allocation
of transportation resources.
bIanage and operate essential transporta-
tion systems.
k. Water Resources Division
Basic Tasks: Restore, operate, and maintain water
systems.
Allocate water in accordance with state
estaclished priorities.
Auxiliary Tasks: collect and report information, includ-
ing Radef.
Operate fallout monitoring and reporting
stations,
Assist in facility decontamination.
Ap~-i1, 197._, -=+4 ~ _;,
1Do~-v
ATTACITviLENT A
CONTINUITY OF GOVERNMENT
A, Lines of Succession and Alternate Officials
1, The City Council has provided for the preservation of city gov-
ernment in the event of a war-caused emergency, The Council may
designate stand-by officers to reconstitute itself in the event
of Saar-caused vacancies,
2. A successor to the position of Director of Emergency Services is
appointed by the City Council, Should the Director be unable to
serve, individuals who hold permanent appointments to the follow-
ing positions in government will automatically serve as Acting
Director, in the order shown, and serve until a successor has
been appointed by the City Council and seated. An individual
serving as Acting Director shall have the authority and powers
of the Director.
Police Chief . First Alternate
Assistant City Manager Second Alternate
Fire Chief Third Alternate
Public Works Director Fourth Alternate
3, The alternates to key positions in elements of the emergency or-
ganization are shorn in appropriate staff, service, or division
annexes of this emergency plan.
4, The alternates to key positions in the regular departments and
agencies of oovern~;ent, or of business and industry are shoT,-n in
executive or adTinistrative orders (or the equivalent) issued by
department or agency au*_horities,
~. Temporary Seat of Dove-~nment
1. The temporary Slat OL ~OVern~en~ Iii event she P_OrT.31 lOC~t10i~ LS
not available because of emer~encv conditions dill tie as foiia~s;
Public ti•:'orks Headquarters FirS~ Alternate
~%
~/ °
d ~ Chula Vista Branc~_ Count;
, Buildi-~ Second Alternate
Castle Park ~at~ti Sc~~ool , ThLra Alternate
Broad:tiay Store Fourth Alternate
C. Preservation of Records
Vital records of the City of Chula Vista are routinely stored in the
Finance Office located in the City Hall. Vault space is available in
the basement of the Police Facility for emergency storage of addition-
al vital records during the Increased Readiness period or upon an-
nouncement of a Warning Condition
ATTACHNLENT B
A.
BASIC ACTIONS FOR INCREASED READINESS - WAR EMERGENCY
General
1. An increase in international tension may require precautionary
actions by Federal, State,-and local governments for increased
readiness and protection before notice of actual warning. The
California Office of Emergency Services disseminates Readiness
Conditions which designate progressive phases, and automatically
initiates specific actions for orderly and uniform transition
from peacetime to wartime readiness.
2. READINESS CONDITION FOUR is in effect during normal peacetime
conditions. Announcement of READINESS CONDITION THREE and READI-
NESS CONDITION TWO will be received initially at the city Police
Headquarters, relayed promptly to the Director of Emergency Ser-
vices, and followed by official public announcements. READINESS
CONDITION ONE will exist automatically upon notice of an Attack
Warning, or upon a proclamation by the Governor.
3. The City of Chula Vista will carry out. increased readiness actions,
under Readiness Conditions, as follows.
3. READINESS CCNDITICN FCUR
1. Situation
During the normal peacetime situation, civil governments operate
in their norT:.al manner, giving priority to their statuatory res-
ponsibilities and obligations; they develop and improve their
readiness posture for both war-caused and peacetime emergencies.
Civilian and government agencies conduct appropriate emergency
planning, orientation, training, and other -readiness programs.
2. Actions
a. Develop and i.^lprOVe rm2rgenCy O":ganiaatlon Staffing, resources,
and SllppOrting SySteII1S.
b. P.eview, update, aP.d ma1P.t31n tLle basic eii~erg~?nCy plai'i, an-
r_exes, Procedures and Resources idr_uals, and prepare irven-
tory 11St5 Of emergency manpo~er and material resources; de-
signate relocation sites for essential resources; issue im-
plementing adr:inistrative orders, updating as necessary.
c. Develop the ma:~imun practicable fallout shelter capacity and
readiness in esistin~ structures; prepare plans for emergency
COI1StrL'Ct10n, StOCnln~, llSe, gild mana~e~ent Of e'<{pt'dient
fallout shelters.
-_-- ~\pr__ _,-
d. Develop and improve the Emergency Operating Center (EOC) and
other control facilities.
e. Improve emergency communications, warning, radiological de-
fense, situation intelligence, emergency public information,
and mass care systems.
f. Conduct and participate in tests, exercises, and training
programs; prepare plans for accelerated emergency training.
g. Conduct public information programs to educate people in
readiness and survival actions.
C, READINESS CONDITION THREE
1, Situation
International situation warrants increased readiness in govern-
ment, without formally alerting the general public.
2. Actions
a. Notify key personnel of the emergency organization.
b, Inform government officials, employees, and local leaders of
plans for increased readiness.
c. Place priority on actions to increase readiness throughout
the regular departments and agencies of government, and ad-
vise private agencies to act accordingly.
d. Cancel leaves of absence for government employees; advise
other public and private agencies to act accordingly,
e. Review and update plans and procedures for alerting and mo-
bilizing the emergency organization and for warning and in-
forming the public.
f. Check fallout shelter stocks, signs, communications systems,
management personnel, and plans for assignment, public move-
ment to shelter, in-shelter activities, and emergent con-
troll
g. Checlt availability and readiness of regular and auxiliary
emergency equipment and personnel, particularly for mass care,
communications, and radiological defense systems; and augment
as necessary.
h. Review plans for management of essential resources. Refer to
the California Emergency Resources Management. Plan and sub-
plans twhen issued),
~. yn ~~
i. Review organization and readiness of EOC staffs and facili-
ties; verify lines of succession to key positions in the
emergency organization and in regular agencies and depart-
ments of government.
j. Review and update plans for accelerated training; conduct
training in emergency skills.
k. Activate an emergency agency capable of answering increased
volume of inquiries from the public,
1. Distribute emergency information literature; advise the pub-
lic to continue normal activities and do the folloeaing:
(1) Revie~,r personal and family readiness and survival plans
emphasizing shelter expedients and the reduction of
vulnerability.
