HomeMy WebLinkAboutItem 05 - Approval of the Updated Comprehensive Disaster Leadership Plan
Department Name: Fire
Cost Center: 8599
For Agenda of: December 8, 2020
Placement: Consent
Estimated Time: N/A
FROM: Keith Aggson, Fire Chief
SUBJECT: APPROVAL OF THE UPDATED COMPREHENSIVE DISASTER
LEADERSHIP PLAN ADDITION OF UTILITY DISRUPTION AND
PANDEMIC ANNEX
RECOMMENDATION
1. As the City Council, receive and approve the Comprehensive Disaster Leadership Plan
(CDLP) Utility Disruption Annex (Attachment A) and Pandemic Annex (Attachment B); and
2. As the Disaster Council, receive and approve the CDLP Utility Disruption Annex and
Pandemic Annex.
DISCUSSION
The Fire Department is responsible for reviewing, maintaining, and updating the City’s adopted
Comprehensive Disaster Leadership Plan (CDLP) (Attachment C). The CDLP is a
comprehensive all-hazard document that City staff, public safety, and public service personnel
can utilize as a guide while providing critical services during a disaster or large -scale emergency.
The CDLP includes annex plans for specific hazards that have been identified in the City’s Local
Hazard Mitigation Plan.
The CDLP does not supersede the established protocols for responding to day-to-day
emergencies such as fire service, law enforcement, or other departments. Rather, it focuses on
those emergency conditions that will require additional and coordinated response beyond the
ability of any one or set of departments to respond.
Based on recent developments, the Fire Department realized that the current CDLP was lacking
inclusive Utility Disruption (i.e. Public Safety Power Shutoff (PSPS)) and Pandemic guiding
annexes.
To respond to and mitigate a PSPS, City staff developed the PSPS Continuity of Operations Plan
(COOP), which specifically addressed each section’s responsibility to a City-wide response to a
“planned” utility outage. The COOP will remain a working document in the event of a PSPS.
However, the recommended The Utility Outage annex is specific to activation response activities
necessary to support the City EOC during a sustained power outage.
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Additionally, the CDLP did not include a Pandemic annex for a public health event when the
overall EOP was adopted back in XXX. Staff felt it was necessary to look at best practices and
lessons learned from the current pandemic and utilized allied agency pandemic annex
information, the City’s current response to COVID-19 incident action plan (IAP), and various
resources to develop the supporting response annex. The format and delivery are in alignment
with the current CDLP annexes.
Work on the new annexes began in the late spring of 2020 and were finalized in October of
2020. The Fire Department’s internal resources converted existing Continuity of Operations
Plans for the Public Safety Power Shut-off and COVID-19 Incident Action Plan into FEMA
compliant response annex guides. The new annexes are in alignment with current annexes
recently adopted and are designed to be simpler and more straightforward to allow City staff to
more easily familiarize themselves with the guidance during times of disaster or large-scale
emergency related to a power outage or pandemic.
Previous Council or Advisory Body Action
On April 21, 2020, the City Council adopted the City’s current CDLP and supporting Annexes
which was approved to continue compliance with the Standardized Emergency Management
System (SEMS), the National Incident Management System (NIMS) and the National Response
Framework (NRF).
Policy Context
The Charter of the Disaster Council identifies the need for plan approval through Disaster
Council. Resolution to the staff report and attachments2.24.040 Disaster Council – Powers and
duties: It shall be the duty of the disaster council, and it is empowered, to review and approve the
emergency operations plan and mutual-aid plans and agreements and such ordinances and
resolutions and rules and regulations as are necessary to implement such plans and agreements.
The disaster council shall meet upon call of the emergency services director or, in his or her
absence from the city or inability to call such meeting, upon call of the deputy emergency
services director. (Prior code § 2430.2).
Public Engagement
This item is on the agenda for the December 8, 2020 City Council meeting and will follow all
required postings and notifications. The public will have the opportunity to provide comment on
this item at or before the meeting. Additionally, public engagement was completed during the
formation of the recently adopted CDLP.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in this
report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15378.
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FISCAL IMPACT
Budgeted: N/A Budget Year: N/A
Funding Identified: N/A
Fiscal Analysis:
Funding Sources Current FY Cost
Annualized
On-going Cost
Total Project
Cost
General Fund N/A
State
Federal
Fees
Other:
Total N/A
There is no fiscal impact associated with approving the Comprehensive Disaster Leadership Plan
as the plan provides guidance to the City during times of emergencies.
ALTERNATIVES
Continue to utilize the existing incident action plan for COVID pandemic and Continuity of
Operations Plan for public safety power shut-off (PSPS). This is not recommended as the
existing plans are not response guidance documents and would need significant revisions and
updates for use to ensure the City can successfully prepare for, respond to, and recover from
disasters in the City.
Attachments:
a - Utility Disruption Annex 2020
b - Pandemic Annex 2020
c - COUNCIL READING FILE - Comprehensive Disaster Leadership Plan 2020
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City of San Luis Obispo
Comprehensive Disaster Leadership Plan
Utility Disruption
ANNEX I
Developed for:
Derek Johnson
City Manager
City of San Luis Obispo
San Luis Obispo, CA.
Developed by:
Keith Aggson
Fire Chief
City of San Luis Obispo
San Luis Obispo, CA
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City of San Luis Obispo
Comprehensive Disaster Leadership Plan Utility Disruption Annex I
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APPROVAL AND IMPLEMENTATION
This Continuity of Operations Plan (COOP) for a Utility Disruption event was prepared by the City
of San Luis Obispo Leadership Team to develop, implement, and maintain City operations.
This plan (annex) serves as an extension of the City of San Luis Obispo Comprehensive Disaster
Leadership Plan (CDLP) and provides additional information specific to extended power outages
in the City. It is implied that upon activation of this plan, the CDLP will be active. This plan will be
reviewed and exercised periodically and revised as necessary to satisfy changing conditions an d
needs.
The City Council, City Administration and City Departments give their full support to this plan. The
City of San Luis Obispo Utility Disruption plan and its supporting contents are hereby approved to
become an annex to the SLO City EOP and is effective immediately upon the singing by all
signature authorities below.
Keith Aggson Date
Fire Chief
City of San Luis Obispo Fire Department
Derek Johnson Date
City Manager
City of San Luis Obispo
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City of San Luis Obispo
Comprehensive Disaster Leadership Plan Utility Disruption Annex I
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FORWARD
The City of San Luis Obispo Utility Disruption Annex provide an overview of the City’s approach to
continuity of operations should a planned power outage occur. It details City actions, describes the
City organization, and assigns tasks. This plan provides guidance for implementing the Annex to ensure
the orderly, rapid, and efficient actions of mission essential functions occur under the threat and
condition of power outage impacts and disruptions of City services to the best of our abilities. This
plan will also be an important reference during a multi-day power outage regardless of the cause,
including disasters. While the severity and consequences of an emergency cannot be predicted,
effective contingency planning can minimize the impact on City of San Luis Obispo missions,
personnel, and facilities.
SITUATIONAL SUMMARY
San Luis Obispo City is serviced by Pacific Gas and Electric (PG&E) utility company for electrical
power. PG&E electricity is delivered to the City via a 115 kilovolt (kV) transmission line and
three 21kV distribution lines coming from the Morro Bay area. There are no redundant or backup
facilities or resources for continuous electrical service during a Utility Disruption.
The Utility Disruption Annex was established to ensure protection of the community during prolonged
or multi-day power outages. The expectation of the City of San Luis Obispo is that the City and San
Luis Obispo County Office of Emergency Services (OES) will work together in the implementation of
this plan to protect City employees, City infrastructure, and to ensure the overall health and safety of
the community. The City is committed to working together to mitigate the impacts of a multi-day
power outage.
BACKGROUND
Given the continued and growing threat of extreme weather and wildfires, and as an additional
precautionary measure PG&E is expanding and enhancing their Community Wildfire Safety Program.
This includes expanding the Public Safety Power Shutoff program to include all electric lines that pass
through high fire-threat areas: both distribution and transmission lines. PG&E has communicated they
will only proactively turn off lines in the interest of safety to help reduce the likelihood of an ignition
when extreme fire danger conditions are forecasted.
In addition, climate change has directly impacted adverse weather patterns where wind, rain and
flooding events can compromise the cities electrical grid system.
COORDINATED RESPONSE
When a Utility Disruption event impacts the City of San Luis Obispo and surrounding jurisdictions,
Unified Command will be established by the San Luis Obispo County Office of Emergency Services
(OES) and charged with coordinating the regional response.
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City of San Luis Obispo
Comprehensive Disaster Leadership Plan Utility Disruption Annex I
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ICS/SEMS/NIMS
The City of San Luis Obispo has adopted the Incident Command System (ICS), the Standard Emergency
System (SEMS), and the National Incident Management System (NIMS) as the emergency organization
and the emergency management system for response to a Utility Disruption event impacting the City
of San Luis Obispo.
UNIFIED INCIDENT COMMAND AUTHORITY
In the event of a Utility Disruption Incident, the Fire Chief will assume the position of Unified Incident
Commander. In the event the Fire Chief is not available, the following chain of command is provided
to identify authorized alternates to fill the City of San Luis Obispo's position as Incident Commander.
No. 1 – The Police Chief
No. 2 – The Deputy Fire Chief or Police Captain
No. 3 – On-Duty Fire Battalion Chief or Police Lieutenant
The Unified Incident Commander will alert the San Luis Obispo City Manager as to the severity of the
incident.
EMERGENCY OPERATIONS CENTER LEADERSHIP
The City Manager is the Emergency Services Director. The Assistant City Manager is the Deputy
Emergency Services Director, and the Deputy City Manager is the alternate as needed.
PERSONS WITH BASELINE MEDICAL, ACCESS AND FUNCTIONAL NEEDS
It is the intent of the City of San Luis Obispo to ensure Community Members with Baseline Medical
needs and Functional Access Needs have equal services and are prioritized during an emergency.
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City of San Luis Obispo
Comprehensive Disaster Leadership Plan Utility Disruption Annex I
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Table of Contents
Approval and Implementation ................................................................................................... 2
Forward ..................................................................................................................................... 3
Situational Summary ................................................................................................................. 3
Background................................................................................................................................ 3
Coordinated Response ............................................................................................................... 3
ICS/SEMS/NIMS ......................................................................................................................... 4
Unified Incident Command Authority ......................................................................................... 4
Emergency Operations Center Leadership…………………………………………………………………………………4
Persons with Baseline Medical, Access and Functional Needs……………………………………………………4
I. Essentials
A. Initiating Event ............................................................................................................... 7
B. Initial Alerting ................................................................................................................. 7
C. UTILITY DISRUPTION Ready
Weather Advisory: 48 Hours Before Onset of Fire-Prone Weather ........................ 9
D. UTILITY DISRUPTION Set
Weather Warning: 24 Hours Before Onset of Fire-Prone Weather ........................ 9
E. UTILITY DISRUPTION GO
De-Energization Imminent or Confirmed: 24 Hours of Less
from UTILITY DISRUPTION Notification from Electrical Companies ........................ 10
F. Utility Disruption Activated .......................................................................................... 10
G. Dispatch ........................................................................................................................ 10
H. City Personnel Notification/Activation ......................................................................... 10
I. Contingency Plan Objectives ......................................................................................... 11
J. Response ....................................................................................................................... 11
K. Emergency Response Levels ......................................................................................... 12
L. Utility Disruption Cancelled, Power Restored ............................................................... 12
II. Potential Impacts
A. Leadership ………………………………………………………………………………………………………….....13
B. Emergency Reporting ................................................................................................. 13
C. Evacuation………………………………………………………………..…………………………………………….13
D. Resource Center Information…………………………………………..………………………………..……13
E. Animal Sheltering…………………………………………………………..………………………………..……..14
F. School Disruptions ...................................................................................................... 14
G. Emergency Services ……………………………………………………………….……………………….……..14
H. City Utilities (Water and Sewer) ……………………………………………….…………………………….15
I. Transportation Systems…………………………………………………………….…………………………….15
J. Communication Disruptions………………………………………………………………………..………….15
K. Emergency Public Information………………………………………………………………………….……. 15
L. Security…………………………………………………………………………………………………………….…….15
III. Utility Disruption Annex Activation…………………………………………………………………………............ 15
IV. SLO County Office of Emergency Services (OES) ................................................................... 16
V. Recovery ............................................................................................................................... 16
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A. Re-Energization………………………………………………………………………………………………………….16
B. Demobilization…………………………………………………………………………………………………………..16
C. Final Report and Activity Log……………………………………………………………………………………..17
X. Special Considerations .......................................................................................................... 17
A. Funding UTILITY DISRUPTION Event ............................................................................... 17
XI. Revision Page ...................................................................................................................... 17
APPENDIX 1: COMMUNICATIONS INFORMATION ....................................................................... 18
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I. Essentials
A. Initiating Event
Any notification of anticipated severe fire weather concerns that will create the need for Pacific Gas
and Electric (PG&E) to shut-off power to the SLO grid or grids will be considered an “initiating event”
for plan activation. Weather threats can change quickly. PG&E’s goal is to provide customers with
advance notice prior to turning off power.
