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Home My WebLink AboutItem 2a: Resolution No. 6859 approving and adopting the Emergency Operations PlanW. 9 Oil Fire Department DATE: February 19, 2013 TO: Honorable Mayor and City Council FROM: Kurt Norwood, Acting Fire Chief Barry Spriggs, Battalion Chief SUBJECT: ADOPT RESOLUTION NO. 6859 APPROVING AND ADOPTING THE CITY OF ARCADIA EMERGENCY OPERATIONS PLAN Recommendation: Adopt SUMMARY The Emergency Operations Plan ( "EOP ") addresses the City of Arcadia's planned response to emergency /disaster situations associated with natural disasters, technological incidents, and national security emergencies. The plan does not address day -to -day emergencies or well - established and routine procedures used in coping with such emergencies. Instead, the operational concepts reflected in this plan focus on large -scale events. This EOP is a preparedness document designed to be read, understood, and exercised prior to an emergency /disaster. The plan incorporates the concepts and principles of the California Standardized Emergency Management System ( "SEMS "), National Incident Management System ( "NIMS "), and the Incident Command System ( "ICS ") into the emergency operations of the City of Arcadia. This EOP is designed flexible enough to use in all types emergencies and will assist facilitating response and short -term recovery activities. This is a comprehensive update to the City's existing EOP, which incorporates new NIMS protocols and best practices as well as changing staffing levels in the City. BACKGROUND City Staff has developed an EOP that defines the scope of preparedness and incident management activities necessary for our City in the event of an emergency. The EOP describes organizational structures, roles and responsibilities, policies, and protocols for providing emergency support. Emergency Operations Plan February 19, 2013 Page 2 of 3 This EOP provides basic planning information to be utilized by staff in a disaster or large -scale emergency. The document was prepared with assistance and input from all City departments who met regularly, coordinated resources, and compiled information required for the plan. City Department Heads have also reviewed the EOP and have signed a letter of concurrence that will be placed within the EOP. The EOP was formally adopted by City Council in 1999. The EOP has been reviewed regularly since 1999 to ensure that plan elements are valid and current. The most recent review of the plan focused on the inclusion of NIMS as required by the Federal Emergency Management Agency and essential for potential cost recovery for local emergencies. Because significant changes were made to the EOP during the most recent review, and because of the addition of NIMS into the plan, a formal adoption by the City Council is recommended. The final steps in the approval process are formal adoption by the City Council and forwarding it to the California Emergency Management Agency for review. DISCUSSION The EOP is a flexible document for use in all types of emergencies. The EOP pre - designates jurisdictional and /or functional area representatives to the Incident Commander or Unified Commander whenever possible to facilitate responsive and collaborative incident management. The EOP also includes pre- incident and post - incident public awareness, education, and communications plans and protocols. The California Emergency Agency provides a guideline on what should be included in a City's Emergency Operations Plan. The guideline lists 52 specific items, which is provided in five parts of the EOP. • Part One provides information on how the City will organize the response around SEMS, NIMS, and ICS. It also covers the disaster declaration process, continuity of government, and lines of succession. There is also information included on how to review, drill on and update the plan. The plan contains information on the threats that could affect the City and the agreements in place to request assistance if an emergency /disaster overwhelm the City of Arcadia's resources. • Part Two provides job descriptions for the positions within the Emergency Operations Center and which City employees staff those positions. It contains detailed information on the Management Section, Operations Section, Planning /Intelligence Section, Logistics Section, and the Finance /Administration Section. Emergency Operations Plan February 19, 2013 Page 3 of 3 • Part Three contains 13 hazard or function specific annexes. The 13 annexes are; Coroner, Crisis Counseling, Debris Removal, Emergency Water Distribution, Evacuation, Evacuation of Pets and Livestock, Hazardous Materials Response, Initial Damage and Safety Assessment, Inmate Evacuation, Joint Information Center, Pandemic, Initial Recovery, and Utility Restoration. Not every emergency /disaster requires the use of all of the annexes but the EOP provides staff a resource to utilize for preparation and responding to large -scale emergencies or disasters. • Part Four contains the forms utilized for documentation in a disaster. • Part Five provides the glossary of terms utilized in emergency management. The Emergency Operations Plan will not only be used in response to an emergency /disaster, but also in training, exercises, and preparation prior to an event. The adoption of Resolution No. 6859 by City Council is the final requirement in the plan approval process. The plan will be sent to the California Emergency Management Agency for review upon City Council approval. Any revisions to the EOP requested by the California Emergency Management Agency will be forwarded to the City's Emergency Services Coordinator who will be responsible for revising the EOP and will prepare, coordinate, publish, and distribute any necessary changes to the plan to all City departments. Future revisions to the plan will not require City Council adoption unless mandated by California Emergency Management Agency. FISCAL IMPACT Adoption of Resolution No. 6859 has no direct fiscal impact to the City. RECOMMENDATION It is recommended that the City Council adopt Resolution No. 6859 approving and adopting the City of Arcadia Emergency Operations Plan. City Manager Attachments: Resolution No. 6859 City of Arcadia Emergency Operations Plan A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARCADIA, CALIFORNIA, APPROVING AND ADOPTING THE CITY OF ARCADIA EMERGENCY OPERATIONS PLAN WHEREAS, the preservation of life and property is an inherent responsibility of local, state, and federal governments; and WHEREAS, pursuant to this responsibility the City of Arcadia has prepared an Emergency Operations Plan ("Plan") which is an extension of the California Emergency WHEREAS, the objective of the Plan is to incorporate and coordinate all facilities and personnel of the City into an efficient organization capable of responding to any emergency; and WHEREAS, the Plan establishes the emergency organization, assigns tasks, specifies policies and general procedure, and provides for coordination of planning efforts of various emergency staff and service elements utilizing the Standardized Emergency Management System (S.E.M.S.) and National Incident Management System (N.I.M.S.); and WHEREAS, the Plan has been carefully reviewed by the appropriate authority NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ARCADIA, SECTION 1. The City Council of the City of Arcadia does hereby approve and adopt the City of Arcadia Emergency Operations Plan as prepared by City staff and on 1 file in the office of the City Clerk, Upon City Council adoption, the Plan shall be available for public review in the City Manager's Office, City Clerk's Office, and the Arcadia Public Library. SECTION 2. The City Clerk shall certify to the adoption of this Resolution. Passed, approved and adopted this day • 2013. Mayor of the City of Arcadia ATTEST. City Clerk EMERGENCY OPERATIONS PLAN February 2013 City of Arcadia Emergency Operations Plan FEBRUARY 2013 City of Arcadia Part One -v EMERGENCY OPERATIONS PLAN February 2013 City Disclaimer: This emergency operations plan is written in compliance with California's Standardized Emergency Management System and the National Incident Management System. The plan is developed with a multi- hazard perspective to make it applicable to the widest range of emergencies and disasters, both natural and human caused. However, Incident Commanders and Emergency Operations Center Directors retain the flexibility to modify procedures and /or organization structure as necessary to accomplish the emergency /disaster response and recovery missions in the context of a particular hazard scenario. City of Arcadia Part One -vi EMERGENCY OPERATIONS PLAN February 2013 Emergency Operations Plan Table of Contents (Cw - #4) Page Table of Contents ................................................................... ............................... One -vii Part One, Basic Plan SectionOne ..................................................................... ............................... One -1 Section Two, General ....................................................... ............................... One -8 Section Three, Standardized Emergency Management System (SEMS) ..... One -15 Section Four, National Incident Management System (NIMS) ...................... One -24 Section Five, Incident Command System (ICS) ............. ............................... One -27 Section Six, Threat Summary and Assessments ........... ............................... One -29 Section Seven, Hazard Mitigation .................................. ............................... One -59 Section Eight, Emergency Operations ........................... ............................... One -63 Section Nine, Continuity of Government ....................... ............................... One -78 Section Ten, Emergency Proclamation Process ............ ............................... One -83 Section Eleven, Mutual Aid ............................................ ............................... One -86 Section Twelve, Authorities and References .................. ............................... One -93 Part Two, EOC Annexes and Appendices Management Section Annex ................................................ ............................... M -1 Operations Section Annex .................................................... ............................... 0-1 Planning /Intelligence Section Annex .......................... ............................... P -1 Logistics Section Annex ........................................... ............................... L -1 Finance /Administration Section Annex ........................... ............................F -1 Appendix A (Restricted Use) ...................................................... ............................... City of Arcadia Part One -vii EMERGENCY OPERATIONS PLAN February 2013 Part Three, Hazard /Function Specific Annexes Coroner Crisis Counseling Debris Removal Emergency Water Distribution Evacuation Evacuation of Pets and Livestock Hazardous Materials Response Initial Damage /Safety Assessment Inmate Evacuation Joint Information Center Pandemic /Influenza Recovery Utility Restoration Part Four, Forms Part Five, Acronyms and Glossary City of Arcadia Part One -viii EMERGENCY OPERATIONS PLAN February 2013 Part One Basic Plan Contents Page SectionOne ............................................................................ ............................... One -1 Foreword.................................................................................. ............................... One -1 Plan Concurrence .................................................................... ............................... One -4 Letter of Promulgation ............................................................. ............................... One -5 Plan Distribution List ................................................................. ............................... One -6 Plan Record of Revisions ......................................................... ............................... One -7 Section Two, General ............................................................. ............................... One -8 Purpose.................................................................................... ............................... One -8 Scope....................................................................................... ............................... One -8 Preparedness Elements ........................................................... ............................... One -8 Concept of Operations ............................................................. ............................... One -9 Prevention Phase ............................................................. ............................... One -9 MitigationPhase ............................................................... ............................... One -9 Preparedness Phase ........................................................ ............................... One -9 Response Phase ............................................................ ............................... One -10 Recovery Phase ............................................................. ............................... One -12 Hazard Identification and Analysis ......................................... ............................... One -12 Public Awareness and Education ........................................... ............................... One -13 ADA Considerations for Local Government ............................ ............................... One -13 Disaster Animal Care Considerations for Local Government . ............................... One -13 Training and Exercises ........................................................... ............................... One -13 Alerting and Warning .............................................................. ............................... One -14 Section Three, Standardized Emergency Management System (SEMS) ........ One -15 General.................................................................................. ............................... One -15 Field Response Level ............................................................ ............................... One -15 Local Government Level (EOC) ............................................. ............................... One -15 SEMS Requirements for Local Governments ................. ............................... One -16 City Responsibilities under SEMS/ NIMS ........................ ............................... One -16 Operational Area (Los Angeles County Operational Area) ..... ............................... One -17 Regional................................................................................. ............................... One -18 State....................................................................................... ............................... One -18 Federal................................................................................... ............................... One -18 Federal Emergency Management Agency ( FEMA) ........ ............................... One -18 U.S. Department of Homeland Security (DHS) .............. ............................... One -18 Chart 1 — SEMS Communications and Coordination ............. ............................... One -19 SEMS EOC Organization ....................................................... ............................... One -20 Special District Involvement ........................................... ............................... One -20 Coordination with Nongovernmental Agencies and Private Sector Businesses ..................................................... ............................... One -21 City of Arcadia Part One -ix EMERGENCY OPERATIONS PLAN February 2013 Major Concepts of SEMS ....................................................... ............................... One -22 Organizational Flexibility - Modular Organization .......... ............................... One -22 Management of Personnel - Hierarchy of Command and Span of Control... One -22 EOCAction Plans .......................................................... ............................... One -22 Multi- Agency or Inter - Agency Coordination at the Local Government Level. One -23 Section Four, National Incident Management System (NIMS) ......................... One -24 General.................................................................................. ............................... One -24 NIMSComponents ................................................................ ............................... One -24 Command and Management .......................................... ............................... One -24 Preparedness ................................................................. ............................... One -24 Resource Management .................................................. ............................... One -25 Communications and Information Management ............. ............................... One -25 Supporting Technologies ................................................ ............................... One -26 Ongoing Management and Maintenance ....................... ............................... One -26 NIMSCompliance .................................................................. ............................... One -26 Section Five, Incident Command System ( ICS) ................. ............................... One -27 General.................................................................................. ............................... One -27 Use of ICS at the Field Level .................................................. ............................... One -27 Field /EOC Communications and Coordination ....................... ............................... One -27 Field /EOC Direction and Control Interface ............................. ............................... One -28 Field /EOC Coordination with Department Operations Centers (DOCs) ................ One -28 Section Six, Threat Summary and Assessments .............. ............................... One -29 Map: City of Arcadia ............................................................... ............................... One -31 Map: City of Arcadia and Surrounding Jurisdictions ................ .........................One -32 Threat Assessment 1 - Major Earthquake ........................... ............................... One -33 Threat Assessment 2 - Hazardous Material Incident .......... ............................... One -36 Threat Assessment 3 - Flooding ......................................... ............................... One -38 Threat Assessment 4 - Dam Failure . ............................... .........................One -41 Threat Assessment 5 - Wildland Fire /Urban Interface ........ ............................... One -44 Threat Assessment 6 - Landslide /Mudflow ......................... ............................... One -46 Threat Assessment 7 - Transportation: Major Air Crash ..... ............................... One -48 Threat Assessment 8 - Transportation: Trucking Incident ..... .........................One -50 Threat Assessment 9 - Civil Unrest ..................................... ............................... One -52 Threat Assessment 10 - Terrorism ........................................ ............................... One -53 Threat Assessment 11 - Public Health Emergency /Pandemic Event .................. One -55 Threat Assessment 12 - Windstorm .... ............................... .........................One -57 City of Arcadia Part One -x EMERGENCY OPERATIONS PLAN February 2013 Section Seven, Hazard Mitigation ....................................... ............................... One -57 Purpose.................................................................................. ............................... One -59 Authorities and References .................................................... ............................... One -59 General.................................................................................. ............................... One -59 Hazard Mitigation Grants ........................................................ ............................... One -60 Pre - Disaster Mitigation ( PDM) ........................................ ............................... One -60 Hazard Mitigation Grant Program ( HMGP) ..................... ............................... One -60 Flood Mitigation Assistance Program ( FMAP) ................ ............................... One -60 Implementation....................................................................... ............................... One -61 Responsibilities...................................................................... ............................... One -61 Section Eight, Emergency Operations ............................... ............................... One -63 Concept of Operations ........................................................... ............................... One -63 City Emergency Management Organization and Responsibilities ......................... One -63 Chart 2- City EOC Function Chart ................................. ............................... One -64 Chart 3- City Emergency /Disaster Responsibilities Matrix ........................... One -65 City Disaster Board ........................................................ ............................... One -66 Employee Assignments and Responsibilities ................. ............................... One -66 City Employee Notification and Recall ........................... ............................... One -67 Emergency Operations Center ( EOC) .................................... ............................... One -67 LevelOne ....................................................................... ............................... One -68 LevelTwo ....................................................................... ............................... One -68 LevelThree .................................................................... ............................... One -68 EOC Location and Description ....................................... ............................... One -68 EOCDisplays ................................................................. ............................... One -68 EOC Communications .................................................... ............................... One -69 EOC Facility Management ............................................. ............................... One -69 EOC Activation Policy .................................................... ............................... One -69 When to Activate the EOC ............................................. ............................... One -69 Who Can Activate the EOC ............................................ ............................... One -70 EOC Activation Guidelines ............................................. ............................... One -70 EOC Activation Procedures ............................................ ............................... One -70 EOC Deactivation Procedures ....................................... ............................... One -70 Chart 4 - EOC Activation and Staffing Guidelines .... ............................... One -71 Coordination with the Field Response Level .......................... ............................... One -72 Communication and Coordination with the Los Angeles County Operational AreaLevel ......................................................................... ............................... One -72 Reporting to the Los Angeles County Operational Level ........ ............................... One -72 Chart 5 -A - City to Operational Area Information Reporting System - O.A. R. R. S. Is Operational ......................... ............................... One -74 Chart 5 -B - City to Operational Area Information Reporting System- O.A.R.R.S. Is Not Operational ................... ............................... One -75 Resource Request Process .................................................... ............................... One -76 Chart 6 - SEMS /NIMS Emergency Activities Flow Chart ........ ............................... One -77 City of Arcadia Part One -xi EMERGENCY OPERATIONS PLAN February 2013 Section Nine, Continuity of Government .......................... ............................... One -78 Purpose.................................................................................. ............................... One -78 Responsibilities...................................................................... ............................... One -78 Preservation of Local Government ......................................... ............................... One -78 Lines of Succession for Officials with Emergency Responsibilities ....................... One -79 Temporary City Seat and City Council Meeting Location ....... ............................... One -80 Preservation of Vital Records ................................................. ............................... One -80 References............................................................................. ............................... One -81 Chart 7 - Continuity of Government Lines of Succession ....... ............................... One -82 Section Ten, Emergency Proclamation Process ............... ............................... One -83 General.................................................................................. ............................... One -83 Local Emergency (City) .......................................................... ............................... One -83 Local Emergency ( County) ..................................................... ............................... One -84 State of Emergency ................................................................ ............................... One -85 State of War Emergency ........................................................ ............................... One -85 Federal Declaration ................................................................ ............................... One -85 Section Eleven, Mutual Aid ................................................. ............................... One -86 General.................................................................................. ............................... One -86 MutualAid System ................................................................. ............................... One -86 MutualAid Regions ................................................................ ............................... One -86 Mutual Aid Coordinators ......................................................... ............................... One -87 Participation of Volunteer, Non - Governmental and Private Agencies .................. One -87 Policies and Procedures ......................................................... ............................... One -88 Authorities and References .................................................... ............................... One -88 Chart 8 - Mutual Aid Systems Flow Chart ......................... ............................... One -90 Chart 9 - Mutual Aid Coordinators Flow Chart .................. ............................... One -91 Chart 10 - State Mutual Aid Regions Map ......................... ............................... One -92 Section Twelve, Authorities and References ..................... ............................... One -93 General.................................................................................. ............................... One -93 Authorities.............................................................................. ............................... One -94 Federal.............................................................................. ............................... One -94 State................................................................................. ............................... One -94 Local................................................................................. ............................... One -95 References............................................................................. ............................... One -95 Federal.............................................................................. ............................... One -95 State................................................................................. ............................... One -95 Operational Area ............................................................... ............................... One -96 Local................................................................................. ............................... One -96 City of Arcadia Part One -xii EMERGENCY OPERATIONS PLAN February 2013 Part One, Section One Foreword General This Emergency Operations Plan (EOP) addresses the City of Arcadia's planned response to emergency /disaster situations associated with natural disasters, technological incidents and national security emergencies. The plan does not address day -to -day emergencies or well - established and routine procedures used in coping with such emergencies. Instead, the operational concepts reflected in this plan focus on large -scale events. This plan is a preparedness document — designed to be read, understood, and exercised prior to an emergency /disaster. The plan incorporates the concepts and principles of the California Standardized Emergency Management System (SEMS), National Incident Management System (NIMS), and the Incident Command System (ICS) into the emergency operations of the City of Arcadia. This plan is flexible enough to use in all emergencies and will facilitate response and short -term recovery activities. This plan provides basic planning information. City departments should prepare standard operating procedures (SOPs) and, in most cases, more detailed checklists that will describe their internal operations under emergency /disaster conditions. Assumptions • The City of Arcadia is hereafter referred to as the "City" in this plan unless otherwise noted. • The City is responsible for emergency /disaster actions and will commit all available resources to save lives, minimize injury to persons, minimize damage to property, and preserve the environment. • The City will utilize SEMS and NIMS in emergency /disaster response operations. • The City will use the Incident Command System (ICS) and the Multi- agency Coordination System (MACS) at all incidents and events. • As specified in the City's Emergency Services Ordinance, the Director of Emergency Services, the City Manager, will coordinate the City's disaster response. • The City will participate in the Los Angeles County Operational Area. • The Los Angeles County Operational Area is hereafter referred to as the "Operational Area" in this plan unless otherwise noted. • Mutual aid assistance will be requested when disaster response and relief requirements exceed the City's ability to meet them. City of Arcadia Part One - 1 EMERGENCY OPERATIONS PLAN February 2013 Emergency /Disaster Management Goals Provide effective life safety measures and reduce property loss Provide for the rapid resumption of community services Provide accurate documentation required for cost recovery efforts Organization of the Emergency Operations Plan (EOP) Part One - Basic Plan. Overall organizational and operational concepts of response and recovery, overview of potential hazards, and a description of the emergency /disaster response organization Part Two - EOC Appendices and Annexes • Checklists and supporting documents for each function /position • Supporting documents follow each functional sectional checklist • Appendices • Appendix A (Restricted Use) - Public safety sensitive information (i.e., emergency and city- specific information including telephone number) will not be published with Emergency Operations Plan. • Appendix B - City policies relating to administration and logistics of the EOP (non - public safety sensitive information) • Part Three, Other Annexes - (i.e. hazard specific plans, operational plans, standard operating procedures) • Part Four, Forms • Part Five, Acronyms and Glossary Activation of the Emergency Operations Plan (EOP) • On the order of the City Manager who serves as the Director of Emergency Services/ EOC Director and by the City of Arcadia's Ordinance No. 2213.1, 2213.2, and 2213.2.1, provided that the existence of a Local Emergency has been proclaimed in accordance with the ordinance • When the Governor has proclaimed a State of Emergency in an area including this jurisdiction • Automatically on the proclamation of a State of War Emergency as defined in California Emergency Services Act (Chapter 7, Division 1, Title 2, California Government Code) • A Presidential declaration of a National Emergency • Automatically on receipt of an attack warning or the observation of a nuclear detonation Approval and Promulgation of the Emergency Operations Plan (EOP) This Emergency Operations Plan (EOP) will be reviewed by all departments /agencies assigned a primary function in the City Emergency /Disaster Responsibilities Matrix (see Section Eight, Chart 2). Upon completion of review and written concurrence by these City of Arcadia Part One - 2 EMERGENCY OPERATIONS PLAN February 2013 departments /agencies, the EOP will be submitted to the City Council for adoption and the California Emergency Management Agency, Southern Region, for review. Maintenance of the Emergency Operations Plan (EOP) The EOP will be reviewed regularly to ensure that plan elements are valid and current. Each organization will review and upgrade its portion of the EOP and its standard operating procedures (SOPs) as required by SEMS and NIMS regulations. Changes in government structure and emergency response organizations will also be considered in the EOP revisions. The City's Emergency Services Coordinator is responsible for making revisions to the EOP and will prepare, coordinate, publish, and distribute any necessary changes to the plan to all City departments and other agencies as shown on the distribution list on page Part One -6 of this EOP. The City's Emergency Services Coordinator and /or City Attorney will also review documents that provide the legal basis for emergency planning to ensure conformance to SEMS /NIMS requirements and modify the EOP as necessary. City of Arcadia Part One - 3 EMERGENCY OPERATIONS PLAN February 2013 Plan Distribution List Departments /Agencies Receiving Copies of the Emergency Operations Plan (EOP): No. of Copies: City of Arcadia Part One - 6 State OES, Southern Region CD Area D DMAC (CD Rom version) CD Mayor /City Council CD Director of Emergency Services (City Manager) 1 & CD City Clerk CD City Attorney CD Library (Catalogued as Reference Volume) 1 & CD Administrative Services CD Development Services CD Police Department CD Fire Department CD Public Works Services 1 & CD Emergency Services Coordinator 1 & CD Primary EOC 1 & CD Backup EOC 1 & CD Recreation and Community Services 1 & CD City of Arcadia Part One - 6 EMERGENCY OPERATIONS PLAN February 2013 Plan Record of Revisions Date Section Page Numbers Entered By City of Arcadia Part One - 7 EMERGENCY OPERATIONS PLAN February 2013 Part One, Section Two General Purpose The Basic Plan addresses the City's planned response to natural or human - caused disasters. It provides an overview of operational concepts, identifies components of the City's emergency /disaster management organization within the Standardized Emergency Management System (SEMS), and the National Incident Management System (NIMS). It describes the overall responsibilities of the federal, state and county entities, and the City for protecting life and property and assuring the overall well being of the population. Scope This Emergency Operations Plan (EOP): • Defines the scope of preparedness and incident management activities • Describes the organizational structures, roles and responsibilities, policies and protocols for providing emergency support • Facilitates response and short -term recovery activities • Is flexible enough for use in all emergencies /disasters • Describes the purpose, situation and assumptions, concept of operations, organization and assignment of responsibilities, administration and logistics, plan development and maintenance, and authorities and references • Pre - designates jurisdictional and /or functional area representatives to the Incident Command, Unified Command, and the Emergency Operations Center (EOC) whenever possible to facilitate responsive and collaborative incident management. • Includes pre- incident and post- incident public awareness, education, and communications plans and protocols Preparedness Elements The City will place emphasis on: • Emergency /disaster planning • Training of full -time, auxiliary and reserve personnel and volunteers • Public awareness and education • Identifying the resources needed to cope with emergency /disaster response Emphasis will also be placed on prevention and mitigation measures to reduce losses from disasters, as detailed in the City's Local Hazard Mitigation Plan. City of Arcadia Part One - 8 EMERGENCY OPERATIONS PLAN February 2013 Concept of Operations Operations involve a full spectrum of response activities that range from a minor incident, to a major earthquake, and to a nuclear detonation. There are a number of similarities in operational concepts for responding to natural and man -made disasters. Some emergencies /disasters will be preceded by a build -up or warning period, providing sufficient time to warn the population and implement mitigation measures designed to reduce loss of life and property damage. Other emergencies occur with little or no advance warning, thus requiring immediate activation of the emergency /disaster operations plan and commitment of resources. All agencies must be prepared to respond promptly and effectively to any emergency /disaster, including the provision and utilization of mutual aid (see Part One, Section Eleven — Mutual Aid). Emergency /disaster management activities are often associated with the five emergency management phases. The five phases are prevention, mitigation, preparedness, response, and recovery. Prevention Phase Communities need to evaluate the potential for preventing damage and life impacts from disasters. An example of prevention would be to avoid building on a flood plain as opposed to elevating homes built on the same flood plain. Prevention strategies will vary based upon risk assessments within a community. Mitigation Phase Mitigation efforts occur both before and following disaster events. Post - disaster mitigation is part of the recovery process. Eliminating or reducing the impact of hazards that exist within the City and are a threat to life and property are part of the mitigation efforts. Mitigation tools include: • City's Local Hazard Mitigation Plan, dated September 18, 2012 • Local ordinances and statutes (zoning ordinance, building codes and enforcement, etc.) • Structural measures • Tax levy or abatements • Public information and community relations • Land use planning • Professional training Preparedness Phase The preparedness phase involves activities taken in advance of an emergency /disaster. These activities help develop operational capabilities for disaster response. These actions City of Arcadia Part One - 9 EMERGENCY OPERATIONS PLAN February 2013 might include mitigation activities, emergency /disaster planning, training, exercises, and public education. The agencies and departments identified in this plan as having either a primary or support mission relative to response and recovery should prepare standard operating procedures (SOPs) and checklists detailing personnel assignments, policies, notification rosters, and resource lists. Personnel should be acquainted with these SOPs and checklists through periodic training in the activation and use of procedures. A. Day to Day The preparedness phase involves activities undertaken in advance of an emergency. Disaster plans are developed and revised to guide disaster response and increase available resources. Planning activities include: 1. Developing hazard analyses 2. Writing mutual aid plans 3. Developing standard operating procedures (SOPs) and checklists 4. Training personnel and volunteers 5. Improving public information and communications systems 6. Developing systems for logistical support B. Increased Readiness The receipt of a warning or the observation that an emergency /disaster situation is imminent or likely to occur soon will initiate increased readiness actions. Actions to be accomplished include, but are not necessarily limited to: 1. Review and update emergency /disaster plans, standard operating procedures (SOPs), and resources listings 2. Review emergency purchasing agreements and contractor /vendor lists 3. Review disaster cost accounting procedures 4. Review plans for photographic documentation of disaster damages 5. Disseminate accurate and timely public information 6. Accelerate training of all staff and volunteers 7. Recruit volunteers as Disaster Services Workers 8. Prepare resources for possible mobilization 9. Test warning and communications systems Response Phase A. Pre - Emergency /Disaster When a disaster is inevitable, actions are precautionary and emphasize protection of life. Typical responses might be: City of Arcadia Part One - 10 EMERGENCY OPERATIONS PLAN February 2013 1. Evacuation of threatened populations to safe areas 2. Advising threatened populations of the emergency /disaster and notifying them of safety measures to be implemented 3. Advising the Operational Area of the emergency /disaster 4. Identifying the need for and requesting mutual aid 5. Consider activation of the City EOC 6. Consider Proclamation of a Local Emergency by local authorities B. Emergency /Disaster Response During this phase, emphasis is placed on saving lives and property, control of the situation, and minimizing effects of the disaster. Immediate response is accomplished within the affected area by local government, the private sector, and volunteer agencies. One of the following conditions will apply to the City during this phase: The City is either minimally impacted or not impacted at all, and is requested to provide mutual aid. 2. The situation can be controlled without mutual aid assistance from outside the City. 3. The situation requires mutual aid from outside the City. 4. The emergency /disaster management organization will give priority to the following operations: a. Dissemination of accurate and timely information and warning to the public b. Situation analysis c. Resource allocation and tracking d. Evacuation and rescue operations e. Medical care operations f. Coroner operations g. Care and shelter operations h. Perimeter and access control i. Public health operations j. Photographic documentation of all disaster damage to public property k. Restoration of vital services and utilities When local resources are committed or are anticipated to be fully committed and additional resources are required, requests for mutual aid will be initiated through the Operational Area. Fire and law enforcement agencies will request or render mutual aid directly through existing mutual aid channels. Depending on the severity of the emergency /disaster, the local Emergency Operations Center (EOC) may be activated and a Local Emergency may be proclaimed. If a Local Emergency is proclaimed, the EOC must be activated. See Part One, Section Ten - Emergency Proclamation Process and Management Section, Supporting Documents for proclamation and declaration process. City of Arcadia Part One - 11 EMERGENCY OPERATIONS PLAN February 2013 C. Sustained Disaster Operations In addition to continuing life and property protection operations, mass care, relocation, registration of displaced persons, and damage assessment operations will be continued until conditions are stabilized. Recovery Phase Recovery is both short -term activity intended to return critical systems to operation and long -term activity designed to return life back to normal in the community. The City will provide local government leadership in developing economic recovery plans, mitigation plans, and local legislative strategies necessary to promote recovery. City departments will review impacts on program and the City will aggressively pursue state and federal assistance for local recovery. Outside agencies and nongovernmental organizations will provide some short -term assistance to disaster victims. Local Assistance Centers (LACs) or telephone call centers may also be established, providing a "one- stop" service to begin the process of receiving federal, state, and local recovery assistance for the community. The recovery period has major objectives that may overlap, including: Bringing families back together Restoring government and community services • Rebuilding damaged property Identifying and mitigating hazards caused by the disaster • Recovering disaster costs associated with response and recovery efforts The following recovery issues are addressed in the Recovery Annex: • The recovery organization • The recovery damage assessment organization and responsibilities • Recovery documentation procedures • Recovery After - Action Reports • Recovery Disaster Assistance (programs, purpose, restrictions and application process) Hazard Identification and Analysis The City's Local Hazard Mitigation Plan shows the City is at risk to certain types of hazards. For further information see the City's Local Hazard Mitigation Plan dated September 18, 2012 and the Safety Element in the City's General Plan, dated November 16, 2010. City of Arcadia Part One - 12 EMERGENCY OPERATIONS PLAN February 2013 These hazards are identified in Part One, Section Six - Threat Summary, which also provides general and specific information on their possible impact on the jurisdiction. Public Awareness and Education The public's response to any emergency /disaster is based on an understanding of the nature of the emergency /disaster, the potential hazards, the likely response of emergency services, and knowledge of what individuals and groups should do to increase their chances of survival and recovery. Pre - disaster awareness and education programs must be viewed as equal in importance to all other preparations for emergencies and receive an adequate level of planning. These programs must be coordinated among local, state, and federal officials to ensure their contribution to emergency preparedness and response operations. Emergency Public Information procedures are addressed in Part Three, Joint Information Center Annex. ADA Considerations for Local Government Emergency preparedness and response programs must be made accessible to people with disabilities and is required by the Americans with Disabilities Act of 1990 (ADA). Disabilities include but are not limited to mobility, vision, hearing, cognitive disorders, mental illnesses, and language barriers. Included in the City's planning efforts for those with disabilities are: • Notification and warning procedures • Evacuation considerations • Emergency transportation issues • Sheltering requirements • Accessibility to medications, refrigeration and back -up power • Accessibility for mobility devices or service animals while in transit or at shelters • Accessibility to emergency information Disaster Animal Care Considerations for Local Government The PETS Act (Pets Evacuation and Transportation Standards Act of 2006) directs that state and local emergency preparedness plans address the needs of people with pets and service animals after a major disaster, including the rescue, care, and sheltering of animals. An annex addressing these is included in Part Three. Training and Exercises The City's Emergency /Disaster Management Organization will conduct regular training and exercising of City staff in the use of this plan and other specific training as required for compliance with both SEMS and NIMS. The Emergency Services Coordinator, who works City of Arcadia Part One - 13 EMERGENCY OPERATIONS PLAN February 2013 for the Fire Department, is responsible for coordinating, scheduling and documenting training, exercises, and After - Action and Corrective Action Reports. The objective is to train and educate public officials, emergency /disaster response personnel, and volunteers. Both training and exercises are important components to prepare personnel for managing disaster operations. Training includes classroom instruction and drills. All staff that may participate in emergency response in the EOC, in department operating centers (DOCs) or at the field level must receive appropriate SEMS /NIMS /ICS training. (City of Arcadia, SEMS /NIMS Policy) Regular exercises are necessary 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 be used in a disaster. Annual