HomeMy WebLinkAboutEmergency Operations Plan 2005 (EOP)
CITY OF SEAL BEACH
EMERGENCY OPERATIONS
PLAN
City of Seal Beach, CaliforniaEmergency Operations Plan
CITY OF SEAL BEACH, CALIFORNIA
EMERGENCY OPERATIONS PLAN
TABLE OF CONTENTS
Part1A-Introduction 1
Part1B-QuickPlan 10
Part1C–PolicyUnit 22
Part 2A – ICS Field Checklists24
Part2B–EOCChecklists 94
Part 3A – Hazard Assessment Introduction 169
Part 3B – Fire / Explosion170
Part 3C – Hazardous Material Spills174
Part 3D – Flooding / Coastal Damage 181
Part3E–Riots 186
Part3F–Tornadoes 187
Part3G–AircraftCrash 191
Part3H–MarineOilSpill 194
Part3I–Earthquake 198
Part3J–Tsunami 208
Part 3K – War / Nuclear Accident / Terrorism 212
Part 4A – California Government Codes – A 217
Part 4B – California Government Codes – B 232
Part 4C – City of Seal Beach Equipment List253
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City of Seal Beach, CaliforniaEmergency Operations Plan
Table of contents continued:
Part4D–CityOrdinances 258
Part 4E– City Organization Chart 266
Part 4F – City Draft Resolutions267
Part 4G – Emergency Phone Listings273
Part 4H – Federal Role – FEMA 277
Part 4I – Glossary of Terms 281
Part 4J – SEMS / ICS / NIMS294
Part 4K – Mutual Aid Agreements 315
Part 4L– State OES / Orange County / American Red Cross 323
Part5–Volunteers 330
Part 6A – Appendix A-Department Concurrence 334
Part 6B– Appendix B-RIMS335
Part6C–AppendixC-Recovery 342
Part6C–AppendixD-Training 350
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City of Seal Beach, CaliforniaEmergency Operations Plan
PART I
INTRODUCTION
This Emergency Operations Plan (Plan) and the emergency management
process used by the City of Seal Beach are consistent with the requirements of
Government Code Section 8600, and the Standardized Emergency Management
System – SEMS, mandated in Government Code Section 8607.
Specifically, the Plan uses the Incident Command System, Mutual Aid,
and the Multiple Agency Coordination System,all of which operate within the
Orange County Operational Area.This plan is also consistent with the current
2005 guidelines on the National Incident Management System – NIMS.
The purpose of the Orange County Operational Area is to coordinate
information, mutual aid resources and priorities of the Operational Area entities
(special districts, cities, the county resources and the private sector). This Plan
has been written to accommodate these objectives.
When the Seal Beach City Emergency Operations Center (EOC) is
activated, the City Manager, acting as the Director of Emergency Services,
assumes the role of the EOC Director. All of the job titles and positions within the
EOC Incident Command Structure report to the EOC Director.
The mission of the Seal Beach Emergency Operations Centeris to
respond to catastrophic events by providing centralized coordination of the City's
emergency response personnel, resources, facilities, and mutual aid assistance
given the city. The EOC Director will direct the strategic allocation and
deployment of resources, and coordinate emergency response information,
planning and operational priorities.
HOW THIS PLAN IS STRUCTURED
This Emergency Operations Plan is written to be "user friendly," i.e., it
assumes that the user has little or no emergency management background, or
that such skills have not been used on a regular basis. Accordingly, through the
use of EOC position checklists, the Plan identifies critical questions to be asked
and actions to be taken by each member of the EOC Team.
The Quick Plan is designed to be utilized by responding EOC team
members to open up the EOC and get the initial organization functioning at the
beginning of the event. It contains organizational diagrams and specific positions
within the Incident Command System for each of the City of Seal Beach
departments.
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City of Seal Beach, CaliforniaEmergency Operations Plan
The Plan is divided into the following six Parts:
PART - I
: Introduction -- establishes a Quick Plan for the immediate
activation of the City of Seal Beach EOC. It establishes an overview of actions to
take prior, during and after an emergency, levels of EOC activation, alternate
seats of city government, line of succession, a distribution list, and a record of
changes. It also includes a specific section on the duties and responsibilities of
the Policy Unit.
PART - II: ICS Position Checklists -- includes a description and check list
for each Incident Command System position within both the Emergency
Operations Center and the field response organization.
Hazard Assessment and Response Issues -- provides a
PART - Ill:
Hazard Assessment outlining the type of hazards for which the City must be
prepared. Each of the hazard assessments also includes a list of operational
response issues which should be addressed for that particular type of hazard.
PART-IV:SEMS/CA Codes/Local Ordinance -- contains detailed
information regarding the Standardized Emergency Management System
(SEMS); the Incident Command System (ICS); emergency management
agencies with which the city may have to coordinate (federal, state, operational
area). Part IV also contains background information (State Codes, draft
resolutions, forms etc.) needed for Emergency Operations Center and field
personnel use.
PART-V:Volunteers -- This section covers the liability issues, registration,
training, etc. of volunteer personnel. Please read and become familiar with this
section, including the two reference books:
They Will Come: Post DisasterVolunteers and Local Governments. California
Office of Emergency Services, November 2001.
Disaster Service Worker Volunteer Program – Guidance. Published by the
Governor's Office of Emergency Services and the California State Compensation
Insurance Fund, April 2001.
PART-VI: Appendices – This section contains Department Concurrence,
information on RIMS, Recovery Operations and Training
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City of Seal Beach, CaliforniaEmergency Operations Plan
BEFORE, DURING AND AFTER THE EMERGENCY
Before the Emergency---
By policy and direction of the City Council, it is the responsibility of all
Department Heads and management personnel to review and understand this
Plan and to understand their respective responsibilities prior to an emergency.
Department Heads are to review this Plan with their management staff
annually. Any need to change names or phone numbers in the Plan are to be
reported to Police Department for annual updating of the Plan.
Department Heads are to develop and maintain Department Emergency
Response Standard Operating Procedures for their personnel.
Such procedures shall include the following items:
Arrangements for direction and control within the department;
Identification of specific authorities that may be assumed by a
designated departmental successor during emergencies;
Identification of circumstances in which successor emergency authorities
would become effective, and when they would be ended. Generally, the
successor will assume departmental responsibilities if the Department
Head has been found to be incapacitated, or cannot be reached by
phone. The successor shall be relievedof duty upon the arrival of the
Department Head, or by direction of the City Manager.
Development and maintenance of departmental personnel
notification/recall roster for emergency response personnel and
personnel assigned to the EOC, or departmental work control/dispatch
centers.
Establishment of a departmental command post from which to manage
departmental personnel and resources, and to coordinate with the
EOC.
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City of Seal Beach, CaliforniaEmergency Operations Plan
During the Emergency---
Foreknowledge of Emergency.
If there is foreknowledge of a pending emergency, e.g., flooding, the
following actions should be considered:
The City Council, the Mayor, or the City Manager should consider
declaring a Local Emergency.
City management personnel should review and update this Plan and all
Departmental Emergency Response Standard Operating Procedures as
required.
The City Manager should assure that the community has been given
detailed information on the pending emergency and recommended risk mitigation
instructions.
EOC procedures should be reviewed collectively by all persons who will
be staffing the EOC. Those persons staffing the departmental command posts
should also meet as a group to review their management and coordination
procedures.
Determine the level of EOC staffing required and activate to a LEVEL
ONE (EOC may not be staffed), LEVEL TWO (minimum EOC staffing), or LEVEL
THREE (full EOC staffing).
If staffing is going to be a problem, consideration should be given to
requesting emergency management mutual aid assistance from the Orange
County Operational Area. Additionally, consideration should be given to
activating the City's RACES program, and recruiting Disaster Service Workers.
Coordination should be established with neighboring cities, the County,
the American Red Cross, appropriate hospitals, and the State Office of
Emergency Services, Region I.
Emergency response personnel and equipment should be mobilized and
deployed as necessary.
First Alternate EOC Location-- Seal Beach Public Works Department
Second Alternate EOC Location-- Fire Station #48 (Beverly Manor Road)
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City of Seal Beach, CaliforniaEmergency Operations Plan
Emergency Situation Has Occurred
Once the emergency has occurred, one of three scenarios is likely:
There is minor damage, or the city is not affected at all. Under these
conditions the city should be prepared to respond to requests for mutual aid from
neighboring cities and/or the County. The EOC may go to a LEVEL ONE, with
the EOC Director meeting with his / her Section Coordinators (EOC does not
need to be opened).
The emergency can be effectively managed with existing city personnel,
resources and facilities. Mutual aid is not requested by the city, and most likely
the City could not render mutual aid. The EOC may stay at a LEVEL ONE, or be
opened with minimal staffing at a LEVEL TWO.
The emergency is above and beyond the personnel, resources, and
facilities of the City. After declaring a Local Emergency, the City can then request
mutual aid assistance from either neighboring jurisdictions or the Orange County
Operational Area. Law enforcement and fire services mutual aid are to be
arranged through their respective mutual aid system. The EOC is to be activated
to a LEVEL III with full staffing.
NOTE: Whenever the status of the EOC is changed, send a Flash Report
to the Operational Area notifying them of the change. Further, do not deactivate
the EOC as long as there is a declared State of Emergency in effect for the area.
After the Emergency---
Once the response phase of the emergency is under control, the concern
is that of recovery.
If there is extensive damage to buildings, homes, stores, offices etc.,
public works mutual aid will be needed for rubble removal. Agreements with the
County's Integrated Waste Management Department should be developed for the
proper disposal of rubble materials.
Long term housing should be provided for displaced persons. Building
Safety/Damage Assessment will be provided for with the aid of state and local
building inspection mutual aid. To expedite the repair and reconstruction of
damaged buildings, the city should review its building permit process and fee
structure with the intent of streamlining the process and lowering costs.
Consideration should also be given to asking for building department mutual aid.
After the emergency period is over, it is important that all departments
critique their emergency management actions to identify needed changes to this
Plan. Changes to this Plan will be required. If the same mistakes are to be
avoided in the future, this Plan must be revised to include all lessons learned.
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City of Seal Beach, CaliforniaEmergency Operations Plan
Preservation Of Vital Records
The City Clerk is the official designated as the custodian of the city vital
records. In the event of an emergency, the City Clerk shall determine which
records are vital to the City, and direct that such records be transported to secure
facilities at Seal Beach Police Department.
Vital records are defined as those records which are essential to:
Protecting the rights and interests of individuals, e.g., building permits,
business license.
Conducting emergency response and recovery operations, e.g., street,
pipeline, utility maps, and personnel records and rosters.
Reestablishing normal governmental functions, e.g., charters, statutes,
ordinances, and financial records.
Alternate Seats of Seal Beach City Government
If the Seal Beach City Hall has been destroyed, or is otherwise structurally
unsound for continued use, City Government shall be relocated to one of the
locations:
First Alternate Location-- Seal Beach Police Department 911 Seal Beach
Boulevard.
Second Alternate Location-- Public Works Department
Third Alternate Location-- Fire Station #48 (Beverly Manor Road)
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City of Seal Beach, CaliforniaEmergency Operations Plan
Line of Succession
The Line of Succession is as follows:
City Manager:
# 1. Assistant City Manager
# 2. Police Chief
# 3. City Engineer
City Attorney
# 1. Mutual Aid / Private
Assistant City Manager
Sector City Manager
# 1. Police Chief
Selection as determined by
# 2. City Engineer
City Council
# 3. Finance Director
Chief Lifeguard
Police Chief
# 1. Lifeguard Lieutenant
# 1. Operations Division
# 2. Lifeguard Supervisor
Commander
# 3. Police Department
# 2. Highest ranking Officer
Assignment
available by seniority
Director of Finance
City Engineer / Director Public
#1. Assistant Finance Director
Works
#2. Support Division
# 1. Assistant City Engineer
Commander (Police
# 2. Public Works Supervisor
Department)
# 3. Maintenance Service Mgr
#3. Policy Group Decision as
Necessary
Director of Development
Services
# 1. Senior Planner
# 2. Assistant City Engineer
# 3. Senior Building Inspector
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City of Seal Beach, CaliforniaEmergency Operations Plan
NOTICE OF COMMITMENT
City Council resolution adopting SEMS / NIMS and this Plan will be placed
here.
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City of Seal Beach, CaliforniaEmergency Operations Plan
CITY OF SEAL BEACH
EMERGENCY OPERATIONS PLAN DISTRIBUTION LIST
City Manager
City Attorney
City Clerk
Police Chief
Assistant City Manager
Director of Finance
City Engineer / Director of Public Works
Director of Development Services
City of Seal Beach Emergency Operations Center
Police Department Administrative Sergeant
State Office of Emergency Services
Orange County Operational Area
Orange County Fire Authority
RECORD OF CHANGES
DATE
PART REVISED
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City of Seal Beach, CaliforniaEmergency Operations Plan
QUICK PLAN
This "Quick Plan" is intended to serve as a quick reference to refresh the user in the key
elements of the Emergency Operation Plan. All members of the Emergency Operations
Center Team should be thoroughly familiar withand trained in the use of this document.
EMERGENCY EVENT -- FLOW CHART
DISASTER EVENT OCCURS
EMERGENCY OPERATIONS CENTER (EOC) ACTIVATED
EOC DIRECTOR CONVENES THE EOC TEAM AND CONDUCTS
BRIEFING
INITIAL EOC RESPONSE
EXTENDED EMERGENCY OPERATIONS
FINANCIAL RECOVERY APPLICATION
AFTER ACTION REVIEW AND REPORT
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City of Seal Beach, CaliforniaEmergency Operations Plan
IN THE EVENT OF AN EMERGENCY READ ALL OF THE
FOLLOWING BEFORE GOING INTO THIS PLAN.
1.If you do not know which Emergency Operations Center (EOC) positions
your staff is assigned to, the following pages provide you with a crosswalk
identifying departmental staffing and their EOC position assignment(s).
2.Part II - The Emergency Operations Center Position Check Lists, provides
you and your staff with EOC position Check Lists for the tasks assigned
the various positions in the EOC and the City Primary Staging Area.
3.Review these assignments, then turn to Part III - Hazard Assessment and
Response Issues, and read the Section for the hazard you are contending
with, e.g., earthquake, flooding etc. Each Section will also identify the
typical activation level and critical job assignments in the EOC for that
particular type of emergency.
4.Backup information, including phone numbers, statutory authorities, forms,
etc., is located in Part IV - Appendicesof the Plan.
5.Volunteers -- This section covers the liability issues, registration, training,
etc. of volunteer personnel is located in Part V.
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City of Seal Beach, CaliforniaEmergency Operations Plan
GETTING STARTED IN THE EOC ACTIVATION AND TRANSITION
The EOC has been activated because of a developing incident -- whether a major
disaster has occurred or a field EOC Director has upgraded the event to a major
incident and has requested,with management support, EOC activation.
The following is a checklist of issues/opportunitiesdesigned to help stabilize and focus
the Standardized Emergency Management System (SEMS) structureandtheEOC
Management Team on key issues during the transition to complete EOCactivation.
Pages 13 and 14 contain the QUICK PLAN CHECKLIST.
Pages 15-17 contain an ICS diagram and thumbnail descriptions of the Incident
Command System positions.
Page 18 contains a complete listing of where the key city job titles would be working in
the EOC.
Pages 19 and 20 contain guidance on the role of the EOC, and page 21 is a diagram on
how to set up the primary EOC in the Police Department Roll Call/Training room.
BASIC ASSUMPTIONS
All EOCStaff have already read the Quick Plan, and the Seal Beach
Emergency Operations Plan.
EOC Staff understand the City of Seal Beach Emergency Operations
Plan, forms, and supplies.
The field Incident or Unified Commander(s) has been identified.
Briefing on the general conditions of the incident has been received.
The incident is not in total chaos.
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City of Seal Beach, CaliforniaEmergency Operations Plan
QUICK PLAN CHECKLIST
The first person in the EOC contacts the Field Incident Commander and obtains
a briefing on the situation. This person shall be the EOC Director until relieved.
Assess the nature, scope and estimatedimpact of the event and response,
including the identification of any life threatening issues that need immediate
attention.
Make appropriate EOC activation decision based upon the event and begin
notifications of staff -- based on the level of EOC activation that is necessary.
Level 1 -- EOC open but may not be staffed
Level 2 -- Minimum EOC staffing
Level 3 -- Full EOC staffing
Verify the safety and status of the employees/public in the immediate area of the
critical incident.
Ensure the security and stability of the Primary EOC facility - Seal Beach Police
Department, 911 Seal Beach Boulevard, Seal Beach, California.
Retrieve a copy of the Emergency Operations Plan.
Open the assigned Annex for the hazard you are facing and review the
information and checklists.
Assign staff tasks and distribute appropriate position checklists from Part II of the
Seal Beach Emergency Operations Plan.
Convene the EOC Management Team and General Staff.
Double check that all other EOC staff have been notified and are en-route to the
EOC.
Identify all agencies with either jurisdictional or functional responsibility for the
incident. If unsure, think the worst case and include the appropriate staff in
notifications.
Identify additional internal and external notifications that need to be made. Advise
the Public Information Officer (PIO), as needed.
Determine the level of additional response warranted.
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City of Seal Beach, CaliforniaEmergency Operations Plan
QUICK PLAN CHECKLIST
Identify the additional support that the EOC can provide to the EOC Director, and
communicate this support to the appropriate EOC staff for response.
Obtain a copy of the ICS 201 - INCIDENTBRIEFING form in the forms section of
this manual. This is the initial EOC EmergencyActionPlan (EAP) and should be
used to document initial actions, organizational structure, and a list ofcommitted
and/or ordered resources.
Identify on a map the area involved, areas that may be exposed, and critical
areas of concern. Include a copy of the map with the EOC Emergency Action
Plan.
Compile an initial assessment of damages to-date, and establish any additional
damage assessment priorities.
List all issues/concerns for each incidentor disaster site, and keep all EOC staff
abreast of updated information.
Inquire about any potential social, environmental,political, cultural or economic
issues. List them. This list will come from input by the initial ICandfield
Operations Section Chief. Post these issues and discuss them during the initial
EOC transition meeting. Once posted, start delegating issues to EOC team
members, making a notation of the name of person and time delegated.
Identify all assisting and cooperating agencies on the incident and ensure that an
Agency Representative has been requested in the EOC for each.
Forecast the potential duration for each incident (days, weeks, etc.) to ensure
personnel and resource ordering is staying 24-48 hours ahead.
Review current EOC staffing to ensure appropriateness for the potential size and
needs of the incident. Identify needed staffing plan and request appropriate
resources.
Review media policies and prepare an initial press release. Ensure all
responding agencies are recognized.
Review resources and personnel in place to ensure adequate coverage to
address new incidents.
Identify any injuries or claims at this point.
Obtain a local and regional weather forecast for the next 24-48 hours.
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City of Seal Beach, CaliforniaEmergency Operations Plan
BASIC ICS DIAGRAM
PIO
EOC Director
POLICY UNIT
LIAISON
SAFETY
LOGISTICS
OPERATIONS
PLANS / INTELLFINANCE / ADMIN
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City of Seal Beach, CaliforniaEmergency Operations Plan
INCIDENT COMMAND SYSTEM ASSIGNMENTS
EOC Director
The EOC Director sets the priorities for coordinating the event, and determines
which teams, branches and divisions are opened up to manage the event. What does
he or she want to see accomplished and in what priority order? The other division and
section members conduct the follow-through. Frequent meetings between the EOC
Director and the other Leaders of the various divisions and sections are necessary to
keep everyone updated as the prioritieschange, and to guard against duplication of
effort.
The EOC Director also demobilizes the organization, closing the various divisions
and teams in the EOC as the incident winds down.
The EOC Director's Staff
The PIO
- One of the most critical functions, and is almost necessary all of the time.
Critical functions are:
1) Conducting frequent media briefings,
2) The handling of VIPs, and
3) Manning a telephone reference point for the general public and the media.
Think what questions the media will ask? – and have the answers ready ahead of
time --$$ of damage (est.) / # killed (exact) / # injured (exact) / # of bldg lost or damaged
(est.). *Giving rapid, factual information, as soon as possible will cut phone calls
jamming emergency lines - "only 1 person injured at..."
Liaison
- The locator of all the agency representatives we may need for this incident.
The Liaison Unit has to maintain contact with anyone who can assist us in the
coordination of this incident. Also, their other function is to keep the Orange County
Operational Area EOC and all of the other allied agencies’ command centers informed
as to the progress of the incident in our City.
Safety Officer
– This position has the authority of the EOC Director, and is charged
with overall operational safety. The job is to ensure we are doing the mission in the
safest possible manner by inspecting the area to check on the welfare of all of the staff
involved and to stop any form of unsafe behavior. An example would be finding
members of the search team in the beach area working without life vests. The safety
officer would coordinate getting this equipment to the team members.
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City of Seal Beach, CaliforniaEmergency Operations Plan
The Four Major Section Assignments:
Operations
: Coordinating between the teams in the field handling the mission and the
Operational Area EOC.
This Operations Section leader is responsible for activating the Units needed to
handle the mission within the EOC. Under the Operations Section during an earthquake
you can have such units as: Public Works, Law Enforcement, Marine Safety, Building
Inspection and Fire / Rescue. Each Unita designated Unit Leader, reporting to the
Operations Section leader.
Intelligence / Planning
: Two key missions -
1) To coordinate the gathering of all Intelligence on the scope of the occurrence and
the people and things involved. This could require a large number of people depending
on the size of the event. Both field information gatherers and staff working in the office
may be necessary. This function also includes maintaining the status on all the
manpower and resources committed to the event – known as Situation Status and
Resource Status.
2) To plan for the future – the Planning Unit should try to estimate what are we going
to need in 2 hours, 12 hours, 48 hours, etc. To come up with the lists of manpower and
things we will need to run this operation at these time lines, and then coordinate with the
Logistics Section to acquire these assets.
Logistics:
The bullets, bread, beans, and butter people. They are charged with
coordinating all of the items we will need to manage the event– such as batteries, chain
link fence, rent-a-cars, generators, toilets, dump trucks, food, etc. This includes finding
the people we will need for the operation through activation of mutual aid through the
Orange County EOC. We should be prepared to coordinate the replacement of all staff
every twelve hours; this includes both City EOC and field command staff. This is such a
significant task for the City that if necessary, we need to create a specific logistics team
to handle it.
Finance / Administration:
Two key missions -
1) Finance- to coordinate the payment for all of the items we purchase, rent, or lease
during the incident, and to account for all timekeeping and payroll issues. The Finance
Section leader will be responsible for tracking all costs incurred during the event and
submitting any reimbursement paperwork.
2) Administration- accounts for all of the paperwork. Becomes the collection point for
all City reports and forms, workers compensation documentation, liability forms, crime
and incident reports, etc. The Administration Section leader ensures that all teams,
sections and divisions keep a log and then obtains copies of the logs every 12 hours in
order to write the after action report for the incident.
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City of Seal Beach, CaliforniaEmergency Operations Plan
BASIC ICS DIAGRAM W/ City of Seal Beach Staffing
PIO
PD Records Supv
LIAISON
EOC Director
POLICY UNIT PD Admin Sgt
City Manager
City Council
City Clerk
City Attorney
SAFETY
Assistant City Mgr
OPERATIONSPLANNING / LOGISTICSFINANCE /
SECTIONINTELLIGENCECOORDINATORADMINISTRATION
COORDINATORCOORDINATORPublic WorksCOORDINATOR
Chief of Police Dir of DevelopmentSupervisorDir of Finance
Services
Shelter ServicesSituation / Facilities / Accounting Cost
BranchDocumentationTransportationUnit
UnitUnitAccounting
Recreation Supv
Senior PlannerMaintenanceManager
Service Mgr.
Fire Services
Resources Status
Branch
Unit
OCFD
Human ResourcesPayroll / Time
Executive
UnitKeeping Unit
Secretary
HR DirectorPD Executive
Law Enforcement
Secretary
Branch
Technical
SBPD
Communications
Specialists Unit
Disbursement Unit
Unit
Accounts Payable
West-Comm Rep
Public Works
Cashier
Branch
City Engineer
Supply Unit
Building Safety
Branch
Bldg Inspectors
Staging Unit
Marine Safety
Branch
Lifeguard Dept
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City of Seal Beach, CaliforniaEmergency Operations Plan
PRIMARY SEMS / ICS
FIELDEOC
FUNCTION
LEVELLEVEL
Command is responsible for Coordination is responsible for
COMMAND / the directing, ordering, and or overall emergency policy and
COORDINATIONcontrolling of resources by coordination through the joint
virtue of explicit legal agency or efforts of governmental agencies
declared authority. and private organizations.
Responsible for the Responsible for coordinating all
OPERATIONScoordinated tactical response jurisdictionaloperations in
of all field operations directlysupport of the response to the
applicable to, or in support of, emergency through
the mission(s) in accordance implementation of the
with the Incident Action Plan organizational levels action
plans
Responsible for the collection,Responsible for coordinating the
evaluation, documentation and collecting, evaluating and
PLANNING / use of information about the disseminating of information;
INTELLIGENCEdevelopment of the incident developing the organizational
and the status of resources. levels action plan in coordination
with the other functions and
maintaining documentation.
Responsible for providing Responsible for coordinating the
facilities, services, personnel, providing of facilities, services,
LOGISTICSequipment and materials in personnel, equipment and
support of the incident. materials.
Responsible for all financial Responsible for coordinating all
and cost analysis aspects of the financial and administrative
FINANCE / the incident and for any aspects not assigned to the
ADMINISTRATIONadministrative aspects not other functions.
handled by the other functions
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City of Seal Beach, CaliforniaEmergency Operations Plan
ORANGE COUNTY OPERATIONAL
AREA EOC
&
OUTSIDE AGENCIES
CITY of SEAL BEACH
EMERGENCY OPERATIONS CENTER
FIELD COMMAND
EOC
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City of Seal Beach, CaliforniaEmergency Operations Plan
EOC DIAGRAM
Seal Beach Police Department Training / Roll Call Room
911 Seal Beach Blvd., Seal Beach, CA
ACTIVITIES BOARD
EOC STAFF
EOC DIRECTOR
PIO
CITY MANAGER
LIAIASON
CITY CLERK
SAFETY
PODIUM
OPERATIONS SECTION
POLICE / FIRE / SHELTER
PUBLIC WORKS
BUILDING SAFETY
MARINE SAFETY
LOGISTICS SECTION
FACILITIES TRANSPORTATION
HUMAN RESOURCES
COMMUNICATIONS / SUPPLY
STAGING
FINANCE SECTION
ACCOUNTING COST
PAYROLL / TIME KEEPING
DISBURSEMENT
Entrance
Allphones andtablesforthese positions are on site intheEOC storage area.
Sign-In
Cell Phones Refreshments Area
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City of Seal Beach, CaliforniaEmergency Operations Plan
THE POLICY UNIT
During a major event or disaster, a Policy Unit can be formed within the
Emergency Operations Center. The Policy Unit is made up of the elected
officials from the City of Seal Beach and the City Attorney.
It is very important to remember that the Policy Unit has no command authority
during an event. All command authority for the City of Seal Beach will rest with
the EOC Director. The Policy Unit is an advisory body that reports to the EOC
Director and can have several key roles during a major event or disaster:
The Policy Unit is the source organization for emergency legal legislation and
amendments to ordinances. Such things as emergency ordinances for curfew,
emergency lifting of bid requirements and the Declaration of Disaster, etc., all
need the approval of a quorum of the elected officials within the City of Seal
Beach.
The Policy Unit can be utilized as the primary assisting body to the Public
Information Officer – PIO. The membersof the Policy Unit all have extensive
experience with the media and because of these prior positive relationships
they can be invaluable in assisting the PIO. Such additional tasks as
conducting media briefings along with background sessions and conducting
tours and briefings for visiting dignitaries could also be assigned to members
of the Policy Unit.
Members of the Policy Unit can be utilized as field intelligence gatherers. Their
intimate knowledge of their districts and its residents puts them in the unique
position of being able to provide valuable information to the Intelligence
Director and EOC Director regarding the status and needs of their district
during a crisis event.
The Policy Unit can provide invaluable advice and consent to the EOC
Director. The EOC Director can have to make some very difficult decisions
during the conduct of a major event or disaster and the members of the Policy
Unit can be utilized to provide advice along with critical support and backing
for those decisions.
Management of a disaster includes keeping citizens and responders informed,
restoring basic public services quickly and meeting the needs of the citizens. The
Policy Unit’s support and participation is essential to ensure that these goals are
met.
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DUTIES AND RESPONSIBILITIES OF THE POLICY UNIT
1.Provide for the continuity of city government by appointing persons to fill
vacant City Council positions necessary to have a quorum of the City
Council.
2.Provide for the continuity of city government by appointing persons to
vacant Department Head positions at the request of the City Manager /
EOC Director.
3.Provide the EOC Director with strategic Operational Area coordination and
Incident Area policy guidelines.
4.In conjunction with the EOC Director, determine the existence of
conditions of disaster or of extreme peril to the safety of persons and
property which are beyond the control and services, personnel,
equipment, and facilities of the city, requiring the need for mutual aid.
5.When conditions of disaster or of extreme peril exist, proclaim their
existence, and declare a State of Local Emergency.
6.When necessary to preserve the public order and safety, adopt resolutions
imposing curfews within designated boundaries for specified periods of
time.
7.If emergency conditions require the extensive expenditure of funds, pass a
resolution by four-fifths vote declaring that the public interest and
necessity demand the immediate expenditure of any sum of public monies
necessary to safeguard life, health or property.
8.Review all policy issues brought before the Policy Group
9.Work with the Public Information Officer in facilitating the needs of the
news media.
10.Work with the Intelligence Officer to aid in the assessment of Public needs
within various Council Districts.
11.Work with the PIO or Liaison Officer in facilitating the briefing needs of
visiting elected officials, and state and federal departmental / agency
executive officers.
12.Ask the City Council to adopt the After Action Report.
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INCIDENT COMMAND SYSTEM
FIELD COMMAND CHECKLISTS
INTRODUCTION
The purpose of this section is to provide a series of comprehensive
checklists for each of the job titles and positions within the Incident Command
System – ICS that could be utilized by the City of Seal Beach in the field during a
major event or disaster.
The actual field response during a disaster concerns itself with command
and control of the event and the organization that the Incident Commander
believes is necessary to handle the specific event. These checklists were
developed to assist the Incident Commander in establishing the organizational
structure that they would believe necessary to control the event.
The State of California has been using the Standardized Emergency
Management System –SEMS since 1993. This law made it mandatory that all
levels of government that can respond to a disaster will utilize the Incident
Command System. This series of field checklists is consistent with the principles
of SEMS and mirrors the same organizational structure found at the City of Seal
Beach Emergency Operations Center, the Orange County Operational Area Of
Emergency Operations Center, The Regional Emergency Operations Center and
the State of California of Emergency Operations Center.
These checklists are also completely consistent with the 2005 Homeland
Security Presidential Directive that mandated the use of the National Incident
Management System –NIMS. The principles of NIMS are fully compatible with
the SEMS system in use in the state of California and all of the principles and
dictates of the Incident Command System.
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FIELD INCIDENT COMMANDER CHECKLIST
ORGANIZATION
The Incident Commander is responsible for the overall management of all incident activities,
including the developmentand implementation of strategy, and forapproving the ordering and
release of resources. In multi-jurisdictional incidents, the duties of the Incident Commander may
be carried out by a unifiedcommand established jointly by the agencies that have direct
jurisdictionalor functional responsibility for the incident. In those single-jurisdiction incidents
where assisting agencies have significant resources committed, the responsible agency may
establish a unified command at the incident command level, or place assisting agency personnel
in key positions within the organizational structure. The Incident Commander may have a
deputy. The deputy’s responsibilities will be as delegated by the Incident Commander.
ASSUMPTION OF COMMAND
Taking over the command of the incident requires that the Incident Commander obtain a
complete and up-to-date incident briefing. This can only be accomplished if the individual who is
relinquishingcommand can bring the new commander up to date on what the situation is at the
time of the briefing. Therefore, it is important that the commander being relieved prepares the
Incident Briefing (ICS Form 201 or local form) as completely as possible for the new
commander.
The Incident Commander will assume command of an incident after the overall situation is
reviewed. Prior to the briefing, the outgoing IncidentCommander must ensure that sufficient
resources have been ordered. He or she must also ensure that a designated individual is left in
charge while he or she is briefing the incoming Incident Commander.
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INCIDENT COMMANDER CHECKLIST
Instructions:
The checklist below presents the minimum requirements for all Incident
Commanders. Note that some activities are one-timeactions, while others are ongoing or
repetitive for the duration of an incident.
COMPLETED/
TASKS
NOT
APPLICABLE
Obtain an incident briefing and IncidentBriefing Form (ICS Form 201) from
the prior Incident Commander.
Assess the incident situation.
Determine incident goals and strategic objectives.
Establish the immediate priorities.
Establish an Incident Command Post.
Conduct the initial briefing.
Activate elements of the Incident Command System, as required.
Brief the command staff and section chiefs.
Ensure that planning meetings are conducted.
Approve and authorize the implementation of the incident action plan.
Ensure that adequate safety measures are in place.
Determine information needs and inform command personnel.
Coordinate staff activity.
Coordinate with key people and officials.
Manage incident operations.
Approve requests for additional resources and requests for release of
resources.
Approve the use of trainees at the incident.
Authorize release of information to the newsmedia.
Ensure that the Incident Status Summary(ICS Form 209 or local form) is
completed and forwarded to the dispatch center(s).
Approve a plan for demobilization.
Release resources and supplies.
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INCIDENT COMMANDER
MAJOR RESPONSIBILITIES AND TASKS
The major responsibilities of the Incident Commander are listed below. Following each are tasks
for implementing the responsibility.
RESPONSIBILITYTASKS
Conduct Initial
Obtain and review the Incident Briefing Form (ICS Form 201 or local
Briefing
form)with the Incident Commander.
Meet with the prior Incident Commander (as appropriate) and selected
staff available at that time.
Review and/or prepare plans for the use of on-scene and allocated
resources scheduled to arrive before the next planning meeting.
Set Up Required
Confirm the dispatch and/or arrival of requested organizational
Organization
elements.
Elements
Hold a briefing and assign work tasks to general and command staffs.
This briefing should include:
The contents of the Incident Briefing Form.
A summary of the incident organization.
A review of current incident activities.
A summary of resources already dispatched.
The time and location of the first planning meeting.
Special instructions, including specific delegation of authority to
carry out particular functions.
Reassign the prior Incident Commander to a position within the
incident organization (as appropriate).
Request required additional resources through normaldispatch
channels.
Notify the Resources Unit of the command and general staff
organizational elementsactivated,including the nameof the person
assigned to each position.
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INCIDENT COMMANDER
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Ensure Planning
Schedule a meeting time and location.
Meetings are
Notify the attendees, including:
Conducted
Prior Incident Commander (required at first general planning
meeting).
Command and general staffs.
Others as desired (e.g., communications, resources, and Situation
Unit and Operations Branch Directors).
Develop the general objectives for the incident action plan.
Participate in the development of the incident action plan for the next
operational period.
Participate in the preparation of logistics services and support
requirementsassociated with the incident action plan (e.g., the
communications plan).
Review safety considerations with the Safety Officer.
Summarize the decisions made about the:
General strategy selected.
Control objectives selected for the next operational period.
Resources required.
Service and support requirements.
Approve and
Note: In some instances, there tasks may be done orally.
Authorize
Review the incident action plan for completeness and accuracy.
Implementation of the
Make any required changes and authorize the releaseof the plan.
Incident action plan
Determine
Identify any special information desired fromeach section chief.
Information Needs
Prepare information item lists for each section and command staff
from Staff
element (as appropriate).
Provide lists to appropriatepersonnel or facility. (Note: This may be
done orally in some situations.)
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INCIDENT COMMANDER
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Manage Incident
Review information concerning significant changes in the status of the
Operations
situation, predicted incident behavior,weather, or status of resources.
Reviewmodification to the current incident action plan received from
the Operations Section Chief.
Identify anymajor changes to incident operations which are required
immediately.
Approve Requests for
Review requests for additional resources.
Additional Resources
Determine the condition and advisability of activating out-of-service
resources.
Have the Planning Section Chief provide a list of resources for
reassignment if out-of-service resourcesare to be activated. Include the
time needed, reporting location, and to whom to report.
To obtain additional resources for the incident, direct the Logistics
Section Chief to forward the request through normal channels.
Authorize
Reviewmaterials submitted by the Information Officer for release to
Information Release
the news media.
Check information release policiesand constraints with involved
jurisdiction officials.
Authorize the release of the final copy.
Report Incident Status
Have the Incident Status Summary Report (ICS Form 209 or local
form) prepared.
Ensure that the incident status summary is submitted to local agency
dispatch centers, as required.
Approve
Review recommendations for the release of resources and supplies from
Demobilization
the Demobilization Unit.
Planning
Schedule a demobilization planning meeting.
Ensure that current and future resourceand supply requirements have
been closelyestimated.
Establish general service and support requirements.
Modify specific work assignments for general and command staff, as
required.
Summarize the actions to be taken.
Have the Planning Section Chief document the demobilization plan.
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INCIDENT COMMANDER
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Coordinate Staff
Periodically check the progress on assigned tasks of Logistics,
Activity
Planning, Operations, and Finance/Administration Sections, as well as
command staff personnel.
Ensure that the general welfare and safety of personnel is adequate.
Notify the Resources Unit of changes to the command or general staff
organization,including the name of the person assigned to each
position.
Release Resourcesand
Review recommendations for any release of resources and supplies
Supplies
from the general staff.
Approve release recommendations.
Ensure that local agency dispatch centers are notified of the intended
release.
Direct the Planning Section Chief to prepare an assignment list for the
release of resources.
Direct the Logistics Section Chief to releasesupplies.
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INFORMATION OFFICER CHECKLIST
RESPONSIBILITIES
The Information Officer, a member of the commandstaff, is responsible for the collection and
release of information about the incident to the news media and other appropriate agencies and
organizations. The Information Officer reports to the Incident Commander.
Instructions:
The checklist below presents the minimumrequirements for Information Officers.
Note that some items are one-time actions, while others are ongoing or repetitive throughout the
incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Contact the jurisdictional agency to coordinate public information activities.
Establish a Joint Information Center (JIC), whenever possible.
Determine from the Incident Commander if there are any limits on
information release.
Arrange for necessary work space, materials, telephones, and staffing.
Obtain copies of the Incident Commander’s Situation Status Summary Report
(ICS Form 209 or local form).
Prepare an initial information summaryas soon as possible after arrival.
Observe constraints on the release of information imposed by the Incident
Commander.
Obtain approval for information release from the Incident Commander.
Release news to the mediaand post information at the Incident Command
Post and other appropriate location(s).
Attend meetings between the media and incident personnel.
Arrange for meetings between themedia and incident personnel.
Provide escort service to the media and VIPs.
Provide protective clothing for the media and VIPs (as appropriate).
Respond to special requests for information.
Maintain the unit log (ICS Form 214 or local form).
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INFORMATION OFFICER
MAJOR RESPONSIBILITES AND TASKS
The major responsibilities of the Information Officer are listed below. Following each are tasks
for implementing the responsibility.
RESPONSIBILITYTASKS
Identify Information
Contact the jurisdiction’s responsible agency to determine what
Officer Activities
other external public information activities are being performed for
this incident.
Establish the coordinationof information acquisition and
dissemination.
Compile the information, and maintain records.
Establish an
Establish an information centeradjacent to the Incident Command
Information Center as
Post area where it will not interfere with Incident Command Post
Required
activities.
Contact the Facilities Unit for any support required to set up the
information center.
Prepare a Press
Obtain from the Incident Commander any constraints on the
Briefing
release of information.
Select the information to be released (e.g., the size of the incident,
the agencies involved, etc.).
Prepare the material for release (obtained from the Incident
Briefing [ICS Form 201 or localform], Situation Unit status
reports, etc.).
Obtain the Incident Commander’s approval for release. (Note:
The Incident Commander may give blanket release authority.)
Release the information for distribution to the news media.
Release the information to press representatives at the joint
information center (JIC).
Post a copy of all information summaries in the Incident
Command Post area and at other appropriate incident locations
(e.g., base, camps, etc.).
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INFORMATION OFFICER
MAJOR RESPONSIBILITES AND TASKS
RESPONSIBILITYTASKS
Collect and Assemble
Obtain the latest situation status and fire behavior prediction
Incident Information
information from the appropriate Situation Unit Leader.
Observe incident operations.
Hold discussions with incident personnel.
Identify special event information (e.g.,evacuations, injuries, etc.).
Contact external agencies for additional information.
Review the current incident action plan (ICS Form 202 or local
form).
Repeat the above procedures as necessary to satisfy media needs.
Provide Liaison
Receive requests from the media to meet with incident personnel
between Media and
and vice versa.
Incident Personnel
Identify the parties involved in the request (e.g., the Incident
Commander for TV interviewers, etc.).
Determine if policies have been established to handle requests,
and, if so, proceed accordingly.
Obtain any required permission to satisfy a request (i.e., the
Incident Commander’s).
Fulfill the request or advise the requesting party of the inability to
do so, as the casemay be.
Coordinate as necessary with the Incident Commander for news
media flights into the incident area.
Respond to Special
Receive request for information.
Requests for
Determine if the requested information is currently available, and,
Information
if so, provide it to the requesting party.
Determine if currentlyunavailable information can be reasonably
obtained by contacting incident personnel.
Assemble the desired and/or available information, and provide it
to the requesting party.
Maintain the Unit Log
Record the Information Officer’s actions on the unit log (ICS
Form 214 or local form).
Collect and transmit information summaries and unit logs to the
Documentation Unit at the end of each operational period.
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SAFETY OFFICER CHECKLIST
RESPONSIBILITIES
The Safety Officer, a member of the command staff,is responsible for monitoring and assessing
hazardous and unsafe situations and developing measures for assuring personnel safety. The
Safety Officer will correct unsafe acts or conditions through the regular line of authority,
although he or she may exercise emergency authority to stop or prevent unsafe acts when
immediate action is required. The Safety Officer maintains an awareness of active and
developing situations, approves the medical plan, and includes safety messages in each incident
action plan.The Safety Officer reports to the Incident Commander.
Instructions:
The checklist below presents the minimum requirements for Safety Officers. Note
that some items are one-time actions, while others are ongoing orrepetitive throughout the
incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain an incoming briefing from the Incident Commander.
Identify hazardous situations associated with the incident.
Participate in planning meetings.
Review the incident action plan.
Identify potentially unsafe situations.
Exercise emergency authority to stop and prevent unsafe acts.
Investigate accidents that have occurred within the incident area.
Assign assistants as needed.
Review and approve the medical plan (ICS Form 206 or local form).
Maintain the unit log (ICS Form 214 or local form).
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SAFETY OFFICER
MAJOR RESPONSIBILITIES AND TASKS
The major responsibilities of the SafetyOfficerare listed below. Following each are tasks for
implementing the responsibility.
RESPONSIBILITYTASKS
Obtain a Briefing from the
Receivea briefing from the Incident Commander to obtain:
Incident Commander
Relieved Incident Commander’s Incident Briefing (ICS
Form 201 or local form).
Summary of the incident organization.
Special instructions.
Obtain a copy of the incident action plan from the Incident
Commander.
Identify Hazardous
Identify and resolve unsafe situations in the incident area
Situations Associated with
(e.g., unsafe sleeping areas, absence of protective clothing
the Incident Environment
etc.).
Prior to First Planning
Compile and record hazardous and potentiallyhazardous
Meeting
situations for presentation at the planning meeting.
Attend the Planning Meeting
Review the suggested strategy and control operations as
to Advise on Safety Matters
presented at the planning meeting.
Identify potentially hazardous situations associated with the
proposed plans and/or strategies.
Advise the general staff of such situations.
Identify Potentially Unsafe
Review the incident action plan.
Situations
Receive reports from incident personnel concerning safety
matters.
Review reports to identifyhazardous environmental and
operational situations.
Personally survey the incident environment and operations,
as appropriate.
Obtain and review Situation Unit information to identify
unsafe situations.
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SAFETY OFFICER
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Advise Incident Personnel in
Identify potentially hazardous situations. (See previous
Matters Affecting Personnel
tasks.)
Safety
Determine the appropriate actions to ensure personnel
safety.
Coordinate with incident supervisory personnel, as
required.
Advise incident personnel as to the appropriate action.
Exercise Emergency
Identify potentially hazardous situations. (See previous
Authority to Prevent or Stop
tasks.)
Unsafe Acts
Determine the severity of the situation.
Determine if the situation requires the use of emergency
authority, and, if so, exercise that authority to prevent or
stop the act.
Coordinate with the appropriate supervisory personnel.
Investigate (or Coordinate
Receive notification of the accident.
Investigation of) Accidents
Obtain information concerning the accident by:
that Occur within the
Interviewing personnel.
Incident Area
Visiting the scene of the accident.
Photographing the scene (if appropriate).
Collecting evidence (if appropriate).
Collecting reports prepared by involved personnel.
Reconstruct the accident events.
Identify the cause of the accident (if possible).
Recommend corrective action.
Prepare the accident report and submit it to the Incident
Commander.
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SAFETY OFFICER
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Review the Medical Plan
Coordinate with the Medical Unit Leader on the preparation
of the medical plan (ICS Form 206 or local form).
Review the plan for completeness.
Discussareas of concern with the Medical Unit Leader and
provide instructions for correction.
Maintain the Unit Log
Record the Safety Officer’s actions on the unit log (ICS
Form 214 or local form).
Collect and transmit required records and logs to the
Documentation Unit at the end of each operational period.
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LIAISON OFFICER CHECKLIST
RESPONSIBILITIES
The Liaison Officer is responsible for interacting (by providing a point of contact) with the
assisting and cooperating agencies, including fire agencies, the American Red Cross, law
enforcement,public works and engineering organizations, and others. When agencies assign
agency representatives to the incident, the Liaison Officer will coordinate their activities. As a
member of the command staff, the Liaison Officer reports to the Incident Commander.
Instructions:
The checklist below presents the minimum requirements for Liaison Officers.
Note that some items are one-time actions, while others are ongoing throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain a briefing from Incident Commander.
Provide a point of contact for assisting and/or coordinating with agency
representatives.
Identify representatives fromeach involved agency, including a
communications link andhis or her location.
Keep agencies supporting the incident aware of incident status.
Respond to requests from incident personnel for interorganizational contacts.
Monitor incident operations to identify current or potential inter-
organizational contacts.
Participate in planning meetings, providing current resource status, including
limitations and capability of assisting agency resources.
Maintain the unit log (ICS Form 214 or local form).
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LIAISON OFFICER
MAJOR RESPONSIBILITIES AND TASKS
The major responsibilities of the Liaison Officer are listed below. Following each are tasks for
implementing the responsibility.
RESPONSIBILITYTASKS
Obtain a Briefing
Receivea briefing from the Incident Commander and
obtain the:
Incident Briefing Report (ICS Form 201 or local form).
Summary of the incident organization.
Names of agencies currentlyinvolved inthe incident.
Special instructions from the Incident Commander.
Obtain the incident action plan, when available.
Provide Point of Contact for
Identify assisting and cooperating agencies from:
Assisting and/or Cooperating
The Incident Briefing Report (ICS Form 201 or local
Agencies
form).
Local dispatchers.
Determine if assisting and cooperating agencies have
assigned agency representatives.If so, obtain their names,
locations, and communication channels by contacting:
The agencies.
The Incident Commander.
The agencies’ senior officers at the scene.
Receive requests for contacts between incident personnel
and agency personnel.
Identify the appropriate personnel to contact (either
incident or agency personnel).
Establish contact with the appropriate personnel.
Take the necessary action to satisfy requests.
Notify concerned personnel.
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LIAISON OFFICER
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Identify Current or Potential
Receivecomplaints pertaining to matters such as a lack of
Interagency Problems
logistics, inadequate communications, and personnel
problems.
Personallyobserve incident operations to identify current or
potential interagency problems.
Notify the appropriate personnel of current or potential
problems.
Maintain the Unit Log
Record key actions on the unit log (ICS Form 201 or local
form).
Collect and transmit the required records and logs to the
Documentation Unit at the end of each operational period.
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AGENCY REPRESENTATIVE CHECKLIST
RESPONSIBILITIES
An Agency Representative is assigned to an incident from an assisting or cooperating agency
with full authority to make decisions on allmatters affecting that agency’s participation at the
incident. Agency Representatives report to the Liaison Officer, if that position has been filled. If
there is no Liaison Officer, Agency Representatives report to the Incident Commander. There
will be onlyone Agency Representativefromeach agency assigned to the incident.
Instructions:
The checklist below presents the minimum requirements for Agency
Representatives. Note that some of the activities are one-time actions, while others are ongoing
throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Check in at the Incident Command Post. Complete the check-in list (ICS
Form 211 or local form). Ensure that all agency resources have completed
check-in.
Obtain a briefing from the Liaison Officer or Incident Commander.
Establish a working location. Advise agency personnel at the incident that the
agency representative position has been filled.
Attend planning meetings,as required.
Provide input on the use of agency resources if no resource technical
specialists are assigned.
Cooperate fully with the IncidentCommander and general staff on the
agency’s involvement at the incident.
Oversee the well-being and safety of agency personnel assigned to the
incident.
Advise the Liaison Officer of any special agencyneeds or requirements.
Determine if any special reports or documents are required.
Report to agencydispatchor headquarters on a prearranged schedule.
Ensure that all agencypersonnel and/orequipment are properly accounted for
and released prior to yourdeparture.
Ensure that all required agency forms, reports, and documents are complete
priorto your departure.
Hold a debriefing session with the Liaison Officer or Incident Commander
prior to departure.
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PLANNING SECTION CHIEF CHECKLIST
RESPONSIBILITIES
The Planning Section Chief, a member of the IncidentCommander’s general staff, is responsible
for the collection, evaluation, dissemination, and use of information regarding the developmentof
the incident and status of resources. Information is needed to:
Understand the current situation.
Predict the probable course of incident events.
Prepare alternative strategies and control operations for the incident.
The Planning Section Chief reports directly to the Incident Commander. The Planning Section
Chiefmay have a deputy.The deputy’sresponsibilities will be as delegated bythe Planning
Section Chief. Unit functions maybe combined if workload permits.
Instructions:
The checklist below presents the minimum requirements for Planning Section
Chiefs. Note that some activities are one-time actions, while others are ongoing and repetitive
throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain a briefing from the Incident Commander.
Activate Planning Section units.
Collect and process situation information about the incident.
Reassign initial response personnel to incident positions, as appropriate.
Establish information requirementsand reporting schedules for all ICS
organizational elements for use in preparing the Incident action plan.
Notify the Resources Unit of the Planning Section units which have been
activated, including the namesandlocations of assigned personnel.
Establish a weather data collection system,when necessary.
Supervise the preparation of the Incident action plan (see planning process
checklist).
Assemble information on alternative strategies.
Assemble and disassemble strike teams not assigned to operations.
Identify the need for use of specialized resource(s).
Perform operational planning for the Planning Section.
Provide periodic predictions on incident potential.
Compile and display the staff incident status summary information.
Advise the general staff of any significant changes in incident status.
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PLANNING SECTION CHIEF CHECKLIST
COMPLETED/
NOT
TASKS
APPLICABLE
Provide the incident traffic plan.
If requested, assemble and disassemblestrike teams and task forces not
assigned to operations.
Supervise the Planning Section units.
Prepare and distribute the Incident Commander’s orders.
Instruct the Planning Section units on how to distribute incident information.
Ensure that normal agency information collection and reporting requirements
are being met.
Oversee preparation of incident demobilization plan.
Prepare recommendations for the release of resources (to be submitted to the
Incident Commander).
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PLANNING SECTION CHIEF
MAJOR RESPONSIBILITIES AND TASKS
The major responsibilities of the planning section chief are stated below. Following each
responsibility are procedures for implementing the activity.
RESPONSIBILITYTASKS
Obtain Briefing from
Receive briefing from the Incident Commander and obtain:
Incident Commander
Incident Commander’s Incident Briefing (ICS Form
201or local form).
Summary of resources dispatched to the incident.
Initial restrictions concerning work activities.
Activate Planning Section
Determine from the Incident Commander’s briefing what
Units
Planning Section personnel have been dispatched.
Confirm dispatch of Planning Section personnel.
Plan preliminary organization of Planning Section.
Identify units to be activated.
Estimate personnel required.
Compare preliminary plan with personnel dispatched, as
appropriate.
Establish time intervals at which data are to be supplied by
Planning Section units.
Assign work locations and work tasks to Planning Section
personnel.
Request additional personnel as required.
Notify Resources Unit of Planning Section units activated,
including namesand locations of assigned personnel.
Reassign Initial Attack
Review the situation to identify the need for personnel
Personnel to Incident
familiar with the incident area.
Positions
Identify personnel who are most familiar with the incident
area.
Arrange for reassignment of these personnel to incident
positions.
Ensure adequate Planning Section personnel are available
to complete the Operational Planning Worksheet (ICS
Form 215 or local form).
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PLANNING SECTION CHIEF
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Supervise Preparation of
Establish information requirementsand reporting schedules
Incident Action Plan
for all ICS organizational elements to use in preparing the
incident action plan and attachments.
Present general incident control objectives, including
alternatives.
Participate in a discussion of specific operations being
considered, and provide detailed information concerning:
Resource availability.
Situation status.
Situation predictions.
Weather.
Communication capabilities.
Environmental impact and cost of resources use
information.
Participate in selection of operational objectives for the
next operational period.
Assemble appropriate material for inclusion in the incident
action plan.
Ensure that all operations support and service needs are
coordinatedwith the Logistics Section prior to release of
the incident action plan.
Document and distribute the incident action plan to the
Incident Commander, section chiefs, branch directors, unit
leaders, division/group supervisors, incident command
staff, and strike team/task force leaders.
Receive notification of incident action plan changes from
the Operations Section Chief.
Distribute incident action plan changes to recipients of the
plan.
Note: The Planning Section Chief may include in the meeting
those Planning Section technical specialists deemed necessary.
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PLANNING SECTION CHIEF
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Assemble Informationon
Review the current situation status, resource status,
Alternative Strategies
weather, and prediction reports for the current incident
status.
Develop alternative strategies using technical specialists
and operations personnel, as appropriate.
Identify resources required to implement the alternative
operational objectives.
Contact the involved agency dispatch center to identify
resource availability for the incident.
Document alternatives for presentation to the Incident
Commander and his or her staff.
Assemble Strike Teams/Task
Prior to each planning meeting, identifyindividual
Forces not Assigned to
resources not assigned to the Operations Section.
Operations
Periodically review operations activity to determine the
need to assemble additional strike teams/task forces from
individual resources.
Determine strike teams/task forces to be assembled by type,
location, and strike team leader.
Request the Resources Unit to select specific resources to
assign to each strike team/task force and assign a
designator.
Request the Resources Unit to notify strike team/task force
leaders and resources to assemble into assigned strike
teams/task forces by preparing a list of assignments and
submitting the assignmentlist to the communications center
for assignment.
Note: The specifications for each kind/type of strike team/task
forcemust be followed and all units must have a common
communications link. If needed, arrange for additional radios
through the Communications Unit.
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City of Seal Beach, CaliforniaEmergency Operations Plan
PLANNING SECTION CHIEF
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Disassembling Strike Teams
Note: Strike teams are not disassembled unless there is a need
for a specific resource or fewer resources than in a strike team
and/or it would be inappropriate to use a full strike team. When
strike teams are disassembled at the incident, the individual
units must be identified and carried by the resources unit.
Disassemble strike teams (or task forces) for
demobilization.
Reassemble strike teams that have been disassembled for
purposes other than demobilization at the earliest possible
time.
Review alternative operational objectives to determinethe
need for the use of individual resources versus task forces.
Identify individual resources and strike teams that are not
assigned to the Operations Section (including their leaders).
Determine if there is an adequate number of individual
resources to meet the needs of the incident.
Determine the strike teams that can be disassembled.
Request the Resources Unit to prepare reassignment of
strike team leaders to manage task forces.
Request the Resources Unit to reassign resources by
designating resources to a specificmission or to other units
in staging areas, the base, or camps.
Request the Resources Unit to notify strike team/task force
leaders of disassembly and reassignment of resources (as
required).
Identify Need for use of
As part of the planning function, identify the need for
Specialized Resources
technical specialists.
Request personnel with required special knowledge/
experience to be assigned to the Planning Section.
Note: Some specialistsmay be assigned temporarilyor for a
short duration.
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City of Seal Beach, CaliforniaEmergency Operations Plan
PLANNING SECTION CHIEF
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Perform Operational
Review the incident action plan with the Planning Section
Planning for Planning
Chief.
Section
Plan the organization of the Planning Section byidentifying
units to be activated and estimating the number of
personnel required.
Request needed additional personnel from the Resources
Unit.
If personnel are not available from the Resources Unit,
request themdirectly from the Logistics Section Chief.
Give specific work tasks including worklocations to the
Planning Section staff.
Provide Periodic Predictions
Obtain the latest incident prediction information and
on Incident Potential
incident action plan.
Obtain the current situation status summary from the
Situation Unit.
Identify risks and possible hazards.
Estimatework accomplishment for the prediction period.
Document predictions on the course of the incident.
Present predictions at the planning meeting and display in
the Incident Command Post area.
Repeat procedures at the intervals specified by the Incident
Commander or upon occurrence of significant events.
If the prediction indicates a significant change in the course
of the incident, immediately notify the Incident
Commander and the Operations Section Chief.
Compile and Display
Display incident status summary information at a common
Incident Status Information
location in the Incident Command Post area, including
multiple overlays, if needed.
Receive information from the Situation Unit, Resources
Unit, and the incident prediction and review information for
completeness. Specify location and methodof display.
Ensure that all reports are displayed.
Repeat these procedures at intervals specified by the
Incident Commander or upon occurrence of significant
events.
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PLANNING SECTION CHIEF
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Advise General Staff of any
Reported significant changes in incident status to the
Significant Changes in
general staff immediately.
Incident Status
Receive requests for incident status information from the
general staff.
Obtain incident status information fromappropriate
sources.
Assemble and summarizethe requested information in an
appropriate form.
Supply the information to the general staff.
Prepare and Provide
Note: The traffic plan will include the following information:
Incident Traffic Plan
Specified routes to reporting locations for resources
dispatched to the incident.
Specified routes inside general incident area.
Traffic flow inside ICS facilities.
To prepare the traffic plan:
Review control operations todetermine the locations of
planned operations activities and the locations of all
incident facilities.
Review the information obtained from the Situation Unit
and/or agency dispatch center(s) to determine existing
roadways and their characteristics and capabilities.
Establish traffic routing factors and coordinate traffic flow
plans with appropriate agency representatives.
Document the traffic plan and attach in to the incident
action plan.
Ensure that Ground Support Unit receives a copyof the
traffic plan.
Supervise Planning Section
Maintain communications with Planning Section personnel.
Units
Coordinate the activities of all Planning Section units.
Ensure the general safety and welfare of Planning Section
personnel.
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City of Seal Beach, CaliforniaEmergency Operations Plan
PLANNING SECTION CHIEF
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Prepare and Distribute
Identify orders being issued in the name of the Incident
Incident Commander’s
Commander.
Orders
Document all formal operational orders given by the
Incident Commander.
Identify the organizational elements responsible for
executing the orders.
Distribute the orders in accordance with local policy.
Instruct Planning Section
Contact section chiefs and command staff to determine
Units on Distribution of
major information categories they want to receive
Incident Information
automatically from the Planning Section.
Consolidate the information and prepare a list for each unit.
Prepare Recommendations
Identify the number of out-of-service resources and/or
for Release of Resources
individuals by reviewing the current resource status
information.
Review the latest situation status and incident prediction
information.
Estimatecurrent and future requirements for resources.
Identify and list anypotentially surplus resources.
Review the surplus resource list with Operations Section
personnel and the Logistics Section Chief.
Modify the surplus resource list as necessary.
Upon approval of the Operations Section Chief and the
Logistics Chief, present the list of resources recommended
for release to the Incident Commander.
Document the approved demobilization plan.
Prepare an assignment list specifying resources to be
released and submit it to the Logistics Section Chief for
notification of the involved resources.
Distribute the demobilization plan to the general staff,
incident command staff, and agency dispatch centers.
Submit Documentation to
Submit all documentation to Documentation Unit at the end
Documentation Unit
of each operational period.
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City of Seal Beach, CaliforniaEmergency Operations Plan
SITUATION UNIT LEADER CHECKLIST
RESPONSIBILITIES
The Situation Unit is primarily responsible for the collection and organization of incident status
and situation information, and the evaluation, analysis, and display of that information for use by
ICS personnel.
Instructions:
The checklist below presents the minimum requirements for Situation Unit
Leaders. Note that some itemsare one-time actions, while others are ongoing and repetitive
throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Report to and receive a briefing and special instructions from the person in
charge of planning activities when youarrive.
Prepare and maintain the Incident Command Post display.
Assign duties to situation status personnel.
Confirm the dispatch and estimated time of arrival of requested Situation Unit
personnel and request additional personnel (or release excess personnel).
Collect all incident-related data at the earliest possible opportunity, and
continue to do so throughout incident.
Post data on unit work displays and Incident Command Post displays at
scheduled intervals or as requested by command post personnel.
Participate in incident planning meetings, as required by the Incident
Commander.
Develop and implement accountability,safety and security measures for
personnel and resources.
Prepare the Incident Summary Form (ICS Form 209 or local form) before
each planning meeting.
Provide photographic services and maps, as necessary.
Provide resources and situation status information in response to specific
requests.
Maintain the Situation Unit records.
Receive the order to demobilize the Situation Unit.
Dismantle the Situation Unit displays and place them in storage.
List the expendable supplies that need replenishing and file the list with the
Supply Unit.
Maintain the unit log (ICS Form 214 or local form).
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City of Seal Beach, CaliforniaEmergency Operations Plan
RESOURCES UNIT LEADER CHECKLIST
RESPONSIBILITIES
The Resources Unit is primarily responsible for:
Seeing that incident resources are properly checked in.
The preparation and processing of resource status change information.
The preparation and maintenance of displays, charts,and lists which reflect the current status
and location of operational resources, transportation, and support vehicles.
Maintaining a file or check-in list of resources assigned to the incident.
Instructions:
The checklist below presents the minimum requirements for Resources Unit
Leaders. Note that some itemsare one-time actions, while others are ongoing or repetitive
throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Report to and obtain a briefing and special instructions from the Planning
Section Chief.
