Emergency Preparedness: Steps Departments Can Take Now

1. Document Facilities, Equipment, and Other Assets

Take photos or videos of departmental facilities, vehicles, equipment, and other assets now. These records provide critical baseline documentation that will be needed to support damage assessments, insurance claims, and Public Assistance requests after a disaster.

• Consider the following best practices:
• Enable geotagging to capture location and timestamp information.
• Document both interior and exterior conditions.
• Include facilities, equipment, vehicles, roads, fences, trees, and other infrastructure.
• Store records in a location that will remain accessible following an emergency.

2. Ensure Documentation Is Current and Complete

Well-maintained records demonstrating the condition of facilities and equipment before an incident are essential when seeking reimbursement for disaster-related damage.

Examples of useful documentation include:

• Inspection reports
• Preventive maintenance records
• Service requests
• Repair histories
• Asset inventories

Keep in mind that the absence of service requests or repairs does not, by itself, demonstrate that an asset was in proper working condition prior to an incident.

3. Review Procurement Card (P-Card) Readiness

Departments should review their Procurement Card (P-Card) programs to ensure they are prepared for potential emergency purchasing needs.

If your department already has a P-Card Coordinator, review cardholder assignments and spending limits and make adjustments as appropriate. Departments interested in establishing a P-Card program can consult Chapter 5 of the Controller's Office Accounting Policies & Procedures for eligibility requirements, appropriate use, and departmental responsibilities.

Accurate documentation is one of the most important factors in supporting potential cost recovery claims.

Citywide emergency project and incident codes are issued by the Controller's Office only after the Mayor declares a City emergency and Emergency Response efforts begin. Until then, departments may track preparedness activities and response-related expenditures themselves using departmental project codes and appropriate chartfields.

After a Citywide emergency declaration, departments will have to carefully track labor, equipment, materials, supplies, contracts, and other emergency-related costs. Departments should be sure they have the procedures and processes in place to track emergency costs as follows:

Labor Documentation

Departments must:

• Track employee hours and clearly distinguish regular time from overtime.
• Maintain supporting documentation for temporary employees hired for emergency response activities.
• If required by the Office of the Controller, [MP1] ensure employees complete online ICS-214 forms to document daily emergency assignments, activities, and hours worked.

Equipment Documentation

Maintain usage logs for city-owned equipment used in emergency response operations, including:

• Operator hours
• Mileage
• Equipment usage time
• Other operating information necessary to support reimbursement requests

Contracts, Invoices, and Receipts

Retain complete documentation for all disaster-related purchases and services, including:

• Original itemized invoices
• Receipts
• Detailed descriptions of work performed
• Dates of service
• Proof of payment

Departments must also ensure vendor contracts comply with FEMA and Cal OES requirements throughout the life of the contract, including verification that vendors are not suspended or debarred through SAM.gov.

Ensure Timely Billing and Payment

Departments should follow the City's procure-to-pay requirements outlined in the Controller's Office Accounting Policies & Procedures and ensure disaster-related goods and services are billed and paid promptly and accurately.

Public Assistance Funding Is Not Guaranteed

Federal and state disaster assistance programs, including FEMA and Cal OES Public Assistance, are subject to strict eligibility requirements and extensive documentation standards.

Even when reimbursement is approved:

• Reimbursement often occurs years after a disaster.
• Approved funding rarely covers 100 percent of disaster-related costs.

Departments should therefore maintain thorough records and make operational decisions based on business needs rather than anticipated reimbursement.

Chapter 6 Departments May Declare a Departmental Emergency

Department Heads of Chapter 6 agencies (SFDPW, SFPUC, SFMTA, Airport, Port, and Recreation and Park) have emergency contracting authority under Administrative Code Section 6.60.

When a departmental emergency is declared, the Department Head may authorize emergency work in the most expeditious manner necessary to address the situation. Work estimated at less than $250,000 may proceed without additional approvals. For work estimated to exceed $250,000, written approval from the Mayor and Board of Supervisors is generally required before proceeding, or as soon as practicable if circumstances require immediate action.

Encourage Employees to Update Contact Information

Accurate employee contact information helps ensure the City can quickly distribute important emergency notifications and response instructions when needed.

Departments should encourage staff to review and update their contact information regularly.

Sign Up for Emergency Alerts

Employees should register for emergency notification services where they live and work.

For San Francisco residents and employees, sign up for AlertSF through https://sf.gov/alerts.

Employees who live outside San Francisco should register for local emergency alert systems through Ready California or by texting their ZIP Code to 888-777.

Emergency preparedness begins long before an incident occurs. Departments that document assets, maintain current records, establish cost-tracking practices, review purchasing readiness, and keep employee information up to date will be better positioned to respond effectively and support potential reimbursement claims after a disaster.

A small investment in preparedness today can significantly reduce operational, financial, and administrative challenges during recovery.