(2) Keep adequate stocks of food, water, and other necessi-
ties on hand.
(3) Keep informed of the developing situation and comply caith
government instructions.
m. Check readiness to impose emergency controls. (See Govern-
ment Orders and Regulations for a WAR ~'IERGENCY.)
p . READIi`IESS COVDITION TG10
1. Situation
International situation indicates great risk o= general war, re-
quiring extra precautionary measures by civil governments at all
levels, and the public, to prepare for a G1AR E~~RGE.dCY.
2. Actions
a. Alert government officials arc 6~ey peLsonnel of the emergency
organization.
b. Place cadre staff on 2'~-hour du_v a~ EO;,s and ether control
iaC11it1es and re-winder of Staffs on. standby alert; prepare
and test such facilities for full act iv .scion.
c. P~eport status to Unified Coordinator as scor. as EGC cadre
staff has been aCtiV3ted ar_d daily as of 1200 and '!;00 hours
(local time) thereafter.
d. Increase fallout shelter canaci~_ and_r~adiress , as folloras
(1) Improve licensed structures and arrange for stocking and
use of urlicer_sed structures ?which provice fallout pro-
tection.
~;
_~-- _
(2) Insure that structures which provide fallout protection
are marked, stocked (including water), and ready for occu-
pancy, and that shelter management personnel and communi-
cations systems are available and operable.
(3) Construct expedient and. improvised fallout shelters and
advise the public on methods of constructing expedient
group and family shelters.
e. Test and improve emergency communications and information re-
porting systems; install additional equipment, as necessary.
f. Intensify training of disaster workers and the public in
emergency skills.
g. Transfer essential resources and vital documents and records
to protected relocation sites.,
h. Verify that individuals designated as alternates or standby
successors of key government offices or positions carry posi-
tive identification and proof of official status and are
allocated to specific fallout shelters.
i. Keep the emergency organization and the public informed of
the situation; stress the actions they should take before,
during, and immediately after enemy attack, especially
actions which reduce vulnerability.
j. Continue appropriate actions shown under READINESS CONDITIONS
FOUR and THREE; complete stocking and positioning of essential
survival recovery items; and finalize the inventory lists of
emergency personnel and resources. Refer to appropriate
Annexes and Procedures and Pesources Manuals.
k. Assess readiness progress and priority operations. Refer to
operations schedules.
1. Advise selective business, industry, and school shutdo~•ms.
Eo ~;DINESS COiVDITIO~T 0!VE
1. Situation
Federal government considers that war is imminent of inevitable.
Governor proclaims a STATE OF AJAR EMERGENCY to permit full mobil-
ization of emergency organizations and completion of wartime
readiness.
2. Actions
a, Mobilize entire emergency organization.
-~. 7~~.0
b. Place entire EOC staff on 24-hour duty; fully activate EOC
and other control facilities and report status to Unified
Coordinator and adjacent jurisdictions.
c. Implement the emergency plan for a STATE OF WAR EMERGENCY.
Refer to operations schedules,
d, Advise the public to listen to local EBS radio stations for
emergency broadcasts, and to follow instructions,
e. Continue actions started under READINESS CONDITIONS THREE and
TtiJO as time and safety permits, with maximum emphasis on con-
struction of expedient or improvised fallout shelters and
other actions which reduce vulnerability,
f. Complete intensified training in emergency skills and make
final preparations for early attack.
~,
~~ ii ,+~
ATTACI~LENT C
WARI~II~IG SYSTF`~Ii S
A, General
The warning system is the means for relaying notice of impending or
actual attack from the Federal Government to the public. Regardless
of the effectiveness of the e,~arning system, it can do no more than
inform. It is the response to warning by the total emergency organi-
zation and the public t•~hich is important, Appropriate responses and
effective use of the warning information may be limited by the amount
of time available.
Refer to tiJarning Section, Direction and Control Annex, of this emer-
gency plan, with respect to procedures for disseminating warning.
Public responses to various Warning Conditions are given in the Gene-
ral Plan chapter,
B. Actions
Warning actions are characterized by high
of time, the use of mass media systems fo
lic, a small number of workers to man the
activation of the system on short notice,
actions in the event of successive alerts
priority for a short period
r passing warning to the pub-
system, a need for fast
and readiness to repeat all
or attacks.
The National Warning System (NAWAS) feeds ti•~arning information to the
State Warning Point, (The statet~~ide GTarning Points also hear the
NAWAS information but do not take action from it.) After the State
Warning Point transmits the earning condition, the GTarning Points
activate the Bell and Lights caarning system to ir_form local govern-
ments, schools, and industry. Local authorities then inform the
public by means of outdoor o;arning devices, mobile loudspeakers, and
other devices,
Upon activation by the President, the Emergency ?3roadcast System (EBS}
will provide c,~arnin; information to the public. (See Attachment E,
Emergency Broadcast System.)
C. Facilities
GJarning information is received at the Cit;~ of Chula Vista Police
Department, via the California LaCa Enforcen~nt Telecom.:,unications
System (CLETS). Alternate Weans of receipt is via Public Safety
radio systems.
The general public receives :varnir_o b -;ears o_* sirens ~•;hich are 10•-
cated to provide. coverage for an estimated 80 percent of the peak
nighttir.e population of this city. To the e;tent possible, the re-
mainir_~ population will be notified b other available Weans. In
addition, the Emergency Broadcast System is expected to provide cover-
age for a large part of the population.
Notice of warning is also broadcast from the various county and city
communications centers to special facilities (schools, hospitals, fire
stations, etc.). Key workers of emergency organizations are alerted
by telephone.
D. Types of Warning
1. Attack Warning -- a civil defense warning that an actual attack
against this country has been detected.