exercises are required by both SEMS and NIMS. There are several forms of exercises: • Tabletop exercises provide a convenient and low -cost method designed to evaluate policies, plans and procedures and resolve coordination and responsibility issues. Such exercises are a good way to test the effectiveness of policies and procedures. Functional exercises usually take place in the EOC and simulate an emergency in the most realistic manner possible, without field activities. They are used to test or evaluate the capabilities of one or more functions, such as communications, public information, or overall city response. Full -scale exercises simulate an actual emergency, typically involving personnel in both the field and EOC levels and are designed to evaluate operational capabilities. After an exercise or actual event, After - Action and Corrective Action Reports must be written and submitted to the Operational Area within ninety days. The City has developed an exercise program that provides periodic exercises for EOC, DOC, and field personnel under SEMS /NIMS. Alerting and Warning Warning is the process of alerting government agencies and the general public to the threat of imminent danger. Depending on the nature of the threat and the population groups at risk, warnings can originate at any level of government. Success in saving lives and property depends on the timely dissemination of warning and emergency information to persons in threatened areas. Local government is responsible for warning the populace of the jurisdiction. The City will utilize various modes to alert and warn the community. See Part Three, JIC /JIS Annex for further information. City of Arcadia Part One - 14 EMERGENCY OPERATIONS PLAN February 2013 Part One, Section Three Standardized Emergency Management System (SEMS) General The Standardized Emergency Management System has been adopted by the City for managing response to multi- agency and multi jurisdiction emergencies and to facilitate communications and coordination between all levels of the system and among all responding agencies. SEMS (Government Code Section 8607(a)) incorporates the use of the Incident Command System (ICS), the Master Mutual Aid Agreement and existing mutual aid systems, the Operational Area Concept, and multi- agency or inter - agency coordination. The National Incident Management System (NIMS) was adopted by the State of California and is integrated into the existing SEMS. NIMS is further discussed in Part One, Section Four. SEMS consists of five organizational levels: field response, local government, operational area, regional, and state. Field Response Level The field response level is where emergency response personnel and resources carry out tactical activities. SEMS and NIMS regulations require the use of the Incident Command System (ICS) at the field response level of an incident. The ICS field functions are: command, operations, planning /intelligence, logistics, and finance /administration. Requests for any resources or support that cannot be obtained at the field level are sent to the City EOC. Local Government Level Local governments include cities, counties, and special districts. Local governments manage and coordinate the overall emergency /disaster response and recovery activities in their jurisdictional emergency operations center (EOC). Local governments are required to use SEMS when their EOC is activated or a local emergency is proclaimed in order to be eligible for state funding of response - related personnel costs. Local governments shall provide the following functions in the EOC: management, operations, planning /intelligence, logistics, and finance/ administration. The City EOC will submit all requests for resources that cannot be obtained through local sources, along with other pertinent disaster information, to the Operational Area. City of Arcadia Part One - 15 EMERGENCY OPERATIONS PLAN February 2013 Local jurisdictions are responsible for overall direction of personnel and equipment provided for emergency /disaster operations through mutual aid (Government Code Section 8618). The City requests all mutual aid (except fire and law) through the Operational Area. Fire and law mutual aid is coordinated through the designated Regional Fire and Law Coordinators. All local governments are responsible for coordinating with the field response level, other local governments, and the operational area. Local governments are also responsible for providing mutual aid within their capabilities. SEMS Requirements for Local Governments The City will comply with SEMS regulations in order to be eligible for state funding of response - related personnel costs and will: 1) Use SEMS when: • A local emergency is proclaimed, or • The local government EOC is activated. 2) Establish coordination and communications with Incident Commanders either: • Through department operations centers (DOCs) to the EOC, when activated, or • Directly to the EOC, when activated. 3) Use existing mutual aid systems for coordinating fire and law enforcement resources. 4) Establish coordination and communications between the City EOC and any state or local emergency response agency having jurisdiction at an incident within the City. 5) Use multi- agency or inter - agency coordination to facilitate decisions for overall local government level disaster /emergency response activities. City Responsibilities under SEMS /NIMS The integration of SEMS /NIMS will be a cooperative effort of all departments and agencies within the City that have a disaster /emergency response role. The Emergency Services Coordinator is the Point of Contact for SEMS /NIMS compliance for the City with responsibilities for: • Communicating information within the City on SEMS /NIMS requirements and guidelines • Coordinating SEMS /NIMS compliance among departments and agencies • Incorporating SEMS /NIMS into the City's procedures • Incorporating SEMS /NIMS into the City's emergency ordinances, agreements, memorandum of understandings, etc. • Identification of special districts that operate or provide services within the City o The disaster /emergency role of these special districts should be determined and provisions made for coordination during emergencies • Identification of local volunteer and private agencies that have a disaster /emergency response role City of Arcadia Part One - 16 EMERGENCY OPERATIONS PLAN February 2013 o Contacts should be made to develop arrangements for coordination in emergencies Operational Area (Los Angeles County Operational Area) Under SEMS, the operational area is defined in the California Emergency Services Act as the intermediate level of the state's emergency services organization, consisting of a county and all political subdivisions within the county area. Political subdivisions include cities, counties, and special districts. The Operational Area is responsible for: Coordinating information, resources, and priorities among local governments within the Operational Area Coordinating information, resources, and priorities between the regional level and the local government level Using multi- agency or inter - agency coordination to facilitate decisions for overall Operational Area level emergency response activities In compliance with SEMS regulations, on July 5, 1995, the Los Angeles County Board of Supervisors adopted a formal resolution establishing the Los Angeles County Operational Area, which includes the City. An Operational Area Advisory Board was formed which meets quarterly. The cities within Los Angeles County are represented on this Board by the Disaster Management Area Coordinators (DMACs). Los Angeles County Office of Emergency Management (OEM) is the coordinating agency for the Operational Area. When the Operational Area EOC is activated, the Sheriff of Los Angeles County, designated by County Ordinance, is the Operational Area Coordinator and has the overall responsibility for coordinating and supporting emergency /disaster operations within the County. The Operational Area is the focal point for information sharing and resource requests by cities. The Operational Area submits all requests for resources that cannot be obtained within the County, and other relevant information, to OES Southern Region. The Los Angeles County EOC will fulfill the role of the Operational Area EOC. Activation of the Operational Area EOC during a State of Emergency or a Local Emergency is required by SEMS regulations under the following conditions: 1) A local government within the Operational Area has activated its EOC and requested activation of the Operational Area EOC to support their emergency operations. 2) Two or more cities within the Operational Area have proclaimed a local emergency. 3) The county and one or more cities have proclaimed a local emergency. 4) A city or the county has requested a governor's proclamation of a state of emergency, as defined in the Government Code Section 8558(b). 5) A state of emergency is proclaimed by the governor for the county or two or more cities within the Operational Area. 6) The Operational Area requests or receives resources from outside its boundaries. This does not include resources used in normal day -to -day operations that are obtained through existing mutual aid agreements. City of Arcadia Part One - 17 EMERGENCY OPERATIONS PLAN February 2013 Regional Because of its size and geography, the state has been divided into six mutual aid regions and three administrative regions. Los Angeles County is within OES Mutual Aid Region I and the OES Southern Administrative Region, which includes eleven counties. The primary mission of the Southern Region's emergency management organization is to support all the operational areas' response and recovery operations and to coordinate non - law and non -fire mutual aid regional response and recovery operations through the Regional EOC (REOC). Refer to OES Administrative and Mutual Aid Regions, Chart 3, in Part One, Section Eleven - Mutual Aid. Emergency management within the State of California is overseen and directed by the California Emergency Management Agency (OES). State The state level of SEMS manages state resources in response to the emergency /disaster needs of the other levels and coordinates mutual aid among the six mutual aid regions and between the three administrative regions and state level. The state level also serves as the coordination and communication link between the state and the federal disaster response system. Federal Federal Emergency Management Agency (FEMA) The Federal Emergency Management Agency (FEMA) serves as the main federal government contact during disasters and national security emergencies. In a disaster, different federal agencies may be involved in the response and recovery operations. Federal disaster assistance is organized under the concept of the Emergency Support Functions (ESFs) as defined in the National Response Framework. All contact with FEMA and other federal agencies must be made through the Operational Area during the response phase. During the recovery phase, there may be direct city contact with FEMA and other federal agencies. U.S. Department of Homeland Security (DHS) The Homeland Security Act of 2002 established the Department of Homeland Security (DHS) to: • Secure the United States from terrorist threats or attacks Reduce the vulnerability of the United States to terrorism, natural disasters, and other emergencies Minimize the damage and assist in the recovery from terrorist attacks, natural disasters, and other emergencies City of Arcadia Part One - 18 EMERGENCY OPERATIONS PLAN February 2013 Chart 1 SEMS /NIMS Communications and Coordination Field Level Response Department Operations Center (DOC) Level CITY EOC Los Angeles County Operational Area EOC California Office of Emergency Services Southern Region EOC (REOC) California Office of Emergency Services State Operations Center (SOC) Federal Government Support City of Arcadia Part One - 19 EMERGENCY OPERATIONS PLAN February 2013 SEMS EOC Organization SEMS regulations require local governments to provide for five functions: management, operations, planning /intelligence, logistics, and finance /administration. These functions are the basis for structuring the EOC organization and are defined as: • Management: Responsible for overall emergency policy and coordination through the joint efforts of governmental agencies and private organizations • Operations: Responsible for coordinating all jurisdictional operations in support of the disaster /emergency response through implementation of the local government's EOC Action Plan • Planning /Intelligence: Responsible for collecting, evaluating and disseminating information; developing the EOC Action Plan and After - Action /Corrective Action Report in coordination with other functions; and maintaining documentation • Logistics: Responsible for providing facilities, services, personnel, equipment, and materials • Finance /Administration: Responsible for financial activities and other administrative aspects The EOC organization should also include representatives from special districts, volunteer agencies, and private agencies with significant response roles. Special District Involvement Special districts are defined as local governments in SEMS. The disaster /emergency response role of special districts is generally focused on providing normal services. During disasters, some special districts will be more involved in the disaster /emergency response by assisting other local governments. Coordination and communications should be established among special districts that are involved in disaster /emergency response, other local governments, and the operational area. This may be accomplished in various ways depending on the local situation. Relationships among special districts, cities, county government, and the operational area are complicated by overlapping boundaries and by the number of special districts. It will be important for the City and local special districts to establish protocols for coordination and communications in disasters. When a special district is wholly contained within the City, the special district should have a liaison representative at the City EOC and direct communications should be established between the special district EOC and the City EOC. An exception may occur when there are many special districts within the City. Typically, special district boundaries cross municipal boundary lines. A special district may serve several cities and county unincorporated areas. Some special districts serve more than one county. In such a situation, the special district may wish to provide a liaison representative to the Operational Area EOC to facilitate coordination and communication with the various entities it serves. City of Arcadia Part One - 20 EMERGENCY OPERATIONS PLAN February 2013 When there are many special districts within a City, it may not be feasible for the City EOC to accommodate representatives from all special districts during area -wide disasters. In such cases, the City should work with the special districts to develop alternate ways of establishing coordination and communications. The initial reporting contact for a special district would be with the Liaison Officer at both the EOC and field levels. Coordination with Nongovernmental Agencies and Private Sector Businesses In disaster /emergency preparedness, response, and recovery, the City partners with nongovernmental agencies and private sector business including: Nongovernmental Organizations (NGOs) provide vital support services to promote the disaster recovery process for disaster victims and some may provide specialized services that help individuals with disabilities. These groups collaborate with first responders, governments at all levels, and other agencies and organizations. Key business partners should be involved in the local crisis decision - making process or have a direct link to the EOC during an incident. City EOCs will generally be a focal point for coordination of response activities with many of these nongovernmental agencies and key businesses. The EOC should establish communication with private and volunteer agencies providing services within the city. Agencies that play key roles in the response should have representatives at the EOC or at the Incident Command Post, and their initial contact would be with the Liaison Officer. If an agency supports several functions and has only one representative at the EOC, the agency representative should be located at the liaison area. If an agency is supporting one function only, its representative may be located with that functional element. Some agencies may have several personnel participating in functional elements in the EOC. For example, American Red Cross personnel may be part of the staffing for the Care and Shelter element of the EOC. Agencies and organizations that play key roles in Arcadia's event response are represented at the EOC and include the following: • Arcadia Chamber of Commerce • Methodist Hospital of Southern California • Santa Anita Race Track • Westfield Santa Anita Fashion Park • Arcadia Unified School District Agencies that have countywide response roles and cannot respond to numerous city EOCs should be represented at the operational area level. Coordination with volunteer and private agencies that do not have representatives at the EOC may be accomplished through telecommunications, liaison with community councils that represent several agencies or involvement of agencies in special multi- agency groups on specific issues. City of Arcadia Part One - 21 EMERGENCY OPERATIONS PLAN February 2013 Major Concepts of SEMS Organization Flexibility - Modular Organization The SEMS organization is modular and can be expanded or contracted as the situation develops. The types of activated functions and their relationship to one another will depend upon the size and nature of the incident. Only those functional elements that are required to meet current objectives will be activated. Those functions, which are needed but not staffed, will be the responsibility of the next higher element in the organization. Management of Personnel - Hierarchy of Command and Span -of- Control Each activated function will have a person in charge of it, but a supervisor may be in charge of more than one functional element. Every individual will have a supervisor and each supervisor will generally be responsible for no more than seven employees, with the ideal span -of- control being one supervisor to every five persons or units. EOC Action Plans At local, operational area, regional and state levels, the use of EOC action plans provide designated personnel with knowledge of the objectives to be achieved and the steps required for achievement. Action plans not only provide direction, but they also serve to provide a basis for measuring achievement of objectives and overall system performance. Action planning is an important management tool that involves: A process for identifying priorities and objectives for emergency response or recovery efforts Documentation of the priorities and objectives, and the tasks and personnel assignments associated with meeting them The action planning process should include all EOC functions and other agency representatives, as needed. The Planning /Intelligence Section is responsible for coordinating the development of the action plan and for facilitation of action planning meetings. Action plans are developed for a specified operational period that may range from a few hours to 24 hours and beyond. The operational period is determined by first establishing a set of priority actions that need to be performed. A reasonable time frame is then established for accomplishing those actions. The action plans need not be complex, but should be sufficiently detailed to guide EOC elements in implementing the priority actions. Guidelines for developing action plans and example action plan formats are contained in Part Two, Planning /Intelligence Section Annex, Supporting Documents - Action Planning. City of Arcadia Part One - 22 EMERGENCY OPERATIONS PLAN February 2013 Multi- Agency or Inter - Agency Coordination at the Local Government Level (EOC) Emergency response is coordinated at the EOC through representatives from city departments and agencies, outside agencies, volunteer agencies and private organizations. Multi- agency or inter - agency coordination is important for: • Establishing priorities for response • Allocating critical resources • Developing strategies for handling multi- agency response problems • Sharing information • Facilitating communications The City may participate with other local governments and agencies in a multi- agency coordination group organized by another local government. City of Arcadia Part One - 23 EMERGENCY OPERATIONS PLAN February 2013 Part One, Section Four National Incident Management System (NIMS) General Homeland Security Presidential Directive -5 (HSPD -5) established the National Incident Management System (NIMS) as the required emergency /disaster response system. NIMS integrates existing best practices into a consistent, flexible, and adjustable nationwide approach for emergency management. Using NIMS, Federal, State, local and tribal governments; the private sector and non - governmental organizations work together to prepare for, respond to and recover from domestic incidents, regardless of cause, size or complexity. NIMS Components Six major components make up NIMS: command and management, preparedness, resource management, communications and information management, supporting technologies, and ongoing management and maintenance. Command and Management NIMS standard incident command structures are based on three key organizational systems: The Incident Command System (ICS) - ICS is a standardized, all- hazard incident management concept. Its organizational structure allows its users to match the complexities and demands of single or multiple incidents without being hindered by jurisdictional boundaries. Multi Agency Coordination Systems (MACS) - Provides coordination for incident prioritization, critical resource allocation, communications systems and information coordination. These systems include facilities, equipment, emergency operation centers (EOCs), personnel, procedures, and communications. Public Information Systems (PIS) - These refer to processes, procedures and systems for communicating timely and accurate information to the public during crisis or emergency situations. Preparedness Effective incident management begins with a host of preparedness activities conducted on an ongoing basis, well in advance of any potential incident. Preparedness involves an integrated combination of planning, training, exercises, personnel qualification and certification standards, equipment acquisition and certification standards, and publication management processes and activities. City of Arcadia Part One - 24 EMERGENCY OPERATIONS PLAN February 2013 • Planning - Plans describe how personnel, equipment, and other resources are used to support incident management and emergency response activities. Plans provide mechanisms and systems for setting priorities, integrating multiple entities and functions, and ensuring that communications and other systems are available and integrated in support of a full spectrum of incident management requirements. • Training - Training includes standard courses on multi agency incident command and management, organizational structure, and operational procedures; discipline - specific and agency- specific incident management courses; and courses on the integration and use of supporting technologies. • Exercises - Incident management organizations and personnel must participate in realistic exercises — including multi - disciplinary, multi jurisdictional, and multi- sector interaction —to improve integration and interoperability and optimize resource utilization during incident operations. • Personnel Qualification and Certification - Qualification and certification activities are undertaken to identify and publish national -level standards and measure performance against these standards to ensure that incident management and emergency responder personnel are appropriately qualified and officially certified to perform NIMS - related functions. • Equipment Acquisition and Certification - Incident management organizations and emergency responders at all levels rely on various types of equipment to perform mission essential tasks. A critical component of operational