Establish check-in procedures at specified incident locations.
Using the Incident Briefing Form (ICS Form 201 or local form), prepare and
maintain the Incident Command Post display (organizational chart and
resource allocation and deployment sections).
Assign duties to resource unit personnel.
Confirm the dispatch of and estimated time of arrival for ordered Resources
Unit personnel. (Request additional personnel or release excess personnel.)
Establish contacts with incident facilities by telephone or through the
communications center, and begin maintenance of resource status.
Participate in Planning Section meetings, as required by the Planning Section
Chief.
Gather, post, and maintainincident resource status.
Gather, post, and maintainresourcesstatus of transportation and support
vehicles and personnel.
Maintain a master list of all resources checked at the incident.
Prepare the organization Assignment List (ICS Form 203 or local form)and
Organization Chart (ICS Form 204 or local form).
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City of Seal Beach, CaliforniaEmergency Operations Plan
RESOURCES UNIT LEADER CHECKLIST
COMPLETED/
NOT
TASKS
APPLICABLE
Prepare the appropriate parts of Division Assignment Lists (ICS Form 204 or
local form).
Provide resource summary informationto the Situation Unit, as requested.
Receive the order to demobilize the Resources Unit.
List the expendable supplies that need replenishing and file with the Supply
Unit Leader.
Maintain the unit log (ICS Form 214 or local form).
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City of Seal Beach, CaliforniaEmergency Operations Plan
DOCUMENTATION UNIT LEADER CHECKLIST
RESPONSIBILITIES
The Documentation Unit is responsible for:
Maintaining accurate and complete incident files.
Providing duplication service to incident personnel.
Pack and store incident files for legal, analytical, and historical purposes.
Instructions:
The checklist below presents the minimum requirements for Documentation Unit
Leaders. Note that some activities are one-time actions, while others are ongoing throughoutthe
incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain a briefing from the Planning Section Chief.
Establish a work area.
Establish and organize incident files.
Establish a duplication service and respond to requests.
Retain and file duplicate copies of official formsand reports.
Accept and file reports and forms submitted by ICS units.
Check on the accuracy and completeness of records submitted for files.
Correct errors or omissions by contacting the appropriate ICS units.
Provide duplicates of forms and reports to authorized requestors.
Prepare incident documentation for the Planning Section Chief when
requested.
Maintain, retain, and store incident files for after incident use.
Maintain the unit log (ICS Form 214 or local form).
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City of Seal Beach, CaliforniaEmergency Operations Plan
DEMOBILIZATION UNIT LEADER CHECKLIST
RESPONSIBILITIES
The demobilization of the resources and personnel fromamajor incident is a teameffort
involving all elements of the incident command organization. The Demobilization Unit develops
the demobilization plan and coordinates and supports the implementation of that plan throughout
the incident command organization. Severalunits of the incident command organization—
primarily in logistics—areresponsible for assisting in the demobilization effort. These units also
shouldparticipate in the preparation of the plan.
The Demobilization Unit Leader is responsible for thepreparation of the demobilization plan and
assisting sections and/or units in ensuring that an orderly, safe, and cost-effective movement of
personnel and equipment is accomplished from the incident.
Individual agencies and/or contractors may have additional specific procedures to follow in the
process of incident demobilization.
Instructions:
The checklist below presents the minimumrequirements for Demobilization Unit
Leaders. Note that some activities are one-time actions, and others are ongoing or repetitive
throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Follow ICS general instructions.
Obtain a briefing from the Planning Section Chief.
Review the incident resource records (ICS Forms 201, 211, 219or local
forms) to determine the probable size of the demobilization effort.
Assess and fill unit needs for additional personnel, workspace, and supplies.
Obtain objectives, priorities, and constraints on demobilization from the
Planning Section Chief, agency representatives, and contractors, as
applicable.
Meet with agency representatives to determine:
Personnel rest and safety issues.
Coordinationprocedure with cooperating and/or assisting agencies.
Be aware of ongoing Operations Section resource needs.
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City of Seal Beach, CaliforniaEmergency Operations Plan
DEMOBILIZATION UNIT LEADER CHECKLIST
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain identification and description ofsurplus resources and probable release
times.
Coordinate with the Planning Section toarrange shifts to assure priority
resources areavailable for release.
Develop release procedures in coordination with othersections and/or units
and agency dispatch center(s).
Coordinate with sections and/or unitsto determine their capabilities to support
the demobilization effort.
Establish a communications link with appropriate off-incident facilities.
Prepare the demobilization plan, including followingsections:
General – Discussion of the demobilization procedure.
Responsibilities – Specific implementation responsibility and activity.
Release Priority – Take into account the assisting agency requirements
and kinds and types of resources.
Release Procedures – Detailed steps and processes to be followed.
Travel Restrictions – Restrictions and instructions for travel.
Prepare appropriate directories (e.g., maps, instructions, etc.) for inclusion in
the demobilization plan.
Obtain approval of the demobilization plan.
Distribute the plan to each section and processing point (on-and off-incident).
Ensure that all sections and/or units understand their responsibilities within
the demobilization plan.
Ensure that all personnel receive a critical incident stress debriefing.
Coordinate and closely supervise the demobilization process.
Brief the Planning Section Chief on the progress of demobilization.
Complete all records prior to departure.
Maintain the unit log (ICS Form 214 or local form).
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City of Seal Beach, CaliforniaEmergency Operations Plan
OPERATIONS SECTION CHIEF CHECKLIST
RESPONSIBILITIES
The Operations Section Chief, a member of the general staff, is responsible for the management
of all operations directly applicable to theprimary mission. The Operations Section Chief
activates and supervises operations, organizational elements, and staging areas in accordance with
the incident action plan. The Operations Section Chief also assists in the formulation of the
incident action plan and directs its execution. The Operations Section Chief also directs the
formulation and execution of subordinate unit operational plans and requests or releases resources
and recommends these to the incident commander.He or she also makes expedient changes to
the incident action plan (as necessary) and reports such to the Incident Commander.
The Operations Section Chief reports directlytothe Incident Commander. The Operations
Section Chief may have a deputy. The deputy’s responsibilities will be as delegated by the
Operations Section Chief, and the deputy must serve in the same operational period.
Instructions:
The checklist below presents the minimum requirements for Operations Section
Chiefs. Note that some activities are one-timeactions, while others are ongoing throughout the
incident.
COMPLETED/
NOT
ACTIVITY
APPLICABLE
Obtain a briefing from the Incident Commander.
Develop the operations portion of the incident action plan.
Brief and assign operations personnel inaccordance with the incident action
plan.
Supervise operations.
Establish staging areas.
Determine need and request additional resources.
Review the suggested list of resources to be released and initiate
recommendations for the release of resources.
Assemble and disassemble strike teams assigned to the Operations Section.
Report information about activities, events, and occurrences to the Incident
Commander.
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OPERATIONS SECTION CHIEF
MAJOR RESPONSIBILITIES AND TASKS
The major responsibilities of the Operations Section Chief are stated below. Following each are
tasks for implementing the activity.
RESPONSIBILITYTASKS
Obtain Briefing from
Receive briefing from Incident Commander and obtain:
Incident Commander
Incident Briefing (ICS Form 201 or local form).
Summary of resources dispatched to the incident.
Initial instructions concerning work activities.
Develop Operations Portion
Discuss incident situation with immediate subordinates and
of Incident Action Plan
obtain control actions planned for each operational period.
Review control operations based on information provided
by the Planning Section relating to:
Resource availability.
Situation status.
Fire behavior prediction.
Weather.
Communications capability.
Environmental impact and cost/resources use
information.
Develop planned control operations for each
division/group.
Make resource assignments for each division/group in
conjunctionwith the Resources Unit.
Brief Operations Personnel
Contact the Resources Unit to identify branch directors and
on Incident Action Plan
division/group supervisors who have been dispatched to the
incident.
Conduct a briefing meeting for branch directors and
division/group supervisors on the incident action plan and
attachments.
Make sure subordinates have the incident action plan.
Establish reporting requirements concerning execution of
the operations portion of the incident action plan.
Provide additional information as requested by
subordinates.
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OPERATIONS SECTION CHIEF
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Supervise Operations
Receive information routinelyor as requested about
operations activities from Situation Unit field observers and
operations personnel.
Determine the adequacyof operations progress by:
Approving changes to incident action plan as
necessary.
Providing information on the above changes to the
Incident Commander and Planning Section Chief.
Implement necessary changes in operations.
Handle unresolved problems within the Operations Section.
Provide for the general welfare and safety of operations
personnel.
Establish and Maintain
Identify appropriate location(s) for staging area(s).
Staging Areas
Identify expected numberand type of resources to be
assembled in each area.
Identify anticipated duration for use of each area.
Determine if there is any need for temporary assignment of
logistics service and support to staging areas.
Make arrangements for temporary logistics, if required, by
notifying the Logistics Section Chief.
Assign a Staging Area Manager to each staging area, as
appropriate.
Determine Need for
Evaluate the progress of operationsby obtaining the latest
Additional Resources
situation report, and the latestfire behavior prediction, and
receive and evaluate reports form operations personnel.
Determine the reason(s) for inadequacies in operations, if
they exist.
Request anyadditional required resources from the
ResourcesUnit and provide the type and quantity, time and
location of need, and supervisor and communications
channel to use.
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OPERATIONS SECTION CHIEF
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Review Suggested List of
Review the list of potential resources to be released
Resources to be Released
provided by the Planning Section Chief.
Evaluate the adequacy of operations by reviewing the latest
situation status information, the latest fire behavior
prediction information, and reports fromfield personnel.
Estimatecurrent and future resource requirements.
Submit a list of resource requirements to the Resource Unit.
Assemble Strike Team from
Periodically review operations control activity to determine
Resources Assigned to
need for assembling strike teams from individual resources.
Operations Section
Determine strike teams to be assembledby type, location,
and strike team leader.
Select specific resources to assign to each strike team.
Notify strike team leadersand resources to assemble into
assigned strike teams bypreparing a list of assignments and
submitting the list to Resources Unit which will assign
strike team identification numbers and change the status of
the assigned resources.
Note: The specifications for each type of strike team must be
followed, and all units within a strike teammust have a
common communications link.
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City of Seal Beach, CaliforniaEmergency Operations Plan
OPERATIONS SECTION CHIEF
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Disassemble Strike Teams
Note: Strike teams are not disassembled unless there is a need
Assigned to Operations
for a specific resource or a need for fewer resources than in a
Section
strike team.When strike teams are disassembled at the
incident, the individual units are identified and status
maintained by the Resources Unit. A strike team assembled at
the incident may be disassembled for demobilization. Strike
teams disassembled for purposes other than demobilization will
reassembleat the earliest possible time.
Review alternative control actions to determine anticipated
need for types of resources other than strike teamssuch as
single resources and task forces.
Review resource status.
Determine if there are an adequate number of single
resources to fill needs at the incident.
Determine strike teams to be disassembled.
Reassign or release strike team leader.
Reassign resources to specificmissions as applicable.
Notify strike team leadersof disassembly and reassignment
of single resources within their strike teams by:
Preparing a list of assignments.
Submitting the list to the communications center for
transmitting assignments.
Submitting the list to the Resources Unit for changes
to status of resources.
Initiate Recommendation for
Designate resources recommended for release by type,
Release of Resources
quantity, location, and time.
Present recommendations to the Incident Commander with
supporting information.
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OPERATIONS SECTION CHIEF
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Report Special
Obtain information about special events, personal
Incidents/Accidents
observations,and operations personnel from subordinates.
This information should include the nature of the event,
location, magnitude, personnel involved, initial action(s)
taken, and appropriate subsequent action(s).
Request needed assistance.
Submit the report to the Incident Commander.
Maintain the unit log (ICS Form 214 or local form) and
give it to the Documentation Unit at the end of each
operational period.
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City of Seal Beach, CaliforniaEmergency Operations Plan
STAGING AREA MANAGER CHECKLIST
RESPONSIBILITIES
The Staging Area Manager is responsible for overseeing the staging area. The Staging Area
Manager reports to the Operations Section Chief.
Instructions:
The Staging Area Manager will accomplish the following checklist of activities.
Note that some activities are one-timeonly actions,while others are ongoing or repetitive
throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain a briefing from the Operations Section Chief.
Proceed to a staging area.
Establish a staging area layout.
Determine any support needs for equipment, feeding, sanitation, and security.
Establish check-in procedures, as appropriate.
Determine required resource reserve levels from the Operations Section Chief
or Incident Commander.
Advise the Operations Section Chief or Incident Commander when reserve
levels reach minimums.
Post areas for identification and traffic control.
Requestmaintenance service for equipment at staging areas,as appropriate.
Respond to request for resource assignments.
Obtain and issue receipts for radio equipment and other supplies distributed
and received at the staging area.
Report resource status changes as required.
Maintain the staging area in orderly condition.
Demobilize the staging area in accordance with the incident demobilization
plan.
Maintain the unit log (ICS Form 214 or local form).
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City of Seal Beach, CaliforniaEmergency Operations Plan
BRANCH DIRECTOR (OPERATIONS SECTION) CHECKLIST
RESPONSIBILITIES
The Operations Branch Director is responsible for the implementation of the incident action plan
within the branch. This includes the direction and execution of branch planningfor the
assignment of resources within the branch. Branch directors will be activated only when and as
needed in accordance with incident characteristics, the availabilityof personnel, and the
requirementsof the Incident Commander and Operations Section Chief. The deputy, if activated,
must serve in the same operational period as the director. The Operations Branch Director reports
to the Operations Section Chief.
Instructions:
The checklist below presents the minimum requirements for Operations Branch
Directors. Note that some activities are one-time actions, while others are ongoing or repetitive
throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain a briefing from the Operations Section Chief.
Develop with subordinates alternatives for branch control operations.
Interact with the Operations Section Chief and other Branch Directors to
develop tactics to implement incident strategies.
Attend planning meetings at the request of the Operations Section Chief.
Review the Division/Group AssignmentList (ICS Form 204 or local form) for
divisions/groups within the branch. Modify lists based on the effectiveness of
current operations.
Assign specific work tasks to division/group supervisors.
Resolve logistics problems reported by subordinates.
Report to the Operations Section Chief when:
The incident action plan must be modified.
Additional resources are needed.
Surplus resources are available.
Hazardous situations or significant events occur.
Approve accident and medical reports originating with the branch.
Maintain the unit log (ICS Form 214 or local form).
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DIVISION/GROUP SUPERVISOR (OPERATIONS SECTION)
CHECKLIST
RESPONSIBILITIES
Divisions divide an incident into natural separations where resources can be effectively managed
under span-of-control guidelines. Examples of divisions are floors of a building or segments of a
line. Groups are functional and describe activity.Examples of groups are ventilation, salvage, or
secondary line construction.
The Division or Group Supervisor is responsible for:
The implementation of theassigned portion of the incident action plan.
The assignment of resources within the division or group.
Reporting on the progress of control operations.
The status of resources within the division or group.
The Division/Group Supervisor reports to the Branch Director or, in the event that Branch
Directors arenot activated, to the Operations Section Chief.
Instructions:
The checklist below presents the minimum requirements for Division or Group
Supervisors.Note that some activities are one-timeactions, while others are ongoing or repetitive
throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain a briefing from a Branch Director or the Operations Section Chief.
Implement the incident action plan for the division or group.
Provide the incident action plan to Strike Team Leaders, when available.
Identify the resources assignedto the division or group.
Review the division or group assignments and incident activities with
subordinatesand assign tasks.
Ensure that the Communications and/or ResourcesUnit are advised of all
changes in status of resources assigned to the division or group.
Coordinate activities with the adjacent division or group.
Monitor and inspect progress and make changes as necessary.
Determine the need for assistance on assigned tasks.
Submit situation and resource status information to the Branch Director or
Operations Section Chief.
Report special occurrences or events (e.g., accidents, sickness, hazardous
situations, etc.) to the immediate supervisor.
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OPERATIONS DIVISION/GROUP SUPERVISOR CHECKLIST
COMPLETED/
NOT
TASKS
APPLICABLE
Resolve logistics problems within the division or group.
Ensure that assigned personnel and equipment get to and from their
assignments in a timely and orderly manner.
Participate in the development of branchplans for the next operational period.
Maintain the unit log (ICS Form 214 or local form).
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STRIKE TEAM/TASK FORCE LEADER CHECKLIST
RESPONSIBILITIES
The Strike Team or Task Force Leader is responsible for performing operations assigned to a
strike team or task force. The leader reports work progress, resource status, and other important
information to a division supervisor and maintains work records on assigned personnel. The
Strike Team/Task Force Leader reports to a Division/Group Supervisor.
Instructions:
The checklist below presents the minimum requirements for Strike Team or Task
Force Leaders. Note that some activities are one-timeactions, while others are ongoing and
repetitive throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain a briefing from the division or group supervisor.
Review strike team or task force assignments with subordinates and assign
tasks.
Travel to and fromactive assignment area with assigned resources.
Monitor work progress and makechanges when necessary.
Determine the need for assistance on assigned tasks.
Coordinate activities with adjacent strike teams or task forces and single
resources.
Submit situation and resource status information to the division or group
supervisor.
Retain control of assigned resources while in available or out-or-service
status.
Report special events.
Request service and/or support.
Report status and location changes.
Maintain the unit log (ICS Form 214 or local form).
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LOGISTICS SECTIONCHIEF CHECKLIST
RESPONSIBILITIES
The Logistics Section Chief, a member of the general staff, is responsible for providing facilities,
services, and materials in support of the incident.TheLogistics Section Chief participates in the
developmentof the incident action plan andactivatesand supervises the branches and units
within the Logistics Section.
Instructions:
The checklist below presents the minimum requirements for Logistics Section
Chiefs. Note that some items are one-time actions, while others are ongoing orrepetitive
throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain a briefing from the Incident Commander.
Plan the organization of the Logistics Section.
Assign work locations and preliminarywork tasks to section personnel.
Notify the Resources Unit of the Logistics Section units which have been
activated, including the namesandlocations of assigned personnel.
Assemble and brief unit leaders and branch directors.
Participate in the preparation of the incident action plan.
Identify the service and support requirements for planned and expected
operations.
Provide input to and review the communications, medical, and traffic plans.
Coordinate and process requests for additional resources.
Review the incident action plan, and estimate section needs for the next
operational period.
Ensure that the incident communications plan is prepared.
Advise on current service and support capabilities.
Prepare the service and support elements of the incident action plan.
Estimate future service and support requirements.
Receive the demobilization plan from the Planning Section.
Recommend the release of unit resources in conformity with the
demobilization plan.
Ensure the general welfareand safety of Logistics Section personnel.
Maintain the unit log (ICS Form 214 or local form).
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LOGISTICS SECTION CHIEF
MAJOR RESPONSIBILITIES AND TASKS
The major responsibilities of the Logistics Section Chief are stated below. Following each are
tasks for implementing the responsibility.
RESPONSIBILITYTASKS
Obtain Briefing from
Receivean incident briefing, summary of resources
Incident Commander
dispatched to the incident, and initial instructions
concerning work activities.
Obtain a copy of the incident action plan, if available.
Activate Logistics Section
Determine from the incident briefing what Logistics
Units
Section personnel have been ordered.
Confirm order of appropriate Logistics Section personnel.
Plan preliminary organization of the Logistics Section.
Compare the preliminary incident action plan with
personnel ordered, as appropriate.
Identify additional personnel needed.
Request additional personnel.
Assign work locations and work tasks to logistics section
personnel.
Notify the Resources Unit of Logistics Section units
activated, including names and locations of assigned
personnel.
Organize Logistics Section
Confirm arrival of dispatched Logistics Section personnel.
Assemble and brief Logistics Section personnel.
Review initial operations of Logistics Section with section
personnel.
Give instructions for initialoperations to section personnel.
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LOGISTICS SECTION CHIEF
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Assist in Preparation of the
Attend planning meeting.
Incident Action Plan
Review suggested strategyand operations for next
operational period.
Advise on current service and support capabilities.
Estimate logistic capabilities with current capabilities.
Compare required capabilities with current capabilities.
Determine additional service and support requirements
corresponding to the incident action plan.
Prepare service and support elements of the incident action
plan.
Identify potential future control operations so as to
anticipate logistics requirements.
Request AdditionalIncident
Note: The Logistics Section Chief performs this function only
Resources
if the Incident Commander has delegated the corresponding
authority.
Receive requests for resources to be ordered from outside
of the incident frommembers of the general staff or the
Resources Unit.
Coordinate requests for additional resources so as to
eliminate duplicate requests.
Submit the request through the communications center for
additional resources from outside the incident. The request
goes throughnormal channels and includes a
confirmation/denial of request and ETAs.
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LOGISTICS SECTION CHIEF
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Perform Operational
Obtain the incident action plan from the Planning Section
Planning for Logistics
Chief and review with section personnel as appropriate.
Section
Identify service and support requirements for planned and
expected incident operations.
Plan organization of the Logistics Section.
Compare organization plan requirements with dispatched
personnel.
Identify needed or surplus personnel.
Notify the Resources Unit of names of personnel available
for assignment or reassignment.
Notify personnel being reassigned.
Request additional personnel needed.
Request additional supportfrom the Incident Commander if
personnel are not available from incident sources.
Notify the Resources Unit of resources assigned by
Logistics Section for support and service needs.
Assign work locations and specific work tasks to section
personnel.
Update Logistics Section
Review current situation status, resource status, and fire
Planning
behavior prediction information.
Obtain information concerning future operations through
discussions with incident personnel.
Estimate future service and support requirements.
Compare estimated future requirementswith expected
logistics capabilities.
Obtain changes to the incident action plan from the
Planning Section Chief.
Obtain the demobilization plan from the Planning Section
Chief.
Identify requiredmodifications to Logistics Section
planning. and modify planning as appropriate.
Inform Logistics Section branch directors, Planning Section
Chief, Resources Unit, and others as appropriate of
planning modifications.
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LOGISTICS SECTION CHIEF
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Direct Operationsof
Receive reports of significant events.
Organizational Elements
Periodically check work progress on assigned tasks of
support and service branches and units, as appropriate.
Coordinate and supervise activities of Logistics Section
units.
Ensure general welfare and safety of logistics personnel.
Provide input to and reviewcommunications, medical, and
traffic plans.
Recommend Release of
List resources/supplies recommended for release by type,
Resources/Supplies
quantity, location, and time.
Present recommendations to the Planning Section Chief.
Coordinate with the Demobilization Unit on the
demobilization plan.
Maintain Logs and Records
Record Logistics Section activities on the unit log (ICS
Form 214 or local form).
Maintain agency records and reports.
Provide unit logs to the Documentation Unit at the end of
each operational period.
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LOGISTICS SUPPORT BRANCH DIRECTOR CHECKLIST
RESPONSIBILITIES
The Support Branch Director is responsible for the management of all support activities at the
incident.
The Support Branch Director position will be activated only as needed in accordance with
incident characteristics, the availabilityof personnel,and the requirements of the Incident
Commander and Logistics Section Chief. The Support Branch Director reports to the Logistics
Section Chief.
Instructions:
The checklist below presents the minimum requirements for Support Branch
Directors. Note that some items are one-time actions, while others are ongoing or repetitive
throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain working materials from the logistics kit.
Identify the Support Branch personnel dispatched to the incident.
Determine initial support operations in coordination with the Logistics
Section Chief and Service Branch Director.
Prepare the initial organization and assignments for the initial support
operations.
Assemble and brief Support Branch personnel.
Determine if assigned branch resources are sufficient.
Monitor the work progress of units, and keep the Logistics Section Chief
informed of activities.
Resolve problemsassociated with requests from the Operations Section.
Maintain the unit log (ICS Form 214 or local form).
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GROUND SUPPORT UNIT LEADER CHECKLIST
RESPONSIBILITIES
The Ground Support Unit Leader is primarily responsible for:
Providing for the transportation of personnel, supplies, food, and equipment.
Providing for the fueling, service,maintenance, and repair of vehicles and other ground
support equipment.
Collecting and recording information about the use of rental equipment and services initiated
and requested.
Implementing the traffic plan for the incident.
Instructions:
The checklist below presents the minimum requirements for Ground Support Unit
Leaders. Note that some activities are one-time actions and others are ongoing or repetitive
throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain a briefing from the Support Branch Director or Logistics Section
Chief.
Participate in Support Branch and/or Logistics Section planning activities.
Implement the traffic plan developed by the PlanningSection.
Support out-of-service resources.
Notify the Resources Unit of all status changes on support and transportation
vehicles.
Arrange for and activate the fueling, maintenance, and repair of ground
resources.
Maintain an inventory of support and transportationvehicles (ICS Form 218
or local form).
Provide transportation services.
Collect information on rented equipment.
Requisitionmaintenanceand repair supplies (e.g., fuel and spare parts).
Maintain incident roads.
Submit reports to the Support Branch Director as directed.
Maintain the unit log (ICS Form 214 or local form).
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FOOD UNIT LEADER CHECKLIST
RESPONSIBILITIES
The Food Unit Leader is responsible for determining feeding and cooking facility requirements at
all incident facilities, menu planning, food preparation, serving, providing potablewater, and
generalmaintenance of the food service areas.
The Food Unit Leader reports to the Service Branch Director (if activated) or the Logistics
Section Chief.
Instructions:
The checklist below presents the minimumrequirements for Food Unit Leaders.
Note that some activities are one-timeactions, and others are ongoing or repetitive throughout the
incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain a briefing from the Service Branch Director or Logistics Section
Chief.
Determine the location of the working assignment and the number of
personnel assigned to the base and camps.
Determine the method of feeding the best fits each situation.
Obtain the necessary equipment and supplies to operate the food service
facilities at the base and camps.
Ensure that sufficient potable water is available to meet all incident needs.
Set up food unit equipment.
Preparemenus to ensure incidentpersonnel of well-balanced meals.
Ensure that all appropriate health and safety measuresare taken.
Supervise cooks and other Food Unit personnel.
Keep an inventoryof foodon hand, and check in food orders.
Provide the Supply Unit Leader with food supply orders.
Demobilize the Food Unitin accordance with the incident demobilization
plan.
Maintain the unit log (ICS Form 214 or local form).
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COMMUNICATIONS UNIT LEADER CHECKLIST
RESPONSIBILITIES
The Communications Unit Leader, under the direction of the Service Branch Director or Logistics
Section Chief, is responsible for developing plans for the effective use of incident
communications equipment and facilities. These include:
Installing and testing of communications equipment.
Supervisionof the incident communications center.
Distributionof communications equipment to incident personnel.
Maintenanceand repair of communications equipment.
Instructions:
The checklist below presents the minimum requirements for Communications Unit
Leaders. Note that some activities are one-time actions, and others are ongoing or repetitive
throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain a briefing from the Service Branch Director or Logistics Section
Chief.
Determine the Communications Unit personnel needs.
Advise on the communications capabilities and/or limitations during
preparation of the incident action plan.
Prepare and implement the incident radio communications plan (ICS Form
205).
Ensure that the incident communications center and message center is
established.
Set up the telephone and public address system.
Establish appropriate communications distribution and/or maintenance
locations within the base and camp(s).
Ensure that communications systemsare installed and tested.
Ensure that an equipment accountability system is established.
Ensure that personal portable radio equipment fromcache(s) is distributed per
radio plan.
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COMMUNICATIONS UNIT LEADER CHECKLIST
COMPLETED/
NOT
TASKS
APPLICABLE
Provide technical information as required on:
Adequacy of communications systems currently in operation.
Geographic limitations on communications systems.
Equipment capabilities.
Amount and types of equipment available.
Anticipated problems in the use of communications equipment.
Supervise Communications Unit activities.
Maintain records on all communications equipment as appropriate.
Ensure that all equipment is tested and repaired.
Recover equipment from relieved or released units.
Maintain the unit log (ICS Form 214 or local form).
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LOGISTICS SERVICE BRANCH DIRECTOR CHECKLIST
RESPONSIBILITIES
The Service Branch Director is responsible for the management of all service activities at the
incident. The Service Branch Director position will be activated only as needed in accordance
with incident characteristics, the availability of personnel, and the requirementsof the Incident
Commander and Logistics Section Chief. The Service Branch Director reports to the Logistics
Section Chief.
Instructions:
The checklist below presents the minimum requirements for Service Branch
Directors. Note that some items are one-time actions, and others are ongoing orrepetitive
throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain working materials from the logistics kit.
Determine the level of service required to support operations.
Confirm the dispatch of branch personnel.
Participate in the planningmeetings of Logistics Section personnel.
Review the incident action plan.
Organize and prepare assignments for Service Branch personnel.
Coordinate the activities of branch units.
Inform the Logistics Section Chief of branch activities.
Resolve Service Branch problems.
Maintain the unit log (ICS Form 214 or local form).
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MEDICAL UNIT LEADER CHECKLIST
RESPONSIBILITIES
The Medical Unit Leader is primarily responsible for the development of the medical emergency
plan, obtaining medical aid and transportation for injured and ill incident personnel, and
preparation of reports and records. The Medical Unit may also assist operations in supplying
medical care and assistance to civilian casualties at the incident. The Medical Unit Leader reports
to the Service Branch Director. The Medical Unit Leader may require the services of a Welfare
Officer to assist in resolving personal matters or to support the general well-being of personnel
assigned to the incident.
Instructions:
The checklist below presents the minimum requirements for Medical Unit
Leaders. Note that some activities are one-time actions, and others are ongoing or repetitive
throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain a briefing from the Service Branch Director or Logistics Section
Chief.
Participate in Logistics Section and/or Service Branch planning activities.
Determine the level of emergency medical activities performed prior to
activation of Medical Unit.
Activate the Medical Unit.
Prepare the medical emergencyplan (ICS Form 206 or local form).
Prepare procedures for a major medical emergency.
Declare a major medical emergency, as appropriate.
Respond to requests for medical aid.
Respond to requests for medical transportation.
Respond to requests for medical supplies.
Prepare medical reports.
Submit the reports, as directed.
Maintain the unit log (ICS Form 214 or local form).
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FACILITIES UNIT LEADER CHECKLIST
RESPONSIBILITIES
The Facilities Unit Leader is primarily responsible forthe activation of incident facilities (i.e., the
base, camp(s), and Incident Incident Command Post). The unit provides sleeping and sanitation
facilities for incident personnel, and manages base and camp operations. Each facility is assigned
amanagerwho reports to the Facilities Unit Leader and is responsible for managing the operation
of the facility. The basic functions or activities of the base and campmanagerare to provide
security service and facility maintenance. The Facilities Unit Leader reports to the Support
Branch Director. Close liaison must be maintained with the Food Unit Leader, who is
responsible for providing food for all incident facilities.
Instructions:
The checklist below presents the minimum requirements for Facilities Unit
Leaders. Note that some of the activities are one-time actions, while others are ongoingor
repetitive throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Receive the incident action plan.
Participate in Logistics Section and/or Support Branch planning activities.
Determine the requirement for each facility to be established.
Prepare layouts of incident facilities.
Notify unit leaders of facility layouts.
Activate incident facilities.
Obtain personnel to operate facilities.
Provide sleeping facilities.
Provide security services.
Provide facility maintenance services (sanitation, lighting, clean up, etc.).
Supervise out-of-service resources and unassigned personnel.
Demobilize base and camp facilities.
Maintain the Facilities Unit records.
Maintain the unit log (ICS Form 214 of local form).
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SUPPLY UNIT LEADER CHECKLIST
RESPONSIBILITIES
The SupplyUnit Leader is primarily responsible for:
Ordering personnel.
Ordering, receiving, and storing all supplies for the incident.
Maintaining an inventory of supplies.
Servicing non-expendable supplies and equipment.
The major functions of the unit are grouped intothe ordering of equipment and supplies and the
receiving and/or distribution of equipment, other thanprimary supplies.The Supply Unit Leader
reports to the Support Branch Director.
Instructions:
The checklist below presents the minimum requirements for Supply Unit Leaders.
Note that some activities are one-timeactions, and others are ongoing or repetitive throughout the
incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain a briefing from the Support Branch Director or Logistics Section
Chief.
Participate in the Logistics Section and/or Support Branch planningactivities.
Provide kits to Planning, Logistics, and Finance/Administration Sections.
Determine the type and amount of supplies en-route.
Arrange for receiving ordered supplies.
Review the incident action plan for information on operations of the Supply
Unit.
Develop and implement safety and security requirements.
Order, receive, distribute, and store supplies and equipment.
Receiveand respond to requests for personnel, supplies, and equipment.
Maintain an inventory of supplies and equipment.
Service reusable equipment.
Demobilize the Supply Unit.
Submit reports to the Support Branch Director.
Maintain the unit log (ICS Form 214 or local form).
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FINANCE/ADMINISTRATION SECTION CHIEF CHECKLIST
RESPONSIBILITIES
The Finance/Administration Section Chief, a memberof the general staff, is responsible to
organize and operate the Finance/Administration Section within theguidelines, policy, and
constraints established by the Incident Commander and the responsible agency.The
Finance/Administration Section Chief participates inthe development of the incident action plan
and activates and supervises the units within the section.
The finance/administration function within the Incident Command System is heavily tied to
agency-specific policies and procedures. The Finance/Administration Section Chief will
normally be assigned fromthe agency with incident jurisdictional responsibility.The
organizationand operation of the finance/administration function will require extensive use of
agency-provided forms. The Finance/Administration Section Chief reports directly to the
Incident Commander.
Instructions:
The checklist below presents the minimum requirements for
Finance/Administration Section Chiefs. Note that some activities are one-timeactions, and others
are ongoing or repetitive throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain a briefing from the Incident Commander.
Manage all financial aspects of an incident.
Provide financial and cost analysis information as requested.
Attend a briefing with the responsible agency to gather information.
Attend a planning meeting to gather information on overall strategy.
Identify and order supplyand support needs for the Finance/Administration
Section.
Develop an operations plan for the finance/administration function at the
incident.
Prepare work objectives for subordinates, brief staff, make assignments, and
evaluate performance.
Determine the need for a commissary operation.
Inform the Incident Commander and general staff when the section is fully
operational.
Meet with assisting and cooperating agency representatives, as required.
Provide input in all planning sessions on financematters.
Maintain daily contact with agency/ies’administrative headquarters on
finance matters.
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FINANCE/ADMINISTRATION SECTION CHIEF CHECKLIST
COMPLETED/
NOT
TASKS
APPLICABLE
Ensure that all personnel time records are transmittedto home agencies
according to policy.
Participate in all demobilization planning.
Ensure that all obligation documents initiated at the incident are properly
prepared and completed.
Brief agencyadministration personnel on all incident-related business
management issues needing attention and follow-up prior to leaving the
incident.
Maintain the unit log (ICS Form 214 or local form).
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FINANCE/ADMINISTRATION SECTION CHIEF
MAJOR RESPONSIBILITIES AND TASKS
The major responsibilities of the Finance/Administration Section Chief are stated below.
Following each are tasks for implementing the responsibility.
RESPONSIBILITYTASKS
Obtain an Incident Briefing and a copyof the incident
Obtain Briefing from
action plan, if available.
Incident Commander
Attend Briefing With
Note: This briefing may by held at an off-incident location
Responsible Agency to
prior to arrival at the incident. The purpose of the briefing is to
Gather Information
obtain financial information and administrative guidelines and
constraints.
Attend Planning Meeting
Gather information on overall strategy and resource use
planning.
Identify and Order Supply
Arrange for personnel to support Finance Section’s unit-
and Support Needs for
level operations.
Finance Section
Arrange for equipment facilities and supplies necessary to
support finance operation.
Develop an Operating Plan
Consider the size and complexity of incident.
for Finance Function
Consider the role of the Finance Section in serving/assisting
other agencies on incident.
Consider guidelines and policy established by agency.
Consider personnel assignments, work loads, and welfare.
Meet with Assisting and
Establish contact with the Liaison Officer.
Cooperating Agency
Obtain list of assisting and cooperating agencies supporting
Representatives as Required
incident.
Ensure that the Liaison Officer is advised as to the Finance
Section operation.
Provide Input in All
Provide cost analysis data on control operations as required.
Planning Sessions on Finance
Provide financial summary information as required.
Matters
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FINANCE/ADMINISTRATION SECTION CHIEF
MAJOR RESPONSIBILITIES AND TASKS
RESPONSIBILITYTASKS
Participate in All
Provide input to demobilization planning.
Demobilization Planning
Ensure that all required documentation is available at time
of demobilization.
Ensure that All Documents
Maintain required agency records and reports.
are Prepared and Completed
Transfer fiscal documents from incident to responsible
agency.
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TIME UNIT LEADER CHECKLIST
RESPONSIBILITIES
The Time Unit is responsible for establishing files, collecting employee time reports, and
providing a commissary operation to meet incident needs. The Time Unit Leader reports directly
to the Finance/Administration Section Chief.
Instructions:
The checklist below presents the minimumrequirements for TimeUnit Leaders.
Note that some of the activities are one-timeactions, while others are ongoing or repetitive
throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain a briefing from the Finance/Administration Section Chief.
Determine the incident requirements for the time-recording function.
Establish contact with appropriate agency personnel and/or representatives.
Organize and establish the Time Unit.
Establish unit objectives, make assignments, and evaluate performance.
Ensure that dailypersonnel time recording documents are prepared and
compliance to time policyismet.
Establish a commissary operation as required.
Submit cost-estimate data forms to the Cost Unit, as required.
Provide for record security.
Ensure that all records are current or complete prior to demobilization.
Release timereports fromassistingagencies to the respective agency
representatives prior to demobilization.
Brief the Finance/Administration Section Chief on current problems,
recommendations, outstanding issues and follow-up requirements.
Maintain the unit log (ICS Form 214 or local form).
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COST UNIT LEADER CHECKLIST
RESPONSIBILITIES
The Cost Unit Leader is responsible to prepare summaries of actual and estimated incident costs.
The unit also prepares information on costs of resource use and provides cost effectiveness
recommendations. The Cost Unit Leader reports to the Finance/Administration Section Chief.
Instructions:
The checklist below presents the minimumrequirements for Cost Unit Leaders.
Note that some of the activities are one-timeactions, while others are ongoing or repetitive
throughout the incident.
/
COMPLETED
NOT
TASKS
APPLICABLE
Obtain a briefing from the Finance/Administration Section Chief.
Coordinate with agency headquarters on cost-reporting procedures.
Ensure that all equipment and/or personnel requiring payment are identified.
Obtain and record all cost data.
Prepare incident cost summaries.
Prepare resource-use cost estimates for planning.
Make recommendations for cost savings to the Finance/Administration
Section Chief.
Maintain cumulative incident cost records.
Ensure that all cost documents are accuratelyprepared.
Complete all records prior to demobilization.
Provide reports to the Finance/Administration Section Chief.
Maintain the unit log (ICS Form 214 or local form).
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COMPENSATION/CLAIMS UNIT LEADER CHECKLIST
RESPONSIBILITIES
Compensation for injury and claims are handled together within one unit in ICS.
The Compensation/ClaimsUnit is responsible for:
The prompt preparation and processing of all forms required in the event of injuryor death to
any person.
Gathering evidence and preparing claims documentation for any event involvingdamage to
public or private properties which could result in a claim against the agency. The
Compensation/Claims Unit Leader must have firsthand knowledge of all required agency
procedures on claims handling.
The unit leader and assigned specialist must work inclose coordination with the Medical Unit,
Safety Officer, and Agency Representatives. The Compensation/Claims Unit Leader reports to
the Finance/Administration Section Chief.
Instructions:
The checklist below presents the minimumrequirements for Compensation/Claims
Unit Leaders. Note that some activities maybe one-time actions, and others are ongoingor
repetitive for the duration of an incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain a briefing from the Finance/Administration Section Chief.
Establish contact with the Safety Officer and Liaison Officer or Agency
Representatives if no Liaison Officer is assigned.
Determine the need for injury and claims specialists and order personnel if
needed.
Determine with the Medical Unit if the injury tookplace in a work area,
whenever feasible.
Obtain a copy of the incident medical plan.
Ensure that injury and claims specialists have adequate work space and
supplies.
Brief compensation or claims specialists on incident activity.
Coordinate with the Procurement Unit on procedures for handlingclaims.
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COMPENSATION/CLAIMS UNIT LEADER CHECKLIST
COMPLETED/
NOT
TASKS
APPLICABLE
Periodically review all logs and forms produced by compensation/claims
specialists to ensure that:
Work is complete.
Entries are accurate and timely.
Work is in compliance with agency requirements and policies.
Keep the Finance/Administration Section Chief briefed on unit status and
activity.
Obtain the demobilization plan and ensure that injuryand claims specialists
are adequately briefed on the demobilization plan.
Ensure that all injury and claims logs and forms are up to date and routed to
the proper agency for post-incident processing prior to demobilization.
Demobilize the unit in accordance with the demobilization plan.
Maintain the unit log (ICS Form 214).
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PROCUREMENT UNIT LEADER CHECKLIST
RESPONSIBILITIES
The Procurement Unit Leader is responsible to develop a procurement plan for the incident and to
performequipment time recording. The Procurement Unit Leader will ensure that goods and
servicesare procured to meet the needs of the incidentwithin his or her authorityand the
constraints of the Finance/Administration Section and the jurisdictional agency.
The Procurement Unit will work closely with the Supply Unit, which will implement the
procurement plan and performall incident ordering.The Procurement Unit Leader reports to the
Finance/Administration Section Chief.
Instructions:
The checklist below presents the minimum requirements for Procurement Unit
Leaders. Note that some activities are one-time actions, and others are ongoing or repetitive
throughout the incident.
COMPLETED/
NOT
TASKS
APPLICABLE
Obtain a briefing from the Finance/Administration Section Chief.
Contact the appropriate unit leaders about incident needs and any special
procedures.
Coordinate with the local jurisdiction on plans and supply sources.
Obtain the incident procurement plan.
Prepare and sign contracts and land use agreements, as needed.
Draftmemorandums of understanding.
Establish contracts with supplyvendors, as required.
Provide for coordination between the Ordering Manager, agencydispatch, and
all other procurement organizations supporting the incident.
Ensure that a system is in place which meets agency property management
requirements. Ensure proper accounting for all new property.
Interpret contracts and/or agreementsand resolve claims or disputes within
delegated authority limits.
Coordinate with the Compensation/Claims Unit on procedures for handling
claims.
Finalize all agreementsand contracts.
Coordinate the use of funds, as required.
Organize and direct the equipment time-recording function.
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COMPLETED/
NOT
TASKS
APPLICABLE
Complete final processing and send documents for payment.
Coordinate the cost data in contracts with the Cost Unit Leader.
Maintain the unit log (ICS Form 214 or local form).
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FIELD ICS NOTES:
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City of Seal Beach, CaliforniaEmergency Operations Plan
EMERGENCY OPERATIONS CENTER
INCIDENT COMMAND SYSTEMPOSITION CHECKLISTS
INTRODUCTION
The items in the checklists attempt to address the major questions to be
asked, and to identify integrated actions to be taken and protocol to be followed
by EOC personnel. The objective of this Plan is to help assist the EOC Director
and the Seal Beach emergency response team to:
(1) Save lives;
(2)Attend to the injured;
(3) Protect property;
(4)Discern the scope and magnitude of the emergency;
(5)Marshal and deploy all available emergency response resources,
and
(6) Implement neededcommunity-widerecovery actions effectively
and expeditiously.
Nonetheless, there will be management problems to contend with, some
of these problems could include:
(1)Possible loss or late arrival of key, trained staff;
(2)Activation usually takes place after the fact, resulting in a "catch up"
process;
(3)Lack of good and complete information at the beginning of the
event;
(4)Possible degradation of communications capabilities, and
(5)Often a shortfall of resources available to meet demands.
In accordance with City Ordinance number 947, the Emergency
Management function is the responsibility of the City Manager acting as the
Director of Emergency Services and the Emergency Operations Center (EOC)
Director.
Reporting to the Director are his/her EOC Management Staff - Safety
Officer, Public Information Officer, Liaison Officer and the Section Coordinators
for Operations, Planning/Intelligence, Logistics and Finance/Administration. If the
EOC Director feels that it is necessary for the specific event he/she can also
create the positions of Policy Unit and City Attorney in the management staff.
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Director of EmergencyServices/EOC Director
In order to avoid confusion, it is necessary to make a distinction between
the "Director of Emergency Services" and the "EOC Director".
The City Manager is the "Director of Emergency Services". That is, the
City Manager is responsible for overall management of the City of Seal Beach's
response to a catastrophic event.
However, over an extended period of time, the City Manager cannot be in
the EOC at all times. Therefore we need to establish a position title to be used
by the person responsible for managing the EOC, whether it is the City Manager
or his/her designated alternate.
The "EOC Director" shall be the title of the person responsible for
managing the City of Seal Beach Emergency Operations Center. If the City
Manager is not acting as the EOC Director, the EOC Director shall be appointed
by and be responsible to the Director of Emergency Services i.e., the City
Manager.
The EOC Director and the Emergency Management Team have the
overall responsibility for:
Analyzing threats and other hazards to the community and developing
appropriate mitigation and response countermeasures.
Collecting, evaluating and disseminating disaster intelligence and other
essential incident information.
Maintaining information on the status of resources, services and
operations.
Operating communications and warning systems.
Organizing, staffing and operating the Emergency Operations Center.
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EMERGENCY OPERATIONS COMMAND
EOC DIRECTOR
I.Duties and Responsibilities
Direct the establishment, management, and control of the Seal Beach City
Emergency Organization at the appropriate level (partial or full EOC activation).
Establish priorities, provide strategic management and direction of
emergency response efforts. Establish the appropriate organization.
Approve the adoption of the EOC Action Planand assure its successful
implementation. Respond to questions and concerns of the City Council.
Authorize the request for mutual aid.
Request the City Council to proclaim the existence or threatened
existence of a "local emergency" if the City Council is in session, or to issue such
proclamation if the City Council is not in session.
Request the governor to proclaim a "state of emergency" when, in the
opinion of the Director, the locally available resource, including financial, are
inadequate to cope with the emergency. Represent this City in all dealings with
public or private agencies. Remind all Section Coordinators that all press
releases are to be cleared through the Public Information Officer for your
approval.
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In the event of the proclamation of a "Local Emergency", the proclamation
of a "State of Emergency" by the Governor or the Director of the State Office of
Emergency Services or the existence of a "State of War Emergency," the
Director of Emergency Services/EOC Director is empowered:
To make and issue rules and regulations on matters reasonably related to
the protection of life and property as affected by such emergency; provided,
however, that such rules and regulations must be confirmed at the earliest
practicable time by the City Council.
To obtain vital supplies, equipment and such other properties found
lacking and needed for the protection of life and property and to bind the City for
the fair value thereof and, if required immediately, to commandeer the same for
public use.
To require emergency services of any City officer or employee and, in the
event of the proclamation of a "State of Emergency" in the county in which this
City is located or the existence of a "State of War Emergency", to command the
aid of as many citizens of this community as he deems necessary in the
execution of his duties; such persons shall be entitled to all privileges, benefits
and immunities as are provided by State law for registered disaster service
workers.
To requisition necessary personnel or material of any City department or
agency.
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II. Checklist
Upon arrival at the EOC:
Sign in
o
Don vest
o
Review this checklist and those of the EOC Management
o
Staff and Section Coordinators, and the appropriate hazard
and related organization in Part III.
Initiate and maintain your position log of significant events
o
and phone calls. Pass this log on to your relief with
instructions to maintain it.
Ensure that a Flash Report has been sent to the county indicating
that a situation has occurred, and that the EOC has been activated
(Level One, Two or Three).
Ensure that your EOC Management Staff Positions and Section
Coordinator positions are filled, that they have signed in, are using
their respective position logs, and that their phones are operational.
Convene a meeting of your Section Coordinators to get an initial
status report on:
Their operational status in the EOC
o
Their operational status in the field.
o
A status report on city-wide conditions, the emergency
o
actions being taken, and any additional emergency actions
required.
After establishing the Emergency Operational Center, the first order
of business is to determine:
the scope and magnitude of the problem;
o
the number of fatalities and injuries;
o
the status of critical facilities, communications systems,
o
utilities;
where needs are most urgent and establishing priorities;
o
staffing and supply needs, both as to quantity and probable
o
duration of need;
the type, quantity, timing and location of mutual aid resource
o
requirements, and their availability;
assessments of public and private sector property damage.
o
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If it appears that the situation is, or is likely to be, beyond the
personnel, equipment or facility resources of the city to handle
independently, and there is time for the City Council to meet,
request an emergency meeting of the City Council and request that
they Declare a Local Emergency.
If time is of the essence, DECLARE A LOCAL EMERGENCY, and:
Direct the Liaison Officer to immediately send a Flash Report to the
o
Orange County Operational Area and Region I, State Office of
Emergency Service;
Direct the City Attorney to draft the necessary declaration for your
o
signature (a draft copy is located in Part 4 – Draft Resolutions);
Direct the Planning Section Coordinator to develop a written initial
o
status report, and
Direct the Liaison Officer to coordinate the status report, the
o
Declaration of Local Emergency, and the request for mutual aid
with the Orange County Operational Area, and Region I-State
Office of Emergency Services.
Based on the type, scope and magnitude of the emergency situation,
establish the appropriate EOC organization (Levels I, II, or III. ). Note:
Command, strategy and tactical control should be at the
lowest
and only those functional elements currently
organizational level possible,
needed should be activated.
Direct the Finance Section Coordinator to establish special
accounts for emergency related expenditures.
Direct the Logistics Section Coordinator to establish the City
Primary Staging Area to receive mutual aid if necessary, and the
Police Department to request assistance from RACES personnel.
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Request a status report on the results of windshield surveys
completed by city vehicles and the Orange County Fire Agency.
Direct the Planning Section Coordinator to work with the Operations
and Logistics Section Coordinators in developing an EOC Action
Plan for the next twenty-four hour period.
Hold Situation Briefings for all of the EOC staff on an hourly basis or bi-hourly
basis. It is important that everyone is aware of your primary concerns and what is
being done about them. Whenever there has been a significant event as
determined by you, make an EOC announcement, and inform the Section
Coordinators that you will be holding a meeting in five minutes on the issue.
During the five minutes, the Section Coordinators should be meeting with their
respective staff to assess the importance of the event on their activities and to
develop recommendations.
Fill the Safety Officer position if you believe it is necessary, and if
so direct the Safety Officer to develop a list of field safety issues
and concerns.
Confirm status of all vital records. If there is a need of assistance,
direct the Operations Section Coordinator to provide the assistance
after life saving responsibilities have been addressed.
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Meet with the City Attorney and the Operations Section Coordinator
to review the following issues:
The need to promulgate or suspend orders and regulations
necessary to provide for the protection of life and property,
including issuing orders or regulations imposing a curfew;
The need to command the aid of citizens to cope with the
emergency;
The need to obtain vital supplies and equipment, and, if required,
immediately commandeer these for public use;
The need to modify ordinances or to impose penalties for violation
of lawful orders (This was an issue following the earthquakes in Los
Angeles when people violated Building Department no trespassing
posters, or took them down);
The need to require emergency services of city officials and/or
employees;
The contract with the Orange County Fire Authority as it relates to
the level of service provided the city, establishing priorities, and
coordination;
The need to ask the Governor to proclaim a state of emergency.
Meet with the Planning Section Coordinator to review the Twenty-four Hour
EOC Action Plan.Ensure that the Plan is covering the following points:
Fire and Rescue Operations
Law Enforcement and Traffic Control
Emergency Medical Services
Citizen Movement/Relocation Operations
Care and Shelter Operations
Public Health/Mental Health Services at the Care and Shelter
Facilities
Animal Control Services at the Care and Shelter Facilities
Public Works/Building Safety Damage Assessment Operations
Resources and Support Operations
Personnel Coordination
o
Transportation Coordination
o
Utilities Coordination
o
Food and Potable Water Coordination
o
Fuel Coordination
o
Communications Coordination
o
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Monitor the implementation of the EOC Action Plan and make adjustments
as required. Ensure that all appropriate information is being posted on the
EOC status boards.
Meet periodically with the City Attorney, Planning Section Coordinator,
and the Finance Section Coordinator to confirm that all required
documentation is being established, that it is being cataloged, filed, and
submitted to the appropriate jurisdictions.
As the emergency life threatening situations are brought under control, the
Planning Section Coordinator should be directed to start developing a
public/private sector recovery work program for review and approval by the
Policy Group/City Council. This program should include, but not be limited
to:
A section devoted to providing post-incident stress recovery
programs at the Community Center, and identifying ways and
means of assisting private citizens (particular attention should be
paid to the handicapped, the infirmed and the elderly) in obtaining
county, state and federal recovery assistance;
A section devoted to assisting Seal Beach commerce and non-
profit organizations (Stafford Act, CFR 44, Section 205, PL 93288.
e.g., sending Assessor Parcel Numbers and addresses to OES,
changing building permit fees, adding building inspectors);
A section devoted to City recovery, such as:
completing state and federal damage claims;
funding and repairing public facilities;
providing rubble removal services;
developing a swimming pool security program where walls have
fallen
leaving the pools open to easy access to children;
Community How to Fix It Workshopswhere local community
stores and
contractors put on workshops to show people how to do minor
home
repairs, and how to be safe when doing it, and
classes by the city identifying the building permit process.
Meet with the Planning Section Coordinator to discuss development of a
Deactivation Plan. You should also determine the need to keep the EOC
at Level Three. You may be able to operate the EOC with minimal staffing,
i.e., at Level Two.
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Meet with Command Staff and Section Coordinators to review
Deactivation Plan. If deactivation is appropriate, direct the implementation
of the Deactivation Plan. Direct the Operations and Planning Section
Coordinators to develop an After-Action Report recapping the emergency
and assessing the effectiveness of the city emergency system and
response.
Deactivate the EOC (only if the State has ended their State of Emergency
for the area).
Meet with the Finance Coordinator and the City Attorney to confirm that all
costs have been documented, and that all appropriate state and federal
assistance claims have been completed and submitted. It may also be
necessary to review any liability claims filed against the city.
Make Final After-Action Report available to the City Council and the
public.
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EOC MANAGEMENT STAFF - CITY ATTORNEY
I.Duties and Responsibilities
Provide legal counsel to the City Council, Director of Emergency Services,
The Policy Unit and the EOC Director.
Prepare emergency proclamations, ordinances, and legal documents as
required. Maintain legal information, records and reports.
Tag, photograph, document evidence which may be used in litigation.
II. Checklist
Upon arrival at the EOC:
Sign in
o
Don vest
o
Review this and the EOC Director checklists.
o
Initiate and maintain your position log of significant events
o
and phone calls.
Pass this log on to your relief with instructions to maintain it.
o
Report to the EOC Director
o
Obtain a briefing from the EOC Director. Determine need for
declaration of a Local Emergency. Develop draft Local Emergency
declaration if necessary.
Attend policy group meetings to provide legal information and
advice.
Approve/protect access to records relevant to the cause, response
and damage of manmade hazardous emergency situations.
Meet with EOC Director and Operations Section Coordinator to
determine the need to:
Promulgate or suspend orders and regulations necessary to
o
provide for the protection of life and property, including
issuing orders or regulations imposing a curfew;
Command the aid of citizens to cope with the emergency;
o
Obtain vital supplies and equipment, and, if required,
o
immediately commandeer these for public use;
Modify ordinances or to impose penalties for violation of
o
lawful orders (This was an issue following the earthquakes in
Los Angeles when people violated Building Department no
trespassing posters, or took them down).
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Require emergency services of city officials and/or
o
employees;
Review the contract with the Orange County Fire Authority
o
as it relates to level of service, establishing priorities, and
coordination;
Ask the Governor to proclaim a state of emergency.
o
Monitor any evidentiary procedures of federal and/or state agencies and
departments Advise the EOC Director on chain-of-custody procedures
Identify legal requirements which may apply to response actions, e.g.,
safety,
Disposal of hazardous materials, liability claims, etc.
Review and comment on the draft After-Action Report.
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EOC MANAGEMENT STAFF - SAFETY OFFICER
I. Duties and Responsibilities
Monitor and assess hazardous and unsafe situations and working
conditions.
Developing and recommending safety measures to the EOC Director to
assure personnel safety.
When conditions of peril exist in the field, bypass the chain of command
and order corrective actions (document situation and orders given).
Develop the Site Safety component of the EOC Action Plan.
II. Checklist
Once appointed to this position by the EOC Director:
Sign the registration log as the Safety Officer (note time and date).
o
Don the Safety Officer Vest and retrieve the Safety Officer supplies
o
(hard hat, flashlight, clipboard, forms, map, radio).
Initiate and maintain your position log of significant events. Pass
o
this log on to your relief with instructions to maintain it.
Review this checklist and those of the EOC Director and the
o
Operations Section Coordinator.
Obtain a situation briefing from the Operations Section Coordinator.
Determine the location and type of hazardous situations to which
personnel have been assigned.
For other than fire department operations and mutual aid activities under
their direction, assess the working conditions of emergency response
personnel to determine the type and level of personal protective gear
required to help ensure their safety.
order corrective actions at
When conditions of peril exist in the field,
once.
Document the situation in your log identifying the reasons for your
actions and the corrective actions ordered. Notify the EOC Director of your
actions, and any recommendations required, at the earliest possible time.
Assess hazards and unsafe situations on an ongoing basis.
Update the Site Safety Plan as required.
Help in developing the After-Action Report.
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EOC MANAGEMENT STAFF - PUBLIC INFORMATION' OFFICER
I.Duties and responsibilities
Compile and disseminate accurate and timely information to the public
and the news media regarding the emergency, and mitigation safety actions the
public is to take on its own behalf.
Establish and maintain a media center.
Coordinate press conferences.
Activating the City Emergency Broadcast System (EBS is activated
through Control I at the County Communications Center).
II. Checklist
Upon arrival at the EOC:
Sign in
o
Don vest
o
Review this and EOC Director checklists
o
Initiate and maintain your position log of significant events
o
and phone calls. Pass this log on to your relief with
instructions to maintain it.
Report to the EOC Director to obtain a situation briefing and an
understanding of the EOC Director priorities.
Make sure that the phones are connected, that their status board is
current, and that they have the necessary forms.
Establish contact with neighboring city PIO personnel, and the Orange
County Operational Area PIO. Contact the news media and give them
your phone number (use a dedicated phone number not the EOC general
phone number) and the location of your press conference room.
Develop a press release outlining the:
Current emergency situation.
o
Protective actions citizens should take for themselves and their
o
property.
Location of emergency services.
o
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When evacuation is needed, prepare written hazard information and
evacuation and instructions identifying:
the nature of the emergency
o
evacuation orders
o
time and estimated duration of evacuation
o
recommendations on what they should take with them (medication,
o
papers, phone numbers of relatives and friends, clothing etc.
location and accommodations available at evacuation centers
o
evacuation routes
o
location of assembly points for those not having personal
o
transportation
Phone number of the Seal Beach Public information hotline.
o
Establish press conference room, and coordinate press briefings and
conferences.
Monitor television and newspaper reports for errors and completeness. If
errors are being reported, confirm the facts and issue a new press
release, or hold a press conference.
Arrange to have video tapes made of damage to buildings and facilities of
concern to the EOC Director, the City Attorney, and the Operations and
Finance Section Coordinators.
NOTE:PUBLIC INFORMATION SHOULD MEET THE NEEDS OF
VISUALLY IMPAIRED AND NON-ENGLISH SPEAKING RESIDENTS.
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EOC MANAGEMENT STAFF - LIAISON OFFICER
I.Duties and Responsibilities
Coordinate all governmental, non-governmental agencies, private sector
and elected officials.
Be the contact person for other liaison/representatives reporting to the
Seal Beach EOC.
Determine the liaison needs of the EOC Director.
Provide and set up a briefing room for meeting with representatives of
other jurisdictions.
Maintain an Inter-jurisdictional Coordination Log.
Assure that all appropriate forms are kept in order and filed.
II. Checklist
Upon arrival at the EOC:
Sign in
o
Don vest
o
Review this and EOC Director checklists
o
Initiate and maintain your position log of significant events and
o
phone calls. Pass this log on to your relief with instructions to
maintain it.
Report to the EOC Director and obtain a briefing from the EOC
o
Director and determine his coordination priorities.
Assure that all key personnel are alerted.
Work with the PIO, Logistics, and the Planning Section Coordinators to get
a full understanding of the current situation and mutual aid needs.
Establish contact with the Orange County Operational Area at (714) 628-
7054.
If the City is going to need mutual aid, obtain the phone numbers to be
used to coordinate such aid for: Emergency Medical Operations; Public
Health Operations; Coroner Operations; Care and Shelter Operations;
Movement Operations; Construction and Engineering Operations;
Resources and Support Operations, and Emergency Public Information.
Establish contact with the American Red Cross at (714) 481-5300 and
determine availability of care and shelter services. Report findings to
Operations and Planning Section Coordinators.
Assist the EOC Director in keeping the City Council informed on all
aspects of the emergency situation.
Coordinate mutual aid requests with the Orange County Operational Area.
Prepare for possible 24-hour EOC operations. Coordinate with the
Logistics Coordinator to ensure that arrangements are made for EOC
personnel (security, meals, sleeping accommodations, medical).
Help in the development of the After-Action Report.
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City of Seal Beach, CaliforniaEmergency Operations Plan
EOC OPERATIONS SECTION
The EOC Operations Section is responsible for managing and
coordinating the strategic deployment and operations of City and Mutual Aid
emergency response resources in accordance with the objectives and priorities
established in the EOC Action Plan, and the executive decisions of the EOC
Director.
Depending on the seriousness of the incident, the Operations Section can
be limited to just the Operations Section Coordinator, or it can expand to include
the Operations Section Coordinator and the six Branches. The Operations
Section is comprised of the following six Branches:
Shelter Services
Fire Services
Law Enforcement Services
Public Works Services
Building Safety
Marine Safety
Please keep in mind that the following checklists are not all inclusive.
Depending on the scope and extent of the incident, you may be required to do
much more than is outlined. The important thing to keep in mind is to maintain
your log, and to document your actions and your sources of information. It is
guaranteed that as soon as you pass on important information you are going to
be asked who told it to you, and when they told it to you.
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EOC MANAGEMENT STAFF
OPERATIONS SECTION COORDINATOR
I.Duties and Responsibilities
Provide for the direct strategic management and control of all emergency
response activities (City and Mutual Aid) conducted within the City of Seal
Beach. Manage the personnel and activities of the Operations Section.
Implement the adopted EOC Action Plan and any revisions thereto.