2. Fallout Warning -- a warning of radiation hazards from a nuclear
detonation.
E. Warning Signal
The attack warning signal will consist of a 3 to 5 minute wavering
tone on sirens, or short blasts on horns or whistles, repeated as
often as deemed necessary (see F., below).
F. Warning Signals - War Emergency
Outdoor warning devices, the EBS, and other communications media twill
announce a Warning Condition by means of standard signals or words,
WARNING SIGNALS
STRATEGIC
COrLf~-:tiICATIONS WARNIDTG TACTICAL ATTACK ALL
yIEDIA (READINESS WARNING (NO CLEAR
CONDITIONS ) WARi~T ING )
Bell and Lights NONE RED RED NONE
EBS, end other Message includes THIS IS THIS IS Voice or
void or printed information, ad- AN AN printed an-
messa~e systems vice, and action ATTACK ATTACK noun cement
instructions WARNING WARi~TING
Outdoor warring NODTE ATTACK ATTACK NONE
devices (siren, WARNING TrTARNING
whistle, or horn) signal signal
G, Tdarnino Signal - peacetime Emergencies
Warning of an extraordinary peacetime emergency may be received by
local government over the California Law Enforcement Telecommunica-
tions 5ysten (CLETS}, Public Safety radio systems, and/or NAWAS.. T'ne
attention or alert signal is not used in this jurisdiction.
ATTACHi~IEiIT D
EMERGENCY COP-~ILNIC.~TIONS SYSTELIS
A. General
The communications systems installed in or controlled from the EOC
will support the field activities of elements of the emergency organ-
ization (cities and county), or to higher levels of the statewide
emergency organization. The communications system at the EOC in-
clude radio systems licensed to this jurisdiction, Such radio sys-
tems will be augmented, in an emergency, by radio systems licensed to
other agencies of government, to private industry, and to individuals.
During a STATE OF TrLAR EMERGENCY, privately owned radio systems, equip-
ment, and facilities, subject to approval of the licensee, will gener-
ally be used to support the field activities of emergency services
not already linked directly to the EOC.
Refer to the Communications Section, Direction and Control Annex, of
this emergency plan for specific information on action, organization,
and available systems. A11 radio equipment will be operated in com-
pliance ti~~ith FCC Rules and R°gulations,
B, Operational Considerations
1, The Communications and [Darning Section is one of several staff
sections which are organized and assigned at the EOC to provide
communications for the direction and control of emergency opera-
. tions. Messages directed outside of the EOC are handled by com-
munications operators in this staff section.
The Message Center processes and distributes messages within the
EOC. The EOC communications and message center staff is super-
vised by the Communications Officer, ~.aho also has technical super-
vision of emergency services technicians T~ho service or operate
communications equipment in the field.
Operators to man the EOC communications equipment zaiil be pro-
vided by those a_encies regularly using these systems, The Com-
rnunicar_ions Offic•4r ~•Ti11 provide for operators of other communi-
cations equipment ~~.~ich augments regular capabilities, and will
also provide for personnel to service and maintain conrunicaticrs
equipment and facilities,
2. Allocation of P.adio Systems
P.adio systems, subject to city control, f~~i11 be used for message
transmission according to the follo~•,ing table, subject to such
revisions as ~,~ay be issued by the Co~,~.unications Officer. Opera-
tors of radio equipment :•~ill provide s•~rvice in accordance with
this table, or revisions as issued;
Radio System
Police
%` Fire
* Local Government
RACES
Citizens Band
Law Enforcement
Fire
Public Works
A11 Emergency Services
Shelter
~~ City-owned and licensed radio systems
3, Emergency Public Information Media
Emergency information, advice, and action instructions are an-
nounced to the public by various media. The Emergency Broadcast
System (EBS) and outdoor warning devices (sirens) are the primary
- media. Other media are mobile loudspeakers, bulletins, handbills,.
and the press. The Emergency Information Officer will release
all emergency public information originated by this city.
4, Message Priorities
Message classifications and priorities are as follows:
Emergency Messages Highest priority
Operational Priority Second priority
Priority Messages Third priority
Routine Messages Lowest priority
Each message will be classified by the originator and a priority
assigned in accordance with the above table and/or with rules
issued by the Director or the Communications Officer.
~, Procurement
Emergency services will estimate their communications requirements
and deficiencies and advise the Communications Office r. Procure-
ment of communications resources and services will be managed by
the Procurement Division of Emergency Resources rianagement in con-
s~ltation with and on advice from the Communications Section,
C. Facilities
Specif is information showing inventories and deficiencies is contain-
ed in the Communications Planning Report prepared and submitted by
this jurisdictionn. General allocations follow:
1, Communications Systems Inventory (EOC)
The communications systems linked to the Emergency Operating
~~ ~~;~o
Center (EOC) include the following:
a. Police radio (base station and mobiles) ~~
b. Fire radio (base station and mobiles) '•~
c. Local C-overnment radio (base station and mobiles) '~
d. County-city Law Enforcement radio (base station) ~~~~
e. California Law Enforcement T~utual Aid Radio system
(CLEiL~RS) (base station and mobiles) %'~ `;
f. Department of 3ustice CLETS (hardcopy wire)
g. Commercial telephone
* City-owned and licensed radio system
%~~ None-city-owned and/or licensed radio station
2. Communications System Inventory (non-EOC)
Radio systems subject to government control and use, but not
linked to the EOC, include:
a. RACES radio (base station)
b. Industrial, trucking, taxi, medical, ambulance, etc.
3. Shelter Communications System
Tha shelter communications system will be improvised, in ti:-ne of
need, by using either RACES or Citizens Band equipment, as ti•Tell
as regularly installed telephone systems that may be available,
ATTACH~yNT E
E`~RGENCY BROADCAST SYSTEM (EBS )
A. General
The State of California has been segmented into "EBS Operational
Areas" for the purpose of disseminating emergency information.
Each EBS Operational Area encompasses one or more county areas. Se-
lected EBS stations have been provided with fallout-protected facili-
ties. Other unprotected, but authorized, EBS stations will continue
to operate as conditions permit.