The PG&E event notification will include:
1. Estimated start time of a potential event
2. Forecasted weather duration
3. Estimated time range to full restoration
4. Number of medical baseline customers in the potentially impacted area
5. Weather and Utility Disruption information can be found at www.pge.com/weather
6. Maps that include boundaries of the area subject to de-energization and affected circuits
will be posted at www.pge.com/pspsportal
B. Initial Alerting
Upon notification from PG&E of proposed Utility Disruption the following actions should be
followed:
1. Dispatch
a. The San Luis Obispo Emergency Communications Dispatch Center will notify the City
Manager, Police and Fire Chiefs or designees of Utility Disruption notification.
2. SLO City Outage Policy Group Decision Points and Respective Actions
a. In the event of a Utility Disruption event, Pacific Gas and Electric (PG&E) have advised
they will provided advanced notice. At each notice point it is recommended an
operational conference call occur to discuss EOC activation need and immediate
preparation and response needs.
3. Known UTILITY DISRUPTION Prediction 48 Hours Response Process
a. Operational Area Conference Call Activation with:
i. SLO City EOC Director or Designee
ii. SLO City Fire & Police Chief
iii. SLO County OES Director or Duty Officer
iv. Cal Poly EOC Director or Designee
v. CAL FIRE Chief or Duty Chief
vi. San Luis Coastal School District Director or Designee
b. Objectives to be discussed during the conference call:
i. Attain situational awareness on weather conditions and electrical company
decisions.
ii. Review the anticipated area of anticipated de-energization.
iii. Identify actions already taken.
iv. Identify incident-specific concerns.
v. Present the EOC Director with recommended courses of action.
vi. Recommend to the EOC Director whether to implement all or part of the
COOP.
c. Actions to be taken
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Comprehensive Disaster Leadership Plan Utility Disruption Annex I
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Department Heads & Elected Officials notified by SLO City EOC Director or Designee
i. Emergency Communications Dispatch Center to monitor PG&E information
site
ii. EOC PIO Immediately implement crisis communications plan
iii. San Luis Coastal School District Superintendent or designee
iv. Notify City Council
4. Known UTILITY DISRUPTION Prediction 24 hours Response Process
a. Operational Area Conference Call Activation SLO City EOC Director or Designee
i. SLO City Fire & Police Chief
ii. SLO County OES Director or Duty Officer
iii. Cal Poly EOC Director or Designee
iv. CAL FIRE Chief or Duty Chief
v. San Luis Coastal School District Superintendent or Designee
b. Objectives to be discussed during the conference call:
i. Attain situational awareness on weather conditions and electrical
company decisions.
ii. Review the anticipated area of anticipated de-energization.
iii. Identify actions already taken.
iv. Identify incident-specific concerns.
v. Present the EOC Director with recommended courses of action.
vi. Determine whether to implement all or part of the Utility Disruption
Annex.
c. Actions to be taken
i. Department Heads & Elected Officials notified by
SLO City EOC Director or Designee
ii. Emergency Communications Dispatch Center to monitor PG&E
information site
iii. Immediately implement crisis communications plan
5. Known UTILITY DISRUPTION Prediction <2 Hours Response Process
a. Operational Area Conference Call Activation
i. SLO City EOC Director or Designee
ii. SLO City Fire & Police Chief
iii. SLO County OES Director or Duty Officer
iv. Cal Poly EOC Director or Designee
v. CAL FIRE Chief or Duty Chief
vi. San Luis Coastal School District Director or Designee
b. Objectives to be discussed during the conference call:
i. Attain situational awareness on weather conditions and electrical
company decisions.
ii. Review the anticipated area of anticipated de-energization.
iii. Identify actions already taken.
iv. Identify incident-specific concerns.
v. Present the EOC Director with recommended courses of action.
vi. Determine implementation of all or part of the Utility Disruption
Annex.
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vii. PIO communicate Utility Disruption activation probable, directing
community members to exercise their preparedness plans. This includes all
buildings with elevators consider locking them out to reduce the chance of
entrapment.
viii. Stop use of heavy machinery
ix. Disconnecting electronic equipment
x. Store drinking water in containers
xi. Do not use generators or BBQ indoors as they can cause CO poisoning
xii. Do not use generators not professionally installed can cause back-
feed hazard.
c. Actions to be taken
i. Department Heads & Elected Officials notified by
SLO City EOC Director or Designee
ii. SLO City EOC Director or Designee determines and communicates
activation of EOC to appropriate level
1. Department Heads or assignee report to EOC as required
2. Section Coordinators or assignee report to EOC as required
3. Elected Officials report to EOC as required
4. Recall Safety Employees to duty as required
5. Notify Cal Poly, Co. OES and CAL FIRE EOC is activated
iii. ECC and EOC monitor PG&E information site
iv. EOC PIO Immediately implement crisis communications plan
C. UTILITY DISRUPTION Ready – Weather Advisory: 48 Hours Before Onset of Fire-Prone
Weather
1. Following notification from PG&E, the City Public Information Officer (PIO) and Fire
Department should notify the public of the decision by the utility of a possible electrical de-
energization. www.pge.com/weather, http://critweb-outage.pgealerts.com/
2. Provide National Weather Service forecasts for the potential of high-fire risk weather to
occur within 48 hours and the public should now get “Ready” for a wildland fire.
https://www.readyforwildfire.org/prepare-for-wildfire/ready-set-go-campaign/
3. Community members should be encouraged to closely monitor the weather and understand
what constitutes “fire-prone weather,” such as Red Flag Watches and Warnings.
4. Community members, who are sensitive to heat or dependent on electricity, should start to
prepare if weather becomes extreme or should de-energization occur.
5. Preparation information can be found at:
https://www.slocity.org/home/showdocument?id=23566
D. UTILITY DISRUPTION Set – Weather Warning: 24 Hours Before Onset of Fire-Prone Weather
1. Following notification from PG&E, the City Public Information Officer (PIO) and Fire
Department should notify the public of the decision by the utility of a possible electrical de-
energization. www.pge.com/weather, http://critweb-outage.pgealerts.com/
2. Provide National Weather Service forecasts for the potential of high-fire risk weather to
occur within 24 hours and the public should now get “Ready” for a wildland fire.
https://www.readyforwildfire.org/prepare-for-wildfire/ready-set-go-campaign/
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3. Community members should be encouraged to closely monitor the weather and understand
what constitutes “fire-prone weather,” such as Red Flag Watches and Warnings.
4. Community members, who are sensitive to heat or dependent on electricity, should start to
prepare if weather becomes extreme or should de-energization occur.
5. Preparation information can be found at:
https://www.slocity.org/home/showdocument?id=23566
E. Utility Disruption Go – De-Energization Imminent or Confirmed: 24 Hours or Less from
UTILITY DISRUPTION Notification from Electrical Companies
1. The City Public Information Officer (PIO) and Fire Department should notify the public that
notice have been given by PG&E indicating their intention to de-energize the power grid
within San Luis Obispo County and provide accurate information on the locations.
http://critweb-outage.pgealerts.com/
2. Community members should exercise their UTILITY DISRUPTION Ready-Set-Go plan, which
may include evacuation to a non-affected area, and “Go.”
3. Community members should be directed to https://www.slocity.org/ &
https://www.readyslo.org for up-to-date UTILITY DISRUPTION information, including
outage maps, the City call line, the electrical companies’ public assistance line, resource
centers and other applicable information.
F. Utility Disruption Activated
1. Operational Area Conference Call Activation
a. SLO City EOC Director or Designee
b. SLO City Fire & Police Chief
c. SLO County OES Director or Duty Officer
d. Cal Poly EOC Director or Designee
e. CAL FIRE Chief or Duty Officer
2. Actions to be taken
a. EOC Director, Staff & Section Coordinators activate the Utility Disruption COOP at
appropriate level as determined by EOC Director or assignee
b. EOC Director will direct the level of Incident Action Plan (IAP) development as
necessary
G. Dispatch
1. The San Luis Obispo Emergency Communications Dispatch Center will notify the City
Manager, Police and Fire Chiefs or designees of Utility Disruption notification.
H. City Personnel Notification /Activation
1. The on-duty dispatchers will:
a. Alert all off-duty police, fire, utilities, and public works personnel to contact their
respective departments to determine activation and reporting to duty needs.
b. This may be accomplished through assistance from each specific department.
2. Dispatchers will poll on-duty police and fire units for:
a. Confirmation if stations are running on generator power and fuel status.
b. Confirmation of on-duty available resources and actions.
c. Information will be communicated to the EOC Director or designee.
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I. Contingency Plan Objectives
1. Objectives
a. Provide for the safety of the public, agency employees, and first responders.
b. Ensure that emergency service delivery efforts, both law enforcement, fire, and
emergency medical service, are uninterrupted.
c. Provide for timely and accurate release of incident information to the public,
media, first responders, agency administrators and cooperators by the EOC Public
Information Office.
d. Protect the continuity of critical infrastructure (water/sewer), processes, essential
services, and facilities with the installation of temporary power generation if back-
up power does not already exist.
e. Ensure coordination with law enforcement to maintain the protection of the
public and maintain accountability of the portable generator’s security.
f. Ensure that the needs of medically dependent individuals and those with access
and functional needs are contacted and assisted as needed/able.
g. A fuel distribution plan has been developed that is implementable and provides
for continuous operations.
h. Ensure the Ludwick Center, identified as the City Resource Center, is supported by
Parks and Recreation.
i. Ensure close coordination and communication between Cal Poly, SLO County, San
Luis Coastal and the City of SLO.
j. Ensure close coordination and communication between, Co. OES/EOC, MHOAC
(local hospitals, care facilities, SLO Ombudsman) and the City of SLO, and Cal Poly.
k. Support medical shelters as needed.
l. Maintain close coordination and communication between all affected public
agencies, incident management, and PG&E, for the activation of the Utility
Disruption Annex.
J. Response
1. Emergency Operations Center Locations:
a. The following are the EOC locations for an emergency event.
(Note: These locations may be adjusted or changed depending on the specific circumstances of event).
Primary: San Luis Obispo City Fire Department
2160 Santa Barbara Ave.
San Luis Obispo, CA 93401
Secondary: Ludwick Community Center
864 Santa Rosa Street
San Luis Obispo, CA 93401
2. Emergency Operations Center – Levels of Activation
The number of City staff at the EOC will depend on the level of activation. The person
authorizing the activation of the EOC will determine the Level of Activation. The EOC
Director or Deputy EOC Director may change the activation level throughout the
emergency as needed. The levels of activation are:
a. EOC LEVEL 1: A major disaster where local resources are overwhelmed. State
and/or federal resources are required. A local emergency and a state of
emergency will be proclaimed. A Presidential Declaration of Emergency or major
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disaster will be requested. The EOC will be staffed to the highest number of
personnel possible or necessary.
b. EOC LEVEL 2: A moderate to severe emergency wherein local resources are not
adequate and mutual aid may be required on a regional or even statewide basis.