preparedness is the acquisition of equipment that will perform to certain standards, including the capability to be interoperable with similar equipment used by other jurisdictions. • Mutual Aid - Mutual -aid agreements are the means for one jurisdiction to provide resources, facilities, services, and other required support to another jurisdiction during an incident. Each jurisdiction should be party to a mutual -aid agreement with appropriate jurisdictions from which they expect to receive or to which they expect to provide assistance during an incident. • Publications Management - Publications management refers to forms and forms standardization, developing publication materials, administering publications — including establishing naming and numbering conventions, managing the publication and promulgation of documents, and exercising control over sensitive documents — and revising publications when necessary. Resource Management NIMS defines standardized mechanisms and establishes requirements for processes to describe, inventory, mobilize, dispatch, track, and recover resources over the life cycle of an incident. Communications and Information Management The NIMS identifies the requirement for a standardized framework for communications, information management (collection, analysis, and dissemination), and information sharing at all levels of incident management. These elements are briefly described as follows: City of Arcadia Part One - 25 EMERGENCY OPERATIONS PLAN February 2013 Incident Management Communications - Incident management organizations must ensure that effective, interoperable communications processes, procedures, and systems exist to support a wide variety of incident management activities across agencies and jurisdictions. Information Management - Information management processes, procedures, and systems help ensure that information, including communications and data, flows efficiently through a commonly accepted architecture supporting numerous agencies and jurisdictions responsible for managing or directing domestic incidents, those impacted by the incident, and those contributing resources to the incident management effort. Effective information management enhances incident management and response and helps insure that crisis decision - makers are better informed. Supporting Technologies Technology and technological systems provide supporting capabilities essential to implementing and continuously refining the NIMS. These include voice and data communications systems, information management systems (i.e., record keeping and resource tracking), and data display systems. Also included are specialized technologies that facilitate ongoing operations and incident management activities in situations that call for unique technology -based capabilities. Ongoing Management and Maintenance This component provides strategic direction for and oversight of the NIMS, supporting both routine review and the continuous refinement of the system and its components over the long term. NIMS Compliance The State of California's NIMS Advisory Committee issued, "California Implementation Guidelines for the National Incident Management System," to assist state agencies, local governments, tribes, and special districts to incorporate NIMS into already existing programs, plans, training, and exercises. The City is following this document to ensure NIMS compliance. City of Arcadia Part One - 26 EMERGENCY OPERATIONS PLAN February 2013 Part One, Section Five Incident Command System (ICS) General The Incident Command System (ICS) is a nationally recognized system for managing incidents as well as pre - planned events. It consists of a modular and flexible organizational structure as well as features such as management by objectives, action planning, span of control, organizational hierarchy, accountability, and resource management. Detailed information on the Incident Command System (ICS) can be found at (www.fema.gov). Use of ICS at the Field Level The concepts, principles, and organizational structure of the Incident Command System (ICS) will be used in managing field operations. The size, complexity, hazard environment, and objectives of the situation will determine the ICS size and the support that will be required to support field activities. The incident will be managed by objectives to be achieved and those objectives are communicated to field and EOC personnel through the use of the action planning process. Typically, an Incident Commander (IC) will communicate with the EOC Director as to situation and resource status through established communications channels. Members of the IC Command and General Staff will communicate with their counterparts in the EOC using the same communications methods. Some members of the EOC Command or General Staff may be asked to attend briefings or planning meetings at the Command Post. When multiple agencies respond to the incident, the IC will establish a Unified Command /Multi- Agency Coordination System and agency representatives will be asked to report to the Liaison Officer. Outside agencies including those from county, state, and federal agencies will participate in the Unified Command /Multi- Agency Coordination System by assisting in identifying objectives, setting priorities, and allocating critical resources to the incident. Field /EOC Communications and Coordination The City's communication plan outlines the communications channels and protocols to be used during an incident. The City's communication plan is included as a separate annex to this plan. Typically, field to EOC communications will occur at the Command and General Staff levels or, if they are established, field units will communicate with a Department Operations Center (DOC) who will, in turn, relay the information to the appropriate section /function in the EOC. The City EOC will communicate situation and resource status information to the Los Angeles County Operational Area and other outside agencies via designated countywide City of Arcadia Part One - 27 EMERGENCY OPERATIONS PLAN February 2013 emergency reporting systems and other systems referenced in the Los Angeles County Operational Area Disaster Information Reporting Procedures. Field /EOC Direction and Control Interface The EOC Director will establish jurisdictional objectives and priorities and communicate those to everyone in the organization through the EOC Action Plan. The EOC Action Plan does not direct or control field units, but supports their activities. Incident Commander(s) will ensure incident objectives and priorities are consistent with those policies and guidelines established at the city level by the EOC Director. It is the responsibility of the Incident Commander to communicate critical information to the EOC Director in a timely manner. Field /EOC Coordination with Department Operations Centers (DOCs) If a department within the City establishes a DOC to coordinate and support their departmental field activities, its location, time of establishment and staffing information will be communicated to the City EOC. All communications with the field units of that department will be directed to the DOC who will then relay situation and resource information to the EOC. DOCs act as an intermediate communications and coordination link between field units and the City EOC. City of Arcadia Part One - 28 EMERGENCY OPERATIONS PLAN February 2013 Part One, Section Six Threat Summary and Assessment for The City of Arcadia This section of the Basic Plan consists of a series of threat summaries based on the City's Safety Element, dated November 16, 2010, of the General Plan, and the Local Hazard Mitigation Plan, dated September 18, 2012. The purpose is to describe the area at risk and the anticipated nature of the situation, which could result should the event occur. The City is located within Disaster Management Area D in Los Angeles County and in the Southern Administrative Region of the State Office of Emergency Services. The City is located 16 miles northeast of downtown Los Angeles. It is located in the San Gabriel Valley at the base of the foothills. The City is bordered by the San Gabriel Mountains to the north, The City of Pasadena to the west, the city of El Monte to the south, and the city of Monrovia to the east. The latitude is 34.13 North and longitude is 118.04 West. The City has a residential population of 56,364 (Census 2010). The City consists of 11.3 square miles and is approximately 70% residential properties, 17% commercial /industrial, and 13% open space, parks, institutional or vacant land. The City has seven elementary schools, three middle schools, two high schools, seven private schools, approximately twenty pre - schools or child care centers, and no colleges /universities. Arcadia has one psychiatric facility, five convalescent care facilities, and six assisted living facilities. Within the city boundaries there is one major hospital, Methodist Hospital of Southern California. The City is home to many light manufacturing and technology companies. Santa Anita Race Track, Westfield/ Santa Anita Fashion Park, and the Los Angeles County Arboretum are located within the city as well. The City is served by the Foothill (210) Freeway which is an east -west route and passes through the upper third of the city. The following threat summaries have a potential to impact the City: • An earthquake could impact major segments of the total population. • Many major highways (and light rail lines) traverse or pass near the City and transportation incidents (including hazardous material incidents) as well as pipeline ruptures or illegal dumping could affect the City. The City has some industry and faces the potential for hazardous materials incidents from the stationary hazardous materials users as well. • The entire city being located at the base of the foothills may be subject to flooding, due to flash flooding, urban flooding (storm drain failure /infrastructure breakdown), river channel overflow, downstream flooding, etc. The City has not historically been vulnerable to tropical storms and severe winter storms. • Some areas of the City may be subject to landslides, mud and debris flows. • The City may be subject to severe weather, including drought, winds, heat and cold. • Some areas of the City are identified as wildland /urban interface and may be subject to wildland fires. City of Arcadia Part One - 29 EMERGENCY OPERATIONS PLAN February 2013 • A transportation incident such as a major air crash, light train derailment or trucking incident could impact areas within the City. • There are three major dams which could have significant impact on the City of Arcadia: Santa Anita and Sawpit Dams to the North of the city and Santa Fe Dam to the East affecting the southern part of the city. The entire City (primarily the central and eastern portion of the City) is subject to dam failure. • A civil unrest incident could impact areas within the City or the entire City. • The entire Los Angeles Basin is considered as a possible risk area for a nuclear event or act of terrorism; therefore, both sheltering and evacuation issues should be considered. Any single incident or a combination of events could require evacuation and /or sheltering of the population. Neither the City nor the County of Los Angeles has the capability to plan for the organized evacuation of the basin; therefore, the extent of planning at this time is restricted to assisting and expediting spontaneous evacuation. In the increased readiness stage, expedient shelters will be utilized as appropriate and information will be provided to the public, as the City no longer maintains public fallout shelters. The following threat assessments identify and summarize the hazards that could impact the City. Threat Assessment 1 Threat Assessment 2 Threat Assessment 3 Threat Assessment a Threat Assessment 4 Threat Assessment 5 Threat Assessment 6 Threat Assessment 7 Threat Assessment 8 Threat Assessment 9 Threat Assessment 10 Threat Assessment 11 Threat Assessment 12 Major Earthquake Hazardous Materials Flooding Urban Flooding Dam Failure Wildland Fire/ Urban Interface Landslide /Mudflow Transportation - Air Crash Transportation - Trucking Incident Civil Unrest Terrorism Public Health Emergency (Pandemic) Windstorms References: For more detailed information and maps, refer to the City's Local Hazard Mitigation Plan. City of Arcadia Part One - 30 EMERGENCY OPERATIONS PLAN February 2013 City of Arcadia City of Arcadia Part One - 31 EMERGENCY OPERATIONS PLAN February 2013 City of Arcadia and Surrounding Jurisdictions Rj `� ky NG4wv3 vsnav LU w [L" e Cm3 ,,N z TUM m µ 0 , l� AV "tot AV V'31NV VINV'S 0 AV 31MOV4 _U a Igo 10 X AV _ OH AV �dJ3Ait'gyg" NtA4{#'1V9 1L w ... AV +ate° c�a F- DL— 43vn.4 GYWSMA W. a31a0VS Mrs 3AV WH -130 ` W Z GL` w m C S3laaa SM Q INOVMU z d t.7 i— w LU EC W LU �a a � LL �0 p V CC CC L W H Z 0 City of Arcadia Part One - 32 EMERGENCY OPERATIONS PLAN February 2013 Threat Assessment 1 Major Earthquake General Situation The City of Arcadia is in the vicinity of several known active and potentially active earthquake faults including the San Andreas, the San Jacinto, Whittier - Elsinore, and the Newport- Inglewood (see Attachment 1, Earthquake Fault Map). New faults within the region are continuously discovered. Scientists have identified almost 100 faults in the Los Angeles area known to be capable of a magnitude 6.0 or greater earthquake. The January 17, 1994 magnitude 6.7 Northridge Earthquake (thrust fault) which produced severe ground motions, caused 57 deaths, 9,253 injuries and left over 20,000 displaced. Scientists have stated that such devastating shaking should be considered the norm near any large thrust earthquake. Recent reports from scientists of the U.S. Geological Survey and the Southern California Earthquake Center say that the Los Angeles Area could expect one earthquake every year of magnitude 5.0 or more for the foreseeable future. A major earthquake will cause significant social disruption and damage to buildings and infrastructure due to severe ground shaking. A large earthquake, catastrophic in its effect upon the population, could exceed the response capabilities of the individual cities and the Operational Area. Response and disaster relief support would be required from other local governmental and private organizations, and from the state and federal governments. The extent of damage from an earthquake is determined by the magnitude of the earthquake, distance from the epicenter, and characteristics of surface geology. This hazard is the primary cause of the collapse of buildings and other structures. Many areas may have buildings destroyed or unusable due to the phenomenon of liquefaction, which occurs during severe ground shaking in soft, poorly graded granular soils where there is a high water table. Structures above the liquefaction strata may sink or structurally fail; pipelines passing through liquefaction materials may sustain an unusually large number of breaks. Specific Situation A major earthquake occurring in or near Los Angeles County has the potential to cause many deaths and casualties, extensive property damage, fires and hazardous material spills and other hazards. The effects could be aggravated by aftershocks and by the secondary effects of fire, hazardous material /chemical accidents and possible failure of waterways and dams. The shaking from a major earthquake has the potential to cause serious to catastrophic damage to buildings, including hospitals, businesses, schools, public service agencies, and City of Arcadia Part One - 33 EMERGENCY OPERATIONS PLAN February 2013 other buildings critical to public and private use. Older buildings, including non - reinforced masonry structures, are particularly vulnerable to damage from earthquakes. A major earthquake can also cause serious damage to dams, railways, airports, major highways and bridges, utilities, telephone systems, and other critical facilities. The damage can cause hazardous materials releases and extensive fires. Extensive search and rescue operations may be required to assist trapped or injured persons. Injured or displaced persons could require emergency medical care, food and temporary shelter. In the most serious earthquakes, identification and burial of the dead could exceed the capacity of the Coroner. Public health will be a major concern, due to potential contamination of water sources. A major earthquake will be a traumatic experience for people in Los Angeles County. Mental Health counseling will be needed for an extended period. A major earthquake will aggravate existing social problems, such as poverty and unemployment. Evacuations of areas downwind from hazardous material releases may be essential to save lives. Many families could be separated, particularly if the earthquake should occur during working hours. Emergency operations could be seriously hampered by the loss of communications and damage to transportation routes within the disaster area and by the disruption of public utilities and services. The negative economic impact on Los Angeles County and its cities due to a major earthquake could be considerable, with a loss of employment and of the local tax base. A major earthquake could cause serious damage and /or outage of critical data processing facilities. The loss of such facilities could curtail or seriously disrupt the operations of banks, insurance companies and other elements of the financial community which could affect the ability of local government, business and the population to make payments and purchases. The damage to water systems could cause water pollution or water shortages. Two of the three major aqueducts serving Southern California are expected to be out of service from three to six months following a major event; only the Colorado River Aqueduct is expected to remain in service. Ruptures could occur along the water pipelines in the County; damage to reservoir outlets could take weeks to repair. The majority of water wells are expected to be disabled by loss of electricity and the lack of backup power sources. In addition, shear forces could render one -third of the wells inoperative for an indefinite period. Emergency Response Actions Emergency response actions applicable to all hazards are included in Part Two Annexes, Checklist Actions for each Section. Note: For more detailed information and maps on shaking intensity, liquefaction, etc., refer to the City's Local Hazard Mitigation Plan. City of Arcadia Part One - 34 EMERGENCY OPERATIONS PLAN February 2013 City of Arcadia Earthquake Fault Map City of Arcadia Part One - 35 EMERGENCY OPERATIONS PLAN February 2013 Threat Assessment 2 Hazardous Materials Incident General Situation Because of the City's close proximity to freeways, major highways and rail lines, the release of a hazardous material into the environment could cause a multitude of problems that can be discussed in a general manner. The significance of the problems to the environment, property, or human health is dependent on the type, location and quantity of the material released. Although hazardous material incidents can happen almost anywhere, certain areas are at higher risk. Jurisdictions near roadways that are frequently used for transporting hazardous materials and jurisdictions with industrial facilities that use, store, or dispose of such materials all have an increasing potential for major mishaps, as do jurisdictions crossed by certain railways, waterways, airways and pipelines. Releases of explosive and highly flammable materials have caused fatalities and injuries, necessitated large -scale evacuations and destroyed millions of dollars worth of property. Toxic chemicals in gaseous form have caused injuries and fatalities among emergency response teams and passers -by. When toxic materials have entered either surface or ground water supplies, serious health effects have resulted. Releases of hazardous chemicals have been especially damaging when they have occurred in highly populated areas and /or along heavily traveled transportation routes. Specific Situation Many forms of hazardous materials are present in the City in permanent storage locations, roadway transport and at various industrial and commercial sites. With its proximity to major highway transportation routes and various light industries, the City has a growing potential for serious hazardous materials incidents. The Foothill (210) Freeway traverses east -west through the northern part of town, and are heavily traveled by trucks. They carry every conceivable type of hazardous material including gasoline, pesticides and compressed chlorine materials. A hazardous materials release in the City would most likely involve either transportation of chemicals by truck or rail, use of chemicals at a business or illegal dumping of chemical waste. Transportation Accidents The greatest probability of a major hazmat incident is from a transportation accident. The amount of hazardous materials transported over roadways on a daily basis is unknown, but estimated to be steadily increasing as our economy grows. There is the potential for a hazardous materials incident almost anywhere on the highways and roads throughout the City, especially on the freeways and major highways. Some of the most vulnerable areas along these routes are considered to be the on /off ramps and interchanges near the City. City of Arcadia Part One - 36 EMERGENCY OPERATIONS PLAN February 2013 Besides the immediate effect of a hazardous materials incident on scene, there are also ancillary effects such as the impact on waterways and drainage systems, and the evacuation of schools, business districts, and residential areas. Fixed Facility The second most likely serious hazmat threat exists from an accidental spill and /or incident at one of the facilities that manufacture, warehouse, and process toxic chemicals and /or generate hazardous waste materials within or next to City boundaries. Although there are numerous facilities involved with hazardous materials throughout the City, they are less of a threat due to required plant contingency and evacuation plans. The Los Angeles County Fire Department reviews these plans and makes sure they are in compliance with current laws and regulations. Clandestine Dumping Clandestine dumping is the criminal act of disposing toxic materials and hazardous waste on public or private property. As the costs and restrictions increase for legitimate hazardous waste disposal sites, it might be anticipated that illegal dumping of hazardous materials will increase proportionately. Emergency Response Actions Emergency response actions applicable to all hazards are included in Part Two Annexes, Checklist Actions for each Section. Note: For specific information refer to the City of Arcadia Hazardous Materials Response Annex in Part Three of this plan. City of Arcadia Part One - 37 EMERGENCY OPERATIONS PLAN February 2013 Threat Assessment 3 Flooding General Situation The potential for flooding in the City of Arcadia is a threat in the event of heavy or prolonged storm activity. The location at the base of the San Gabriel Mountains presents a need to plan for mud and landslides, as well as floodwaters. The size and frequency of a flood in a particular area depends on a complex combination of conditions, including the amount, intensity and distribution of rainfall, previous moisture condition and drainage patterns. The magnitude of a flood is measured in terms of its peak discharge, which is the maximum volume of water passing a point along a channel. Floods are usually referred to in terms of their frequency of occurrence, such as 50 or 100 years. The primary effect of flooding is the threat to life and property. People and animals may drown; structures and their contents may be washed away or destroyed; roads, bridges, and railroad tracks may be washed out; and crops may be destroyed. Floods may also create health hazards due to the discharge of raw sewage from damaged septic tank leach fields, sewer lines, and sewage treatment plants and due to flammable, explosive, or toxic materials carried off by flood waters. In addition, vital public services may be disrupted. Floods are generally classed as either slow -rise or flash floods. Slow -rise floods may be preceded by a warning time lasting from hours, to days, or possibly weeks. Evacuation and sand bagging for a slow rise flood may lessen flood related damage. Conversely, flash floods are the most difficult to prepare for due to the extremely short