All authorized stations in each EBS Operational Area will broadcast
a common program. A "program entry point" has been established for
each EBS area. Emergency services authorities for each jurisdiction
will prepare emergency information and action instructions pertinent
to the people of their respective jurisdictions, which will be routed
to the designated program entry point for broadcast, (Refer to the
Emergency Public Information Section, Direction and Control Annex, of
this Emergency Plan.)
B. Operational Considerations
Authorized stations will continue to broadcast on regular assigned
frequencies during a jJAR E`~~RGENCY. Stations will broadcast their
call letter identification and the area identification. Listener;
will be advised to monitor those stations which serve the area in
which they are located, since EBS announcements may vary according
to the area served.
~', Facilities
The Program Entry Point for the San Diego Operational Area is the
County Emergency Operatin; Center. Emergency information will be
routed to the program entry point via R4CE5 radio or telephone.
EBS stations serving t'ne San Diego Operational Area are:
STATION FRvQL~,CY
KCGO '~ 600
k~'iZ"o 7b0
KSDO 1130
KCBQ -, 1170
KS ON 12 40
DUDE 1320
KGB 1350
'~ Indicates arotect~d station.
~" _ /~i i;
ATTACHMENT F
EMERGENCY OPERATING CENTER
A, General
Emergency Operating Centers (EOCs) are facilities for the centralized
direction and control of the emergency organization and the general
public. During an Increased Readiness Condition or an Alert LJarning,
all EOC facilities will be activated and manned to the extent re-
quired.
B. Operational Considerations
The Chief of each element of the emergency organization, or his desig-
nated representative, and such staff assistants as are assigned, will
direct and coordinate emergency operations from the primary EOC.
Other secondary EOC facilities are manned by personnel from appropri-
ate emergency services or resources management divisions.
C, Facilities
The follo~oing facilities a-re scheduled for emergency use:
Name Fallout ~~%~Fallout Communication
of Protected Protection Systems
Facility_ User Capacity Factor Status
Police Emergency
Headquar- Organiza-
ters (Pri- tion
mary EOC)
Fire Head- Fire None Less than 5 pf Limited
quarters Service (poor)
Brcadtiaay Alternate % C42 100 hone
Store EOC
Public Public long Less than 5 pf Limited
Works Works (Poor)
Headquar- Se mice
ters
•~ Total capacity based on 24-hour occupancy
~~* Estimated
.,
. ~-
JI i ;~ 1 i
ATTACHMENT G
FALLOUT SHELTER SYSTEM
A. General
The fallout shelter system consists of existing facilities which, due
to their construction features, will significantly reduce exposure to
hazardous radiation in the event of fallout resulting from the deton-
ation of nuclear weapons. Fallout shelters are a radiological defense
countermeasure. Although the use of fallout shelters is the central
countermeasure around which all WAR Ei~1ERGENCY civil defense operations
are based, other Radef countermeasures must also be used to insure
the minimum exposure of the population and the emergency service
workers.
B. Operational Considerations
The effective use of fallout shelters, existing or expedient, requires
the timely dissemination of information, advice, and action instruc-
tions to the public and the regulation of movement to public shelter.
The location of fallout shelters, within the county, will require
some interjurisdictional movement of people to shelter. (See Emer-
gency Fallout Shelter Plan for Public Protection.)
There are not sufficient fallout shelters, for the public, in the
City of Chula Vista. Therefore, the construction of expedient shel-
ters is a priority action in the event of a chan;e ~_n Readiness Con-
ditions, (See Attachment B, Basic Actions for Increased Readiness
- War Emergency.) Refer to the pre-attack operations schedule in the
General Plan chapter.
The Shelter 14anaQement Division, riass Care Service, will provide staff
for the management of ir.-shelter activities. (Sze the Mass Care Ser-
vice AnneV to this plan,)
", Expedient Shelter
The construction of expedient shelter is Governed ey the fo11o~,Ting
factors:
1. D!=siona-lion of suitable sires;
2. Mobilization of emergency construction tears;
3. i'Iob111Zatlon of eCler~enCy COn:it?'llCt1-Jn e~lllp!T.!'nt; and
4, Provision of s~.zrvival supplies.
Tina locations for the construction of uublic expedient shelters tvi11
JL g1VF?n l:l t '? ,rS?it'.rs°n _y Fallout SR21tF?r i`~laP_ fOr Pllb11C PrOteCtioil
('111 e.: L ~V I.J =~~ )
'n
ANNEX l
DIRECTION AND CONTROL GROUP
PURPOSE. The purpose of this Annea is to:
1. Describe the Direction and Control Group Plan for the City of
Chula Vista Emergency Services Organization; and
2. Provide a basis for the emergency operations of the group.
ORGANIZATION. The Direction and Control Group consists of the following
staff sections.
1. Director of Emergency Services
2. Situation Intelligence (includes Situation Display)
3. Radiological Defense
4. Communications and Warning (includes Message Center)
5, Emergency Public Information
i~iISSION. The mission of the Direction and Control Group is to pxovide:
1. Overall direction and control of the city emergency services
organization; and
2. Staff support to the Director of Emergency Services and the
Chiefs of Emergency Services.
DIRECTOR OF E?~fERGENCY SERVICES, The Director of Emergency Services for
the City of Chula Vista is the City r~Ianager of the city,
~-~~DS OF STAFF SECTIONS. The heads of staff sections of the Direction
and Control Group are:
1, Situation Intelligence
2. Radiological Defense
3. Communications and T~larning
4. Emergency Public Information
DISASTER TAS_~S OF THE GROUP
i. ~'irector of Er~?r^ency Services
a, E-lakes executive decisions.
Planning Director
Radiological Defense Officer
Com~nunicatiuns Officer
Administrative Assistant to the
City Manager
-1- ~,prli, 1973
b. Issues rules, regulations, orders.
c. Issues operations schedules, policies, priorities.
d. Directs and controls the emergency organization.
e. Provides instructions to the general public.
f. Sends intelligence summaries to the San Diego County Opera-
tional Area or the State OES Regional Office.