A local emergency and a state of emergency may be proclaimed. The EOC will be
moderately staffed.
c. EOC LEVEL 3: A minor to moderate incident wherein local resources are
adequate and available. A local emergency may or may not be declared. The EOC
will be minimally staffed.
K. Emergency Response Levels
1. Levels of response may vary due to areas effected, time of outage, collateral issues, and
incident response personnel needs. Emergency planning for a Utility Disruption event is
broken down into three levels:
a. Level 1, Severe Emergency: Total recall of all off-duty police and fire
department personnel, activation of all city department staffing plans and
request the San Luis Obispo City Manager or assignee and all department heads,
to report to the City’s Emergency Operations Center.
b. Level 2, Escalating Emergency: Increased number of incidents due to a Utility
Disruption event. On-duty crews cannot keep up with calls; however, the
incident can be handled by calling out all off-duty Police and Fire Department
employees and with the assistance on-duty fire and police units.
c. Level 3. Non-Emergency: Always in effect day-to-day routine operations. No
excessive incident loads. On-duty crews can handle all calls.
L. Utility Disruption Cancelled, Power Restored
1. Operational Area Conference Call Activation
a. SLO City EOC Director or Designee
b. SLO City Fire & Police Chief
c. SLO County OES Director or Duty Officer
d. Cal Poly EOC Director or Designee
e. CAL FIRE Chief or Duty Officer
2. Actions to be taken
a. Department Heads & Elected Officials notified by SLO City EOC Director or
Designee
b. Media release messaging in parallel with PG&E
c. Visual inspection of the system for damage to restore power may take up to 48
hours.
d. As incident deescalates
i. Systematically release all city staff
ii. EOC Director or Designee directs closure of EOC operations
iii. Restock and prepare for future Utility Disruption
e. Conduct After Action Review
f. Create an After Action/Improvement Plan
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II. Potential Impacts
The following discussions attempts to present the most likely impacts from a Utility Disruption event
occurring in or near the City of San Luis Obispo. These potential emergencies are discussed in detail
below as a basis for planning and response. This Plan does not presume to predict the full range and
depth of Utility Disruption event consequences. It does, however, attempt to reflect the most
accurate estimate of the nature of emergencies resulting from a Utility Disruption impacting event
occurring in, or threatening the City of San Luis Obispo.
A. Leadership
1. The strain on local government and its emergency response organization to command and
coordinate the response to an extreme Utility Disruption event could be immediate,
severe, and overwhelming.
2. Out-of-county assistance from state, federal, mutual aid and private agencies will probably
not be needed in anything but the most extreme situations where power outages exceed
48 hours.
3. Logistical support and/or mutual aid requests may have extended arrival time.
B. Emergency Reporting
1. A Utility Disruption event may initiate or exacerbate emergencies.
2. Such an occurrence is reasonably anticipated to overwhelm emergency response resources
and necessitate a change to the traditional response protocol.
3. Reporting emergencies via a 911-phone dependent system may be overloaded the first
several hours of the incident.
4. Challenges may be in an overloaded cellular system as citizens turn to cellular data for
information.
C. Evacuation
1. The purpose of an evacuation is to move the population in an affected area away from the
possible hazards.
2. Evacuation for short duration power outages should not be necessary and avoided when
possible, and community members should be encouraged to shelter in place.
3. Evacuation of specific populations may be indicated when:
a. Baseline medical patients need definitive care at hospital or medical facility.
b. Power outage is anticipated to exceed 48 hours.
c. Managed care facilities activate their emergency plan to move their baseline
clientele.
d. During extreme temperatures when fans and HVAC system are not available for
vulnerable populations.
D. Resource Center Information
1. PG&E is responsible for opening “Resource Centers” for daytime use during a Utility
Disruption
2. Pre-identified resource centers should be considered for use in providing resources and
limited daytime shelter to displaced individuals during an extended outage.
3. The City in cooperation with the County may need to support medical shelters for 24-hour
use. The decision will be made at the time based upon the needs and number of displaced
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individuals and whether they have on-going medical issues like the need for electrically
operated supplemental oxygen concentrators/generators, CPAP, home dialysis machines,
sensitivity to heat emergencies etc.
4. SLO County EOC Mass Care (CHADOC) and Public Health officials may provide shelter
assistance.
5. Assistance may be limited from Red Cross as power outages are considered a planned
event and not disaster assistance.
6. The evacuation population is the number of people that the space can hold if we do not
need to set up cots.
7. The shelter population number is the number we could support in the space if we
must house them overnight (shelter population = half of evacuation population).
E. Animal Sheltering
1. Animal shelter may be a long-term requirement for extended power outages; however,
community members should be directed where to take animals during evacuation
whenever possible.
2. Potential resources:
a. SLO Co. Animal Services (animals including dogs, cats, rabbits, birds, chickens)
b. SLO FFA (large animals, livestock)
c. Mid-State Fairgrounds (large animals, livestock)
d. Santa Maria Fair Park (large animals, livestock)
3. The American Red Cross has disaster trailers (which are staged at various locations around
the County) and can be stocked with some crates, food, and bowls.
4. Due to loss of water pumps on private property, water for large animals may become an
issue.
5. The County Ag Commissioner should be consulted to identify impacts.
F. School Disruptions
1. Schools would be immediately disrupted requiring them to either shelter in place, close or
evacuate.
2. Communication with SLO Coastal School District via SLOPD school resource officer as
needed.
G. Emergency Services
1. Emergency medical services may become overwhelmed due to baseline medical
community needs.
2. Fires, wildland, or structure may pose extreme public hazard should water systems
dependent on power be compromised.
3. Technical Rescues of various types could occur as a result of power outages such as
elevator entrapment.
H. City Utilities (Water and Sewer)
1. The Utilities Department has worked to ensure that necessary water and sewer facilities
have power generation equipment to maintain service through Utility Disruption event.
2. Water storage tanks should be topped off upon the first notification of a possible Utility
Disruption.
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3. Water treatment and storage capacity may be reduced during a Utility Disruption event,
the public should make all efforts to eliminate outdoor irrigation and unnecessary indoor
water use.
4. If backup generators fail and positive pressure is lost within the City’s water distribution
system, the County Health Officer may need to issue a boil water notice to the community
immediately to ensure public health is protected.
I. Transportation Systems
1. A Utility Disruption will likely disrupt normal transportation systems causing severe traffic
management problems as well as delays to response, evacuation, and logistical support.
2. Transit systems would remain operational as determined by the EOC.
3. Additional public works staff and resources maybe necessary to assist police in traffic
control.
J. Communication Disruptions
1. Telephone equipment, both hard wired, cellular and voice over internet (VOIP) could be
adversely affected.
2. Hard wired phones may remain in-service however overloading may occur.
3. Cellular may remain in-service however overloading (data) may occur.
4. Voice over internet would be out of service and unusable.
K. Emergency Public Information
1. During a UTILITY DISRUPTION event, the public will need basic emergency public
information.
2. This information will be provided by the City of San Luis Obispo's Public Information
Officer via a wide range of both public notification systems and social media.
3. Information streams may become challenged over time as cell phone power is lost.
4. The need for a staffed call center will be needed, this could be in conjunction with the
County.
L. Security
1. Access into and out of the impacted area, mostly to ensure public safety, will be a
consideration for law enforcement.
2. Alarm systems may fail or malfunction resulting in additional PD calls as well as a security
risk.
III. Utility Disruption Annex Activation
1. Any Utility Disruption event that in the opinion of the San Luis Obispo City Manager, Fire
Chief (or designee), Police Chief (or designee) that warrants the activation of Utility
Disruption Annex shall be communicated to ALL Emergency Operations Center staff (EOC).
2. If confirmed impacts are brought to the attention of the City of San Luis Obispo
Emergency Communications Center, contact with the Unified Incident Commander (or
authorized alternate) should occur.
3. Additionally, if contact with the Unified Incident Commander or any authorized alternate
cannot be made, the on-duty Battalion Chief or highest-ranking Police Supervisor may
recommend Utility Disruption Annex.
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4. When there is a sustained area wide electrical outage that is estimated to be over 6 hours,
the Emergency Operation Center (EOC) will facilitate an Outage Policy Group meeting
either in person or by conference call. The responsibility of the Outage Policy Group
would be to recommend to the Director of Emergency Operations Center whether to
implement all or part of this Utility Disruption Annex.
IV. SLO County Office of Emergency Services (OES)
1. The SLO County Office of Emergency Services (OES) coordinates all requests for assistance
from San Luis Obispo County (beyond mutual aid agreements established for fire, law,
medical, or public works resources). To request assistance from San Luis Obispo County,
contact the Duty Officer at +1 (805) 781-1144.
2. The San Luis Obispo County Office of Emergency Services (OES) will receive official
notification of a potential Utility Disruption. The City and community may also receive
notifications from PG&E. OES will provide notification information to partner
organizations to share information received from the PG&E portal. The City also has
access to the PG&E portal.
3. OES will conduct an Operational Area (OA) conference call(s) as needed with the
respective agencies affected. The City EOC Director, Fire Chief and Police Chief or their
Designees will participate in the OA conference call.
V. Recovery
The City of San Luis Obispo has a Recovery Plan under development as part of the City of San Luis
Obispo’s Comprehensive Emergency Management Plan. The following points are a short Recovery.
A. Re-Energization
1. During transition into a recovery phase, areas affected by the Utility Disruption event
should be inspected to determine if they are safe for public re-entry. Based on joint
concurrence by the Unified Command Staff, re-entry will be authorized, and a Public
Information message to that effect will be issued.
B. Demobilization
1. When response agencies are nearing completion of the last remaining life-safety
Protective Action Missions, and when the Emergency Services Director (San Luis Obispo
City Manager) or the Deputy Emergency Services Director determines that the disaster has
entered into a recovery phase, the command staff should develop a formal demobilization
plan.
2. Consideration should also be given to assigning appropriate agencies to conduct short
term recovery operations (e.g., debris removal, restoration of critical facilities, utilities,
and communications, and tending to the needs of the homeless and displaced, etc.).
3. The City of San Luis Obispo Emergency Operations Center should be downgraded as an
Emergency Operations Center. The Emergency Operations Center will then become a
Recovery Operations Center (ROC).
4. It is desirable to attempt to restore departments to their normal working routine and
environment as soon as possible.
5. The Unified Command Staff, as well as other City of San Luis Obispo agencies, will be
heavily involved in short and long-term recovery operations.
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C. Final Report and Activity Log
1. All department heads from the City of San Luis Obispo departments involved in the Utility
Disruption event response will be required to complete a narrative report and a master
activity log.
2. The narrative report briefly describes the primary responsibility, the protective action
missions performed and the total staff hours of involvement by the agency during the
emergency phase of the Utility Disruption event.
3. The master activity log documents names and times of agency personnel involved in a
mission, equipment and supplies used, and any contracts with a private vendor to support
emergency operations.
4. Most of this information can be extrapolated from individual activity logs used by team
leaders during the emergency (ICS 214, Emergency Operations Center messages,
Emergency Operations Center activity logs).
5. A copy of the narrative report and activity logs should be forwarded to City Hall as soon as
possible and will be part of the official record of the UTILITY DISRUPTION event disaster.
X. Special Considerations
A. Funding Utility Disruption Events
1. In an emergency the government assumes that they will expend local, state, and federal
funds to respond to and recover from that emergency. The impacts of a Utility Disruption
will essentially create a multiple-day emergency, yet there are no government funds to
pay for the response to that emergency.
2. This includes creating cooling shelters, phone-charging stations, checking on people,
securing darkened neighborhoods from crime, activating Emergency Operations Centers
and Call Centers, and checking in on our vulnerable populations.
3. The City of San Luis Obispo has limited resources to address a major power outage for
consecutive days and the community must recognize the logistical costs to support a
Utility Disruption could be substantial to the City.
XI. Revision Page
This Section is for Plan Holders to record the posting of each Official Plan Revision made by the City of
San Luis Obispo. Please enter the revision number, the pages, the date the revision was posted, and
the name of the person posting the revision.