Keep the EOC Director current on emergency response activities, on
projected changes of the incident, and on changing resource requirements.
Coordinate changing incident situations and emergency response
requirements with the Planning, Logistics and Finance Section Coordinators.
Help develop the After-Action Report.
II. Checklist
Upon arrival at the EOC:
Sign in
o
Don vest
o
Review this checklist, and the checklists for the EOC Director, and
o
the other Section Coordinators
Initiate and maintain your position log of significant events and
o
phone calls. Pass this log on to your relief with instructions to
maintain it
Hold periodic status meetings with your staff. When the EOC Director makes an
incident announcement, he will direct you to meet with your staff to determine the
implications of the incident, and to develop recommendations for his review.
Ensure that your EOC Operations Section support staff positions are filled,
that they have signed in, are using their respective position logs, and that
their phones are operational.
Check with field units to confirm that they are operational. Attempt to
ascertain the following information from them:
The probable extent of casualties (fatalities and injuries)
o
The nature and scope of the damage
o
Status of pre-designated priority facilities
o
Geographic areas damaged or threatened
o
Emergency response actions being taken
o
The need to establish Care and Shelter facilities
o
Additional emergency response actions required
o
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Operations Section Coordinator Cont.
Review Part IIIand the appropriate Hazard Section for organizational and
operational issues.
Formulate priority concerns, emergency response actions, and City and
Mutual Aid resource requirements.
Make the above information and recommendations available to the EOC
Director and the other Section Coordinators.
Ensure that all emergency services are activated:
Establish contact with the Orange County Sheriffs Office to
o
coordinate response priorities and incident action requirements of
the City in support of the search and rescue activities of the Fire
Authority.
Monitor the level of mutual aid support being requested for Seal
o
Beach by the Fire Authority and the actual mutual aid being
rendered. The Fire Authority will be responsible for coordinating all
fire services (fire suppression, hazardous chemical spills,
radiological response, heavy search and rescue, etc.) mutual aid
for the City of Seal Beach.
Monitor the level of mutual aid being given the Fire Authority. The
o
Sheriffs Office will be responsible for obtaining law enforcement
mutual aid.
Coordinate with the Orange County Operational Area Operations Section
Coordinator in obtaining mutual aid support services and coordinating your
involvement in Operational Area response activities (NOTE: For other than
fire and law enforcement mutual aid, do not contact the County
agency/departments directly. Unless directed otherwise, always work
through the Orange County Emergency Operations Center). Coordination
may have to be conducted on:
Care and Shelter Operations (mass care operations by the County
o
Social Services Agency and the American Red Cross)
Emergency Medical Services (casualty collection points for
o
evacuating casualties)
Public Health/Mental Health (contaminated water, chemical spills,
o
mental health services at Care and Shelter facilities)
Coroner Operations by the Coroners Office
o
Movement Operations by the Sheriffs Office for coordinating the
o
movement of persons to reception areas outside of the general
area to elsewhere in the county, or to another county
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Coordination cont’d:
o
Building Safety/Damage Assessment (Keep in mind that the federal
o
Building
government will cover the costs associated with Safety
Assessments
only. Building Damage Assessment is a local cost.
Building Damage Assessments are to be completed after the
emergency response phase has ended).
Public Works support (construction equipment and personnel)
o
Resources and Support Operations for long-term coordination of
o
personnel, and the Operational Area allocation of limited resources
Animal Control services
o
Radiological Protect direction and support
o
Ensure that the City Primary Staging area is activated and staffed.
Determine the need to evacuate affected areas, and the need for Care
and Shelter facilities. If evacuation is in order and time permitting, consult
with the EOC Director and the EOC Policy Group; otherwise recommend
that the EOC Director authorize evacuation orders.
Establish priorities for emergency procurement and allocation of available
resources.
When necessary, request EOC Director to direct the Public Information
Officer to activate the Emergency Broadcast System.
Implement the Incident EOC Action Plan.
Monitor the effectiveness of the EOC Action Plan. If changes are needed
in the Plan, meet with the EOC Director and the Planning Section
Coordinator to propose changes.
Work with the Planning Section Coordinator in developing the Deactivation
Plan. Implement the approved Deactivation Plan.
Help to assure that all appropriate forms are filed, and then help to
prepare the After-Action Report.
Evaluate the need for Critical Incident Stress Debriefing for all affected
personnel, victims and bystanders. Arrange debriefings through the
Personnel Unit of the EOC Logistics Section.
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EMERGENCY OPERATIONS CENTER
SHELTER SERVICES BRANCH
SHELTER SERVICESBRANCH COORDINATOR
I.Duties and Responsibilities
Manage and/or coordinate the location, establishment and operation of
Emergency Shelter Center(s).
Provide shelter services coordination with the County Health Care and
Social Services Agencies, the American Red Cross, the Salvation Army, schools,
and churches/temples/synagogues. Provide management of shelter services,
convergent volunteers and donated relief supplies. Provide for the registration of
individuals using the shelter services.
II. Checklist
Upon arrival at the EOC:
Sign in
o
Review this checklist and the appropriate hazard situation in Part III
o
of this Plan
Determine the number of city personnel available to assist you if
o
sheltering facilities are activated (such personnel should have been
instructed to report to the City Hall but not to the EOC)
Report to the Operations Section Coordinator
o
Meet with the Operations Section Coordinator and discuss the need for
activating a shelter facility. If shelter services are needed, obtain the
concurrence of the EOC Director.
Meet with the Operations and Planning Section Coordinators to determine
the number and location of the shelters.
Have the Liaison Officer advise the American Red Cross of the need to
open one or more shelters. Be prepared to outline the need for such
shelters and the projected number of persons requiring shelter services.
IN ORDER TO BE ELIGIBLE TO RECEIVE ANY SHELTER SERVICES COST
RECOVERY, IT IS IMPORTANT THAT THE RED CROSS EITHER OPEN THE
SHELTERS OR SANCTION THEIR OPENING BY THE CITY. IT IS
IMPERATIVE THAT A RECORD BE KEPT OF THE NAME OF THE RED
CROSS REPRESENTATIVE SANCTIONING THE SHELTERING
OPERATIONS, AND THE TIME AND DATE SUCH SANCTIONS WERE GIVEN
TO THE CITY. Potential shelters should meet all Americans with Disabilities
Act (ADA) requirements
:
IF YOU HAVE NOT CHECKED THE SITES PRIOR TO REPORTING TO
THE EOC, SEND SOMEONE TO THE PROPOSED SITE(S) TO
CONFIRM THAT THEY ARE FREE AND AVAILABLE FOR USE.
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Meet with the Liaison Officer to coordinate shelter services (health, social
services, mental health, animal control, etc.) mutual aid requests of the
Orange County Operational Area. Include The number of evacuees with
special needs, such as the critically ill, disabled, elderly, infirm, non-
English speaking and prisoners. To the extent possible, designate space
within lodging shelter facilities to house these individuals. Coordinate
preventive health services and other health-related activities and advise
on general sanitation matters.
Give the Public Information Officer sheltering services information with the
understanding that you will be given some time to get to the site and to
start setting up the sheltering facilities before a press release is given to
the news media.
If there is a need to have Public Works prepare the site, coordinate with
both the Operations Section Coordinator and the Public Works
Coordinator.
When establishing a shelter facility, keep the following in mind:
In order to be potentially eligible for cost recovery, attempt to have
o
the American Red Cross establish, or at least sanction, the
sheltering facilities. If a "Tent City" is established, it should be
enclosed by fencing to help with security.
The shelter should include sleeping facilities, food services, rest
o
rooms, showers, generators for night lighting, trash dumpsters,
telephones, pet retention facilities,parking, and facilities for federal,
state and county services such as medical, mental health, welfare,
social services and relocation support.
If security becomes an issue, you may want to consider contracting
o
with the private sector as the Police Department may not be able to
meet your needs. Some form of security must be present at the
shelter.
Attempt to maintain a current sign-in sheet for those persons
o
residing at the shelter.
Attempt to shelter the elderly and the infirmed in motels or hotels
o
Establish a management system for volunteers and donated disaster relief
supplies. Keep the Operations Section Coordinator informed of changing
shelter needs.
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III. Shelter Locations
Shelter services by the American Red Cross may be provided at the
locations listed below:
I . Los Alamitos High School, 3591 Cerritos, Los Alamitos (562) 799-
4780
2.Oak Middle School, 10821 Oak, Los Alamitos (562) 799-4740
3.Laurel High School, 10291 Bloomfield, Los Alamitos (562) 799-
4820
4.McAuliffe Middle School, 4112 Cerritos, Los Alamitos (714) 816-
3320
5.McGaugh Middle School, 1698 Bolsa Ave., Seal Beach (562) 799-
4560
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EOC - OPERATIONS SECTION
FIRE SERVICES BRANCH
FIRE SERVICES BRANCH COORDINATOR
IDuties and Responsibilities
.
Provide central Fire Services response operational coordination among
the Seal Beach EOC and Fire Authority operations (including any and all
Command Posts within the City, and Battalion and DivisionOperations Centers).
Providing situation and priority coordination among the Seal Beach EOC
and Fire Authority decision makers, including those at any and all Command
Posts within the City, and Battalion and Division Operations Centers.
Coordinating requests for fire services mutual aid.
Providing the Operations Section Coordinator and the Planning Section
Situation Unit Leader with fire field situation reports.
Hazardous material investigation coordination.
II. Checklist
Upon arrival at the EOC:
Sign in
o
Don vest
o
Review this checklist, and the checklists for the Operations Section
o
Coordinator, and the other Operations Section Branch Coordinator.
Obtain a situation briefing from the EOC Director or the Operations
o
Section Chief.
Initiate and maintain your position log of significant events and
o
phone/radio calls. Pass this log on to your relief with instructions to
maintain the log.
Obtain a windshield survey and status report from all fire companies
operating within Seal Beach.
From the initial windshield survey report of damage. attempt to discern the
following:
The extent and location of damage throughout the city.
o
The identification of damaged critical facilities (see Building Safety
o
Branch
Coordinator for list of critical facilities).
o
The level of medical services needed to attend to persons injured
o
during the incident (an estimated number of dead and wounded is
needed).
The need for sheltering services (this will be determined by the
o
extent of damage to residential units, hotels and motels).
The location of damaged public utilities (power lines, water, natural
o
gas, sewer lines).
Report your initial information to the Operations Section Coordinator and
the Planning Section Situation Unit Leader.
Assist in developing Seal Beach response priorities for inclusion in the
EOC Action Plan.
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Once the EOC Action Plan is adopted, notify all appropriate Fire Authority
personnel of its adoption and the response priorities contained in the Plan.
You are to reassign personnel and their response actions so as to be
consistent with the EOC Action Plan.
Help to assess the need for Care and Shelter facilities and Casualty
Collection Points.
Help to assess the effectiveness of the EOC Action Plan.
Work with the Operations Section Coordinator in developing the
Deactivation Plan. Implement the approved Deactivation Plan.
Help to assure that all appropriate forms are filed, and then help the
Operations Section Coordinator to prepare the After-Action Report.
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EOC - OPERATIONS SECTION
LAW ENFORCEMENT BRANCH
LAW ENFORCEMENT BRANCH COORDINATOR
I. Duties and Responsibilities
Provide central coordination among EOC operations and field police and
fire operations. Manage the allocationand deployment of law enforcement
personnel among the following responsibilities:
Evacuation of specified geographic areas.
Security support for fire, shelter and building inspector personnel.
Security of evacuated facilities and property.
Windshield surveys.
Traffic control and coordinating with Public Works/CALTRANS in locating
and positioning traffic barricades.
Provide for Alert and Notification.
Coordinating requests for law enforcement mutual aid.
Providing the Operations Section Coordinator and the Planning Section
Situation Unit Leader with fire and law enforcement field situation reports.
Manage the deployment of R.A.C.E.S. personnel.
Assist the Fire Authority with Hazardous material investigation.
II. Checklist
Upon arrival at the EOC:
Sign in.
o
Don vest.
o
Review this checklist, and the checklists for the Operations Section
o
Coordinator, and the other Operations Section Branch
Coordinators.
Initiate and maintain your position log of significant events and
o
phone calls.
Pass this log on to your relief with instructions to maintain the log.
o
Obtain a status report of all law enforcement field units.
Obtain an initial windshield survey report of damage. Attempt to discern
the following:
The extent and location of damage throughout the city.
o
The identification of damaged critical facilities (see Building Safety
o
Branch
Coordinator section for list of critical facilities).
o
The level of medical services needed to attend to persons injured
o
during the incident (an estimated number of dead and wounded is
needed).
The need for sheltering services (this will be determined by the
o
extent of damage to residential units, hotels and motels).
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The location of damaged public utilities (power lines, water, natural
o
gas, sewer lines).
Report your initial information to the Operations Section Coordinator and
the Planning Section Situation Unit Leader.
Once the EOC Action Plan is adopted, notify all law enforcement
personnel of its adoption and the response priorities contained in the Plan.
You are to reassign personnel and their response actions so as to be
consistent with the EOC Action Plan.
Coordinate all emergency warning and messages with the EOC Director
and the PIO. Consider following dissemination methods:
Notifying police units to use loudspeakers and sirens to announce
o
warning messages.
Determining if helicopters are available and/or appropriate for
o
announcing warnings.
Using cable TV, local radio stations or local low-power radio
o
stations to deliver warning or emergency messages upon approval
of the EOC Director.
Using the Emergency Alert System (EAS) for local radio and
o
television delivery of warnings.
Using explorers, volunteers, reserves and other city personnel as
o
necessary to help with warnings. Request through the EOC
Logistics Section.
Ensure that dispatch notifies special facilities requiring warning
o
and/or notification (i.e. hospitals, schools, government facilities,
special industries, etc.)
Warn all special populations such non-English speaking and hearing and
sight impaired persons of the emergency situation/hazard by:
Using bilingual employees whenever possible.
o
Translating allwarnings,written and spoken, into appropriate
o
languages.
Contacting media outlets (radio/television) that serve the languages
o
you need.
Utilizing TDD machines and 9-1-1 translation services to contact
o
the deaf.
If shelters are established and security is needed at the shelter(s), you
may want to have private sector security services. Obtain concurrence
from the Sheriff and request the Logistics Section Coordinator to obtain
the security services. The private sector security services should report to
the Shelter Services Branch Coordinator. Inform the Shelter Services
Branch Coordinator of these arrangements and request that you be
notified when the security services reports to him/her.
Work with the Operations Section Coordinator in developing the
Deactivation Plan. Implement the approved Deactivation Plan.
Help to assure that all appropriate forms are filed, and then help the
Operations Section Coordinator to prepare the After-Action Report.
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Ensure that detained inmates are protected from potential hazards.
Ensure adequate security, and relocate if necessary.
Coordinate with appropriate animal care agencies and the Facilities and
Procurement Units of the EOC Logistic Section. Take required animal
control measures as necessary.
If requested, assist the County Coroner with removal and disposition of
the dead.
Activate the EOC Coroner Unit if the Coroner is needed and the County
cannot provide service.
Evacuation:
Implement the evacuation portion of the EOC Action Plan.
Establish emergency traffic routes in coordination with the Public Works
Branch.
Coordinate with the EOC Public Works Branch traffic engineering to
determine capacity and safety of evacuation routes and time to complete
evacuation.
Ensure that evacuation routes do not pass through hazard zones.
Identify alternate evacuation routes where necessary.
Through field unit requests, identify persons/facilities that have special
evacuation requirements; i.e. disabled, hospitalized, elderly,
institutionalized, incarcerated etc. Check status. Evacuate if necessary.
Coordinate with the Transportation Unit of the EOC Logistics Section for
transportation.
Consider use of city vehicles if threat is imminent. Coordinate use of city
vehicles (trucks, vans, etc.) with the Transportation Unit of the EOC
Logistics Section. Encourage the use of private vehicles if possible.
Establish evacuation assembly points
Coordinate the evacuation of hazardous areas with neighboring jurisdictions
and other affected agencies.
Coordinate with Care and Shelter Branch to open evacuation centers.
Establish traffic control points and provide traffic control for evacuation and
perimeter control for affected areas.
Place towing services on stand-by to assist disabled vehicles on evacuation
routes.
Monitor status of warning and evacuation processes.
Coordinate with the Public Works Branch to obtain necessary barricades
and signs.
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EOC - OPERATIONS SECTION
PUBLIC WORKS BRANCH
PUBLIC WORKS BRANCH COORDINATOR
I. Duties and Responsibilities
Provide central coordination among EOC operations and field the Public
Works operations.
Manage the allocation and deployment of Public Works personnel among
the following responsibilities:
Providing rapid windshield surveys.
Providing Fire Authority Search and Rescue with a heavy equipment
support.
Inspecting the City's infrastructure and municipal facilities for structural
damages.
Coordinating the City's Demolition and Debris Removal Program.
Coordinating the fencing and signage of unsafe buildings and exposed
swimming pools.
Coordinating with Police Department/CALTRANS in positioning traffic
barricades.
Coordinating the repair and rebuilding of damaged public works.
Managing Public Works mutual aid.
Coordinate Operations Section approved requests for public works.
Provide for Field Level Public Health problem identification and
coordination.
Provide the Operations Section Coordinator and the Planning Section
Situation Unit Leader with Public Works field situation reports.
Checklist:
Upon arrival at the EOC:
Sign in.
o
Don vest.
o
Review this checklist, and the checklists for the Operations Section
o
Coordinator, and the other Operations Section Branch
Coordinators.
Initiate and maintain your position log of significant events and
o
phone calls.
Pass this log on to your relief with instructions to maintain the log.
o
Obtain a status report of all PublicWorks field units. Obtain an initial
windshield survey report of damage.
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Public Works continued:
Attempt to discern the following:
The extent and location of damage throughout the city.
o
The identification of damaged critical facilities (see the Building
o
Safety Branch Coordinator section for list of critical facilities).
The level of medical services needed to attend to persons injured
o
during the incident (an estimated number of dead and wounded is
needed).
The need for sheltering services (this will be determined by the
o
extent of damage to residential units, hotels and motels).
The location of damaged public utilities (power lines, water, natural
o
gas, sewer lines).
Report your initial information to the Operations Section Coordinator and
the Planning Section Situation Unit Leader.
If you are not able to obtain adequate public works mutual aid, you may
have to contract for fencing, debrisremoval and demolition services. Work
with the Logistics Section Coordinator in obtaining such resources.
If there are, or are likely to be any swimming pools with stagnant water,
notify the Operations Section Coordinator that the Orange County Health
Department should be notified (such pools of water can threaten public
health by breeding mosquitoes).
If you are in need of heavy equipment which the city does not have, after
getting approval from the Operations Section Coordinator, you are to
request the Logistics Section Coordinator to obtain it through mutual aid
from an adjoining city, the county, the state or FEMA. If the urgently
needed equipment is not readily available through mutual aid, provide the
Logistics Section Coordinator with the name, address, phone number of
the contractor/rental agency from which the equipment can be obtained.
In the unlikely event during an emergency situation that the private sector
has the equipment but it is not willing to make it available to the city,
advise the Operations Section Coordinator and request that he
recommend to the EOC Director and the City Attorney that the equipment
be commandeered by the city. Make absolutely certain that all aspects of
the situation are documented.
Once the EOC Action Plan is adopted you are to reassign personnel,
including contractors, and their response actions to be consistent with the
EOC Action Plan. If there are changing needs, your field staff will advise
you. Report significant incident changes to the Operations Section
Coordinator and the Planning Section Situation Unit Leader.
Confirm that the appropriate coordination is taking place with the utilities
when road repairs are taking place.
It is your responsibility to coordinate the deployment of Public Works
mutual aid with the Staging Area Coordinator. The Staging Area
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Coordinator will advise you when Public Works mutual aid has arrived, its
type and quantity. When assigning mutual aid, give the Staging Area
Coordinator the following type of information:
The location mutual aid is to report.
o
The name of the person they are to report to.
o
The radio frequency to use.
o
Public Works Strike Teams. Each team may vary by type and
o
number of equipment and personnel, but they will have a
supervisor for each team. Such teams can be assigned specific
locations and tasks. Their assignment locations should be identified
using Thomas Brothers Map coordinates for continuity.
Check periodically with each member of your staff managing response
sites, and determine the progress being made, any changes in support
needs, and an update on damage.
As your Public Works personnel will be used to manage Public Works
mutual aid, document the work locations of the Public Works and assure
yourself that they are deployed to the priority areas identified in the EOC
Action Plan.
For the purpose of supplying food, water, rest room facilities, etc., to the
response sites, keep the Logistics Section Supply Unit Leader current on
your needs.
If for any reason a lending agency needs to recall any or all of their mutual
aid, the Liaison Officer will notify you. It will be your responsibility to check
your Mutual Aid Location Form, and to coordinate with your Staging Area
Coordinator to confirm the location of the mutual aid personnel/equipment
being recalled. Direct the Staging Area Coordinator to notify the particular
mutual aid that they are being recalled.
It will then be your responsibility to redeploy mutual aid as may be
required to meet operational priorities. Make sure that you log all actions,
and that you have the important information posted on the EOC Status
Board.
Work with the Operations Section Coordinator in developing the
Deactivation Plan. Implement the approved Deactivation Plan.
Help to assure that all appropriate forms are filed, and then help the
Operations Section Coordinator to prepare the After-Action Report.
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EOC - OPERATIONS SECTION
BUILDING SAFETY BRANCH
BUILDING SAFETY BRANCH COORDINATOR
I. Duties and Responsibilities
Provide for the post disaster safety evaluation of all buildings and facilities
within the area affected by the event.
Assist in the coordination with the Orange County Operational Area EOC
to obtain sufficient enough qualified personnel to conduct the rapid assessment
and tagging of buildings and to determine if they are safe for entry or occupancy.
Checklist:
Upon arrival at the EOC:
Sign in.
o
Don vest.
o
Review this checklist, and the checklists for the Operations Section
o
Coordinator, and the other Operations Section Branch
Coordinators.
Initiate and maintain your position log of significant events and
o
phone calls.
Pass this log on to your relief with instructions to maintain the log.
o
Obtain a status report of all Building Safety field units.
Obtain an initial windshieldsurvey report of damage.
Insure that the following major points are considered:
Transportation. Most likely mutual aid building inspectors from the County
will provide for their own transportation. However, mutual aid building inspectors
provided by OES will most likely need transportation as they are being flown in
from other parts of the state.
Escorts and contact persons. Building safety/damage assessment
inspectors will need assistance and guidance in the field. They must have
someone in the field to provide assistance as they navigate through the city.
Law enforcement support. There may be a need for law enforcement
support if citizens remove posted signs and/or enter buildings which have been
posted with no access signs.
Keep in close contact with your field representatives as they will be able to
give the most accurate information on damage and estimated costs. Ensure that
all such information is given to the Operations Section Coordinator and the
Planning Section Status Unit.
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Building Safety continued:
Send notification letters to owners of buildings which have been posted as
being unsafe.
There are going to be a number of building permit requests submitted to
the City. If there is a need for additional staff, request mutual aid.
Work with the Operations Section Coordinator in developing the
Deactivation Plan. Implement the approved Deactivation Plan.
Help to assure that all appropriate forms are filed.
Help the Operations Section Coordinator to prepare the After-Action
Report.
Critical Facilities
Following an earthquake the Police, Public Works and the Fire Authority
will conduct windshield surveys. The critical facilities have been identified and
pre-event assessments completed. The pre-event assessments are included in
the Field Safety/Damage Assessment Reports located in the rear of this
document.
The information logged on this form is to be compiled and used to
complete the Summary of Public and Private Sector Damage Assessment forms.
The Summary forms will be faxed to the Operational Area to help document the
scope and magnitude of structural damage in the city.
Building Safety/Damage Assessment.
Building safety/damage assessment is composed of five discreet
functions:
1) Windshield Surveys
2)Heavy Search and Rescue Support
3)Building Safety Evaluation
4) Post-Disaster Building Damage Assessment
5) Recovery
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Building Safety continued:
Integrated pre-planning among fire, law enforcement, public works and the
building department will help to ensure a more effective response. Pre-Event
Assessment includes the following preparatory actions:
1) The preparation of an integrated Building Safety/Damage Assessment
Plan.
2) Assignment of various safety/damage assessment responsibilities,
including the appointment of a BuildingAssessment Coordinator, and a Facilities
Ranking Team. The Team should include a representative from fire, law
enforcement and the building department. The Facilities Ranking Teamshould
be responsible for:
a) Determining which public and private sector facilities are to receive
priority windshield survey assessments;
b)Compiling the necessary survey information on the Pre-Event
Assessment Forms.
c)Ranking each of the facilities
d)Publishing the ranked forms and make them available to the Team
members and the city and county EOCs, and
e) Developingintra/inter-departmental agreements detailing how fire,
law enforcement and public works department can effect a timely windshield
survey. The agreement should specify which buildings are to be surveyed, by
whom (fire, law enforcement or public works), and the survey order.
3) Development of a building safety/damage assessment training program
for qualified public and private sector persons residing or working within the city;
4) Registration of Disaster Services Worker engineers residing within the
city;
5) Testing the readiness of all public and private sector building
safety/damage assessment personnel;
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Building Safety continued:
6) Ensuring that the EOC has the proper quantity and selection of needed
standard inspection forms, signs, equipment and other material required in
disaster building inspection operations for both The City of Seal Beach Building
Inspectors and the mutual aid personnel that can arrive to help;
7) Using the Pre-Event Assessment Forms,the Facilities Ranking Team
should identify and rank those public and private sector facilities to be included in
the priority windshield survey following an earthquake. Those facilities of greatest
concern should be ranked according to:
a)Structures having high occupancy levels, which are considered to
be risks because of their age, construction material, proximity to faults and
liquefaction zones. Such facilities include, schools, hospitals, shopping centers,
theaters, multiple storied office buildings, hotels, and apartments;
b)Essential community service buildings (fire, police, public works
buildings) and temporary shelter facilities (schools auditoriums, gyms);
c)Structures in which there is a high potential for an explosion or
release of hazardous fumes/chemicals into highly populated areas;
d)Essential community services such as hospitals, water, telephone,
natural gas and electrical utilities, and sanitation treatment facilities;
e)The transportation systems, specifically bridges and overpasses;
f) Petroleum pipelines.
8) In cooperation with public and private sector building owners, detailed
structural engineering information and a listing of contact persons and their
phone numbers should be developed for the identified priority facilities. This type
of information will facilitate building damage assessment activities following an
earthquake.
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Building Safety continued:
EARTHOUAKE RESPONSE
Since the potential for the most damage within the jurisdiction of the City
of Seal Beach is from earthquakes, the specific hazard section for Earthquake in
Section III should be reviewed in conjunction with the following:
A five phased building evaluation process should be use in the city. The
five phases include the following:
1) Windshield Surveys: Situation assessments through windshield
surveys;
2) Heavy Search and Rescue Support: Advising emergency crews on the
structural integrity of damaged buildings;
3) Safety Evaluation:Advising the public on the integrity and safety of
damaged buildings;
4) Post-Disaster Building Damage Assessment: Detailed engineering
damage assessments of individual structures, and
5) Recovery: Building permit process review and debris removal contracts.
Phase I: Windshield Survey
The Windshield Survey is a rapid drive-through to establish a community's
situation. The wind-shield survey should identify the number of buildings
destroyed, having major or minor damage, or have been affected. The survey
should identify the number of designated priority structures damaged. This initial
survey information will be used to prioritize initial and mutual aid emergency
response activities within the city.
This information will also be used to determine the need for mutual aid
throughout the Operational Area. Copies of the Public and Private Sector
Damage Assessment reports should be transmitted, within four (4) hours of the
catastrophic event, to the OperationalArea for summarization and submission to
the State Office of Emergency Services, Region I.
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Building Safety continued:
Phase II: Heavy Search and Rescue Support
The second phase of building assessment focuses on providing structural
engineering advise in support of heavy search and rescue efforts of the Fire
Authority.
1) The first objective is that of providing structural engineering technical
support to search and rescue personnel. The intent is to help search and rescue
personnel assess the risk of a buildings' catastrophic failure and how to prevent
such a failure.
As a result of the life saving rescue mission of the Fire Authority, the level
of risk allowed is higher than that for the public-at-large. The question to be
answered as soon as possible under these conditions is "Can rescue personnel
safely extract living persons from a structurally damaged building before its' total
or partial collapse?"
Given the need for immediate structural engineering skills, city
engineering staff will be used first during normal working hours to advise Fire
Authority personnel. For other than normal working hours, both public and private
sector persons with certified engineering skills, will be asked to support the Fire
Authority.
Phase III: Safety Assessment
The Third Phase of building safety assessment, has to do with rapid safety
evaluations to determine whether or not to allow the public into a structurally
compromised building. This second phase should be started as soon as possible
and begin with a rapid safety evaluation and posting of obviously unsafe
structures.
These rapid safety assessments are provided immediately after the
earthquake when the number of inspectors is limited. These assessments are
more cursory in nature, and therefore can be provided for by both private sector
Safety Assessment Program Volunteers and public sector building inspectors
residing and working within the city.
A simple three tag system of red, yellow and green should be utilized.
Red -- unsafe to enter, Yellow -- enter with certain restrictions, Green -- safe to
enter an occupy. When more inspectors are made available, detailed safety
evaluations using a team of three individuals can be used to determine the
condition of structures.
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Building Safety continued:
Whenever possible, the team should be headed by a professionally
registered engineer and a professionally licensed architect. At a minimum, the
team should be headed by either an engineer or an architect. If none of the team
members are familiar with the area, the team should also be given a person who
can drive the team around and provide them with coordination and
communication abilities.
Once the safety assessment needs of the Fire Authority have been met,
the City Engineer in charge of the Public Works Branch is to assume full Safety
Assessment Coordinator management responsibilities in conjunction with the
Building Safety Branch.
Phase IV: Building Damage Assessment
For those buildings, structures and lifeline systems where final positing
does not permit full time occupancy, an engineering building damage
assessment must be completed.
These evaluations are performed by professionally registered engineers or
licensed architects who are retained and paid by the facility owner. The results of
these investigations, however, will need to be reviewed by the local building
official before buildings are reclassified, returned to service, demolished or repair
permits are issued.
Phase VRecovery
:
Once the major portion of the safety/damage evaluations and
assessments have been completed, the Building Department should review its'
building permit process and staffing levels. Changes to the building permit and
inspection process should be made to expeditiously handle the increased
workload. Changes in the process and fees may be taken into consideration,
along with adding staff either through part-time or short-term mutual aid.
Additionally, Public Works must also address the need for debris removal.
This may require emergency contracts with the private sector and special
arrangements with county solid waste disposal sites for the disposal of the
debris. When disposing of debris, it should be kept in mind that the debris will be
of two types, inert rubble, and recyclable material. In orderto minimize the
adverse impact on solid waste disposal sites, every effort should be taken to
recycle as much debris as possible.
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EOC - OPERATIONS SECTION
MARINE SAFETY BRANCH
MARINE SAFETY BRANCH COORDINATOR
I. Duties and Responsibilities
Provide coordination and management of marine oil spills.
Represent the City of Seal Beach on the U. S. Coast Guard Unified
Command.
Provide coordination and strategic management among field mutual aid
Marine resources and the City Primary Staging Area Coordinator.
Provide coordination and management of coastline evacuation as may be
required by marine oil spills or tsunami warnings.
Monitor and report status of storm related coastline erosion to the EOC
Operations Section Coordinator.
II. Checklist:
Upon arrival at the EOC:
Sign in
o
Don Vest
o
Initiate and maintain your position log of significant events. Pass
o
this log on to you relief with instructions to maintain the log.
Obtain copies of the following forms:
o
Meet with the Public Works and Building Safety Branch
o
coordinators to establish field priorities and to review field
coordination procedures:
Don any required field safety equipment.
o
If asked to assist report to the Staging Area Coordinator and review
coordination procedures and radio frequencies (If needed, the Staging
Area Coordinator should be given a Lifeguard hand held radio).
Review the EOC designated priority areas.
Meet with Fire Authority Incident Commanders to review coordination
protocol, and engineering or Public Works support requirements.
The Staging Area Coordinator will contact you (as the Field Level Mutual
Aid Coordinator) to notify you when mutual aid has arrived. You will be
given information needed to fill out the Mutual Aid Registration and
Assignment Form. This form will be your control and management
document for all mutual aid reporting to you.
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Marine Safety continued:
Meet the mutual aid resources at the designated location; review their
assignment with them; identify the Fire Authority Incident Commander with
whom they may be working; inform them of the nearest first aid station;
discuss with them and underscore safety issues they are to keep in mind
as the work at the site, and confirm that they have and are using
necessary safety equipment. Be sure to log any information with will help
to document any instructions or assignments you have given.
As various mutual aid teams are given their assignments, using your
Mutual Aid Location Summary, circulate to the different mutual aid sites to
determine if they have any support needs. Coordinate any identified needs
with the Staging Area Coordinator.
If mutual aid reassignment is in order (they have completed their original
assignment; working conditions are not safe; rest/eating time is required)
contact the Staging Area Coordinator for instructions. Log all assignment
changes.
When mutual aid has completed their assignment, or are recalled by their
lending agency, note in you log the condition of the personnel and their
equipment, and the time they leave their assignment area. Notify the
Staging Area Coordinator whenever mutual aid returns to their lending
agency.
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EOC – PLANNING / INTELLIGENCE SECTION
BRANCH COORDINATOR
I. Duties and Responsibilities
The EOC Planning/Intelligence Section has the critical responsibility of
compiling, sorting, recording, analyzing and assimilating disaster related data
and information. It is the Planning/Intelligence Section which helps the EOC
Director determine the scope and magnitude of the situation, the resources
available, and the merits of alternative response measures.
After distilling the available incident information, the Planning/Intelligence
Section Coordinator, with the cooperation and assistance of the other Section
Coordinators, is to develop measurableand attainable objectives to be achieved
within a given operational period of time (12 to 24 hour periods). The resulting
EOC Action Plan will identify response objectives, select and integrate response
strategies, and maximize the utilization of available resources.
Concurrently, the Planning/Intelligence Section is to post and maintain
within the EOC, information documenting critical aspects of the incident, the
counter measures being taken and their effectiveness, and the status of
resources (assigned resources, available but not deployed resources, and
resources out of service).
Depending on the seriousness of the incident, the Planning/Intelligence
Section can be limited to the Planning/Intelligence Section Coordinator, or it can
expand to include the Section Coordinator and all of the Planning/Intelligence
Section Units. The Planning/Intelligence Section is comprised of the following
three Units:
Situation/Documentation Unit
Resources Status Unit
Technical Specialist Unit
Please keep in mind that the following checklists are not all inclusive.
Depending on the scope and extent of the incident, you may be required to do
much more than is outlined. The important thing to keep in mind is to maintain
.
your log, and to document your actions and your sources of informationIt is
almost guaranteed that as soon as you pass on important information, you are
going to be asked who gave you the information, and when they gave it to you.
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Planning / Intelligence Continued:
I. Duties and Responsibilities
Collect, organize, and interpret disaster related data and information so as
to enable the EOC Director and his staff to discern the scope and magnitude of
the incident.
Develop EOC Action Plans for specified Operational Periods (twelve or
twenty-four hour periods) establishing response objectives, selecting and
integrating response strategies, and making maximum use of city and mutual aid
resources.
Identify and maintain a resource listing of the availability and use of
resources (personnel, equipment, facilities).
Provide for the collection, cataloging and preservation of incident related
EOC documents.
Maintain EOC Personnel, Equipment, Situation and Mutual Aid Status
Boards. Manage the Planning Section and its staff.
Prepare EOC and field operations staffing assignments.
Develop and coordinate the adoption of the Deactivation Plan.
In cooperation with the other Section Coordinators, prepare and publish
the After-Action Report.
II. Checklist Date/Time:
Upon arrival at the EOC:
Sign in
o
Don vest
o
Review this checklist, and the checklists of the EOC Director, and
o
the other Section Coordinators. After reviewing this checklist,
review the appropriate Hazard Tab in Part III of this Plan.
Initiate and maintain your position log documenting significant
o
events and phone calls. Pass this log on to your relief with
instructions to maintain the log.
Ensure that your EOC Planning Section support staff positions are filled,
that they have signed in, are using their respective position logs, and that
their phones are operational.
Meet with the EOC Director, the Operations Section and the Logistics
Coordinators to obtain the following type of information:
The probable extent and location of casualties (fatalities and
o
injuries).
The nature and scope of the damage (number, type, location of
o
destroyed/ damaged bridges, roads, buildings).
Status of pre-designated priority public facilities, including broken
o
gas and water mains, downed power lines, and status of sanitation
facilities.
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Planning / Intelligence Continued:
Geographic areas damaged or threatened (develop a map with
o
concentric circles showing areas destroyed and damaged).
Planning / Intelligence Continued:
o
Emergency response actions being taken.
o
The status and assignment of city equipment and personnel.
o
The need to establish Care and Shelter facilities.
o
Additional emergency response actions required.
o
Determine the status and level of mutual aid support services:
Care and Shelter (County Health Care Agency and American Red
o
Cross).
Medical support.
o
Mental Health services for the care and shelter facilities.
o
Building Safety/Damage Assessment.
o
Public Works.
o
Social Services.
o
Animal Control.
o
Determine the status of the City Primary Staging Area.
Determine the initial priorities and objectives of the EOC Director and the
Operations Section Coordinator. Also determine which, if any, technical
specialists they will need.
Meet with your Unit Leaders and brief them. Direct the Situation and
Resources Status Unit Leaders to post the information you have available
at this time, and to develop their first Incident Status Reports.
If one is required, appoint a Technical Specialist Unit Leader. Direct the
Technical Specialist Unit Leader to arrange for the requested technical
expertise and to notify you when they will be available and when they
actually arrive.
Develop the EOC Action Plan and subsequent revisions. Ensure that the
Plan is covering the following points:
Fire and Rescue Operations (fire suppression, hazardous
o
materials, radiological hazards, search and rescue).
Law Enforcement and Traffic Control.
o
Emergency Medical Services.
o
Citizen Movement/Relocation Operations.
o
Care and Shelter Operations.
o
Public Health/Mental Health Services at the Care and Shelter
o
Facilities.
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City of Seal Beach, CaliforniaEmergency Operations Plan
Planning / Intelligence Continued:
Animal Control Services at the Care and Shelter Facilities.
o
Public Works/Building Safety Damage Assessment Operations.
o
Resources and Support Operations:
o
Personnel Coordination
Transportation Coordination
Utilities Coordination
Food and Potable Water Coordination
Fuel Coordination
Communications Coordination
Notify the Logistics Section Coordinator of projected changes in
personnel, supplies, facilities and equipment resource requirements.
Ensure that the Status Boards are kept current.
Provide the EOC Director with daily situation reports summarizing the
activities of the day, and the status and condition of:
Incident problem areas.
o
Care and Shelter Centers.
o
Fatalities and casualties.
o
Public facilities (roads, bridges, utilities).
o
Public and private sector damage assessment.
o
Staffing and mutual aid resources.
o
Actions taken by the Orange County Operational Area, county,
o
state and federal government agencies and departments.
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City of Seal Beach, CaliforniaEmergency Operations Plan
Planning / Intelligence Continued:
Recovery
As the emergency life threatening situations are brought under control, the
city will turn its attention to recovery activities for itself and the community.
In cooperation with all of the other sections in the EOC, the Planning
Section Coordinator should develop a Seal Beach Public/Private Sector
Recovery Work Program for the review and approval of the EOC Director and if
necessary, the Policy Group/City Council.
This program should include, but not be limited to:
A section devoted to identifying ways and means of assisting private
citizens (particular attention should be paid to the handicapped, the infirmed and
the elderly) in obtaining county, state and federal recovery assistance.
Providing post-disaster stress recovery programs at the Community
Center and at other locations throughout the City of Seal Beach.
A section devoted to assisting Seal Beach commerce and non-profit
organizations (Stafford Act, CFR 44, Section 205, PL 93288).
A section devoted to City recovery, such as:
completing state and federal damage claims, funding and repairing public
facilities, providing rubble removal services, developing a swimming pool security
program where walls have fallen leaving the pools open to easy access to
children, Community How to Fix It Workshops where local community stores and
contractors put on workshops to show people how to do minor home repairs, and
how to be safe when doing it, and the city identifying the permit process.
Hold periodic status meetings withyour staff. When the EOC Director
makes an incident announcement, he will direct you to meet with your staff to
determine the implications of the incident, and to develop recommendations for
his review.
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PLANNING / INTELLIGENCE SECTION
SITUATION / DOCUMENTATION UNIT
I.Duties and Responsibilities
Assist the Planning Section Coordinator to collect, organize and interpret
disaster related data and information, and distribute it to designated recipients
according to prescribed timetables.
Develop incident forecasts.
Develop Incident Status Reports for use by the EOC Director, the Section
Coordinators and submission to the Orange County Operational Area.
Manage the flow and recording of EOC Message Forms.
Maintain Incident Status Boards.
Help the Planning Section Coordinator develop the EOC Action Plan and
the Demobilization Plan.
II. Checklist
Upon arrival at the EOC:
Sign in
o
Don vest
o
Review this checklist, and the checklists of the Planning Section
o
Coordinator.
Review the appropriate Hazard Tab in Part III of this Plan
o
Review the forms located in the forms Section – ICS 209 and 209
o
Attachments.
Initiate and maintain your position log documenting significant
o
events and phone calls. Pass this log on to your relief with
instructions to maintain the log.
Obtain a briefing from the Planning Section Coordinator to acquire an
understanding of the situation and the priorities of the Planning Section
Coordinator and the EOC Director.
The use of oral versus written data should be carefully weighed. At times, oral
communication may be faster, but it can be more easily misinterpreted. Written
communication has advantages, but can become a "bottleneck" due to the time it
takes to compose, edit, print, and transmit reports and documents. Regardless of
how information is sent, certain cautions should be observed:
Where possible, unverified data should not be transmitted.All data should be
verified prior to transmission. If unverified data must be transmitted, it should be
clearly designated as unconfirmed.
"Analyzed" data is preferred. However, the time it takes to analyze data should
be weighed against the need for timely information transmission.
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Planning / Intelligence - Situation / Documentation Continued:
Sensitive information must be transmitted with an appropriate level of
security. Use of such information may need to be restricted.
The types of information you should be keeping track of include:
Location and nature of incident(s).
o
Status of each incident (out of control, contained, controlled).
o
Special hazards by type and location.
o
Status of critical facilities.
o
Status of Care and Shelter facilities.
o
Number and location of collapsed and severely damaged buildings.
o
Number of fatalities and persons injured.
o
Estimated dollar loss in property damage.
o
Mutual aid agencies assisting the City of Seal Beach.
o
Condition of infrastructure (roads, utilities, water, sewer, flood
o
control channels, communications).
Weather conditions both current and forecasted.
o
Appoint an EOC Message Runner (if you can, use a volunteer). Post and
maintain the EOC Status Boards.
Whenever there has been a significant development requiring the timely
attention of the Operational Area and/or OES, fill out a "Flash Report"and
submit it to the Planning Section Coordinator. "Flash Reports" are used for
transmitting critical, time-sensitive information outside regularly scheduled
Preliminary Reports or Situation Summaries. Such reports can be both
oral and written. Oral Flash Reports may precede written reports. The
written reports serve as a confirmation and as documentation. Get the
completed Report to the Planning Section Coordinator quickly, and send it
out as soon as possible.
"Preliminary Report"
Fill out and submit the to the Planning Section
Coordinator. Preliminary Reports are used to transmit information between
the City of Seal Beach and the Orange County Operational Area two
hours after the event.Information contained in this report is intended to
paint an initial picture of the scope and magnitude of the situation.
Consideration should be given to attaching a map indicating the location of
problem areas and the Primary Staging Area.
"Situation Summary Report"
Compile and submit the to the Planning
Section Coordinator. These Reports are usually brief narratives that
present a concise "picture" of the emergency situation and are prepared
for specific time periods. The Situation Summary is intended for use after
the first three hours after the event, and every six hours thereafter.
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City of Seal Beach, CaliforniaEmergency Operations Plan
Planning / Intelligence - Situation / Documentation Continued:
"Status Report"
Fill out and submit the to the Planning Section
Coordinator. When filling out this report, remember the following:
The Status Report is informational, providing data about the effects
o
of the emergency in several categories. The Status Report should
be developed as completely as possible. This form is to be sent
four hours after the event, and every six hours thereafter.
Mutual aid is not requested through this Report.
o
This Report focuses on specific response actions taken and the
o
resources committed by each of the response functions.
"Major Incident Report".
Fill out the This report is sent to the Planning /
Intelligence Coordinatorwhenever an event may significantly affect
emergency response operations, will require a multi jurisdictional / multi-
discipline response, or may affect incoming personnel and equipment.
Major Incident Reports are used to transmit information that (1) may
significantly affect operations; (2) require a multi jurisdictional/multi-
discipline response, or (3) affect incoming personnel and equipment. An
example would be an aircraft collision occurring over an earthquake-
impacted area.
Update EOC Action Plan, status reports and status boards.
To support claims for public and private property losses under state and
federal disaster recovery programs compile a detailed list of damage
assessment to both the public and private sector property and submit it to
both the Orange County Operational Area and directly to the State Office
of Emergency Services Regional Office. To facilitate the needs of state
and federal disaster assistance recovery agencies, the information should
include both the address and the associated Assessors Parcel Number of
the damaged property.
Help develop the Deactivation Plan.
Help to assure that all appropriate forms are filed, and then help the
Planning Section Coordinator prepare the After-Action Report.
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City of Seal Beach, CaliforniaEmergency Operations Plan
PLANING / INTELLIGENCE SECTION
RESOURCES STATUS UNIT
I.Duties and Responsibilities
Keep track of city and mutual aid resources in use, requested and when
taken out of use or recalled.
Maintain equipment status reports.
Maintain EOC Resources Status Boards.
Help the Planning Section Coordinator develop the EOC Action Plan and
the Demobilization Plan.
II. Checklist:
Upon arrival at the EOC:
Sign in.
o
Don vest.
o
Review this checklist, and the checklists of the Planning Section
o
Coordinator.
Initiate and maintain your position log documenting significant
o
events and phone calls. Pass this log on to your relief with
instructions to maintain the log.
Obtain a briefing from the Planning Section Coordinator to acquire an
understanding of the situation, the priorities of the Planning Section
Coordinator and the EOC Director, and city and mutual aid resources
being used by the city.
Document the number of city: a) employees deployed; b) held in reserve,
and c) unavailable (obtain this information from the Logistics Section,
Human Resources Unit).
Document the type and quantity of city equipment being used by the city
(this information can be obtained from the Operations Section, Public
Works and Building Safety Branches).
Document the type, quantity and jurisdiction from which mutual aid
equipment is being used by the city (this information can be obtained from
the Logistics Section, City Primary Staging Unit).
Document the number of fatalities and injured persons (also identify the
city employees as a category).
Document the status and condition of city facilities, roads, and utilities
(water, sewer, electricity, natural gas, telephone, radio communications).
Document the status and condition of residential, commercial, industrial
buildings and dwelling units by number and location.
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City of Seal Beach, CaliforniaEmergency Operations Plan
Planning / Intelligence - Resource Status Continued:
Document the number and status of Care and Shelter facilities, including
the number of persons being taken care of, the services being rendered,
the federal, state and county agencies providing services, and how long
they expect to stay open to the public.
Document the location, hours of operation, and phone numbers of
federal/state Disaster Assistance Centers.
As directed by the Planning Section Coordinator, post the priority
information on the EOC Status Board.
Summarize data and information and submit it to the Planning Section
Coordinator for possible distribution to the EOC Director, the Public
Information Officer, and the other Section Coordinators.
Assist the Planning Section Coordinator in developing Action and De-
activation Plans, and the After-Action Report.
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City of Seal Beach, CaliforniaEmergency Operations Plan
PLANNING / INTELLIGENCE SECTION
TECHNICAL SPECIALIST UNIT
The Technical Specialist Unit is established when a particular expertise is
required for a given emergency situation. Typically, the technical specialists are
assigned to the field Command Post to give their technical recommendations to
the on-scene Incident Commander.
If the technical specialist is assigned to the EOC, it will be to help the
Planning Section Coordinator develop strategic EOC Action Plans for the EOC
Director.
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City of Seal Beach, CaliforniaEmergency Operations Plan
EOC -- LOGISTICS SECTION
The EOC Logistics Section is responsible for providing the EOC in
general, and the Operations Section in particular, with procurement, personnel,
communications and transportation services in accordance with the objectives
and priorities established in the EOC Action Plan, and executive decisions of the
EOC Director.
The Logistics Section is also responsible for coordinating mutual aid
requests with the Operational Area Logistics Section. Another critical
responsibility of the EOC Logistics Section is that of managing the City Primary
Staging Area and the mutual aid reporting to that staging area.
Depending on the seriousness of the incident, the Logistics Section can
be limited to just the Logistics Section Coordinator, or it can expand to include
the Logistics Section Coordinator and all of the Units. The Logistics Section is
comprised of the following five Units:
Facilities/Transportation Unit
Human Resources Unit
Communications Unit
Supply Unit
Staging Unit
Please keep in mind that the following checklists are not all inclusive.
Depending on the scope and extent of the incident, you may be required to do
much more than is outlined. The important thing to keep in mind is to maintain
your log, and to document your actions and your sources of information. It is
almost guaranteed that as soon as you pass on important information you are
going to be asked who gave the information to you, and when they gave it to you.
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City of Seal Beach, CaliforniaEmergency Operations Plan
LOGISTICS SECTION COORDINATOR
I.Duties and Responsibilities
Provide for the logistical support needs (facilities, transportation,
communications, personnel, equipment, supplies) of the City's emergency
response efforts.
Manage mutual aid requests with the Operational Area Logistics Section.
Manage the personnel and activities of the Logistics Section.
Manage the City Primary Staging Unit and the deployment of mutual aid.
Keep the EOC Director current on emergency response resource
requirements, its availability or lack thereof and its deployment.
Manage the Seal Beach Convergent Volunteer Program.
Manage both ordered and donated disaster relief supplies.
Help in the development and updating of the EOC Action Plan. Help to
develop the Deactivation and After-Action Reports.
II. Checklist
Upon arrival at the EOC:
Sign in
o
Don vest
o
Review this checklist, and the checklists for the EOC Director, and
o
the other Section Coordinators
Initiate and maintain your position log of significant events and
o
phone calls. Pass this log on to your relief with instructions to
maintain it.
Ensure that your EOC Logistics Section support staff positions are filled,
that they have signed in, are using their respective position logs, and that
their phones are operational.
Review this section, those of the EOC Director and the other Section
Coordinators.
Meet with the EOC Director and the Section Coordinators to review the
scope and magnitude of the emergency situation.
Attempt to discern the following:
The type, quantity, time and location resources, supplies,
o
equipment, transportation, communications, facilities and personnel
are needed.
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City of Seal Beach, CaliforniaEmergency Operations Plan
Logistics Section continued:
Agree on the location of the City Primary Staging Area, Care and
o
Shelter
facilities, Casualty Collection Points, helicopter landing sites, and
o
an alternate EOC.
The location of any traffic circulation problems (bridges, broken
o
water/natural gas pipelines, downed power lines).
Radio frequencies to be used by incoming mutual aid.
o
The need for cellular phones.
o
The location of field command post(s).
o
Obtain an Incident Accounting Number from the Finance Section
Coordinator.
As required, complete and send Mutual Aid Request forms to the
Operational Area Logistics Section.
Hold periodic status meetings with your staff When the EOC Director makes an
incident announcement, he will direct you to meet with your staff to determine the
implications of the incident, and to develop recommendations for his review.
Assist the Planning / Intelligence Section Coordinator in developing EOC
Action Plans and assure that logistical support requirements are provided
for at the time and location required by the EOC Action Plan.
Assure that all costs are recorded and made available to the Finance
Section Coordinator. Assist in developing and implementing the
Deactivation Plan.
Assist in the development of the After-Action Report.
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City of Seal Beach, CaliforniaEmergency Operations Plan
EOC - LOGISTICS SECTION
FACILITIES/TRANSPORTATION UNIT LEADER
I.Duties and Responsibilities
Coordinate/provide for the facilities (buildings, feeding and sleeping areas,
sanitation/shower areas) for both the EOC function and field activities (e.g.,
shelter and care).
Obtaining, tracking and maintaining (fueling) transportation services,
vehicles, equipment (trucks, tractors, cranes, bulldozers) and ground support
equipment for city and mutual aid personnel.
II. Checklist
Upon arrival at the EOC:
Sign in
o
Don vest
o
Review this checklist, and the checklists of the Logistics Section.
o
Initiate and maintain your position log of significant events and
o
phone calls. Pass this log on to your relief with instructions to
maintain the log.
Assure that the EOC facilities are operational and functional (lights work,
telephones are installed and operational, doors are open, security is being
provided, rest rooms are open). There may also be a need for a backup
generator to run the facility if electrical power is lost (at least make sure
that there are flashlights available in the EOC for night operations).
Establish and manage all necessarycomputer support to the EOC staff
and field units.
If there appears to be structural damage to the EOC building, bring it to
the attention of the City Engineer and the EOC Director. If there is a need
to transfer the EOC to another building, make arrangements for the back-
up EOC, and for transfer of needed furniture, office supplies, maps,
computers, telephones, etc.
Make arrangements for EOC janitorial services.
Through the Logistics Section Supply Unit Leader, order necessary
transportation services, vehicles, fuel, office supplies, and support
services.
Provide the Planning Section Resources Status Unit Leader status reports
on the disposition of facilities and transportation support services for
logging and posting.
Assist in developing and implementing the Deactivation Plan.
Assist in the development of the After-Action Report.
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City of Seal Beach, CaliforniaEmergency Operations Plan
EOC - LOGISTICS SECTION
HUMAN RESOURCES UNIT LEADER
I.Duties and Responsibilities
Develop EOC and Staging Area staffing assignments.
Develop staffing availability and rotation lists to ensure adequate supply of
personnel. Provide for the coordination, registration, classification, and
assignment of Disaster Service Workers and other convergent volunteers.
Ensure that injured employees receive medical attention and receive the
appropriate Workman's Compensation claims.
Thoroughly document all employee injuries, if possible take pictures of the
injuries and the incident scene.
Ensure compliance with Workman's Compensation and other related
personnel safety requirements.
Assist the Logistics Section Coordinator in developing and updating the
EOC Action Plan. Assist the Logistics Section Coordinator in developing the
Deactivation and After-Action Reports.
II. Checklist
Upon arrival at the EOC:
Sign in
Don vest
o
Review this checklist, and the other checklists of the Logistics
o
Section
Initiate and maintain your position log of significant events and
o
phone calls. Pass this log on to your relief with instructions to
maintain it.
Meet with the Logistics Section Coordinator and the other Logistics
Section Unit Leaders to review the scope and magnitude of the
emergency situation.
Attempt to discern whether or not the EOC will be fully activated and for
how long, the classification, number, time and location personnel
resources are required.
Determine which city employees are available to work in the EOC, and
which positions have been filled.
If the situation requires long term full activation of the EOC, develop
twelve (12) hour staffing schedules. Given the limited staffing of the city,
you will most likely need EOC mutual aid, particularly if you are faced with
a catastrophic situation. Recommend to the Logistics Section Coordinator
that the EOC Director authorize a mutual aid request to the Orange
County Operational Area for EOC staffing mutual aid. If the EOC mutual
aid is authorized, coordinate the request with the Liaison Officer, and the
training that of the mutual aid personnel received.
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City of Seal Beach, CaliforniaEmergency Operations Plan
Logistics Section -- Human Resources Unit continued:
Develop staffing availability and rotation lists to ensure adequate supply of
personnel.
Ensure compliance with Workmen's Compensation regulations.
Provide the Logistics Section Coordinator with six (6) hour updates on
current and projected staffing requirements and needs.
Work with the Payroll/TimekeepingUnit Leader to assure that all
personnel are keeping track of their hours.
Thoroughly document all employee injuries, if possible have pictures taken
of the injuries and the incident scene.
Assist the Logistics Section Coordinator in developing and updating the
EOC Action Plan.
Assist the Logistics Section Coordinator in developing the Deactivation
and After Action Reports.
Provide an EOC orientation briefing to all incoming relief personnel who
will be working in the EOC. The briefing is to include:
an overview of the emergency situation;
o
a short overview of EOC operations policies and procedures;
o
identification of specific job responsibilities;
o
identification of work station and co-workers, and
o
location of rest rooms, eating and sleeping areas.
o
VOLUNTEERS
The Human Resources Unit is responsible for managing all volunteers
utilized within the City of Seal Beach. During any disaster local resources
will be depleted rapidly and volunteers will be needed and welcomed. A
complete separate section has been added to the City of Seal Beach
Emergency Operations Plan Part V.This section covers the liability
issues, registration, training, etc. of volunteer personnel. Please read and
become familiar with this section, including the two reference books:They
Will Come: Post Disaster Volunteers and Local Governments. California Office
of Emergency Services, November 2001. and Disaster Service Worker Volunteer
Program – Guidance. Published by the Governor's Office of Emergency Services
and the California State Compensation Insurance Fund, April 2001.
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City of Seal Beach, CaliforniaEmergency Operations Plan
EOC - LOGISTICS' SECTION
COMMUNICATIONS UNIT LEADER
I.Duties and Responsibilities
Assign communications equipment (radios, cellular telephones, etc.).
Supervise the communications network (assign radio frequencies).
Assure that communications equipment is maintained and repaired.
Coordinate the installation and operation of EOC telephones and radio
equipment
Manage the use and deployment of the mobile command center
Coordinate the assignment and use of R.A.C.E.S. frequencies
II. Checklist
Upon arrival at the EOC:
Sign in
o
Don vest
o
Review this checklist, and the checklist of the Logistics Section.
o
Initiate and maintain your position log of significant events and
o
phone calls.
Pass this log on to your relief with instructions to maintain the log.
o
Check status of law enforcement communications and arrange for priority
repair if required.
Check to ensure that the City EOC telephones are connected and that the
City EOC to Operational Area EOC radio is turned on, functioning and
properly monitored / staffed.
Meet with the Logistics Section Coordinator and the other Logistics
Section Unit Leaders to review the scope and magnitude of the
emergency situation.
Attempt to discern whether or not the EOC will be fully activated and for
how long, as well as the number, type, time and location communications
equipment is required.
Assure that all communications equipment is signed out and tracked as to
person and location.
Provide the Logistics Section Coordinator with communications status
reports on equipment utilization and future requirements.
Recover communications equipment as soon as the deactivation of the
event is started.
When the EOC is closed, arrange to have the EOC telephones and other
computer equipment disconnected properly and stored.
Provide the Logistics Section Coordinator with reports on communications
services and equipment provided for cost documentation.
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City of Seal Beach, CaliforniaEmergency Operations Plan
Logistics Section -- Communications Unit continued:
The following is a review of the communications systems available in Orange
County.
Coordinated communications services are provided by the Sheriff's Office
(Control One) to law enforcement, fire services, hospitals, administrative
government, flood and road agencies, animal regulation, transit districts,
paramedics, and state agencies and departments.
A.Law Enforcement Communications.
The law enforcement of 800MHz trunked radio system currently provides
mobile units and hand-held radios with 78 channels, with alternate channels
accessible to dispatch centers. These channels are used for dispatch, mutual
aid, emergencies, information gathering, task force assignments, and car-to-car
communications. The channels include primarily:
The Green Channels are dedicated radio channels assigned to each city
police department of voice and digital two-way transmission between mobile
units, hand held radios, and their dispatch center. Green is comprised of three
trunked (GRN-1, GRN-2, GRN-3) and one talk-around (GRN-TA) channels.
Lifeguards can monitor GRN-1 as well as transmit from Lifeguard Headquarter
Dispatch.
The Orange Channels are shared common channels providing county-
wide radio communications between all law enforcement mobile units, hand held
radios, and dispatch centers in the county. The Orange group is composed of
nine channels, consisting of a North, a South, and numbers 1-7 for each of the
county trunked cell sites and two for the county cell site.
The Yellow Channels are used by the Orange County Sheriff-Coroner
mobile units and their dispatch center in the same way Green Channel is used by
the cities. Lifeguard Headquarter’s Dispatch can monitor and transmit on channel
Yellow-6.
The White Channel is used by all law enforcement mobile units for short
range car-to-car or hand held-to-hand held communications only.
The Purple Channel is used by mobile units and hand-held radios to
coordinate information with Control One for inquiry and retrieval of computerized
data base file information.
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Logistics Section -- Communications Unit continued:
The Red Channel is a countywide common two-way channel monitored
continuously by all dispatchers for emergency traffic and broadcast information.
This channel is usually monitored by news media stations and Control One uses
this channel to transmit SIGALERT warning messages.
B.Fire Service and EMS Communications
The Orange County Fire Authority and other fire services in Orange
County use an 800 MHz trunked radio system. City Fire Departments have the
capability to communicate on a local net or countywide basis.
The countywide Paramedic Coordinated Communications System uses
the 800 MHZ system. This system provides a communications link between the
paramedic team in the field and the assigned base hospital. Control One has
installed radio equipment at seven designated hospitals within the county. These
"base hospitals" provide medical direction and assign the hospital destination for
the patient in the care of a paramedic unit. Fire Department Charlie-6 is. equal to
Seal Beach Tan South.
C.Public Works, City Engineering
Public Works and City Engineeringutilize a simplex frequency within the
150 MHz spectrum, which has localized coverage. This system is intended for in-
city use only. Control points for this system are located at City Hall, the Public
Works facility, and the Police Department. Public Works and Engineering
personnel have access to base, mobile, and hand-held radios. The Police
Dispatch Center is able to contact Public Works on this channel. Common
frequency to Public Works and Lifeguards are all Zone One (Silver-1 for Public
Works and Aqua-1 for Lifeguards) and Tan South. Public Works and City
.
Engineering also have the ability to switch to the 800 MHZ when needed.
D. Lifeguards
Lifeguards utilize the 800 MHz trunked system on Aqua Channel. They
have the ability to communicate with Control One, Sheriff Harbor Patrol, other
lifeguard agencies, and Police Dispatch. At Lifeguard Headquarters only, they
transmit and dispatch Harbor Patrol on Yellow-6 and Police Department on
Green-1. All radios have Tan South capability.
E. Hospital Communications
Most Orange County hospitals participate in the Hospital Emergency
Administrative Radio System (H.E.A.R.). The system matches the patient's
needs with the hospital's capabilities when large numbers of patients are
involved. This network links the hospitals with emergency personnel at a Mass-
Casualty Incident (MCI) on an "as needed, day-to-day" basis.