2. Group Tasks
a. Plans organization and operations policy,
b. Identifies major operational problems.
c. Assists the Director of Emergency Services
d. Prepares intelligence summaries for the Director.
3. Situation Intelligence Section
a. Manage the information collection and reporting system.
_ b. Display situation and operational information.
c. Evaluates situation information (except Radef), including
damage assessment.
d. Disseminates situation intelligence.
4. Radiological Defense Section
a. Manages the fallout monitoring station reporting system.
b. Evaluates Radef intelligence.
c. Disseminates Radef intelligence.
d. Provides technical guidance on Radef countermeasures.
~, Communications and jJarning Section
a. Manages communications systems.
b. Receives, sends, and records EOC messages.
c. Distributes messages within tine EOC.
d, Maintains and restores communications facilities.
e. Receives and disseminates warning information.
f. Initiates alerting procedures.
6. Emergency Public Information Section
a. Prepares and disseminates emergency public information.
PRCCEDuRES Ati~ RESOURCES rk~TIUALS. Collection points, rosters, and stand-
.- ing operating procedures are in frequent need of updating and revision
and are, therefore, contained in "Procedures and Resources Manuals" de-
veloped, published, and maintained by the fieads of the Staff Sections in
the Direction and Control Group..
SUPPORTIIIG DEPARTN~NTB. A listing of the city departments assigned emer-
gency tasks in the Direction and Control Group is contained in an appen-
dix published separately from this annex.
~Q~v
ANNEX 4
PUBLIC WORKS SERVICE
PURPOSE. The purpose of this Annex is to:
1. Describe the Public Works Service Plan for the City of Chula
Vista Emergency Services Organization; and
2. Provide a basis for the emergency operations of the service.
ORGANIZATION. The Public Works Service consists of the following:
1. Engineering Division
2. Construction Division
MISSION. The mission of the Public Works Service is to provide:
1. Engineering services in support of emergency operations in the
City of Chula Vista;
2. Emergency construction in the City of Chula Vista; and
3. Support to the construction division of the statewide Emergency
Resources Management organization.
SERVICE CHIEF. The Chief of the Public Works Service is the Director of
?ublic Works for the City of Chula Vista.
DIVISION CHIEFS. The chiefs of divisions of the Public ~dorks Service are:
1. Engineering City Engineer
2. Construction Building Inspector
DISASTER TASKS OF THE SERVICE
1. Basic Tasks
a. Restore, maintain, and operate essential facilities.
b. Clear debris.
c. Construct emergency facilities, including expedient fallout
shelters.
d. Provide technical supervision over all other emergency con-
struction.
e. Provide for th` repair, modification, and/or constructicn of
emergency facilities and housing.
f. Maintain an inventory of sources and provide for the procure-
ment and allocation of building supplies.
2. Auxiliary Tasks
a. Collect and report information, including Radef.
b. Operate fallout monitoring and reporting stations.
c. Assist in search and heavy rescue.
d. Assist in first aid.
e. Provide facility and area decontamination.
f. Assist in area contamination control.
PROCEDURES AND RESOURCES MANUAL. Collection points, rosters, and stand-
-. ing operating procedures are in frequent need of updating and revision
and are, therefore, contained in a "Procedures and Resources Manual", de-
veloped, published, and maintained by the Chief of Service.
SUPPORTING DEPARTMENTS. A listing of the city departments assigned emer-
gency tasks in the Public Works Service is contained in an appendix pub-
lished separately from this annex.
~p_i1, 1973 -2- ~ `7D~~
ANNEX 5
(Summary)
MEDICAL AND HEALTH SEP,VICE
PURPOSE. The purpose of this summary is to:
1. Provide a resume of the Medical and Health Service Annex for the
San Diego County Emergency Services Organization; and
2. Provide a basis for the emergency operations of the Medical and
Health Service in the City of Chula Vista.
COUNTY6JIDE SERVICE. Under the terms of the Unified Emergency Services
Agreement, between and among the County of San Diego and the cities in
the county, Medical and Health is a countywide service and the responsi-
bility of the San Diego County Emergency Services Organization.
ORGANIZATION. The Medical and Health Service consists of the following:
1. Medical Division
2. Health Division
MISSION, The mission of the Medical and'Health Service is to provide:
1. A medical care program for the sick and injured;
2. A health protection program for the surviving population; and
3. Support to the health division of the statewide Emergency Re-
sources Ylanagement organization.
SERjiICE CHIEF. The chief of the countyz,Tide ~Tedical and Health Service is
the Administrator, Health Care Agency, County of San Diego.
DIVISION CHIEFS. The c'r.iefs of divisicns of the NL~dical and Health Ser-
vice are:
1. Medical Director, Department of Medical Institu-
tions, County of San Diego
Z, Health Director, Department of Public Health,
County of San Dino
CITY LIP.ISO;•1 OFFICER, Tha city liaison officer to the Medical and Health
Service is t'ne Head, Chula Vista 'riedical Service Group.
~~.ii ~n-J
i
DISASTER TASKS OF THE SERVICE
1. Basic Tasks
a. Provide medical treatment for sick and injured persons.
b. Provide medical registration services.
c. Manage medical services, facilities, activities, and re-
sources.
d. Maintain an inventory of health resources and provide for
their emergency allocation.
e. Determine public health hazards.
f. Establish standards for control of public health hazards.
g. Provide technical guidance and supervise activities to con-
trol public health hazards.
h. Detect and identify hazardous biological and chemical agents.
2. Auxiliary Tasks
a. Collect and report information, including Radef.
b. Operate fallout monitoring and reporting stations.
c. Provide first aid in support of search and rescue.
d. Provid e facility contamination control.
PROCEDURES AND RESOURCES MANUALS. Collection points, rosters, and stand-
ing operating procedures are in frequent need of updating and revision
and are, therefore, contained in "Procedures and Resources Manuals", de-
veloped, published, and maintained by the Chiefs of Divisions in the
Medical and Health Service.