Revision # Revision Title Page Number
Revised Date Name
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Communications Information
#1 – Public Information Messaging
Safety message example: PG&E has informed its customers that as an additional precautionary
measure to further reduce wildfire risks, there may be a need to de-energize electrical grids in
advance of or during heightened risk conditions, such as high temperatures, high sustained and peak
winds, and low humidity. The City of San Luis Obispo is taking steps to prepare and protect essential
services during a potential power outage and encourages its residents and business community to do
the same. Tips on how to prepare are available on the City Fire Department website
https://www.slocity.org/government/department-directory/fire-department and PG&E website and
all customers are encouraged to update contact information so that you are notified in advance of a
power outage. PG&E will attempt to notify customers of a Utility Disruption event 48 hours in
advance of power being turned off, 24 hours in advance and just before power is turned off. In the
event a power outage occurs, it is also likely internet and phone service will be interrupted. Please
consider essential needs for your family, your pets, and friends or neighbors, particularly the elderly
and those with health conditions that may require backup power. If you or someone you know relies
on electric or battery-dependent medical device, a back-up plan is particularly important. PG&E’s
Medical Baseline Program assists residential customers who have special energy needs due to a
qualifying medical condition by providing a lower rate on their monthly energy bill and extra
notifications in advance of a UTILITY DISRUPTION. For more information about the program, visit
PG&E’s Medical Baseline Program webpage.
Safety message example: PG&E has informed local officials and their customers a planned Utility
Disruption MAY occur in the next 24-hours. All community members are directed to review their
personal contingency plan, secure supplies as necessary, top off vehicles with fuel and consider
evacuating baseline medical patients. Avoid use of elevators and communicate with neighbors your
plan.
Safety message example: PG&E has informed local officials and their customers a planned Utility
Disruption WILL occur in the next 2-hours. All community members are directed to activate their
personal contingency plan, including evacuating baseline medical patients. Avoid use of elevators and
communicate with neighbors your plan.
Sample Email: Safety Alert: Fire danger conditions may cause PG&E Utility Disruption (Notification on
«DATE»). Elevated weather conditions, including potential fire risk, are forecasted in the
next 24 to 48 hours and may impact electric service in portions of San Luis Obispo County. If these
conditions persist, PG&E may need to turn off power to local customers for safety. Outages could last
for multiple days. Maps of impacted areas are also available at PG&E portal. If PG&E does turn off
power for safety, they will work to restore power as soon as it is safe to do so. For more information
visit pge.com or call 1-800-743-5002.
Sample Text: Due to weather forecast PG&E may turn off power at «TIME, DATE». For more info:
pge.com; 1-800-743-5002
Sample Reverse 911 Phone Call: This is an important safety alert from the City of San Luis Obispo,
calling on «DAY, DATE». This notice is for community members that may be affected by a planned
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power outage. Elevated weather conditions, including potential fire risk, are forecasted in the
next 24 to 48 hours and may impact electric service in portions of San Luis Obispo county. If these
conditions persist, PG&E may need to turn off power to local customers for safety. Outages could last
for multiple days. Maps of impacted areas are also available at pge.com/pspsveventmaps. We will
continue to monitor conditions and will provide further updates via text, radio, and social media as
available. For more information visit pge.com or call 1-800-743-5002. Thank you.
Safety message example: Do NOT use a BBQ to heat your home; could result in carbon monoxide
poisoning. DO NOT use candles. Practice safe food habits. If you have power conserve electricity.
Conserve water.
Utility Disruption Cancelled: Due to changing weather conditions, the power company has decided
outages will not be necessary for [INSERT AREAS] in order to reduce the risk of fires. Stay alert for
changing conditions and be prepared for future weather-related outages.
Boil Water Notice: Due to the recent power outage, which occurred on [date], the water distribution
system was depressurized, the State Water Resources Control Board, Division of Drinking Water, and
the [insert water system name] are advising all its customers to only use boiled tap water or bottled
water for drinking and cooking purposes as a safety precaution to avoid stomach or intestinal illness.
The affected area includes: a portion of [specify which areas) or all customers of [insert water system
name].
We will inform you when tests show that water is safe to drink and you no longer need to boil your
water. We anticipate the power to return and the distribution system to be re-pressurized by [specify
date]. Afterwards, we will be collecting special bacteriological samples to ensure the water is safe to
drink.
If you have questions about other uses of tap water, such as bathing and dish washing, please read
this guidance: https://www.cdc.gov/healthywater/emergency/dwa-comm-
toolbox/before/tools/What-to-Do-During-a-Boil-Water-Advisory.docx
HOLDING STATEMENT: ELEVATED STATUS “The City of San Luis Obispo received initial notice from
PG&E of an “Elevated Status” for a Utility Disruption in the city that could occur as early as <insert
date>. While there is currently no Utility Disruption scheduled for the City of San Luis Obispo, we
continue to closely monitor weather conditions and remain in close contact with PG&E and San Luis
Obispo County Office of Emergency Services. PG&E has assured us that they will notify the City and
their customers 48 hours before any Utility Disruption takes place. We believe it is important to let
our residents know the city has a plan in place and that everyone should take the time now to
prepare.”
HOLDING STATEMENT: UTILITY DISRUPTION WATCH “We received notice from PG&E of a “Utility
Disruption Watch” for the City of San Luis Obispo, which means there is a reasonable chance that PG&E
will shutoff power in a given geographic zone due to a combination of adverse weather and dry fuel
conditions. While there is currently no Utility Disruption scheduled for the City of San Luis Obispo, we
continue to closely monitor weather conditions and remain in close contact with PG&E and San Luis
Obispo County Office of Emergency Services. PG&E has assured us that they will notify us and their
customers 48 hours before any Utility Disruption takes place. We believe it is important to let our
residents know the city has a plan in place and that everyone should take the time now to
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prepare. We further recommend/encourage those community members dependent on electricity for
medical device use prepare to exercise their emergency plan which may include evacuation to an
unaffected area.”
HOLDING STATEMENT: UTILITY DISRUPTION WARNING “We received notice from PG&E of a “Utility
Disruption Warning” for the City of San Luis Obispo, which means PG&E electric customers in the City
of San Luis Obispo being considered for Utility Disruption have been or are being notified. The City has
activated its Emergency Operations Center and remains in close contact with PG&E and San Luis
Obispo County Office of Emergency Services. Residents in the City of San Luis Obispo could be without
power for up to seven days and are encouraged to monitor local news media and social media for
updates from PG&E. We further recommend/encourage those community members dependent on
electricity for medical device exercise their emergency plan which may include evacuation to an
unaffected area.”
#2 – Media Communication Options
The City has clear policy and a variety of mechanisms to communicate emergency information to the
public which include:
1. Early Warning System (EWS) Route Alerting Area Sirens for Protection Action Zone (PAZ) 8
(SLO City) The San Luis Obispo County EWS sirens are located throughout the Emergency
Planning Zone (EPZ). Although the siren system was installed as one of the requirements
related to the operation of Diablo Canyon Power Plant, the sirens can be used for any local
emergency where there is a need for the public to act. When activated, the sirens will sound
for three minutes. The sirens are an indication that the Emergency Alert System (EAS) has
been activated, and emergency information will be provided on local radio and television
stations.
2. EWS Route Alerting Kit for PAZ 8 (SLO City) EWS Failure. In the event the San Luis Obispo
County EWS sirens fail individually or altogether, a back-up system which includes PAZ zone
maps and handheld megaphones can be used to alert the affected public areas. Staff has
received training on activation procedures, equipment, and actions to be taken.
3. Sheriff Reverse 911. Reverse 911 through the San Luis Obispo Sherriff’s Office is an opt-in
system. Recent updates have improved the system; phone calls will be made much quicker
now. It has 30,000 lines so the calls can be placed within minutes instead of hours.
4. SLO County OES – Integrated Public Alert and Warning System (IPAWS). Wireless Emergency
Alerts (WEAs) are used to send concise, text-like messages to WEA-capable mobile devices
during emergency situations. WEAs are sent by your state and local public safety officials, the
National Weather Service, the National Center for Missing and Exploited Children, and the
President of the United States. This means SLO County OES can send Wireless Emergency
Alerts (WEA) to cell phones including cell phones that come into our specified area when our
alert is active and Emergency Alert System (EAS) messages to radio stations and television
stations are sent out.
5. SLO City Social Media – Instagram, Twitter, and Facebook
a. City Fire Department Public Information Officer and Chief Officers may use “Twitter
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Alerts” function to deliver up to date, vetted and credible information to the public
through push notification. This medium allows for urgent safety alerts to be shared
and reduces misinformation.
b. City Instagram account may be used to deliver up to date, vetted and credible
information to the public through push notification. This medium allows for urgent
safety alerts to be shared and reduces misinformation.
c. City Facebook account may be used to deliver up to date, vetted and credible
information to the public through posting. This medium allows for urgent safety alerts
to be shared and reduces misinformation.
d. News Media (TV & Radio). The City and City Fire Department have access to the three
primary news sources in SLO County: KSBY, KCOY and KEYT televisions stations. During
an emergency, information can be released through the City or FD Public Information
Officer to these outlets including radio stations. All news outlets have online/apps
with push notification.
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City of San Luis Obispo
Comprehensive Disaster Leadership Plan
Pandemic
ANNEX J
Developed for:
Derek Johnson
City Manager
City of San Luis Obispo
San Luis Obispo, CA.
Developed by:
Keith Aggson
Fire Chief
City of San Luis Obispo
San Luis Obispo, CA
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APPROVAL AND IMPLEMENTATION
This Pandemic Emergency & Continuity of Operations Plan (COOP) for a Pandemic event was
prepared by the City of San Luis Obispo Leadership Team to develop, implement, and maintain City
operations.
This plan (annex) serves as an extension of the City of San Luis Obispo Comprehensive Disaster
Leadership Plan (CDLP) and provides additional information specific to Pandemics in the City. It is
implied that upon activation of this plan, the Emergency Operations Center will be active. This plan
will be reviewed and exercised periodically and revised as necessary to satisfy changing conditions
and needs.
The City Council, City Administration and City Departments give their full support to this plan. The
City of San Luis Obispo Pandemic Plan and its supporting contents are hereby approved to become
an annex to the SLO City CDLP and is effective immediately upon the singing by all signature
authorities below.
Derek Johnson Date
City Manager
City of San Luis Obispo
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FORWARD
The City of San Luis Obispo Continuity of Operations Plan (COOP) for Pandemic events provides an
overview of the City’s approach to COOP operations should a pandemic occur. It details COOP and City
actions, describes the City organization, and assigns tasks. This plan provides guidance for implementing
the COOP to ensure the orderly, rapid, and efficient actions are taken under the threat and condition of a
pandemic and disruptions of City services are minimized. During a pandemic it is estimated that
absenteeism can range from 10 to 40 percent. Compounding employee-illness related absenteeism is the
possibility that schools, and childcare facilities may be closed, thus creating a significant childcare issue
for working parents. While the severity and consequences of an emergency cannot be predicted, effective
contingency planning can minimize the impact on City of San Luis Obispo’s missions, personnel, and
facilities.
INTRODUCTION
Organizations across the nation perform essential functions and services that may be adversely affected
in the event of a natural or human-made disaster. In such events, organizations should have continuity
plans to assist in the continuance of their essential functions and governance. Continuing to perform
essential functions is vital to an organization’s ability to remain a viable entity and provide essential
services during times of increased threats from all hazards, humanmade or natural. Since the threat to
an organization’s continuity of operations is great during a pandemic outbreak, it is important for the City
of San Luis Obispo (SLO) to have a Pandemic Continuity of Operations plan (annex) in place to ensure it
can carry out its essential functions and services. While organizations may be forced to suspend some
operations due to the severity of a pandemic outbreak, an effective Continuity of Operations Plan can
assist an organization in its efforts to remain operational, as well as strengthen the ability to resume
operations and recover.