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EOC - LOGISTICS SECTION
SUPPLY UNIT LEADER
I.Duties and Responsibilities
At the direction of the EOC Director or the Logistics Section Coordinator,
procure and allocate all emergency response supplies and equipment.
Manage any and all donated or volunteered disaster relief supplies.
Oversee the acquisition and distribution of food and other EOC supplies.
Keep track of city and mutual aid resources in use, requested and when
taken out of use or recalled.
Ensure that purchases, contracts, and accounting procedures are
completed in accordance with city, state and federal regulations and guidelines.
Keep the Logistics Section Coordinator informed on the status of all
orders.
Help the Logistics Section Coordinator develop the EOC Action Plan and
the Demobilization Plan.
II. Checklist:
Upon arrival at the EOC:
Sign in
o
Don vest
o
Review this checklist, and the checklists of the Logistics Section
o
Coordinator.
Initiate and maintain your position log documenting significant
o
events and phone calls.
Pass this log on to your relief with instructions to maintain the log.
o
Obtain a briefing from the LogisticsSection Coordinator to acquire an
understanding of the situation, the priorities of the Logistics Section
Coordinator and the EOC Director, and city and mutual aid resources
being used and required by the city.
Obtain an Incident Accounting Number from either the Logistics Section
Coordinator or the Finance Section Coordinator.
If supplies are not available from city sources, attempt to acquire them
from the private sector, either through petty cash, purchase order, or
contract purchase.
Establish Emergency Purchase Orders as required. The Finance Section
Disbursement Unit Leader will assist you in obtaining the necessary petty
cash and/or warrants. If there are any questions regarding Emergency
Purchase Orders, consult with the City Attorney in conjunction with the
Finance Section Coordinator, and Disbursement Unit Leader.
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Logistics Section – Supply Unit continued:
Work closely with Operations and Planning Sections to foresee supply
needs. Also, review the EOC Action Plan for the next operational period to
determine supply needs.
Provide necessary logistical support for emergency power and lighting,
fuel, equipment, tools etc., for the EOC and response personnel.
Be sure to document when and by whom supplies were requested, when
and to whom you submitted your order, the estimated cost and time of
arrival, and when your order did arrive.
If the supplies are being delivered to other than the EOC, notify the
requesting party of the date and time the supplies are to be delivered to
their site, the type and quantity of supplies being delivered, as well as any
items that are not available but which you are attempting to obtain for
them.
Work with the Finance Section, particularly the Disbursement Unit, to
understand how vendors are to be paid for ordered resources. Be sure to
use the Incident Accounting Number where appropriate, and make sure
that you document all of your ordering and financial transactions on your
log as well as the appropriate financial paperwork.
Remember, there will most likely be audits of the city by state and/or
federal agencies so be sure to document all of your transactions as you
make them.
Check your inventory of supplies and available storage space. Provide for
the replenishment/replacement of supplies, equipment and materials
(medical supplies, food and water, safety equipment, batteries, etc.).
If the water system is damaged, potable water may be needed by EOC,
field staff, and the public-at-large. The American Red Cross may need
assistance in obtaining potable water for their care and shelter facilities.
Water, however, may also be needed by those persons living in tents
located in their yards or in nearby parks. Thus, you may be asked by the
Shelter Coordinator to obtain not only large quantities of potable water, but
other shelter supplies (tents, stoves, tables, portable rest rooms, paper
supplies, food, clothing).
Provide the Logistics Section Coordinator with supply status reports.
Recover supplies, tools and equipment as deactivation of response is
started.
Provide the Logistics Section Coordinator with a final report on the type,
quantity and cost of supplies used by the city and mutual aid.
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LOGISTICS SECTION - STAGING UNIT
CITY PRIMARY STAGING AREA
The City Primary Staging Area will be located at the northeast corner of the
BOEING parking lot along Westminster Ave., west of Seal Beach Blvd. The
Staging Area will be a focal point for the reception and deployment of City and
mutual aid resources to the highest priority areas within the City of Seal Beach.
The City Primary Staging Area will help to achieve a number of objectives,
including:
a.Providing the City's Logistics Section a centralized location to better
manage the reception, documentation, allocation, deployment, location and recall
of city and mutual aid personnel and equipment;
b.Enabling the Logistics Section to more effectively determine the
type and quantity of public and private sector mutual aid available to the City;
c.Better enabling the Logistics Section to discern the type and
quantity of additional mutual aid resources needed through the Orange County
Operational Area and the State Office of Emergency Services Mutual Aid
Program;
d.Establishing a collection point for managing the deployment of Seal
Beach mutual aid being sent to other jurisdictions;
e.Providing a centralized location for the enrollment and marshaling
of Disaster Service Worker Volunteers Program which will be run by the Human
Resources Unit.
f.By having pre-established the City's Primary Staging Area, maps
identifying its location can be sent to those jurisdictions sending mutual aid to
Seal Beach, and
g.Establishing an audit trail for documenting costs.
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CITY PRIMARY STAGING AREA
STAGING AREA COORDINATOR'
I.Duties and Responsibilities
Manage the City Primary Staging Area operations.
To coordinate the arrival and deployment of mutual aid with the City
Logistics Section Coordinator.
To assure that all forms documenting the arrival and departure of city and
mutual aid resources are being completed.
II. Checklist
Upon arrival at the Primary Staging Area:
Sign in
o
Don vest
o
Review the checklist for the staging area.
o
Initiate and maintain your position log of significant events and
o
phone calls. Pass this log on to your relief with instructions to
maintain the log.
Report to the Logistics Section Coordinator to confirm need to activate the
City Primary Staging Area. If it must be activated, confirm the
communications to be used (cellular phone, RACES radio frequency, etc.).
Assemble your Staging Area staff.
Confirm that they have their equipment (vests, hard hats, hand held
radios, tables, chairs, cones, signs, megaphones) and supplies (forms,
pencils, clipboards, etc.).
Get the Building Safety/Damage Assessment supplies (posters,
flashlights, telephones, first aid kits, forms, pencils, clipboards, levels,
vests, hard hats). Also determine what the transportation is going to be for
the mutual aid Building Inspectors.
Set up the City Primary Staging Area.
Check to confirm that communications are operational.
Meet with Staging Area staff to review check-in procedures and to confirm
that they have their safety equipment on, and that they have their supplies
(forms, pencils).
Once the Staging Area is established, it will be your responsibility to
manage the coordination of: arriving mutual aid, their registration, the
Logistics Section Coordinator being notified of available mutual aid and
the deployment of the mutual aid to the locations established by the
Building Safety Mutual Aid
Logistics Section Coordinator. The
Coordinators
will manage Building Safety/Damage Assessment Mutual
Aid, and Public Works mutual aid assignments. They may also work in the
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Logistics Section - Staging Area Coordinator continued:
field with the Field Level Mutual Aid Coordinators in the operational
management and coordination of Building Safety/Damage Assessment and
Public Works mutual aid.
Keep track of how long mutual aid is deployed to help ensure that proper
feeding, relief and rotation is provided. As is true with all emergency
personnel schedules, twelve hour shifts will be the order of the day.
It will also be your responsibility to keep track of redeployed mutual aid in the
field. If the lending agency wants to recall their mutual aid, you must know where
they are located so that they can be notified of the recall.
Base Camp
If in your judgment, a is needed to provide a rest area and food to
response personnel, notify the Logistics Section Chief of the need, and the level
of need (number of personnel that may be using the facility, and the types of
services needed).
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CITY PRIMARY STAGING AREA
CHECK-IN UNIT LEADER
I.Duties and Responsibilities
Direct all arriving personnel and supplies to the appropriate locations in
the Staging Area. Register all arrivingmutual aid equipment and their personnel,
and direct them to the appropriate locations in the Staging Area.
II. Checklist
Upon arrival at the Primary Staging Area:
o
Sign in
o
Don vest
o
Review the checklist for the staging area.
o
Initiate and maintain your position log of significant events and
o
phone calls. Pass this log on to your relief with instructions to
maintain the log.
Personnel checking in are instructed to park their vehicle and report to the
Assignment Unit Leader in the EOC Coordination and Deployment Area.
Equipment, is to be checked in on your Staging Area Check-In Form.
Identify the type of equipment, the owner (city, county, federal, private
sector) and the driver of the equipment. Give the driver of the equipment
the Mutual Aid Registration and Assignment Form, direct him/her to fill it
out and to report with the form to the Check-In Unit Leader.
For private sector equipment, a safety check of the equipment is
completed, and their Mutual Aid Registration and Assignment Form is
initialed. **if the equipment is not safe, do not accept their services on
their equipment. Suggest that they might want to volunteer their time and
use another piece of equipment which might become available. In any
event, for safety and liability reasons, unsafe equipment is not to be
accepted. Once the Registration and Assignment Form is initialed they are
told to park their equipment in the Parking Area and report to the
Assignment Unit Leader with their form.
If fueling is required, note it on your Staging Area Check-In Form, and on
their Mutual Aid Registration and Assignment Form, and send them to the
fueling station.
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CITY PRIMARY STAGING AREA
ASSIGNMENT UNIT LEADER
I.Duties and Responsibilities
Maintain an inventory of mutual aid resources deployed, held in reserve,
and unavailable. Coordinate the deployment, re-deployment, and recall of mutual
aid resources with the EOC Logistics Section.
Issue deployment, re-deployment and recall orders to mutual aid
resources.
Assure that departing personnel sign-out, and complete and sign their
Disaster Timekeeping Forms.
II. Checklist
Upon arrival at the Primary Staging Area:
Sign in
o
Don vest
o
Review the checklist for the staging area.
o
Initiate and maintain your position log of significant events and
o
phone calls. Pass this log on to your relief with instructions to
maintain it.
Pick up a cellular phone. If one is not available, have a RACES
o
representative assigned to you.
Have the Check-In Unit Leader inventory mutual aid resources already at
the Primary Staging Area.
Have the Check-In Unit Leader distribute the Assignment Forms to the
drivers of the mutual aid equipment with instructions to fill the forms out
and submit them to you.
Have your representative from the Building Department distribute the
Mutual Aid Registration and Assignment Forms to all of the mutual aid
Building Safety/Damage Assessment personnel. Likewise, have your
representative from the Public Works Department distribute the Mutual Aid
Registration and Assignment Forms to all of the Public Works mutual aid
personnel not assigned to equipment (trucks, tractors etc.).
While the mutual aid resources inventories are being taken, contact the
Logistics Section to obtain mutual aid resource assignments.
When the mutual aid personnel have completed their Mutual Aid
Registration and Assignment Forms, check them to ensure that they are
complete.
When giving assignments, fill out the lower portion of the form and indicate
the location of their assignment on a map (copies of the city map should
be available to you along with any other supplies mutual aid personnel are
to receive).
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Logistics Section -- Assignment Unit continued:
Once the assignments have been given, note the assignments, and any
supplies issued in your log, and inform the Logistics Section of the
assignments.
Coordinate mutual aid assignments with the Field Level Prior to
redeploying mutual aid from the Staging Area, contact the Field Level
Mutual Aid Coordinator (s) and provide them with the following
information:
The name of the Mutual Aid Lead Person;
o
The number and type of personnel and equipment (keep it simple);
o
The location to which the mutual aid is being sent, and
o
Their emergency response assignment (once again try to keep it
o
simple).
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EOC FINANCE / ADMINISTRATION SECTION
The EOC Finance / Administration Section is responsible for providing
Emergency Operations Center records and reports tracking and repository,
accounting, maintaining cost records on personnel equipment and facilities time,
auditing, timekeeping, payroll, cost recovery, payments to vendors and
contractors, and compiling and submitting state and federal reimbursement
claims. It is also important that you review the Public Works Mutual Aid
Agreement because of its cost implications to the city.
The Finance Section may also assist Seal Beach commerce and non-
profit organizations with Stafford Act, CFR 44, Section 205, PL 93288
requirements. That is, they could send Assessor Parcel Numbers and addresses
to OES, and support the Disaster Assistance Centers established by FEMA and
OES.
The Finance Section is comprised of the following Units:
Accounting/Cost Unit
Disbursement Unit
Payroll/Timekeeping Unit
The Finance Section will also support federal and state disaster recovery
agencies by providing them with information which may help to facilitate the
timely provision of disaster relief services to the general public.
The Administration Section is the primary record keeper and repository of
all records for the Emergency Operations Center.
All of the message traffic and administrative paperwork that is generated
during the incident is to be directed to this Section. All of the logs completed by
any of the Sections, Branches or Teams are to be copied at the end of every 12
hour shift and delivered to the Administration Section. These logs will be kept as
a permanent record of the actions taken during the incident and they will be
utilized by the Administration Section Leader to author the After Action Report.
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EOC - FINANCE SECTION COORDINATOR
I. Duties and Responsibilities
Assure that costs associated with the incident are being documented.
Manage the personnel and accounting, payroll, timekeeping and
disbursement activities of the Finance Section.
Compile costs and manage cost recovery efforts.
Keep the EOC Director current on incident response costs, and cost
recovery activities. Help in the development and updating of the EOC Action
Plan.
Help to develop the Deactivation and After-Action Reports.
II. Checklist
Upon arrival at the EOC:
Sign in
o
Don vest
o
Review this checklist, and the checklists for the EOC Director, and
o
the other Section Coordinators.
Initiate and maintain your position log of significant events and
o
phone calls. Pass this log on to your relief with instructions to
maintain the log.
Ensure that your EOC Finance Sectionsupport staff positions are filled,
that they have signed in, are using their respective position logs, and that
their phones are operational.
Meet with your Unit Leaders to review their duties and responsibilities and
the daily summery information needed from them for submission to the
EOC Director.
Obtain an OES Incident Account Number, and use it on all OES and
FEMA claims.
Establish special incident accounts and cost centers accounts for city and
mutual aid emergency related personnel, supplies, equipment, and
facilities expenditures.
Establish time sheets and submission procedures for all city, mutual aid,
and Disaster Service Workers.
Coordinate with the Logistics Section Coordinator to ensure that the
appropriate accounts and proper authorizations are being applied on all
equipment, supply and services contracts, and that an audit trail is
established for subsequent use when filling out state and federal
reimbursement claims.
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Finance Section continued:
Hold periodic status meetings with your staff When the EOC Director makes an
incident announcement, he will direct you to meet with your staff to determine the
implications of the incident, and to develop recommendations for his review.
Provide payment to contractors and vendors.
Track expenditures and funds available. If expenditures may exceed
specific accounts, funds, or the City's budget allocations, develop
recommended actions for review and consideration of City Manager and
the City Council.
Public Assistance programs related to damaged public facilities (public buildings,
sewer and water facilities, roads, bridges, public schools, etc.), and operational
costs (search and rescue, medical care, emergency shelter, feeding, relief and
rehabilitation) are outlined in the State Disaster Assistance Procedures Manual.
This manual includes the necessary application procedures and forms, and can
be obtained from OES.
Review state and federal public assistance programs being provided at
the Disaster Assistance Centers to determine if there is any information, or
services the city can provide to either state and federal agencies, or to
Seal Beach citizens to facilitate the assistance/recovery program.
Help in the development and updating of the EOC Action Plan.
Help to develop the Deactivation Plan and the After-Action Report.
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EOC - FINANCE / ADMINISTRATION SECTION
ACCOUNTING/COST UNIT LEADER
I.Duties and Responsibilities
Tracking receipts, contracts, payments.
Tracking authorized costs, managing billing, invoice payments and
accounts receivable. Compiling damage related cost records and financial
claims. Compiling damage assessment information.
Developing cost projections for use in monitoring budget modification
requirements. Developing cash flow/cost/contract status reports for use by the
Finance Section Coordinator.
II. Checklist
Upon arrival at the EOC:
Sign in
o
Don vest
o
Review this checklist, and the checklists of the Finance Section.
o
Initiate and maintain your position log of significant events and
o
phone calls. Pass this log on to your relief with instructions to
maintain the log.
Meet with the Finance Section Coordinator for the purpose of establishing
the cost accounting policies and procedures for tracking, documenting and
reporting emergency related costs.
Obtain the OES Incident Account Number for the Finance Section
Coordinator. Use this account number when submitting cost recovery
state and federal claims to OES.
Once you have established the accounting system to be used in the EOC
and the City Primary Staging Area, develop a pamphlet of Emergency
Response Accounting Policies and Procedures to the Finance Section
Coordinator for distribution and use throughout the EOC. This pamphlet
should simply outline:
The accounting documentation procedures they are to use in
o
recording costs associated with ordering supplies, personnel,
equipment etc.
Authorizations required for the expenditure of city funds.
o
Cost center account numbers they are to use on payroll sheets,
o
purchase requests, contracts etc.
A listing of any city/state/federal/Red Cross accounting forms they
o
are to use for particular purposes.
Type, frequency, and form of accounting information they are to
o
submit to you.
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FINANCE / ADMINISTRATION SECTION
ACCOUNTING/COST UNIT continued:
On a daily bases, review/audit the accounting procedures being used by
EOC personnel to identify misunderstandings, non-compliance, or needed
changes that will simplify the data documentation and collection process.
Notify the Finance Section Coordinator of any irregularities identified.
Establish individual files for contracts and maintain detailed records for
each contract.
Ensure security of the financial system and its records.
Prepare/revise detailed costing of all services provided by the City and
mutual aid.
Assist in developing the After-Action Report for the Finance Section.
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EOC – FINANCE / ADMINISTRATION SECTION
DISBURSEMENT UNIT LEADER
I.Duties and Responsibilities
Provide for the authorized disbursement of city funds.
Maintain a signature list of persons authorized to sign petty cash requests.
Maintain a record of all disbursed funds.
II. Checklist
Upon arrival at the EOC:
Sign in.
o
Don vest.
o
Review this checklist, and the checklists of the Finance Section.
o
Initiate and maintain your position log of significant events and
o
phone calls. Pass this log on to your relief with instructions to
maintain the log.
Meet with the Finance/Administration Section Coordinator to confirm cash
and warrant disbursement policies and procedures to be used during EOC
activation.
Maintain accurate records of all disbursements.
Provide the Finance Section Coordinator with an accounting of all the
disbursements made by you during your shift.
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EOC – FINANCE / ADMINISTRATION SECTION
PAYROLL/TIMEKEEPING UNIT LEADER
I.Duties and Responsibilities
Maintain payroll and timekeeping documents for all city employees and
Disaster Service Workers.
Maintain EOC Sign-in Sheets.
Maintain staffing list for each shift of the EOC and the Primary Staging
Area.
II. Checklist
Upon arrival at the EOC:
Sign in.
o
Don vest.
o
Review this checklist, and the checklists of the Finance Section.
o
Initiate and maintain your position log of significant events and
o
phone calls.
Give your log to your relief to maintain until relieved.
o
Control and manage Disaster Timekeeping for the City of Seal Beach.
Meet with the Finance Section Coordinator to confirm payroll and time
sheet policies and procedures to be used during EOC activation.
Check with Account/Cost Unit Leader and obtain a listing of cost account
and cost center codes you should be using.
Distribute Disaster Timekeeping forms to all personnel within the EOC.
Give forty to fifty Disaster Timekeeping forms to the City Primary Staging
Area Coordinator.
At the end of each shift, collect/pickup all of the Sign-in sheets and
Disaster Timekeeping forms, and replace them with new ones. These
forms will be used to help establish city and mutual aid personnel and
equipment costs. These forms will also be used to help develop a
chronology of response event for inclusion in the After-Action Report.
Maintain a shift staffing list for the EOC and the Primary Staging Area.
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Introduction Hazard Assessment
PURPOSE
Part III provides a Hazard Assessmentof ten catastrophic type hazards
that can happen in or near Seal Beach. Following each of the hazard discussions
is a listing of response issues to be used in combination with the checklists
located in Part II of this plan. The checklists in Part II are Emergency Operations
Center specific, while the information in Part III is hazard specific.
HAZARD ASSESSMENT
Background
The most likely event causing widespread damage in Seal Beach, and a
full activation of the Emergency Operations Center, is a storm with lowland
flooding and high tides.
The hazards listed below are not the "normal" day-to-day hazardous
situations being addressed by the Police and County Fire Departments. These
specific hazards are of major to catastrophic proportions requiring the
coordinated efforts of multiple city departments, and potentially multiple
jurisdictions from throughout the county, region or even the state.
Included within each of the following sections is a listing of operational
issues members of the Emergency Operations Center will most likely have to
address when dealing with that particular type of hazard. The hazards covered
are:
1. Fires and/or Explosions
2. Hazardous Chemical Spills
3. Flooding/Coastline Damage
4. Riots and Civil Disturbances
5. Tornados
6. Aircraft Accidents
7. Marine Oil Spills
8. Earthquakes
9. Tsunami
10. War / Nuclear Accident / Terrorism
EOC staffing and responsibilities will be impacted by: (a) the nature and
scope of the incident; and (b) the organization selected by the Field Incident
Commander. However it is prudent to "over-staff' when first opening the EOC.
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FIRE AND/OR EXPLOSION RESPONSE
BACKGROUND
There is always the risk of fires and explosions; on our streets, in our
industrial plants, in our stores, and in our homes. If in the opinion of the Police
Department a major fire and/or explosion results in a significant lose of life,
numerous casualties, or extensive property damage requiring multi-
jurisdictional/functional response coordination, the Police Department, or the
Orange County Fire Authority, is to request activation of the City's Emergency
Operation Center (EOC).
Upon receipt of such an EOC activation request, the City's Emergency
Management Council (the EOC Director and the four Section Coordinators) shall
meet, review the scope and magnitude of the situation, and determine the
appropriate level (most likely Level I or II) of EOC activation required.
FIRE AND/OR EXPLOSION RESPONSE ISSUES
For a large fire, the EOCmayhave to be activated to a Level II. The role
of the EOC Director will be limited to monitoring the situation, keeping the City
Council Members advised of pertinent information, and assuring that city support
is being given to the Fire Authority.
If a Local Emergency is required, either request the City Council to meet in
emergency session to make a Declaration of Local Emergency, or if time is of the
essence, declare a Local Emergency and notify the City Council.
Meet with the Section Coordinators to assure that they have assigned
representatives to the Fire Authority Incident Command Post.
Operations Section Coordinator
Meet with the Law Enforcement Branch Director to determine whether or
not an Incident Command Post / Disaster Field Office has been established. If it
has been established, determine the level of city support needed at the Incident
Command Post / Disaster Field Office. If support is required, meet with your
Branch Directors, review their respective support responsibilities, and deploy as
required.
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Law Enforcement Branch Director Responsibilities:
Meet with the Incident Command Post Liaison Officer to obtain a situation
briefing on the current conditions and actions being taken. The Liaison Officer will
make arrangements for you to meet with the On-Scene Incident Commander, the
Operations Section Chief, the Law Enforcement and Traffic Control Branch
Director, and the Movement Unit Leader. In cooperation with the Fire Authority
Incident Commander and the Law Enforcement Branch Director, the Seal Beach
Police Department will provide for the following coordination and support:
1.Participation in the Unified Command during emergency and post-
emergency periods;
2.Perimeter security during emergency and post-emergency periods;
3. Crowd control;
4. Traffic control;
5.Evacuation and relocation of evacuees to a secure location;
6. Criminal investigationincluding: determination if the incident is a
crime scene, providing crime scene documentation, and initiating arrest
procedures.
Public Works Branch Director Responsibilities:
Meet with the Incident Command Post Liaison Officer to obtain a situation
briefing on the current conditions and actions being taken. The Liaison Officer
may make arrangements for you to meet with the On-Scene Incident
Commander, the Operations Section Chief and the Construction and Engineering
Branch Director. Your objective is to determine their public works support
requirements and to establish coordination protocols. You may be asked to
provide the following support services:
1. Providing city equipment and personnel for emergency containment of
water and waste. If you are not able to provide such support, advise them that
they will have to provide for such support through their own resources, or mutual
aid.
2. Providing traffic control barricades and their placement.
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Building Safety Branch Director Responsibilities:
Meet with the Incident Command Post Liaison Officer to obtain a situation
briefing on the current conditions and actions being taken. The Liaison Officer
may make arrangements for you to meet with the On-Scene Incident
Commander, the Operations Section Chief, the Construction and Engineering
Branch Director, the Utilities Unit Leader and the Facilities Unit Leader. Your
objective is to determine their building safety support requirements and to
establish coordination protocols.
Shelter Services Branch Director Responsibilities:Meet with the Incident
Command 'Post Liaison Officer to obtain a situation briefing on the current
conditions and actions being taken. The Liaison Officer may make arrangements
for you to meet with the On-Scene Incident Commander, the Operations Section
Chief, the Care and Shelter Branch Director, and the American Red Cross. Your
objective is to determine their care and shelter support requirements, support
their needs, and to establishcoordination protocols.
ORANGE COUNTY FIRE AUTHORITY RESPONSIBILITIES
Providing First Responders, determine if an emergency exists, notify the
appropriate agencies, and summon a higherlevel of response when on-scene
resources are not adequate.
Initiating defensive operations including: control and extinguishing fires,
isolating the area, denying entry, attempting identification of the explosive
material, containing any further release/explosions.
Summoning a Hazardous Materials Response Team when it is necessary
to conduct offensive operations within the contaminated area (Hot Zone) forthe
purpose of controlling, minimizing, or eliminating the hazards to people, property,
or the environment.
Coordinating evacuation activities in threatened areas with the Seal Beach
Police Department.
Conducting evacuation of threatened areas or areas subject to imminent
contamination from smoke/vapors gases where respiratory protection may be
necessary.
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ORANGE COUNTY FIRE Cont’d:
Establishing safe refuge area forvictims evacuated from the hot zone and
evaluating the victims forpotential contamination.
Providing on-scene decontamination of victims prior to treatment, and
preventing the spread of contaminants.
Providing primary pre-hospital careforinjured persons.
Providing emergency response personnel, on-scene at a hazardous
materials emergency with access to the hazardous materials business inventory
statements administered by the Hazardous Materials Disclosure Officer (HMDO)
as required by Health and Safety Code Chapter 6.95.
Assisting in notifying the general public.
Documenting incident activity related to hazardous materials emergencies.
Assisting law enforcement, as needed, in traffic control activities.
Assisting law enforcement on-site perimeter access control.
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HAZARDOUS CHEMICAL SPILL RESPONSE
BACKGROUND
The City of Seal Beach planned responses to radiological and hazardous
chemical release conditions are provided for in the Orange County Hazardous
Materials Area Plan. A copy of this Plan is on file with the Police Department.
You should refer to the Area Plan for detailed response information. Hazardous
Material events are lead by Orange County Fire Department.
The City of Seal Beach contracts for fire services, including hazardous
chemical spill response,from the Orange County Fire Authority. In accordance
with the Orange County Hazardous Materials Area Plan and fire services
contract provisions, the Fire Authority provides two levels of hazardous chemical
spill response capabilities: First Responder and Hazardous Materials Response
Team.
The First Responder group provides defensive operations at a safe
distance from the release to protect the public, the environment and property.
The Hazardous Materials Response Team has the responsibility for stopping and
controlling the hazardous materials release.
The Fire Authority will respond to day-to-day situations and extraordinary
radiological and chemical related on and off-roadway emergencies (hazardous
chemical spills taking place on the freeways shall be managed by the California
Highway Patrol).
Fire Authority personnel responding to hazardous materials incidents are
trained to meet the capabilities of hazardous materials response defined in Title
19 CCR 2500. These capabilities include: First Responder-Awareness Level,
First Responder-Operations level, Hazmat Technician Level and Specialists
Level. Training records for Fire Authority employees are documented each month
using job analysis code numbers. These records are maintained by the Fire
Authority Training Officer for each employee.
CITY OF SEAL BEACH - RISK
The City of Seal Beach does have a hazardous chemical materials
incident risk because of its proximity to the Long Beach and San Diego Freeways
to the north, and industrial/commercial chemical users within its boundaries. The
Orange County Fire Authority manages the state's right to know program (Health
and Safety Code, Section 25502). In accordance with that program, the Fire
Authority notifies the city of companies within its boundaries storing, transporting,
using and recovering hazardous chemicals. This information is filed with the
Police Department.
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SEAL BEACH CITY HAZARDOUS CHEMICAL SPILL SUPPORT
SERVICES
If the emergency situation requires the coordination of multiple city/county
organizations and agencies, and/or the evacuation of citizens from their homes,
schools, or their places of employment etc., the Seal Beach Emergency
Operations Center will be activated. The Fire Authority will establish an Incident
Command Post / Disaster Field Office (Disaster Field Offices are established
when there is an activation of state and federal response agencies and
departments) to provide full ICS Unified Command and Control.
Accordingly, the City EOC will be activated at a lower staffing level, and
will provide the Incident Command Post with limited operations and logistics
support City representatives will be assigned to the Fire Authority Incident
Command Post as required
HAZARDOUS SPILL RESPONSE ISSUES
EOC Director
The role of the EOC Director will be limited to monitoring the situation,
keeping the City Council Members advised of pertinent information, and assuring
that city support is being given to the Fire Authority.
If a Local Emergency is required, either request the City Council to meet in
emergency session to make a Declaration of Local Emergency, or, if time is of
the essence, declare a Local Emergency and notify the City Council.
Meet with the Section Coordinators to assure that they have assigned
representatives to the Fire Authority Incident Command Post.
Operations Section Coordinator
Meet with the Law Enforcement Branch Director to determine whether or
not an Incident Command Post / Disaster Field Office has been established, and
if it has been established, the level of city support needed at the Incident
Command Post / Disaster Field Office. If support is required, meet with your
Branch Directors, review their respective support responsibilities, and deploy as
required.
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Hazardous Chemical Spills are not only a threat to those in the immediate
vicinity of the spill, but also to thosedown wind of a spill emitting a plum to the
atmosphere:
At the first sign of respiratory problems. the public should be instructed by
the Fire Authority to either close all windows and stay in doors. or to evacuate. If
the Fire Authority or the County Health Officer determines that evacuation is
required. the Police Department is to pay particular attention to evacuating: the
handicapped. the infirmed and school children.
If there is a hazardous chemical spill close to a school. hospital. nursing:
home. or a mobile home park. check with the Field Incident Commander to see if
they could use your help in notifying the appropriate authorities of these facilities
at once.
It will be important to maintain unrestricted ingress/egress near such
priority facilities for both emergency vehicles, and the expeditious evacuation of
the area. Because there may be persons without transportation, it is advisable to
contact the Transit District and request that they send transportation to evacuate
handicapped and other persons.
Law Enforcement Branch Director Responsibilities
Meet with the Incident Command Post Liaison Officer to obtain a situation
briefing on the current conditions and actions being taken. The Liaison Officer will
make arrangements for you to meet with the Incident Commander, the
Operations Section Coordinator, the Law Enforcement and Traffic Control
Coordinator, and the Movement Coordinator. In cooperation with the Fire
Authority Incident Commander and the Law Enforcement Coordinator, the Seal
Beach Police Department will provide for the following coordination and support:
Participation in the Unified Command of hazardous materials incidents
during emergency and post-emergency periods;
Provide hazmat site perimeter security during emergency and post-
emergency periods;
Crowd control;
Traffic control;
Evacuation and relocation of evacuees to a secure location;
Criminal investigation including: determination if the incident is a crime
scene, providing crime scene documentation, and initiating arrest procedures.
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Public Works Branch Director Responsibilities
Meet with the Incident Command Post Liaison Officer to obtain a situation
briefing on the current conditions and actions being taken. The Liaison Officer will
make arrangements for you to meet with the On-Scene Incident Commander, the
Operations Section Coordinator and the Construction and Engineering
Coordinator. Your objective is to determine their public works support
requirements and to establish coordination protocols.
You may be asked to provide the following support services:
Providing city equipment and personnel for emergency containment of
water and waste. If you are not able to provide such support, advise them that
they will have to provide for such support through their own resources, or mutual
aid.
Providing traffic control barricades and their placement.
Coordinating with sewage disposal district to close down or otherwise
isolate contaminated drainage facilities.
Building Safety Branch Director Responsibilities
Meet with the Incident Command Post Liaison Officer to obtain a situation
briefing on the current conditions and actions being taken. The Liaison Officer will
make arrangements for you to meet with the On-Scene Incident Commander, the
Operations Section Coordinator, the Construction and
Engineering Coordinator, the Utilities Coordinator and the Facilities
Coordinator.Your objective is to determine their building safety support
requirements and to establish coordination protocols.
Shelter Services Branch Director Responsibilities
Meet with the Incident Command Post Liaison Officer to obtain a situation
briefing on the current conditions and actions being taken. The Liaison Officer will
make arrangements for you to meet with the On-Scene Incident Commander, the
Operations Section Coordinator, the Care and Shelter Coordinator, and the
American Red Cross. Your objective is to determine their care and shelter
support requirements, support their needs, and to establish coordination
protocols.
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ORANGE COUNTY FIRE DEPARTMENT RESPONSIBILITIES
Providing First Responders who are trained to assess the degree of
hazard, determine if an emergency exists, notify the appropriate agencies, and
summon a higher level of response when on-scene resources are not adequate.
In coordination with the Orange County Health Care Agency/Hazardous
Waste Section, identify the responsible party and inform them of their financial
responsibility for mitigation (such coordination shall also include the Seal Beach
Police Department).
Referring non-emergency releases to the appropriate agencies.
Initiating defensive operations at hazardous materials emergencies
including: isolating the area, denying entry, attempting identification of the
material, containing the release from asafe distance, controlling run-off, and
preventing exposures.
Summoning a Hazardous Materials Response Team when it is necessary
to conduct offensive operations within the contaminated area (Hot Zone) for the
purpose of controlling, minimizing, or eliminating the hazards to people, property,
or the environment.
Coordinating evacuation activities in threatened areas with the Seal Beach
PD.
Conducting evacuation of contaminated areas or areas subject to
imminent contamination where respiratory protection for workers may be
necessary.
Establishing safe refuge area for victims evacuated from the hot zone and
evaluating the victims for potential contamination.
Providing on-scene decontamination of victims prior to treatment, and
preventing the spread of contaminants.
Providing primary pre-hospital care for injured persons.
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OCFD RESPONSIBILITIES Cont’d:
Providing emergency response personnel, on-scene at a hazardous
materials emergency with access to the hazardous materials business inventory
statements administered by the Hazardous Materials Disclosure Officer (HMDO)
as required by Health and Safety Code Chapter 6.95. Documenting incident
activity related to hazardous materials emergencies.
Assisting in notifying the general public.
Assisting law enforcement, as needed, in traffic control activities.
Assisting law enforcement in site perimeter access control.
DISPOSAL FACILITIES
should not
In the event of a hazardous spill Seal Beach Emergency Staff
request haz-mat disposal the Fire Authority Incident Commander will have his
Logistics Section Coordinator arrange for needed recovery/recycling services.
County of Orange Health Care Agency can also provide assistance for waste
disposal.
ENVIRONMENTAL HEALTH DIVISION/HAZARDOUS MATERIALS MANAGEMENT
SECTION
STAFF EMERGENCY ON-CALL LIST
For emergency incidents related to hazardous materials, hazardous waste, medical
waste and solid waste.
OnCallpager(714)490-8784 USE THIS PAGER AT ALL TIMES TO
CONTACT THE EH HAZ MAT ON CALL STAFF.
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FLOODING / COASTLINE DAMAGE
BACKGROUND
According to the Federal Emergency Management Agency's Flood
Insurance Rate Map, the City of Seal Beach is not prone to flooding (Map
Number 06059-COOOO, November 3, 1993).
There is potential flooding, however, from four potential sources: (1) heavy
rains in a short period of time causing localized short term limited flooding; (2)
overflow of the Rossmoor Storm Channel, (3) failure of either the County Flood
Control District, or City water pump stations, and (4) 100-year regional floods
with average local depthsof less than 1 foot.
If there is a need for regional evacuationdue to regional flooding, the city
will coordinate its efforts with those of neighboring cities and the Orange County
Operational Area. Evacuation routeswill be developed in cooperation with the
Orange County Sheriffs Office and the California Highway Patrol.
There are six potential flooding areas within Seal Beach, they include:
West Old Town: Main Street, First Street and Pacific Coast Highway.
East Old Town: Main Street, Pacific Coast Highway, Surfside and Ocean.
Hill, Cove and Leisure World Areas: Westminster Blvd., Seal Beach Blvd.,
Pacific Coast Highway and the San Gabriel River.
College Park East: The northern city limits at the Joint Forces Training
Base, easterly city limits at Garden Grove, 1-405, and Seal Beach Blvd.
College Park West: The San Gabriel River, 1-405, and SR-22.
The City of Seal Beach Coastline.
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PRE-STORM ACTIVITIES
Upon notification of potential storms by the Orange County Flood Control
District or daily weather forecasts, the following actions can be taken depending
on the size and scope of the incident:
The Public Works and Lifeguard Department Operations Centers (DOC)
will be activated by the Public Works Director.
Reverse 911 will be activated to relay up to date storm information.
The Maintenance Service Manager will serve as the Public Works Division
Field Manager and will manage all public works operations. The Lifeguard
Captain shall manage the Lifeguard Division.
Within their Divisions these Division Supervisors can/shall:
Obtain a briefing from the EOC Director if EOC activated;
Review assignments and safety procedures with subordinates;
Coordinate activities with adjacent Divisions;
If activated, keep the Public Works and Marine Safety Branch Chiefs
informed of situation and resources status, hazardous situations and
significant events;
Resolve tactical assignments and logistics problems, and Maintain
Division Logs.
Each Division can/shall perform pre-storm inspections to include:
Assuring that adequate traffic control devices, cleaning and repair tools,
sandbags, functional communications devices and first aid kits are on
each truck;
Placing flooding/high tide signing at known problem areas;
Checking all catch basins for debris and taking appropriate action;
Checking storm drain pumps for proper operation;
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Pre-Storm Inspections Cont’d:
Inspecting downstream County or State facilities and reporting
potential problems to the proper authority;
Making sandbags available to the community at the City Yard, at the
First Street Beach Parking Lot, at the Seal Beach Boulevard Landing
th
Gate, Lifeguard Headquarters, and the 8 St Municipal Parking Lot.
Inspecting street and park areas and removing trash and landscape debris
which could potentially clog catch basin openings;
Performing windshield surveys of adjacent private properties for potential
debris items and reporting potential problems to the DOC Director;
Checking coastline erosion situation,( Dolphin St through 13th street, and
western most point of Surfside last 100 yards of "A" row houses);
Checking water height between the berms and Seal Way, and between
10th and 12th streets;
Checking pier structural integrity. This is to include retracting and securing
the pier boat ramps;
Assuring that there is electrical power to Lifeguard Headquarters, and
Assessing the need to close the pier to the public.
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Once the pre-storm inspections are under way, the DOC Directors
can/shall:
Notify the Public Works Director (the EOC Public Works Branch
Coordinator if the EOC has been activated) that pre-storm inspections are
underway, and provide updates as to progress and potential problems;
Coordinate with County or State authorities, as necessary, to notify
them and the Public Works Director (the EOC Public Works Branch
Coordinator if the EOC has been activated) of actual or potential problems
with their facilities;
Direct Division Supervisors to notify private property owners that have
potential debris problems which need their attention, and
Assign additional Task Forces/personnel to Divisions as needed to correct
identified problems.
STORM ACTIVITIES
During the storm, the following action items can/shall be performed:
From the EOC, the Public Works Director shall monitor and coordinate
departmental response with the Public Works Departmental Operations
Center (DOC).
Public Works Task Forces will clean debris and inspect drainage facilities
for damage or overflow.
The Public Works Division Supervisor will notify the Public Works Director
(the EOC Public Works Branch Coordinator if the EOC has been
activated) when road rights-of-way are closed due to flooding conditions
(unsafe travel or potential vehicle wake damage prevention).
Task Forces will be re-deployed as necessary by the Public Works
Division Supervisor;
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STORM ACTIVITIES CONTINUED
If mutual aid is required, the Supervisor will notify the Public Works
Director (the EOC Public Works Branch Coordinator if the EOC has been
activated), indicating:
a.the nature and scope of the mission to be assigned to the mutual
aid;
b.the number of personnel needed, and the number and type of
equipment needed,
c.the staging area to which the mutual aid is to report.
The Public Works Division Supervisor will establish a staging area for the
reception and assignment of mutual aid if it is requested.
POST -STORM ACTIVITIES
At the conclusion of the storm event, the following action items can/will be
performed:
Debris on public rights-of-way will be cleaned and all flood
control/drainage facilities will be inspected for damage;
Traffic control devices will be removed from the roadways as flood waters
recede;
Emergency repairs will be made. Long term repairs will be scheduled for
future correction;
Response units will be re-supplied in preparation for the next storm event,
and
In cooperation with the Finance Officer, all costs will be determined and
documented.
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RIOTS AND CIVIL DISTURBANCES
BACKGROUND
Riots can be localized spontaneous occurrences following a High School
football game, to regional social-economic eruptions spilling over into Seal
Beach. Localized spontaneous rioting should be short lived, and responsive to a
timely deployment of massive law enforcement mutual aid.
Unless there is wide-spread looting and property damage, there should be
little need for EOC activation for these "spontaneous riots."
For regional rioting, in addition to a massive law enforcement response,
preemptive measures...in particular traffic control...should be considered.
The EOC should be activated to a Level III if regional rioting is anticipated
or is a reality.
The following response measures should be considered:
Residential areas of the community can be protected by placing a maze of traffic
barriers near intersections to help restrict rapid drive-through shootings.
Strategically placed volunteers equipped with two-way radios can notify police of
potential vandalism and looting.
If there is damage to commercial or industrial buildings, recovery actions could
include those identified for earthquakes (rubble removal, expeditious handling of
building permits, reduction of fees).
The Public Information Officer should coordinate with the Orange County
Operational Area and the Orange County Sheriffs Office when developing press
releases for the news media.
If dwelling units are damaged or destroyed, the American Red Cross may be
needed for care and shelter/relocation services.
If there is mayhem in the city, after action activities may include mutual aid
requests of the Orange County Health Care Agency's Mental Health Department
in obtaining mental health services for adults and children.
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TORNADOS
BACKGROUND
While California does not experience the powerful tornados of Kansas and
its neighboring states, destructive tornados have touched down without warning
in Orange County. There have been 12 recorded Tornados in the State of
California between January – June 2005. While there has been tornado
damage in Orange County, it was limited, and activation of the County EOC was
not required.
TORNADO RESPONSE ISSUES
maybe required. If extensive support is required,
Level I EOC activation
activate to a Level II with minimum staffing.
EOC Director
The role of the EOC Director will be limited to monitoring the situation,
keeping the City Council Members advised of pertinent information, and assuring
that city support is being given to the Fire Authority.
If a Local Emergency is required, either request the City Council to meet in
emergency session to make a Declaration of Local Emergency, or, if time is of
the essence, declare a Local Emergency and notify the City Council.
Meet with the Section Coordinators to assure that they have assigned
representatives to the Fire Authority Incident Command Post.
Operations Section Coordinator
Meet with the Branch Directors to determine whether or not an Incident
Command Post is being established. If a Command Post is being established,
determine the level of support they may need from the EOC.
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Law Enforcement Branch Director Responsibilities:
Meet with the Incident Command Post Liaison Officer to obtain a situation
briefing on the current conditions and actions being taken. The Liaison Officer will
make arrangements for you to meet with the On-Scene Incident Commander, the
Operations Section Coordinator, the Law Enforcement and Traffic Control
Coordinator, and the Movement Coordinator.
In cooperation with the Fire Authority Incident Commander and the Law
Enforcement Coordinator, the Seal Beach Police Department will provide for the
following coordination and support:
Participation in the Unified Command during emergency and post-
emergency periods;
Provide tornado impact area perimeter security during emergency and
post-emergency periods;
Crowd control;
Traffic control;
Evacuation and relocation of evacuees to a secure location;
Public Works Branch Director Responsibilities:
Meet with the Incident Command Post Liaison Officer to obtain a situation
briefing on the current conditions and actions being taken. The Liaison Officer will
make arrangements for you to meet with the Incident Commander, the
Operations Section Coordinator and the Construction and Engineering
Coordinator. Your objective is to determine their public works support
requirements and to establish coordination protocols.
You may be asked to provide the following support services:
Providing city equipment and personnel for emergency
containment of water and waste. If you are not able to provide such
support, advise them that they will have to provide for such support
through their own resources, or mutual aid. Providing traffic control
barricades and their placement;
Coordinating with sewage disposal district to close down or
otherwise isolate contaminated drainage facilities.
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Building Safety Branch Director Responsibilities:
Meet with the Incident Command Post Liaison Officer to obtain a situation
briefing on the current conditions and actions being taken. The Liaison Officer will
make arrangements for you to meet with the On-Scene Incident Commander, the
Operations Section Coordinator, the Construction and Engineering Coordinator,
the Utilities Coordinator and the Facilities Coordinator.
Your objective is to determine their building safety support requirements
(building safety/damage assessmentmay be required), and to establish
coordination protocols.
Shelter Services Branch Director Responsibilities:
Meet with the Incident Command
Post Liaison Officer to obtain a situation briefing on the current
conditions and actions being taken. The Liaison Officer will make
arrangements for you to meet with the On-Scene Incident Commander, the
Operations Section Coordinator, the Care and Shelter Coordinator, and the
American Red Cross.
Your objective is to determine their care and shelter support
requirements, support their needs, and to establish coordination protocols.
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TORNADO EMERGENCY CHECKLIST
Notify Orange County Fire Authority.
Have Police units drive through the area to determine:
geographic area damaged
extent of damage
location of downed power lines
amount of debris in the streets.
If there is extensive damage:
Declare a Local Emergency.
Close roads leading into the area.
Contact utilities and notify them of downed power line locations.
Patrol damaged area to prevent looting.
If there is extensive debris, contact Orange County Operational Area for
Public Services Mutual Aid in the form of equipment and personnel.
You may also want to give a direct call to EMA Public Works at the Kettela
Yard and:
inform them of your situation,
the fact that a Local Emergency has been declared,
that you have contacted and notified the County Emergency
Management Division requesting Public Works mutual aid, and
then tell them of your needs:
by type and number of equipment,
the location they are to report to,
the person they are to report to,
and the estimated amount of time they will be needed.
Contact the American Red Cross, Orange County Chapter, and
notify them of the incident and request their relocation assistance. If the
damage is so extensive that a care and shelter facility may be needed,
send a radioed vehicle over to the closest shelter facility to determine its
availability.
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AIRCRAFT ACCIDENT RESPONSE
BACKGROUND
Aircraft accidents in Seal Beach can result from aircraft experiencing
trouble while attempting to land or depart the Joint Forces Training Base, or from
mid-air collisions between aircraft flying over or near Seal Beach as they
approach Long Beach Airport, or as they fly along the 405 Freeway between
Orange County and Long Beach Airports.
AIRCRAFT ACCIDENT RESPONSE ISSUES
Depending on the number of fatalities/injuries and the area damaged by
the aircraft, a Level I or II EOC activation may be required.
The Police Department will handle the crash site(s) as they would any
other fire scene, i.e., establish perimeter control, crowd control, traffic control
(traffic control is going to be important as there are going to be a significant
number of fire equipment, paramedics, ambulances and news media converging
on the area).
If either one or both of the aircraft broke up in the air, it will not only be
necessary to secure the impact sites, but to search the area to identify the
location of aircraft parts and human remains. Care should be taken to ensure that
members of the public are not allowed to walk off with aircraft debris.
If one or more of the aircraft involved in the accident is a military aircraft,
contact the Joint Forces Training Base and request site security and search
assistance at once.
To the extent that staffing allows, witnesses should be identified and
asked where they were when they saw the crash in the air and on the ground,
and what the saw. This informationalong with their name, address and phone
number should then be given to federal authorities when they arrive on scene.
EOC Director
The role of the EOC Director will be limited to monitoring the situation,
keeping the City Council Members advised of pertinent information, and assuring
that city support is being given to the Fire Authority.
If a Local Emergency is required, either request the City Council to meet in
emergency session to make a Declaration of Local Emergency, or, if time is of
the essence, declare a Local Emergency and notify the City Council.
Meet with the Section Coordinator to assure that they have assigned
representatives to the Fire Authority Incident Command Post.
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Operations Section Coordinator
Meet with the Branch Directors to determine the level of support needed at
the Incident Command Post / Disaster Field Office. If support is required, meet
with your Branch Directors, review their respective support responsibilities, and
deploy as required.
Law Enforcement Branch Director Responsibilities:
Meet with the Incident Command Post Liaison Officer to obtain a situation
briefing on the current conditions and actions being taken. The Liaison Officer will
make arrangements for you to meet with the On-Scene Incident Commander,
and the Operations Section Coordinator.
In cooperation with the Fire Authority Incident Commander, the Seal
Beach Police Department will provide for the following coordination and support:
1.Participation in the Unified Command during emergency and post-
emergency periods;
2.Provide crash site perimeter security during emergency and post-
emergency periods;
3. Crowd control;
4. Traffic control;
5.Evacuation and relocation of evacuees to a secure location;
Public Works Branch Director Responsibilities:
Meet with the Incident Command Post Liaison Officer to obtain a situation
briefing on the current conditions and actions being taken. The Liaison Officer
may make arrangements for you to meet with the On-Scene Incident
Commander, the Operations Section Coordinator and the Construction and
Engineering Coordinator.
Your objective is to determine their public works support requirements and
to establish coordination protocols. You may be asked to provide the following
support services:
1.Providing traffic control barricades and their placement;
2.determining the need for public works support for heavy equipment,
fencing, water infrastructure support, etc.
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Building Safety Branch Director Responsibilities:
Meet with the Incident Command Post Liaison Officer to obtain a situation
briefing on the current conditions and actions being taken. The Liaison Officer
may make arrangements for you to meet with the On-Scene Incident
Commander, the Operations Section Coordinator, the Construction and
Engineering Coordinator, the Utilities Coordinator and the Facilities Coordinator.
Your objective is to determine their building safety support requirements
and to establish coordination protocols.
Shelter Services Branch Director Responsibilities:
Meet with the Incident Command Post Liaison Officer to obtain a situation
briefing on the current conditions and actions being taken. The Liaison Officer will
make arrangements for you to meet with the On-Scene Incident Commander, the
Operations Section Coordinator, the Care and Shelter Coordinator, and the
American Red Cross.
Your objective is to determine their care and shelter support requirements,
support their needs, and to establish coordination protocols.
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MARINE OIL SPILL
*NOTE: REFER TO THE ORANGE COUNTY MARINE OIL SPILL PLAN FOR
SPECIFIC POLICIES AND PROCEDURES
BACKGROUND
Federal authority during oil spills is given under provisions of the Oil
Pollution Act of 1990 to the President, who has delegated it to the US. Coast
Guard for marine-based oil spills. The President may direct or monitor all federal,
state and private actions to remove a discharge (33 US.C. Sec 1321(c)(2),
particularly when a spill is of such a size or character that it poses a substantial
threat to public health and welfare.
Thus, the U.S. Coast Guard has the responsibility to ensure that
appropriate and timely actions are carried out following a spill.
State authorities were established in the Lembert-Keene-Seastrand Oil
Spill Prevention and Response Act of 1990. This legislation established the
position and function of the Office of Oil Spill Prevention and Response (OSPR)
Administrator within the CA Department of Fish and Game.
The OSPR Administrator has authority to direct prevention, removal,
abatement, response, containment, and cleanup efforts with regard to any oil spill
in the marine waters of the state. These responsibilities are to be carried out in
cooperation with the federal on-scene coordinator, as specified in the National
Contingency Plan (CCR 8670.7(a)).
According to the National Contingency Plan, the party responsible for the
spill is responsible for removing the spilled material and restoring the
environment.Only if the responsible party is not identified, or is doing an
improper job, would the US. Coast Guard step in and assume management for
removing the spill material.
To ensure participation of the major parties, the US. Coast Guard uses the
Unified Command system in which appropriate representatives of the U.S. Coast
Guard, OSPR, local governments, and the. responsible party cooperatively
manage and direct the spill response effort (modified from Commandant Notice
16471,29 March 1993, Establishment of Area Committees and Development of
Area Contingency Plans).
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Decisions as to response strategies, resources, and priorities will be made
cooperatively within the Unified Command. Both federal and state agencies have
responsibility to consider and potentially utilize local resources. The State
Incident Commander (a representative from OSPR) will determine the nature of
local government support needed in a response and how the local government's
resources may be used most effectively (TItle 14,CCR, subdivision 4,OSPR,
Section 852.60-852.65).
LOCAL RESPONSE POLICY
It is the policy of the participating Orange County coastal jurisdictions to
support oil spill response efforts through the use a single integrated Orange
County Unified Area Command structure.
The role of the local governments participating in the Orange County
Unified Area Command, is to provide first response to an oil spill incident, and
upon relief by federal and/or state authorities, to provide shore-based support to
the response effort directed by the Coast Guard Unified Command.
Local government response tasks may include cleanup monitoring,
provision of security and crowd control, medical aid, and logistical assistance.
Additional activities may include limited boom deployment, liaison activities,
identifying and helping to establish sites for Command Posts, Operations
Centers, staging and storage areas; providing heavy equipment, and assistance
in recruiting and managing volunteers.
The Orange County Unified Area Command will also provide the Coast
Guard Unified Command with the following:
Incident Action Plan policy, and operational recommendations for inclusion
in the Incident Action Plan as it may relate to the Orange County Operational
Area.
Supporting the efforts ofthe on-shore clean-up contractors by obtaining
resources from the Coast Guard Unified Command which cannot be provided for
from within the Orange County Operational Area.
The Operational Area Unified Command will also manage collection of
economic loss data for the impacted jurisdictions, and assist them in obtaining
reimbursement from the Responsible Party.
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INITIAL RESPONSE
For local governmental agencies,particularly the police or fire
departments of the coastal cities who are likely to be the first on site, the
following first response measures apply:
Typically, response on the local level will be generated through a 911 call
to the city. That City of Seal Beach Lifeguard Department will make the initial site
assessment.
First Responders are to determine the initial size, scope, and hazards
associated with the oil spill, and are to protect themselves and other personnel
who may come in contact with the spill. (See the related Health and Safety
description, Annex H, in the Oil Spill Plan).
Responders must recognize the potential for unknown chemicals and
know when to call for help. As defined in a U.S. Coast Guard training manual
("Site Safety and Health Programs and Training Guide for Oil", 1. Ocken and P.
Glenn, 1993), key issues that first responders shall attempt to address include:
Will the oil burn or explode? Most oils have some degree of flammability.
This is especially true during the early hours of a spill while high vapor pressure
chemicals are quickly evaporating above the oil.
Are there toxic hazards from the oil? Oils are complex mixtures of
chemical compounds. Many of these compounds can be quite toxic from acute
(short term) or chronic (long term) exposures. For example, spilled benzene
(distilled from crude oil) would certainly be treated as a very dangerous
hazardous materials incident.
Is it really an "oil" spill, or is it really a "hazmat" spill? Far example, some
Products containing PCBs (e.g., transformer fluids), can be indistinguishable
from certain oils.
If the situation is deemed hazardous by the initial Fire Authority response,
the Orange County Hazardous Materials Area Plan shall be activated.
Local responders shall establish the appropriate on-scene Incident
Command System structure, clear the beach as may be required to. protect the
public, develop an initial Site Safety and Health Plan (SSHP).
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After arriving an-scene, State OSPR and/or U.S. Coast Guard personnel
may agree to one of the following organizational arrangements:
If the oil spill is impacting one jurisdiction within the Orange County
Operational Area, allow that jurisdiction's ICS structure to. manage the situation
with OSPR/Coast Guard oversight;
If the oil spill is impacting two jurisdictions within the Orange County
Operational Area, allow the Orange County Operational Area Unified Command
to manage the situation with OSPR/Coast Guard oversight, or
If the oil spill is impacting the Orange County Operational Area and
another Operational Area, OSPR/Coast Guard will assume marine oil spill
operational responsibility at their Long Beach Facilities.
NOTE: Any organizational agreement or assumption by OSPR or the U.S.
Coast Guard of operational responsibilities shall be by oral declaration, and shall
be made to the local government Incident Commander. Document the name and
time authority was transferred.
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EARTHQUAKE
BACKGROUND
Seal Beach is going to be impacted by localandregionalearthquakes of
sufficient magnitude to cause death and destruction. Geologists are unable to
predict which fault will fail, when it is going to fail, its magnitude, or shacking
intensity. Nonetheless, they unequivocally affirm that there will be another
earthquake, and that at some point in time it will adverselyimpact Seal Beach.
There are several fault zones which could potentially impact the city. The
Newport-Inglewood Fault runs in a fragmented pattern north/south through Seal
Beach to the southwest. Regionally, there are many fault zones, including the
Santa Monica, Palos Verdes, Elsinore and San Jacinto faults, and the southern
portion of the San Andreas Fault.
EARTHQUAKE RESPONSE ISSUES
Liquefaction:
For Seal Beach the primary concern is liquefaction. The underground
water table is high in this area, and a significant portion of Seal Beach residential
and commercial units are located on soils subject to liquefaction-- the blending of
soil and water due to intense shaking and the subsequent destabilization of any
structure in the area. If the liquefaction is severe enough, there may be damage
to buildings, roads, telephone and electrical power lines, and pipelines.
Sewer, water, natural gas and petroleum pipelines may break as a result
of liquefaction. Such breaks can result in fires, flooding, health concerns and loss
of water pressure at fire hydrants. Telephone communications and electrical
power may be disrupted locally and regionally. The availability of potable water
following an earthquake can be a serious problem.
Older Buildings:
According to the 2000 Federal Census, there are 14,309 housing units
within the City of Seal Beach. Seventy five percent (75%) of these homes were
built before 1970 (10,774 homes). Twenty-two percent (22%) of the Seal Beach
housing units were built before 1960 (3036 homes) and most of these housing
units are located in areas subject to liquefaction.
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The early provision of Search and Rescue, and Safety Building
Inspections are going to be critical to the people living in these older buildings.
There will also be a significant need for sheltering and health care services for
these same people.
Demographics:
The 2000 Census also shows that the City of Seal Beach has a median
age of 54.1 years of age. The Census data, which does include Leisure World,
also indicates that:
Thirty-seven percent (37.5%) of the population is 65 years or older (9,068)
6,268 persons live in one person households
4,456 persons living in one person households are persons 65 years of
age and over.
One of the major implications of the above informationis that there will be
a significant need for house-to-house canvassing to check on those persons,
particularly the elderly, living alone.
A map of the City of Seal Beach that displays the density of population by
age is included at the end of this section in order to aid these warning and search
efforts.
EOC Director
Activate EOC to a Level III.
After the Emergency Operational Center has been activated, the first order
of business is to gather intelligence to determine:
1.The scope and magnitude of the earthquake impact problem.
2.The number of fatalities and injuries.
3.The status of critical facilities, communications systems, utilities.
4.Where needs are most urgent and establishing priorities.
5.Staffing and supply needs, both as to quantity and probable
duration of need.
6.The type, quantity, timing and location of mutual aid resource
requirements, and their availability.
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Following the earthquake you will be expected to utilize all of your city
resources prior to requesting mutual aid of the Orange County Operational Area,
the State, or the Federal Government.
If it is self-evident that the extent of damage requires resources beyond
your capabilities you should request a declaration of a local emergency and
request mutual aid through the Orange County Operational Area at once.
Send a status report to the Orange County Operational Area ASAP. If
phone communications are disrupted you can utilize the Law Enforcement radio
systems through the Police Department.
There are oil lines running through the city. If any of these should break
and oil get into the flood control channels, notify the Fire Authority, EMA Flood
Control District, and the U.S. Coast Guard in Long Beach.
Your Operations Section Coordinator (through the Public Works Branch
Director) should be doing a rapid damage assessment of all structures within the
City of Seal Beach.
Recovery
As the emergency life threatening situations are brought under control, the
city will turn its attention to recovery activities for itself and the citizens. The
Policy Group/City Council should be given a public and private sector recovery
work program for their review and approval. This program should include, but not
be limited to:
A section devoted to identifying ways and means of assisting private
citizens (particular attention should be paid to the handicapped, the infirmed and
the elderly) in obtaining county, state and federal recovery assistance.
Consideration should also be givento providing post-earthquake stress
recovery programs at the Community Center or other locations in the City.
A section devoted to assisting Seal Beach commerce and non-profit
organizations (Stafford Act, CFR 44, Section 205, PL 93288. e.g., sending
Assessor Parcel Numbers and addresses to OES, changing building permit fees,
adding building inspectors).
A section devoted to City recovery such as:
completing state and federal damage claims;
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funding and repairing public facilities;
providing rubble removal services;
developing a swimming pool security program where walls have fallen
leaving the pools open to easy access to children;
Community How to Fix It Workshopswhere local community stores and
contractors put on workshops to show people how to do minor
home repairs, and how to be safe when doing it, and,
the city identifying and explaining the permit process.
Operations Section Coordinator
It is important that contact be established with field units to determine their
status, and then the status of the community. In checking in with the field units,
ensure yourself that they are conducting a Windshield Survey, and that pre-
designated critical facilities are being checked first.
The EOC Director and the Orange County Operational Area are going to
need a Flash Report, aPreliminary Report and a Situation Summaryas soon as
possible. Do not expect to get information from the Orange County Fire Authority
right away. Your information will come from city personnel and RACES (Ham
Radio Operators) volunteers.
TheFlash Report can be used at any time a significant event has taken
place within Seal Beach.
ThePreliminary Report is sent two hours after the incident. This Report
simply intended to get a rough understanding of the seriousness of your situation
and the extent of your search and rescue mutual aid needs.
TheSituation Summary is to be used three hours after the event and
every six hours thereafter.
Given the limited city personnel available to you, you are going to have to
use your staff to manage field support mutual aid. You and your staff will have to
contend with the following type of coordination issues:
Fire Services Branch Director Responsibilities:
Search and Rescue: If the region-at-large has been impacted by the
earthquake, the Orange County Fire Authority will not be able to provide large
scale search and rescue for at least the first seventy-two hours. Accordingly,
based on your assessment of need, you will have to help set priorities, and to
help organize volunteer search and rescue operations throughout the city until
sufficient professional mutual aid does arrive.
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Medical. Mass Casualty Collection Point: Coordinate with the Orange
County Fire Authority regarding the need for and placement of Casualty
Collection Points (CCP’s)
CCP’sare sites designated by the County Health Care Agency for the
congregation, triage, medical treatment and stabilization for evacuation of
casualties to hospitals or a Disaster Support Area. CCP’s should not be viewed
as first aid stations for the minimally injured.