SUP?'~RTING DEPARTMENTS. A listing of the city departments assigned emer-
gent-: tasks in the Medical and Health Service is contained in an appendix
published separately from this annex summary.
yp_.I, 1973 _?r ,..,
~ ~a;~
ANNEX 6
(Summary)
MASS CARE SERVICE
PURPOSE. The purpose of this summary is to:
1. Provide a resume of the Mass Care Service Annex for the 'San
Diego County Emergency Services Organization; and
2. Provide a basis for the emergency operations of the Klass Care
Service in the City of Chula Vista.
COUNTYWIDE SERVICE. Under the terms of the Unified Emergency Services
Agreement, between and among the County of San Diego and the cities in
the county, Mass Care is a countywide service and the responsibility of
' the San Diego County Emergency Services Organization.
ORGANIZATION. The Mass Care Service consists of the following:
1, Emergency Welfare Division
2. Shelter Management Division
MISSION. The mission of the Ntass Care Service is to provide:
1. Emergency welfare in the County of San Diego.
2. Coordination of shelter operations in the county.
3. Direction of shelter operations in the unincorporated area of the
county.
SERVICE CHIEF, The chief of the countywide P~Iass Care Service is the
_dministrator, Human Resources Agency, County of San Diego,
~IS,~ISIOiV CHIEFS. The c'_niefs of diviGions of the bass Care Service are:
1, Emergency Welfare Director, Department of Public ti•]elfare,
County of San Diego
2. Shelter i~L nagement Deputy Director, Shelter Operations, San
Diego County Office of Emergency JerV1CeS
CITY LIA ISON OFFICERS, The city liaison officers to the ilass Care Ser-
vice are:
1. Emergency Welfare Head, C'nula Vista ~,•Jeifare Servicz Group
2. Shelter ~la~ag•~me~t Fire Chief , Cit; of Chula Vista
DISASTER TASK5 OF THE SERVICE
1, Basic Tasks
a. Manage and operate reception centers.
b. Manage and operate public shelters.
c. Inventory and allocate temporary housing.
d, Provide EOC housekeeping support.
e. Register displaced persons.
f. Provide rehabilitation and counseling services.
g, Provide financial assistance.
h. Provide registration and locator services.
i. Operate a registry.
2, Auxiliary Tasks
a, Collect and report information, including Radef.
b. Operate fallout monitoring and reporting stations,
c, Assist in first aid,
d, Provide facility contamination control.
PROCEDURES AND RESOURCES MANUALS. Collection points, rosters, and stand-
ing operating procedures are in frequent need of updating and revision
and are, therefore, contained in "Procedures and Resources Manuals", de-
veloped, published, and maintained by the Chiefs of Divisions in the rTass
Care Service.
SUPPORTING DEPARTMENTS. A listing of the city departments assigned emer-
genc-= =asks in the Mass Care Service is contained in an appendix pub-
lis'-te~_ separately from this annex summary,
April, 1973 -2 ~ / ~G~
ANNEX 7
(Summary)
TRAFFIC CONTROL SERVICE
PURPOSE. The purpose of this surunary is to:
1. Provide a resume of the Traffic Control Service Annex for the
San Diego County Emergency Services Organization; and
2. Provide a basis for emergency operations of the Traffic Control
Service in the City of Chula Vista.
COUNTYWIDE SERVICE. Under the terms of the Unified Emergency Services
Agreement, between and among the County of San Diego and the cities in
the county, Traffic Control is a countywide service and the responsibil-
- ity of the San Diego County Emergency Services Organization.
MISSION. The mission of the Traffic Control Service is to enforce vehi-
cular traffic laws and regulations in the County of San Diego and coor-
dinate countywide vehicular traffic controls.
SERVICE CHIEF. The chief of the countywide Traffic Control Service is
the Inspector, Zone 6 (San Diego), California Highway Patrol.
CITY LIAISON OFFICER. The city liaison officer to the Traffic Control
Service is the Chief of Police of the City of Chula Vista.
~?iSASTER TASKS OF THE SERVICE
1. Basic Tasks
a. Enforce vehicular traffic laws and regulations, including
those for designated routes inside the city.
b. Assist in regulation of vehicular traffic controls on regu-
lated routes.
2. Auxiliary Tasks
a. Collect and report information, including Radef.
b. Operate fallout monitoring and reporting stations.
c. Assist in area contamination cor_tro1.
?ROCEDURES APdD RESOURCES ~r~`rUAL. Collection points, rosters, and stand-
in~ operating procedures are in frequent need of updating and revision
and are, therefore, contained in a "Procedures and Resources ?Manual", de-
veloped, published, and maintained by the Chief of the Traffic Control
Service.
SUPPORTI?~'C OEPARI'~1,;iTS. A listing of the city departments assigned ezer-
gency tasks in the Traffic Control Service is contained in an appendix
pu,~tisne separately from tn.is annex summary.
--~ ~D' = ' J/ ~
~y~`~~
ANNEX 8
(Summary)
CORONER SEP,VICE
PURPOSE. The purpose of this summary is to:
1. Provide a resume of the Coroner Service Annex for the San Diego
County Emergency Services Organization; and
2, Provide a basis for emergency operations of the Coroner Service
in the City of Chula Vista,
COUNTYLJIDE SERVICE. Under the terms of the Unified Emergency Services
Agreement, between and among the County of San Diego and the cities in
the county, the Coroner Service is a countywide service and the respon-
sibility of the San Diego County Emergency Services Organization.
MISSION. The mission of the Coroner Service is to provide identification
and disposition of the deceased.
SERVICE CHIEF. The Chief of the countywide Coroner Service is the Coro-
ner of the County of San Diego.
CITY LIAISON OFFICER. The city liaison officer to the Coroner Service is
the Chief of Police of the City of Chula Vista.
DISASTER T~,SKS OF THE SERVICE
1. basic Tasks
a. Manage the identification and disposition of the deceased.
2. Aur>iliar5- Taslcs
a. Collect and report i_n_fornation, including Radef.
b. Provide area contamination control.