warning time, if available at all. Flash flood warnings usually require immediate evacuation within the hour. On some occasions, adequate warning may be impossible. Once flooding begins, personnel will be needed to assist in rescuing persons trapped by floodwaters, securing utilities, cordoning off flood areas, and controlling traffic. The Public Health Department would be actively involved in addressing the public health impact of a flood, such as disease and environmental health issues. These actions may overwhelm local agencies, and additional personnel and resources may be required. It is anticipated that existing mutual aid resources would be used as necessary to augment local resources. Specific Situation The effect on the City of any large flood depends, to a great degree, on the available capacity of the dams that are located to the north of the central business of Arcadia. These dams, the Sawpit and the Santa Anita, have a combined capacity of 1264 acre -feet. The City of Arcadia Part One - 38 EMERGENCY OPERATIONS PLAN February 2013 city receives an average of eighteen inches of rainfall annually, with most of it occurring between November and April (Source: http: / /cdec.water.ca.gov /). Areas subject to flooding drain either naturally into flood controls or are assisted by pumping stations designed to handle average and above average flows. Some flooding may occur in low -lying areas during heavy prolonged storms, or when storm drains are clogged with debris and unable to carry excess water away. Time should be available to organize forces, obtain needed supplies, equipment and outside aid. An unusual number of brush fires in hillside areas may create the potential for mudslides if heavy rains arrive before the replanting has taken hold. Situations of this nature can usually be managed by warnings to the residents and making sandbags available in advance of the predicted heavy rainfall. The City participates in the Federal Emergency Management Agency's (FEMA) National Flood Insurance Program. The Federal Emergency Management Agency (FEMA) has classified the City under Flood Zone D, which means no mandatory flood insurance is required. Flood Insurance Rate Maps (FIRMs) showing potential flood zones are available for the City. Emergency Readiness Stages Flood in the special risk areas can occur rapidly or slowly depending on the heaviness and severity of rainfall. Emergency preparedness will be based on three stages of response actions. Stage I (Flood Watch) Stage I indicates light to moderate rain. Monitor storm to establish precise nature of flood risk. Alert key personnel. Ensure availability of shelters (if it is later necessary to evacuate and look after local people). Ensure availability of sandbags at pre- designated locations. Stage II (Flood Warning or Urban and Small Stream Advisory) Stage II means moderate to heavy rain. Monitor storm constantly to establish precise nature of flood risk and evolving situation. Establish liaison with all emergency services agencies and consider whether to set up Emergency Operations Center. Deploy staff to risk areas to monitor river levels. If needed alert staff to open shelters. Deploy reserve sandbags. Post flood warnings in affected areas. Stage III (Flood Statement) Stage III signifies a continuation of heavy rain and a threat to private property and persons. Areas should be evacuated. In addition to the Flood Warning activities, open shelters, assist with evacuation of flooded area(s), deploy staff to assist in spreading flood warnings, City of Arcadia Part One - 39 EMERGENCY OPERATIONS PLAN February 2013 and create a liaison with media to pass on important information. Activation of EOC during this stage is done at the discretion of the Emergency Services Director. Evacuation Routes It is expected that most major streets will be open. As such, evacuation should be easily facilitated. Other pertinent information relating to evacuation operations are in the City of Arcadia's Evacuation Annex found in Part Three of this plan. City of Arcadia Part One - 40 EMERGENCY OPERATIONS PLAN February 2013 Threat Assessment 4 Dam Failure General Situation Dam failures can result from a number of natural or manmade causes such as earthquakes, erosion of the face or foundation, improper shifting, rapidly rising floodwaters, and structural /design flaws. There are three general types of dams: earth and rock fill, concrete arch or hydraulic fill, and concrete gravity. Each of these types of dams has different failure characteristics. A dam failure will cause loss of life, damage to property, and other ensuing hazards, as well as the displacement of persons residing in the inundation path. Damage to electric transmission lines could impact life support systems in communities outside the immediate hazard areas. A catastrophic dam failure, depending on size of dam and population downstream, could exceed the response capability of local communities. Damage control and disaster relief support would be required from other local governmental and private organizations, and from the state and federal governments. Mass evacuation of the inundation areas would be essential to save lives, if warning time should permit. Extensive search and rescue operations may be required to assist trapped or injured persons. Emergency medical care, food, and temporary shelter would be required for injured or displaced persons. Identification and burial of many dead persons would pose difficult problems; public health would be a major concern. Many families would be separated, particularly if the failure should occur during working hours. These and other emergency /disaster operations could be seriously hampered by the loss of communications, damage to transportation routes, and the disruption of public utilities and other essential services. Governmental assistance could be required and may continue for an extended period. Actions would be required to remove debris and clear roadways, demolish unsafe structures, assist in reestablishing public services and utilities, and provide continuing care and welfare for the affected population including, as required, temporary housing for displaced persons. Specific Situation The City lies in the inundation path of three dams: Sawpit and Santa Anita Dams to the north and Santa Fe Dam to the East. None of the dams are located in the City. Two other dams constitute a threat to the City of Arcadia: Sierra Madre, owned by LA County Department of Public Works, and Morris Jones Reservoir, owned by the City of Pasadena Department of Water and Power. In the unlikely event of a dam failure involving any of these dams, a portion of the city could be affected. City of Arcadia Part One - 41 EMERGENCY OPERATIONS PLAN February 2013 Dam Type of Dam Year Built Owner Max. Capacity acre -feet Los Angeles County Sawpit Dam Concrete Arch 1927 Department of Public 4063 Works Los Angeles County Santa Anita Dam Concrete Arch 1927 Department of Public 8582 Works Santa Fe Dam Earth Fill 1949 US Army Corps of 30,887 Engineers Los Angeles County Sierra Madre Dam Concrete Arch 1928 Department of Public 513 Works Morris Jones Concrete Gravity Pasadena City Reservoir Structure 1935 Department of Water and 28,686 Power Maximum capacity to spillway level Currently restricted to 58 feet below spillway (about 289 acre -feet) Reservoir is usually empty Failure of these dams during a catastrophic event, such as a severe earthquake, is considered a very unlikely event. Due to the method of construction of these dams, they have performed well in earthquakes; and failure is not expected to occur. Evacuation Routes Pertinent information that relates to evacuation operations is included in the City of Arcadia's Evacuation Plan in Part Three. Emergency Response Actions Emergency response actions applicable to all hazards are included in Part Two Annexes, Checklist Actions for each Section. Note: For more detailed information and maps, refer to the City's Local Hazard Mitigation Plan. City of Arcadia Part One - 42 EMERGENCY OPERATIONS PLAN February 2013 Location of Dams and Reservoir Inundation Routes E 11 H C� — 10 mWr® LAS: TIMlkB aR� l I Lb1 #tA.iEt.ffiGC�TYi PY' mY. LEGEND SANTA ANITA DAM INUNDATION AREA Iv MORRIS S. JONES RESERVOIR INUNDATION AREA ! SIERRA MADRE DAM INUNDATION AREA SAWPIT DAM INUNDATION AREA Threat Assessment 5 aIY M ca'WC I.,. City of Arcadia Part One - 43 Pa 4 w mWr® LAS: TIMlkB aR� l I Lb1 #tA.iEt.ffiGC�TYi PY' mY. LEGEND SANTA ANITA DAM INUNDATION AREA Iv MORRIS S. JONES RESERVOIR INUNDATION AREA ! SIERRA MADRE DAM INUNDATION AREA SAWPIT DAM INUNDATION AREA Threat Assessment 5 aIY M ca'WC I.,. City of Arcadia Part One - 43 EMERGENCY OPERATIONS PLAN February 2013 Wildland Fire /Urban Interface General Situation Due to its weather, topography, and native vegetation, the entire Southern California area is at risk from wildland fires. The extended droughts characteristic of California's Mediterranean climate result in large areas of dry vegetation that provide fuel for wildland fires. Furthermore, the native vegetation typically has a high oil content that makes it highly flammable. The area is also intermittently impacted by Santa Ana winds, the hot, dry winds that blow across southern California in the spring and late fall. A wildfire that consumes thousands of acres of vegetated property can overwhelm local emergency response resources. Often, when a wildland fire encroaches onto the built environment, multiple ignitions develop as a result of "branding ", the term for wind transport of burning cinders over a distance of a mile or more. If ignited structures sustain and transmit the fire from one building to the next, a catastrophic fire can ensue. Insurance carriers consider fire a catastrophe if it triggers at least $25 million in claims or more than 1,000 individual claims. The Oakland Hills firestorm of October 1991, the California wildfires of 2003 and 2005, and the Station Fire of 2009 were such events. Firestorms, especially in areas of wildland -urban interfaces can be particularly dangerous and complex, posing a severe threat to public and firefighter safety, and causing devastating losses of both life and property. Continuous planning, preparedness, and education are required to reduce the fire hazard potential, and to limit the destruction caused by fires. Specific Situation Wildfire hazard areas are commonly identified in regions of the wildland /urban interface. Ranges of the wildfire hazard are further determined by the ease of fire ignition due to natural or human conditions and the difficulty of fire suppression. The wildfire hazard is also magnified by several factors related to fire suppression /control such as the surrounding fuel load, weather, topography, and property characteristics. Generally, hazard identification rating systems are based on weighted factors of fuels, weather and topography. The City is vulnerable to varying degrees of fire hazard areas (very high, high, and moderate). Emergency Response Actions Emergency response actions applicable to all Checklist Actions for each Section. hazards are included in Part Two Annexes, Note: For more detailed information and maps, refer to the City's Local Hazard Mitigation Plan. City of Arcadia Part One - 44 EMERGENCY OPERATIONS PLAN February 2013 Fire Hazard Map City of Arcadia Part One - 45 EMERGENCY OPERATIONS PLAN February 2013 Threat Assessment 6 Landslide /Mudflow General Situation Landslide is a general term for a falling mass of soil or rocks; vertical movement of small pieces of soil. "Mudslide" (mudflow) is a flow of very wet rock and soil. The primary effects of landslides or mudslides can include: • Abrupt depression and lateral displacement of hillside surfaces over distances of up to several hundreds of feet • Disruption of surface drainage • Blockage of flood control channels and roadways • Displacement or destruction of improvements such as roadways, buildings, oil and water wells The speed with which landsides can occur vary considerably from rapid rock falls to virtually imperceptible movements down slope under the pull of gravity. Soil creep is a very slow type of earth flow movement. It occurs mainly in solids containing clay. Most landslides are shallow, ranging up to perhaps 100 feet in depth and limited in extent to generally less than 100 acres. Most are not presently in motion (active), but have moved down slope to a position of stability and have remained. An unusual number of brush fires in hillside areas may create the potential for mudslides if heavy rains arrive before the replanting has taken hold. Situations of this nature can usually be managed by warnings to the residents and making sandbags available in advance of the predicted heavy rainfall. Specific Situation Both the United States Geologic Survey and the California Geologic Survey are currently conducting significant research that focuses on the conditions and processes that lead to destructive slope failures. This includes methodology for analysis of slopes and drainage basins, and the development of susceptibility maps. Emergency Response Actions Emergency response actions applicable to all hazards are included in Part Two Annexes, Checklist Actions for each Section. Note: For more detailed information and maps, refer to the City's Local Hazard Mitigation Plan. City of Arcadia Part One - 46 EMERGENCY OPERATIONS PLAN February 2013 Slope Instability and Liquefaction Map Liquefaction Eafthquake-induced Landslides Threat Assessment 7 City of Arcadia Part One - 47 EMERGENCY OPERATIONS PLAN February 2013 Transportation: Major Air Crash General Situation A major air crash that occurs in a populated residential area can result in considerable loss of life and property. The impact of a disabled aircraft as it strikes the ground creates the likely potential for multiple explosions, resulting in intense fires. Regardless of where the crash occurs, the explosions and fires have the potential to cause injuries, fatalities and the destruction of property at and adjacent to the impact point. The time of day when the crash occurs may have a profound effect on the number of dead and injured. Damage assessment and disaster relief efforts associated with an air crash incident will require support from other local governments, private organizations and in certain instances from the state and federal governments. It can be expected that few, if any, airline passengers will survive a major air crash. The intense fires, until controlled, will limit search and rescue operations. Police barricades will be needed to block off the affected area. The crowds of onlookers and media personnel will have to be controlled. Injured or displaced persons will require emergency medical care, food and temporary shelter. Many families may be separated, particularly if the crash occurs during working hours; and a locator system should be established at a location convenient to the public. Investigators from the National Transportation and Safety Board and the Los Angeles County Coroner's Office will have short -term jurisdiction over the crash area and investigations will be completed before the area is released for clean -up. The clean -up operation may consist of the removal of large debris, clearing of roadways, demolishing unsafe structures and towing of demolished vehicles. It can be anticipated that the mental health needs of survivors and the surrounding residents will greatly increase due to the trauma associated with such a catastrophe. A coordinated response team, comprised of mental health professionals, should take a proactive approach toward identifying and addressing mental health needs stemming from any traumatic disaster. The American Red Cross is mandated by Congress to provide assistance to families and victims of air crashes. It is impossible to totally prepare, either physically or psychologically, for the aftermath of a major air crash. However, since Southern California has become one of the nation's most overcrowded air spaces, air crash incidents are no longer a probability but a reality. Therefore, air crash incidents must be included among other potential disasters. Specific Situation The skies above the City are occupied by aircraft originating and departing from a number of airports located in Southern California. The airports nearest to the City which handle the greatest amount of air traffic are as follows: Los Angeles International Airport (LAX) Van Nuys Airport City of Arcadia Part One - 48 EMERGENCY OPERATIONS PLAN February 2013 • Burbank Airport • Long Beach Airport • John Wayne Airport • Ontario International Airport • El Monte Airport Aircraft flying over the City are located in the Los Angeles Terminal Control Area (TCA). The TCA is airspace restricted to large, commercial airliners. Each TCA has an established maximum and minimum altitude in which a large aircraft must travel. Smaller aircraft desiring to transit the TCA may do so by obtaining Air Traffic Control clearance. The aircraft may then proceed to transit when traffic conditions permit. Aircraft departing from other than LAX, whose route of flight would penetrate the TCA, are required to give this information to Air Traffic Control on appropriate frequencies. Pilots operating small aircraft often rely on geographical landmarks, rather than charts, to indicate geographical landmarks of the Southern California basin; he /she may misinterpret a particular landmark and inadvertently enter the restricted TCA airspace. This misunderstanding may result in a mid -air collision. Emergency Response Actions Emergency response actions applicable to all hazards are included in Part Two Annexes, Checklist Actions for each Section. City of Arcadia Part One - 49 EMERGENCY OPERATIONS PLAN February 2013 Threat Assessment 8 Transportation: Trucking Incident General Situation A major trucking incident that occurs in a heavily populated industrial area or residential area can result in considerable loss of life and property. When a truck is involved in an accident, there is no longer control as to the direction the truck will travel. Potential hazards could be overturned tank trailers, direct impact either into a residence or industrial building, or entering into the normal flow of traffic. Each of these hazards encompasses many threats, such as hazardous materials incident, fire, severe damage to either adjacent buildings or vehicles, and loss of life of pedestrians or those in either the adjacent buildings or vehicles. The trucking industry has consistently increased in size over the last century. Today, there are more trucks on the road than 20 years ago. "In 2000, one out of every eight fatal car accidents involved a large truck. This can be attributed not only to the size and weight of these trucks but also to significant blind spots in the field of view of truck drivers (Trucking Accident Info Center, 2003)." According to the U.S. Department of Transportation National Highway Traffic Safety Administration ( NHTSA), in 2002, 434,000 large trucks (gross vehicle weight rating greater than 10,000 pounds) were involved in traffic crashes in the United States. Of those, 4,897 people died and an additional 130,000 were injured. The NHTSA says that large trucks were much more likely to be involved in a fatal multiple - vehicle crash. The chart below shows that most fatalities are the occupants of other vehicles involved in a trucking accident: Type 2001 2002 % Change Truck Occupants 708 684 -3.4% Single Vehicle 474 447 -5.7% Multiple Vehicle 234 237 +1.3% Other Vehicle Occupants 3,962 3,853 -2.8% Non - Occupants 441 360 -18% Total 5,111 4,897 -4.2% Source: FARS City of Arcadia Part One - 50 EMERGENCY OPERATIONS PLAN February 2013 Specific Situation The City of Arcadia is located within the eastern section of Los Angeles County. The 210 freeway serves the City, and the major arterial highways are Santa Anita Avenue and Baldwin Avenue, which run north to south. Huntington Avenue (Route 66), Live Oak Avenue and Longden Avenue all run east to west through the City. Emergency Response Actions Emergency response actions applicable to all common hazards are presented in the Checklist Actions in Part Two of this Plan. City of Arcadia Part One - 51 EMERGENCY OPERATIONS PLAN February 2013 Threat Assessment 9 Civil Unrest General Situation The disruption of normal, orderly conduct and activities in urban areas, or outbreak of rioting or violence that is of a large nature is referred to as civil unrest. Civil unrest can be the result of long -term dissatisfaction with authority, social /economic factors or racial or religious tensions. Civil unrest is usually noted by the fact that normal on -duty police and public safety personnel cannot adequately deal with the situation until additional resources can be acquired. History shows that civil unrest dates as far back as the Roman days with divisions between rich and poor, corrupt Roman officials stealing from poor land owners, and unemployment in the city. Nearby Los Angeles has a long history of civil unrest and in 1992, was heavily impacted by the Rodney King verdict. The impact of that verdict was felt all over the United States and caused civil unrest in other areas such as Las Vegas and San Francisco. There was massive destruction throughout the city that left more than 1200 businesses destroyed. In the last decade there has been a trend towards civil unrest at community sports events such as the 1992 championship game won by the Chicago Bulls which resulted in 1000 arrests, 95 injured police officers, and burned /looted buildings. Specific Situation Situations of civil unrest may include, but not be limited to: Neighborhood problems • Mistrust of local authorities • Problems in the school system, on and off campus The effects of civil unrest are based upon the scope of these disturbances. They could also include illegal assemblies, transportation routes blocked, disruption of utilities, property damage, looting, injuries, and loss of life. The City of Arcadia is bordered on three sides by other cities and on the north by the San Gabriel Mountains. Transportation routes used for normal traffic movements (streets, freeways, rail, etc.) are vulnerable and can facilitate the movement of potential rioters. Emergency Response Actions Emergency response actions applicable to all hazards are included in Part Two Annexes, Checklist Actions for each Section. City of Arcadia Part One - 52 EMERGENCY OPERATIONS PLAN February 2013 Threat Assessment 10 Terrorism General Situation Los Angeles County has a diverse population of approximately ten million persons. The County and its cities are home to many business and government agencies, transportation infrastructure and cultural facilities that are vulnerable to terrorist attack. Terrorism is a continuing threat throughout the world and within the United States. A variety of political, social, religious, cultural and economic factors underlie terrorist activities. Terrorists typically target civilians to advance their agenda. The media interest generated by terrorist attacks makes this a high visibility threat. Specific Situation Incidents generating significant mass casualties make preparedness and the mechanisms for effective response essential. In addition to large -scale attacks, a full range of assault styles must be considered, including simple letter bombings, assassinations with small arms, major car bombings, etc. Use of explosive devices remains the weapon of choice for terrorist activity. Related activities include bomb threats which disrupt the normal operations of transit systems, government or corporate facilities. Locations likely to be targets include airports, mass transit targets and government facilities. Entertainment and cultural facilities may also be targeted. The potential for nuclear, biological or chemical (NBC) terrorism is also a concern. NBC emergencies would necessitate detailed contingency planning and preparation of emergency responders to protect their communities. The Federal Bureau of Investigation (FBI) is the lead federal agency for all terrorist activities within the United States. The FBI coordinates this activity with local law enforcement through the Joint Regional Intelligence Center (JRIC). Los Angeles County also participates in the JRIC, which assesses potential threats to determine if they are credible. The JRIC is a multi- agency, multi - jurisdictional group that works with key federal and state agencies and other counties. A broad threat assessment of potential terrorist targets, threat elements