COORDINATED RESPONSE
When a Pandemic event impacts the City of San Luis Obispo and surrounding jurisdictions, Unified
Coordination will be established by the San Luis Obispo County Office of Emergency Services (OES)
charged with coordinating the regional response with the County Health Agency Department Operation
Center (CHADOC). California Health and Safety Code gives broad authority to County Health Officers,
including their authority to control contagious, infectious, or communicable disease and may “take
measures as may be necessary” to prevent and control the spread of disease within the territory under
their jurisdiction.1
ICS/SEMS/NIMS
The City of San Luis Obispo has adopted the Incident Command System (ICS), the Standard Emergency
System (SEMS), and the National Incident Management System (NIMS) as the emergency organization
and the emergency management system for response to a Pandemic event impacting the City of San Luis
Obispo.
1 H&S §120175
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UNIFIED INCIDENT COMAND AUTHORITY
In the event of a Pandemic Incident, the Fire Chief will assume the position of Unified Incident
Commander. In the event the Fire Chief is not available, the following chain of command is provided to
identify authorized alternates to fill the City of San Luis Obispo's position as Incident Commander.
No. 1 – The Police Chief
No. 2 – The Deputy Fire Chief or Police Captain
No. 3 – On-Duty Fire Battalion Chief or Police Lieutenant
The Unified Incident Commander will alert the San Luis Obispo City Manager as to the severity of the
incident
EMERGENCY OPERATIONS CENTER LEADERSHIP
The City Manager is the Emergency Services Director. The Assistant City Manager is the Deputy
Emergency Services Director, and the Deputy City Manager is the alternate as needed.
PERSONS WITH BASELINE MEDICAL, ACCESS AND FUNCTIONAL NEEDS
It is the intent of the City of San Luis Obispo to ensure Community Members with Baseline Medical needs
and Functional & Access Needs have equal services and are prioritized during a Pandemic emergency
based on the individual’s needs.
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Table of Contents
Approval and Implementation ............................................................................................ ……2
Forward ……………….…………………………………………………………………………………………………….….……...3
Introduction ............................................................................................................................. 3
Coordinated Response ............................................................................................................ 3
ICS/SEMS/NIMS ....................................................................................................................... 3
Unified Incident Command Authority ....................................................................................... 4
EOC Leadership ........................................................................................................................ 4
Persons with Baseline Medical, Access and Functional Needs .................................................. 4
I. Essentials .......................................................................................................................... 7
A. Initiating Event ..................................................................................................... 7
B. Pandemic Plan Activation .................................................................................... 7
C. Pandemic Plan Activation Tasks………………………………………………………………………..7
D. Prevention Strategies ........................................................................................... 9
II. Continuity Planning……………………………………………………………………………………………………….10
III. Response ........................................................................................................................ 12
A. Emergency Response……………………………………………………………………………………….12
B. EOC Locations…………………………………………………………………………………………………..12
C. Pandemic Coordinator and Response Team…………………………………………………… .12
D. Risk Communications……………………………………………………………………………………….12
E. City overview Planning Sheet and Impacts……………………………………………………….13
IV. Elements of a Viable Pandemic Continuity Capability ...................................................... 13
A. Essential Functions .............................................................................................. 13
B. Continuity Communications ............................................................................... 13
C. Essential Records Management ........................................................................... 14
D. Human Resources ............................................................................................... 14
E. Delegation of Control and Direction ................................................................... 14
F. SLO County Office of Emergency Services (OES) ................................................. 15
G. Reconstitution ..................................................................................................... 15
V. Pandemic Reduced or Cancelled ...................................................................................... 15
A. Operational Area Conference Call Activation……………………………………………………15
B. Actions to be Taken………………………………………………………………………………………….15
C. Conduct After Action Review……………………………………………………………………………15
VI. Potential Impacts ............................................................................................................ 15
A. Leadership ........................................................................................................... 16
B Shelter in Place/Isolation .................................................................................... 16
C. School Disruptions .............................................................................................. 16
D. Emergency Services ............................................................................................. 16
E. Emergency Public Information ………………………………………………………………………..16
F. Financial ………………………………………………………………………………………………………….17
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VII. Recovery ........................................................................................................................ 17
A. Demobilization ..................................................................................................... 17
B. Cost Recovery ....................................................................................................... 17
C. Final Report and Activity Log …………………………………………………………………………..18
VIII. Plan Administration ...................................................................................................... 18
A. Authorities .......................................................................................................... 18
B. Purpose ................................................................................................................ 18
C. Plan Objectives..................................................................................................... 19
IX. Work Practices and Procedures .................................................................................... 19
A. Staffing Adjustments ……………………………………………………………………………………….19
B. Essential Operational Functions ………………………………………………………………………19
C. Sharing of Information……………………………………………. ........................................ 20
D. Providing Supplies of Protective Equipment ....................................................... 20
E. Employee Illness and Exposure……. ..................................................................... 20
Conclusion………………………………………………………………………………………………………….…………………21
Revision Page……………………………………………………………………………………………………….……………….21
Appendices
APPENDIX 1: WORLD HEALTH ORGANIZATION PHASES…………………………………………..…………….22
APPENDIX 2: WEBSITES FOR PLANNING AND PREPAREDNESS…………………………….………….……..24
APPENDIX 3: ASSUMPTIONS………………………………………………………………………………..………………. 25
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I. Essentials
A. Initiating Event
The declaration of a Pandemic by the County Public Health Officer is the initiating event that alerts
the public and the City of San Luis Obispo. The focal point for reporting initial declaration of a
pandemic is the City of San Luis Obispo’s Emergency Communication Center.
B. Pandemic Plan Activation
It is the policy of the City of San Luis Obispo that a pandemic, as referenced in this Plan, and in the
judgment of the City Manager, Fire Chief or Police Chief, or their designee, warrants activation of this
plan.
If a pandemic is confirmed and is brought to the attention of the City of San Luis Obispo Emergency
Communications Center, contact with the Emergency Operations Center Director (or authorized
alternate) should be attempted. If contact by phone is possible, the Emergency Operations Center
Director or alternate would be advised of the situation (including initial confirmed cases) by the City
of San Luis Obispo Emergency Communications Center.
If contact with the Emergency Operations Center Director or any authorized alternate cannot be
made, the Deputy Fire Chief, on-duty Battalion Fire Chief or highest-ranking Police Officer may
recommend Plan activation.
C. Pandemic Plan Activation Tasks
1. Operational Area Conference Call as necessary
a. SLO City EOC Director or Designee
b. SLO City Fire & Police Chief
c. SLO County OES Director or Duty Officer
d. SLO County Medical/Health Officer or Designee
e. Cal Poly EOC Director or Designee
f. CAL FIRE Chief or Duty Chief
g. San Luis Coastal School District Director or Designee
2. Objectives to be discussed during the conference call:
a. Attain situational awareness on pandemic and declaration of emergency.
b. Identify incident-specific concerns, actions already taken and recommended courses
of action.
c. Determine implementation of all or part of the COOP.
d. PIO implement crisis communications plan with Pandemic information from
CHADOC, JIC, and/or CDC.
e. Notify Department Heads & Elected Officials by SLO City EOC Director or Designee.
f. SLO City EOC Director or Designee determines and communicates activation of EOC
to appropriate level:
i. Department Heads or designee report to EOC as required
ii. Section Coordinators or designee report to EOC as required
iii. Elected Officials report to EOC as required
iv. Recall Safety Employees to duty as required
v. Notify Cal Poly, Co. OES and CAL FIRE EOC is activated
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This tables outline the plan of action the City will take to minimize the effects of an infec tious disease
incident. Specific actions are outlined on individual Areas and Support Function. Actions are correlated
with the potential “Operational Impact Level” of an event. The “Trigger Guidelines” are meant to
provide guidance for action timelines. Specific “Action Items” may be adjusted at the discretion of the
City Manager (Emergency Services Director) and may vary by Department.
Response Level &
Operational Impact
Trigger Point
Guidelines
Any or all trigger points
may initiate action
Action Items
● Pre-planning action
completed
□ Pre-planning action
incomplete
○ Imminent event prep
action
The risk for a
pandemic is greatly
increased but not
certain.
Level 5 Impact Level:
“Normal” Regular City
Operations
Daily operations, no
impact
● Program in effect -
monitoring developing
trends
● Obtain Critical resource
stockpiles
□ Deliver infectious
disease/ PPE training
□ Develop operational
plan
Spread of disease
between humans is
occurring in more than
one country of one
WHO region.
Level 4 Impact Level:
“Low” Pre-event Planning
New infectious disease
identified. Increasing
public awareness exists.
○ Initiate City Dept
awareness and ongoing
updates
□ Review current plan for
gaps
□ Train personnel in
critical functions
Community-level
outbreaks are in at
least one additional
country in a different
WHO region from
phase 5. A global
pandemic is under
way
Level 3 Impact Level:
“Medium” Specific Event
Planning
City Manager to identify
probable impact on
departments based on
communication from all
agencies
○ Supervisors finalize
event prep and identified
needs
○ Pre-event directives
issued from City Manager
○ Verify critical resource
inventories ○ Publish
disease-specific treatment
protocols
○ Prepare for protocol
changes instituted by SLO
Co. Health Dept and/or
EMSA
The global pandemic
has been transmitted
to SLO County and is
occurring and is
localized.
Level 2 Impact Level:
“High” Event Response
FD identifies increased
call volume. Disease
spread in the public is
increased significantly.
Public health notification
of incidence of infection
with high mortality or
hospitalization. Public
Safety personnel
○ Review and change
specific treatment
protocols determined by
SLO Co Health Dept or
EMSA.
○ Implement enhanced
exposure protection
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symptomatic. Human
Resources identify
increasing or unusual
absentee rates.
Operations staffing is
impacted.
○ Reallocate personnel to
support essential
operations
○ Distribute critical
resource inventories
○ Restrict public access
Localized pandemic is
severally impacting
population and city
operations.
Level 1 Impact Level:
“Severe” Active Pandemic,
High Lethality
City unable to maintain
normal staffing.
Departments unable to
meet increased requests
for service
○ Evaluate staffing
distribution matrix and/or
reduction of service
○ Implement strict
exposure restrictions
D. Prevention Strategies
Prevention is the key to reducing the impact of a pandemic on the City’s ability to perform its mission.
It is also important in protecting our employees and family. The following prevention strategies are to
be implemented:
1. Training for all employees
a. Use of Protective Masks, when trained and instructed
b. Hygiene Techniques to Prevent Spread
i. Hand washing is the single most important action to prevent transmission of
infectious disease. All personnel should practice good hygiene by regularly
washing their hands in accordance with CDC guidelines.
ii. Always wash hands with soap and water or waterless instant hand antiseptic
(minimum 60% alcohol based) for a minimum of 20 to 30 seconds every time:
1. After any patient contact (in addition to wearing gloves)
2. Before cooking or handling food, eating and drinking
3. After using the restroom
4. After any contact with apparatus and equipment, and when entering
station offices and quarters
c. Coughing and sneezing
i. All employees will cough or sneeze into their shirt sleeve or wear a simple
procedure mask (dust mask).
ii. Any sick employees with symptoms indicative of illness need to be sent home
immediately. Exposing fellow workers and patients puts our workforce and
vulnerable patients at risk.
d. Frequent Decontamination of Equipment, Workstations, and areas of public contact.
2. Infected Patient Contact Training for Fire Department Emergency Response employees
a. Gloves, gowns, and eye protection will be worn for all patient contacts, or as specified by
the CDC or public health officials based on the type of contagion.
b. Properly placed N95 masks or oxygen mask will be worn on patients with symptoms or
possible infectious illness.
c. Place masks on patient with symptoms of contagious disease KN95 or surgical masks.
d. Other treatment and/or contagion-control measure as determined by Public Health
and/or Local Emergency Medical Services Agency (LEMSA).
e. Limit the number of rescuers in contact with an infectious patient or possibly infectious
patient.
i. One rescuer with full PPE within three feet of the patient when doing an
assessment (minimum gloves, N95 mask, gown, and eye protection).
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ii. If additional rescuers are needed within the three-foot “bubble,” full PPE is
required.
f. Medical Equipment Decontamination and Replacement
g. Contaminated waste will be disposed of properly. Decontaminate eye protection with
germicidal wipes.