The National Guard will be establishing a MASH unit at the Joint Forces
Training Base in Los Alamitos. Critical casualties can be taken to the MASH unit.
Law Enforcement Branch Director Responsibilities:
Security / Law Enforcement: The Police Department will be needed for a
number of responsibilities including: traffic control, incident site perimeter control,
crowd control, evacuations, communications, EOC security, etc.
The Police Department will need to identify areas, buildings, and sites in
the city to be closed to the general public. Because of limited staffing in the
Police Department, there may be a need for private sector security services.
Coordinate with the Fire Authority to identify areas and priorities for law
enforcement traffic control, security, patrol, crowd control, communications, and
Fire Authority liaison services.
TheOrange County Sheriff-Coroner is the agency responsible for
coordinating local resources utilized for the collection, identification, and
disposition of deceased persons and human tissue.
Public Works Branch Director Responsibilities:
Building Safety / Damage Assessment: The Orange County Operational
Area may be able to provide limited building safety/damage assessment support
services. It will take about twenty-four hours before State OES Building
Safety/Damage Assessment mutual aid can be made available.
The Safety Assessment Program – SAP, is managed through the State
OES headquarters. These SAP evaluators are licensed and certified engineers,
architects or building officials and inspectors that have received special training
in the rapid assessment and tagging of buildings.
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You should be in a position to provide management support, supplies
(have a good supply of posters, flashlights, telephones, first aid and city maps
available),communications, and transportation.
There are three types of "damage assessment":
An Immediate Safety Assessment designed to ascertain the advisability of
allowing persons to enter buildings structurally compromised by the earthquake
and posting it accordingly. These safety assessment activities are reimbursable.
Damage Assessments by the American Red Cross are designed to help
FEMA discern the extent of damage, and therefore, the need for federal
resources and funding. These damage assessment activities are a cost to the
American Red Cross.
Damage Assessment by trained engineers to determine the structural
integrity of any given building, and to ultimately determine if the building is
salvageable, or if it should be raised to protect the health, safety and welfare of
the public. These are standard Building Damage Assessment activities. and are
therefore local costs.
All building damage assessments designed to determine the structural
integrity of a building should be done in accordance with policies and procedures
established by the Applied Technology Council in their manual -- Procedures for
Post-Earthquake Safety Evaluation of Buildings -- ATC-20 (1989). The guidelines
for the Office of Emergency Services SAP program are listed in their manual --
Post Disaster Safety Assessment Program, June 2003.
The SAP concept is the rapid assessment of structures and tagging them
to immediately display whether or not they are safe for entry or occupancy. This
is not a program for compliance with building codes. Buildings will be tagged
green yellow or red depending upon the guidelines listed above in ATC-20.
There may also be a need for security support to help ensure that
structures which have been condemned are not entered into by former occupants
or vandals. It is recommended that all Building Inspectors report daily to the City
Primary Staging Area for assignments, supplies and any support services /
coordination they may require.
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Rubble Removal / Public Works: If heavy traffic areas are blocked by
rubble / hazardous material, direct your Public Information Officer to notify the
media and request that they give instructions to the public to avoid the area, and
to use alternate routes. Rubble removal to protect the ingress and egress for
emergency equipment must by a high priority.
Shelter Services Branch Director Responsibilities:
Relocation Care and Shelter: The shelter locations which the American
Red Cross may activate in the City of Seal Beach are listed in Part II, Operations
Section, Shelter Services Branch. While a number of people may use these
facilities, the experience during the Northridge earthquake suggests that a large
number of people will want to stay in their yards or in close proximity to their
homes to help protect them from looters and vandals. Additionally, a large
number of people may set up tents in neighborhood parks.
To the extent dislocated people do not use the Care and Shelter facilities
and set up living accommodations in their yards or community parks,
consideration should be given to providing sanitation facilities, water, and
security services. Additionally, in order to accommodate questions from relatives
living outside the area, attempts should be made to document the names and
addresses of those persons living in the parks.
The American Red Cross will be in charge of tracking all residents within
shelter and care facilities. Coordination should be affected with the ARC to see if
they can assist in the tracking of residents in parks or other camping locations.
If the situation requires the establishment of a "tent city" for your residents,
the following should be kept in mind:
The tent city should be enclosed by fencing for security.
Security should be provided by a private sector firm if possible but police
officers may be necessary to maintain order.
If you can get the Red Cross to help you, do so. But don't count on their
help at first. Likewise, you may not be able to get help from the County Social
Services Agency or the Health Care Agency at first, and when you do, it may be
a limited number of personnel.
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The tent city should be organized, i.e., it should include sleeping facilities,
child care services, rest rooms, showers, generators for night lighting,
telephones, pet retention facilities, facilities for federal, state and county services
such as medical, mental health, welfare, social services, and relocation support.
A city, county or Red Cross representative will have to help those in the tent city
to organize them to help themselves.
Sheltering older persons in tents may not be a viable alternative.The
elderly should have a priority when motel and hotel rooms are being made
available.
In order to reduce the number of people using the parks, you may want to
give consideration to circulating pamphlets (in multiple languages: English,
Spanish, Vietnamese, etc.) listing the type and location of federal, state, county
and city emergency services available, including Red Cross Care and Shelter
facilities, first aid, and FEMA Disaster Assistance Centers.
When thinking this issue through, do not limit yourself to addressing the
needs of Seal Beach residents. Your planning should anticipate people
requesting assistance from neighboring cities and counties...particularly Care
and Shelter assistance.
If there is a high incidence of pet ownership, provisions should be made
by the city to take care of them, as Orange County Animal Control will be
overwhelmed. You may consider holding a meeting with the Planning Section
Coordinator and local veterinarians in an effort to obtain their recommendations
and volunteer support services.
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Logistics Section Coordinator Responsibilities:
Volunteer Services
Due to the large numbers of potential volunteers who can arrive in The
City of Seal Beach after an earthquake, it is very important that a decision is
made rapidly in consultation with the EOC Director and the Policy Unit whether or
not we are going to utilize the services of these volunteers. If a decision is made
to utilize volunteer services, the provisions of the Volunteer section in Part 5 of
the Emergency Operations Plan should be activated as soon as possible in order
to prevent liability issues for the city.
Because the Logistics Section contains the Human Resources Unit, this
section will be responsible for handling all of the issues regarding the
management of a volunteer program. Close coordination needs to be maintained
between the PIO and the Logistics Section in order to continuously publicize
information regarding whether or not we are accepting volunteers, and if we are,
where they need to report to in order to get properly registered for the program.
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City of Seal Beach, Population Area by Age, US Census Bureau,
2000 census
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TSUNAMI
BACKGROUND
The probability of a tsunami hitting the shorelines of Seal Beach are
considered low to moderate. This is because tsunamis are caused by large off-
shore earthquakes or ocean landslides, and local earthquakes will not generate
tsunamis in this area. If we are to have a tsunami, it will be the result of geologic
forces taking place thousands of miles from here in the Aleutian or Chilean
trenches.
As the Seal Beach shoreline faces southwest, the energy from an
earthquake in the Aleutian trench will most likely result in tidal surges taking
place over a period of time. The 1964 Alaskan 8.4 earthquake, for example, did
result in tidal surges of 4' to 5' along the Seal Beach / Orange County coastline.
Significant geologic activity off the shores of South America, however, may result
in larger waves.
A tsunami is typically not one wave, but a series of waves lasting over a
period often hours. Further, the first wave may not be the largest of the series.
Predicted wave heights, exclusive of tide and storm generated wave heights, and
frequency of probable occurrence are listed below:
100 year occurrence: 4.0 feet minimum/ 6.6 feet average / 9.2 feet maximum
500 year occurrence: 6.8 feet minimum/ 11.4 feet average / 16.0 feet maximum
While tsunamis are rare, they can happen, and the results could be
devastating for low lying coastal areas of the city. This is particularly true if the
tsunami hits during those periods of time when the tide is high because of a
winter storm surge, and a high tide.
Coastal cities would receive a National Oceanic and Atmospheric
Administration (NOAA) notice of an approaching tsunami from the State Office of
Emergency Services (OES) before it hit our coastline. The notification time could
vary between one to four hours. The official notice of the tsunami would be in
one of two forms:
A.Tsunami Watch This would be a notification that an earthquake of
sufficient magnitude has occurred in the Pacific Basin that "could" cause a
tsunami in our area.
B.Tsunami Warning This would be a notification that a tsunami is
spreading across the Pacific Ocean which may impact our area. Usually an
estimated time of arrival for our area will be included in the warning.
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TSUNAMI RESPONSE ISSUES
Activate EOC to Level II at Tsunami Watch, and Level III at Tsunami
Warning
Notification
Once the "Tsunami Warning" is issued by NOAA, and the warning
indicates potential damage along the coastline, the State Office of Emergency
Services will use the Emergency Broadcast System to alert the public. If time
permits in Seal Beach, the Mass Calling feature of Reverse 911 will send out a
pre recorded message and door-to-door notification, if possible, should also be
utilized for those persons living and working in low-lying areas.
EOC Director
When a Tsunami Watch is issued by NOAA, meet with the Operations and
Planning Section Coordinators for the purpose of developing an EOC Action Plan
outline. The EOC Action Plan outline would identify:
Initial notification of City Council Members, Law Enforcement personnel,
Marine Safety personnel, Orange County Fire
Identification of area(s) within the city at risk, and therefore the potential
area(s) to be evacuated.
Identification of evacuation routes if necessary
Develop an alert and warning procedure
Identification and status of emergency shelters
Number of mutual aid personnel needed to provide for perimeter security
and crowd control
Number of personnel needed for door to door notification
Development of information flyers
Development of Local Emergency declaration for City Council review and
action, and
Identify staging area for mutual aid (Rockwell Facility)
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When NOAA issues a Tsunami Warning, the EOC Director should:
Request the City Council to declare a Local Emergency, or if they are not
available, the EOC Director should declare a Local Emergency
Send a "Flash Report to the Orange County Operational Area notifying
them that a Local Emergency has been declared, and that the EOC has been
activated to a Level Three.
Request Operational Area to coordinate potential activation of emergency
shelters.
Publish Tsunami information flyers for distribution by law enforcement
personnel
Activate Mass Calling feature of the Reverse 911 System
Prepare warning/evacuationnotice and recall message.
Law Enforcement Branch Responsibilities:
Crowd Control/Evacuation Area Perimeter Control:
Once the Tsunami Warning is issued and the pending event is covered by
the news media, it is reasonable to expect a portion of the population to get as
close to the beach as possible to watch the tsunami. It is also reasonable to
expect those persons having a propensityfor looting to also show up at the
beach. A large number of law enforcement personnel will be needed along most
of the County coastline for crowd control.
Law Enforcement Protection of Evacuated Area: Large areas of the city
along the coast will have to be evacuated and protected from looters. Providing
evacuation, traffic control, and door to door notification will require mutual aid.
Request law enforcement mutual aid: City law enforcement personnel,
should provide management, direction and supervision to incoming mutual aid.
That is, they should not be tied up with perimeter or crowd control and remain
free to guide mutual aid personnel who may not be familiar with the City of Seal
Beach.
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Marine Safety Branch Lifeguard Responsibilities:
Before The Tsunami:
When directed by the EOC Director, use the public address system for
notification of the public.
Clear and close the beach.
Clear and close the pier.
Clear the Headquarters of first floor equipment, first aid supplies, vehicles,
and emergency backup gear.
Cut electrical power to the pier and the Lifeguard Headquarters complex.
Staff Seal Beach rescue boat, hold the vessel in the backwaters of the
marina.
Assist in evacuation notifications/perimeter control as required.
After The Tsunami:
Patrol shoreline and coastline for possible victims.
Check coastline erosion situation,(Dolphin Street through 13th street, and
western most point of Surfside (last 100 yards of "A" row houses).
Check for structural damage to homes, and check water height between
the berms and Seal Way, and between 10th and 12th streets.
Check structural integrity of pier, and assess the need to keep the pier
closed to the public.
Assure that there is electrical power to Lifeguard Headquarters.
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WAR / NUCLEAR ACCIDENT / TERRORISM
BACKGROUND
As remote as a nuclear war might be, as long as such weapons exist,
prudence suggest that some thought be given to the matter. Given the
"peaceful" disposition of the world community, a nuclear detonation would most
likely be the result of an accident or the most unlikely scenario an act of
terrorism. Terrorism concepts will be discussed in a separate segment in the rear
of this section
Considering the concepts of an actual nuclear detonation, it could happen
at almost any random location, and would be with little or no warning.
If a nuclear detonation were:
Within or close to Seal Beach, the situation would be beyond its control
and resources.
Within the metropolitan region, the city would be impacted by both
concussion waves and most likely radioactive fallout.
Within Southern California, Seal Beach may be within the radioactive
fallout area.
No matter which of the above scenarios one may wish to contemplate, the
primary actions of the city would be to preserve the safety and security of the
community-at-large, and to help implement the exposure mitigation and recovery
programs established by the Orange County Operational Area, the State Office
of Emergency Services and the Federal Emergency Management Agency.
Given the limited resources available to the City, any exposure mitigation
and recovery programs implemented by the city would necessarily be those
established and implemented using the California Standardized Emergency
Management System through the Orange County Operational Area. The key
issue in any event would be to publicizethe avoidance of any dust or fallout by
remaining indoors and using masks or filter devices.
To the extent that nuclear weapons are transported vie railroad, truck, ship
or aircraft, there is the possibility, no matter how remote, of there being a nuclear
weapons accident. Regardless whether there is no release of fissionable material
or an accident in which there is a release of fissionable material -- the Federal
Government and the State of California will assume full command and control.
It could take a significant amount of time for these resources to arrive on
scene. Initially therefore, the local resources of the City of Seal Beach will be
utilized if the accident occurs within our jurisdiction.
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EOC Director
Activate the Seal Beach Emergency Operations Center to a Level III, and
send a City Liaison Officer to the Field Command Post / Disaster Field Office to
represent the city.
If there has been, or appears to have been a nuclear weapons accident,
report it immediately to OES Headquarters in Sacramento (800-421-2921 / 916-
845-8911). OES will contact the Joint Nuclear Accident Coordinating Committee
to confirm the presence of nuclear weapons.
In addition to contacting OES, immediately contact the Joint Forces
Training Base in Los Alamitos (562-795-2100) and inform them of the accident.
They will send security forces to cordon off the area and declare it a
National Defense Zone. As such, the area is a temporary Federal Reserve under
the control of the Federal Government. The area will retain this designation until
defense secret material, including the weapons, are removed from the site.
Once the situation has been dealt with, the National Defense Zone
designation will be terminated and the area returned to the jurisdiction of the city.
In addition to the above, notify the OES Area Office (562) 795-2900, the
Orange County Fire Authority, the California Highway Patrol, and the Orange
County Operational Area (714) 628-7054.
Until advised that the situation does not pose a threat to the community,
assume a worst case scenario (short of an actual detonation) and develop
responseplans(evacuation or exposure mitigation) accordingly.
Coordination between the City EOC and your City Liaison Officer at the
Field Command Post is going to be critical as it will be through your Liaison
Officer that you will be able to determine the seriousness of the situation.
Implement the support actions directed by OES and FEMA.
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Seal Beach Naval Weapons Station -- Emergency Notification of Potential
Accident
Due to the proximity of the Seal Beach Naval Weapons Station, the
possibility does exist that an evacuation would be ordered for our city in the event
of a possible accident. Notification would come into the Police Communications
Center via 911, and the following procedures would be put into effect by the
communications Supervisor or police Watch Commander.
IF FOR ANY REASON IMMEDIATE EVACUATION OF THE CITY IS
REQUIRED, THE FOLLOWING SHALL APPLY:
If the Seal Beach Navel Weapons Station indicates that immediate
evacuation of the City is required, try to establish an immediate distance around
the Station that needs to be evacuated based on the potential exposure from the
accident.
Confirm the initial call either by contacting the Base Commander's Office,
Base Security, or their Public Information Office. The name, phone number, date
and time of the notification and confirmation is to be logged.
Contact Control One at the Orange County Operational Area
Communications Center, and notify them that in accordance with directions from
the Seal Beach Navel Weapons Station, actions are being taken to start
evacuating the City of Seal Beach and the distances to be evacuated.
Give them the name of the person who gave you notification, their phone
number, and the time of notification. Request that they obtain verification that an
evacuation is required and that they notify all local, state and federal emergency
agencies, hospitals, school districts and the transit authority.
Contact the Orange County Fire Authority and notify them of the
evacuation orders. Determine if they have any information that would confirm the
need to evacuate the city. Request that the engine companies from stations 44
and 48 meet law enforcement units at the intersection of Electric and Seal Beach
Blvd to coordinate evacuation procedures. Also request the Fire Authority to
coordinate the response of Paramedic Units in helping to evacuate the infirm.
Send a computer/teletype message to all law enforcement agencies
notifying them that Seal Beach has received evacuation orders. Indicate whether
or not the orders have been confirmed. Request that the Orange County Sheriff,
and the California Highway Patrol implement traffic control measures to facilitate
expeditious evacuation of the city.
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Notify the City Manager or the highest ranking city official available and
request that they report to the Emergency Operations Center and activate to a
Level III.
Stage all available city / emergency vehicles (Fire, Marine Safety, Public
Works, etc.) and establish clear lines of communication to the staging area in
preparation for directions from the City EOC.
Contact the Orange County Transit Authority and request that they provide
assets to assist in evacuating all beaches, and Leisure World.
Terrorism
Literally any place within the UnitedStates can be a potential terrorist
target. Here in the City of Seal Beach we have several prominent facilities and
large gatherings of people that could be utilized by terrorists as targets. Some
important points to remember regarding terrorist actions:
** 80% of all terrorist activity is perpetrated through the use of explosives
- the other 20% is a combination of arson, vandalism and assassination.
** The actual use of terrorist chemical, nuclear and biological weapons
has occurred less than a handful of times in the last 50 years. While our first
responder police, fire and medical personnel are prepared for this kind of a WMD
incident, the reality of an actual occurrence is almost nil at this time.
** the common kinds of terrorist situations (explosions, fires, vandalism
and shootings) are the same kind of critical incidents that our first responders are
used to handling on a daily basis. Just because these action may be perpetrated
by terrorists, does not mean that the first responders will change any of the
standardized practices that have been outlined in this Emergency Operations
Plan.
The EOC Director will consult with the senior law enforcement officer at
any terrorist incident and determine the level of activation necessary for the City
EOC. The key factor in the activation of the EOC would be the size and scope of
the damage created by the incident. The larger the incident, the more chance
that the city EOC will be needed to coordinate response, relief and recovery
efforts.
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In a large majority of cases the City EOC will not need to be activated; as
a terrorist incident is usually manageable in size.
The incident will usually move from the standard emergency response
practices of the Orange County Fire Authority and the City of Seal Beach Police
Department into a Unified Command structure led by the Federal Bureau of
Investigation and the Department of Homeland Security.
The Seal Beach Police Department has selected a number of potential
sites for the occurrence of critical incidents, such as terrorist events, and they
have developed reaction plans for each of these locations. These plans include
detailed maps, construction information, critical staff and contact information
along with preplanned locations for staging, triage, reunification and command
posts.
These reaction plans would be put into effect if one of these locations
became the site of a terrorist incident and the Police Department would be joining
with the Orange County Fire Authority in conducting the first response to this
location.
This book is maintained and secured by the Administrative Sergeant at the
Seal Beach Police Department and is known as the Critical Incident Information
Book. This book is periodically updated and the most recent addition was
completed in 2004.
This book will be made available to all members of the EOC team upon
request so that they can review it and be familiar with its contents.
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PART 4. AUTHORITIES AND REFERENCES
CALIFORNIA STATE CONSTITUTION/CODES/REGULATIONS
Page
Summary of Authorities..........................................................................................................................217
CODES A
CALIFORNIA CONSTITUTION - DISASTER ASSISTANCE..............................................219
a.
GOVERNMENT CODE - SECTIONS OF THE
.
b
CALIFORNIA EMERGENCY SERVICES ACT.....................................................................221
CODES B
PENAL CODE - POWERS OF PEACE OFFICERS
c.
INEMERGENCIES....................................................................................................................232
PUBLIC CONTRACT CODE - EMERGENCY
d.
WORK BY CITIES....................................................................................................................233
CIVIL CODE - EXEMPTION FROM
e.
LIABILITY................................................................................................................................234
EDUCATION CODE - MASS CARE AND
f.
WELFARESHELTERS.............................................................................................................235
PUBLIC RESOURCES CODE
.
g
EARTHQUAKE SAFETY........................................................................................................236
h.
VEHICLE CODE HAZMAT.......................................................................................................237
CALIFORNIA EMERGENCY COUNCIL
.
1
RULES AND REGULATIONS.................................................................................................238
CALIFORNIA CODE OF REGULATIONS
J.
OFFICE OF EMERGENCY SERVICES..................................................................................243
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CALIFORNIA STATE CONSTITUTION, CODES AND
REGULATIONS
Summary of Authorities
1.Statutory emergency management authorities are found in Chapter 7 of Division 1 of Title 2 of
the California Government Code, the Emergency Services Act.
2.Specific authority for the City to proclaim a Local Emergencyand to provideMutual Aid
is provided in Article 14, Local Emergency, Sections 8630 and 8631.
3.The means by which the City of Seal Beach can provide for the Continuity of Government
are established in Article 15, Preservation of Local Government.
Codified Ordinance Number 947 assigns emergencymanagement authorities and
4.
responsibilities within the Cityof Seal Beach. The City Council, or in their absence, the CityManager
(EOC Director) is vested with the authority to proclaima Local Emergency. A Proclamation of Local
Emergencyprovides for the following:
The promulgation of orders and regulations necessary to provide for protection of life and
a.
property (G.C., Section 8634);
The imposition of curfews (G.C., Section 8634);
b.
Setting the legal bases for the Cityto conduct emergencyoperations without facing standard
c.
liability issues for performing or failing to perform discretionary duties (G.C., Section 8655);
The ability to require the emergency services of unregistered persons (G.C., Section 8657);
d.
Obtaining federal and state assistance in the form of supplies, personnel, equipment, facilities
e.
and funds (G.C., Sections 8645,8647);
Requesting and receiving mutual aid from neighboring cities, the Orange County Operational
f.
Area, or from State agencies (Master Mutual Aid Agreement);
Once an Office of EmergencyServices Claim Number has been received by the City, providing
.
g
mutual aid to local jurisdictions directlyor through the Orange County Operational Area (G. C.,
Section 8632);
To provide temporary housing for disaster victims (G. C., Section 8654 (d).
h.
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-
.
CALIFORNIA CONSTITUTION
DISASTER ASSISTANCE
a
Article XVI Section6of theConstitutionof the Stateof California relating todisaster assistance.
Section 6
Provided, further, that nothing contained in this Constitution shall prohibit the State, or any county, city and
county, city, township,or otherpolitical corporationorsubdivisionof theState from providing aidor assistance
to persons, if found to be in thepublic interest, for thepurpose of clearing debris, naturalmaterials,and wreckage
from privately owned lands and watersdeposited thereonor thereinduring a periodof amajor disasteror
emergency, ineither case declaredby the President. In such case, the public entity shall be indemnified by the
recipientfrom the awardof any claim against thepublic entity arising fromthe renderingof such aidor
assistance.Such aid or assistance must be eligibleforfederal reimbursement for the cost thereof.
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GOVERNMENT CODE SECTIONS OF THE CALIFORNIA
b
EMERGENCY SERVICES ACT
Article 2. General Definitions
Section 8558. Degrees of emergency
Three conditionsor degreesof emergency are establishedby this chapter:
"State of war emergency" means the condition which exists immediately, withor without a
(a)
proclamation thereof by theGovernor,whenever this state ornation is attacked by an enemy of the
United States, or upon receipt by the state of a warning fromthe federalgovernment indicating that
such an enemy attack isprobable or imminent.
"State of Emergency" means thedu1yproclaimed existence of conditionsof disaster orof extreme peril to
(b)
the safety of persons andproperty within thestate caused by such conditions as air pollution,fire, flood,
storm, epidemic, riot,drought, sudden and severe energyshortage,plantor animal infestationor disease,
theGovernor's warning ofan earthquake or volcanicprediction, oranearthquake orotherconditions,
other than conditions resu1ting from a labor controversyor conditions causing a State ofWar
emergency," which conditions, byreason of their magnitude, are or are likely to bebeyond the controlof
the services, personnel, equipment, andfacilities of anysingle county, city and county,or city and require
the combined forces of a mutual aid regionor regions to combat, or with respect toregu1ated energy
utilities, a sudden and severe energy shortage requiresextraordinary measures beyond the authority vested
in the California Public Utilities Commission.
"Local emergency" means the du1yproclaimed existenceof conditionsofdisasteror of extreme peril to
(c)
the safety of person andproperty within the territorial limits of a county, city and county,or city, caused
by such conditions as airpollution,fire, flood, storm, epidemic, riot,drought, sudden and severe energy
shortage, plant oranimalinfestationor disease,the Governor'swarning of an earthquake orvolcanic
prediction,or an earthquake, or other conditions,other than conditionsresu1tingfrom a labor controversy,
which conditions are or are likely tobebeyond the controlof the services, personnel, equipment, and
facilities of that political subdivision andrequire the combined forcesofotherpolitical subdivisions to
combat, or withrespect toregu1ated energyutilities, a sudden and severe energy shortage requires
extraordinarymeasuresbeyond the authority vested in theCalifornia Public Utilities Commission.
Section 8559. Mutual aid region: operational area
A "mutual aidregion" is a subdivisionof the state emergency servicesorganization, established to
(a)
facilitate the coordinationofmutual aid and otheremergency operationswithin an area of the state
consistingof two or more countyoperational areas
An "operational area" is an intermediatelevelof the state of emergency services organization,
(b)
consistingof a county and all political subdivisionswithinthe county area.
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Section8560.Emergency plans: state emergency plan
"Emergency plans" means those official and approved documentswhich describethe principlesand
(a)
methods tobeapplied tocarryingout emergency operations or renderingmutual aid during emergencies.
Theseplans includesuch elements as continuity ofgovernment, the emergency services ofgovernmental
agencies, mobilization of resources, mutual aid, and public information.
"State Emergency Plan" means the State of California Emergency Plan as approved by the
(b)
Governor.
Section 8561. Master mutual aid agreement
"Master Mutual Aid Agreement" meanstheCalifornia Disaster and Civil Defense Master Mutual AidAgreement,
made and entered intoby andbetween the State of California, its variousdepartments and agencies, andthe various
political subdivisionsof the state, to facilitate implementation of thepurposes of this chapter.
Article 3. Powers of the Governo
r
Section 8568. Administration of state emergency plan by each political subdivision
TheState Emergency Plan shall be in effectin each political subdivision of the state,and the governing body of
each political subdivision shall take such action as may be necessary to carry out the provisions thereof.
Article 4.5. Urban Heavy Rescue Act
Section 8584. Short title
This article shall be known and may be citedas theUrbanHeavy Rescue Act of 1988.
Section 8584.1 Legislative intent: acquisition and maintenance of units and gear by fire and rescuedivision:
positioning and availability:personnel training
It is the intentof the Legislature that the state have anurbanheavyrescue capability in the eventof a
(a)
major earthquake.It is also the intent of the Legislature that the Office ofEmergency Services and the
State Fire Marshal's Office pursue thenecessary funding to carry out this article through the normal
budget process.
TheFire and RescueDivision of the Officeof Emergence Servicesshall acquire and maintain urbanheavy
(b)
rescue units and transportable caches of search and rescuegear, including handtools and protective gear.
Thedivisionshall position the units and caches to ensure a rapidresponse of personnel and equipment
anywhere in the state, and ensure that a unit will be available on thescene within onehour of a major
earthquake.
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Section 8589.6 Disaster registryprogram: model guidelines
TheOfficeofEmergency Services shall develop modelguidelinesfor local government agencies and
(a)
community-basedorganizationsplanning todevelop a disaster registry program. Adoptionof the model
guidelinesshallbe voluntary. Local governmentalagencies orcommunity-based organizations wishingto
establish a disaster registryprogrammay consultwith theOffice of EmergencyServices forfurther
guidance.
Theguidelines requiredby subdivision (a) shall address, at a minimum, all of thefollowing
(b)
Issues:
(1)Apurposestatement specifying that the intentof theregistry is not toprovide immediate assistance
during a local,state, or national disaster, to those who areregistered,but to encourage that those registered
will receive a phone call or visit from neighborhood disaster volunteers or other organizations specified in
the final local plan as soon as possible after thedisaster inorder to checkon theirwell-being and ask if
they need assistance. This statement shall also specify that personsregistered shouldbeprepared tobe
self-sufficient for at least 72hours.
(2)A list of persons eligible for theregistry.This list shall include,but not be limited to,disabledpersons,
including those withdevelopmental disabilities, the elderly, thoseforwhom English is not a first language,
personswhoare unskilled or deficient in the English language, long-term health care facilities, residential
community care facilities, and residential care facilities for the elderly.
(3)A statement specifying that the party responsible for responding to thoseregisteredwill notbeheld
liable fornot responding.
(4) A plan for ensuringthatharddata is available if computers shut down.
(5)A recommendationfor those persons ororganizations that would be appropriate torespond to persons
on thedisasterregistry, and aplanfor training the responsible party.
(6) A plan for communityoutreachtoencourage those eligible to participate.
(7) A plan for distributionof preparedness materials tothoseeligibleto participateinthe disaster registry
(8) Recommendations and assistance for obtaining federaland state moneys to establisha disaster registry.
(9)A recommendation thatorganizations currently providing services topersonswho are eligible for the
disasterregistry program be encouraged to alter their information form to include a space on the form
where theperson has the option ofregisteringfor the program. By checking thebox and giving approval to
be registered forthe programthe person wavesconfidentialityrights. Despitethis waiver ofconfidentiality
rights, local government agencies and community-based organizationsplanning todevelop a disaster
registry are encouraged todo everythingpossible to maintain the confidentiality of their registries.
Organizations that currently have lists ofpeople whowould be eligible to registerfor theprogram should
be encouragedto share this informationwith personsestablishing a disaster registry/
Section 8593. Improvement of communication with deaf and hearing-impaired persons
during emergency:open captioning on television
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Article 7. Other State Agencies
Section 8599. Volunteer resources plan: development
The Office of EmergencyServices shall develop a plan for state and local governmental agencies
to utilize volunteer resources during a state of emergencyproclaimed by the Governor. The office
shall consult with appropriate state and local governmental agencies and volunteer organizations in
the development of this plan.
Section 8599.2. Volunteer resources plan: issues: contents
The plan required by Section 8599 shall address, at a minimum, all of the following
issues:
(a) A formal system for the utilization of volunteer resources by state and local
governmental agencies during a proclaimed state of emergency.
A definition of volunteer resources.
(b)
The identification and listing of volunteer resources in California.
(c)
An education program for volunteer resources on the needs and use of volunteers by state
(d)
and local governmental agencies during a proclaimed state of emergency.
An education program for stateand local governmental agencies on the availability
(e)
and utilization of volunteer resources during an proclaimed state of emergency.
The coordination of volunteer resources during a proclaimed state of
(f)
emergency.
Definition and identification of volunteer skills and resources typically required by state and
(g)
local governmental agencies during a proclaimed state of emergency.
A volunteer resources emergency management system for responding to needs of state and
(h)
local governmental agencies during a proclaimed state of emergency.
A notification procedure of volunteer resources for participation in the plan.
(i)
(j)
Communication needs of volunteer resources responding during a proclaimed state of
emergency.
Pre-disasteragreements for utilization of volunteer resources by state and local
(k)
governmentsduring a proclaimed state of emergency.
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Article 9. Operational Areas
Section 8605. Designation of counties as operational areas: organization: use
Each county is designated as anoperational area.In a stateof war emergency each operational area shallserve as a
link in thesystem of communications and coordinationbetween thestate's emergency operating centers and the
operations centersof thepolitical subdivisions comprising theoperationalarea.
Thegoverning bodiesof each county and thepolitical subdivisions in the county may organizeand
structure theiroperational area.
An operational area may be usedby the county and the political subdivisions comprising theoperational area for
the coordinationof emergency activities and to serve as a link in the communications system during a state of
emergency or a localemergency.
Article 9.5 Disaster Preparedness
Section8607. Standardized emergencymanagement system: course of instruction: implementation:
coordinationof multiple jurisdiction or agency operations: after-actionreports
By December I, 1993, the Office of Emergence Services, incoordinationwith all interested state agencies
(a)
with designated response rolesin the state emergencyplan and interested localemergencymanagement
agencies shalljointly establish byregulationa standardizedemergency management system for useby all
emergencyresponse agencies. Thepublic water systems identified in Section8607.2 may review and
comment, on theseregulations prior to adoption. This system shall be applicable, butnotlimited to, those
emergencyordisastersreferenced in the state emergency plan.The standardized emergencymanagement
system shall include allof the following systems as a framework for responding to and managing
emergencies and disasters involving multiple jurisdictions or multiple agency responses:
(1) TheIncident Command Systems adapted from the systems originally developed by the FIRESCOPE
Program, including those currently in use bystate agencies.
(2) The multi-agency coordination system as developedby the FIRES COPE Program. .
(3) The mutual aid agreement, as defined inSection8561,and related mutual aid systems such as those
used in law enforcement, fireservices, and coroners operations.
(4) Theoperational area concept, as definedin Section 8559.
(1) By December 1, 2005, each local agency, in order to be eligible for any funding of responserelated
(e)
costsunderdisaster assistance programs, shall use the standardized emergency management system as
adopted pursuant tosubdivision (a), to coordinate multiple agency emergency anddisasteroperations.
(2)Notwithstanding paragraph(1), local agencies shall be eligible forrepair, renovation,or anyother
non-personnel costs resulting fromanemergency.
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Theoffice shall, in cooperationwith involved state and local agencies, complete an after-action report
(f)
within120 days after each declareddisaster. This report shall review public safety response anddisaster
recovery activities and shallbe made available to all interested public safety and emergencymanagement
organizations.
Article 9. Local Disaster Councils
Section 8610. Creation: plans: powers: rules and regulations for dealing with local
emergencies
Counties, andcitiesmay create disaster councils byordinance.Adisaster council shall developplans for meeting
any conditionconstituting a local emergency, state of emergency,or state of war emergency; suchplans shall
providefor the effective mobilization of all of the resources withinthe politicalsubdivision, both public and
private. Thegoverningbodyof a countyor citymay, in such ordinance orby resolution adoptedpursuant to such
ordinance, providefor theorganization, powers andduties, divisions, services, andstaffof the emergency
organization. Thegoverning bodyof a county or citymay, by ordinanceor resolution, authorize public officers,
employees, andregisteredvolunteers to command the aid of citizens whennecessary in the executionof their
dutiesduring a state of war emergency, a state of emergency, or a local emergency.
Counties, andcitiesmay enact ordinancesand resolutionsand either establishrules andregulations or authorize
disaster councils to recommend to thedirector of the localemergencyorganization rulesand regulations for
dealing with local emergencies that canbe adequately dealt with locally; and further may act to carryout
mutual aid on a voluntary basis and, to this end, may enter into agreements.
Article 11. Mutual Aid
Section 8615. Purpose: mutual aid operational plans
It is thepurpose of the Legislature in enacting this article tofacilitate the rendering of aid to areas stricken by an
emergency and to make unnecessary the execution of written agreements customarily entered into bypublic
agencies exercising jointpowers.Emergency plans duly adopted and approved asprovidedby theGovernor shall
be effective as satisfying the requirement for mutual aid operationalplansprovided in the Master Mutual Aid
Agreement.
Section 8616. Rendition of aid in accordance with approved emergency plans: cooperation bypublic
officials
During any state of war emergencyor state of emergency whenthe need arises for outside aid in any county, city
and county, or city, such aid shall be renderedin accordance with approved emergencyplans.
Section8617.Exercise of mutual aid inperiods other thanstate of emergency
In periodsother than a state of waremergency, a state of emergency, or a local emergency, state agencies and
political subdivisionshave authority to exercise mutualaidpowers in accordancewiththe Master Mutual Aid
Agreement and local ordinances, resolutions, agreements, or plans therefore.
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Section 8618. Officer in charge of incident requiringmutual aid
Unless other wise expresslyprovidedby theparties, theresponsible localofficial in whose jurisdictionan incident
requiring mutual aid hasoccurred shall remain in charge atsuch incident, including thedirection ofpersonnel and
equipment providedhim through mutual aid.
Article 14. Local Emergency
Section 8630. Proclamation by local governing body
A local emergency may be proclaimed only by the governingbody of a county, city and county, or city or by an
officialso designated by ordinanceadopted bysuchgoverning body. Wheneveralocal emergencyisproclaimed
by an officialdesignatedby ordinance, the local emergencyshall not remain in effect for a
period in excess of sevendays unless it hasbeenratifiedbythe governingbody.The governing body shall
review, at least every 14daysuntil such local emergency is terminated, theneed for continuing the local
emergency and shallproclaim the terminationof suchlocalemergency at the earliest possible date that
conditions warrant.
Section 8631. Authorityofpoliticalsubdivisions to render mutual aid
In periods of local emergency, political subdivisions have full power to provide mutual aid to any
affected area in accordance with local ordinances, resolutions, emergency plans, or agreements
therefore.
Section 8632. Authorityofstateagencies to provide mutual aid
State agencies may provide mutual aid, includingpersonnel, equipment, and other available resources, to assist
political subdivisionsduringa local emergency or in accordance with mutual aid agreements or at the directionof
the Governor.
Section 8633. Costofextraordinaryservices as charge against state
In the absenceof a state of war emergencyor state of emergency, the costof extraordinary services incurredby
political subdivisions in executing mutual aid agreements shall constitutea legal chargeagainst the state when
approvedby the Governor in accordancewithorders and regulationpromulgated as prescribed in Section 8567.
Section 8634. Orders and regulations: curfew
During a localemergency thegoverning body of a political subdivision,or officials designated thereby,may
promulgate orders and regulations necessaryto provide for theprotection of life and property,including orders or
regulations imposing a curfewwithindesignatedboundaries where necessary to preservethe public orderand
safety. Such orders andregulations and amendments and rescissions thereof shall be inwriting andshallbegiven
widespread publicityand notice.
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The authorizationgrantedby this chapter to impose a curfew shall not beconstrued as restricting in anymanner
the existing authority of counties and cities and city and county to impose pursuant to thepolicepower a curfew
for another lawfulpurpose.
Article 15. Preservation of Local Government
Section 8635. Legislative findings:purpose: applicability of article
The Legislature recognizes that if this state ornationwere attacked by an enemy of the United States, many
areas in California might be subjected to the effectsof an enemy attack and some or all ofthese
areascould be severely damaged. Duringsuchattacksandin thereconstruction periodfollowing suchattacks, law
and order must be preserved and so far as possible government services mustbe continuedor restored.This can
bestbedoneby civil government. To help topreserve lawand order and to continueor restore local services, it is
essential that the localunits of government continue tofunction.
In enacting this article the Legislaturefindsand declares that the preservation of local government in the event of
enemy attack or in the event of a state of emergencyor a local emergency is a matter of statewide concern.The
interdependence of political subdivisions requires that,for their mutual preservation andfor theprotectionof all
the citizensof the State of California, all political subdivisionshave the power to take the minimum precautions set
forth in this article. Thepurpose of this article is tofurnisha means by which the continuedfunctioningof political
subdivisionswill be assured.Should any part of this article be in conflict 'withor inconsistent with anyotherpart
of this chapter, theprovisionsof this article shall control.
Noting in thisarticle shallprevent a city or county existingunder a charterfrom amending said charter toprovide
for the preservation and continuationof its government in the eventof a state of war emergency.
Section 8636, Unavailable defined
As used in this article, "unavailable" means that an officer is either killed, missing, or so seriously
injured as to be unable to attend meetings and otherwise perform his duties. Anyquestion as to whether
a particular officer is unavailable shall be settled by the governing bodyof the political subdivision or
any remaining available members of said body (including standbyofficers who are serving on such
body).
governing
Section 8637, Succession of officers
Each political subdivision may provide for the secession of officers who head departments having duties in the
maintenanceof law and orderor in the furnishingof public services relating to health and safety.
Section 8638, Standbyofficers:appointment: vacancies: designations
Toprovideforthe continuance of the legislative and executivedepartments of the political subdivisionduring a
state ofwar emergencyor a state of emergency or a local emergency thegoverning body thereofshallhave the
power to appoint thefollowing standbyofficers:
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(a)Three for eachmember of thegoverning body.
Three for thechief executive,if he is not a memberof thegoverningbody.
(b)
In case a standby office becomes vacant becauseofremoval,death, resignation, or other cause, the
governing body shall have the power to appoint another person tofill said office. Standby officersshall
bedesignatedNos.1,2, and3 as the case may be.
Section 8639. Qualifications of standbyofficers: examination: investigation
Thequalifications of eachstandbyofficer shouldbe carefully investigated, and the governingbody may request
the Director of the Office of EmergencyServices to aid in the investigation ofany prospectiveappointee. No
examination or investigation shall be madewithout the consent of theprospective appointee.
Consideration shall begivento places of residenceandwork, so that for eachoffice for which standbyofficers
are appointed there shallbe the greatest probability ofsurvivorship. Standby officers may beresidentsor
officers of a political subdivision other than that to which they are appointed as standby officers.
Section 8640. Oath of office: term: removal
Each standbyofficer shall take the oath of officerequiredforthe officer occupyingthe office for whichhe
stands by. Persons appointedas standbyofficers shall serve in theirposts as standbyofficers at the pleasure of
the governing body appointing themand may be removed and replaced at any time with or without cause.
Section 8641. Duties
Each standbyofficer shallhave thefollowing duties:
To inform himself or herselfof the duties of the office forwhich the officer stands by. Officers and
(a)
employees of thepolitical subdivision shall assist the standby officer and eachpolitical
subdivision shall provide each standbyofficerwith a copyof this article. .
Tokeep informed of the business and affairs of the political subdivision to the extentnecessary to enable
(b)
the standby officer tofill hisorherpost competently. For this purpose thepolitical subdivision may
arrange information meetingsand require attendance.
Toimmediatelyreport himself or herselfready for duty in the eventof a state of war emergencyor in
(c)
the eventof a state of emergency or a local emergency at the place and in the methodpreviously
designated by thepolitical subdivision.
To fill the postfor which he or she has been appointedwhen the regularofficer is unavailable during a
(d)
state ofwar emergency, a state of emergency or local emergency. Standby officersNos. 2 and3 shall
substitute in succession for standby officer No.1 inthe same way that standby
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officer No.1 is substituted in place of the regular officer. The standby officer shall serve until the regular
officerbecomes availableoruntil the electionor appointment of a newregularofficer.
Section 8642. Meeting of governing body wheneveremergencyexists
Whenever a state of war emergencyor a state of emergency or a local emergency exists thegoverning body ofthe
political subdivision shall meet as soon as possible. The place of meeting need not bewithin thepolitical
subdivision. The meeting may be called by the chief executive of thepolitical subdivision or by a majority of the
members of the governingbody. Should there beonly onemember of thegoverning body, he may call and hold
said meeting and perform acts necessary to reconstitute the governing body.
Section 8643. Duties of governingbody
During a state of war emergency or a state of emergencyor a local emergency thegoverningbodyshall:
Ascertain the damage to the political subdivision and its personnel and property.For this purpose
(a)
it shall have the power to issue subpoenas to compel the attendance of witnesses and the
production of records.
Proceed to reconstitute itself by filling vacanciesuntil there are sufficient officers to formthe largest
(b)
quorum requiredby the law applicable to that political subdivision. Shouldonlyone member of the
governing body or only one standby officer be available, that one shall havepower to reconstitute the
governing body.
Proceed to reconstitute the political subdivision by appointment of qualified persons to
(c)
fill vacancies.
Proceed toperform its functions in the preservationof law and orderand in the furnishing of local
(d)
services.
Section 8644. Temporary officers
Should all members of the governing body, including all standby members, be unavailable,
temporary officers shall be appointed to serve until a regular member or a standby member becomes
available or
until the election or appointment of a regular or standby member. Temporary officers shall be
appointed as follows:
By the chairman of theboardofsupervisorsof the county in whichthe political subdivision is
(a)
located, and if he is unavailable,
By the chairmanof theboardof supervisorsof anyother countywithin150 miles of thepolitical
(b)
subdivision,beginningwith the nearest andmost populated county and going to the farthest and least
populated, andif he is unavailable,
By the mayor of any city within 150 miles of the political subdivision, beginning with the
(c)
nearest and most populated city and going to the farthest and least populated.
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Article 16. General Fiscal Provisions
Section 8645. Authorityofgovernor tomake expenditures
In addition to any appropriation made to support activities contemplated by this chapter,the Governor is
empowered tomake expenditures from any fund legally available inorder todeal with actual or threatened
conditionsof a state of war emergency, state of emergency, or local emergency.
Section 8647. Acceptance by governorof services. equipment and supplies
Whenever the federal government or anyagencyor officer thereof shall offer to the state, or through the
(a)
state to any political subdivision thereof,services, equipment, supplies, materials, or funds by way ofgift,
grant,or loan,forpurposesof the mitigation of theeffectsof an emergency, the state, acting through the
Governor,or such political subdivision, acting with the consent of the Governor and through its chief
executive or governing body, may accept such offer.
Whenever anyperson,or corporation shalloffer to the state or to anypolitical subdivision thereof,
(b)
services, equipment, supplies, materials, or fundsbywayof gift, grant, or loan,forpurposes of the
mitigationof the effects of an emergency, the state, acting through theGovernor, or such political
subdivision, acting through its chief executive or governingbody, may accept such offer.
Upon acceptance, the Governor of the state or the chief executiveor governing body of such political
(c)
subdivision may authorize any officerof the state or of thepolitical subdivision, as the case may be, to
receive such services, equipment, supplies, materials, or funds on behalfof the state or such political
subdivision, subject to the terms of theoffer and subject tothe rules and regulations, if any, of a federal
agency making suchoffer.
Section 8654. Stateofemergency:powers of governor
(2) Assist any politicalsubdivision within whichtemporary housingfordisastervictims is proposed tobe
(a)
located to acquire sites necessary for such temporary housing and todo all things required to prepare
such sites to receive andutilize temporary housingunits byadvancingor lending anyfunds available to
the Governorfrom any appropriation made by theLegislature orfrom any other source, by transmitting
any funds made availablebyany public or private agency,or by acting incooperation with thepolitical
subdivision for the executionand performance of any project for temporary housing for disaster victims,
and for such purposes topledge the credit of the state on such termsas hedeclaresnecessary under the
circumstance,having dueregard for currentfinancial obligationsof thestate.
Anypoliticalsubdivision is expressly authorized to acquire, temporarilyor permanently, by
(d)
purchase, lease, or otherwise, sites required for installation of temporaryhousing units for
disaster victims, and to enter into whatever arrangements (including purchase of temporary
housing units and payment of transportation charges) which are necessary to prepare or equip
such sites to utilize the housing units.
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The terms "majordisaster," "emergency," and "temporaryhousing," as used in this section, shall have the
(f)
samemeaningas such terms are definedorused in the Disaster Relief Actof 1974 (P.L. 93-288,88Stat.
143).It is the intentof theLegislature in enacting this section that it shall be liberally construed to
effectuate thepurposes of the FederalDisaster Relief Act of 1974.
Article 17. Privileges and Immunities
Section 8655. Liability of state or political subdivisions for discretionary functions
The state or its political subdivisions shall not be liable for any claim basedupon the exercise or performance, or the
failure to exercise or perform, a discretionary functionorduty on the partof a state or local agency or any employee
of the state or its political subdivisions in carrying out the provisionsof this chapter.
Section 8657. Privileges and immunitiesof volunteers or unregistered persons impressed into service:
liability of political subdivisions. officers. employees. etc.. for personal injury or propertydamage
Volunteersduly enrolledor registered with theoffice of EmergencyServices or any disaster council of any
(a)
political subdivision,or unregistered persons du1y impressed into serviceduring a state of war
emergency, a state of emergency,or a localemergency, incarryingout, complying with, or attempting to
comply with, any orderor regulation issuedor promu1gatedpursuant to theprovisionsof this chapteror
any localordinance,orperforming anyof their authorized functions orduties, shallhave
the same degree of responsibility for their actions and enjoy the same immunities as officers and
employees of the state and its political subdivisionsperforming similar workfor theirrespective
entities.
No political subdivisionorother public agency under anycircumstances, nor theofficers, employees, agents,
(b)
or du1y enrolledor registeredvolunteers thereof,orunregistered persons du1y impressedinto serviceduring
a state .of waremergency, a state of emergency,or a local emergency,acting within the scope of their official
dutiesunder this chapteror any local ordinance shallbe liable forpersonalinjuryor property damage
sustainedby any du1y enrolledor registeredvolunteer engaged inor trainingfor emergency preparedness or
relief activity,or by anyunregistered person du1y impressed into service during a stateof war emergency, a
state of emergency,or a localemergency and engaged insuch service. The foregoing shall not affect the right
of any suchperson to receivebenefits or compensationwhich may be specifically provided by the provisions
of anyfederalor state statutenor shall it affect the rightof any person torecoverunder the terms and policy
of insurance.
The CaliforniaEarthquakePredictionEvaluation Council, an advisory committee established pursuant to
(c)
Section8590of this chapter,may advise the Governorof the existenceof an earthquakeor volcanic
prediction having scientificvalidity. In itsreview, hearings, deliberations,or othervalidationprocedures,
members of the council,jointly andseverally, shallhave the same degreeof responsibility for their actions
and enjoy the same immunities as officers and employees ofthe state and its political subdivisions engaged in
similar work in theirrespective entities. Anyperson making a presentationto the council as part of the
council'svalidation process,including presentation ofapredictionforvalidation, shall be deemed a member
of the counciluntil thecouncil has found the prediction to have or nohave scientificvalidity.
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PENAL CODE - POWERS OF PEACE OFFICERSIN EMERGENCIES
c.
Section409.5. Authority of peace officers. lifeguard ormarine safety officer to close disaster area:
exclusion form police command post area: unauthorized entry: exception
Whenever a menace to the public health or safety is created by a calamitysuchas flood, storm,fire,
(a)
earthquake, explosion, accident,orother disaster, officers of theCalifornia Highway Patrol, California
State Police, police departments, marshal's office,or sheriff's office, any officeror employee of the
Department of Forestry and Fire Protectiondesignated a peace officer by subdivision (i)of Section830.2,
and any officer or employee of the Department of Parks and Recreation designated as a peace officer by
subdivision (h) of Section830.3, andpublicly employedfull-time lifeguardor publicly employed full-
timemarine safety officerwhile acting in a supervisory position in theperformance of his orher official
duties, may close the areawhere themenace exists for the duration thereof by means of ropes, markersor
guards to any and all personsnot authorizedby the lifeguardor officer toenteror remain within the
enclosed area.If such a calamity creates an immediatemenace to the publichealth, the local health
officer may close the areawhere themenace exists pursuant to the conditions which are set forth above in
this section.
Officersof the CaliforniaHighway Patrol,California State Police, police departments, marshal's office
(b)
or sheriff's office, officers of theDepartment of Forestry and FireProtectiondesignated as peace officers
by subdivision (i)ofSection 830.2 may closethe immediate area surrounding any emergency field
commandpostor anyother command post activated for thepurpose of abating
any calamity enumerated in this sectionor any riot orother civil disturbance to any andall unauthorized
personspursuant to the conditions which are set forth in this section whetherornot thefield command
post orother commandpost is located near to the actual calamity or riotor other civil disturbance.
Any unauthorized person who willfullyand knowinglyenters an area closedpursuant tosubdivision (a)
(c)
or (b) and who willfully remains withinthe area after receiving notice to evacuate or leaveshall be guilty
of a misdemeanor.
Nothing in this section shallprevent a duly authorized representativeofany news service, newspaper,
(d)
or radioor television station ornetworkfrom entering the areas closedpursuant to this section.
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d.PUBLIC CONTRACT CODE - EMERGENCY WORK BY CITIES
Section 20168. Calamitiesor emergencies: expenditures: resolution
If there is a great public calamity, as an extraordinary fire, flood, storm, epidemic, orother disaster,or if it is
necessary todo emergencywork topreparefornationalorlocal defense, the legislativebody may pass a resolution
by four-fifthsvote of its members declaringthat thepublicinterest andnecessity demand the immediate
expenditure of public money to safe guard life, health orproperty.Upon adoptionof the resolution, it may expend
any sum required in the emergencywithoutcomplying with this chapter.
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.
CIVIL CODE
EXEMPTION FROM LIABILITY
e
Section1714.5 Defense sheltersorothernecessary facility for emergencypurposes
There shall beno liability on thepartof one,including the State of California, county, city and county, city or any
otherpolitical subdivision of the State of California,whoowns or maintains anybuildingor premiseswhichhave
been designated as a shelter from destructive operationsorattacks by enemiesof the United States by any disaster
council or anypublic office,body, orofficerof this stateorof theUnited States, or whichhave beendesignatedor
areused as mass care centers, fire stations, temporaryhospital annexes,or as other necessary facilities for
mitigatingthe effects ofa natural,manmade, or war-caused emergency, for any injuries arising outof the use
thereof for such purposessustained byanyperson whileinor upon saidbuildingor premises as a result of the
condition of said buildingorpremises as a of any act or omission, or in any way arisingfrom the designationof
suchpremises as a shelter,orthedesignation of use thereofas a mass carecenter, first aid station, temporary
pt a willful act, of suchowneror occupant
hospital annex, or other necessary facility for emergencypurposes,exce
or his servants, agents,or employees when suchpersonhas enteredorgoneuponor into said buildingorpremises
for the purpose of seekingrefuge, treatment, care, or assistance therein during destructiveoperations or attacks by
enemies of theUnited States orduring tests ordered by lawful authority orduring a natural or manmade
emergency.
No disaster service workerwho isperforming disaster servicesorderedby lawful authority during a state of war
emergency, a state of emergency,or a local emergency,as suchemergenciesare defined in Section 8558 of the
Government Code, shall be liable for civildamages on accountof personal injury toordeathof any personor
damage to property resultingfrom any act or omission in the line of duty,exceptone that is willful.
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EDUCATION CODE MASS CARE AND WELFARE SHELTERS
f
Section40041.5 Mass care andwelfare shelters
Notwithstanding Section40043, the governing board of any schooldistrict shall grant the use of school buildings,
grounds, and equipment to public agencies, including the American Red Cross,for emergencies affecting the
public health and welfare. The governingboard shall cooperate with theseagencies infurnishing and maintaining
such services as thegoverningboard may deem necessaryto meet the needsof the community.
SectionManagement. direction and control: rules and regulations
40042
The management,direction, and controlofschoolfacilities under this article is vested in thegoverningboard
of the schooldistrict which shall promulgate all rules and regulationsnecessary to provide,at a minimum, for
the following:
Aid, assistance, and encouragement to any of the activities authorized in Sections40041and
(1)
40041.5.
Preservationof order in school facilities andon schoolgrounds, andprotectionof school facilities and
(2)
schoolgrounds, including, if thegoverning boarddeems necessary, appointment of a person who shall
have chargeofthe school facilities andgroundsforpurposes of their preservation andprotection.
That the useof school facilities or grounds is not inconsistent with the use of the schoolfacilities or
(3)
groundsfor schoolpurposesor interferes with theregular conduct of schoolwork.
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PUBLIC RESOURCES CODE EARTHQUAKE SAFETY
.
g
Section 28 1.Definitions
"Long-term prediction" means a prediction of an earthquake that is expected to occur within a few
(a)
years up to a fewdecades.
"Intermediate-term prediction" means a prediction of an earthquake that is expected to occur within
(b)
a periodof a fewweeks to a few years.
"Short-term prediction" means a prediction of an earthquake that is expected tooccur within a few
(c)
hours to a fewweeks.
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.
VEHICLE CODE
h
Section2454Authority for incident command at scene of hazardous substance incident: assignment:
interagency coordination
The authority for incident command at the sceneof an on-highwayhazardoussubstance incident isvested
(a)
in the appropriate law enforcementagency having primary traffic investigative authority on thehighway
where the incidentoccurs. Responsibility for incident command at the sceneof an on-highwayhazardous
substance incident shall continueuntil all emergencyoperations at the scene havebeen completed and
orderhas been restored.
Notwithstanding subdivision(a), the localgoverningbodyof a city, whether general laworchartered,
(b)
whichhasjurisdictionover the location where anon-highway hazardous substance incident occurs may
assign the authority for incident command at the scene of an on-highway hazardous substance incidenton
local streets androads, other than freeways, to either the local law enforcement agency or the localfire
protection agency.However thedepartment is responsiblefor incident command at the sceneof an on-
highwayhazardoussubstance incident on all highwayswhere the department hasprimary traffic
investigative authority.Any law enforcement agencyhavingprimary traffic investigative authoritymay
enter intowritten agreementswithotherpublic agencies tofacilitate incident command at the sceneof an
on-highwayhazardous substance incident on local streets and roadsotherthanfreeways.
For purposes of this section incident command at the sceneof an on-highway hazardous substance
(c)
incident means coordinationofoperationswhichoccur at the location ofa hazardous substance incident.
This coordinating function does not includehow the specialized functions providedby the variousother
responding agencies are tobeperformed. The incident commander at the sceneof an on-highway
hazardous substance incidentshall consult with otherresponse agencies at the scene to ensure that all
appropriate resources are properlyutilized and shall perform his orher coordinatingfunction in a manner
designed to minimize the risk ofdeathor injury toother persons.
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CALIFORNIA EMERGENCY COUNCIL RULES AND REGULATIONS
i
WHEREAS, The Legislaturehas longprovided a state-funded program of workers' compensation benefits far
disaster service workers who. contribute their services far the protection ofthe public health, safety, andwelfare,
in order to.protect such volunteers from financial loss as a result of injuries sustained while engaged in such
disaster service activities; and
WHEREAS,Under authorityof Section8580of the California Emergency ServicesAct (Government Code), the
California Emergency Council is directed to.establishby rule andregulationvarious classes ofdisaster service
workersand the scope of duties of each class and toprescribe the mannerin which disaster servicewarkers af
each class are to.beregistered, all suchrulesand regulationsto be designedto facilitate the paying of workers'
compensation;
NOW, THEREFORE, The California Emergency Council, by virtue of such authority vested in it,
hereby establishes and issues rules and regulations as follows:
"Disaster service worker" means anynatural personwho. is registered with a disaster council or the State
(1)
Office of EmergencyServices far the purpose of engaging indisaster service pursuant to the California
Emergency ServicesAct withoutpayor other consideration.
"Disaster service worker" includespublic employees and also includes anyunregistered person
impressedinto service during a state of war emergency, a state of emergency, or a local emergencyby
a personhaving authority to command the aidof citizens in the executionof hisduties.
"Disaster service worker" does not include any member registered as an active fire fighting member of
any regularly organized volunteer fire department, havingofficial recognition, andfull or partial support
of the county,city, town or district in whichsuch firedepartment is located.(See Section 3211.93,Labor
Code.)
"Disaster service" means all activities authorized byand carriedonpursuant to the California Emergency
(2)
Services Act, including training necessaryorproperto engage in such activities. (See Section3211.93,
Labor Code.)
Disaster service" doesnot include any activities or functions performed by a person if the disaster council
with whichsuch personis registered receivesafeeor other compensationforthe performance of such
activitiesor functions bysuch person.
"Trainingnecessary or proper to engage in such activities" is interpreted and is defined as authorized and
(3)
supervised training carried on in the mannerand by suchperson as a localdisaster council shall prescribe.
"Disaster Council"means a public agency establishedbyordinance which is empoweredto register and
(4)
direct the activities ofdisaster service workerswithinthe area of the county, city, city and county,or any
part thereof, and is thus,becauseof such registration anddirection actingas an instrumentality of the state
in aidof the carryingoutof the generalgovernmental functions and policy of the state.(See Section
3211.9, Labor Code.)
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AccreditedDisaster Council: "Anydisaster council which both agrees to follow therules andregulations
(5)
established bythe Emergency Councilpursuant to theprovisions of Section8580 and substantially
complies withsuch rules andregulations shall be certifiedby the Emergency Counci1.Upon such
certification, and not before, thedisaster council becomes and accrediteddisaster counci1." (See Section
8612, GovernmentCode.)
"Accredited disastercouncil" means a disaster council which is certifiedby the California Emergency
Council as conforming with therules andregulations establishedby the California Emergency Council
pursuant to the provisionsofArticle 10(commendingwith Section8610)of Chapter7of Division 1 of
Title 2 of theGovernment Code.Adisaster councilremains accreditedonly while the certificationof the
California Emergency Council is in effect and isnot revoked.(See Section 3211.91,Labor Code)
"Auxiliary fireman" is a person recruited,registered and trained as a supplement orreserveforunusual
(6)
fire emergencies ordisaster situations;benefits for such personnel may be providedby the state-funded
workers' compensation.An auxiliary fireman is nota "Volunteer Firemen," who is a person recruited,
registered andtrained to meet theday-to-day operationalrequirements of a firedepartment;
compensation insurancepremiums for thevolunteer fireman are the responsibility of the individual
government orfire entity.
.
CERTIFICATION
B
Prior to certificationof a disaster council as "accredited," the California Emergency Council shall befurnished a
certified copyof ordinance whichwill permit it to determine whether such city or countyhasprovidedfor the
following:
(1 ) Local disaster council;
(2) Chairman or director; and
(3) Emergency organization.
c.
CLASSES AND DUTIES OF DISASTER SERVICE WORKERS
Thevarious classes of disaster serviceworkers and the general duties of the members of each Class shall include
but shall not belimitedtothe following now establishedby theserulesandregulations or thosehereafter
established byorder of the California Emergency Council:
Staff. Perform executive, administrative, technical, and clerical functions for the emergency
(1)
organization, includingplanning, organizing, and coordinating allphasesof the emergency program;
information toand educationof thepublic; recruitment, interviewing, training, anddirectionof
disaster service workers; recordkeeping, andsuchother duties as may be required.
Area Leader.Assist emergency unitswithin theirblock, neighborhood,or other area assignment; survey
(2)
area conditions; disseminate information; secure datadesirable for emergency preparedness planning;
report incidents; andgenerally assist officials and individuals in the protectionof life and property.
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Communications. Operate and maintainvarious communications systems, including wire and
(3)
radio facilities, and performmessengerservice,to assist officials and individuals in the
protection of life and property.