PROCEDURES AND RESOURCES ~f?~lTUAL. Collection points, rosters, and stand-
ing operating procedures are in frequent nead oz updating and revision
and are, therefore, contained in a "Procedures and Resorires i~Iar_ua1", de-
veloped, publis'ed, and maintained by the Chief of t'ne Coroner Service.
SUPPORTI2JG DEPAR•Ti~~'NTS, A listing of tine city departments assigned emer-
gency tasks in the Coroner Service is c-o_~tained in an appendix published
separately from t'nis annex s~-r;~ary,
ANNEX 9
(Summary)
EyIERGENCY RESOURCES MANAGEMENT
PURPOSE. The purpose of this summary is to:
1. Provide a resume of the Emergency Resources Management Annex for
the San Diego County Emergency Services Organization; and
2. Provide a basis for the emergency operations of Emergency Re-
sources Management in the City of Chula Vista.
COUNTYWIDE SERVICE. IInder the terms of the IInified Emergency Services
Agreement, between and among the County of San Diego and the cities in
the county, Emergency Resources Management is a countywide service and
the responsibility of the San Diego County Emergency Services Organiza-
tion.
ORGANIZATION. Emergency Resources Management consists of the following:
1. Economic Stabilization Division
2. Food Administration Division
3. Gas and Electric Division
4. Housing Division
5. Industrial Production Division
6. Manpower Division
7. Petroleum Division
8. Procurement Division
9. Teleco<!~nunications Division
10. Transportation Division
1"i. Grater Resources Division
~~ISSICN. Th? Ii'i1SS10_i Of Emergency Resources iI=?13gemeP.t 1S t0 aSS1S~ tiiC
~t3i=2 3ild COOrdl`?~' ~2, TJltl"11T_1 the COUnty, thz management, inClUding pro-
te::.t10n, CO:~i.r0'l, 3i.~ pi.ZOrli=y al1CC3tlOi1 OL e(R~r~°?1C~; r2SOU1"C2S 3Rd
gerZilCeS.
~.~°:ERCE~~iC`T RESOu~.CES GTrICEP.. The Emergency Resources Officer for the
San D1e~0 rOURty E~eroency Se'LV1ceS 0:'gani73tiOn 'S th°_ COOrd1i13tOr,
Fiscal Agzncy, Co~!nty of San Diego.
-1- ~_~-_ _ ~ , i'~ 3
CITY LIAISON OFFICER. The City of Chula Vista liaison officer to county-
wide Emergency Resources Management is the Assistant City Manager.
RESOURCES BOARDS
1. The Resources Board for the San Diego County Emergency Services
Organization consists of the following:
a. Auditor and Controller, County of San Diego
b. Agricultural Commissioner, County of San Diego
c. Assessor, County of San Diego
d,. Director of Personnel, County of San Diego
e. Purchasing Agent, County of San Diego
f. Recorder, County of San Diego
g, Tax Collector, County of San Diego
h. Treasurer, County of San Diego
2. The Resources for the City of Chula Vista consists of:
a. City Clerk
b. Fina_~ce Director
c. Personnel Director
d. Purchasing Agent
DIVIS-O'~ CHIEFS, The chiefs of divisions of Emergency Resources ~•ianage-
ment =or the San Diego County Emergency Services Organization are:
1. Economic Stabilization Auditor and Controller, County of
San Diego
?. Food Administration Agricultural Commissioner, County
of San Diego
3. Gas and Electric San Diego Gas and Electric Cam-
parry representative
4. Housing Real estate business representa-
tive
S. Industrial Production Industry. representative
6. T•IanpoT•Ter Director of Personnel, County of
San Diego
apL~7 J 1°, J 7 r ~/~~
7. Petroleum
8. Procurement
9. Telecommunications
10. Transportation
11. Glater Resources
Petroleum industry representative
Purchasing Agent, County of San
Diego
Pacific Telephone Company repre-
sentative
National Defense Transportation
Agency representative
San Diego County Water Authority
representative
CITY LIAISON P.EPRESENTATIVES. The city liaison representatives to the
divisions of the countywide Emergency Resources Management are:
1. Economic Stabilization Finance Director
2. Food Administration
3. Gas and Electric
4. Housing
5. Industrial Production
6. Manpower
7. Petroleum
8. Procurement
9. Telecommunications
10. Transportation
Purchasing Agent
Public Works Director
Building and Housing Director
Public Works Director
Personnel Director
Public Works Director
Purchasing Agent
Public Works Director
Public Works Director
11, Water Resources
DISASTER TASKS
1. Economic Stabilization Division
a. Basic Tanks
Public G7orks Director
(1) Provide, in consonance with th` State Econcmic Stabiliza-
tior_ Plan, for price stabilization, rent stabilization,
and consu-ner rationin,a,.
'o. Auxiliary Tasks
(1) Collect ar.d -report ir_formation.
._~_ '
2. Food Administration Division
a. Basic Tasks
(1) Provide for the conservation, allocation, and distribu-
tion of foodstocks.
b. Auxiliary Tasks
(1) Collect and report information, including Radef.
(2) Operate fallout monitoring and reporting stations.
3. Gas and Electric Division
a. Basic Tasks
(1) Restore, operate, and maintain gas and electric systems.
_ (2) Allocate gas and electricity in accordance with state-
established priorities.
b. Auxiliary Tasks
(1) Collect and report information, including Radef.
(2) Operate fallout monitoring and reporting .stations.
(3) Assist in first aid.
(4) Assist in facility decontamination.
(S) Provide facility contamination control.
Housing; Division
a. Basic Tasks
(1) Survey existing housing.
(2) Assess housing damage and arrange repairs.
(3) Survey sites for expedient and improvised housing.
(4) Maintain a housing inventory.
(5} Establish needs for expedient housing construction..
{6) Allocate housing space.
b. Auxiliary Tasks
(1) Collect and report information.
S, Industrial Production Division
a. Basic Tasks
(1) Implement the statecaide Industrial Production Plan for
the emergency mansgement, production, conservation, dis-
tribution, and use of esser_tial items in secondary inven-
tori~s.