and local response capabilities has been developed. This assessment is contained in restricted use - planning documents. The information contained in this document will be used as necessary during a threat situation or actual event. Following is a general overview of potential terrorist targets in Los Angeles County: Facilities that store, manufacture, or transport hazardous materials US and State Highways City of Arcadia Part One - 53 EMERGENCY OPERATIONS PLAN February 2013 • Telecommunications facilities • Federal, state, county and city offices • Shopping malls • Medical centers • Schools, churches and religious centers • Research facilities • Electrical facilities and power plants • Water and wastewater facilities, dams • Bridges and overpasses Emergency Response Actions Emergency response actions applicable to all hazards are included in Part Two Annexes, Checklist Actions for each Section. City of Arcadia Part One - 54 EMERGENCY OPERATIONS PLAN February 2013 Threat Assessment 11 Public Health Emergency /Pandemic Event General Situation Since well before 430 BC, public health emergencies have made an impact on civilization. Widespread public health emergencies, referred to as "pandemics ", occur when a disease, often a strain of influenza, emerges to which the population has little immunity. In the year 541 there was an outbreak of the bubonic plague which destroyed up to one quarter of the population of the eastern Mediterranean. The Black Death (bubonic plague) returned in the 1300's killing twenty million Europeans in six years. Cholera was another public health emergency to spread across the world, causing millions to die. In 1918 the Spanish Flu spread, killing 25 million in the course of six months. During wartime, the epidemic disease was typhus, sometimes called "camp fever ", killing over 68,000. (Wikipedia, 2003). Public health experts are always concerned about the risk of another pandemic where a disease spreads between and amongst species. When strains of animal disease interact with the common strains of human diseases, a mutation can occur, creating a disease capable of human -to -human transmission, initiating a pandemic. Depending on the nature of such a disease, between 25 to 35 percent of the population could become ill. This level of disease activity would disrupt all aspects of society and severely affect the economy. We know that during a public health emergency, state, local, and private stocks of medical supplies could be depleted quickly. A public health emergency or a large -scale natural disaster could require rapid access to large quantities of pharmaceuticals and medical supplies. Such quantities may not be readily available unless special stockpiles are created. Therefore, a national stockpile has been created as a resource for all. Public Health Emergency —World Health Organization (WHO) Pandemic Phases To ensure consistent planning efforts, federal, state and county public health agencies use the World Health Organization (WHO) pandemic phases as described below. Phase 1 . No new influenza virus subtypes detected in humans. • May or may not be present in animals. • If present in animals, the risk of human infection is considered to be low. Phase 2 . No new influenza virus subtypes detected in humans. • A circulating animal virus subtype may be detected in animals. • There may be a substantial risk of human disease. City of Arcadia Part One - 55 EMERGENCY OPERATIONS PLAN February 2013 Phase 3 • Humans have been infected with a novel virus subtype but human -to -human transmission has not occurred or only in rare instances of close contact. Phase 4 • Small cluster(s) of cases with limited human -to- human transmission are documented, but spread is highly localized. • Virus is not well adapted to humans. Phase 5 • Larger cluster(s) appear, but human -to -human spread is still localized, suggesting that the virus is becoming increasingly better adapted to humans, but may not yet be highly transmissible. • The risk of pandemic is now substantial. Phase 6 1 • Increased and sustained transmission is documented in the general population. Phase 7 • Continuing public health actions, including communication with the public on issues such as when public gatherings can resume and continued monitoring of possible outbreaks of infection, etc. The Los Angeles County Department of Public Health (LACDPH) is the lead agency for the county's response. LACDPH will work closely with local jurisdictions to ensure that: • Planning efforts are consistent throughout the county; • Official information will be provided to the jurisdictions in a timely manner; • Pharmaceutical distribution planning, training and exercising is conducted; and • The organization is SEMS /NIMS compliant. Specific Situation In highly urbanized and densely populated Los Angeles County, quarantine and isolation practices would not be enforceable or practical. The City will work in conjunction with county, state and federal agencies to aggressively promote basic sanitation and hygiene public education programs. The City will, at the direction of the Public Health Officer for Los Angeles County, implement the procedures and protocols as outlined in the Pandemic Influenza Annex in Part Three of this plan. Emergency Response Actions Emergency response actions applicable to all hazards are included in Part Two Annexes, Checklist Actions for each Section. Reference: County of Los Angeles Department of Public Health, All- Hazards Emergency Management Plan, Annex 11, Operational Plan for Implementation and Enforcement of Isolation and Quarantine Measures City of Arcadia Part One - 56 EMERGENCY OPERATIONS PLAN February 2013 Threat Assessment 12 Windstorm General Situation A windstorm is defined as a storm that is marked by high winds with little or no precipitation. There are a variety of weather events that fit into this category including Santa Ana winds, tornadoes, microbursts, and macro bursts. All of these are different in nature, but carry the same damaging potential. Santa Ana winds generally develop as a result of a high pressure buildup over the Great Basin, the high plateau area east of the Sierra Mountains and west of the Rocky Mountains; this includes most of Nevada and Utah. Since the winds originate from the desert, the air is dry and warm. The natural clockwise circulation of wind currents around the center of this high pressure area causes the air to rush down slope and compress. The compression of the air, at a rate of 5 degrees every 1,000 feet, causes it to further dry and increase in temperature. Tornadoes are formed as a result of changes in wind direction and speed. These changes are created by a difference in air composition; the air near the ground is warm and moist with cool air above. The intensity and wind strength of a tornado is measured typically by the Fujita Tornado Damage Scale. With a scale increasing in intensity from a FO to F6, it correlates the amount of damage a tornado creates to its estimated wind speed. Microbursts and macro bursts are similar in nature, but differ in time duration and the area affected. Microbursts generally last less than 5 minutes and cover an area with a width smaller than 2.5 miles. In contrast, macro bursts could possibly last anywhere from 5 to 30 minutes with an area covering a width longer than 2.5 miles. Both types have a possible wind speed ranging from 39 mph up to 117 mph. These wind events have been described analogously to a fast - running faucet stream hitting the bottom of a sink. Fast moving, dry air descends from the upper regions of a severe thunderstorm striking the ground and spreading in different directions. The cause is a result of extremely strong evaporative cooling or by heavy rain. Specific Situation Santa Ana winds typically occur between the months of October and March. The name derives from either its point of origin or the location where the wind develops in velocity; the first is the Santa Ana River Valley and the latter is the Santa Ana Canyon, southeast of Los Angeles. Winds measured by the National Weather Service with speeds above 25 knots are categorized as Santa Ana winds. The winds begin from the east or northeast, and move through below the passes and canyons of the coastal ranges of Southern California and the Los Angeles Basin. A windstorm event in the region can range from short term microburst activity lasting only City of Arcadia Part One - 57 EMERGENCY OPERATIONS PLAN February 2013 minutes to a long duration Santa Ana wind condition that can last for several days as in the case of the January 2003 and November/ December 2011 Santa Ana wind event. Windstorms in the City of Arcadia area can cause extensive damage including heavy tree stands, exposed properties, road and highway infrastructure, and critical utility facilities. This can result in the involvement of City of Arcadia's emergency response personnel during a wide - ranging windstorm or microburst tornadic activity. Both residential and commercial structures with weak reinforcement are susceptible to damage. Debris carried along by extreme winds can directly contribute to loss of life and indirectly to the failure of protective building envelopes, siding, or walls. When severe windstorms strike a community, downed trees, power lines, and damaged property can be major hindrances to emergency response and disaster recovery. One of the most common problems associated with windstorms is power outage. High winds commonly occur during windstorms, and can cause trees to bend, sag, or fail. These parts then come into contact with nearby distribution power lines. Fallen trees can cause short- circuiting and conductor overloading. Wind- induced damage to the power system can also cause power outages to customers, incur costs to make repairs, and in some cases can lead to ignitions that start wild land fires. Emergency Response Actions Emergency response actions applicable to all hazards are included in Part Two Annexes, Checklist Actions for each Section. Note: For more detailed information on windstorms, refer to the City's Local Hazard Mitigation Plan. City of Arcadia Part One - 58 EMERGENCY OPERATIONS PLAN February 2013 Part One, Section Seven Hazard Mitigation Purpose This section establishes actions, policies and procedures for implementing hazard mitigation programs at the local level. Authorities and References The following laws and regulations govern the hazard mitigation process: • Disaster Mitigation Act (DMA2000) (PL106 -390) Section 322 Mitigation Planning establishes the requirement for local, state and tribal mitigation plans • Disaster Mitigation Act (DMA2000) (PL106 -390) Section 203 authorizes the Pre - disaster Mitigation (PDM) grant program • Robert T. Stafford Disaster Assistance and Emergency Relief Act (Stafford Act) (PL93 -288) Section 404 authorizes the Hazard Mitigation Grant Program (HMGP) • 44 CFR (Code of Federal Regulations, Title 44) Parts 201 and 206 implement policies and procedures that apply to Mitigation Planning and the Hazard Mitigation Grant Program • National Flood Insurance Act established the National Flood Insurance Program (NFIP) and the Flood Mitigation Assistance (FMA) Program • California Emergency Services Act, Chapter 7, Division 1, Title 2 of the Government Code California Disaster Assistance Act (CDAA), 406 Mitigation General Hazard mitigation is defined as any action taken to reduce or eliminate the long -term risk to human life and property from disasters. Section 322 of Public Law 106 -390 requires, as a condition of receiving certain federal disaster aid, that local governments develop a mitigation plan that outlines processes for identifying the natural hazards, risks and vulnerabilities in their jurisdiction. Mitigation plans must: • Describe actions to mitigate hazards, risks and vulnerabilities identified under the plan • Establish a strategy to implement those plans Specific plan requirements are listed in 44 CFR Section 201.6. Local jurisdictions without an approved hazard mitigation plan will not be eligible to receive funds for the Hazard Mitigation Grant (HMGP), Pre - Disaster Mitigation (PDM) or Flood Mitigation Assistance (FMA) programs. Local mitigation plans are the jurisdiction's commitment to reduce risks from natural hazards and guide decision makers as they commit resources to reduce the damage from natural hazards. Hazard mitigation planning and actions are continuous year -round efforts. City of Arcadia Part One - 59 EMERGENCY OPERATIONS PLAN February 2013 Hazard Mitigation Grants Pre - Disaster Mitigation (PDM) The Pre - Disaster Mitigation (PDM) grant program may provide financial assistance to local jurisdictions to develop and update plans or identify and mitigate pre- disaster conditions to reduce vulnerability. PDM funding is provided through the National Pre - Disaster Mitigation Fund and is subject to Congressional appropriations. PDM projects are nationally competitive and opportunities to apply for grants are announced once a year by the California Emergency Management Agency. Hazard Mitigation Grant Program (HMGP) Following a disaster, mitigation opportunities and financial assistance may be available through the Hazard Mitigation Grant Program (HMGP). The program funds projects that are cost - effective and which substantially reduce the risk of future damage, hardship, loss or suffering as a result of a natural disaster. The HMGP is funded for each disaster. Total allocation is based upon a sliding scale of between 7.5 and 15 percent of the Federal Emergency Management Agency's (FEMA) estimate of all public infrastructure damages (not emergency work) and individual assistance costs in a particular disaster. As an incentive to encourage the development of local plans, DMA2000 permits local governments to be eligible for up to a 20 percent share of the total damages estimated in the Public and Individual Assistance programs if they have an approved local hazard mitigation plan. HMGP awards are competitive among jurisdictions that are part of the disaster declaration. Flood Mitigation Assistance Program (FMA) FEMA's Flood Mitigation Assistance Program (FMA) provides funding to communities to reduce or eliminate the long -term risk of flood damage to buildings, manufactured homes and other structures insurable under the National Flood Insurance Program (NFIP). The program provides grants for mitigation planning, projects and technical assistance to reduce claims under the NFIP. A priority of the FMA Program is to fund flood mitigation activities that reduce the number of repetitive loss structures insured by the NFIP. Repetitive loss structures are those that have sustained two or more losses, each exceeding $1,000, within a ten year period. FEMA encourages communities to develop plans that address repetitive loss properties. The federal contribution for an individual HMGP, PDM or FMA project can be up to 75 percent of the cost of the proposed project with applicants providing matching funds through a combination of either state, local or private sources. Awards go to projects that best demonstrate the goals and objectives of local mitigation programs. HMGP funding City of Arcadia Part One - 60 EMERGENCY OPERATIONS PLAN February 2013 may not be used to fund any mitigation project that is eligible under Public Assistance or other federal programs, though it may be used to complement or enhance mitigation funded under Individual or Public Assistance. Implementation Following each Presidentially declared Emergency or Major Disaster, the Regional Director of the Federal Emergency Management Agency (FEMA) and the Governor sign a document called the Federal /State Agreement. This agreement includes appropriate provisions for hazard mitigation, such as: • Evaluating or having the applicant evaluate specific natural hazards in the disaster area and making appropriate recommendations to mitigate them • Following up with applicants to ensure that the appropriate hazard mitigation actions are taken • Following up with applicants to ensure that the appropriate hazard mitigation plans are developed and submitted to the FEMA Regional Director for concurrence • Reviewing and updating disaster mitigation portions of emergency plans A hazard mitigation officer is appointed for the state and local applicant. These individuals constitute the hazard mitigation survey team which will: • Identify significant hazards in the affected areas, giving priority to disaster - related hazards • Evaluate impacts of these hazards and recommend mitigation measures The hazard mitigation survey team uses information from Project Worksheets (PWs) and visits selected sites where significant damage has occurred. The survey team is responsible for ensuring an adequate consultation among interested federal, state and local parties. The survey team also prepares a hazard mitigation plan which is submitted to the FEMA Regional Director through the Governor's Authorized Representative within 180 days after a Presidential declaration. The plan: • Recommends hazard mitigation measures for local, state and federal agencies • Establishes short and long -term planning frameworks for implementation of hazard mitigation efforts The State sets mitigation priorities and awards for HMGP grants. FEMA conducts the final eligibility review to ensure that all projects are compliant with Federal regulations. This includes the Federal law that requires States and communities to have FEMA- approved mitigation plans in place prior to receipt of HMGP project funds. Responsibilities Hazard mitigation measures include avoidance, reduction and land use regulations. Key responsibilities of local governments are to: • Participate in the process of evaluating hazards and adoption of appropriate hazard mitigation measures, including land use and construction standard • Appoint a Local Hazard Mitigation Officer, if appropriate City of Arcadia Part One - 61 EMERGENCY OPERATIONS PLAN February 2013 • Participate on Hazard Mitigation Survey Teams and Inter - agency Hazard Mitigation Teams, as appropriate • Participate in the development and implementation of Section 409 plans or plan updates, as appropriate • Coordinate and monitor the implementation of local hazard mitigation measures City of Arcadia Part One - 62 EMERGENCY OPERATIONS PLAN February 2013 Part One, Section Eight Emergency Operations Concept of Operations The City will operate under the following policies during a disaster /emergency as the situation dictates: • The Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) will be followed. • All City and department operating procedures will be adhered to unless directed otherwise by the Director of Emergency Services. • All on -duty personnel are expected to remain on duty until relieved of duty. Off -duty personnel will be expected to return to work in accordance with the City's policies. • While in a disaster mode, work shifts typically will be 12 hours on and 12 hours off for the duration of the event. The City's work shifts will typically begin at 6:00 a.m. and 6 p.m. The length of the work shifts may be adjusted to meet local conditions. City Emergency Management Organization and Responsibilities The City's Disaster /Emergency Management Organization (including emergency /disaster response and recovery) will be directed by the City Manager who serves as the Director of Emergency Services and has the responsibility for: Implementing the SEMS /NIMS Emergency Operations Plan (EOP) Working with the City Council and Disaster Board per Section 2211.2 of the City's Municipal Code Oversee all City disaster preparedness The designated EOC Director has overall responsibility for: • Organizing, staffing and operating the Emergency Operations Center (EOC) • All communications and warning systems • Providing information and guidance to the public • Maintaining information on the status of resources, services and operations • Directing overall operations • Obtaining support for the City and providing support to other jurisdictions as required • Identifying and analyzing potential hazards and recommending appropriate countermeasures • Collecting, evaluating and disseminating damage assessment and other essential information • Providing status and other reports to the Operational Area The City's EOC Functions Chart is in Chart 2 and correlates to the City's Emergency /Disaster Responsibilities Matrix in Chart 3. City of Arcadia Part One - 63 EMERGENCY OPERATIONS PLAN February 2013 Chart 2 - SEMS /NIMS EOC Function Chart EOC Director PIO W Security Safety Liaison EOC Coordinator Operations Planning /Intel Logistics F Fire H HSituation StatuslH Resources IH Purchasing Public Works Demobilization Facilities Technical Specialists This ICS organization chart represents a -full scale EOC activation for a large organization. The EOC for the City may not have all branches and units fully staffed, depending on the nature and extent of an event. To maintain the span of control, deputies may be appointed. When sections, branches or units are not activated, the responsibility for those functions rises to the next highest level of supervision. The EOC Director is responsible for maintaining the appropriate staffing levels. City of Arcadia Part One - 64 Law Documentation Procurement I = Coroner Damage Information 1H Time Assessment Systems Health &Medical Advance 1H Transportation Comp /Claiims Planning Care & Shelter Initial Recovery 1H Personnel Cost Analysis Public Works Demobilization Facilities Technical Specialists This ICS organization chart represents a -full scale EOC activation for a large organization. The EOC for the City may not have all branches and units fully staffed, depending on the nature and extent of an event. To maintain the span of control, deputies may be appointed. When sections, branches or units are not activated, the responsibility for those functions rises to the next highest level of supervision. The EOC Director is responsible for maintaining the appropriate staffing levels. City of Arcadia Part One - 64 EMERGENCY OPERATIONS PLAN February 2013 Chart 3 P= Primary S= Support City Emergency/ Disaster Responsibilities Matrix EOC Director. Liaison Officer EOC Coordinator Safety Officer Security Officer Legal Advisor 0 Coroner Unit Care & Shelter Branch Health & Medical Branch 0 Public Works Branch Building & Safety Branch Plans/Intelligence Coord. Situation Status Unit Documentation Unit Damage Assessment Unit Recovery Planning Unit Demobilization Unit Technical Specialists Logistics Section Coord. Transportation • Procurement Information Systems Comp & Claims Unit Cost Recovery Cost Analysis City of Arcadia Part One - 65 EMERGENCY OPERATIONS PLAN February 2013 City Disaster Board In accordance with the California Emergency Services Act, the City was accredited by the State of California Emergency Council. The primary role of the Disaster Board is to develop and recommend for adoption the City's emergency plan, emergency services organization, mutual aid plans and agreements and any other emergency management - related rules and regulations. The membership of the Disaster Board is designated in Ordinance 2211.1.1. The membership of the Board is as follows: Mayor (Chairman), Director of Emergency Services (Vice Chairman), Assistant Director of Emergency Services, Section Chiefs of Emergency Services identified in the City's emergency plan and representatives of local groups and organizations (e.g., civic, business, labor, etc.) appointed by the Director, with the advice and consent of the City Council. The Disaster Board meets as specified by the City ordinance (upon call of the Chairman, or in his /her absence, the Vice Chairman). Given the role assigned to the Disaster Board by State law, it should be convened when a significant change is made to the City's emergency services organization or emergency plans or in the event of a major disaster. Employee Assignments and Responsibilities California Labor Code §3211.92(b) identifies public agency employees as Disaster Service Workers. Consequently, all on -duty City employees are expected to remain at work. Off - duty employees should report for work in accordance with City policy. If at home when a disaster occurs, employees are expected to ensure the welfare of their families and homes before reporting to work. (See Appendix B for any City policies regarding disaster assignments.) At the time of an emergency, all City employees are eligible to be called upon to assume an emergency assignment. Should that become necessary, the City Manager may