Emergency Welfare. Assist in providing food, clothing, bedding, shelter, and rehabilitation aid;
(4)
registration of homeless to promote reuniting families; authoritative lists of dead and missing
persons; and other phases of emergency welfare services, such as the functions of maintaining
morale and administeringto the religious and spiritual needs of persons suffering from the
effect of the disaster.
Engineer. Survey and evaluate damagedfacilities, assist inemergencyrestorationof facilities for
(5)
utilities, transportation, andother vital community services;remove rubbleand debris; shore up or
destroypartiallydemolished or unsafe walls andbuildings;repair roads andrestore roadmarkings;
remove entrapped and injuredpersonsfrom damagedbuildings and structures.
Fire.As auxiliary fireman or forest fire fighters, assist regular fife fightingforcesor fire protection
(6)
agenciesto fightfife, rescue persons, andsave property; control forestor field fires orfire hazards,
instructresidents in fifeprevention and defense methods, methodsof detectingfire, and precautions to
be observed in reducing firehazards. FOR PURPOSES OF THESE REGULATIONSONLY, the ratios
between auxiliary fireman,volunteer firemen andpaidfiremen shall be one auxiliary for onevolunteer
andthree volunteers for one paid fireman.Thebasisfor applying these ratios is that the staffing of an
engine company, truck company,or a squadshall not exceed sixpaidfireman, and a salvage andrescue
company shallnot exceed two paid firemen.A firedepartment thathasnovolunteer firemen is limited to
three auxiliary firemen for eachpaidfiremanin the companies and squads,manned as above.These
manpower standards arebasedon thenumberoffirst line (notreserve) apparatusoperating by thefire
department.When "auxiliaryfireman" are registered with other than an established fire service
organization, for example, auxiliary fireman in a countyorcity civil defense organization, a total
numberof eligible auxiliary firemen shall be computedforsuch city or unincorporated are and the civil
defense agency shallbe entitled to register thatnumber ofauxiliaryfiremen not registered with
established fife services organizations and not exceeding the allowable total.
Law Enforcement.As auxiliaries or reserves, assist law enforcement officers and agenciesto protect life
(7)
and property; maintain law and order;perform traffic control duties; isolate andreportunexploded
ordnance.
Medical andHealth. Maintain casualty stations,establish andoperate medical and publichealthfield
(8)
units; assist in hospitals,out-patient clinics,and other medical and publichealth installations; maintain or
restore environmental sanitation; assist inpreserving thesafety of food, milk, andwaterand preventing
the spreadof disease; perform laboratory analysis to detect thepresence and minimize the effects of
chemical, biological, or radiological agents.
Radiological. Gather and evaluate radiological data and provide technical guidance of
(9)
decontamination and recovery operations.
(10)
Rescue. Rescue entrapped persons andrender emergencyfirst aid.
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Supply. Assist in procurement, warehousing, and releaseof supplies, equipment, and materials for all
(11)
unitsof the emergencyorganization.
Traffic Control. Regulate and control traffic to expedite its movement, as required.
(12)
Transportation. Assist in mobilization and utilizationof public and private transportation
(13)
resources required for the movement of persons, materials, and equipment for all units of
the emergency organization.
Utilities. Assist utility personnel in therepair of water, gas, electric, telephone, telegraph, steam, sewer,
(14)
and other utility facilities damagedby disaster.
D.
SCOPE DISASTER SERVICE DUTIES
Each disaster service worker in any class shall, withoutregard tohisformal designationor assignment, be
considered tobe actingwithin the scopeofdisaster serviceduties while he is assisting anyunitof the emergency
organizationor performing any act contributing to theprotectionof lifeorproperty or mitigating the effects of an
emergency either (1) under the authorization of a duly constituted superior in the local emergencyorganization, or
(2)under the supervision and directionof the American Red Cross whilecarryingout its programs in consonance
with state and local statements of understanding or in carrying out a mission assigned to that agencybya
responsible state or local authority.
E.
ADDITIONAL CLASSES
Additional classes shall be those classes prescribedby (1) the California EmergencyCouncilor(2)the local
disaster council with the approvalof the California Emergency Council.
F.
REGISTRATION
Aperson shalldeemed to be registered if there is on file with the State Officeof Emergency Services or
(1)
with the local disaster council, anyof its units, or in any other place approvedby the local disaster
council, the following information:
a.name of registrant;
b. addressofregistrant;
c. dateenrolled;
d.class of disaster servicetowhich he is assigned; and
e. loyaltyoath.
All registration records shall be available for inspection by any officer or employee of the State
(2)
CompensationInsurance Fundor of the State Officeof Emergency Services.
Thepersonnelofficeror other individualdesignated by thelocal disaster council shall be responsible
(3)
forkeeping the registration current, and for the accuracy and safekeepingof suchrecords.
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The California Emergency Councilmay prescribe such additional registration requirements as itmay
(4)
form time to time deem necessary.
Local disastercouncils may require each person registered to satisfactorily complete a course of training
(5)
or instruction.
G.
THESE RULES AND REGULATIONS SHALL BECOME EFFECTIVE IMMEDIATELY
The above rules and regulationswere adopted by the California Emergency Council on March 30,1971, and
amended on May 13,1977 and January9,1979.
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CALIFORNIA CODE OF REGULATIONS
j.
OFFICE OF EMERGENCY SERVICES
Article 1. Short Title
Section 2400. Short Title
This Chaptershall be known and may be cited as the StandardizedEmergency Management System
(SEMS) Regulations.
Article 2. Purpose and Scope
Section 2401. PurposeandScope.
Theseregulations establish the Standardized EmergencyManagement System (SEMS) basedupon the Incident
Command System (ICS) adaptedfrom the system originallydevelopedby the Firefighting Resources of
California OrganizedforPotential Emergencies (FIRESCOPE)program including thosecurrently inuse by
state agencies,the Multi-Agency Coordination System (MACS) as developedby FIRESCOPE program, the
operational area concept, andthe Master MutualAid Agreement and related mutual aid systems.
SEMS is intended tostandardize response to emergencies involving multiple jurisdictions or multiple agencies.
SEMS is intended tobeflexible and adaptable to theneeds of all emergency responders in California.SEMS
requires emergency responseagencies use basic principlesand components of emergency management
includingICS, multi-agency or inter-agencycoordination, theoperationalarea concept, and establishedmutual
aid systems. State agencies must useSEMS.Localgovernment must use SEMS inorder tobe eligible for state
funding of response-related personnelcostspursuantto activities identified in CaliforniaCode of Regulations,
Title19,Sections 2920, 2925, and2930. Individualagencies' roles and responsibilities contained inexisting
lawsor the state emergency plan arenot supersededby these regulations.
Article 3.
Definitions
Section 2402. Definitions.
(a) "Action Plan" means the plan prepared in the EOC containing the emergencyresponse objectivesof that
SEMSlevel reflecting overall priorities andsupporting
activities for a designated period. Theplan is shared with supporting agencies.
(b) "Activate"means, at a minimum,a designatedofficial of the emergency response agency implements SEMS
asappropriate to the scope of the emergencyand the agency's role inresponse to the emergency.
(c) "Department Operations Center" means an EOCusedby a district discipline(such as flood
operations,fire, medical, hazardous material, or a unit, such as Department of PublicWorksor
Department of Health). Department operations centers may be used at allSEMS levels above thefield response
level dependingupon the impacts of the emergency.
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(d) "Emergency"means a conditionofdisasterorof extreme peril to the safety of persons andproperty caused
by such conditions as airpollution,fire, flood, hazardous material incident,storm, epidemic, riot,drought,
sudden and severe energy shortage, plant oranimal infestations ordisease, theGovernor's warning of an
earthquake or volcanicprediction, or anearthquake orother conditions,other than conditions resulting from a
labor controversy.
(e) "Emergency OperationsCenter (EOC)"meansa location from which centralized emergency
managementcan be performed.
(f) "Emergency Response Agency" means any organizationresponding to an emergency, orproviding mutual
aid support to such an organization,whetherin thefield, at the sceneof anincident, or toanoperations center.
(g) "Emergency Response Personnel" means personnel involved with an agency's response to an
emergency.
(h) "Incident"means an occurrence or event, either human-caused or by natural phenomena, that requires action
by emergency response personnel toprevent or minimize loss of lifeordamage to property and/or natural
resources.
(i) "IncidentAction Plan" means theplandeveloped at thefield response level which
contains objectivesreflecting the overall incidentstrategy and specific tactical actions and support
informationforthe next operationalperiod. The planmaybe oral orwritten.
(j) "Incident Commander"means the individual responsible for the command of all functionsat the field
response level.
(k) "Incident Command System (ICS)" means thenationally used standardizedon-scene emergency
management concept specifically designed to allow itsuser(s) to adopt anintegratedorganizational structure
equal to the complexity and demandsof single or multiple incidentswithout being hinderedby jurisdictional
boundaries.ICS is the combination of facilities,
equipment, personnel, procedures, and communication operating withina common organizational structure, with
responsibility for the management of resources to effectively accomplish stated objectives pertinent toan
incident.
(1) "LocalGovernment" means local agencies as definedinGovernment Code Section8680.2 andspecial districts
as defined in California CodeRegulations,Title 19,Section 2900(y).
(m) "Multi-agencyor inter-agency coordination" means the participation of agencies and
disciplines involved at any level of the SEMS organization working together in a coordinated effort
to facilitate decisions for overall emergency response activities, including the sharing of critical
resources and the prioritization of incidents.
(n) "Office of Emergency Services (OES)"meansthe Governor'sOffice of Emergency Services.
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Article 4. Standardized Emergency Management
System
Section 2403. SEMS Organizational Levels and Functions.
(a) All emergency response agencies shall use the Standardized Emergency Management System in
respondingto, managing, and coordinating multiple agencyor multiple jurisdiction incidents,
whether single or multiplediscipline.
(b) There are five designated levels in the SEMS organization: field response, local
government, operational area, regional, and state. Each level is activated as needed.
(1) "Fieldresponse level" commands emergencyresponse personnel and resources tocarryout tactical
decisions and activities in direct response toan incident or threat.
(2) "Localgovernment level"manages and coordinates theoverallemergencyresponseand
recovery activities within theirjurisdiction.
(3) "Operational area level"manages and/or coordinates information,resources, andpriorities among
local governmentswithin theoperational area and serves as the coordination and communications link
between the local government level and theregional level.
(4) "Regional level" managesand coordinates information and resources among operational areas within
the mutual aidregion designatedpursuant toGovernment Code section8600 andbetween the operational
areas and thestate level. Thislevel along with the state level coordinates overall state agency supportfor
emergency responseactivities.
(5) "State level" manages state resources inresponse to theemergencyneedsof theotherlevels, manages
and coordinates mutual aid among the mutual aid regions and between the regional leveland state level,
and serves as the coordination and communication linkwith the federal disaster response system.
(c)Localgovernment, operational area, regional, andstate levels shallprovidefor all of thefollowing
functionswithin SEMS: management, operations,planning/ intelligence, logistics, andfinance /
administration.
(1) Management is responsible for overall emergency policy and coordination through the joint efforts
of governmental agenciesand privateorganizations.
(2)
Operations is responsible for coordinating all jurisdictional operations in support of the
response to the emergency through implementationof the organizational level's actionplan.
(3) Planning/Intelligence is responsible for collecting, evaluating, and disseminating information;
developing the organizational level's actionplan in coordinationwith theother functions; and maintaining
documentation.
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(4) Logistics is responsible for providingfacilities, services, personnel, equipment, andmaterials.
(5) Finance/Administration is responsiblefor financial activities and administrative aspects not assigned
tothe other functions.
Section 2405. FieldResponseLevel.
(a) Emergency response agencies operatingat the field response level of an incident shall utilize the Incident
Command System, incorporating thefunctions, principles and componentsof ICS.
(1) Thefunctionsof ICS are command,operations, planning, logistics and finance.
(A) Command is the directing,ordering,and!or controlling of resources byvirtueof
explicit legal, agency, or delegated authority.
(B)Operations is responsiblefor the coordinated tactical response of all field operationsdirectly
applicable to or in support of the mission(s) in accordance with the Incident Action Plan.
(C) Planning (may be referred to as planning/intelligence)is responsiblefor the collection,
evaluation, documentation, anduseof information about the development of the incident, and
the status of resources.
(D) Logistics is responsible for providing facilities, services,personnel, equipment, and
materials in support of the incident.
(E) Finance(may be referred to as finance/administration) is responsible for all financial and
cost analysis aspects of the incident, andforany administrative aspectsnot handled by the other
functions.
(2) Theprinciples of ICS are that:
(A) The system providesforthe followingkinds ofoperations: single jurisdictional
responsibility/single agency involvement, single jurisdictional responsibility with multiple-
agency involvement, and multiple-jurisdictional responsibility with multiple-agency
involvement.
(B) The system's organizational structure adapts to any emergencyor incident to which
emergencyresponse agencies wouldbe expected torespond.
(C) Thesystem shall be applicable and acceptable to all user agencies.
(D) The systemis readily adaptableto new technology.
(E) The system expands in a rapid and logical manner froman initial response to a major
incidentand contractsjust as rapidly as organizational needs of the situationdecreases.
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(F) The system has basiccommon elements inorganization, terminology and
procedures.
(3) The components ofICS are common terminology, modularorganization,unified command structure,
consolidated actionplans, manageable span-of-control, pre-designatedincident facilities, comprehensive
resource management, and integrated communications.
(A) Common terminology is the established commontitles for organizational functions,
resources, andfacilities withinICS.
(B) Modular organization is the method bywhich theICSorganizational structuredevelops
basedupon the kind and sizeof an incident.Theorganization's staffbuilds from the topdown
withresponsibility and performance placed initially with the Incident Commander.As theneed
exists, operations, planning,logistics, andfinance may be organized as separate sections, each
with severalunits.
(C)Unified command structure is a unified team effort which allows all agencies with
responsibility for the incident, eithergeographical or functional, to managean incident by
establishing acommon set of incident objectiveand strategies. This is accomplishedwithout
losingor abdicating agency authority, autonomy, responsibility or accountability.
(D) Consolidated actionplans identifyobjectives and strategy determinations made by the
Incident Commander for theincidentbasedupon the requirements of the jurisdiction. In the case
of a unified command, the incidentobjectives must adequately reflect thepolicy andneedsof all
the jurisdictional agencies. The action plan for the incidentcovers the tactical and support
activities required for theoperationalperiod.
(E) Manageable span-of-control withinICS is a limitationon the numberof emergency
response personnel whocaneffectively be supervised or directed byanindividualsupervisor.
Thekindof incident, thenature of the response or task,distance and safety will influence the
span-of- control range. The ordinary span-of-controlrange is between three and seven
personnel.
(F) Pre-designated incidentfacilities are identifiedwithin ICS. Thedetermination of the kinds
and locationsof facilities tobe usedwill bebasedupon the requirementsof the incident.
d
(G) Comprehensive resourcemanagement is the identification, grouping, assignment an
tracking of resources.
(H) Integratedcommunications are managed through the use of a common communications
plan and an incident-based communicationscenter established for theuse of tactical and
supportresources assigned to the incident.
(b) Wherean agency has jurisdiction over multiple-agencyincidents,itshallorganize thefield response using
ICS to providefor coordinated decisions-makingwith emergency responseagencies.
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Section 2407. Local GovernmentLevel.
(a)The Standardized Emergency Management Systemasdescribedunder SEMS Organizational Levelsand
functions (Section 2403)shallbe utilized:
(1)when the local government emergencyoperations center is activated.
(2)when a local emergency, as defined inGovernment Code Section8558(c),is declared or
proclaimed.
(b)When a local government EOC is activated, communications and coordination shallbe establishedbetween
the EOC Director, theIncident Commander(s) and thedepartment operations center(s) tothe EOC orbetween
the Incident Commander(s) and theEOC. Coordinationoffire and law enforcement resources shall be
accomplished through theirrespective mutual aid systems.
(c) Communications and coordination shallbe establishedbetween a local government EOC,when activated,
and any state or local emergency responseagency having jurisdiction at anincident occurring withinthatlocal
government's boundaries.
(d) Localgovernment shall use multi-agency or inter-agency coordination to facilitate decisions foroverall
local government level emergencyresponse activities.
Section 2409. OperationalAreaLevel.
(a) "Operational Area Level" means an intermediatelevel of the state emergencyservicesorganization,
consistingof a county and all political subdivisionswithinthe county area. Each countygeographic area is
designated as anoperational area. Anoperational area is usedby the county and thepolitical subdivisions
comprising the operational area for the coordinationof emergency activities and to service as a link in the system
of communications and coordinationbetween the state's emergencyoperations centers and the operation center
of thepoliticalsubdivisions comprising theoperational area, as defined in Government Code Section8559(b) &
Section 8605. This definitiondoes notchangethedefinitionof operational area as used in the existingfire and
rescue mutual aid system.
(b)All localgovernments within a county geographic area shall be organized into a single operational area by
December 1, 1995, and the countyboardofsupervisors shall be responsible for its establishment.
(c) Theoperational area authority and responsibility under SEMSshall not be affected bynon-
participationof any localgovernment(s) withinthe operationalarea.
(d) The county government shall serve as the lead agencyof the operational area unless another member agency
of theoperational area assumes that responsibility by written agreement with county government.
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(e)The lead agency of theoperational area shall:
( 1 ) Coordinate information,resources and priorities among the local governments within the
operational area.
(2) Coordinateinformation, resources andpriorities between theregional level and the local
government level. Coordination offire and law enforcement resources shall be accomplished
through their respectivemutual aid systems.
a
(3) Use multi-agencyor inter-agency coordination tofacilitate decisions for overall operational are
level emergency response activities.
(f) TheoperationalareaEOC shall be activated and SEMS used as described in the SEMS Organizational Levels
and Functions(Section2403) when anyof thefollowing conditions exists:
(1)A localgovernment within theoperational area has activated its EOC and requested
activationof the operational area EOC to support their emergencyoperations.
(2) Two or more cities within the operational area have declaredorproclaimed a local
emergency.
(3) The county andone or more cities havedeclaredor proclaimed a localemergency.
(4) A city, city and county, or county has requested a governor's proclamation of a state of
emergency,as definedin GovernmentCode Section 8558(b).
n
(5)A state of emergency is proclaimed by the governor for the county or two or more cities withi
the operational area.
(6) Theoperational area is requesting resources fromoutside its boundaries, except thoseresourcesused
in normal day-to-day operationswhich areobtained through existing agreements providing for the
exchangeor furnishingof certain typesof facilities and services on a reimbursable, exchange,or other
basis as providedforunder theMaster Mutual Aid Agreement.
(7)The operationalarea has received resourcesrequests from outside its boundaries, except those
resourcesusedin normal day-to-day operationswhich areobtained through existing agreements
providingfor the exchangeor furnishing of certain typesoffacilities and serviceson a reimbursable
exchange,orother basis as provided for under the MasterMutualAidAgreement.
Section 2411. Regional Level.
(a) The regional level EOC shall be activated and SEMSused as described in SEMSOrganizational Levels
and Functions(Section2403) when anyoperational area EOC within themutual aid region is activated.
(b) The lead agency for establishment of the regional levelEOC shall beDES.
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(c) The location of the regional level EOC shall be identified by OES to accommodate the needs of the
operational area(s) served.
(d)When theregional level EOC is activated, communications and coordinationshallbe establishedwith the
operational area(s), the state level EOC, andregional leveldepartment operations centers. Coordinationof fife and
law enforcement resources shall be accomplishedthrough their respectivemutual aid systems.
(e) The regional level shall usemulti-agency or inter-agency coordination to facilitate decisions foroverall
regionallevel emergency responseactivities.
Section 2413. State Level
(a) The state level EOC shall be activated and SEMS used as described in SEMS Organizational Levels and
Functions (Section2403) when any of the following conditions exists:
(1)A regionallevel EOC is activated.
(2)Upon the governor's proclamation of a state of emergency.
(3)Upon the governor's proclamation of anearthquakeorvolcanic prediction.
(b) The lead agency for establishment of the state level EOC shall be OES.
(c)When the state level EOC is activated, communicationsand coordination shall be establishedwith the regional
level EOC(s), state level department operations centers,and federal emergency responseagencies. Coordination of
fife and law enforcement resources shall be accomplished through theirrespective mutual aid systems.
(d) The state level shall usemulti-agency or inter-agency coordination to facilitate decisions for overall state
level emergency response activities.
Section 2415. Mutual Aid.
(a) "MutualAid" means voluntary aid and assistanceby the provisionofservices andfacilities, including butnot
limited to: fife, police, medical and health, communication, transportation,and utilities. Mutual aid is intended to
provide adequate resources, facilities, andother support tojurisdictions whenevertheir own resources provetobe
inadequate to cope with a given situation.
(b) "MutualAid System"means the systemwhich allowsfor theprogressive mobilizationof resources to/from
emergencyresponse agencies, localgovernments, operational areas, regions, and statewith the intentofproviding
adequateresources to requesting agencies. The California mutual aid system includes severaldiscipline-specific
mutual aid systems (e.g., fireand rescue, law enforcement, medical and publicworks) which are consistent with
the Master Mutual Aid Agreement.
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(c)All mutual aid systemsand agreements shall be consistent withSEMS and the Master Mutual Aid
Agreement.
(d)Unless otherwiseprovided by agreement, theresponsible localofficialin whose jurisdiction( s) an incident
requiring mutual aid hasoccurredremains in charge andretainsoverall directionof personnel and equipment
provided through mutual aid (as providedfor inGovernment Code Section8618).
Article 5. Standardized EmergencyManagement System AdvisoryBoard
Section 2425. EstablishmentandPurpose.
The Director, OES shall establish the SEMS Advisory Board consisting of representatives from
emergencyresponse agencies to provideadvice on all aspects of this Chapter.
Article 6. Training
Section 2428. Minimum Competencies.
Emergency response agencies shall ensure that their emergency responsepersonnel maintain minimum training
competencies in SEMSpursuant to the approved course ofinstructionasprescribed inGovernment Code
Section 8607(c).
Article 7. Compliance
Section 2443. Standards.
On or before December1, 1995, OESshalldevelopstandards for compliance that will include a methodof
evaluationregarding planning, training, exercises, andperformance.
Article 8. After Action Reports
Section 2450. Reporting Requirements.
(a)Any city, city and county,or county declaring a local emergencyforwhich the governor proclaims a state of
emergency, and any state agency responding to that emergency shall complete and transmit an after action
report toOESwithinninety(90)daysof the closeof the incidentperiod as specified inCalifornia Code of
Regulations, Title 19, Section 29000).
(b) The after actionreportshall, at a minimum, be a review of response actionstaken, application of SEMS,
suggested modifications to SEMS,necessarymodifications toplans andprocedures, identified training needs,
and recovery activities to date.
(c)The after actionreportshall be in a formatspecified by OES by December 1, 1995.
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THE FOLLOWING POLICIES AND PROCEDURES SHALL BE UTILIZED
UPON THE DECLARATION OF A LOCAL EMERGENCY, A STATE OF
EMERGENCY, OR A STATE OF WAR EMERGENCY.
Feeding of personnel: When a Section Chief determines that personnel under
his/her direction will be required to perform emergency work four hours or longer than
the scheduled work period, the employees shall be fed as required. If conditions are such
that the entire Section, or parts thereof, can be released from emergency operations, they
shall be afforded a reasonable time to secure their food nearby. If this is not feasible, food
shall be purchased by one member of the Section and brought to the work location. The
receipts or bills for such food are to be forwarded to the Finance Section, Disbursement
Unit for payment as soon as possible.
Fueling and oil:All City vehicles should be checked for fuel prior to
leaving their parking area.
When unable to refuel at City facilities, fuel and oil may be purchased from any
services station as a cash purchase or on a personal credit card. All such purchase receipts
should be forwarded to the Finance Section, Disbursement Unit, for payment as soon as
possible.
Emergency work:Emergency work and supplies, if not available through
mutual aid and found by the Emergency Operations Center Director to be necessary in
order to protect life and property from immediate damage, may be provided for by
negotiated contract without advertising for bids.
The Logistics Section Chief, unless otherwise ordered by the City Council, may
purchase for the City all materials, supplies, equipment and other personal property
necessary to carry out the purposes of this Emergency Operations Plan, and shall make
all such purchases and contracts upon proper requisition signed by the Emergency
Operations Center Director.
Distribution of sandbags:With the approval of the Emergency Operations
Center Director, and under the direction of the Logistics Section Chief, empty sandbags
may be distributed to individual property owners during storm operations.
Distribution of sandbags shall be limited to available supplies in excess of City
needs for emergency operations. Pending verification of availability, distribution shall be
limited to 50 bags per individual, unless the Logistics Section Chief determines that
available supplies are sufficient to fulfill requests in excess of the 50-bag limit up to a
maximum of 200 bags.
Requests for sandbags in excess of the 50-bag limit, or for sandbags during other
than periods of storm operations, or for commercial or industrial uses, shall be referred to
commercial vendors.
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HEAVY EQUIPMENT
When inneedof heavy equipment use thefollowing information to identify the propernomenclature, and type(size) of
equipment.When ordering mutual aid heavy equipment fromthe Orange CountyOperational Area, use the MutualAid Resources
Request Form.
ROUGH TERRAIN CAT OR CHAMP
6,000
LIFT EOUIPMENT
lb.-II" Subterranean Towable
6,000 Ib.-16" Towable
AERIAL BOOMLIFTS
6,000 Ib.-21-23' Towable
36' working height, 5'-1 0 "wheel 46'
8,000 Ib.-30' Towable
working height, 7'-11 " wheel 46'
10,000lb.-30'
working height, 6' wheel 66'
working height, 8' wheel 66'
TELESCOPING BOOMREACH TRUCKS
6,000
working height, 6'-7" wheel 76'
Ib.-16' Towable Champ
working height, 10' wheel 86'
6,000 Ib.-33' CATRTC 60
working height, 10' wheel
8,000-9,000 Ib.-35-37' FWD Champ
8,000 Ib.-40' 883 GEHL
ROUGH TERRAIN CRAINS
10,000 Ib.-40' RTlOO CAT
14-20 ton fixed cab w/60'boom
18-22 ton swing cab w/60/70' booms25-30
PALLET JACK
ton swing cab w/80' boom
Crown, hydraulic
35 ton swing cab w/80/l04' booms 40 ton
swing cab w/1 00' boom
45-55 ton swing cab w/l 04/110' booms 60-
COMPACTION EOUIPMENT
65 ton swing cab w/l1O/114' booms75-80 to
swing cab w/114' boom 90-100 ton swing
cab w?114' boom
VIBRATORY RIDE ON
Single drum.rear rubber tire
BOOM TRUCKS
CAT CP323, 48"pad
8-10 ton w/45156'booms 11.75-
CAT C 43IB, 6'" smooth
12.5 ton w/56/66' booms 14-15 ton
CAT CP433, 66" pad
w/66/70' booms 16-17 ton w/75'
CAT CS563, 84" smooth
boom
IR SDlOOF, 84" pad
21-23 ton w/80/90' booms 17.5 ton
CAT CP563, 84" pad
swing cab w/95' boom
VIBRATORY RIDE ON
INDUSTRIAL CRAINS
Double drum
5-7 ton industrial carry deck
RD 880,3000 lb., 35" drum
w/16/20' booms
CAT CB224, 3-5 ton, 47" drum
8.5 ton industrial carrydeck
IR DD22, 3-5 ton,39" drum
w/24'boom
IR DD24, 3-5 ton,47" drum
CAT CB434, 6.25 ton, 55" drum
SCISSOR LIFTS
CAT CB534, 11 ton, 68" drum
21' working height, 30" wide 26'
working height,34" wide 31'
VIBRATOR TOW BEHIND
working height,75" wide 48'
Single drum
working height, 99" wide
CAT TSF54, 54pad
VIBRATOR
WALK BEHIND
FORKLIFTS
Mikasa MRT6D, 5900 lb., 15"
Mikasa MDR9G,9600 lb., 28"
PNEUMATIC TIRES
MikasaMRV1OG,1700 lb., 30"
CAT 4,000 lb.
Mikasa MRV30D, 1700 lb., 28" IR
CAT 5,000 lb., Diesel, Gas or LP
FX130, trench roller Rammax 3324,
CAT 6,000 lb.
trench roller RT 820, trench roller
CAT 8,000 lb. Diesel
CAT 15,000 lb.Diesel
CAT 20,000 lb.Diesel
TAMPER
CAT 30,000 lb. Diesel
Mikasa MTR80L
Wacker BS60Y/BS62Y
Mikasa MTR120LA
Wacker B5105Y
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HEAVY EOUIPMENT CONT.
PORTABLE GENERATORS
VIBRATOR PLATE
3.5kw
Mikasa MVC90L
5.0kw
Wacker\fJ\1340VV
6.0kw
Wacker DPU 6055
TOWABLE GENERATORS
STATIC RIDE ON
lO kw
IR ST80
20 kw-25 kva
Hyster 530, IR PT140
30 kw-40 kva
50 kw-60 kva
78 kw-85 kva
125 kw
ASPHALT EOUIPMENT
300 kw
600 kw
SWEEPERS
-
Rosco RB-38 (32" x 8' brush)
LIGHT TOWERSTOWABLE
30" Towerw/41000 Watt Bulbs
20" Towerw/2 1000 Watt Bulbs
CONCRETE EOUIPMENT
WATER PUMPS
CONCRETE MIXERS
2" diaphragm w/l each suction & discharge hose.
Poly Drum 1 sack
3" trash w/1 each suction & discharge hose
Steel Drum .5 sack
Add3" dischargehose 50'
4" trash w/1 each suction
MORTAR MIXERS
Add4" dischargehose 50'
k
Poly Droum 4 sac
6" trash/trailermount
EARTH-MOVING EOUIPMENT
RIDE-ON TRENCHERS
Ditchwitch 3500
TRACK DOZERS
CATD3C power shift
CATD4C powershift
CATD5C powershift
COMPRESSORS. GENERATORS &
CAT D4H powershift
OTHER
CATD5H powershift
CAT D6H powershift
PORTABLE AIR COMPRESSORS
CAT D8/D9N/DlON
100 cfm compressor, bare
130 cfm compressor, bare
TRACK LOADERS
175 cfm compressor, bare
CAT935 w/MP bucket and ripper
185 cfm compressor, bare
CAT9532 yd. w/ripper
375 cfm compressor, bare
CAT963 2.5yd. w/ripper
825 cfm compressor
CAT973
1 air tool and 100' hose
2 air tools and 200' hose
EXCAVATORS
Paving Breaders
TBO 25
Pneumatic and Electric Hammer Steel Gads,Wedges,
TBO 45
N. chisels
CATE120
Bushing heads
CATE215C
3/4" Air Hose, 50'
CATEL200B
CAT320L
WELDERS
CAT225D
MQ Portable 170 amp
CAT225 w/Teledyne 5500 Breaker
MuItiquip 300 amp w/l Okw generator
CAT325L
CATEL300
CAT330L
CAT235C
CAT235 w/Teledyne 8000 Breaker
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HEAVY EOUIPMENT CONT.
WHEEL BACKHOES
CAT
SCREENS
416
Read Screen-All RD40
CAT 416E w/750 lb. Breaker
Read Screen-All RD90
CAT 426
-
CAT 426E stick
MOTOR GRADERS
CAT 426E w/750 lb. Breaker
FA M65B
CAT 428E - stick (sideshift)
CAT12G
CAT 436
CAT 140G
CAT 436 w/1500 lb. Breaker
CAT 446
TRACTOR-SCRAPERS
-
CAT 446E stick
CAT 613C
CAT 446 w/2,000 lb. Breaker
CAT 615C
CAT 623E
CAT 631 SKIP LOADERS
Massey Ferguson 50E-2WD
Massey Fersuson 50EX-4WD
SKID STEER LOADERS
Case 480LL-2WD
BobCAT 743/753
Commander 4200 Rubber Track
Case 480LL-4WD
Ford 545C-2WD
Ford 545CX-4WD
SKID STEER ATTACHMENTS
Bobcat 12" Auger
TRUCKS/WATER CONTAINERS
Bobcat 2500-Breader
2,000gal.watertruck
Bobcat 6O-Sweep
-
Water Tower 12,000 gal.
Bobcat 909-Backhoe (753) Bobcat 81 I-
5-6yd. dump, diesel truck
Backhoe (853)
Flat bed dump, diesel truck
WHEEL LOADERS
IT14, 1.25 cu.yd.
CAT 918 &IT181.75 cu. yd.
CAT 928 &IT28,2 cu. yd. CAT
936 3 cu. yd.
CAT 950E, 4 cu. yd.
CAT 950F, 4 cu. yd.
CAT 966E, 5 cu. yd.
CAT 966F, 5 cu. yd.
CAT 980C, 6 cu. yd.
CAT 988, 7 cu.yd.
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I
The following EmergencySuppliesarestored in the locations indicated.
LIFEGUARD DEPARTMENT RESOURCES
Communications:
1)
a.Lifeguard net low FM band radio (Channell-45.92mhz. Channe12-45.40mhz)
*2 Base Radios
*5 mobile unit radios (Units 5110, 20, 30, 40, 60)
*7 Pak set radios
.
VHF Marine band radios (Multi-Channel):
b
*1 Base Radios
*5 Mobile unit radios (SB 1,2,3,4, Seal Beach Rescue)
*
c.
Telephones:
*10 NORTHSTAR Meridian 4 line phones (linter-City Line)
*Capable of activating 10 single line phones + 2pbx
d.
Cellular Telephones
*(562) 843-1258 (Captain)
*
e.
PublicAddress:
*1 Rotating base speaker Mid-Pier (Range: old town to hill area)
*5 Mobile units P A's (one mounted in rescue boat)
*2 Hand-Held PA's
f.
Buildings:
a.Garage (good alternate EOC with phone lines installed)
b. CommunitySafetyBuilding
2)
3)
Vehicles:
a.4-4x41/2 ton pick-up truck Rescue Vehicles/1-4x4 Chevy Blazer
b.1 Wave Runner--Personal WaterCraft Rescue Vehicle w/trailer
c 1 21’BostonWhaler
d.1 28' Seaways Rescue Boat--twin screw
e.2 lnflatable Soft-Bottom 4 person boats with outboard motors
4)
Tools and Supplies:
a.Complete First-Aid Stock Room
b.7 pre-stocked EmergencyFirst Aid Kits
c. Blankets
d. Microwave Oven
e.Conference facilities (chairs, table, dryerase board, coffee maker,phones)
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f.Complete Work Bench
g.Electric Water Heater (powered bygenerators, when
necessary
h.Refrigerator (poweredby generators,when necessary)
i.3 Back-up Power Generators
j.Electric Extension Cords
k. Acetylene TorchWelder
l. Rope,chain
m. Saws All
n. Air Compressor
o. FloorJack
p. JumperCables
q. Shovels
r. SandBags
s. Dive-TeamEquipment
t.4 - 1 3/4inch50'fire hose
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CITY CODIFIED ORDINANCE/AGREEMENT
SEAL BEACH CITY CODIFIED ORDINANCE No. 947
Chapter 3.25 Civil Defense and Disaster
§ 3.25.005 Definitions.
For the purposes of this chapter, the following words and phrases shall mean:
A. “Assistant director”: assistant director of emergency services.
B. “Director”: director of emergency services.
C. “Emergency”: actual or threatened existence of conditions of disaster or of
extreme peril to the safety of persons and property in the city caused.
D. “Emergency organization”: city officers and employees, together with those
volunteer forces enrolled to aid them during an emergency,and all groups or
persons who by agreement or law are charged with duties incident to the protection
of life and property in the city during an emergency.
§ 3.25.010 Disaster Council Membership.
The disaster council has previously been created and shall consist of the following:
A.The mayor, who shall be chair of the council.
B.The director, who shall be vice-chair of the council.
C.The assistant director.
D.Such chiefs of emergency services as are provided for in a current
emergency plan of the city.
E. Such representativesofcivic, business, labor, veterans, professional or other
organizations having an official emergency responsibility, as may be appointed by
the director with the advice and consent of the city council.
§ 3.25.015 Disaster Council Powers and Duties.
The disaster council shall havethe following powers and duties:
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A.To develop and submit to the city council emergency and mutual aid plans,
ordinances, resolutions and agreements.
B.To provide for the organization, powers, duties, services and staff of the
emergency organization.
§ 3.25.020 Director and Assistant Director Powers and Duties.
A.The director shall have the following powers and duties:
1.To request the city council to proclaim the existence or threatened
existence of a local emergency if the city council is in session.
2.To proclaim the existence of a local emergency if the city council is not
in session. Such proclamation shall be null and void seven days after issuance
unless ratified by the city council.
3.To request the governor to proclaim a state of emergency if locally
available resources are inadequate to cope with an emergency.
4.To direct the efforts of the emergency organization.
5.To represent the city in dealings pertaining to an emergency.
6.To designate the order of succession of the director’s office, which
order shall be subject to city council approval and shall be effective in the event the
director is unavailable during an emergency.
7.To do the following in the event of a proclaimed local emergency, state
of emergency or state of war emergency:
a.Issue regulations on matters reasonably related to the
protection of life and property as affected by such emergency. Such regulations
shall be confirmed or repealed by the city council at the earliest practical time.
b.Obtain vital supplies and equipment at fair market value or to
commandeer such items if immediately required.
c.Command the aid of as many citizens of the city as deemed
necessary. This provision applies only to a state of emergency or state of war
emergency.
d.Requisition necessary personnel or material of any city
department or agency.
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B.The assistant director shall have the following powers and duties:
1.Develop emergency plans under the director’s supervision and with the
assistance of the emergency service chiefs.
2.Manage emergency programs of the city.
§ 3.25.025 Expenditures.
Expenditures made in connection with emergency activities, including mutual aid
activities, shall be conclusively deemed to be for the direct protection and benefit of
the inhabitants and property of the city.
§ 3.25.030 Prohibitions.
No person shall do any of the following during an emergency:
A.Willfully obstruct, hinder or delay any member of the emergency organization
in the enforcement of a regulation issued pursuant to this chapter or in the
performance of any duty imposed by this chapter.
B.Perform any act forbidden by regulation issued pursuant to this chapter, if the
act is of such a nature as to give or be likely to give assistance to the enemy or to
imperil the life or property of any inhabitant of the city, or to prevent, hinder or delay
the defense thereof.
C.Wear, carry or display without authority any means of identification specified
by the emergency agency of the state.
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.
AGREEMENT: ORANGE COUNTY FIRE SERVICES
II
THISAGREEMENT, made and entered into this 19 theday of August, 1982, which is enumerated for
purposes of reference only,by andbetween the COUNTYOFORANGE, a political subdivisionof theState of
California,hereinafterreferred to as "COUNTY,"and CITYofSeal Beach, a municipalcorporation inthe
COUNTY OF ORANGE, hereinafter referredtoas"CITY.".
WHEREAS, CITYdesires to have COUNTY perform certain fireprotectionfunctionswithin the CITY
pursuant toGovernment Code Sections55603 and 55632;
NOW,THEREFORE, in consideration of the mutual promises containedherein, the parties hereto
agree as follows:
d
1.COUNTY shall provide to CITY, fire fighting,rescue, fire prevention, paramedic,an
emergency medical (paramedic) services, excluding weedabatement services. The level of serviceprovided shall
be the same as the level ofsimilar services provided by COUNTY elsewhere throughout the unincorporated
territory of the County ofOrange. Such level of serviceshall be determined at the sole discretion of the Director
d
of Orange County Fire Services,who shall have direct control andsupervisionover the services provide
pursuant to this Agreement, and who is herebydesignatedas the City Fire Chief. The levelof serviceprovidedby
the CITY at the time of contract is considered tobe equivalent to the servicesprovidedelsewhere by the
COUNTY.The COUNTY intends to continueproviding 2 engine companies,1 truck company and1medic unit
operatingfrom two (2) existing fIre stations inconjunctionwith an active local volunteer program. Anyfuture
changes to this level of service will bediscussedbetween the City Manager and theDirectorofOrange County
Fire Services.
2.In considerationof the services providedunder thisAgreement from August 19,1982,
through June 30,1983, City shall pay to COUNTY the sum of $987,322.All payments due COUNTY shall be
paidquarterly in arrears commencingonorbefore October 1, 1982.
3.City payments to County for servicesprovided in each of the subsequentfiscal years
coveredby this Agreement shall be based on the allocationof the estimated cost to COUNTY of providingsaid
services as determined by the County Fire Department's Cost Allocation Plan (CAP).A creditof$135,250 for
equipment purchaseswill beapplied to the secondfiscal year covered by this Agreement.
4,ThisAgreement shall become effectiveAugust 19, 1982,and may remain in force
through June 30,1987, with annualrenewalbasedupon CITY's agreement to pay the annual charge for the
contracted services. Renewalbeyond June 30,1987 shall require approval of the County Boardof Supervisors
and the City Council.
5.
On orbeforeMarch1, of each subsequentfiscal year covered by this Agreement,
commencing March 1,1983,the Director ofOrangeCounty Fire Services shallnotify CITY, inwriting, of the
estimated costs to COUNTYof providing said services toCITY during the followingfiscal year.
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On or beforeMay 1, of each subsequentfiscal year coveredby this Agreement, commencing May 1, 1983, the
Directorof Orange County Fire Services shall notify CITY,in writing, of thefinal charges for providingsaid
services to CITYduring the followingfiscalyear. In the event CITYfailstoagree, prior to thefollowing June1,
to paysaid sum, this contract shall be deemed terminated,
effective June 30 of the same year.
6.The specificdetails of theAgreement, including butnot limited topersonnel tobe transferred,
valuationand disposition of CITY firestations,apparatus, lightvehicles, equipment, furnishings andrelated
materials, are tobe agreed to between the parties prior to executionof this contractdocument. Theform of these
agreementsmay consist of lease agreements, transferoftitle, letters of understanding, or separate contractual
agreements.
7.CITY agrees to indemnify COUNTY andits officers, employees, and agents, andhold
them harmless from any liability, whetherby court actionor otherwise, arisingout of the acts or omissions of
CITY or any of its officers, employees, or agents. County agrees to indemnify CITY,or any of its officers,
employees, and agents.
COUNTY agrees to indemnify CITY, and its officers, employees, and agents, andhold them
harmless fromany liability, whetherby court actionorotherwise, arisingout of theacts or omissions of
COUNTYor any of itsofficers, employees,or agents.
8.CITY shallnot be liable for the directpayment of anywages orother compensation to
any officer, employee,or agent of COUNTYperforming any services under thisAgreement. CITY shall notbe
liable to any officer, employee, or agent of COUNTY for any sickness or injury incurredby such person in the
course of performingservices underthis Agreement.COUNTY shall besolely responsible for all personnel
actionsrelating to COUNTY employees utilized in theperformance of thisAgreement.
9.ThisAgreement may be terminatedby the CITY on June30of any year by givingwritten
noticeof termination to the COUNTY at least six(6) monthsprior to said termination date. ThisAgreementmay
be terminatedby the COUNTYon June 30 of any year by giving writtennoticeof termination to the CITY at least
twelve(12) months prior to said terminationdate.
10. This Agreement supersedes and cancels any prior agreement for fire protection servicesbetween
CITY and COUNTY.
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III.
JOINT POWERS AGREEMENT CREATING THE ORANGE COUNTY FIRE AUTHORITY
AGREEMENT
ARTICLE I.
POWERS AND PURPOSES
1.Authori1y Created.The authority is formed by this Agreement pursuant to theprovisionsof
Article 1, Chapter 5, Division7,Title 1 (commencingwith section6500) of theGovernment Codeof theState of
California. The authority shall be a public entity separate fromthe parties hereto and its debts, liabilities and
obligations shall notbe the debts, liabilities and obligationsof its members.
2.
Purpose of the Agreement:Common Powersto be Exercised.Each member individually has
the statutory ability to provide fire suppression,protection,prevention and related and incidental services including
butnot limited to emergencymedical and transport services, as well as providingfacilities andpersonnel for such
services. Thepurposeof thisAgreement is tojointlyexercise theforegoing common powers in the manner set
forth herein.
3.Effective Date of Formation.TheAuthority shall be formed as of February 3,1995, or such
later date as agreed to inwriting by all the members(the "EffectiveDate"), provided thatthe Authority has met
the insurancerequirements set forth inArticle VI, Section 4( d)below andhasbecome enrolled as a member in
the Orange County Employees Retirement System (OCERS).
ARTICLE III. TRANSFER OF FIRE OPERATIONS
2.Transfer of County Assets and Liabilities. Effective as of the date of Authority formation, County shall
transfer to theAuthority all assets and liabilities of the Fire Department,exclusive of the WeedAbatement and
Hazardous Materials Program Office and theirpersonnel(the Asset Transfer), as further set out in this Article.
(d) Contracts.Except for the SRA agreement with the CaliforniaDepartment of Forestryand Fire
Protection("CDF"), all existing County agreements and contracts involving the FireDepartment or its
personnel, including butnot limited to contracts withStructuralFire Fundand cash contract Cities,
mutual aid agreements, automatic aid agreements, Countyisland agreements, and entry,access and roadwork
agreements, shall be assignedto theAuthority as of the Effective Date, with any serviceorobligation tobe
provided or performedthereafter bythe Authority.Alist of all such contracts shall bedeveloped during the
transition period. The Authority agrees to assume all of County'sobligations,duties and liabilities under said
agreements and contracts.With respect to contractsbetween County and the Structural Fire Fund Cities and cash
contract Cities, each City member hereby agrees to the assignment to theAuthority and agrees to release County
as of the Effective Datefrom any further obligations to anyCitymember under said contracts upon assignment. As
partof the considerationfor the County's Asset Transfer andcontributionto theAuthority of its SFF fromthe
unincorporated area, the Authority agrees tosubcontractwith County for the provisionofservices to all areas
within the County whichhave been
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designated as SRAsor enterinto another arrangement on such terms as are acceptable to the CDF and the County.
As addition consideration forthe County's Asset Transfer and contributionof its SFF fromthe unincorporated
area, theAuthority further agrees to contractwith the County for the Authority's provision of services to the
County's Unincorporated areasand forthe Authority'sprovision of aircraftrescue fire fighting service to John
Wayne Airport.
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CITY OF SEAL BEACH
ORGANIZATION CHART
CITY COUNCIL
CITY MANAGER
CITYCITY
CLERKATTORNEY
PoliceDevelopmentFinanceCity EngineerLifeguard
ServicesDir. Public
DepartmentDepartmentDepartment
DepartmentWorks
PlanningBuildingEngineeringPublic
Division
DepartmentDepartmentWorks
* Streets
* Water
* Waste Water
* Electricians
* Garage
* Beach Crew
* City Yard
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DRAFT RESOLUTIONS
.
DRAFT CITY COUNCIL RESOLUTION PROCLAIMING THE EXISTENCE OF A
1
LOCAL EMERGENCY.
.
DRAFTDIRECTOROF EMERGENCY SERVICES RESOLUTION PROCLAIMING
2
THE EXISTENCE OF A LOCAL EMERGENCY.
.
DRAFTCITY COUNCIL RESOLUTION CONFIRMING THE LOCAL EMERGENCY
3
DECLARATION OF THE DIRECTOR OF EMERGENCY SERVICES.
.
DRAFT CITY COUNCIL RESOLUTION TERMINATING A LOCAL EMERGENCY
4
DECLARATION.
Once a LocalEmergency has beendeclaredand signed,FAX a copy toboth theOrange County Operational
Area, and Office of Emergency Services, RegionIofficein Seal Beach.Keep in mind that a Local Emergency
declaration must bere-approved everyfourteen(14) days by the City Council or the declaration will lapse.
It is recommended that youcoordinate the terminationof your declarationwith the Operational Area. If the
President ortheGovernor have declaredemergencies for theOrange County Operational Area, it is important
that you keep yourdeclaration active so as toavoid the possibly of interfering with your jurisdiction and/or your
citizens obtaining state or federal relief services.
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DRAFT CITY COUNCIL RESOLUTION PROCLAIMING
THE EXISTENCE OF A LOCAL EMERGENCY
WHEREAS, Section 8630 of theGovernmentCodeempowersthe governing body ofa cityto
proclaim a local emergency;and
WHEREAS, Section 107 of theCharter of the City of Seal Beach, andChapter 6 of the Seal Beach
Municipal Code empowers the City Councilto proclaim the existence of alocal emergency when there is an
actual or threatened existenceof conditionsofdisasteror ofextreme peril to the safetyofpersons andproperty
within the City, requiring the combinedforces of otherpolitical subdivisions to combat; and which conditions
areor are likely to be beyond the controlofthe services, personnel, equipment and facilities of the City; and
WHEREAS, the City Councilhasbeen requestedby theDirectorof Emergency Services to
proclaim the existence of a local emergency; and
WHEREAS, the City Councildoeshereby find:
That conditions of disasterorextreme peril to the safetyofpersons andproperty within the City of Seal
Beachhave arisendue to(flooding,fire,storm, epidemic, riot earthquake, etc.)
commencing on or about am/pm on the day of ; and
That the aforesaid conditionsareor are likely to be beyond the control of the services,personnel,
equipment and facilities of the City of SealBeach,requiring the combinedforcesof other political
subdivisions to combat; and
That the aforesaid conditionswarrant andnecessitate the proclamationof the existenceof a local
emergency;
NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a local emergency exists within
the City of Seal Beach; and
IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of the local
emergency, the powers, functions, andduties of the Seal Beach City Director of Emergency Services,
and the emergency organizationof this City, shallbe those prescribedby State law, by City Ordinances and
Resolutions, and by the Seal Beach Emergency Plan now in effect; and
IT IS FURTHERPROCLAIMED AND ORDEREDthatthe Seal Beach City Director of Emergency
Services request theOrangeCounty Boardof Supervisorsto proclaim the existence or threatened existenceof a
local emergency in Orange County, and that they request the Governorof the Stateof California to proclaim
the existenceor threatenedexistence of a State of Emergency in Orange County; and
IT IS FURTHER ORDERED that the local emergencyshall bedeemed to continue to existuntil its
termination isproclaimed by resolution of the City Council; and
IT IS FURTHER ORDERED
m
that the Seal Beach Director of Emergency Services place this ite
on the City Council's agendafor the nextregular meeting of the City Council.
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DRAFTDIRECTOR OF EMERGENCY SERVICES RESOLUTION
PROCLAIMING THE EXISTENCE OF A LOCAL EMERGENCY
WHEREAS,Section8630of theGovernment Code empowers a designated official of a city to
proclaim a local emergency;and
WHEREAS,Chapter 6 of the Seal Beach Municipal Code designates and empowers the Seal Beach City
Directorof Emergency Services toproclaimthe existenceof a local emergency when there is an actual or
threatened existence of conditions ofdisaster orof extreme peril to thesafety ofpersonsand property within the
City, requiringthe combined forces of otherpoliticalsubdivisions to combat; andwhichconditions are or are
likely to be beyond the control of the services,personnel,equipment and facilities of the City; and
WHEREAS, the Seal Beach Director ofEmergency Servicesdoes hereby find:
That conditions of disasterorextreme peril to the safetyofpersons andproperty within the City of Seal
Beach have arisendue to(flooding,fire, storm, epidemic, riot, earthquake, etc.)
commencing on or aboutam/pm on thedayof at which
time the City Council was notin session; and
That the aforesaid conditionsareor are likely to be beyond the control of the services,personnel,
equipment and facilities of the City of SealBeach,requiring the combinedforcesof other political
subdivisions to combat; and
That the aforesaid conditions warrant and necessitate the proclamation of the existence of a local
emergency;
f
NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a local emergency exists within the City o
Seal Beach; and
ITIS FURTHER PROCLAIMED thatduring the existence of the local emergency, thepowers,functions,
and duties of the Seal BeachCity Director of EmergencyServices, and the emergency organization of this City,
shall be thoseprescribedbyState law,by City Ordinancesand Resolutions, and
by the Seal Beach Emergency Plan now ineffect; and.
IT IS FURTHER PROCLAIMED that conditionsare such that the Orange County Boardof
Supervisors are herebyrequested to proclaimthe existence or threatened existence of alocal emergency
in Orange County, and that they request the Governorof the State ofCalifornia to proclaimthe existence or
threatened existence of a State of Emergencyin Orange County; and.
IT IS FURTHER ORDERED that the local emergency shall be deemed to continue to exist until its
termination isproclaimed by resolution of the City Council.
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DRAFT CITY COUNCIL RESOLUTION CONFIRMING THE LOCAL
EMERGENCY DECLARATION BYTHE DIRECTOR OF
EMERGENCY SERVICES
WHEREAS,Section8630of theGovernment Code empowers a designated official of a city to
proclaim a local emergency,subject to City Council ratificationwithin seven days; and
WHEREAS, Section 107 of theCharter of the City of Seal Beach andChapter 6 of the Seal Beach
Municipal Code designates and empowers the Seal Beach CityDirector of EmergencyServices to proclaimthe
existenceof a local emergency when there is an actualor threatened existenceof conditionsof disasterorof
extreme peril to the safety ofpersons andproperty within the City, andwhich conditions are or are likely to be
beyond the controlof the services,personnel, equipment andfacilities of the City; and
WHEREAS,on due to (flooding,fire,storm, epidemic, riot,
earthquake, etc.) the Seal Beach City Director of Emergency Services did findthe existence or threatened
existence of conditions of disaster or of extreme peril to the safety of persons andproperty within the City of Seal
Beach, and which conditions wereor were likely to be beyond the control of the services, personnel, equipment
andfacilities of the City of Seal Beach, requiring thecombined forces of otherpolitical subdivisions to combat,
and that the City Council was not in session,and
WHEREAS,
the City Council does herebyfind
That conditions of disasterorextreme peril to the safetyofpersons andproperty within the City of Seal
Beach did arise on or about am/pm, on the day of, due to (flooding, fire, storm,
epidemic, riot earthquake, etc.); and
That the aforesaid conditionswere or were likely tobebeyond the controlof the services, personnel,
equipment and facilities of the City of SealBeach,requiring the combinedforcesof other political
subdivisions to combat; and
That the aforesaid conditions warranted and necessitated the proclamationof the existenceof a local
emergency; and
That the City Council was not in sessionat the timethe DirectorofEmergency Services proclaimed the
existenceof a local emergency.
NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a local emergency does exists
within the City of Seal Beach; and
IT IS FURTHER PROCLAIMEDAND ORDEREDthat during the existence of the local
emergency, the powers, functions, andduties of the Seal Beach City Director of Emergency Services,
and the emergency organizationof this City, shall be those prescribedby State law, by City Ordinances and
Resolutions, and by the Seal Beach Emergency Plan now in effect; and
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IT IS FURTHER PROCLAIMED
that the City Council confirmsthe Director of EmergencyServices'
request that the Orange County Boardof Supervisors be requested toproclaim the existence or threatened
existenceof a local emergency in Orange County, and thatthey request the Governorof the State of California to
proclaim the existenceor threatenedexistence of a State of Emergency inOrange County; and
IT IS ORDERED
that the Seal Beach City Clerk place this item on the City Council's agenda for thenext
regular meetingof the City Council.
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DRAFT CITY COUNCIL RESOLUTION TERMINATING A
LOCAL EMERGENCYDECLARATION
WHEREAS,a declaration of a local emergency existed in the City of Seal Beach in accordance
with the resolution thereof by the City Council proclaiming a local emergency on the day of
or by the Director of Emergency Services on the day of as
a result of extreme peril to the safety of persons and property caused by (flooding, fire, storm, epidemic,
riot, earthquake, etc.); and
WHEREAS,the situation resulting from said conditions or extreme peril is now deemed to
be within the control of the normal protective services, personnel, equipment, and facilities of and
within said City of Seal Beach.
NOW THEREFORE, the City Councilof the City of Seal Beach, State of California, does
herebyproclaim the termination of said local emergency.
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EMERGENCY PHONES
The Seal Beach Police Department, Dispatch Division, maintains the city notification list. The City Emergency
Phonebook is included in theplan.Listed below are additional notification numbers foruse during emergency
situations.
.
Federal
A
United States Coast Guard (oil or chemical spill in channels)
(800) 424-8802
B.
State
State Office of Emergency Services, Area I
(562) 795-2900FAX(562) 795-2877
.
C
County Operational Area
1.
Orange County Emergency Management
(714) 628-7054
2.
Orange County OperationalArea Coordination
(714) 628-7054FAX(714) 628-7154
3.
Sheriffs Office, County Communications Center "ControlI"
(714) 628-7008
4.
Chief ChipPrather
Orange County Fire Authority
FAX (714) 538-8359
(714) 573-6585
5.
Orange County Flood Control
(714) 704-7999
.
D
ews Media
N
1.
City News Service
FAX (714) 834-5794
Los Angeles Times/Orange County News Room
2.
(714) 966-7715FAX(714) 966-7711
(714) 966-7700
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3.
News Enterprise
FAX (562) 493-2310
(562) 431-1397
(714) 527-8210
.
4
Orange County Register
FAX (714) 825-0434
(714) 634-1567 (Hot Line)
.
5
Sun Newspaper
FAX (562) 430-3469
(562) 430-7555
6.
KFWB Radio-LosAngeles 98AM
FAX (323) 380-4214
(323) 871-4633
FAX (323) 460-3767
KCBS Television Ch. 2
7
(323) 460-3300
KNBC Television Ch. 4
8.
FAX (714) 288-9536
(714) 288-0444
9.
KTLA Television Ch.5
FAX(323) 460-5333
(323) 460-5500
10.
FAX (310) 557-3360
KABC Television Ch.7
(323) 644-7777
11.
KCAL-Television Ch.9
FAX (323)464-2526
(323) 467-9999
12
FAX (310) 584-2024
FOX Television Ch.11
(310) 584-2025
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KCOP Television Ch.
13.
13
FAX (323) 850-1265
(323) 851-1000
.
School Districts
E
1.School District Office
(562) 799-4700
2.Laurel High School 10291 Bloomfield
(562) 799-4820
3.Los Alamitos High School3591Cerritos
(562) 799-4780
4McAuliffe Middle School 4112Cerritos
(714) 816-3320
5.Los Alamitos Elementary School 10862 Bloomfield
(714) 816-3300
6.Oak Middle School 10821 Oak
(562) 799-4740
F.
Hospitals/Medical Centers
1.Los Alamitos Hospital 3751 Katella Ave.
(562) 598-2411
2.Country Villa Health Care3000 Beverly Manor Rd.
(562) 598-2477
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.
Othe
G r
1.
AmericanRed Cross, Orange CountyChapter
(714) 481-5300FAX(714) 547-7903
2.
Cal Tech Pasadena (EarthquakeActivity)
(626) 3956811
3.
Southern California Edison
(800) 962-6269
4.
The Gas Company
(714) 835-3342
5.
Verizon Telephone
(888) 420-7701
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FEDERAL EMERGENCY MANAGEMENT AGENCY - FEMA
TheState Office of Emergency Services will be the state agency coordinatingfederal mutual aidwith the Federal
Emergency Management Agency (FEMA).There are,however, two specific situations inwhich the City of Seal
Beach will interface directly with FEMA, at the DisasterField Office, and at the Disaster Application Center
(DAC).
FEDERAL EMERGENCY MANAGEMENT AGENCY
Disaster Field Office
Following a Presidential Declaration of an EmergencyorMajorDisaster, theduly appointed Federal
Coordinating Officer, the State CoordinatingOfficer, and, as required, localofficials, will establish Disaster
Field Offices (DFOs) as needed.
I.
Responsibilities
Localofficials may be asked to assist in selectingfacilities and determining support
A.
required for DFOs.
For eachdisaster field office,the state Office of EmergencyServices provides:
B.
a. The StateCoordinating Officer.
b.TheGovernor's Authorized Representative, if an individualother than a State
CoordinatingOfficer is appointed.
c. PublicandIndividual Assistance Officers.
d. Hazard Mitigation Officer.
e. Public InformationOfficers.
f. Inspectorsandengineers.
g.Support staff, legislative liaison, and outreach coordinators.
Following a Presidential Declaration of a Disaster, the Federal Coordinating Officer andthe
C.
StateCoordinating Officer will:
a.Establish DisasterField Offices.
b.Provide spaceand logistical support necessary to complete applications for
public assistance projects.
Provide administrative support to theFederal CoordinatingOfficer's and the State
c.
Coordinating Officer'smission, excepting transportation,housing, and long-distance
communicationsfor members of the State CoordinatingOfficer's staff, whichwill be
providedby the state.
Coordinate public informationon federaldisaster relief programs and activities with
d.
the state information officer.
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II.
Criteria for selectingDisaster Field Offices:
A.
Wherepossible, Disaster FieldOffices shouldbe accessible by land, air andwater.
B.
Public facilities shouldbeused to the maximum practical extent.
Disaster Field Offices should accommodateFederal Coordinating Officer's and State
C.
Coordinating Officer'sstaff.
D.
Adequate parking space shouldbe available.
FEDERAL EMERGENCY MANAGEMENT AGENCY
Disaster Application Centers
Following a Presidential Declarationof an Emergencyor a MajorDisaster, theduly appointed Federal
Coordinating Officer, the State Coordinating Officer, and appropriate local officials, establish a suitable number
of disaster application centersin thedisaster area. Disaster applicationcenterswill be staffed byfederaland state
representatives, local officials, and volunteer agencies responsibleforproviding and coordinatingdisaster
assistance applications.
I.
Responsibilities
A.Appropriate local government officials shall:
a.Assist in locating suitable facilities to beused as disaster application centers.
b.Provide staffingfor the disaster applicationcenters asappropriate for the disaster
event.
The State Coordinating Officer will:
B.
a.Coordinate with the Federal CoordinatingOfficer in locating adequatefacilities
fordisaster application centers.
b.Willprovidestate disaster application center managers.
The State coordinatingOfficer will be assisted by theOffice of Emergency Services and will
coordinatewith local officials in these tasks.
The FederalCoordinating Officer, assisted byFEMA, will:
C.
a.Establishdisaster applicationcentersby coordinatingwith the State Coordinating
Officer and appropriate local officials.
b.Appointfederal center managers and provide appropriate federal staff.
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II.PoliciesandProcedures
Criteria
A.
a. Locations.Disaster application centers are establishednear affected areas and close
to public transportation routes. Space should be found within well-known public
facilities suchas school gymnasiums, National Guard armories, and community
centers. The facilities shouldhave adequatelighting,water, toilets, heat, air
conditioning,janitorial services, security services, andparking.
b. Space. An average centerwill require approximately 5,000 square feet of floor space
to provide sufficient space for 10 to 15 agencies.
c. Equipment and Supplies.Adisaster application centerwill require the following
items at minimum:
20 large4' x 8' tables.