S. Industrial Production Division (contd.)
b. Auxiliary Tasks
(1) Collect and report information.
6. Manpower Division
a. Basic Tasks
(1) raintain a manpower inventory and provide for the recruit-
ment, retraining, and allocation of manpower skills.
b. Auxiliarv Tasks
(1) Collect and report information.
7. Petroleum Division
a. Basic Tasks
(1) Maintain a resource inventory and provide for the pro-
curement and allocation of petroleum stocks.
(2) Manage and operate fuel supply facilities.
b. Auxiliary Tasks
(1) Collect and report information.
8. Procurement Division
a. Basic Tasks
(1) Procure supplies and equipment in support of emergency
operations.
b. Auxiliarv Tasks
(1) Co11ec~ and report information.
9. Te1ecoinun_cation.s Division
a. Basic casks
(1) iii=.intain an
prop, i d;~ for
(2) P-lainrain any
b. Au_-ili ar••i Tasks
(I} Collect and
inventory of t21_communications resources and
their allocation.
~ restore telecormunications systems.
report ir.forr~ation
10. Transportation Division
a. Basic Tasks
(1) Maintain a resource inventory and provide for the procure-
ment and allocation of transportation resources, ,
(2) ylanage and operate essential transportation resources,
b. Auxiliary Tasks
(1) Collect and report information.
11. Water Resources Division
a, Basic Tasks
(1) Restore, operate, and maintain water systems.
(2) Allocate water in accordance with state-established
priorities.
b. Auxiliary Tasks
{1) Collect and report information, including Radef.
(2) Operate fallout monitoring and reporting stations.
(3) Assist in facility decontamination.
PROCEDURES AND RESOURCES b1`ANUALS. Collection points, rosters, and stand-
ing operating procedures are in frequent need of updating and revision
and a=e, therefcre, contained in "Procedures and Resources Manuals", de-
velor=_, published, and maintained by the chiefs of divisions of Emergency
Reso~~~ces rianagement.
SUPPOR1NG DEPARTi~1~NTS. A listing of the city departments assigned emer-
genc~ ~~sks in Emergency Resources Management is contained in an appendix
published separately from this annex summary,
_, y~j
~~2~
CITY OF CHULA VISTA E~RGENCY PLAN, APPENDIX 1 - SUPPORTING DEPAR'I'i~TTS
The following city departments are assigned emergency tasks in the City
of Chula Vista Emergency Services Organization.
Direction and Control Group Administrative Staff
(Annex 1) Fire Department
Library Department
Parks and Recreation Department
Planning Department
Police Department
Public Works Department
Lana Enforcement Service Police Department
(Annex 2)
Fire Service Fire Department
(Annex 3)
Public 4lorks Service Building and Housing Department
(Annex 4) Public Works Department
`Medical and Health Service Public Works Department
(Annex 5 )
`~~.ss Care Service Fire Department
(Annex 6) Library Department
Parks and Recreation Department
raffic Control Service Police Department
(Annex 7 )
Coroner Service Police Department
annex 8 )
~eraericy Resources ~tanagem?nt Building and Housing DeDartm=nt
_~nnex 9 ) Finance Department
Personnel Department
Public ,~?o-rks Department
Purcbasir_g Department
i~ =1 -,-
~~ i'~~
Al i X 2
LAW ENFORCEb1ENT SERVICE
PURPOSE. The purpose of this Annex is to:
1. Describe the Law Enforcement Service Plan for the City of Chula
Vista Emergency Services Organization; and
2. Provide a basis for the emergency operations of the service.
MISSION. The mission of the Law Enforcement Service is to provide law
enforcement in the City of Chula Vista.
SERVICE CHIEF. The Chief of the Law Enforcement Service is the Chief of
Police of the City of Chula Vista.
DISASTER Z'.ASKS OF THE SERVICE
1. Basic
a. Enforce laws, rules, and regulations.
b. Provide security for facilities and resources.
c. Control pedestrian traffic.
2. Auxiliary
a. Collect and report information, including Radef,
b. Operate fallout monitoring and reporting stations.
c. Assist in search and light rescue.
d. Provide first aid.
e. Provide area contamination control.
P30CEDURES AND RESOURCES TLANUAL. Collection points, rosters, and stand-
ing operating procedures are in frequent need of updating and revision
and are, therefore, contained in a "Procedures and Resources Ntanual", de-
veloped, published, and maintained by* the Chief of Service.
SUPPORTING DEPARTi~,~1TS. A listing of the city departments asaigned emer-
gency tasks in the Law Enfor-cer_ent Service is contained in an appendi:~.
published separately from this anne:c.
_~_ =1G_i~ ly, i
~/ /~ ~~ l
A~m~Ex s
FIRE SERVICE
PIIRPOSE. The purpose of this Annex is to:
1. Describe the Fire Service for the City of Chula Vista Emergency
Services. Organization; and
2. Provide a basis for the emergency operations of the service.
MISSION. The mission of the Fire Service is to provide fire protection
and suppression in the City of Chula Vista.
SERVICE CHIEF. The Chief of the Fire Service is the Fire Chief of the
City of Chula Vista.
DISASTER TASKS OF THE SERVICE
1. Basic Tasks
a. Suppress fires and develop a fire defense.
2. Auxiliary Tasks
a. Collect and report information, including Radef.
b. Operate fallout monitoring and reporting stations.
c. Provide search and light re:.cue.
d. Assist in first aid.
e. Provide facility and area decontamination.
f. Provide area contamination control.
PROCEDIIP~S AND RESOURCES i~~N?.i~T , Collection points, rosters, and stand-
ing operating procedures are in frequent need of updating and revision
and are, therefore, contained in a "Procedures a.nd Resources ?Manual", de-
veloped, published, and maintained by t'ne Chief of Service.
SL'PPORTIP~G DEPARTl~TTS, A listing of the city departments assigned emer-
gency tasks in the Fire Service is contained in an appendix published
saparately from this annex.
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