3. Public Safety Dispatch Training and Protocol: Dispatch will inquire and relay to emergency
responding units, when possible, if the reporting party indicated the patient may be
symptomatic, been exposed to someone who may be symptomatic or if the location (e.g.
home, care facility, dorm room) previously had someone present who was symptomatic.
II. Continuity Planning
All City of SLO personnel are to be informed regarding protective actions and/or service modifications
related to this plan. Messaging and risk communications during an emerging infectious disease or
pandemic will be conducted by the City Manager or his/her designee. Guidance and instructions on
established infection control measures such as social/physical distancing, personnel protective
equipment, personal hygiene and telework polices are provided by the City Manager or his/her designee
to assist in limiting the spread of the virus at the primary and alternate worksite.
The plan emphasizes disease prevention; workforce protection is critical. Treatment options may be
uncertain and may not be available. The actions outlined in this plan are intended t o minimize the
possibility of illness for City employees.
All City employees are disaster service workers2 who may be assigned non-traditional responsibilities. All
City employees must understand their potential role as a disaster service worker. When engaged as a
disaster service worker, City employees performing duties are considered to be acting within the scope of
disaster service duties while assisting any part of the organization or performing any act contributing to
the protection of life or property or mitigating the effects of the emergency. This means that the duties
assigned to City employees may be different than their traditional roles and duties.
The City must plan to be self-sufficient. Limited availability of mutual aid resources and disruption of the
supply chain will require that the City be prepared to operate independently for long periods of time.
Stores of food, fuel, and PPE will be required to sustain independent operation. If supplies have not been
acquired prior to an event, the City must purchase supplies as early as possible as early information of a
pandemic becomes available. New Supplies should rotate through existing caches in an attempt to extend
the useful life of the cached equipment for future needs.
The plan requires action before any event. Parts of the plan depends upon actions taken prior to an event.
For instance, the use of full personal protective equipment (PPE) during an event depends on acquiring
enough supplies of PPE beforehand. Pre-event actions are identified in low and medium impact level
planning for each function. All supervisors are responsible to ensure pre-event actions are completed for
each essential function in the City.
Within the workplace, social/physical distancing measures could take the form of: modifying the
frequency and type of face-to-face employee encounters (e.g., placing moratoriums on hand-shaking,
2 California Government Code Section 3100-3109
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substituting face-to-face meetings with teleconferences, staggering breaks or work schedules, posting
infection control guidelines); establishing flexible work hours or worksite, (e.g., telecommuting);
promoting social distancing between employees and customers to maintain six-feet spatial separation
between individuals; and implementing strategies that request and enable employees with an infectious
disease such as influenza to stay home at the first sign of symptoms.
Department Heads are encouraged to communicate protective actions with their employees, including
any who are in higher risk positions and provide them with necessary personal protective equipment.
Employees, whose primary and vital function is to conduct in-person transactions with the public, should
be provided training and supplies to maximize their safety. This would include emplo yees at customer
service and payment positions. Closing other offices to routine public interaction should be considered to
minimize risk while providing a safe alternative method to conducting the business of the City. This may
include the use of electronic or written business transactions that may otherwise be conducted in person.
The workspaces and hygiene supplies/procedures for employees who must interact with the public should
be addressed before the start of each business day. Supplies and procedures should be consistent with
the recommended guidelines provided by Public Health Officials. Unnecessarily overplaying a threat can
have significantly negative impacts on public mental health and therefore should be avoided.
Frequent, daily communication is important to keep employees informed about developments in the
organization’s response, impacts on the workforce, and to reassure employees that the organization is
continuing to provide essential functions. City leadership and pandemic response teams should include
deliberate methods to measure, monitor, and adjust actions to changing conditions and improved
protection strategies such as:
1. Implement a formal worker and workplace protection strategy of cleanliness3.
2. Track and implement changes in approved or recommended protection measures.
3. Pre-position material and protective equipment onsite.
4. Ensure essential personnel are aware of safety measure at the primary worksite.
5. Ensure personnel have access to information/systems to work remotely when appropriate.
6. Coordinate with local public health and emergency response points of contact to ensure open,
adequate communications.
The plan is scalable as actions outlined in this plan are based on the impact to the City; t he greater the
impact, the greater the level of action that will take place.
The plan is flexible as an infectious disease event is dynamic and unpredictable. Although the actions
outlined in this plan are based upon specific impact levels, the plan is meant to be flexible. Some actions
may need to be taken earlier than planned, and some actions may not be taken at all. In addition, other
actions not specifically outlined in this plan may need to be taken as the need arises.
Department-specific risk assessments that identify actual control designations for all personnel and/or
positions will be conducted initially and periodically thereafter for each department by the department
head in coordination with the City Manager’s message. These assessments should be kept as part of each
departments action plan documentation.
3 Such as requiring surfaces be wiped down after every meeting, lunch hour, staying home when sick, etc.., maintaining a visible log of these
activities, and assigning responsibilities to area staff to coordinate completion these activities.
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Departments are encouraged to add their specific plan(s) and procedure(s) of their selected mitigation,
prevention, protection, or control measures, to include those necessary during a pandemic.
Lastly, the plan recognizes that the City’s actions are interdependent with the actions of other agencies
such as County EOC, Local EMSA, SLO County Health Dept. and CHADOC. City of San Luis Obispo will
cooperate with and assist other agencies whenever possible to best serve the public interest.
III. Response
A. Emergency Response
1. A Pandemic event may initiate or exacerbate emergencies over a widespread area. Such an
occurrence is reasonably anticipated to overwhelm emergency response resources and
necessitate a change to the traditional response protocol.
2. Normal response to reported emergencies may overload resources.
B. Emergency Operations Center Locations
The following are the EOC locations for an emergency event. (Note: These locations may be adjusted or
changed depending on the specific circumstances of event).
Primary: Secondary:
San Luis Obispo City Fire Station 1 Ludwick Community Center
2160 Santa Barbara Ave. 864 Santa Rosa Street
San Luis Obispo, CA 93401 San Luis Obispo, CA 93401
C. Pandemic Coordinator and Pandemic Response Team
The Pandemic Coordinator will oversee a Pandemic Response Team (PRT) to anticipate the impacts of
a pandemic on the City and to assist with developing strategies to manage the effects of an influenza or
viral outbreak. The City Manager has been designated as the agency Pandemic Coordinator who will
work with a team of advisors from the City department head team or their designee.
Each department head or designee will participate on the Pandemic Response Team to support the
Pandemic Coordinator. The City is comprised of the following departments:
1. Administration/IT 2. City Attorney 3. Human Resources
4. Community Development 5. Public Works 6. Utilities
7. Finance 9. Police 10. Fire
11. Parks & Recreation
D. Risk Communications
The City will develop a pandemic risk communications procedure for communicating with all internal
and external stakeholders. This includes the use of existing notification rosters with names and
telephone numbers for personnel both working on site and those forced into emergency relocation.
These rosters will be maintained and updated by the City Administration staff (PIO) and located on the
database. Hardcopies are to be maintained at the City EOC.
Pandemic communications should be closely aligned with messaging from County Public Health
Officials. During a Pandemic, the importance of clear and consistent messaging cannot be stressed
enough.
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E. City Overview Planning Sheet and Impacts
The City will undertake actions at each impact level. These impact levels are designed to provide
guidance for action timelines. Specific action timelines may be adjusted at the discretion of the City
Manager and may vary by Department.
1. Low Impact (Pre-event)
a. Deliver infectious disease training
b. Determine and obtain critical resource stockpiles
c. Develop scalable response plans
d. Post handwashing signs and other information and City facilities
2. Medium Impact
a. Publish disease-specific treatment protocols for employees
b. Cross-train personnel in critical functions
c. Validate continuity plans
3. High Impact
a. Implement enhanced exposure protection
b. Reallocate personnel to support emergency response operations
c. Distribute critical resource inventories
4. Severe Impact
a. Implement strict exposure restrictions
b. Restrict public access
c. Execute scalable response plans
IV. Elements of Viable Pandemic Continuity Capability
A. Essential Functions
Given the expected duration and potential multiple waves of pandemic outbreaks, organizations
must review the process involved in carrying out essential functions and services in order to develop
plans that mitigate the effects of the pandemic while simultaneously allowing the continuation of
operations which support essential functions. The City has identified essential functions and services
needed to sustain its mission and operations during a pandemic. The City Essential Functions are:
1. Dispatch – Emergency communications
2. Police – Law enforcement and public safety
3. Fire – Emergency fire and rescue services
4. Utilities – Water and Wastewater Services
5. Administration – Information Technologies, Telephones, Radios, Dispatch
6. Finance – Payroll Processing, Emergency Payments, Requisitions, Contracts
7. Administration – Leadership, Public Information, Inter/Intra Agency Coordination.
8. City Attorney – Legal Affairs, Public Orders, Public Records request delay
9. Public Works – Vehicle and equipment maintenance
10. Maintenance Services – Custodial Staff responsible for sanitizing facilities
11. TBD by Pandemic Coordinator (City Manager)
B. Continuity Communications
Workplace risk can be minimized through implementation of systems and technologies that facilitate
communication without person-to-person contact. The City has identified communication systems
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needed to perform essential functions. The City Continuity Communications plan for a pandemic is
as follows:
1. Land line phone (voice/fax) system
2. Internet access, E-mail, Web-Conferencing and City website
3. Cell phones
4. Two-way radios (public safety)
5. Satellite phones
6. Amateur radios
7. Wireless Emergency Alert (WEA)
8. Reverse 911
9. Emergency Alert System (EAS)
10. Alerts on radio stations KCBX/KVEC
Critical information systems used to accomplish mission essential functions during normal operations
at the primary location must be accessible at the continuity facility. In addition, City personnel should
make sure that critical data is stored in such a way that it can be backed up regularly. Each department
will coordinate with the IT Department on the specific technical support needed during COOP
activation.
C. Essential Records Management
The City shall identify, protect, and ensure the availability of electronic and hardcopy documents,
references, records, and information systems needed to support essential functions during a
pandemic outbreak. The City has an essential records plan for identified systems, databases, and files
that are needed to ensure essential functions remain operational. This may become financially critical
to the City if/when official emergency declarations follow a pandemic outbreak. The City’s ability to
apply for reimbursement relies on early planning and implementation of records management for all
increased costs (personnel, contracts, and commodities) related to pandemic operations.
D. Human Resources
Although a pandemic outbreak may not directly affect the physical infrastructure of an organization,
a pandemic will ultimately threaten all operations by its impact on an organization’s human resources.
The health threat to personnel is the primary threat to maintaining essential functions and services
during a pandemic outbreak. The City will establish plans to protect the entire employee population
and their families, should a pandemic outbreak occur. This may include logistiscal support and
housing for essential employees and their families in order to maintain critical services.
All City employees are disaster service workers when conditions warrant and appropriate actions have
been taken by the County Health Officer, Emergency Services Director and/or the City Council.
Avoidable confusion and consternation can be significantly reduced when leadership provides
accurate, timely, and detailed instructions to employees about their required roles and
responsibilities during a pandemic.
E. Delegation of Control and Direction
Delegation is the process of transferring operational control of one or more essential functions to a
pre-determined responsible party or parties. Pandemic outbreaks will occur at different times, have
variable durations, and may differ in the severity; therefore, full or partial delegation of essential
functions may be necessary to continue essential functions and services. The City will establish plans
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and procedures for delegation, which identify how it will transfer operations, if a pandemic renders
leadership and essential staff incapable or unavailable.
F. SLO County Office of Emergency Services (OES)
The SLO County Office of Emergency Services (OES) coordinates all requests for assistance from San
Luis Obispo County (beyond mutual aid agreements established for fire, law, medical, or public works
resources). To request assistance from San Luis Obispo County OES, contact the Duty Officer at +1
(805) 781-1144.