(1)
250 foldingchairs.
(2)
A map of the areawithdamaged areas clearly identified.
(3)
Road maps of thedamaged area.
(4)
Local telephone directories.
(5)
Pencils, pens, paper,and wastebaskets.
(6)
(Note: Each agency in the disaster application center should supplyany
additional equipment, forms, andsupplies needed by its staff.)
The Coordinating Officers will ensure thatdisaster applications centers are adequately
staffed to meet requirements. Staffing shouldincludeacenter manager, the reception
staff, appropriate agencystaffingandbilingual personnel, if needed.
d. Disaster application center managers are responsiblefor overalloperations including
interior arrangements of equipment and furniture, coordinating agency programs and
reporting information to the disaster field office.
e.Once disaster applicationcenter locations, openingdates andoperating times have
been established, a program to inform the public about thedisaster application center
will begin.
f. As soon asdisaster applicationcenters are officially opened, telephone
communicationsare provided. Thenumber ofinstruments and lines is proportionate to
the numberofstaff. Center telephones arenot for use by the public, and the center's
telephonenumbers should not be made public.
g. Disaster application centershavefirst aidfacilities andsecurity services.
h. Alldisastervictims using the services of thedisaster application center are
registered. Information recorded includes: name, address, current telephone number,
problems facing the victim, and agencies towhich the victimis referred for assistance.
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Services Provided
III.
Federal Government
A.
Federal Emergency Management Agency: Provides temporary housingor other
a.
emergency shelters;mortgage or rental payments forpersons facedwithforeclosure or
eviction.
Farmer's Home Administration Department of Agriculture: Provides loans to assist
.
b
farmers in their recovery.
Internal Revenue Service: Advises and assists victims in obtaining income tax relief for
c.
disaster losses.
Small Business Administration: Provides loans to repair, rehabilitate, or replace
d.
damaged ordestroyed property.
Social Security Administration: Helps expedite deliveryofdelayed SS checks to
e.
disastervictims. Assists victims in applyingfor SS disabilityand survivorbenefits.
Veterans Administration: Assistshomeownerswhose homesare fmancedthrough VA
loans.Providesinformation on V A hospitalization.
f.
State Governmen
t
B.
Consumer Affairs: Providesconsumer protection to disastervictims, and provides
a.
guidance on the availability of business andcontractor services needed tosupport
disaster relief programs.
Department of Social Services: Administers the Federal Disaster Food Stamp Program
.
b
through CountyWelfare Departments and theIndividual and Family Grant Program.
Departmentof Veterans Affairs:Assistsindividuals whose homes,businesses, or farms
are financed under the Cal-Vet Program.
c.
Employment Development Department: Offersdisasterunemployment assistance.
FranchiseTaxBoard: Advises and assists in obtaining tax relief for disaster losses.
d.
Housingand Community Development: Helpsprovidesites andfacilities for temporary
emergency housing.
e.
f.
C.Local Government
County HousingAuthority: Providedisastervictims with help in identifying
a.
temporary housing.
County Tax Assessor: Assist in obtaining tax relief.
.
b
District Attorney: Provides fraud and consumer protection.
c.
County Social Services Agency: In cooperationwith theAmerican Red Cross,
d.
receives anddistributes food and clothing,and administersthe FederalDisaster Food
Stamp Program.
County Health Care Agency: Assist in disaster relatedhealthproblems.
e.
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GLOSSARY OF TERMS
A
"Action Plan"means the plan prepared in the EOC containing the emergency responseobjectives
of that SEMS level reflectingoverall priorities and supporting activities for a designatedperiod. Theplan is
shared with supportingagencies.
"Activate" means,at a minimum, a designatedofficial of the emergencyresponse agency
implements SEMS as appropriate to the scope of theemergency and the agency's role in response to the
emergency.
"After ActionReport" means a report identifying and assessing covering response actions,
applicationofSEMS, modifications toplans andprocedures, training needs and recovery activities. After
actionreportsare requiredunder SEMS after any emergency whichrequires a declarationof an emergency.
Suchreports are requiredwithin 90days after the declarationof emergency has been terminated.
"Agency"means a division of government with a specific function, or a non-governmental
organization(e.g.,private contractor, business, etc.) that offers a particularkind of assistance. In ICS,
agencies are defined as jurisdictional (having statutoryresponsibility for incident mitigation),or assisting
and/or cooperating(providing resources and/or assistance).(SeeAssistingAgency, Cooperating Agency
and Multi-agency.)
"Agency Dispatch" means the agency or jurisdictionalfacility from which resources are allocated
to incidents.
"Agency Executiveor Administrator" means the Chief executiveofficer (or designee) ofthe
agencyorjurisdiction thathas responsibilityfor the incident.
"Agency Representative"means an individual assigned to an incidentor to an EOCfrom an
assistingor cooperating agency whohas beendelegated authority to make decisionson matters. affecting
that agency's participation at the incident or at the EOC.Agency Representatives reportto the Liaison
Officer at the incident,or to the Liaison Coordinator at SEMS EOC levels.
"AirOperations Branch Director" means the personprimarilyresponsiblefor preparing and
implementing the air operationsportionof the fieldIncident Action Plan.Also, responsible for providing
logistical support tohelicoptersoperatingon the incident.
"Allocated Resources" means resources dispatched to an incident.
"Area Command" means an organization established to:1) oversee the management ofmultiple
incidents that are eachbeinghandledby an Incident Command System organization;or2) tooversee the
management of a very large incident thathas multiple Incident Management Teams assigned to it. Area
Commandhasthe responsibility to set overall strategyand priorities, allocate critical resources based on
priorities, ensure that incidents are properlymanaged, andensure that objectives are met and strategies
followed.
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"Assigned Resources" meansresources checked in and assignedwork tasks on an incident.
"Assignments" means tasksgiven toresources toperform within a given operationalperiod,based
upon tactical objectives in the Incident or EOC Action Plan.
"Assistant" is a title forsubordinatesof theCommand Staff positions at the Field SEMS level. The
title indicates a level of technical capability, qualifications,and responsibility subordinate to the primary
positions. Assistants may also beused to superviseunit activities at camps.
means an agencydirectly contributing tactical or service resources toanother
"Assisting Agency"
agency.
"Available Resources" are incident-basedresourceswhich are available for immediate assignment.
B
"Base" means the location at an incidentat which primary logisticsfunctionsfor an incident are
coordinated and administered. There is onlyone Base per incident.(Incident name or other designatorwill
be added to the term "Base.") The Incident Command Postmay be collocated with the Base.
is the organizational level at the SEMS Field Level having functionalorgeographic
"Branch"
responsibility for majorpartsof incidentoperations.The Branch level is organizationally between Section
and Division/Group in theOperations Section, andbetween Section andUnits in the Logistics Section.
Branches are identifiedby the use of RomanNumeralsor byfunctional name(e.g., medical, security, etc.).
Branches are alsoused in thesame sequence at the SEMS EOC Levels.
is theICS title for individuals responsible forsupervision of a Branch at the
"Branch Director"
Field Level.AT SEMS EOClevels, the title Branch Coordinator is preferred.
C
"Cache" is a pre-determined complement of tools, equipment and/or supplies stored in a
designated location, available for incidentuse.
is a geographical site, within thegeneral incident area, separated from the Incident Base,
"Camp"
equipped and staffed toprovide sleeping,food,water, andsanitary services to incident personnel.
"Casualty Collection Point (CCPs)" are sites designated by the County Health Care Agency for the
congregation, triage, austeremedicaltreatment andstabilizationfor evacuationof casualties tohospitals or
a Disaster Support Area.CCPs should notbe viewed as first aid stations for theminimally injured.
"Chain ofCommand" means a series of management positions inorder of authority.
"Check-In" is theprocess wherebyresourcesfirst report to an incidentor into an EOC. Check-in
locations at the SEMS Field level include:Incident Command Post (ResourcesUnit), Incident Base,
Camps,Staging Areas, Helibases, Helispots, and Division Supervisors (for directlineassignments).
"Clear Text" means theuseof plainEnglish inradio communications transmissions.No Ten
Codes or agency specific codes are usedwhenutilizing Clear Text.
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"Command" means the act ofdirecting, and/or controlling resources at an incident byvirtueof
explicit legal, agency, or delegated authority. Mayalsorefer tothe Incident Commander.
"Command Post" (See Incident Command Post)
means the staff at the SEMS Field level consistingof the InformationOfficer,
"Command Staff'
Safety Officer, and LiaisonOfficer. They reportdirectly to theIncident Commander. Theymay have an
assistant or assistants, as needed.These functions may also befound at the EOC levels in SEMS.At the
EOC theywould report to the EOCDirectorbut may be designated as Coordinators.At EOCs, the
functions mayalsobe established as Sections, or Branchesto accommodate subsequent expansion.
"Communications Unit" means an organizational unit in the Logistics Sectionresponsible for
providing communication services at an incidentor an EOC. A communicationsUnit may also be a facility
(e.g., a traileror mobile van) used toprovidethe majorpartof an IncidentCommunications Center.
meanformal working agreements among agencies toobtainmutual aid.
"Compacts"
"Compensation Unit/ClaimsUnit" is the functionalunit within theFinance/AdministrationSection
responsiblefor financial concerns resulting from property damage, injuries or fatalities at the incidentor
within anEOC.
means two or more individual incidentslocated in the same general areawhich are
"Complex"
assignedtoa single Incident Commander ortoa UnifiedCommand.
"Cooperating Agency" means an agency supplying assistanceother thandirect tactical or support
functionsor resources to the incident control effort(e.g.,American Red Cross,telephone company, etc.).
"Coordination" means the process of systematically analyzing a situation,developing relevant
information, and informing appropriate command authority of viable alternativesfor selectionof the most
effective combinationof available resourcesto meet specific objectives.The coordination process(which
can beeitherintra- orinter-agency) does not involvedispatch actions. However,personnel responsible for
coordination may perform command ordispatch functionswithin the limits establishedby specified agency
delegations, procedures, legal authority, etc. Multi-agency or Inter-agencycoordination is found at all
SEMS levels.
"Coordination Center" is a term used todescribe any facility that is usedfor the coordinationof
agency or jurisdictional resourcesinsupportof oneor more incidents.
are agreements between agencies or jurisdictions to sharedesignated
"Cost SharingAgreements"
costsrelated to incidents. Cost sharing agreementsarenormally writtenbut may also beverbalbetween
authorized agency or jurisdictionalrepresentatives at the incident.
"Cost Unit" is a functionalunit within the Finance/AdministrationSectionresponsiblefor tracking
costs, analyzing costdata, making cost estimates,and recommending cost saving measures.
D
"Delegation of Authority" means a statement provided to the Incident Commander by the Agency
Executivedelegating authority and assigningresponsibility. The DelegationofAuthority can include
objectives,priorities, expectations, constraints andother considerationsor guidelines as needed. Many
agencies require written Delegation of Authority tobegiven to Incident Commanders prior to their
assuming commandon larger incidents.
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"Demobilization Unit" is a functional unitwithin the Planning Sectionresponsible for assuring
orderly,safe and efficientdemobilizationon incidentor EOC assignedresources.
"Department Operations Center" means anfacility used bya distinctdiscipline,such as flood
operations,fire, medical, hazardous material, or a unit, such as Department of PublicWorksor Department
of Health.Department operations centers may be used at all SEMS levels above thefieldresponse level
dependingupon the impacts of the emergency.
"Deputy Incident Commander (Section Chief or BranchDirector)" means a fully qualified
individualwho, in the absence of a superior, couldbedelegated theauthority tomanage a functional
operationorperform a specific task. In some cases, theDeputy could act a relief for a superior and
therefore must be fully qualified inthe position. Deputies may also be found as necessary at all SEMS EOC
levels.
"Disaster" means a sudden calamitous emergency eventbringing greatdamage lossordestruction.
is a facility establishedby state and federal agencies inor
"Disaster ApplicationCenter (DAC)"
near an affected areawheredisastervictims may receive informationand applications to meet their
emergency and rehabilitative needs.
"Disaster Field Office(DFO)" is the centralfacility established by the Federal Coordinating
Officer(also referred to in the field asthe DFO) within or adjacenttoanaffected area to coordinate and
control state andfederal emergencyresponse efforts which support disasterreliefand recovery operations.'
"Dispatch" means the implementationof a commanddecision to move a resourceor resources
from one place to another.
"Dispatch Center" means a facility from whichresources are assigned to an incident.
"Division" isused todivide an incident intogeographical areasof operation.Divisions are
identified by alphabetic characters for horizontal applicationsand, often, bynumbers when usedin
buildings.Divisions are alsoused atSEMS EOC levels andare foundorganizationally between Branches
and Units.
"Divisionor Group Supervisor" is a positiontitle for individuals responsible for command of a
Divisionor Group at anIncident.At theEOC level, the title is Division Coordinator.
"Documentation Unit" is a functional unitwithin the Planning Sectionresponsible for collecting,
recording andsafeguarding all documents relevant to an incidentor withinan EOC.
E
"Emergency" means a conditionofdisasteror of extreme peril to the safety of persons and
property causedby such conditions as airpollution, fire,flood,hazardousmaterial incident, storm,
epidemic, riot,drought, sudden and severe energy shortage, plant or animal infestationsor disease, the
Governor's warning of an earthquakeor volcanic prediction, or an earthquakeor other conditions, other
than conditions resultingfrom a labor controversy.
(1)"State of war emergency" means the condition which exists immediately, withor without
a proclamation thereof by theGovernor,whenever this state or nation is attacked by an enemy of the
United States, or upon receipt by the state of a warningfrom the federalgovernment indicating that such an
enemy attack is probable or imminent.
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(2)"State of Emergency"meansthe duly proclaimedexistence ofconditions of disaster orof
extreme peril to the safetyofpersons andproperty within the state caused by such conditions as air
pollution, fire,flood, storm, epidemic, riot,drought, sudden and severe energy shortage,plant or animal
infestation or disease, the Governor'swarning ofanearthquake orvolcanicprediction, or anearthquake or
other conditions, other than conditionsresulting from a labor controversyor conditions causing a State of
War emergency," which conditions,by reasonof their magnitude, areor are likely tobebeyond the control
of the services, personnel, equipment, and facilities of any single county, city and county, or city and
require the combined forcesof a mutual aid regionorregions to combat,or with respect toregulated energy
utilities, a sudden and severe energy shortage requiresextraordinary measures beyond the authority vested
in the California Public Utilities Commission.
means the duly proclaimed existenceof conditionsofdisasteror of
(3) "Local emergency"
extreme peril to the safety ofperson and propertywithin the territorial limits of a county, city and county,
or city, causedby such conditions as airpollution,fire, flood, storm, epidemic, riot,drought, sudden and
severeenergy shortage, plant oranimalinfestationor disease,the Governor'swarning of an earthquake or
volcanic prediction,or an earthquake,orother conditions,other than conditions resultingfrom a labor
controversy,which conditions are or are likely tobe beyond the controlofthe services, personnel,
equipment, andfacilities of that political subdivision and require the combinedforcesof otherpolitical
subdivisions to combat, or withrespect toregulatedenergyutilities, a sudden and severe energy shortage
requires extraordinary measures beyond theauthority vested in the California PublicUtilities Commission.
"Emergency Broadcast System (EBS)" is a cooperative system which enables all levels of
government to communicate through local commercial radio and television broadcast stations with the
general public intheevent of a disaster.
"Emergency Management Coordinator" means the individual within each jurisdiction that is
delegated the day to dayresponsibility for the development and maintenance of all emergency management
coordination efforts.
includes the EOCDirector and the four Section Coordinators.
"Emergency Management Council"
This Council provides for multi-agency coordinationwithin the city.
"Emergency Management Director(Emergency ServicesDirector)" means the individual within
eachpolitical subdivision that has overall responsibility for jurisdiction emergency management.
"Emergency Medical Technician (EMT)" means a health-care specialist with particular skills and
knowledge inpre-hospital emergency medicine.
"Emergency Operations Center (EOC)" means a locationfrom which centralized emergency
managementcan be performed.
means the individualresponsible for the command of all
"Emergency Operations CenterDirector"
functions at the EmergencyOperations Center, includingthe adoption and implementationof the
jurisdictionsEmergency Response Strategy Plan.
"Emergency Operations Plan" means the plan that each jurisdiction has and maintains for
responding to appropriate hazards. Thisdocument is the Seal Beach EmergencyOperations Plan.
"Emergency Response Agency"means anyorganizationresponding to anemergency, orproviding
mutual aid support to such an organization,whether in thefield, at the sceneof an incident,or to an
operations center.
"Emergency Response Personnel" means personnel involvedwith an agency's response to an
emergency.
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"Essential Facilities" are those facilities essential for conducting emergency operations and
maintaining the health, safety, andoverallwell-beingof the publicfollowing a disaster. Essential facilities
alsomayinclude buildings which have beendesignated for use as mass care facilities, such as schools and
churches.
means the plan developed at SEMS EOC levelswhich containsobjectives,
"EOC Action Plan"
actions tobe taken, assignments and supporting informationfor the nextoperationalperiod.
"Event" means a planned, non-emergency activity. ICS canbeused as themanagement system for
a wide rangeof events, e.g., parades, concerts or sporting events.
F
"Facilities Unit" means a functional unitwithin theSupportBranchof theLogistics Section at the
SEMS Field Response Levelthat provides fixed facilities for the incident. These facilities may include the
Incident Base, feeding areas, sleeping areas, sanitary facilities, etc.
"Fallout" means thefall back to earthof particlescontaminated with radiation from a nuclear
weapon's explosionor from a leak at a nuclearpower plant. Early and local falloutrefersto thoseparticles
whichreach the earth within24 hours of a nuclear explosion.Delayedorworldwide fallout consistsof
smaller particles which rise into the stratosphere and are carried by windsto all partsof the earth. Delayed
fallout is brought to earth mainly byrainor snowover an extendedperiodof time.
"Fallout Shelter" means a habitable structure used toprotect its occupantsfrom radioactive fallout.
Shelter criteria include:
A "protection factor" 40 times greater than anunprotectedexposure.
A minimum of 10 squarefeetof floor spaceper person.
A minimum of 65 cubicfeetof space perperson inventilated areas and 500 cubicfeet in
unventilated areas.
refers to Public Law 93-288, as amended, which gives the President
"Federal Disaster Relief Act"
broad powers to supplement the efforts andavailableresourcesof state and localgovernments in carrying
out theirresponsibilities to alleviate suffering and damage resulting from major peacetime disasters.
"Field Level" meansone ofthe five SEMS Levels whereemergency response personneland
resources carry out tactical decisions and activitiesin direct response to an incident or threat.
"Field Operations Guide" is a pocket-size manualof instructionson the applicationof the Incident
Command System at the Field SEMS Level.
"Finance/Administration Section" means one of the five primary functions found at all SEMS
levels which is responsible for all costs andfinancial considerations.At the incident the Section can include
the Time Unit,Procurement Unit, Compensation/Claims Unit and CostUnit.
"Food Unit" is a functionalunit within the Services Branchof the Logistics Section responsible
forprovidingmeals for incident andor EOC personnel.
"Function"refers to the fivemajor activities in the ICS, i.e., Command, Operations, Planning,
Logistics and Finance/Administration. The Same five functions are alsofound at all SEMS EOC Levels.At
the term Management replaces Command.
the EOC, Theterm function is also used whendescribing the
activity involved, e.g., "theplanning function."
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"Functional Element" refers to a part of the incident, EOCor DOCorganization such as section,
branch, group orunit.
G
"General Staff' is thegroup of management personnel reporting to the Incident Commanderor to
the EOC Director. They may each have a deputy, asneeded.At the Field SEMS level, the GeneralStaff
consists of:OperationsSection Chief Planning/Intelligence Section Chief Logistics Section Chief
Finance/Administration Section Chief
At some SEMS EOC levels,the position titles are SectionCoordinators.
"Generic ICS"refers to thedescriptionof ICS that isgenerally applicable to any kind of incident
or event.
"Ground SupportUnit" is a functionalunit within the Support Branchofthe Logistics Section at
the SEMS Field Response level that is responsiblefor the fueling, maintaining and repairingofvehicles,
and the transportationof personnel and supplies.
"Group" means a divisionofan incident intofunctional areas ofoperation.Groups are composed
of resources assembled to perform a special functionnotnecessarily within a single geographicdivision.
(SeeDivision.) Groups are located betweenBranches(when activated) and Resources inthe Operations
Section.
H
means a substanceor combination of substances which, because of quantity,
"Hazardous Material"
concentration,physical, chemical, radiological, explosive,or infectious characteristics,poses a substantial
presentor potential danger tohumansor theenvironment. Generally, such materials are classed as
explosives, andblasting agents, flammable and nonflammable gases, combustible liquids, flammable
liquids and solids,oxidizers,poisons, disease-causing agents, radioactivematerials, corrosive materials,
and other materials including hazardous wastes.
"Helibase: is the main locationforparking, fueling, maintenance, and loadingof helicopters
operating in support of an incident. It isusually located ator near the incident base.
is any designated location wherea helicopter can safely takeoff and land.Some
"Helispot"
helispots maybeused for loadingof supplies, equipment, orpersonnel.
"Hierarchy of Command" (See Chain of Command.)I
"Incident" means anoccurrence or event, either human-caused orby naturalphenomena, that
requires action by emergencyresponsepersonnel toprevent or minimize loss of life ordamage toproperty
and/or naturalresources.
"Incident ActionPlan" means theplan developed at the field response level which contains
objectives reflecting the overall incident strategy andspecific tactical actions and supportinformation for
the nextoperationalperiod. Theplan may be oral or written.
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"Incident Base" is a location at the incidentwhere theprimary logistics functions are coordinated
and administered.(Incidentname orotherdesignatorwillbe added to the term "Base.") TheIncident
Command Post may be collocated with the Base. There is only one Base per incident.
means the individual responsibleforthe commandof all functions at the
"Incident Commander"
field response level.
"Incident Command Post(ICP)" is the location at which the primary commandfunctions are
executed.TheICP may be collected with the incidentbase or other incident facilities.
means the nationally used standardizedon-scene emergency
"Incident Command System (ICS)"
management concept specifically designed to allow itsuser(s) to adopt anintegratedorganizational
structure equal to the complexity and demands of single or multiple incidents withoutbeinghindered by
jurisdictionalboundaries. ICS is the combinationof facilities, equipment, personnel,procedures, and
communicationsoperatingwithin a commonorganizational structure, with responsibility for the
management of resources to effectively accomplish stated objectivespertinent to an incident.
"Incident Communications Center" the locationof the Communications Unit and the Message
Center.
means the Field Incident Commander and appropriate General and
"Incident Management Team"
Command Staffpersonnel assigned to an incident.
"Incident Objectives" means statements of guidance and direction necessary for the selectionof
appropriate strategy(ies), andthe tactical direction of resources.Incident objectives are basedon realistic
expectationsof what can be accomplishedwhen all allocated resources have been effectivelydeployed.
Incidentobjectives must be achievable and measurable, yet flexible enough to allow for strategic and
tactical alternatives.
"Information Officer" is a memberof the Command/Management Staffresponsible forinterfacing
with the public and media orwithother agencies requiring informationdirectly from the incident. There is
onlyone Information Officer per incident. TheInformation Officer may have assistants.Thisposition is
also referred to as PublicAffairsor Public InformationOfficer in some disciplines.At SEMS EOC levels,
the informationfunction may be establishedas a Coordinator or as a section or branch reporting directlyto
the EOC Director.
"Initial Action" means the actions takenby resources whichare the first to arrive at an incident.
"Initial Response" means resources initially committed to an incident. J
"Jurisdiction"means therange or sphereofauthority. Public agencies have jurisdiction at an
incidentrelated to their legalresponsibilities and authority for incident mitigation. Jurisdictional authority
at an incident canbepolitical/geographical (e.g., special district, city, county, state orfederal boundary
lines), or functional (e.g., policedepartment,health department,etc.). (See Multijurisdiction.)
"Jurisdictional Agency" means the agency havingjurisdiction and responsibility for a specific
geographical area,or a mandated function.
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L
"Landing Zone" (See Helispot.)
means theICS title for an individual responsiblefor a functionalunit, taskforces, or
"Leader"
teams.
"Liaison Officer" mans a member of the Command Staff at the Field SEMS level responsiblefor
coordinating withrepresentatives fromcooperatingand assisting agencies. At SEMSEOC levels, the
function may be done by a Coordinator and/or within a Section or Branchreportingdirectly to theEOC
Director.
"Life-Safety" refers to thejoint considerationof both the live and physical well-being of
individuals.
means activities ranging from finding lost or injuredpersons to
"Light Search and Rescue"
extricating victims of accidents, downed aircraft, andindustrial accidents. The characteristic focus of light
search and rescue is usually on a single site,where the surrounding area is not damaged.
"Local Government"means local agencies as defined in Government Code Section 8680.2 and
special districts as defined inCalifornia Code Regulations,Title 19, Section2900(y).
is oneof thefiveprimary functionsfound at all SEMS levels. TheSection
"Logistics Section"
responsiblefor providing facilities, servicesand materials for the incidentor at an EOC.
M
is a top-downmanagement activity used atboth SEMSfield and
"Management by Objectives"
EOC levels involving a three-stepprocess toachieve thedesiredgoal. The three steps are: establishing the
objectives;selectionof appropriate strategy(ies) to achievethe objectives; andthedirection or assignments
associatedwith the selected strategy.
means the California Disaster and Civil Defense Master Mutual
"Master Mutual Aid Agreement"
AidAgreement, made and entered into by andbetween theState of California, its various departments and
agencies, and thevarious political subdivisionsof thestate, toassisteach other by providingmutualaid
resourcesduring an emergency.
"Marshaling Area" means an areaused for the completed mobilization and assemblageof
personneland resources priortotheir being sent directly to the disaster affected area. MarshalingAreasare
utilized particularly for disastersoutsideof the continentalUnited States.
"Medical Unit" is a functional unitwithinthe Service Branch of the Logistics Section at SEMS
Field levels responsible for the development of the Medical Emergency Plan, andforproviding emergency
medical treatment of incidentpersonnel.
"Message Center" ispartof the Incident or EOC Communications Center and is collocatedor
placed adjacent to it. It receives, records, androutesinformation to appropriate locations at an incident or
within anEOC.
"Mobilization" means the process andproceduresusedbyall organizations , federal, state and
local, for activating, assembling, and transporting all resources thathave beenrequested torespond toor
support an incident.
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"Mobilization Center" is anoff-incident location atwhich emergency service personnel and
equipment are temporarily located pending assignment to incidents, release, orreassignment.
"Multi-agencyor inter-agency coordination" means the participation of involved agencies and
disciplines in a coordinated effort tofacilitate decisionsforoverall emergency response activities, including
the sharingofcritical resources and theprioritization of incidents.
"Multi-Agency Incident" means an incident requiring action frommultiple agencies thathave a
statutoryresponsibility for incident mitigation.In ICS these incidentswill be managedunderUnified
Command.
"Multi-jurisdiction Incident"means an incident requiring actionfrommultiple agencies that have a
statutoryresponsibility for incident mitigation.In ICS these incidentswill be managedunderUnified
Command.
means thevoluntaryprovision ofone agencyto anotherof services, resources and
"Mutual Aid"
facilities during emergency situations when therequesting agency's resources prove tobe inadequate.
"Mutual Aid Agreement" means a written agreement between agencies and/orjurisdictions in
which they agree to assistone anotherupon request,by furnishingpersonnel and equipment.
"Mutual AidCoordinator" is an individual at local government, operational area, regionor state
level that is responsible to coordinate theprocess ofrequesting, obtaining,processing and using mutual aid
resources. Mutual Aid Coordinatordutieswill varydepending upon the mutual aid system.
"Mutual AidRegion" means a subdivisionof the state emergencyservicesorganization,
established to facilitate the coordinationofmutual aid and other emergency operationswithin an area of the
state consisting of twoor more countyoperational areas.
N
"Nuclear Threat"means all acts such as blackmail, extortion, and threat of attack in which theuse
of any nuclearmaterial or radioactive substance is threatened.
O
means the Governor's Office of Emergency Services.
"Office of Emergency Services"
"Operational Area" means anintermediate level of the stateof emergency servicesorganization,
consistingof a county and all political subdivisionswithinthe county area.
"Operational Period" means theperiod of time scheduled for executionof a given setofoperation
actions as specified in theIncidentor EOCAction Plan.OperationalPeriods canbevarious lengths,
although usuallynot over24 hours.
"Operations Section" isoneof thefiveprimary functions found at all SEMS levels. The Section
responsiblefor all tactical operations at the incident,or forthe coordinationof operational activities at an
EOC.The Operations Section at the SEMS Field level can include Branches, Divisions and/or Groups,
TaskForces, Teams, Single Resources and Staging Areas. At the EOC levels,the Operations Section would
contain Branches or Divisions as necessary.
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"Out-of-Service Resources"means resources assigned to an incident but unable torespondfor
mechanical, rest, or personnel reasons.
P
"Planning Meeting" means a meeting held as needed throughout thedurationof an incident to
select specificstrategies and tactics for incident controloperations andforservice and support planning. On
larger incidents, the planningmeeting is a major element in thedevelopment of the Incident ActionPlan.
Planning meetings are also an essential activity ofAll SEMS EOC levels.
"Planning Section" is oneof thefiveprimary functionsfound at all SEMS levels. Responsible for
the collection,evaluation, anddisseminationof informationrelated to the incident or anemergency, and
for the preparation and documentationofIncident or E)C Action Plans. The sectionalso maintains infor-
mation on thecurrent andforecasted situation, andon thestatusofresources assigned to the incident.At
the SEMS Field Response level, the Sectionwill include the Situation, Resource, Documentation, and
DemobilizationUnits, as well as TechnicalSpecialists. Other units maybe added at the EOC level.
"Procurement Unit" is a functionalunitwithin the Finance/Administration Section responsiblefor
financial matters involvingvendor contracts.
"Public InformationOfficer" is the individual at Field orEOC level that has bee delegated the
authority toprepare public informationreleases and to interact with the media.Dutieswill vary depending
upon the agency and SEMS level.
"Protection Factor" is a numberused to compare therelationshipbetweenthe amountof radiation
an unprotected person would receive with the amount a shelteredpersonwould receive.
R
"RadioAmateur Civil Emergency Services (RACES)" is an emergency servicedesigned to make
efficientuse of skilledradio amateurs in accordancewith approved civil defense communicationsplans.
Operators areregistered withanOES agency to provide emergency communications support.
"Reception and Care Center" means a facility established in a low-risk area to receive, register and
process incoming evacuees; assign them to lodgingfacilities, and providethem with informationon food,
medical care, and other essential services.
are individualswithin ICS or EOC organizational unitswho are responsiblefor
"Recorders"
recording information. Recorders may be found in Planning,Logistics and Finance/AdministrationUnits.
"Region EmergencyOperations Center(REOC)" is a facility found at State OES Administrative
Regions. REOCs are used tocoordinate information and resources among operational areas and between
the operational areas and the state level.
"Reporting Locations" are specific locations or facilities where incoming resources can check-in at
the incident. (See Check-in.)
"Resources" includepersonnel and equipment available,or potentially available, for assignment to
incidents or toEOCs. Resources are describedby kind and type, and maybeused in tactical supportor
supervisory capacities at an incident or at EOCs.
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"Resources Unit" is a functional unit withinthe PlanningSection at the SEMS Field Response
level responsible forrecording the status ofresources committed to the incident. The Unit also evaluates
resources currently committed to the incident, the impact that additional respondingresourceswill haveon
the incident, and anticipatedresources needs.
S
"Safety Officer" Is a member of the Command Staff at the incident or withinan EOC responsible
for monitoringand assessing safety hazards orunsafe situations, and fordeveloping measures for ensuring
personnelsafety. The SafetyOfficer may have assistants.
"Section" is that organization level with responsibilityfor a major functional area of the incident
or at an EOC,e.g.,Operations, Planning, Logistics, Finance.
refers to that sectionof PublicLaw93-288 that provides authority for temporary
"Section 404"
housing assistance to disastervictims.
"Section 406"refers to that sectionof PublicLaw93-288 that provides authority for hazard
mitigation followingdisasters.
"Section 408"refers to that sectionof PublicLaw93-288 that provides authority for individual
and family grants followingdisasters.
"Section 414"refers to that sectionof PublicLaw93-288 that provides authority for community
disaster loans.
"Section Chief' is theICS title for individuals responsible for commandoffunctional sections:
Operations, Planning/Intelligence, Logisticsand Administration/Finance.At theEOC level, the position
Section Coordinator.
will be-
"Service Branch" is a branchwithin the Logistics Sectionresponsible forservice activities a the
incident. Includes the Communications, Medical and Food Units.
"Self-Help" means a conceptdescribing self-reliance and self-sufficiencyin an adverse
environment without externalassistance.
"Single Resource" is an individual, a pieceof equipment and its personnelcomplement, or crewor
team of individualswith an identifiedwork supervisor thatcanbeusedon an incident.
"Situation Unit" is a functional unitwithin the Planning Sectionresponsible for the collection,
organization and analysisof incident status information, andfor analysis of the situationas it progresses.
Reports to thePlanning Section Chief.
"Span of control" means the supervisory ratio maintainedwithin anICSor EOC organization.A
spanof control of fivepositionsreporting toone supervisoris considered optimum.
"Special District" is a unit of local government (other than a city, county,or city and county)with
authorityor responsibilitytoown, operate or maintain a project ( as defined in CaliforniaCode of
Regulations2900 for purposes ofnatural disaster assistance. This may include a jointpowers authority
established under section 6500 et. seq.,of the Code.
"Staging Area" is a location set up at an incidentwhere resources canbeplacedwhile awaiting a
tactical assignment. StagingAreas aremanaged by theOperations Section.
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"Staging Area Managers" areindividuals withinICSorganizationalunits that are assigned specific
managerialresponsibilities at Staging Areas. (AlsoCampManager.)
"StandardizedEmergency Management System (SEMS)" is a system required by California
Government Code for managing response to multi-agency and multi jurisdiction emergencies in California.
SEMS consists of fiveorganizational levelswhich are activated as necessary: Field Response, Local
Government, Operational Area, Region, State.
"State Coordination Center"means a facility established by theOffice of EmergencyServices near
the site of a majordisasterwhich supports local governmental operations and coordinatesanoverall
response.
U
"Unified Area Command" is established when incidents under an Area Command are multi
jurisdictional.(See Area Command and Unified Command)
"Unified Command" is a unified team effortwhich allows all agencieswithresponsibility for the
incident, either geographicalor functional, to managean incidentby establishing a common set of incident
objectives and strategies.This is accomplishedwithoutlosing or abdicating agency authority, responsibility
or accountability.
"Unit" is anorganizational element having functionalresponsibility. Units are commonly used in
incidentPlanning, Logistics,or Finance/administration sections and canbeused in operationsfor some
applications.Units are alsofound in EOCorganizations.
is the conceptby which eachpersonwithin anorganizationreports toone
"Unity of Command"
and only onedesignatedperson.
"Urban Rescue" is the complexprocess inwhich trainedpersonnel use specialized equipment to
locate and extricate victims trapped in collapsedbuildings,and the mobilization and management of such
personnel andequipment.
V
"Validated EarthquakePrediction" means a prediction ormethodofpredicting an earthquakewith
isapproved by theCalifornia Earthquake Prediction EvaluationCommission (CEPEC)andincludes
expected location, approximate magnitude, and probability of occurrence.
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BACKGROUND TO SEMS / ICS / NIMS
I.The California Standardized Emergency Management System - SEMS
Through the adoptionof State legislation and attendantregulations, the State of Californiahas
established the Standardized Emergency Management System (SEMS).The application of SEMS is
mandatory for all State agencies and personnel.Localgovernments are required to implement SEMS in
order to be eligible to receiveState assistance following a catastrophic event within their jurisdiction.
There are five designated levels in the SEMS organization:
field response, local government,
operational area, regional, and state.Each level is activated as needed.
Field ResponseLevel
1. The commandsemergency response personnel and resources to
carryout tactical decisions and activities indirect response to an incident or threat.
Local Government Level
2. The manages andcoordinatestheoverall emergency response
and recovery activities within theirjurisdiction.
Operational Area
3. The is the geographic area of a county, and includes all local
governments therein. For other than law enforcement and fire servicesmutual aid coordination, the
Operational Area Levelmanages and/or coordinatesinformation, mutual aid resources, and priorities
among local governments within theoperational area. This level also serves as the coordination and
communications linkbetween the Local Government Level and the Regional Level.
Regional Level
4. The multi-countymanages and coordinatesinformation andresources among
operational areas within themutual aid regiondesignated pursuant toGovernment Code section8600, and
between the Operational Areas and the State Level. This level along with the State Level coordinates
overall state agency supportfor emergency response activities.
State Level
5. The commandsstate resources in response to the emergency needs of the
other Levels. This Level manages and coordinates mutual aid among themutual aid regions andbetween
the Regional Levels and the State Level. The State Level also serves as the coordination and
communication linkwith the federal disaster response system.
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II.Incident Command System
ICS is an emergency management system applicable to all emergency situations.All jurisdictions
throughoutCalifornia will now be usingthe sameorganizational structure, nomenclatureand coordination
protocols.
Elements of ICS include:
Common Terminology
Modular Organization
AUnified Command Structure
Multi/Inter-agency coordination
Consolidated ActionPlans
Management by Objectives
Manageable Span-of-Control
Pre-designated Incident Facilities
Mutual Aid
Comprehensive Resource Management
Integrated Communications
For emergency management, therequireduse of SEMS andthe Incident Command Systemis
perhaps the most critical and beneficial aspect of the 1993 legislation. As thesefeatures of ICS are now
applicable to all SEMS levels, mutual aid can be implementedfar more effectively throughout the State.
TheIncident Command System – ICS,nowalso forms the central focusof the 2005 National
Incident Management System -- NIMS. Theprimary reasoningbehind thefederal governmentmandating
the usage of NIMS is tohave the entire country utilizingone system for emergency management.
Incident Command SystemFunctions
III.
Organizationally, the Incident Command System has five componentpartsas representedby the
chart to the right. TheseICSfunctions are used at all SEMS Levels.
1. Command:
Sets objectives and priorities, has overallresponsibility at the incidentor
event.
Operations:
2.Conductstacticaloperationsto carry outthe Incident Action Plan, develops
the tactical objectives, organizations, anddirects all resources.
3. Planning/Intelligence:
Develops the EOC Action Plan to accomplish emergency
response objectives;collectsand evaluates information, and maintains resource status.
4. Logistics:
Provides facilities, services,personnel, equipment and materials in support of
the incidentresponse.
5. Finance/Administration:
Monitors costs related to the incident, providesaccounting,
procurement, time recording,and cost analyses.
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Abasicpremise of ICS is that all lower level functionswhichhave notbeen specifically assigned
That is, with a"Modular
to an individual, will beperformed by thenext higher levelin theorganization.
Organization" the complexityof the ICSorganization can expandorcontractasthe demands ofthe
emergency situationrequire.
IV.Field ICS Organizations
The complexity of theorganization canbe as simple as one personhandling all ICSfunctions, to a
complex organization responding to a majorcatastrophic event impactingmultiple jurisdictions and
agencies. Following are examplesofvariousField Level Response organizationswhich couldbeused
dependingon thenature and scope of the emergency.EOCstaffingand responsibilities will be impactedby
the organization selected bythe Field Incident Commander.
For example, normal day-to-day emergencies handledon a routinebases by firedepartments, all
Command Post
by the engine company
or most of thefield ICS functions can be handled at the
responding to the incident. For larger fires requiring several engines and trucks, allor most of theICS
positions may berequired at thefield Command Post.
Area Command:
When there are multiple incidents within a single jurisdiction,for example fires
startedduringa riot, or two impact sites from a mid-air collisionof two aircraft, anAreaCommand is
established (See Example III). Area Commands are used to oversee the management of multiple incidents
that are eachbeinghandledby an Incident Command System organization.
It is also used tooversee themanagement of a very large incident thathas multiple Incident
Management Teams assignedto it. AnAreaCommandhasthe responsibility to set overall strategy and
priorities, allocate critical resources based onpriorities, ensure that incidents are properlymanaged, and
ensure that objectives are met and strategiesfollowed.
The organizational structure ofthe Area Commandcan be limitedto butafew positions. For
example, it might include anArea Command Planning Chief, anArea Command Situation Unit Leader, an
Area Command Logistics Chief and an AreaCommand Critical Resources Unit Leader.
Unified Command:
When thereis an incident withina single jurisdiction involvingmultiple
agencies(for example a hazardous chemicalspill involvingfederal, state, and local agencies), a Unified
Commandis used (See ExampleIV). A UnifiedCommandis that, a unified team effort which allows all
agencies with responsibility for the incident, eithergeographical or functional, to managean incident by
establishing acommon set of incident objectives and strategies.Please note that the Unified Commandwill
have a singleOperationsSection Chief whowill have the responsibility for implementing and managing
the operationsportionof theIncident Action Plan.
Unified AreaCommand:
Whenmultiple incidents involve multiple jurisdictions,a UnifiedArea
Command is used. This organization is typically usedfor large wild-landfires burning in twoor more
counties
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While the Fire Departmentmay request assistancefor a largefire, it will do so throughexisting
fireservice channels.Inmost cases the EOC does notneed tobe activated.If the EOC is activated, it
shouldbe at a Level I or II with minimum staffing. It may behelpful to send a representative to the on-
sceneIncidentCommand Post. A City Liaison in the Command Postwill help to ensure maximum coordin-
ation and passageof information to the city EOC and the EOC Director. Dependingon the complexity of
the incident, and the extent to which the EOC is activated,the FieldIncident Commander may report to
either the EOC Director, or theOperations SectionCoordinator.
NOTE: As thecity contractswith the County ofOrangeFireAuthority for fire services,every
effort shouldbe made, following catastrophic events, tohave the Incident Commander responsible to the
strategicQuestionsof tacticsarethe sole purview of the
EOC Director fordecisions andpolicies.
IncidentCommander and the Orange CountyFire Authority.
TheArea Commandorganization shouldbelimited and could consist of:(a)Area Commander;
(b)Area Command Logistics and PlanningChiefs; (c)Area Command Critical Resources Unit Leader;(d)
Area Command SituationUnit Leader; (e)Area CommandIn formation Officer, and (f)Area Command
Liaison Officer.
With anAreaCommand there may be little reasonfortheEOC to be fully activated to a LevelIII.
This ICS organizationwill be usedinthe field forHazardous Chemical Spills when the EPA is the
lead agency, and the Countyand the City are providing support.Under these conditions, all ICS functions
will behandledby theUnified Command. The City EOC should be activated to a Level II for coordination
and supportpurposes. County Fire and City Law Enforcement will operate under the command and control
of the singleOperationsSection Chief. ThesingleOperations Section Chiefwill have the responsibility for
implementingand managingthe operationsportionof theIncident Action Planunder the Unified
Command
The city will be expected to appoint a person to theUnified Command to represent theCity. The
personnormally appointed tofill the role as the City's OperationsSectionCoordinator shouldbe the person
appointed to the Unified Command.Under these conditions, the Operational Area will activate its EOC to a
Level II, or to a LevelIII.
Thisorganization is typically used for earthquakes and large wild-land fires burningwithinseveral
jurisdictions(cities, twoor more counties, and mostlikely the state/national forest). Thepurpose of the
UnifiedAreaCommand is to ensure the economicand timely deployment of resources frommultiple
jurisdictions and agencies in accordancewith a common IncidentAction Plan.
Under these circumstances, the city wouldactivate its EOC to a level III to provide strategic
management of resources, information, andprioritieswithin its jurisdiction.The EOC would alsoprovide
full support tothe emergencyresponse efforts, coordination and management of mutual aid resources sent
to the city, and it would manage assistance to thepopulation adversely impacted by the disaster. The
Operational Area would alsobe activating its EOC to a Level III.
Local/Operational Area EOCCoordination
V.
Communications and coordinationbetweenSeal Beach EOC and the Operational Area EOC
should occuralong functional lines.The primaryinteraction for priorityresourceallocation (i.e., mutual
aid)is betweenthe Operation Sections. Oncethe resource allocationpolicy issues havebeen agreed toby
the OperationSections, and theirrespectiveSection Coordinatorsnotifiedof the agreements, the
coordination to carry out these agreements is between the other three functions (planning,logistics, &
finance)between the City EOC and the County OA EOC.This coordination will maintain the consistency
and priorities withinboth the levelsofSEMS
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THE INCIDENT COMMAND SYSTEM -- OVERVIEW
PIO
INCIDENT
LIAISON
COMMANDER
SAFETY
OPERATIONSPLANNING & LOGISTICSADMINISTRATION
INTELLIGENCE& FINANCE
Background and History of ICS
:
Historically the origins of the Incident Command System are from the old military
G-1, G-2, G-3, G-4 system that was part of the 1920 Military Reorganization Act after
World War I. Later on it was used to organize and march our military forces across
Europe and the Pacific Ocean during World War II and it is still in use today.
In the early 1970’s, a national project known as FIRESCOPE was convened to try
and come up with an organizational system for fighting multi-state forest fires. When this
group began to look around for a system that would manage large-scale critical incidents,
where better to look then at a system that was very effective in crisis management for
well over 50 years? It was a proven tool with a solid track record in the management of
these large, quick moving and sometime chaotic events; and it was adopted by the
FIRESCOPE project and named the Incident Command System -- ICS.
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ICS then quickly became the nationally recommended standard for all fire
departments as an organizational system to use for management of large-scale critical
incident events. It never really received widespread attention or usage in the other public
safety disciplines until the early nineties when we had the Oakland Berkeley Hills fire in
California in 1991, the 1993 attack of the World Trade Center and the 1995 bombing of
the Murah Federal Building in Oklahoma City.
These events formed the wake-up call in which all public safety departments, at
all levels of government, realized they needed to find a standardized system to manage
large-scale multi-agency and multi-discipline events. ICS now forms the foundation for
NIMS
– the National Incident Management System that will become mandatory across
the country on October 1, 2005
The Incident Command System -- ICS -- provides a management structure and
system for conducting onsite emergency operations. It is applicable to small-scale daily
operational activities as well as major mobilizations for such things as a forest fire, flood,
or terrorist event.
ICS, because of its standardized operational structure and command terminology,
provides a useful and flexible management system that is particularly adaptable to
incidents involving multi-jurisdictional and multi-disciplinary responses, as in the case of
our first response to a critical incident with other local agencies and mutual aid help.
Some major points about ICS:
ICS IS PART OF A PROCESS.
One of the reasons why ICS did not initially get favorable reviews from law
enforcement personnel is because no one viewed the Incident Command System as a part
of a process as opposed to a standalone system.
Law enforcement officers, along with other government staff and private sector
personnel were told that the ICS system is the way to handle an emergency and it needs
to be established right away at a critical incident. They believed initially that as soon as
they arrived at the scene of a critical incident they were supposed to start placing people
into the Incident Command System jobs, and that somehow this would save them.
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Because of this approach, they had a real hard time in seeing the relevance of ICS
when critical emergency tasks had to be done immediately. For example law
enforcement officers needed to establish a perimeter around the barricaded gunman that
was actively firing into the neighborhood.
The approach of this section is that ICS is really the fourth-step in the Critical
Incident Response Plan of: LIE (Locate Isolate Evacuate), MCI (Assess for a Mass
Casualty Incident), Checklist (utilize an emergency action checklist), and then the
Incident Command System -- ICS. We need to understand that the main function of the
Incident Command System is to build an emergency framework to help us operate for the
long run of the event.
We need to realize that as we are attempting to cope with the immediate problems
upon arrival, we are actually building parts of the Incident Command System. For
example: as we set up an inner perimeter and a neighborhood evacuation team we are
actually establishing two teamsthat would be placed into the Operations Division within
ICS.
ICS IS NOT HOW WE NORMALLY DO BUSINESS.
Every government agency is already organized in order to provide the best service
to its citizens under normal operating conditions. For example the Police Department is
established in their day-to-day framework of patrol, investigations and administration and
that is how they carry on almost all of their business in providing law enforcement
services to the citizens of our community.
When a critical incident or an emergencyoccurs, we need to move into a different
organizational structure so that we can handle this event in the most efficient manner
possible. ICS is this special framework that we operate under during an emergency.
Once the emergency is passed, we close ICS down and revert back to our normal
operating organization.
ICS IS A TEAM EFFORT.
In the past, when a large-scale critical incident occurred, whatever supervisor or
manager showed up on the scene and said, "I'min charge", that person became the central
focus of all attention. They had to do everything and remember everything that was
necessary to run the operation.
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In an emotional and confusing setting, like a critical incident response, one person
can't remember all of the things necessary to run the event. We found that the distractions
in this kind of chaotic environment are too big, and things got forgotten and fell through
the cracks.
Over the years of using ICS we found that the positions detailed in this emergency
framework are entirely adequate to handle any problem that could arise. Literally, there is
no task that could occur during a major event that cannot be successfully pigeonholed or
assigned to one of the eight functional ICS jobs.
ICS provides the flexibility needed to rapidly activate and establish an
organizational team around the functions that need to be performed in a wide variety of
critical incidents from a hostage taking, to a large-scale natural disaster such as an
earthquake or flood.
The Incident Commander is now joined with the other leaders in the various ICS
branches and divisions to form a cohesive group that will manage the conduct of the
event. This factor immediately made the running of a critical incident into a team effort;
and took it out of the old way of "one person in charge". The use of ICS pooled the
knowledge of a group of people, and greatly reduced the potential for mistakes and
errors.
THE INCIDENT GROWS THE ICS ORGANIZATIONAL STRUCTURE.
One of the key principles of ICS is that the Incident Commander will only
activate the sections that are needed for this specific critical incident. A lot of people
mistakenly believe that as soon as they arrive at the scene of a critical incident they have
to begin appointing all eight of the jobs in the Incident Command System, this is not true.
You don’t have to appoint all eight of the jobs right away unless the situation calls for it.
The Incident Commander will conduct an initial size up of the situation, and
determine which of the eight ICS functionalareas he/she needs to run this event and how
manypeople need to be placed in each of these areas.
We like to call this the, "stack of dishes theory". If you'regoing to throw a large
party you’re going to need all of your dishes. So if you're trying to manage a large-scale
incident like a flood event or a significant terrorist incident, you're going to need all eight
of the functional areas of ICS and many people assigned to each of these areas, with large
numbers of people on both shifts, 12 hours on and 12 hours off.
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If you're running a smaller somewhat midsized event, say for example a single
police operation with a barricaded subject for 4-6 hours, you may only need half of your
dishes with say 3-4 of the ICS functional areas open and moderate amounts of people in
each.
You need to imagine the ICS system as an expandable contractible accordion. It
is able to grow as large as the incident needs it to be, and able to be reduced in size as the
incident starts to wind down. The Incident Commander gets to open up all the boxes and
then gets to close them down or “demobilize” them as the incident is winding down.
EVERYONE HAS TO BE FLEXIBLE ENOUGH TO WEAR DIFFERENT AND
SOMETIMES MULTIPLE “HATS”.
It is one of those hard realities that we have to face during emergency
circumstances that we are critically short of people in our daily operations. With this in
mind, there aren't going to be enough immediately responding Field supervisors, Seal
Beach City management staff and officers to handle all the positions within ICS.
We are going to have to be flexible enough to assume multiple jobs. The person
who is the PIO for example, may have to assume the duties of the Liaison Officer or
Safety Officer. The Incident Commander mayhave to double as the Operations OIC, and
the Logistics OIC could have to also assume the duties of Staging Area Manager along
with Administration and Finance OIC.
This also means that you may be taken out of your normal job assignment and be
tasked with working in an area that you are not normally assigned to. A patrol Sergeant
could be assigned as the Logistics OIC for example, or a person from the City Finance
office could be utilized as a PIO.
The Incident Commander is going to have to place people into whatever jobs
he/she needs filled at that moment. This means that every person in the management of
the City of Seal Beach has to have an understanding of the Incident Command System
because they could be put it to any one of these jobs at any point in time. This is
especially true if you're a supervisor and you are responding to a mutual aid call from
another jurisdiction. That jurisdiction’s Incident Commandermight be making the
assumption that you know all of these jobs and can fulfill any one of them.
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TO BE APPLIED UNDER STRESS -- YOU NEED TO USE ICS ON A DAILY
BASIS.
One of the big tricks with the Incident Command System is to utilize it during the
critical incidents that we respond to all the time. We need to have everyone in the
organization trained in understanding all eight of the functional areas within ICS. Then
we need to begin to use it during our daily occurrences in running and managing a city.
We need to use the terminology and the functions of ICS during the Fourth of July
festivities, the multi-car crash, large disturbance call, major events on the beach and the
barricaded subject.
If we are consistent in utilizing its terminology and tasking function in these daily
types of calls, we will be very familiar with the ICS format and organization and we’ll be
able to readily move into it during a large-scale critical incidentsuch as a HAZMAT spill
or even an earthquake.
We don't encounter severe critical incidents on a daily basis. Without this type of
daily refresher and usage, when the big event comes, we are not going to be as fast and
proficient in the application of ICS that we should be.
ICS IS A PREPLANNING TOOL.
ICS makes an excellent pre-planning tool if you have a major event such as a
demonstration, parade or VIP visit on the horizon. ICS is the tool to utilize to get things
organized prior to the event.
We can figure out which teams and divisions we need to handle the event and
then appoint the main division heads and team leaders using the Incident Command
System weeks or months before the event in order to handle all the pre-planning.
Then, when any questions or problems arise in the planning stage, it gets directed
to the correct person in charge of that function. When the actual event arrives, the same
person continues in that role during the event. Confusion and loss of information is
greatly reduced, and the event will run more efficiently.
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THE MUTUAL AID CONCEPT – AN ICS TRAINING RESPONSIBILITY.
As we have briefly mentioned, if you go to another agency to render aid there is a
real possibility that you will be expected to fulfill any number of the jobs in the Incident
Command System.
There are very few Cities and Counties across United States that can actually
handle a significant event without utilizing some form of mutual aid. Think about it,
every routine day we are utilizingsome form of mutual aid and cooperation with our
nearby sister police and fire agencies; and that is without any large-scale critical
incidents. This mutual aid concept will expand greatly during the conduct of any large-
scale critical incident and regardless of your position within the City or County
organization, you may get asked to fulfill any one of the ICS job positions.
During a critical incident you’re not going to turn away anyone that shows up to
help you when you really need them. In order to smoothly integrate these outside agency
personnel into the operation, we need to have a single operating system with common
terminology. Basically, we need to make sure we all are ICS trained.
With everyone involved in the incident using the same organization and
terminology according to ICS, it lessened the confusion and miscommunication often
created in these types of incidents.
This doesn't just mean law enforcement and fire agencies. You have to work on
the "team building" concept with the other members of the City and County leadership
and management staffs. Most large-scale critical incidentsare going to require
emergency assistance from these other vital personnel. The more that we train and drill
with our counterparts in these services, the better off we’re going to be. The goal is to
optimize our swift and efficient response as a team, so that we can handle any kind of an
event, even one large enough to utilize all of the resources within our Operational Area.
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SPAN OF CONTROL
A critical issue relative to the creation or addition of various teams, branches and
divisions is the issue of span of control. As you begin to add-in more teams or groups you
have to be careful to not overload any one specific group leader by having too many
people reporting to him or her. A traditional rough estimate would be to have no more
than five team leaders reporting to any one specific supervisor.
We know that during a large-scale critical incident supervisors are going to be in
short supply, but we have to make a real effort not to have one person trying to control a
large un- manageable number of teams.
One of the methods that we utilize to safeguard against this Span of Control
problem is to divide a large problem area up into specific smaller sectors in order to
manage it more efficiently.
For example: a large incident like a tidal storm surge has occurred and is now
influencing a very large part of our coastal area, and we need to create multiple teams to
assist in evacuation, casualty collection and searching for the injured. The number of
teams needed would become unmanageable for a single supervisor, so we would divide
the beach area up into four separate sectors,each with it’s own sector supervisor. This
supervisor then would be responsible only for the teams in their sector, keeping the span
of control to a manageable level.
On the next two pages we have attached a "Thumbnail" description of each of the
eight major components of the Incident Command System.
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INCIDENT COMMAND SYSTEM ASSIGNMENTS
Incident Commander
The Incident Commander sets the priorities for the event, and determines which
teams, branches and divisions are opened up to manage the event. What does he or she
want to see accomplished and in what priority order? The other division and section
members conduct the follow-through. Frequent meetings between the IC and the other
Team Leaders of the various divisions and sections are necessary to keep everyone
updated as the priorities change, and to guard against duplication of effort.
The incident Commander also demobilizes the organization, closing the various
divisions and teams as the incident winds down.
The Incident Commander's Staff
The PIO
- One of the most critical functions, and is almost necessary all of the time.
Critical functions are:
1) Conducting frequent media briefings,
2) The handling of VIPs, and
3) Manning a telephone reference point for the general public and the media.
Think what questions the media will ask?– and have the answers ready ahead of
time --$$ of damage (est) / # killed (exact) / # injured (exact) / # of bldg lost or damaged
(est). *Need an outside chalk board or posted briefing schedule to update press. *Giving
rapid, factual information, as soon as possible will cut phone calls jamming emergency
lines - "only 1 person injured at..."
Liaison
- The locator of all the agency representatives we may need for this incident. The
Liaison Unit has to maintain contact with anyone who can assist us in the management of
this incident. Also, their other function is to keep higher management and all of the other
allied agencies’ command centers informed as to the progress of the incident in our City
or County.
Safety Officer
– This position has the authority of the Incident Commander, and is
charged with overall operational safety. The job is to ensure we are doing the mission in
the safest possible manner by inspecting the area to check on the welfare of all of the
staff involved and to stop any form of unsafe behavior. An example would be finding
members of the search team in the beach area working without life vests. The safety
officer would obtain this equipmentand get it to the team members.
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The Four Major Division Assignments:
Operations
: The teams in the field handling the mission.
This Operations leader is responsible for naming the teams needed to handle the
mission. Under the Operations group during an earthquake you can have such teams as:
Evacuation Teams, Search Teams, Building Inspection Teams, Looter Patrol Teams,
Inner and Outer Perimeter Teams, Roving Security Teams, Traffic Management Team,
etc. Each team has a designated TeamLeader, reporting to the Operations leader.
Intelligence / Planning
: Two key missions -
1) To gather all Intelligence on the scope of the occurrence and the people and things
involved. This could require a large number of people depending on the size of the event.
Both field information gatherers and staff working in the office may be necessary.
This function also includes maintaining the status on all the manpower and resources
committed to the event – known as Situation Status and Resource Status.
2) To plan for the future – what are we going to need in 2 hours, 12 hours, 48 hours, etc.
To come up with the lists of manpower and things we will need to run this operation at
these time lines, and then forwarding them to Logistics.
Logistics:
The bullets, bread, beans, and butter people. They are charged with obtaining
all of the items we will need – such as batteries, chain link fence, rent-a-cars, generators,
toilets, dump trucks, food, etc. This includes finding the people we will need for the
operation through calling out off-duty staff or by using mutual aid. We should be
replacing all staff every twelve hours; this includes all of the command staff, support and
field personnel. This is such a significant task for most Cities and Counties that we need
to create a logistics team to handle it.
Logistics is also in charge of maintaining a Staging Area. This will be the central
location for all supplies delivered and staffmembers signing in, prior to their actual
assignment. Once called for, the items and personnel leave the control of Logistics and
are sent to their appropriate teams or positions.
Finance / Administration:
Two key missions -
1) Finance- to pay for all of the items we purchase, rent, or lease during the incident,
and to account for all timekeeping and payroll issues. The Finance leader will be
responsible for tracking all costs incurred during the event and submitting any
reimbursement paperwork.
2) Administration- accounts for all of the paperwork. Becomes the collection point for
all City and County forms, workers compensation documentation, liability forms, crime
and incident reports, etc. The Administration OIC ensures that all teams, sections and
divisions keep a log and then obtains copies of the logs every 12 hours in order to write
the after action report for the incident.
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THE NATIONAL INCIDENT MANAGEMENT SYSTEM – NIMS
Introduction
On February 28, 2003, President Bush issued Homeland Security Presidential
Directive - 5. HSPD-5 Management of Domestic Incidents directing the Secretary of
Homeland Security to develop and administer a National Incident Management System.
The purpose of NIMS is to provide a consistent nationwide template to enable all
government, private-sector, and nongovernmental organizations to work together during
domestic incidents.
NIMS is a comprehensive, national approach to incident management that is
applicable at all jurisdictional levels andacross functional disciplines. The intent of
NIMS is to:
Be applicable across a full spectrum of potential incidents and hazard scenarios,
regardless of size or complexity.
Improve coordination and cooperation between public and private entities in a
variety of domestic incident management activities.
HSPD-5 requires federal departments and agencies to make the adoption of NIMS
by state and local organizations a condition for federal preparedness assistance (grants,
contracts, and other activities) by FY 2005
NIMS provides a consistent nationwide template to enable federal state local and
tribal governments and private sector and nongovernmental organizations to work
together effectively and efficiently to prepare for, prevent, respond to, and recover from
domestic incidents, regardless of call is, size, or complexity, including accident
catastrophic terrorism.
This document describes the basic elements of the NIMS.
Building on the foundation provided by existing incident management and
emergency response systems used by jurisdictions and functional disciplines at all levels,
NIMS integrates best practices that have proven effective over the years into a
comprehensive framework for use by incident management organizations in an all
hazards context (terrorist attacks, natural disasters, and other emergencies) the
nationwide.
NIMS also sets in motion the mechanisms necessary to leverage new technologies
and adopt new approaches that will enable continuous refinement of the NIMS overtime.
NIMS was developed through a collaborative intergovernmental partnership.
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The NIMS represents a core set of doctrine concepts principles terminology and
organizational processes to enable effective, efficient, and collaborative incident
management at all levels. It is not an operational incident management or resource
allocation plan.
NIMS Overview
NIMS is a comprehensive, national approach to incident management that is
applicable at all jurisdictional levels andacross functional disciplines. The intent of
NIMS is to:
1. Be applicable across a full spectrum of potential incidents and hazard
scenarios, regardless of size or complexity.
2. Improve coordination and cooperation between public and private entities in a
variety of domestic incident management activities.
HSPD-5 requires all Federal departments and agencies to adopt the NIMS and to
use it in their individual domestic incident management and emergency prevention,
preparedness, response, recovery and mitigation programs and activities, as well as in
support of all actions taken to assist state, local, or tribal entities. The directive also
requires Federal departments and agencies to make adoption of the NIMS by state and
local organizations a condition for federal preparedness assistance (through grants,
contracts, and other activities) beginning in FY 2005 (October 1, 2004 - September 30,
2005).