suspend normal City business activities. The Personnel Unit in the City EOC Logistics Section will coordinate recruiting, orienting and assigning City employees and volunteers to emergency tasks, as directed by the Director of Emergency Services. In addition to being available for an emergency assignment, it is the responsibility of all City staff to: • Be familiar with the City emergency organization, concept of emergency operations and the procedures outlined in this Emergency Operations Plan (EOP). • Be familiar with department emergency procedures. • Attend required emergency training and exercises. • Maintain proficiency in any special skills needed for emergency assignment. City of Arcadia Part One - 66 EMERGENCY OPERATIONS PLAN February 2013 City Employee Notification and Recall (See Part Two Appendix A) For obvious emergencies, (e.g., major earthquakes measuring a 5.0 on the Richter Scale): • Employees pre- assigned to an emergency role /EOC function should automatically report to their duty station. • All other employees must: • Follow their respective department response plans • Monitor radio stations and news outlets • Attempt to make contact with City Hall • Report for their next scheduled shift if no emergency instructions are available For all other events, department managers will implement telephone calling trees or other means of notifying employees (e.g., pager, radio, etc.) and provide instructions on when and where to report. Emergency Operations Center (EOC) In normal conditions, day -to -day operations are conducted by departments and agencies that are widely dispersed throughout the City. In a major emergency or disaster, the City will use an Emergency Operations Center (EOC), from which centralized disaster /emergency management can be performed. This facilitates a coordinated response by the City and representatives of other organizations who are involved in the emergency response and recovery. The level of EOC staffing will vary with the specific disaster /emergency situation. An EOC provides a central location for information and decision - making, and allows for face -to -face coordination among personnel who must make emergency decisions. The following functions may be performed in the City's EOC: • Managing and coordinating disaster /emergency operations • Receiving and disseminating warning information • Developing emergency policies and procedures • Collecting intelligence from, and disseminating information to, the various EOC representatives and to County, State, Federal and other agencies • Preparing intelligence summaries, situation reports, operational reports and other reports • Maintaining maps, display boards and other disaster related information • Continuing analysis of disaster information • Coordinating operational and logistical support • Maintaining contact and coordination with department operations centers (DOCs), other local government EOCs and the Operational Area • Providing disaster /emergency information to the public and making official releases to the news media • Communications City of Arcadia Part One - 67 EMERGENCY OPERATIONS PLAN February 2013 Resource dispatching and tracking City emergency /disaster response and recovery operations will be managed in one of three modes, depending on the magnitude of the emergency /disaster. A. Level One Level One activation may be a minor to moderate incident wherein local resources are adequate and available. A Local Emergency may or may not be proclaimed. The City EOC may be activated at a minimal level or may not be activated. Off -duty personnel may be recalled. B. Level Two Level Two activation may be a moderate to severe emergency /disaster wherein local resources are not adequate and mutual aid may be required on a regional or even statewide basis. Key management level personnel from the principal involved agencies will co- locate in a central location to provide jurisdictional or multi - jurisdictional coordination. The EOC should be activated. Off -duty personnel may be recalled. A Local Emergency may be proclaimed by the City /County and a State of Emergency may be proclaimed by the Governor. C. Level Three Level Three activation may be a major local or regional disaster wherein resources in or near the impacted area are overwhelmed and extensive state and /or federal resources are required. A Local Emergency (City /County) and a State of Emergency (Governor) will be proclaimed and a Presidential Declaration of an Emergency or Major Disaster will be requested. All response and early recovery activities will be conducted from the EOC. Most off -duty personnel will be recalled. EOC Location and Description Due to the sensitive nature of the location of the EOC, this information is found in Part Two Appendix A (Restricted Use) of this Plan. The alternate EOC may be activated when the primary EOC is unusable. The Logistics Section will coordinate the relocation to the alternate EOC. The operational functions of the alternate EOC will be the same as those of the primary EOC. EOC Displays Because the EOC's major purpose is gathering and sharing information for coordinated emergency response, status boards may be used to track information. All EOC sections must track information so that other EOC staff can quickly comprehend what actions have been taken, what resources are available and the damage in the City resulting from the City of Arcadia Part One - 68 EMERGENCY OPERATIONS PLAN February 2013 disaster. The Planning /Intelligence Section is responsible for coordinating displays of information A Significant Events Log should be compiled for the duration of the emergency. It is the responsibility of the Planning /Intelligence Section to record key disaster information in the logs. EOC Communications Communications in the EOC include telephone, City radio, 911 emergency system, and amateur radio. Communication facilities will be continuously staffed during emergencies, either by volunteers or city staff. The Logistics Section is responsible for communications. EOC Facility Management Management of and maintaining operational readiness of the primary and alternate EOC facilities is the responsibility of the Emergency Services Coordinator. The EOC Director will have the primary responsibility for ensuring that the City Council is kept informed of the situation and will bring all major policy issues to the Council for review and decision. EOC Activation Policy The EOC is activated when field response agencies need support, a citywide perspective is needed or multiple - departments need to coordinate their response. Activated EOCs may be partially or fully staffed to meet the demands of the situation. The Operational Area must be notified via the designated countywide emergency reporting systems when the EOC is activated. The Disaster Management Area Coordinator must also be notified. (Contact Information can be found in Part Two- Section 2A) When to Activate the EOC An emergency situation that has occurred or might occur that will require a large commitment of resources from two or more City Departments over an extended period of time. Examples include: an earthquake, brush fire, bombing, flooding, major hazardous material incident, civil disturbance, aircraft disaster, high rise structure fire, severe weather conditions, uncontrolled release or dam failure, act of terrorism, large -scale school incident and special events. An impending or declared "State of War Emergency ". City of Arcadia Part One - 69 EMERGENCY OPERATIONS PLAN February 2013 Who Can Activate the EOC The following individuals, either acting as the EOC Director or on behalf of the EOC Director, or their appointed representatives (as referenced in Part One, Section Nine, Continuity of Government Lines of Succession) are authorized to activate the EOC: • City Manager • Assistant City Manager • Fire Chief • Police Chief • Public Works Services Director EOC Activation Guidelines • Callan official who has authority to activate the EOC (see list above) and request activation to the level needed. • Identify yourself as the Incident Commander or other appropriate authority and provide a call -back confirmation phone number. • Briefly describe the emergency /disaster situation requiring the EOC activation. Identify in general what EOC functions will be needed. EOC Activation Procedures Determine level of EOC activation and staffing levels (See Chart 4, EOC Activation and Staffing Guidelines) • Notify EOC staff • Set up the EOC • Notify the Operational Area and your Disaster Management Area Coordinator (DMAC) that the City EOC has been activated All employees, elected officials and partner agencies will be advised when either the EOC or alternate EOC is activated. See Part Two, Section B for further information. EOC Deactivation Procedures • The EOC Director will determine which units, branches or sections are no longer needed and order EOC deactivation to begin. • Deactivated units will complete all required paperwork and transfer any remaining tasks or responsibilities to the appropriate unit, branch or section. • As EOC deactivation continues, this process will repeat itself. • The deactivation should be overseen by the Demobilization Unit to ensure procedures are followed. • Notify the Operational Area and your Disaster Management Area Coordinator (DMAC) when the EOC deactivation is complete. City of Arcadia Part One - 70 EMERGENCY OPERATIONS PLAN February 2013 Chart 4 EOC Activation and Staffing Guidelines Event /Situation Activation Minimum Staffing Level Events with potential impacts on the health and One EOC Director safety of the public and /or environment Other Designees Severe Weather Issuances (see Part Two, Operations Annex Supporting Documents- Note: May be limited to NWS) Department Operations Center activation. Significant incidents involving 2 or more Departments Power outages and Stage 1 and 2 power Emergencies Earthquake Advisory /Prediction Level One Two or more large incidents involving 2 or Two EOC Director more departments Section Coordinators, Earthquake Advisory /Prediction Level Two or Branches Three and Units as appropriate to situation Liaison /Agency Major wind or rain storm Wildfire affecting developed area representatives as appropriate. Public Information Officer Major scheduled event Large scale power outages and Stage 3 power emergencies Earthquake with damage reported. Hazardous materials incident involving large -scale or possible large -scale evacuations Events with potential impacts on the health and safety of the public and /or environment Major city or regional emergency - multiple Three All EOC positions departments with heavy resource involvement Earthquake with damage in the City or adjacent cities. Events with potential impacts on the health and safety of the public and /or environment City of Arcadia Part One - 71 EMERGENCY OPERATIONS PLAN February 2013 Coordination with the Field Response Level Coordination among SEMS levels is clearly necessary for effective emergency response. In a major disaster /emergency, the City's EOC may be activated to coordinate the overall response while the Incident Command System is used by field responders. Incident Commanders may report to department operations centers (DOCs) which in turn will coordinate with the EOC. In some jurisdictions Incident Commanders may report directly to the EOC, usually to their counterpart in the Operations Section Communication and Coordination with the Operational Area Level Communications should be established between all cities and the Operational Area. Designated countywide emergency reporting systems should be used to coordinate and communicate reports and resource requests with the Operational Area EOC. If those systems are not available, all reports and requests are to be sent to the contact Sheriff's Station by means coordinated with and agreed to by the Watch Commander and City staff. The Sheriff's Station will then be responsible for sending the information to the Operational Area EOC. (See Charts 5 -A and 5 -113, Information Reporting Process.) A City should report its status to the Operational Area EOC whether or not it has any disaster damage. The Operational Area will use the Multi- Agency Coordinating System (MACS) concept when developing response and recovery operations. Reporting to the Operational Area City reports and notifications are to be made to the Operational Area. These reports and notifications include: • Activation of the EOC • Proclamation of a Local Emergency • Reconnaissance (Recon) Reports • City Status Reports • Initial Damage Estimates • Incident Reports • Resource Requests Established reporting procedures include: = Use of the designated countywide emergency reporting system (O.A.R.R.S.) = Phoning or faxing information to the Operational Area EOC = Contacting the contact Sheriff's Station (Temple Station) by means coordinated with and agreed to by the Watch Commander and city staff. The Temple Station is responsible for sending the information to the Operational Area EOC City of Arcadia Part One - 72 EMERGENCY OPERATIONS PLAN February 2013 Verify with the Operational Area EOC as soon as possible that they have received your reports Making contact via amateur radio (Disaster Communications Service) (Reference: Los Angeles County Operational Area Disaster Information Reporting Procedures.) (See Part Two Appendix A for listing of Contact Sheriff's Stations.) City of Arcadia Part One - 73 EMERGENCY OPERATIONS PLAN February 2013 Chart 5 -A City to Operational Area Information Reporting System — O.A.R.R.S. Is Operational DISASTER OCCURS City EOC is activated Contact your Disaster Management Area Coordinator IF O.A.R.R.S. IS OPERATIONAL Enter Initial Event via O.A.R.R.S. if it is not already in the system City should call OEM (during normal work hours) or Duty Officer (after work hours) to verify receipt of the report unless OEM has already verified with the city If County cannot verify receipt of report, see Chart 5 -13 All Cities should enter Recon Report in 30 minutes (even in not impacted) City should call OEM (during normal work hours) or Duty Officer (after work hours) to verify receipt of the Recon Report unless OEM has already verified receipt with the City Reports and Updates: City Status Report (first report filed within 2 hours; subsequent reports as conditions change) Initial Damage Report (when possible or when requested) Resource Requests (ongoing) Major Incident Reports (ongoing) Messages (ongoing) OEM will make notification to OES and OES will notify other levels of government Note: Telephone numbers for the various agencies are located in Appendix A (Restricted Use) City of Arcadia Part One - 74 EMERGENCY OPERATIONS PLAN February 2013 Chart 5 -B City to Operational Area Information Reporting System — O.A.R.R.S. Is Not Operational DISASTER OCCURS City EOC is activated Contact your Disaster Management Area Coordinator IF O.A.R.R.S. IS NOT OPERATIONAL Notify your Contact Sheriff Station of the Initial Event Contact Sheriff Station notifies the Emergency Operations Bureau (EOB) and then relays all reports from the City (both Initial and follow -up) to the EOB until O.A.R.R.S. is operational EOB notifies OEM of all reports from the City City should contact OEM (during normal work hours) or Duty Officer (after work hours) to verify receipt of all reports and updates unless OEM has already verified receipt with the City Reports and Updates: Recon Report (all cities should enter in 30 minutes even if not impacted) City Status Report (first report filed within 2 hours; subsequent reports as conditions change) Initial Damage Report (when possible or when requested) Resource Requests (ongoing) Major Incident Reports (ongoing) Messages (ongoing) OEM will make notification to OES and OES will notify other levels of government Follow these procedures until O.A. R. R.S. is operational Note: 1) Telephone numbers for the various agencies are located in Appendix A (Restricted Use) 2) In the event all communication systems are down, relay information to Contact Sheriff Station via runner. City of Arcadia Part One - 75 EMERGENCY OPERATIONS PLAN February 2013 Resource Request Process When a disaster or emergency occurs, the City will use its own internal assets to provide emergency services. If the City's internal assets are not sufficient, the City will normally make a request to a neighboring jurisdiction for assistance. Internal assets include supplies and equipment available from local vendors. • If resources are still not available, resource requests should be directed to the Operational Area EOC via the designated countywide emergency reporting systems. • Existing mutual aid agreements and financial protocols will be followed. City of Arcadia Part One - 76 EMERGENCY OPERATIONS PLAN February 2013 Chart 6 SEMS /NIMS Emergency Activities Flow Chart DISASTER EVENT OCCURS Director of Emergency Services determines extent of EOC activation Make notifications of EOC activation to elected officials and City staff Set up EOC Make notifications of EOC activation to outside agencies: Op Area, DMAC, Contact Sheriff Station, Neighboring Cities and others EOC briefing regarding current status Begin initial EOC operations Sustained EOC operations and begin initial recovery planning Extended recovery operations Deactivation /Demobilization of EOC Debriefing and critique of incident After - Action Report (AAR) /Corrective Action Report (CAR) Revision of EOP /SOPs /SOGs based on AAR /CAR Recovery operations continue City of Arcadia Part One - 77 EMERGENCY OPERATIONS PLAN February 2013 Part One, Section Nine Continuity of Government Purpose A major disaster could result in great loss of life and property, including the death or injury of key government officials. At the same time, there could be partial or complete destruction of established seats of government, and the destruction of public and private records essential to continued operations of government and industry. In the aftermath of a major disaster, law and order must be preserved and essential government services must be maintained. This preservation is best accomplished by civil government. To this end, it is particularly essential that local government continue to function. Applicable portions of the California Government Code and the State Constitution (cited in the next paragraphs) provide authority for the continuity and preservation of state and local government. Responsibilities Government at all levels is responsible for providing continuous, effective leadership and authority under all aspects of emergency services operations (prevention, preparedness, response, recovery and mitigation). Under California's concept of mutual aid, local officials remain in control of their jurisdiction's emergency operations while other jurisdictions may provide additional resources upon request. A key aspect of this control is to be able to communicate official requests, situation reports and emergency information during any disaster a community might face. Preservation of Local Government Article 15 of the California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code) provides the authority, as well as the procedures to be employed, to ensure continued functioning of political subdivisions within the State of California. Generally, Article 15 permits the appointment of up to three standby officers for each member of the governing body, and up to three standby officers for the chief executive, if not a member of the governing body. Article 15 provides for the succession of officers who head departments responsible for maintaining law and order, or in furnishing public services relating to health and safety. Article 15 also outlines procedures to assure continued functioning of political subdivisions in the event the governing body, including standby officers, is unavailable to serve. City of Arcadia Part One - 78 EMERGENCY OPERATIONS PLAN February 2013 The Emergency Services Act provides for the preservation of city government in the event of a major disaster. Lines of Succession for Officials with Emergency Responsibilities The first step in assuring continuity of government is to have personnel who are authorized and prepared to carry out emergency actions for government in the event of a natural, technological or national security disaster. City Council Article 15, Section 8638 of the Emergency Services Act authorizes governing bodies to designate and appoint three standby officers for each member of the governing body and for the chief executive, if not a member of the governing body. Standby officers may be residents or officers of a political subdivision other than that to which they are appointed. Standby officers take the same oath as regular officers and are designated Number 1, 2 or 3 as the case may be. Article 15, Section 8644 of the Emergency Services Act establishes a method for reconstituting the governing body. It authorizes that, should all members, including all standbys be unavailable, temporary officers shall be appointed as follows: • By the chairman of the board of the county in which the political subdivision is located, or • By the mayor of any city within 150 miles (nearest and most populated down to farthest and least populated). Article 15, Section 8642 of the Emergency Services Act authorizes local governing bodies to convene as soon as possible whenever a State of War Emergency, State of Emergency, or Local Emergency exists, and at a place not necessarily within the political subdivision. Article 15, Section 8643 Emergency Services Act describes the duties of a governing body during emergencies as follows: Ascertain the damage to the jurisdiction and its personnel and property. Reconstitute itself and any subdivisions. Perform functions in preserving law and order and furnishing local services. Director of Emergency Services A successor to the position of Director of Emergency Services is appointed by the City Council. The succession occurs: • Should the Director be unavailable or unable to serve, the positions listed below, in order, shall act as the Director of Emergency Services. City of Arcadia Part One - 79 EMERGENCY OPERATIONS PLAN February 2013 • The individual who serves as acting Director shall have the authority and powers of the Director, and will serve until the Director is again able to serve, or until a successor has been appointed by the City Council. • First Alternate: Assistant City Manager • Second Alternate: Fire Chief • Third Alternate: Police Chief • Fourth Alternate: Director of Public Works Services Notification of any successor changes shall be made through the established chain of command. Department Heads Article 15, Section 8637 of the Emergency Services Act authorizes political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and /or health and safety. (See Chart 7 - Lines of Succession.) Temporary City Seat and City Council Meeting Location Section 23600 of the California Government Code provides among other things: The City Council shall designate alternative city seats which may be located outside city boundaries. Real property cannot be purchased for this purpose. Additional sites may be designated if needed. In the event the primary location is not usable because of emergency conditions, the temporary seat of city government will be as follows: • First Alternate: Arcadia Public Library, 20 W. Duarte Rd. • Second Alternate: Community Center, 375 W. Huntington Dr. • Third Alternate: Arcadia Unified School District, Administration Building, 234 Campus Dr. Preservation of Vital Records The following individuals are responsible for the preservation of vital records in the City: 1) City Clerk 2) City Attorney and /or assigned liaison Vital records are defined as those records that are essential to: • Protect and preserve the rights and interests of individuals, governments, corporations and other entities. Examples include contracts, legislative City of Arcadia Part One - 80 EMERGENCY OPERATIONS PLAN February 2013 actions, land and tax records, license registers, birth and death records and articles of incorporation. Conduct emergency response and recovery operations. Records of this type include utility system maps, locations of emergency supplies and equipment, emergency operations plans and procedures, personnel rosters, etc. Reestablish normal governmental functions and protect the rights and interests of government. Constitutions and charters, statutes and ordinances, court records, official proceedings and financial records would be included here. Record