G. Reconstitution
Reconstitution is the process whereby an organization has regained the capability and physical
resources necessary to return to normal (pre-disaster) operations. The objective during
reconstitution is to effectively manage, control, and, with safety in mind, expedite the return to
normal operations. The City has developed reconstitution plans and procedures, in conjunction with
local public health authorities, to ensure facilities/buildings are safe to return. The organization’s
reconstitution plan should consider the possibility that not all employees may be able to return to
work at the time of reconstitution.
V. Pandemic Reduced or Cancelled
A. Operational Area Conference Call Activation
1. SLO City EOC Director or Designee
2. SLO City Fire & Police Chief
3. SLO County OES Director or Duty Officer
4. Cal Poly EOC Director or Designee
5. CAL FIRE Chief or Duty Officer
B. Actions to be Taken
1. Department Heads & Elected Officials notified by SLO City EOC Director or Designee
2. Media release messaging in parallel with County EOC & CHADOC
3. As incident deescalates
i. Systematically release all city staff
ii. EOC Director or Designee directs closure of EOC operations
iii. Restock and prepare for future Pandemic
C. Conduct After Action Review (Per EOC Director)
VI. Potential Impacts
The City of SLO will monitor the severity of the pandemic and establish continuity activation triggers to
address the unique nature of a pandemic threat. The Pandemic Continuity Plan will be implemented as
needed to support the continued performance of essential functions. This plan is to be read as a
companion document to City of San Luis Obispo Comprehensive Disaster Leadership Plan (CDLP). It
supplements the CDLP by addressing considerations and elements specific to pandemic events and
emerging infectious diseases.
The following discussions present the most likely impacts from a Pandemic event occurring in or
threatening the City of San Luis Obispo. These potential emergencies are discussed in detail below as a
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basis for planning and response. This plan does not presume to predict the full range and depth of
consequences arising from a Pandemic event. It does, however, attempt to reflect the most accurate
estimate of the nature of emergencies resulting from a Pandemic impacting event occurring in, or
threatening the City of San Luis Obispo.
A. Leadership
1. The strain on local government and its emergency response organization to command and
coordinate the response to an extreme Pandemic event could be immediate, severe, and
overwhelming.
2. It is critical that the City provide strong and decisive leadership to ensure the needs of the City
residents and guests are being met.
3. Mutual Aid assistance from local, state, and federal agencies will probably not be needed in
anything but the most extreme events.
4. If needed, the availability will be limited because of the far-reaching impacts of a pandemic.
Logistical support and/or mutual aid requests may have extended reflex arrival time which
should be considered in decision making.
B. Shelter in Place/Isolation
1. The purpose of a shelter in place is to maintain the population in isolation away from affected
persons.
2. It is a protective action taken to avoid or reduce the public's exposure to an infectious
disease. Managed care facilities with vulnerable populations should activate their emergency
exposure control plan.
3. People can self-isolate or they can be ordered to isolate by the County Health Officer.
C. School Disruptions
1. Public and private schools may choose or be directed to close as the Pandemic threat
increases. Communication and coordination between schools, the City of SLO Liaison,
County Health Agency Department Operations Center (CHADOC), County EOC and City of SLO
Liaison may be necessary.
2. Additional consideration for school closure and the effects of City employees with school age
children should be anticipated.
3. School disruptions and closures are typically joint decisions between CHADOC and School
Districts, though the CHADOC or Public Health Director has the authority to close or modify
school operations.
D. Emergency Services
1. Emergency medical services may become overwhelmed due to the number of infected, and
ill community members.
2. Additional consideration, coordination and communication will be necessary with local
hospitals, medical clinics, assisted care facilities, medical equipment suppliers, and ambulance
provider(s).
E. Emergency Public Information
1. During a Pandemic event, the public will need basic emergency public information. This
information will be provided by the City of San Luis Obispo's Public Information Officer4 via a
4 Typically, assigned from the either the Police or Fire Departments.
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wide range of both public notification systems and social media. A staffed call center will be
needed, which could be in conjunction with the County EOC and CHADOC.
2. Typically, communications are centralized and a CHADOC website or
https://www.prepareslo.org/en/index.aspx is used to centralize or disseminate information.
3. The County is also capable of alerting the public using Reverse 911 and the Wireless
Emergency Alert System (WEA).
F. Financial
1. During a Pandemic event, there may be severe impacts on the local economy due to
decreased travel, tourism, business operations and retail shopping. The City’s General Fund
and Enterprise Funds are directly impacted by the state of the local economy.
2. Additional consideration for expenditure non-essential expenditure redetections and
implementation of a fiscal health contingency plan should be anticipated.
VII. Recovery
The City of San Luis Obispo has a Recovery Plan under development as part of the City of San Luis Obispo’s
Comprehensive Disaster Leadership Plan. The following points are a short overview of the recovery phase.
A. Demobilization
When response agencies are nearing completion of the last remaining life-safety Protective Action
Missions, and when the Emergency Services Director (San Luis Obispo City Manager) or the Deputy
Emergency Services Director determines that the disaster has entered into a recovery phase, the
command staff should develop a formal demobilization plan.
1. The City of San Luis Obispo Emergency Operations Center should be downgraded as an
Emergency Operations Center. The Emergency Operations Center will then become a
Recovery Operations Center (ROC).
2. It is desirable to attempt to restore departments to their normal working routine and
environment as soon as possible.
3. The Unified Command Staff, as well as other City of San Luis Obispo agencies, will be heavily
involved in short and long-term recovery operations.
B. Cost Recovery
If State or Federal reimbursement is authorized for the emergency, accurate accounting and records
of effort must be maintained and collected. These reimbursable costs could include:
1. Actual travel and per diem
2. Supplies, materials, and equipment
3. Repair, permanent restoration, and replacement costs for public facilities
4. The cost of basic engineering services when necessary for construction projects
5. Indirect and administrative costs (10% of total approved state share)
6. Costs for work performed under interagency assistance agreements for which an eligible
applicant is legally obligated to pay
7. The local cost share required under federal public assistance programs
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C. Final Report and Activity Log
All department heads from the City of San Luis Obispo departments involved in a Pandemic event
response will be required to complete a narrative report and a master activity log 214. The narrative
report briefly describes the primary responsibility, the protective action missions performed and the
total staff hours of involvement by the agency during the emergency phase of the Pandemic event.
The master activity log documents names and times of agency personnel involved in a mission,
equipment and supplies used, and any contracts with a private vendor to support emergency
operations. Most of this information can be extrapolated from individual activity logs used by team
leaders during the emergency (ICS 214, Emergency Operations Center messages, Emergency
Operations Center activity logs). A copy of the narrative report and activity logs should be forwarded
to City Hall as soon as possible and will be part of the official record of the Pandemic event disaster.
VIII. Plan Administration
A. Authorities
1. Municipal Code 2.24.010 Officer Powers and Duties
The declared purposes of the ordinance codified in this chapter are to provide for the
preparation and carrying out of plans for the protection of persons and property within this
city in the event of an emergency; the direction of the emergency organization; and the
coordination of the emergency functions of this city with all other public agencies,
corporations, organizations and affected private persons.
2. CA Code of Regulations (Title 17: §2501 (a))
Disease Investigation: The local health officer has the duty to investigate diseases,
conditions, or outbreaks.
3. CA Code of Regulations (Title 17: §2515, §2516, §2518, §2520)
Isolation, Strict Isolation, Modified Isolation, and Quarantine
4. CA Health and Safety Code (§101025-101030)
Enforcement: The health officer has the duty to enforce local ordinances concerning public
health and sanitary matters as well as state statutes, orders and regulations related to
public health including quarantine laws, and orders prescribed by CDPH
B. Purpose
This plan/annex provides guidance to the City of San Luis Obispo and may serve as the plan for
maintaining essential functions and services during a pandemic. This annex neither replaces nor
supersedes any current, or approved continuity plan; rather it supplements it, bridging the gap
between the traditional, all-hazards continuity planning and the specialized continuity planning
required for a pandemic by addressing additional considerations, challenges, and elements specific to
the dynamic nature of a pandemic.
This annex stresses that essential functions can be maintained during a pandemic outbreak through
mitigation strategies, such as social/physical distancing5, increased hygiene, the vaccination of
employees and their families, alternative work arrangements, and similar approaches. An infectious
disease or influenza may not require a traditional continuity response, such as partial or full relocation
of the organization’s essential functions, although this response may be concurrently necessary due to
other circumstances.
5 Social/Physical distancing measures are taken to restrict when and where people can gather to stop or slow the spread of infectious
diseases. Social distancing measures include limiting large groups of people coming together, closing buildings and canceling events.
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C. Plan Objectives
1. Provide for the safety of the public, agency employees, their families, and first responders
always. Monitor the health of employees to ensure they receive proper and appropriate care.
2. Ensure that emergency service delivery efforts, both law enforcement, fire and emergency
medical service, are uninterrupted.
3. Ensure continued public service and continuity of government capabilities to protect the
citizens and to fulfill the City’s mission including the provision of water and sewer services.
4. Identify which City services will be suspended, such as after-school recreation programs, fire
station tours, etc.
5. Explore the legal requirements for public access to meetings such as boards, commissions,
and council.
6. Institute preventive measures in all City workplaces, promoting proper hygiene to prevent the
further spread of diseases.
7. Provide for timely and accurate release of incident information to the public, media, first
responders, agency administrators, City staff and cooperators by the EOC Public Information
Office through a wide range of mediums.
8. Ensure coordination with law enforcement to maintain the protection of the public and
maintain accountability in the event of shelter at home/isolation orders.
9. Ensure that the needs of medically dependent individuals and those with access and
functional needs provided information and assisted as needed/able.
10. Ensure close coordination and communication between Cal Poly, SLO County EOC, CHADOC,
San Luis Coastal Unified School District and the City of SLO.
11. Ensure the management actions and efforts will be focused on serving, safeguarding, and
protecting the community of San Luis Obispo.
12. Maintain accurate financial documentation which may be necessary for cost reimbursement.
IX. Work Practices and Procedures
All Executive Managers shall ensure that their Departments are following preventive actions.
A. Staffing Adjustments
1. The Fire Chief and Chief of Police will ensure that minimum staffing levels of emergency
response personnel are met. Call back, alternative staffing patterns and Mutual Aid may be
utilized.
2. Department Heads will ensure that staff positions are adequately staffed to meet the
department missions. Call back, telecommunicating and setting work priorities may be
utilized.
3. If staffing shortages exist, priority duty positions will be identified, and personnel moved to
fill them.
B. Essential Operational Programs and Functions
1. Dispatch Center – Access limited to personnel assigned to the Dispatch Center and designated
Fire and Police employees. Communications between Dispatch Center personnel and field-
assigned Fire and Police employees should be conducted via phone, not face -to-face. The
small officers’ work area, kitchen, and restrooms at the Dispatch Center will not be used by
field-assigned personnel during implementation of this plan.
2. Fire Stations – When identified by the Chief or Deputy Chief, Fire Stations will be closed to the
public. Outreach programs will be cancelled. Families will not be allowed to visit.
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3. City Hall and City Support Facilities – When identified by the City Manager, the public access
will be restricted to specific areas.
4. The Corporation Yard, Water Treatment, and Wastewater Treatment access will be closed to
the public and personnel will follow operational plans for assignments to maintain operational
programs and functions.
5. Utilities will continue to evaluate, maintain adaptable scheduling, and inform employees of
possible schedule and procedural changes to ensure continuity of operations at these critical
facilities.
C. Sharing of Information
1. Daily conference or webinar meetings with Department Heads, Executive Manager’s, and the
City Manager as required by current situation.
2. Obtain updated information from Local and State Agencies.
3. Fire Chief or Acting Chief attends meetings/conference calls with SLO County Health Dept.
and / or CHADOC.
4. Email information to all staff as appropriate.
5. Provide updates to Council.
6. Coordinate with Mayor and Council to ensure all social media posts support this plan and
reference credible information.
7. All information shall come from the PIO, Emergency Services Director (City Manager) or
designee.
D. Providing Supplies of Protective Equipment
1. Supplies will be provided by EOC Logistic, or the Fire Department.
2. The Fire Department will seek to maintain no less than a 50% reserve of all virus-related
personal protective equipment.