NIMS provides a consistent nationwide template to enable federal, state, local,
and tribal governments and private-sector and nongovernmental organizations to work
together effectively and efficiently to prepare for, prevent, respond to, and recover from
domestic incidents, regardless of cause, size, or complexity, including acts of catastrophic
terrorism.
The NIMS integrates existing best practices into a consistent nationwide approach
to domestic incident management that is applicable across jurisdictional levels and across
functional disciplines in an all hazards context. Six major components make up the
systems approach:
*Command and Management
*Preparedness
*Resource Management
*Communications and Information Management
*Supporting Technologies
*Ongoing Management and Maintenance
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The important sub-topics that need to be considered under each of these NIMS
components are:
COMMAND AND MANAGEMENT-- NIMS standard incident management
structures are based on three key organizational systems:
Incident Command System-ICS
The defines the operating
characteristics, management components,and structure of incident management
organizations throughout the lifecycle of an incident.
Multiagency Coordination System
The , which defines the operating
characteristics, management components,and organizational structure of supporting
entities.
Public Information System
The , which includes the processes,
procedures, and systems for communicating timely and accurate information to the public
during emergency situations.
PREPAREDNESS-- Effective incident management begins with a host of
preparedness activities. These activities are conducted on a "steady – state” basis, well in
advance of any potential incident.Preparedness involves a combination of:
Planning, training, and exercises.
Personnel qualification and certification standards.
Equipment acquisition and certification standards.
Publication management processes and activities.
Mutual-aid Agreements and Emergency Management Assistance
Compacts (EMACs)
RESOURCE MANAGEMENT-- When fully implemented, NIMS will define
standardized mechanisms and establish requirements for describing, inventorying,
mobilizing, dispatching, tracking and recovering resources over the life cycle of an
incident.
COMMUNICATIONS AND INFORMATION MANAGEMENT-- NIMS
identifies the requirements for a standardized framework for communications,
information management, and information-sharing support at all levels of incident
management.
Incident management organizations must ensure that effective,
interoperable communications processes, procedures and systems exist across all
agencies and jurisdictions.
Information management systems help ensure that information flows
efficiently through a commonly accepted architecture. Effective information
management enhances incident management and response by helping to ensure
that decision makers (sic.) are better informed.
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SUPPORTING TECHNOLOGIES-- Technology and technological subsystems
provide supporting capabilities essential to implementing and refining NIMS. Examples
include:
Voice and data communications systems.
Information management systems, such as record-keeping and
resource tracking.
Data display systems.
Supporting technologies also include specialized technologies that facilitate
ongoing operations and incident management activities in situations that call for unique
technology-based capabilities.
ONGOING MANAGEMENT AND MAINTENANCE-- Department of
Homeland Security has established the NIMS integration Center to provide strategic
direction and oversight in support of the routine review and continual refinement of both
1
the system and its components over the long-term.
LOCAL AREA CONCERNS
Most state and local agencies are extremely concerned about complying with the
requirements of the NIMS, and are especially concerned regarding the short deadline
problem as it may impact their terrorism grant monies.
From our analysis of the current information provided by the Department of
Homeland Security, it was the intention of the President to put this program on a "fast-
track" in order to get the country better prepared to handle a large-scale terrorism event.
The best way to get everyone's attention, and to have this program adopted as rapidly as
possible, was to tie the availability of federal grant money to combat terrorism to their
adoption of the principles of NIMS.
The purpose of this critical piece of legislation was to have all of the persons
responding to a catastrophic terrorism event "singing on the same sheet of music". The
intent was not to create a panic for people to think that everyone has to be trained on
NIMS and all of their plans re-written to conform with NIMS or they are going to lose
their federal terrorism funding. You need to consult with your City, County and State
governments to make a realistic assessment of where your agency stands with regards to
compliance. From that point you can then determine how your jurisdiction is going to
join with the other entities in your state to comply with the guidelines.
1
Introduction to the NationalIncident Management System (NIMS),Self-StudyGuide,August 2004,
Department of Homeland Security / FEMA.pp.1-5/6.
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The Department of Homeland Security understands the problems of putting a
system of this magnitude into effect nationwide. They have said that "Jurisdictions can
comply in the short-term by adopting the Incident Command System. Other aspects of
NIMS require additional development and refinement to enable compliance at a future
2
date."
As of this date (April 2005) there is an extension being discussed that will move
the compliance deadline to October 1, 2006.Please see the attached letter from Mr.
Henry Renteria, Director -- Governor's Office of Emergency Services, dated August 3,
2005.
The NIMS Integration Center (NIC) is a group of experts administered out of
FEMA. They are charged with formulating standards for the implementation of NIMS.
They encourage all emergency personnel with a direct role in emergency preparedness,
incident management or response to take the basic NIMS class over the internet. This
class is entitled: Introduction to the National Incident Management System IS-700 and is
available free of charge over the Internet through FEMA’s Emergency Management
3
Institute at: Taking this class and
placing your certificate of completion in your department’s training records could only
help to further all your NIMS compliance efforts.
2
Introduction to the NationalIncident Management System (NIMS),Self-StudyGuide,August 2004,
Department of Homeland Security / FEMA.pp.1-2.
3
NIMS Introductory Course, Whoshould Take It? http://fema/txt/NIMS/NIMS_is700.txt
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STATE OF CALIFORNIA
GOVERNOR'S OFFICE OF EMERGENCY SERVICES
August 3, 2005
To: Interested Parties
SUBJECT: SEMS/NIMS INTEGRATION UPDATE
The Governor’s Office of Emergency Services (OES) is committed to providing
you with up-to-date information and guidance regarding compliance with the National
Incident Management System (NIMS). Our goal is to keep you informed of NIMS
compliance issues, provide you with policy guidance and materials, and assist you in
your efforts to achieve NIMS compliance. Moreover, because we recognize that there
could be significant work efforts related to NIMS compliance, it is critical that the
information and guidance we provide you meets California’s needs and recognizes
federal government requirements.
California has made significant progress to date and, through our Standardized
Emergency Management System (SEMS) Maintenance System, is initiating those actions
we need to take individually and collectively to demonstrate NIMS compliance by the
end of federal fiscal year (FY) 2006. NIMS compliance is a condition for receiving FY
2007 federal preparedness grants.
For purposes of SEMS/NIMS integration, we are measuring NIMS compliance
against those requirements set forth in the official policy letter to Governors from the
Department of Homeland Security (DHS) dated September 8, 2004. The DHS letter listed
the minimum NIMS requirements to be accomplished by states in FY 2005. There are no
NIMS requirements for local governmentin FY 2005; however, DHS does encourage
state, local, and tribal governments to support NIMS implementation by initiating those
activities as listed in the letter.
Based upon these NIMS requirements, we have enclosed several documents that
have been developed to provide you with more detail on: 1) the approach the State is
taking to address NIMS compliance overall, 2) information on NIMS compliance and
training, and 3) some suggested actions you can take now to support NIMS compliance
(please see enclosures 1-3).
In addition, we have received updated information from the NIMS Integration
Center (NIC), the agency charged to oversee all aspects of NIMS. They have informed us
that NIMS implementation guidance is forthcoming that will address specific FY 2006
requirements across the entire spectrum of NIMS. We understand that the guidance will
address, in part, a NIMS-compliant Emergency Operations Plan, formal recognition and
adoption of NIMS, and training courses to be taken in FY 2006. OES will regularly
provide written guidance and direction specific to California to assist you in NIMS
implementation activities and compliance.
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Interested Parties August 3, 2005 Page Two
As you undertake activities to achieve NIMS compliance, you will find that there
are a number of contractors offering to provide training, consultative, or other NIMS-
related services, stating that they are NIMS certified. We encourage you to use due
diligence when choosing contractors and to examine their credentials. OES serves as the
designated agency in California, in coordination with the Governor’s Office of Homeland
Security. OES is responsible for statewide NIMS compliance and implementation and
should be considered the State’s official resource for NIMS compliance requirements.
California’s Standardized Emergency Management System provides a structured
framework for responding to and managingemergencies and disasters of all kinds.
California paved the way for the rest of the nation with SEMS and for nearly a decade we
have used the system successfully. Through the SEMS Maintenance System, we can
continue to incorporate lessons learned and enhance SEMS to further address NIMS
compliance.
I believe California has the most comprehensive emergency management system
in the nation. You should be proud of the system you helped create.
Sincerely,
ORIGINAL SIGNED BY:
HENRY R. RENTERIA
Director
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MUTUAL AID AGREEMENTS
I
CALIFORNIA DISASTER AND CIVIL DEFENSE MASTER MUTUALAID
.
AGREEMENT
II.
PUBLIC WORKS MUTUAL AID AGREEMENT
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.
CALIFORNIA DISASTER AND CIVIL DEFENSE MASTER MUTUAL AID
I
AGREEMENT
This agreementmade and entered into by andbetween STATEOF CALIFORNIA, itsvariousdepartments
and agencies, and thevariouspolitical subdivisions, municipal corporations, and otherpublic agenciesof the
State of California;
WITNESSETH:
WHEREAS,It is necessary that all of theresources andfacilities of the State, its variousdepartments and agencies,
and all its political subdivisions, municipal corporations, andotherpublicagencies be made available to prevent
and combat the effect ofdisasterswhich mayresultfrom such calamities as flood, fIre, earthquake, pestilence, war,
sabotage, andriot; and
WHEREAS,It is desirable that each of the parties hereto shouldvoluntarily aid and assist each other in the event
that a disaster should occur,by the interchangeof servicesand facilities, including,but not limited to, fIre,
police,medicaland health, communication, andtransportation servicesand facilities, tocope with the problems
of rescue, relief, evacuation,rehabilitation, and reconstruction which would arise in the eventof a disaster; and
h
WHEREAS,It is necessary and desirable that a cooperative agreement be executed for the interchangeof suc
mutual aid ona local, county-wide,regional, statewide, and interstate basis;
NOW, THEREFORE, IT IS HEREBY AGREEDby and between eachand all of theparties hereto as follows:
Eachparty shall develop a planproviding for the effective mobilizationof all its resources and
(1)
facilities, bothpublic andprivate, to cope with any typeof disaster.
Each partyagreesto furnish resourcesand facilities and torender services to each and every otherparty
(2)
to this agreement toprevent and combat anytype ofdisaster in accordancewithduly adopted mutual aid
operational plans,whetherheretoforeorhereafter adopted,detailing the method and manner bywhich
such resources, facilities, andservices are tobe made available andfurnished,whichoperational plans
may includeprovisions for training and testing to make such mutual aid effective; provided,however, that
nopartyshall be requiredto deplete unreasonablyits ownresources,facilities, and services infurnishing
such mutual aid.
It is expressly understood that this agreement and theoperational plans adoptedpursuant thereto shall not
(3)
supplant existing agreements between some of the partiesheretoproviding for the exchangeor furnishing
of certain types of facilities and servicesona reimbursable, exchange,orotherbasis,but that the mutual
aid extended under this agreement and the operationalplans adoptedpursuant thereto,shall be without
reimbursement unlessotherwise expressly provided for by theparties to this agreement or as provided in
Sections 1541,1586, and1587, Military and Veterans Code; and that such mutual aid is intended to be
available in the event of a disaster of such magnitudethat it is, or is likely tobebeyond the control of a
singleparty andrequires the combinedforces of severalorall of theparties to this agreement to combat.
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It is expresslyunderstood that the mutual aid extended under this agreement and theoperational plans
(4)
adopted pursuant thereto shall be available and furnished in all cases of local peril or emergency and in
all cases of which a State of Extreme Emergency hasbeen proclaimed.
It is expresslyunderstood that any mutual aid extended under this agreement and theoperational plans
(5)
adopted pursuant thereto, is furnished in accordancewith the "California Disaster Act" andother
applicableprovisions oflaw, andexcept as otherwise provided by law that: "Theresponsible local
official in whose jurisdictionan incident requiring mutual aid hasoccurred shall remain in charge at such
incident including thedirectionof suchpersonnel and equipment providedhim through the operationof
such mutual aidplans." (Sec. 1564, Military and VeteransCode.)
It is expresslyunderstood that when and as the Stateof California enters into mutual aid agreements
(6)
withother states and the Federal Government that the parties to this agreement shall abide by such
mutual aid agreements in accordancewith law.
Upon approval or executionof this agreement by theparties hereto all mutual aidoperationalplans
(7)
heretofore approvedby theState Disaster Council,or its predecessors, andin effect as to some of the
partieshereto,shall remain in full force andeffect as to them until the samemay be amended, revised, or
modified.Additional mutual aid operationalplans and amendments, revisions,or modificationsof
existing or hereafter adoptedmutual aid operationalplans,shall be adopted as follows:
County-wide and local mutual aid operational plans shallbe developed by theparties thereto and
(a)
areoperative as between the parties in accordance withthe provisions of suchoperationalplans.
Suchoperational plans shallbe submitted tothe State Disaster Council
for approval. The State Disaster Council shall notify each party to such operational plans of its
approval, andshall also sentcopiesof such operational plans tootherparties to this agreement
whodidnot participate in such operationalplans and who are in the same area and affected by
suchoperational plans. Suchoperational plans shall be operative as to
suchother parties 20 days after receipt thereof unless within that time the party by resolution
of notice given to the State Disaster Council, inthe same agreement, declines toparticipate in
the particular operationalplan.
Statewide and regional mutual aid operationalplans shall be approvedby theState
(b)
Disaster Council and copies thereof shallforthwith be sent to each and every party
affectedby such operationalplans. Such operational plansshall be operative as to theparties
affected thereby 20 days after receipt thereof unlesswithin that time the party by resolutionor
noticegiven to the State Disaster Council, in the samemanner as noticeof termination of
participation in this agreement, declines to participate in theparticularoperational plan.
The declination ofone ormore ofthe partiesto participate ina particular operationalplan orany
(c)
amendment, revision,or modification thereof, shall not affect the operationof this agreement and
the other operational plans adoptedpursuant thereto.
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Anyparty may at any time by resolutionor noticegiven to the State Disaster Council, in the
(d)
samemanneras notice of termination of participation in this agreement,decline toparticipate in
anyparticular operationalplan, which declination shall become effective20 days after filing
with the State Disaster Council.
TheState Disaster Council shall send copies ofall operational plans to those state departments
(e)
and agenciesdesignatedby the Governor.The Governor may, uponbehalfof anydepartment
or agency,give notice that suchdepartment or agency declines to participate in a particular
operational plan.
TheState Disaster Council, in sending copies ofoperational plans andothernotices and
(f)
information tothe parties to this agreement,shall send copies to theGovernor and any
departmentor agency head designated byhim;thechairman ofthe board ofsupervisors, the
clerkof theboard of supervisors, and County Disaster Council, and anyotherofficerdesignated
by a county; the mayor, the clerk of the city council, the City Disaster Council, and anyother
officerdesignated by a city; the executivehead, theclerkof the governing body, orotherofficer
of otherpolitical subdivisions andpublic agencies as designated bysuchparties.
This agreement shall become effectiveasto each party whenapproved orexecutedby the party, and shall
(8)
remain operative and effective as between each and every partythat hasheretofore or hereafterapproved
or executed this agreement, until participation in this agreement is terminated by theparty. The
termination by oneormore ofthe parties ofitsparticipation in this agreement shall not affect the
operationof this agreement as between theotherparties thereto. Upon approval or execution of this
agreement the State Disaster Council shall send copiesof all approved and existing mutual aid
operational plans affecting suchpartywhich shall become operative as to suchparty 20 days after receipt
thereofunlesswithin that time thepartyby resolutionor notice given to the State Disaster Council, in the
samemanneras notice of termination of participationin this agreement,declines toparticipate in any
particularoperational plan. The state Disaster Council shall keep everyparty currently advisedof whothe
otherparties to this agreement are andwhether any of them hasdeclined to participate inany particular
operational plan.
(9)
Approvalor execution of thisagreement shall be as follows:
The Governor shall executea copy of thisagreement on behalfof the State of Californiaand
(a)
the variousdepartments and agencies thereof. Upon execution by theGovernor a signed copy
shall forthwithbefiledwith the State Disaster Council.
Counties, cities, and otherpolitical subdivisions and public agencies having legislative or
(b)
governing body shall byresolution approve to agree to abide by this agreement, which may be
designated as "CALIFORNIA DISASTERAND CIVIL DEFENSE MASTER MUTUALAID
AGREEMENT." Upon adoptionof such a resolution, a certified copy thereof shallforthwithbe
filedwith the State Disaster Council.
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The executivehead of those political subdivisions andpublic agencieshaving no legislativeor
(c)
governing body shall execute a copyof thisagreement andforthwithfile a signed copywith
the State Disaster Council.
(10)
Termination of participation in this agreement may be effected by anyparty as follows:
TheGovernor,uponbehalfofthe State and its variousdepartments and agencies, and the
(a)
executivehead of thosepolitical subdivisions andpublic agencieshavingno legislativeor
governing body, shall file a written notice of terminationofparticipation in this agreement with
the State Disaster Council and this agreement is terminated as to suchparty 20 days after the
filingof such notice.
Counties, cities, and other political subdivisions and public agencies having a legislative
(b)
or governingbody shall be resolution give notice of termination of participation in this
agreement and file a certified copy of such resolution with the State Disaster Council,
and this agreement is terminated as to such party 20 days after filing of such resolution.
INWITNESSWHEREOF this agreement has been executed and approved and is effective andoperative
as to eachof the parties as herein provided.
OTE:
N There are references in theforegoing agreement to the California Disaster Act, State
Disaster Council, and varioussectionsof theMilitary and Veterans Code.
Effective November 23,1970, by enactment of Chapter1454,Statutes1970, the California Disaster Act(Section
1500ff., Military andVeterans Code) was supersededby the California EmergencyServices Act (Section 8550
ff.,Government Code), and the State Disaster Council wassupersededbythe CaliforniaEmergency Council.
Section8668(a)of the California Emergency Services Actprovides:
Anydisaster council previously accredited,the State Civil Defense andDisaster Plan, the State Emergency
Resources Management Plan, the State Fire DisasterPlan, the State LawEnforcementMutual Aid Plan, all
previously approved civildefenseplans, allmutual aidagreements, and all documentsand agreements existing as
of the effective dateof this chapter, shallremain infull force and effect until revised, amended,or revoked in
accordancewith the provision of this chapter.
In addition, Section8561of thenew act specifically provides:
"Master Mutual Aid Agreement" meanstheCalifornia Disaster and Civil Defense Master Mutual AidAgreement,
made and entered intoby andbetween the State of California, its variousdepartments and agencies, andthe various
political subdivisionsof the state, to facilitate implementation of thepurposes of this chapter.
Substantiallythe same provisions as previouslycontained in Section 1541, 1564, 1586 and 1587 of
the Military and Veterans Code, referred to in the foregoing agreement, are now contained in Section
8633, 8618,8652, and 8653, respectively, of the Government Code.
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.
PUBLIC WORKS MUTUAL AID AGREEMENT
II
This Mutual Aid Agreement("Agreement") ismade and entered intoby those parties whohave adopted and
signed this Agreement.
WHEREAS, the CaliforniaOffice of Emergency Services, the Leagueof California Cities, the County
SupervisorsAssociation of California, and the American Public WorksAssociation haveexpressed a mutual
interest in the establishment of a plan to facilitate andencouragepublic works mutual aid agreements between
political subdivisions throughout California; and
WHEREAS, the parties hereto havedetermined that it wouldbe in their best interests to enter into an
agreement that implements that plan and sets forth procedures and the responsibilities of thepartieswhenever
emergency personnel,equipmentand facilityassistanceis provided fromone party'sPublic Works Departmentto
the other; and
WHEREAS,no party should be in a position of depletingunreasonably its own resources,
facilities, orservicesproviding such mutual aid; and
WHEREAS, such an agreement is in accord with the California Emergency Services Act set forth in Title
2,Division 1,Chapter 7 (Section8850 et seq.)of theGovernment Code and specifically with article 14(Section
8630 et seq.)of the Act.
NOW, THEREFORE, INCONSIDERATIONOF THE CONDITIONSANDCOVENANTS
CONTAINEDHEREIN, THE PARTIES AGREE AS FOLLOWS:
1.
For thisAgreement, thefollowing terms shall be ascribed thefollowing meanings:
a.
"Coordinator"shall mean thepersondesignated by eachparty to act onbehalfof thatparty
on all matters relative to mutual aid, to includebutnot belimited to requests, responses,and
reimbursement.
.
"Local Emergency" shall mean the actual orthreatened existence of conditions of disaster or
b
extreme peril to the safety ofpersonsor propertywithin the territorial limits ofoneof the parties
causedby humanor natural conditions suchas air pollution, fire, flood, storm, wind, earthquake,
explosion, transportation accident, hazardous material problem, tsunami, suddenor severe energy
shortage, epidemic, riot or otheroccurrences, other than conditions resultingfrom a labor
controversy, which occurrences, or theimmediate threat thereof, are likely to be beyond the
controlof the personnel, equipment, or facilities of thatparty to thisAgreement and which
personnel, equipment orfacilities of theotherparty are thereforedesired to combat.
c.
An "Operational Area" for the coordinationofpublicworksmutual aid shall normally
be a County and all the jurisdictions within the County that are parties to this
Agreement. A different public works operational area may be established bythe parties
in some unique cases.
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2.Coordinators designated byeach partyshall be designated byTitle,Name,Addressand PhoneNumber,
and if said Coordinator changes, the otherparties of the Agreement shall be notified inwriting as soon
as practical after the appointment has beenmade through theAgreement Coordinatordesignated in
Paragraph 18hereinafter.
3.
When a Local Emergencyhas beenproclaimedbyparty's governingbodyor authorizedofficial, the
Coordinator may request assistance.
4.
Whenrequestfor assistance is received, the assistingCoordinator shall promptly advise of the extent of
response, providewhatever personnel, equipment, and/orfacilities as can be providedwithout
jeopardizing the safety of persons or property within their jurisdiction. Noparty receiving a request for
assistance shall beunder anyobligation toprovide assistance or incur any liability fornot complying
with the request.
5.When the assisting Coordinator's personnel,equipment, and/or facilities are no longerrequired or when
assisting Coordinator advises thatthe resourcesare required within theirown jurisdiction, therequesting
Coordinator shall immediately arrangeforthe return of those resources.
6.
Requestingparty shall be responsible for thesafekeeping of theresourcesprovided bythe assisting party.
Requesting Coordinatorshallremain in chargeof the incident oroccurrence and shall provide control and
direction to the resourcesprovidedby the assistingparty. The request may includeforproviding
supervisory personnel to takedirect chargeof the resourcesunder the general direction of therequesting
Coordinator. Requesting Coordinator shall make arrangements forhousing andfeeding, assisting
personnel, fueling, servicing and repairof equipment if such support is requestedby assisting Coordinator.
Assistingparty's personnel shall notbedeemed employeesof requesting party andvice versa.
7.
Therequesting party agrees to pay all direct,indirect, and administrative and contracted costsofassisting
party incurredas a resultofproviding assistancepursuant to this Agreement,baseduponstandard rates
applicable to assistingparty's internaloperations. Payment shall be madewithin sixty (60) days after
receipt of a detailed invoice. Requesting partyshallnot assume any liability for thedirect payment of any
salary orwages to anyofficer or employee of assistingparty.
8.
Requestingparty shall holdharmless, indemnify, anddefend the assistingparty, its officers, agents, and
employees against all liability, claims, losses, demands or actionsfor injury to,or deathof, a person or
persons,ordamages toproperty arisingoutof,or alleged to arise outof or in consequences of, this
Agreement provided such liability, claims, losses,demands, or actions are claimed to be due to the acts or
omissions of the requestingparty, its officers, agents,or employees,or employeesof the assistingparty
workingunderthe direction and controlof therequestingparty when the act or omissionof such assisting
party employee occurs or is alleged to occur within thescopeof employment under thedirection and
controlof the requesting party.
9.When mutual aid is provided,the requestingandassisting agencies,will keep accountrecordsof the
personnel, equipment, and materials provided as required by Federal andState (NDAA)and FEMA
bursement. Eachparty shall have
guidelines tomaximize the possibility ofFederal and State disaster reim
access to otherparty's records for this purpose.
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10.
All signatoryparties agree that any other qualifiedpublic agency or quasi public agency may become a
party to this agreement by executing a duplicate copyof this agreement and sending same to the
Agreement Coordinator, initially the County of Los Angeles, addressed as follows:
The Los Angeles CountyDepartment of Public Works 900
South FremontAvenue
Alhambra, CA91803-1331
Attention:Disaster Services Coordinator
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CA OFFICE OF EMERGENCY SERVICES
.
The Organization
A
The Director oftheGovernor's Officeof Emergency Services (OES) acts as the state's
emergency/disaster coordinator. The State Operations Center, located in Sacramento, serves as the key
coordination entity for the mobilization of the state's response to an emergencyordisaster. TheState
Operations Centerresponds to the emergency needsofstate and local government, provides a focal
point for coordinating mutualaid, and is the link to the federal disasterresponse system. Its priorities
are:
Coordination of state assets to assist local governments, expedite disaster response, and
mitigate lossof life and property;
Information gathering, analysis, anddissemination;
Coordination of mutual aidresources;
Development of resource priorities and allocations;
Providing assistance torestore communications,power, water and otherkey public services;
Preparation, coordination, and distributionof emergency public information
OEShas divided the State intoregions inwhich they havetheir RegionalEmergency Operations Centers
(Regional Centers). The Regional Centerfor Southern California is located at the LosAlamitos Armed
Forces Reserve Center. Requests for thedeclaration of a State or Federal Emergency, arerouted by the
Operational Area through theOES RegionalEmergency Operations Centers to the State Operations
Center in Sacramento. The Regional Centers also provide centralizedcoordination of the state'smutual
aid system, situation analysis and disasterrelated information for all of the OperationalAreas within the
region.
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TAB – 3 ORANGE COUNTY OPERATIONAL AREA
.
The Organization
A
Section8559of the California Emergency ServicesActdefines anOperationalArea as "...an
intermediate level of the state emergency servicesorganization, consistingof a county and all political
subdivisions withinthe countyarea." Section 8605of the Act specifies that an OperationalArea
"...may be usedby the county and the political subdivisions comprising the operational area forthe
coordinationof emergency activities and toserve as a link in the communications system during a state
of emergencyor a local emergency."
Accordingly,Operational Areas are tobe special emergencymanagement coordinationorganizations
established according to the terms and conditions mutuallyagreed toby the County, Cities and Special
Districts therein.Unless anduntil such an OrangeCountyOperational Area Agreement is ratified, the
County of Orange will function as theOrange County OperationalArea entity.
As suggested above, theprimary role of theOperational Area is to integrate mutual aid emergency
response strategies,prioritiesand resourcesof the involved agencies and jurisdictions.Another critical
responsibility of theOperational Area is that of compiling situation status reports anddamage assessment
information, and submitting it, alongwithany requestforstate and federalmutual aid, to the State Office
of EmergencyServices.
B.
Operational Area Responsibilities:
Toprovide a singlepointof contactfor information on theemergency situation, aswell as
_
resource needsand priorities.
To be asingle orderingpoint for resources,includingfire and law enforcement resources
throughoperational area fire and law enforcementmutual aid liaisons.
To act as a policymakingbody withrepresentationfrom all jurisdictionsand toset priorities
_
whichhave been agreedupon by all members.
C.
Operational Area Requirements
To identify anoperational area coordinatorforeach function listed inthe county'smulti-hazard
functional plan.
Toprovide a means or a place foroperational area coordinatorsfor eachfunction to
_
communicate with eachother.
Toprovide a meansforoperational area coordinators to makerecommendations to the policy
_
making body.
To havea policymaking groupthatsets priorities andresolves conflicts in allocatingresources.
_
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ORANGE COUNTY EMERGENCY OPERATIONS CENTER
TheOrange County Emergency OperationsCenter(EOC) islocated at Loma Ridge in the hills east of the City of
Orange. TheEOC is directedby the Chairpersonof the Board of Supervisors acting as the Operational Area
Coordinator.As theOperational Area Coordinator, the Supervisor chairs the County's Emergency Management
Council.
The Emergency Management Council (EMC) includes the CountyAdministrativeOfficer, the Sheriff,the
Directorof the Orange County Fire Services, and the GeneralServices Agency, Environmental Management
Agency,Health Care Agency and Social ServicesAgencyDirectors. TheEMC is important to cities, becausenot
onlydo they act as the Emergency Management Council for the county unincorporated area of the County, most
also function as Area Coordinators. That is, the Sheriff is the Orange County Area Coordinator for law
enforcement and coroner services, theDirectorof the Orange County Fire Agencyforfire services, the
Environmental Management Agencyfor PublicWorks and BuildingSafety/ Damage Assessment (See Part V, a
summary of the Orange CountyEmergency Operations Plan Annexes).
Operational Area Coordination forfire and law enforcementmutual aid is to be accomplished through existing
mutual aid channels.Coordination for allothermutual aidis togo through the OrangeCounty Emergency
Operations Center,or if theyarenot available, through ControlI, which in turnwill notify County EOC personnel.
Resourcerequests from local governments will be coordinatedwithin theOperational Area todetermine if the
resource is available from other localgovernments or othersources withinthe Operational Area.Available
resourceswill be allocated to the requestinglocal government in accordance with thepriorities established within
the Operational Area Action Plan.If requests for a specificresource exceed the supply within the operational area,
the available resourceswill be requestedfromthe regionallevel.
Multi-agency or inter-agencycoordination is importanttoSeal Beach for it is at the OperationalArea EOC that
overall operational area resource allocationpriorities are established. Further,involvement of a city representative
in the action planning process at the OperationalArea EOC is essential for effective emergency management and
provides an importantfocus for multi-agency coordination. The following pagerepresents theorganization used in
the County EOC.
NOTE: The County, Cities and Special Districts are working together to develop the Orange County
Operational Area, and its organization. This information will be revised when the final organization
is adopted bythe Operational Area jurisdictions.
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POSSIBLE ORANGE COUNTY OPERATIONAL AREA GENERAL STAFF POSITIONS:
A.OPERATIONS SECTION CHIEF
1.HEALTH CARE BRANCH
a.MedicalUnit
b.Mental Health Unit
c.Environmental Health Unit
d.Animal Control Unit
LAW ENFORCEMENT & TRAFFIC CONTROL
2.
BRANCH
a.MovementUnit
b.Transportation Assembly Point Unit
c.Light Search & Rescue Unit
d.CoronerUnit
e.Law Enforcement Mutual Aid Liaison
3.FIRE & RESCUE BRANCH
a.Fire Suppression Unit
b.Urban Search and Rescue Unit
c.RadiationMonitoringUnit
d.Fire Mutual Aid Liaison Unit
4.CARE & SHELTER BRANCH
a.American Red Cross Liaison
b.School Coordination Unit
5.CONSTRUCTION & ENGINEERING BRANCH
a.UtilitiesUnit
B.PLANNINGSECTIONCHIEF
.
1
SITUATION ANALYSISBRANCH
a. PlottersUnit
.
DOCUMENTATION BRANCH
2
.
ROUTING BRANCH
3
a. Messenger Unit
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c.
LOGISTICS SECTION CHIEF
.
RESOURCES & SUPPORT BRANCH
1
a. Transportation Unit
b. Orange County Transit Authority Liaison
.
COMMUNICATIONS BRANCH
2
a.Alert & Warning Unit
.
PERSONNEL UNIT
3
4.
EOC FACILITIES BRANCH
a.Registration & Security Unit
b.EOC Information, Phone & Technical Systems
Unit
.
FINANCE SECTION CHIEF
D
.
COST RECOVERY BRANCH
1
a.County Agency & Department Cost Unit
.
EOC COST BRANCH
2
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AMERICAN RED CROSS, ORANGE COUNTY CHAPTER
.
The Organization
A
The American RedCross,as mandated byFederalLaw 36-USC-3and reaffirmedin PublicLaw 93-288
(FederalDisaster Relief Act of 1974), provides disaster relief throughout thenation in peacetime.
At the state level, the Statement of Operational Relationships between the American Red Cross and
California Office of Emergency Services (OES) and the Memorandum of Understandingbetween the
American RedCross and theCalifornia Department of Social Servicesestablish theoperating
relationships between these agencies. The emergency mass care and shelter responsibilities of the Red
Cross include:
Emergency lodgingfordisastervictims in publicor private buildings.
Food and clothingforpersons in emergencymass care facilities.
Food for disasterworkers ifnormal commercial feedingfacilities are notavailable.
Registration and inquiry service.
.
Services
B
By way of a Statement ofUnderstanding theOrange County Chapterof the American Red Crosscan
provide, as an outright grant with no repayment requiredorrequested, the following services to local
government:
1.
Providing emergency mass care to any number of persons affected by disaster or
responding to threats.
2.
Handling inquiries from relativesoutsidethedisasterarea of disaster victims.
Providing emergency assistance to individuals and familieson thebasisofneed,
3.
facilitating their ability to resume living in customary dwellings rather than shelters.
4.
Providing licensed nurses to supplementthe existingcommunity health care delivery
system.
5.
Providing emergency and preventativehealth services, including psychological support to
disaster victims and workers.
Providing referrals to families regardingother available governmental and private
6.
assistance and, if necessary, assist them inmaking application for such aid.
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Providing additional recovery assistance on an individual or familybasis,whenother
7.
resources are not available to meet disaster-caused needs. This will be in accordancewith
Red Cross nationalstandardsfor additional assistance.
Providingblood and bloodproductsfordisaster victims. Red Cross assistance shall be
8.
channeled throughnormal commercial establishments in the City to aid in restoringdisrupted
local economies.
TheOrangeCounty Chapter of the American RedCross can also,under contract, provide community
emergency preparedness organization servicesandtraining.
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VOLUNTEERS
The overall responsibility for the coordination of the volunteer program
rests with the Director of Human Resources for the City of Seal Beach. During an
emergency event this person will become the head of the Human Resources Unit
in the Logistics Section at the EOC, and this unit will be in charge of coordinating
volunteer services.
BACKGROUND
Perhaps one of the most difficult responsibilities in a disaster or a major event is
that of managing the large numbers of volunteers who can arrive at the scene to
help. During such events, individuals have offered to volunteer their time and
skills to assist local government in aiding with the disaster. As many as 10,000 of
these individuals came forward during the Loma Prieta earthquake in 1989, and
similar numbers were present during the 1994 Northridge earthquake.
For the purpose of clarification, a distinction is going to be made between
"spontaneous" volunteers, "commandeered" volunteers and "convergent"
volunteers.
Spontaneous volunteers are those persons who seeing someone in need
of help, give aid instinctively - without being asked or directed to help - and then
go about their own personal lives.
City staff will not be aware of the spontaneous volunteer's efforts until they
come upon the emergency situation. Because it is an emergency situation, most
likely they will not be able to get the names of spontaneous volunteers and to log
them. If, however, after the emergency staff are able to get their name, address
and phone number, do so and give it to the Logistics Section, Human Resources
Unit.
Commandeered volunteers are those persons who happen to be nearby
when an official orders them to become involved in the event.
Whenever city staff commandeer the services of an individual, always
attempt to get their name, address and phone number at the earliest possible
time. For each person commandeered, identify the reasons for which they were
commandeered, their assignment, the location, date, time, and whether or not
any injuries were sustained. Give all of this information to the Logistics Section,
Human Resources Unit as soon as practical. If the commandeered individual was
injured, notify the City Attorney when you file your papers with the Human
Resources Unit.
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Convergent volunteers are by far the largest number of volunteers. They
are people who come forward and who are willing to become part of the
emergency response team. They are willing to take direction, and are willing to
give an extended period of their time to the response effort.
Convergent volunteers serve at the pleasure of the management of the
agency they are assisting, in this case the City of Seal Beach. The agency may
restrict assignments, control their level of participation, or prohibit their use all
together.
The agency’s management assumes the responsibility to ensure that
convergent volunteers are physically and mentally capable of performing duties
to which they will be assigned, and must provide training appropriate to the
assignment. An example of training could be; safety instruction in filling and
passing sandbags in a flood situation prior to a volunteer being assigned to that
job. Another example of training could be; basic safety instruction in assisting at
a shelter and processing incoming evacuees.
The State of California has provided workmen's compensation benefits for
all registered volunteers of an accredited disaster council organization. The City
of Seal Beach Disaster Council was accredited on June 16, 1949, thus the city is
a full participant in this program.
Convergent volunteers working under the guidance of the City government
during the time of a disaster or emergency event are the responsibility of the City.
In order to be covered for workers’ compensation benefits from the State of
California, these volunteers must be registered as Disaster Service Workers –
DSW”s.
Once they are properly registered as DSW’s they are officially covered by
state workers compensation during the following activities:
Disaster service training related to their intended service as a DSW
volunteer—
Disaster response and relief activities authorized and directed by their
hiring authority, and—
Travel to and from an actual disaster service assignment.
The official name of this program is the: DISASTER SERVICE WORKER
VOLUNTEER PROGRAM. The DSWVP benefits include medical care, disability
payments, and death benefits. Coverage does not include travel to and from
1
disaster service training.
1
TheyWill Come: PostDisaster Volunteers and LocalGovernments. California Office of Emergency
Services,November, 2001, pg 31.
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To be covered for workers’ compensation benefits, these volunteers must
meet all of the requirements as indicated in the DSW Volunteer Program
Regulations. This would include proper registration, appropriate training and
working under official supervision.
The critical point to this program is that the convergent volunteer must be
registered as a DSW prior to being assigned a job. Withoutproper registration
the city government is responsible for any injuries that occur to the volunteer. A
copy of the official state registration form can be found on the next page.
This form does include a loyalty oath that must be administered by a
government member certified to administer oaths, such as the City Clerk or their
designee.
As part of an established volunteer management system, through the
Human Resources Unit, the convergent volunteers should be properly registered,
and sworn in as Disaster Service Workers. A volunteer assembly point should
be publicized and all convergent volunteers directed to this location in order to
get properly registered. Depending upon the emergency circumstances, the
Human Resources Unit could set up an assembly / registration point in the city
Staging Area at the Boeing Facility.
LEGAL POINTS
Immunity from Liability -
Public Law
The Emergency Services Act (§8657) provides DSW volunteers with limited immunity from
liability while providingdisaster service as it is defined in §§2570.2 and 2572.2 of the Disaster
ServiceWorker Volunteer Program Regulation (Cal. Code of Regs., Title 19)..Additionally,
U.S. Public Law 105-19, Volunteer Protection Act of 1997,provides limited protection.
Immunity from liabilityprotects the political subdivision or political entity, and the DSW
volunteer in any civil litigation resulting fromacts of good faith made by the political
subdivision or political entity, or the DSW volunteer, while providing disaster service (e.g.,
damage or destruction of property; injury or death ofan individual). Immunity from liability
does not apply in cases of willful intent, unreasonable acts beyond the scope of DSW training,
or if a criminal act is committed.
Background Investigations
There is no statute or regulation requirement for criminal background investigation and
health examinations for Disaster Service Worker volunteers. The local accredited Disaster
Council may make a determination to review the criminal and health background of
potential DSWs. This determination should be made in consultation with local legal
counsel. Also, it is prudent to verify professional licenses or certificates, when these
documents are pertinent to the duties of the DSW.
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SIGNED CONCURRENCE BY PRINCIPAL DEPARTMENTS/AGENCIES
The following departments/agencies concur with the City of Seal Beach’s SEMS
Emergency Operations Plan. As needed, revisions will be submitted to the Seal Beach
Emergency Services Coordinator.
Attorney:_______________________________________________________________
(Name) (Title)
City
Council:________________________________________________________________
(Name) (Title)
City
Manager_______________________________________________________________
(Name) (Title)
City
Clerk:_______________________________________________________________
(Name) (Title)
Public
Works:________________________________________________________________
(Name) (Title)
Finance: _______________________________________________________________
(Name) (Title)
Fire:________________________________________________________________
(Name) (Title)
Community
Development:___________________________________________________________
(Name) (Title)
Police: ________________________________________________________________
(Name)(Title)
Prepared by Tim Olson, Police Sergeant
Date: ___________________________________________________
Signature: ____________________________
Appendix A
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Appendix B
Response InformationManagement System
The Response Information Management System(RIMS) is a set of applications designed
by the Governor’s Office of Emergency Services (OES) in Lotus Notes to assist in the
management of disasters in California. The goal of the RIMS project is to connect, via
computers, the five levels of government (Field, Local, Operational Area, Regional, and
State) outlined in California’s Standardized Emergency Management System (SEMS).
RIMS has been operational since August 1995 and is in use by all 58 Operational Areas
(counties) and 30 state and federal agencies. OES is now fielding RIMS down to
California cities and is developing applications that can be used by emergency responders
in the field. While RIMS has a wide variety of capabilities it was designed around two
fundamental activities common to all emergency response actions:
1. Submission, Exchange and Analysis of Disaster Related Information:
RIMS has a set of reports available to all levels of government that break down various
categories of disaster related information in a manner that quickly provides an overview
of an event or multiple events. The structure of RIMS then allows users to zero in on
specific details relevant to their particular role in the response effort. Because RIMS
allows multiple users to submit and receive information on demand, it has dramatically
improved the dissemination of disaster related information statewide.
2.Request, Task and Track Assistance:
RIMS has established an electronic link between agencies requesting assistance and
agencies that can provide the needed resources. It allows Operational Areas to submit
requests for emergency response assistance by computer to one of OES’ three Regional
Emergency Operations Centers (REOC). These REOCs then review the request and task
the appropriate state agency to provide the requested assistance. The tasked state agency
then updates the report periodically so that both OES and the requesting OA are
constantly advised on the status of the resources being sent. The database is currently
being modified so that it can be used by city and field level response organizations.
To accomplish these functions, RIMS takes advantage of Lotus Notes’
workflow/groupware architecture. It is the underlying communications infrastructure of
Louts Notes that allows RIMS to move and share information between large numbers of
people/organizations that are located in different places. A RIMS user can create a
document that is then available to others who have a need to be informed of, or take
action on, the subject of that document. Instead of setting up a standard “send/receive”
system, OES designed RIMS so that no matter what level of government, or what
position they hold, response staff can gain access to the information they feel relevant to
their duties. RIMS accomplishes this by categorizing information along the SEMS
organizational structure. This reduces the problem of information overload and ensures
that emergency response staff can quickly identify information that is most relevant to
their role in response operations.
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Appendix B
The hardware backbone of RIMS is a network of 5 file servers in various locations across
the state that can be accessed directly from OES’ wide area network or remotely via
commercial phone line, cellular phone, the internet or satellite. OES is continually taking
steps and exploring new techniques to strengthen and increase the number of ways RIMS
can be accessed by end users.
RIMS is an evolutionary program, constantly under review to ensure that it grows and
develops in a manner that best supports the emergency response community within the
state of California.
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RESPONSE INFORMATION MANAGEMENT SYSTEM
SITUATION REPORT
(SITREP)
MANUAL ADAPTATION FROM RIMS VERSION (02/15/01)
TEXT ININDICATES A REQUIRED FIELD.
City
G
Special District
G
Operational Area OES
G
Region
G
OES Headquarters
G
County Operational Area:
Region:COASTAL
Law Mutual Aid Region: II
Fire Mutual Aid Region: II
INITIAL INTERIM OFFICIALUPDATEFINAL
1.:
2. Date/Time of Event:
3. Event Type:
4. Event Location:
5. Areas Affected:
6.
7. Weather:
8. Current Situation:
337
9. Current Situation Detail:
Status Comments
a. Significant Damage:
Yes No Unknown
FFF
Describe:
b. Deaths:
High Moderate Low Yes No Unknown
FFFFFF
Describe:
c. Injuries:
High Moderate Low Yes No Unknown
FFFFFF
Describe:
d. Damaged Buildings:
High Moderate Low Yes No Unknown
FFFFFF
Describe:
e. Utility Problems:
High Moderate Low Yes No Unknown
FFFFFF
Describe:
f. Communication
High Moderate Low Yes No Unknown
FFFFFF
Problems:
Describe:
g. Road Problems:
High Moderate Low Yes No Unknown
FFFFFF
Describe:
h. Evacuations:
High Moderate Low Yes No Unknown
FFFFFF
Describe:
i. Critical Issues:
Yes No Unknown
FFF
Describe:
j. Other Problems:
High Moderate Low Yes No Unknown
FFFFFF
Describe:
338
10. FUNCTIONAL AREA RESPONSE
Status, brief details, locations, comments
NA = NOT APPLICABLE/NO COMMENT
BLACK
= Significant Aid Required (Comments Required)
= Require Some Aid (Comments Required)
= No Aid Required
= Normal
a. EOC(s) Activated:
Low Yes No Unknown
FFFF
Describe:
b. Care & Shelter:
N/A BLACK RED YELLOW GREEN
GGGGG
c. Constr. & Engr:
N/A BLACK RED YELLOW GREEN
GGGGG
d. HazMat/Radiological:
N/A BLACK RED YELLOW GREEN
GGGGG
e. Fire & Rescue:
N/A BLACK RED YELLOW GREEN
GGGGG
f. Law Enforcement:
N/A BLACK RED YELLOW GREEN
GGGGG
g. Medical/Health:
N/A BLACK RED YELLOW GREEN
GGGGG
h. Movement:
N/A BLACK RED YELLOW GREEN
GGGGG
i. Utilities:
N/A BLACK RED YELLOW GREEN
GGGGG
j. Disaster assistance programs/facilities:
Yes No NR
GGG
339
k. Mutual aid received in last 24 hours?
Yes No Unknown
GGG
l. Mutual aid needed in next 24 hours?
Yes No Unknown
GGG
m. Prognosis:
Worsening No Change Improving
GGG
11. Major Incidents:
12. Response/Recovery
Priorities:
13. Proclamations/Declarations:
Include dates and times submitted.
a. Local:
b. Gubernatorial
Requested:
c. Director's Concurrence:
d. Gubernatorial Received:
e. Presidential Requested:
f. Presidential Received:
14. Other Critical Information or
General Comments:
15. Date/Time of Next Report:
(mm/dd/yyy hhhh)
16. Attachments:
1. Map(s) - Areas Affected/Threatened To follow Date/Time:
Attached? Yes No
GG
2. Declaration/Proclamation(s)
Yes No
GG
Created by: (JURISDICTION) on: _________________________
Last Modified by: (JURISDICTION) on: _____________________
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CITY OF SEAL BEACH RECOVERY OPERATIONS
INTRODUCTION
Recovery refers to those measures undertaken by an entity following a disaster that will return all
systems (utilities, phones, government offices, etc.) to normal levels of service. Effective recovery
consists of a complex array of interdependent and coordinated actions.
CONCEPT OF OPERATIONS
Recovery operations begin as soon as possible after a disaster. Many think recovery operations are
generally initiated after the disaster responses have been ongoing and appear to show some promise of
diminishing. A successful recovery starts at the moment of impact. There is no clearly defined
separation between response and recovery. The tasks are different from response, but they should be
carried out simultaneous. Establishing a recovery organization prior to a disaster has proven effective in
enabling a smooth and speedier recovery. Emergencyresponse personnel are to continue using SEMS
principles and procedures for recovery.
Short Term
Recovery operations are divided into two phases. The first phase is short term. This involves
restoring the infrastructure that includes:
Electric power
Communications
Water and sewer
High impact areas and special populations, schools, hospitals, etc.
Economic and social systems of the community.
Continued coordination from the response phase into the recovery phase is necessary to identify
high priority areas for resumption of utilities, liability concerns, financing, and recovery
ordinances.
Long Term
Long-term recovery consists of actions that will return the jurisdiction back to normal pre-
disaster levels of service. Long-term considerations include:
Development of a recovery team;
Economic and resource stabilization;
Hazard mitigation;
Updating plans based on lessons learned; and
Post-event assessments.
It is critical that the documentation functions during response continue and expand into recovery.
Checklists should be developed for recovery operations to ensure accountability. Failure to
strictly account for damage documentation and personnel costs can result in loss of possible
reimbursement.
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SEMS RECOVERY ORGANIZATION
Recovery operations differ significantly from emergency response activities and are greater in the SEMS
Operations and Logistics functions. Recovery activities see much more activity in the
Finance/Administration function and less in the other SEMS functions.
The Orange County Operational Area (OA) plays a different role in recovery than in response. The
Operational Area may act as an information and coordination point for its constituent jurisdiction.
However, each local jurisdiction rather than the Operational Area work directly with state and federal
recovery programs.
The SEMS functions have the following tasks:
Management Section
This section is responsible for the jurisdiction’s overall recovery.
Tasks include:
Informing and briefing elected officials
Providing lead for policy decisions
Issuing public information releases
Ensuring safety of response activities
Operations Section
This section is responsible for operations that restore the jurisdiction back to normal day-to-day
operations.
Tasks include:
Restoring medical facilities and service
Restoring government facility functions
Removing debris
Demolishing buildings
Restoring utilities
Providing emergency housing
Providing application process for disaster assistance
Providing building and public safety inspections
Planning/Intelligence Section
This section documents and provides management with direction for recovery activities.
Tasks include:
Providing documentation of SEMS compliance for disaster assistance
Providing after-action reports consistent with SEMS requirements
Providing direction in land use and zoning issues
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Issuing building permits
Developing alternative building regulations and code enforcement
Reviewing the general plan
Providing an action plan for recovery operations
Developing redevelopment plans
Developing recovery situation reports
Documenting recovery operations
Creating mitigation plans
Logistics Section
Logistics section is responsible for obtaining resources necessary to carry out recovery
operations.
Tasks include:
Providing government operations
Allocating office space
Providing recovery supplies and equipment
Providing vehicles and personnel
Finance/Administration Section
Finance/Administration handles the jurisdiction’s recovery financial transactions.
Tasks include:
Managing public finance
Preparing and maintaining the budget
Developing and maintaining contracts
Processing accounting and claims
Collecting taxes
Managing insurance settlements
Departments are assigned appropriate SEMS functions to address the tasks listed above.
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EMERGENCY ORGANIZATION CHART/SEMS
BASIC ICS DIAGRAM W/ City of Seal Beach Staffing
PIO
PD Records Supv
LIAISON
EOC Director
POLICY UNIT
PD AdminSgt
City Manager
City Council
City Clerk
City Attorney
SAFETY
Assistant City Mgr
OPERATIONSPLANNING / LOGISTICSFINANCE /
SECTIONINTELLIGENCECOORDINATORADMINISTRATION
COORDINATORCOORDINATORCOORDINATOR
Public Works
Chief ofPoliceDir ofDevelopment
SupervisorDir ofFinance
Services
Shelter ServicesSituation /Facilities / Accounting Cost
BranchDocumentation UnitTransportation UnitUnit
MaintenanceAccounting
Senior Planner
Recreation Supv
Service Mgr. Manager
Fire Services
Resources Status
Branch
Unit
OCFD
Human Resources Payroll / Time
Executive Secretary
UnitKeeping Unit
PD Executive
HR Director
Law Enforcement
Secretary
Branch
Technical
SBPD
Communications
Specialists Unit
Disbursement Unit
Unit
Accounts Payable
West-Comm Rep
Public Works
Cashier
Branch
City Engineer
Supply Unit
Building Safety
Branch
Bldg Inspectors
Staging Unit
Marine Safety
Branch
Lifeguard Dept
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DAMAGE/SAFETY ASSESSMENT
During the early phase of a disaster, the initial damage is only estimated. An initial Damage Estimate is
developed during the emergency response phase to support a gubernational proclamation and for the
State to request a presidential declaration.
This is followed by a detailed assessment of damage during the recovery phase by the city. This
detailed assessment provides the basis for determining the type and amount of state and/or federal
financial assistance available for recovery.
Procedures for conducting detailed surveys to be used in disaster project applications include the
following:
Safety Concerns
Safety precautions that will contribute to recovery operations include:
Ensuring gas, water, and sewer leaks are identified
Ensuring utilities are turned off in unsafe or damaged structures
Securing hazardous materials sites and preparing a clean-up plan
Ensuring unsafe buildings are vacated, clearly marked and access if restricted
Identifying safety precautions to be undertaken by emergency workers
Structural Damage
Checklists and procedures for survey teams should include the following terms when describing
damages:
Destroyed - Cost of repair is more than 75% of value.
Major Damage - Cost of repair is greater than 10% of value.
Minor Damage - Cost of repair is less than 10% of value.
Note:
Damages are limited to the structure and not contents.
Structural Categories
The following are categories used for private structures applying for disaster assistance:
1 - 3 - Homes, includes - Town Homes and Condominiums
4 - Mobile Homes
5 - Rental Units
6 - Farm Dwellings
7 - Businesses
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Recovery Activities
Common terms for recovery activities are listed below:
Category A: Debris Clearance
Clearance of debris, wreckage, demolition, and removal of buildings damaged beyond repair.
Category B: Protective Measures
Measures to eliminate or lessen immediate threats to life and public health, and safety.
Category C: Roads & Bridges
All non-emergency work and any that may require more time for decision-making,
preparation of detailed design, construction plans, cost estimates, and schedules.
Category D: Water Control Facilities
Includes flood control, drainage, levees, dams, dikes, irrigation works, sea walls and
bulkheads.
Category E: Public Buildings and Equipment
Buildings, vehicles or other equipment, transportation systems, fire stations, supplies or
inventory, higher education facilities, libraries, and schools.
Category F: Utilities
Water supply systems, sanitary sewerage treatment plants, storm drainage, light/power.
Category G: Other
Park facilities, piers, boat ramps, public and private non-profit facilities, recreational
facilities, playground equipment.
List of Damages
Once a Presidential Disaster Declaration has been made a “List of Damage” needs to be
completed by each jurisdiction and transmitted to the Operational Area. The Operational Area
will transmit damages to the OES Region, who will in turn send them to the State and FEMA.
It should include:
Location of Action/Damage
Geographical location of damaged facility or emergency work
Description of Action/Damages
Narrative of description explaining the nature of the disaster-related problem (engineering
details are not needed).
Estimates of Cost
A separate estimate for each facility or system affected.
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AFTER-ACTION REPORTING
Standardized Emergency Management System(SEMS) regulations require any city, city
and county, or county declaring a local emergency for which the governor proclaims a
state of emergency to complete and transmit an after-action report to OES within (90)
days of the close of the incident period.
The after-action report will provide, at a minimum, response actions taken, applications
to SEMS, suggested modifications to SEMS, necessary medications to plans and
procedures, identified training needs, and recovery activities to date.
The after-action report will serve as a source for documenting Seal Beach’ response
activities, identifying areas of concern and success. It will also be utilized to develop and
describe a work plan for implementing improvements.
The after-action report will be a composite document for all SEMS levels, providing a
broad perspective of the incident, referencing more detailed documents, and addressing
all areas specified in regulations. It will be coordinated with, but not encompass, hazard
mitigation. Hazard mitigation efforts may be included in the “recovery actions to date”
portion of the after-action report.
The Seal Beach Finance Office will be responsible for the completion and distribution of
the Seal Beach after-action report including sending it to the Governor’s Southern Region
Office of Emergency Services within the required 90-day period.
Data for the after-action report will be collected from a questionnaire. RIMS and other
documents developed during the disaster response and interview of emergency
responders. The most recent After-Action Report Instructions and Report Form are
found in Appendix N.
DISASTER ASSISTANCE
Disaster assistance is divided into two forms: Individual and Public Assistance.
Individual assistance consists of services provided to individuals and businesses.
Individual Assistance
The following Federal Programs are available for individual assistance:
Disaster Housing Assistance Program
This is a federal program administered by FEMA that provides temporary housing
to disaster victims during presidentially declared disasters.
Disaster Mortgage and Rental Assistance Program
This program provides grants for home-related mortgage on rent payments to
disaster victims, who, as a result of a disaster, have lost their job or business and
face foreclosure or eviction from their homes. It is a federal program available
under a presidentially declared disaster.
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Housing and Urban Development (HUD) Program
This program is offered to families with an income below $20,000. It provides up
to 70% of the rental costs for a maximum of 18 months to disaster victims. It is
also available under a presidentially declared disaster.
Small Business Administration (SBA)
This program is automatically implemented following a presidential disaster
declaration for individual Assistance, or may be implemented at the request of the
governor. It provides low interest loans to businesses and individuals that have
suffered disaster losses.
Individual and Family Grant Program (IFGP)
This is authorized only by a federal disaster declaration. It provides grants to
disaster victims who are not eligible for SBA loans.
Cora Brown Fund
This is authorized only by a federal disaster declaration. The fund provides
disaster victims with assistance provided they are not eligible for any other
disaster assistance award from the government or other organizations.
These are only a few federal programs that could be activated under a presidentially
declared disaster. Disaster assistance may be altered by legislation passed at the time of
the event. Other types of assistance may also be available.
Non-profit Volunteer Charitable Organization
Volunteer and charitable organizations such as the American Red Cross and the
Salvation Army are available to provide physical and psychological support. The
American Red Cross provides shelter, food, clothing and temporary housing. The
Salvation Army provides food and clothing and spiritual support.
Public Assistance
Public assistance consists of various programs of disaster relief to the public
sector. Public sector includes state and local government (city, county, special
district).
The following describes the forms of assistance available and the application
process:
State-Natural Disaster Assistance Act (NDAA).
NDAA is available to counties, cities, and special districts to repair disaster
related damages to public buildings, leaves, flood control works, channels,
irrigation works, city streets, county roads, bridges, and other public works
except those facilities used solely for recreational purposes. This program
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offers up to 75% of the eligible cost to repair, restore, reconstruct or replace
public property on facilities; to coverdirect and indirect costs of grant
administration with the OES Director’s concurrence; and, to cover the cost of
overtime and supplies used for response.
Conditions for Implementation of NDAA:
OES Director must concur with local emergency declaration for
permanent restoration assistance
Governor must proclaim a state of emergency (for disaster response
and permanent restoration assistance)
President must declare a major disaster or emergency (for matching
fund assistance for cost sharing required under federal public assistance
programs).
Federal-Robert T. Stafford Disaster Relief Act of 1974
The following is a brief overview of this program, and is the primary
source of public assistance.
ApplicabilityA Presidential declaration of Major Disaster or
Emergency is required to activate the provisions of this
law.
EligibleEligible applicants include the following:
Applicants
State agencies;
Counties;
Cities;
Special districts;
Schools K-12;
Colleges and institutions of higher
education;
Private non-profit organizations organized
under § 501 (c) 3 of the Internal Revenue Code;
Utilities
Emergency agencies;
Medical agencies;
Custodial care organizations; and
Government services such as: community
centers, libraries, homelessshelters, senior citizen
centers, and similar facilities open to the general
public.
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To provide efficiency in the recovery process the particulars of work and
cost eligibility, wage information, and other pertinent information refer to
the Disaster Assistance Manual.
DISASTER FIELD OFFICE (DFO)
Following a Presidential Declaration of a Motion Disaster or Emergency, a Disaster Field
Office will be established in the proximity of the disaster area. The DFO provides the
direction and coordination point for federal assistance.
Typical functions of the DFO include:
Management - Coordination of the overall federal assistance programs
for Individual and Public Assistance, as well as any existing emergency work.
Public Information - Overall direction of public news releases on the
progress of the emergency recovery actions, public notices on obtaining
assistance, problems, and other pertinent information.
Liaison - Provides coordination and cooperation with other federal and
state agencies.
Operations - Responsible for damage survey teams, outreach activities,
and program implementation (i.e. Public Assistance, Individual Assistance.
Hazard Mitigation. Etc.)
Logistics - Provides materials and resources to perform the tasks
associated with recovery.
Finance/Administration - Tracksand monitors costs, approves
purchases, and audits activities as needed.
Plans/Intelligence - Develops action plans, identifies priorities and
potential problems, and documents the overall recovery actions.
MITIGATION
This aspect of recovery operations is critical in reducing or eliminating disaster related
property damage and loss of lives from reoccurring. The immediate post-disaster period
presents a rare opportunity for mitigation.During this time, officials and citizens are
more responsive to mitigation recommendations, and unique opportunities to rebuild or
redirect development may be available. The following represents some information that
would be useful in recovery sections of emergency plans.
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Forms of Mitigation:
Changes in building codes;
Variances or set-backs in construction;
Zoning, to reduce types of construction in high hazard areas; and
Relocation or removal of structures from high hazard zones.
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TRAINING, DOCUMENTATION AND EXERCISES
All local government staff who may participate in emergency activities in the
Emergency Operations Center (EOC), in department operations centers (DOCs)
or at the field level must maintain minimum training competencies pursuant to the
SEMS approved course of instruction. SEMS training is on going to ensure all
emergency response personnel are trained in SEMS and on the SEMS Multi-
hazard Functional Plan. Training is scheduled as needed and to accommodate
personnel changes.
Approved SEMS Introductory, EOC and ICSField Level Courses are available
for personnel who will perform a SEMS function in the EOC, DOC or in the field.
Minimum training competencies are identified in the approved SEMS courses as
(See page 224– SEMS Training)
performance objectives.
City departments and agencies should document the training provided to
emergency response personnel. Copies of SEMS training records are to be
provided to the Emergency Services Coordinator. Recommendations are as
follows for maintaining training records:
An individual training record for each person, to be kept either in their
personnel file or in a separate training record file. The name of the course,
instructor, location and date of the course should be included in the training
record.
Maintenance of the individual training record for as long as the person is
employed in a position that involves an emergency response role. Records of
personnel involved in an actual emergency are archived for five years after
the close of a disaster or indefinitely.
Documentation of the agency’s SEMS training programincluding copies of
the training materials used, such as instructor syllabus, lesson plans, student
notebook, exercises and tests.
The objective is to train and educate public officials, emergency response
personnel and the public. The best method for training staff to manage
emergency operations is through exercises. Training and exercises are
conducted annually and as needed. Exercises are conducted on a regular basis
to maintain the readiness of operational procedures. Exercises provide
personnel with an opportunity to become thoroughly familiar with the procedures,
facilities and systems which will actually be used in emergency situations. There
are several forms of exercises:
Tabletop Exercises provide a convenient and low-cost method designed to
evaluate policy, plans and procedures and resolve coordination and
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responsibilities. Such exercises are a good way to see if policies and procedures
exist to handle certain issues.
Functional Exercises are designed to test and evaluate the capability of an
individual function such as evacuation, medical, communications or public
information.
Full-Scale Exercises simulate an actual emergency. They typically involve
complete emergency management staff and are designed to evaluate the
operational capability of the emergency management system.
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