3. Orders will be placed in a timely manner to ensure product turn-around times.
4. Items will be rotated into and out of supply to ensure inventory does not expire.
Items 100% Inventory 50% Inventory
N95 Masks 1,000 500
Simple Mask 500 250
Tyvek Suits/Gowns 100 50
Gloves 10 cases 5 cases
Goggles/Glasses 100 50
E. Employee Illness and Exposure
1. If an employee becomes ill at work, they should be encouraged to seek medical care and,
when possible, reassign to an isolated work area. Personal leave credits will be used. Backfill
or coverage, if required, should be obtained through the regularly established methods.
2. If an employee feels they were exposed at work, the regular occupational exposure
documents will be completed.
3. Family and Medical Leave Act (FMLA) policies should be adhered to.
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CONCLUSION
Maintaining City of San Luis Obispo essential functions and services in the event of pandemic requires
additional considerations beyond traditional continuity planning. Unlike other hazards that necessitate
the relocation of staff performing essential functions to an alternate operating fa cility, a pandemic may
not directly affect the physical infrastructure of the organization. As such, a traditional “continuity
activation” may not be required during a pandemic outbreak. However, a pandemic outbreak threatens
an organization’s human resources by removing essential personnel from the workplace for extended
periods of time. Accordingly, the City continuity plan addresses the threat of a pandemic outbreak.
Continuity Plans for maintaining essential functions and services in a pandemic should include
implementing procedures such as social distancing, infection control, personal hygiene, and cross-training
(to ease personnel absenteeism in a critical skill set). Protecting the health and safety of key personnel,
ERG members, and other essential personnel must be the focused goal of the organization in order to
enable the organizations to continue to operate effectively and to perform essential functions and provide
essential services during a pandemic outbreak.
REVISION PAGE
This Section is for Plan Holders to record the posting of each Official Plan Revision made by the City of San
Luis Obispo. Please enter the revision number, the pages, the date the revision was posted, and the name
of the person posting the revision.
Revision # Revision Title Page Number
Revised Date Name
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APPENDIX 1: WORLD HEALTH ORGANIZATION PHASES
The World Health Organizations (WHO) developed an alert system to help inform the world about the
seriousness of a pandemic. The alert system has six phases, with Phase 1 having the lowest risk of human
cases and Phase 6 posing the greatest risk of pandemic. Organizations are encouraged to monitor the
WHO phases and establish continuity “triggers” as deemed appropriate.
The phases are applicable globally and provide a framework to aid countries in pandemic preparedness
and response planning. The use of a six-phased approach has been retained. However, the pandemic
phases have been re-defined (Table 1). In addition, the time after the first pandemic wave has been
elaborated into post peak and post pandemic periods.
Table 1: World Health Organization Pandemic Influenza Phases
Phase 1 No animal influenza virus circulating among animals has been reported to
cause infection in humans. Preparedness Phase 2 An animal influenza virus circulating in domesticated or wild animals is known
to have caused infection in humans and is therefore considered a specific
potential pandemic threat.
Phase 3 An animal or human-animal influenza reassortant virus has caused sporadic
cases or small clusters of disease in people but has not resulted in human-to-
human transmission enough to sustain community-level outbreaks.
Phase 4 Human-to-human transmission (H2H) of an animal or human-animal
influenza reassortant virus able to sustain community-level outbreaks has
been verified. Response and Mitigation Phase 5 The same identified virus has caused sustained community level outbreaks in
two or more countries in one WHO region.
Phase 6 In addition to the criteria defined in Phase 5, the same virus has caused
sustained community level outbreaks in at least one other country in another
WHO region.
Post-Peak
Period
Levels of pandemic influenza in most countries with adequate surveillance
have dropped below peak levels. Recovery Possible
New Wave
Level of pandemic influenza activity in most countries with adequate
surveillance rising again.
Post-
Pandemic
Period
Levels of influenza activity have returned to the levels seen for seasonal
influenza in most countries with adequate surveillance.
The WHO phases of pandemic alert:
In the 2009 revision of the phase descriptions, WHO has retained the use of a six -phased approach for
easy incorporation of new recommendations and approaches into existing national preparedness and
response plans. The grouping and description of pandemic phases have been revised to make them easier
to understand, more precise, and based upon observable phenomena. Phases 1–3 correlate with
preparedness, including capacity development and response planning activities, while Phases 4–6 clearly
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signal the need for response and mitigation efforts. Furthermore, periods after the first pandemic wave
are elaborated to facilitate post pandemic recovery activities.
In nature, influenza viruses circulate continuously among animals, especially birds. Even though such
viruses might theoretically develop into pandemic viruses, in Phase 1 no viruses circulating among animals
have been reported to cause infections in humans.
In Phase 2 an animal influenza virus circulating among domesticated or wild animals is known to have
caused infection in humans and is therefore considered a potential pandemic threat.
In Phase 3, an animal or human-animal influenza reassortant virus has caused sporadic cases or small
clusters of disease in people but has not resulted in human-to-human transmission enough to sustain
community-level outbreaks. Limited human-to-human transmission may occur under some
circumstances, for example, when there is close contact between an infected person and an unprotected
caregiver. However, limited transmission under such restricted circumstances does not indicate that the
virus has gained the level of transmissibility among humans necessary to cause a pandemic.
Phase 4 is characterized by verified human-to-human transmission of an animal or human-animal
influenza reassortant virus able to cause “community-level outbreaks.” The ability to cause sustained
disease outbreaks in a community marks a significant upwards shift in the risk for a pandemic. Any country
that suspects or has verified such an event should urgently consult with WHO so that the situation can be
jointly assessed, and a decision made by the affected country if implementation of a rapid pandemic
containment operation is warranted. Phase 4 indicates a significant increase in risk of a pandemic but
does not necessarily mean that a pandemic is a forgone conclusion.
Phase 5 is characterized by human-to-human spread of the virus into at least two countries in one WHO
region. While most countries will not be affected at this stage, the declaration of Phase 5 is a strong signal
that a pandemic is imminent and that the time to finalize the organization, communication, and
implementation of the planned mitigation measures is short.
Phase 6, the pandemic phase, is characterized by community level outbreaks in at least one other country
in a different WHO region in addition to the criteria defined in Phase 5. Designation of this phase will
indicate that a global pandemic is under way.
During the post-peak period, pandemic disease levels in most countries with adequate surveillance will
have dropped below peak observed levels. The post-peak period signifies that pandemic activity appears
to be decreasing; however, it is uncertain if additional waves will occur and countries will need to be
prepared for a second wave.
Previous pandemics have been characterized by waves of activity spread over months. Once the level of
disease activity drops, a critical communications task will be to balance this information with the
possibility of another wave. Pandemic waves can be separated by months and an immediate “at -ease”
signal may be premature.
In the post-pandemic period, influenza disease activity will have returned to levels normally seen for
seasonal influenza. It is expected that the pandemic virus will behave as a seasonal influenza A virus. At
this stage, it is important to maintain surveillance and update pandemic preparedness and response plans
accordingly. An intensive phase of recovery and evaluation may be required.
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APPENDIX 2: WEBSITES FOR PLANNING AND PREPAREDNESS
1. http://www.opm.gov/pandemic/index.asp - Links to policies on leave, pay, hiring, alternative
work arrangements and other critical human capital issues in relation to pandemic influenza.
2. http://www.pandemicflu.gov - pandemic influenza related information (e.g., signs and
symptoms of influenza, modes of transmission, developing individual and family plans, etc.).
3. http://www.flu.gov/planning-preparedness/federal/index.html# Pandemic influenza related
information for Federal Government agencies to use for planning and preparedness. Links to
other federal government agencies.
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APPENDIX 3: ASSUMPTIONS
A. National Assumptions
1. Susceptibility to the pandemic virus will be universal.
2. Efficient and sustained person-to-person transmission signals an imminent pandemic.
3. The clinical disease attack rate will likely be 35 percent or higher in the overall population during
the pandemic. Illness rates will likely be highest among school-aged children and the elderly
(about 40 percent) and decline with age. Among w orking adults, an average of 20 percent will
become ill during a community outbreak.
4. Some persons will become infected but not develop clinically significant symptoms.
Asymptomatic or minimally symptomatic individuals can transmit infection and develop immunity
to subsequent infection.
5. While the number of patients seeking medical care cannot be predicted with certainty, in previous
pandemic about half of those who become ill sought care. With the availability of effective
antiviral drugs for treatment, this proportion may be higher in the next pandemic.
6. Rates of serious illness, hospitalization, and deaths will depend on the virulence of the pandemic
virus and differ by an order of magnitude between more and less severe scenarios. Risk groups
for severe and fatal infection cannot be predicted with certainty but are likely to include infants,
the elderly, pregnant women, and persons with chronic or immunosuppressive medical
conditions.
7. Rates of absenteeism will depend on the severity of the pandemic. In a s evere pandemic,
absenteeism attributable to illness, the need to care for ill family members and fear of infection
may reach 40 percent during the peak weeks of a community outbreak, with lower rates of
absenteeism during the weeks before and after the peak. Certain public health measures (closing
organizations, quarantining household contacts of infected individuals, and school closures) are
likely to increase rates of absenteeism.
8. Individual and social impacts will have a significant impact on absenteeism. Proactive, frequent,
and credible information sharing, and dialogue may help control absenteeism related to excessive
and unnecessary fear.
9. The typical incubation period (interval between infection and onset of symptoms) for influenza is
approximately two days, to as long as 14.
10. Persons who become ill may shed virus and can transmit infection before the onset of symptoms.
Viral shedding and the risk of transmission will be greatest during the first two days of illness.
Children usually shed the greatest amount of virus and therefore are likely to post the greatest
risk for transmission.
11. On average, infected persons will transmit infection to approximately two other people.
12. A pandemic outbreak in any given community will last about six to eight weeks or more for each
wave of the pandemic.
13. Multiple waves (periods during which community outbreaks occur across the country) of illness
could occur with each wave lasting two-three months. Historically, the largest waves have
occurred in the fall and winter, but the seasonality of a pandemic cannot be predicted with
certainty.
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B. Organizational Assumptions
1. Organizational communication on proper hygiene which greatly reduces the spread of disease.
2. Demand for Fire Department response will increase during the illness. This plan assumes an
increase in emergency medical service calls during peak impacts of the disease cycle based on the
predicted rates of infection.
3. Medical supplies such as Personal Protective Equipment (PPE) that are needed to respond to an
infectious event may be in short supply. These include masks, goggles, gowns, and personal
decontamination fluids/wipes. The City may experience disruption of other support
infrastructure and services during this event.
4. The City will be provided with guidance and/or direction by Local, State or Federal, governments
regarding current pandemic status in our area.
5. The City will have actionable plans and procedures to assist in the ability to remain operational
during a pandemic. Plans and procedures may include social distancing protocols, personal
protection equipment (PPE), and temporary suspension of some non-essential activities such as
training, meetings, and community events.
6. Hygiene protocols may include maintaining a six-foot bubble between people, no handshaking,
posters reminding people to properly wash their hands and readily available liquid hand sanitizers.
7. The City of SLO has a viable Agency-wide continuity capability.
8. The City of SLO will review its continuity communications programs to ensure they are fully
capable of supporting pandemic and other related emergencies, and consider supporting social
distancing operations, including telework and other virtual office options.
9. The City of SLO controlled buildings will be accessible, but right of entry may be limited.
10. During plan implementation, the City of SLO may make alternate facilities available for staff to
implement social distancing protocols.
11. Essential functions, operations, and support requirements will continue to be people dependent.
However, human interactions may be remote or virtual, resulting in the employment of
appropriate teleworking and other approved social distancing protocols. Utilities may implement
its own or other operational plans in response to specific localized pandemics to continue to
provide its essential functions.
12. Travel restrictions, such as limitations on mass transit, implemented at the Local, State, and
Federal levels may affect the ability of some staff to report to work. Transit may implement its
own or other operational plans to adjust to specific localized pandemics.
13. Additional funding will be budgeted for the acquisition of additional equipment required for a
possible surge in teleworking capabilities.
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