depositories should be located well away from potential danger zones and /or housed in facilities designed to withstand most destructive forces. This is an ongoing process. Each department within the City should identify, maintain and protect its own essential records. For information on the storage of vital records, please refer to the Vital Records section in Appendix A of this Plan. The Appendix contains confidential and sensitive information and is not a public document. References • Judicial System, Article VI, Section 1, 4, 5 and 10, of the Constitution of California • Local Government, Article XI, of the Constitution of California • Preservation of Local Government, Article 15 of the California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code) • Temporary County Seats, Section 23600, Article 1 of Chapter 4 of Division of Title 3 of the Government Code City of Arcadia Part One - 81 EMERGENCY OPERATIONS PLAN February 2013 Chart 7 Continuity of Government Lines of Succession Service /Department City Manager Title /Position 1. City Manager 2. Assistant City Manager City Fire 1. Fire Chief 2. Deputy Fire Chief 3. Battalion Chief City Police 1. Chief of Police 2. Captain 3. Lt./ Watch Commander Public Works 1. Director of Public Works Services 2. Deputy Director of Public Works Services 3. Street Superintendent City Clerk 1. Chief Deputy City Clerk 2. Deputy City Clerk 3. Administrative Secretary Development Services 1. Development Services Director 2. Deputy Dir. of Dev. Services/ City Engineer 3. Community Dev. Administrator Library & Museum Services 1. Director of Library & Museum Services 2. Library Services Manager Recreation 1. Dir. of Recreation & Community Services 2. Asst. Dir. Of Recreation & Community Services 3. Recreation Supervisor Human Resources 1. Human Resources Administrator 2. Senior Human Resources Analyst 3. Human Resources Technician Public Information 1. Communications, Marketing, & Special Projects Manager 2. Fire Administrative Specialist Administrative Services 1. Administrative Services Director 2. City Treasurer/ Financial Services Manager City of Arcadia Part One - 82 EMERGENCY OPERATIONS PLAN February 2013 Part One, Section Ten Emergency Proclamation Process General The California Emergency Services Act provides the basic authorities for conducting emergency operations following a proclamation of Local Emergency, State of Emergency or State of War Emergency by the Governor and /or appropriate local authorities, consistent with the provisions of the Act. There are three types of proclamations of emergency in the State of California: Local Emergency, State of Emergency and State of War Emergency. Local Emergency (City) A Local Emergency may be proclaimed by the City Council or by the Director or Assistant Director of Emergency Services as specified by Ordinance No. 2213.2.1, adopted by the City Council. A Local Emergency proclaimed by the Director or Assistant Director of Emergency Services must be ratified by the City Council within seven days. The governing body must review the need to continue the proclamation at least every fourteen days (or every twenty -one days if the governing body does not meet at least weekly) until the Local Emergency is terminated. The Local Emergency must be terminated by resolution as soon as conditions warrant. Proclamations are normally made when there is an actual incident or threat of disaster or extreme peril to the safety of persons and property within the City caused by natural or man -made situations. The proclamation of a Local Emergency provides the governing body with the legal authority to: • If necessary, request that the Governor proclaim a State of Emergency and /or request a Presidential declaration. • Promulgate or suspend orders and regulations necessary to provide for the protection of life and property, including issuing orders or regulations imposing a curfew within designated boundaries. • Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans or agreements. • Request state agencies and other jurisdictions to provide mutual aid. • Require the emergency services of any local official or employee. • Requisition necessary personnel and materials from any local department or agency. • Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use. • Impose penalties for violation of lawful orders. • Conduct emergency operations without incurring legal liability for performance, or failure of performance. (Note: Article 17 of the City of Arcadia Part One - 83 EMERGENCY OPERATIONS PLAN February 2013 Emergency Services Act, Section 8655, provides for certain privileges and immunities.) Note: Emergency proclamation forms are in Part Two, Management Section Annex, Supporting Documents. The City Attorney's Office is responsible for preparing and submitting the paperwork with the assistance of the City Clerk's Office. Documents will be on file in the City Clerk's Office. The City should immediately notify and send a copy of the City's proclamation to the Operational Area EOC so that the County can request a Local Emergency proclamation or a concurrence by the County. Local Emergency (County) Los Angeles County Office of Emergency Management is the administrative coordinator of the Operational Area (OA). When the County's Office of Emergency Management (OEM) receives the City's proclamation, the County may: Proclaim a local emergency Concur with the City's proclamation Take no action The County then forwards to the State Office of Emergency Services (OES), Southern Region: The City's proclamation The County's proclamation The County's concurrence with the local proclamation When the County of Los Angeles proclaims a local emergency, the City will be covered under the County proclamation (62 Ops.Cal.Atty.Gen. 701, 708 (1979)). If the emergency /disaster affects the City, it is recommended that the City also proclaim a local emergency, as that will enable the City to adopt emergency ordinances and promulgate regulations that would not otherwise be valid. Note that, according to the Attorney General, the County's ordinances prevail in the event there is a conflict between the County's ordinances and ordinances adopted by the City (62 Ops.Cal.Atty.Gen. 701, 708 (1979)). When the County proclaims a local emergency, they may request that: • The State OES Director concur with the local proclamation. • The Governor proclaim a State of Emergency. • The Governor request a Presidential Declaration of an Emergency or Major Disaster. City of Arcadia Part One - 84 EMERGENCY OPERATIONS PLAN February 2013 State of Emergency A State of Emergency may be proclaimed by the Governor when: • Conditions of disaster or extreme peril exist which threaten the safety of persons and property within the state caused by natural or man -made incidents. • Requested to do so by local authorities. • Local authority is inadequate to cope with the emergency. Whenever the Governor proclaims a State of Emergency: • Mutual aid shall be rendered in accordance with approved emergency plans when the need arises in any county or city for outside assistance. • The Governor shall, to the extent deemed necessary, have the right to exercise all police power vested in the state by the Constitution and the laws of the State of California within the designated area. • Jurisdictions may command the aid of citizens as deemed necessary to cope with an emergency. • The Governor may suspend the provisions of orders, rules or regulations of any state agency, and any regulatory statute or statute prescribing the procedure for conducting state business. • The Governor may commandeer or make use of any private property or personnel (other than the media) in carrying out the responsibilities of the office. • The Governor may promulgate, issue and enforce orders and regulations deemed necessary. State of War Emergency Whenever the Governor proclaims a State of War Emergency, or if a State of War Emergency exists, all provisions associated with a State of Emergency apply, plus: All state agencies and political subdivisions are required to comply with the lawful orders and regulations of the Governor which are made or given within the limits of authority as provided for in the Emergency Services Act. Federal Declaration The Governor can request a Presidential Declaration of an Emergency or a Major Disaster. This opens the door for federal disaster assistance. In some circumstances, a Presidential Declaration may allow for the termination of public works contracts (California Government Code 4410 - 4412). Refer to Part Two, Management Section Annex, Supporting Documents for additional information on specific actions and the Emergency Proclamation /Declaration process. City of Arcadia Part One - 85 EMERGENCY OPERATIONS PLAN February 2013 Part One, Section Eleven Mutual Aid General Mutual aid is designed to ensure that adequate resources, facilities and other support are provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation(s). The basis for the system is the California Disaster and Civil Defense Master Mutual Aid Agreement, as provided for in the California Emergency Services Act This Agreement was developed in 1950 and has been adopted by the state, all 58 counties and most incorporated cities in the State of California. The Master Mutual Aid Agreement creates a formal structure wherein each jurisdiction retains control of its own facilities, personnel and resources, but may also receive or render assistance to other jurisdictions within the state. State government is obligated to provide available resources to assist local jurisdictions in emergencies. It is the responsibility of the local jurisdiction to negotiate, coordinate and prepare mutual aid agreements. Mutual Aid System A statewide mutual aid system, operating within the framework of the Master Mutual Aid Agreement, allows for the mobilization of resources to and from local governments, operational areas, regions and state to provide requesting agencies with adequate resources. The general flow of mutual aid resource requests and resources within mutual aid systems are depicted in the diagram in Chart 8. The system includes several discipline- specific mutual aid agreements, such as fire and rescue, law, medical, building and safety, coroners, emergency managers (EMMA) and public works. These systems are consistent with SEMS and NIMS at all levels. (See Chart 9.) In addition to the mutual aid agreements that are in place within the state of California, the Governor signed the Emergency Management Assistance Compact (EMAC) which allows the State of California to participate with the other states in a nationwide mutual aid system. Mutual Aid Regions Mutual Aid Regions I -VI were established in California under the Emergency Services Act and each contains designated counties. Los Angeles County and its cities are in Mutual Aid Region I, which is in the OES Southern Administrative Region. (See Chart 10.) City of Arcadia Part One - 86 EMERGENCY OPERATIONS PLAN February 2013 Mutual Aid Coordinators To facilitate mutual aid, discipline- specific mutual aid systems work through designated mutual aid coordinators at the operational area, regional and state levels. The basic role of a mutual aid coordinator is to receive mutual aid requests, coordinate the provision of resources from within the coordinator's geographic area of responsibility and pass on unfilled requests to the next level. Mutual aid requests that do not fall into one of the discipline- specific mutual aid systems are handled through the emergency services mutual aid system by emergency management staff at the local government, operational area, regional and state levels. In the Operational Area, this would be coordinated through the Los Angeles County Office of Emergency Management. Mutual aid system- coordinators at an EOC may be located in various functional elements (sections, branches, groups or units) or serve as an agency representative, depending on how the EOC is organized and the extent to which it is activated. Participation of Volunteer, Non - Governmental and Private Agencies Volunteer, non - governmental and private agencies may participate in the mutual aid system along with governmental agencies. For example, the disaster medical mutual aid system relies heavily on private sector involvement for medical /health resources. The City's emergency preparedness partnerships, including volunteer agencies such as the American Red Cross, Salvation Army, Disaster Communications Services, community and faith -based organizations and others are an essential element of local, state and national emergency response to meet the needs of disaster victims. Volunteer agencies and non - governmental organizations mobilize volunteers and other resources through their own systems. They also may identify resource needs that are not met within their own systems that would be requested through the mutual aid system. Volunteer agencies and non- governmental organizations with extensive involvement in the emergency response should be represented in EOCs. Some private agencies have established mutual aid arrangements to assist other private agencies and government within their functional area. For example, electric and gas utilities have mutual aid agreements within their industry and established procedures for coordinating with governmental EOCs. In some functional areas, services are provided by a mix of special district, municipal and private agencies. Mutual aid arrangements may include both governmental and private agencies. Liaisons should be established between activated EOCs and private agencies involved in a response. Where there is a need for extensive coordination and information exchange, private agencies should be represented in activated EOCs at the appropriate SEMS level. City of Arcadia Part One - 87 EMERGENCY OPERATIONS PLAN February 2013 Policies and Procedures • Mutual aid resources will be provided and utilized in accordance with the California Master Mutual Aid Agreement. • During a proclaimed emergency /disaster, inter - jurisdictional mutual aid will be coordinated at the County, Operational Area or Mutual Aid Regional Level. • Make sure a communications plan is in place for response activities. • The City will make all non -law and non -fire mutual aid requests via designated countywide emergency reporting systems. Requests should specify, at a minimum: • Number and type of personnel needed • Type and amount of equipment needed • Reporting time and location • To whom resources should report. o Access routes o Estimated duration of operations. o Risks and hazards Authorities and References Mutual aid assistance may be provided under one or more of the following authorities: • California Emergency Managers Mutual Aid Agreement • California Fire and Rescue Emergency Plan • California Fire Assistance Agreement • California Law Enforcement Mutual Aid Plan • California Master Mutual Aid Agreement • Emergency Management Assistance Compact • Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93 -288, as amended: provides federal support to state and local disaster activities CITY OF ARCADIA MUTUAL AID AGREEMENTS WITH FOR DATE State of California Master Mutual Aid 1950 Los Angeles Co Sheriff's Memorandum of Understanding 2012 Department Area D Civil Defense Inter - Agency Cooperation in 1958 And Disaster Board Major Natural and Man -Made Disasters Southern California Public Works Mutual Aid 2008 Cities and Countries (Statewide) City of Arcadia Part One - 88 EMERGENCY OPERATIONS PLAN February 2013 State of California Emergency Managers Mutual Aid Los Angeles County Fire 2008 USFS Fire 2012 Unified Response- Verdugo Fire 2004 City of Arcadia Part One - 89 EMERGENCY OPERATIONS PLAN February 2013 UNAFFECTED OPERATIONAL AREAS WITHIN THE REGION OPERATIONAL.. AREA AFFECTED LOCAL GOVERNMENTS Chart 8 MUTUAL D P STATE AGENCIES LOCAL GOVERNMENTS in UNAFFECTED OPERATIONAL AREA UNAFFECTED LOCAL and STATE AGENCIES in OPERATIONAL AREA Resource Requests Resource OTHER REGIONS OPERATIONAL AREAS in OTHER REGIONS LOCAL GOVERNMENTS in OPERATIONAL AREA STATE AGENCIES City of Arcadia Part One - 90 EMERGENCY OPERATIONS PLAN February 2013 Chart 9 -N-JJT )TtTAL AID CHA77IN-N-ELS: Discipline Specific Mutual Aid Systems CUES -, REGIONAL Revional T Administrator ... Law Disaster Fire & m Rescue Enforcement Medical Health Functional C 0 Fire Coordinator Coordinator Coordinator Errmrgency T Manigement + Staff Law Fire Reseiie Enforcement Functional Coordinalor inator Emergency LOC�U Management GOVERNXIEYr Staff Law Disaster, Fire Chief Enforcement Medical,'Htalth Functional r I Coordinalor Coordinator Coordinator hicludes Mental Health Nfutual Aid System tResource Requests MEOW= Information Flow and Coordinatioii City of Arcadia Part One - 91 EMERGENCY OPERATIONS PLAN February 2013 Chart 10 California Governor's Office of Emergency Services Administrative Regions and Mutual Aid Regions City of Arcadia Part One - 92 EMERGENCY OPERATIONS PLAN February 2013 Part One, Section Twelve Authorities and References General The California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code), hereafter referred to as the Act, provides the basic authorities for conducting emergency operations following a proclamation of Local Emergency, State of Emergency or State of War Emergency by the Governor and /or appropriate local authorities, consistent with the provisions of the Act. The Standardized Emergency Management System (SEMS) Regulations (Chapter 1 of Division 2 of Title 19 of the California Code of Regulations), hereafter referred to as SEMS, establishes SEMS which incorporates the use of the Incident Command System (ICS), the Master Mutual Aid Agreement and existing mutual aid systems, the Operational Area concept and multi- agency or inter - agency coordination. The California Emergency Plan, which is promulgated by the Governor, is published in accordance with the Act, provides overall statewide authorities and responsibilities and describes the functions and operations of government at all levels during emergencies or disasters. Section 8568 of the Act states, in part, that "the State Emergency Plan shall be in effect in 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." Therefore, local emergency /disaster plans are considered to be extensions of the California Emergency Plan. The current State plan was reviewed and found to be in compliance with NIMS. The National Incident Management Section, hereafter referred to as NIMS, was mandated by Homeland Security Presidential Directive No. 5 and is also based on the Incident Command System and the multi- agency coordination system. The National Response Framework is a guide as to how the nation conducts all - hazards incident response. It is built upon flexible, scalable and adaptable coordinating structures to align key roles and responsibilities across the nation, linking all levels of government and private sector businesses and nongovernmental organizations. Response includes: Immediate actions to save lives, protect property and meet basic human needs. Implementation of emergency operations plans. Actions to support short -term recovery and some short -term mitigation activities. The federal government does not assume command for local emergency management but rather provides support to local agencies. This Framework is City of Arcadia Part One - 93 EMERGENCY OPERATIONS PLAN February 2013 based on the premise that incidents are typically managed at the lowest possible geographic, organizational and jurisdictional level. Authorities The following provides emergency authorities for conducting and /or supporting emergency operations: Federal • Americans with Disabilities Act of 1990 (ADA) • Emergency Planning and Community Right -To -Know Act of 1986, also known as the Superfund Amendments and Reauthorization Act of 1986, Title III (42 U. S. C. §§ 11001- 11050) • Federal Civil Defense Act of 1950, Public Law 920, as amended • Homeland Security Act, Public Law 107 -296, as amended (6 U.S.C. §101- 557) • Homeland Security Presidential Directive #5, February 28, 2003 • Homeland Security Presidential Directive #8, December 17, 2005 • Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, Public Law 93 -288, as amended • Volunteer Protection Act of 1997, Public Law 105 -19 (42 U.S.C. §§ 14501- 14505) State • California Emergency Services Act, Chapter 7 of Division 1 of Title 2 of the Government Code • California Government Code, Title 19, Public Safety, Div. 1, OES, Chapter 2, Emergency and Major Disasters, Subchapter 3, Disaster Services Worker Volunteer Program • California Health and Safety Code, Division 20, Chapter 6.5, Sections 25115 and 25117, Chapter 6.95, Sections 2550 et seq., Chapter 7, Sections 25600 through 25610, dealing with hazardous materials • California Natural Disaster Assistance Act, Chapter 7.5 of Division 1 of Title 2 of the Government Code • Executive Order S -2 -05, National Incident Management System Integration into the State of California • "Good Samaritan" Liability • Orders and Regulations Promulgated by the Governor to Take Effect upon the Existence of a State of War Emergency • Orders and Regulations which may be Selectively Promulgated by the Governor during a State of Emergency • Standardized Emergency Management System (SEMS) Guidelines • Standardized Emergency Management System (SEMS) Regulations, Chapter 1 of Division 2 of Title 19 of the California Code of Regulations and Government Code Section 8607(a) City of Arcadia Part One - 94 EMERGENCY OPERATIONS PLAN February 2013 Local (City of Arcadia) • Area C Joint Powers Agreement, signed by the City in June 2000 • Emergency Services Resolution No. 1432 (amending sections 2211.1 through 2215.3 of the Arcadia Municipal Code) dated July 6, 1971 • Resolution No. 1792 adopting Workmen's Compensation Benefits for Disaster Service Workers, adopted July 20, 1948 • Resolution No. 2213.2.1 adopting the Master Mutual Aid agreement, adopted 1950 • Resolution No. 6519 adopting the National Incident Management System (NIMS), adopted June 20, 2006 • Resolution No. 6143 adopting the SEMS /NIMS Emergency Operations Plan dated Fall 1996, and adopted October 5, 1999 Note: Mutual Aid plans are addressed in Part One, Section Eleven. Hazard Mitigation and Local Hazard Mitigation Plans are addressed in Part One, Section Seven. References Federal • An ADA Guide for Local Governments: U.S. Department of Justice • Hazardous Materials Emergency Planning Guide, NRT -1 and Plan Review Guide, NRT -1A: (Environmental Protection Agency's National Response Team) • Local and Tribal NIMS Integration; U.S. Department of Homeland Security • National Fire Protection Association (NFPA) Standard 1600 • National Incident Management System (NIMS): U.S. Department of Homeland Security • National Response Framework: U.S. Department of Homeland Security • NIMS Emergency Operations Plan (EOP) Compliance Checklist • Pets Evacuation and Transportation Standards Act, H.R. 3858 State • California (OES) Disaster Assistance Procedure Manual • California Emergency Plan • California (OES) Emergency Planning Guidance for Local Government • California (OES) Emergency Planning Guidance for Local Government - Crosswalk (Checklist for Reviewing Emergency Plans) • California Emergency Resources Management Plan • California Fire and Rescue Operations Plan • California Hazardous Materials Incident Contingency Plan • California (OES) Implementation Guidelines for the National Incident Management System (NIMS) City of Arcadia Part One - 95 EMERGENCY OPERATIONS PLAN February 2013 • California Law Enforcement Mutual Aid Plan • California Master Mutual Aid Agreement • California (OES) State Emergency Plan (SEP) - Checklist Review (Based on Checklist for a NIMS - Compliant EOP from the Template for NIMS Implementation Plan) County /Operational Area • Los Angeles County Operational Area Disaster Information Reporting Procedures • Los Angeles County Operational Area Emergency Public Information Plan • Los Angeles County Operational Area Emergency Response Plan • Los Angeles County Operational Area Functional Annex — Recovery • Los Angeles County Public Health, Annex 11, Operational Plan for Implementation and Enforcement of Isolation and Quarantine Measures • Los Angeles County Public Works Disaster Routes Plan Local City of Arcadia • Los Angeles County Hazardous Materials Area Plan • City of Arcadia's Local Hazard Mitigation Plan City of Arcadia Part One - 96 CITY OF ARCADIA EMERGENCY OPERATIONS PLAN Part Two EOC Annexes FEBRUARY 2013 EMERGENCY OPERATIONS PLAN November 2012 Part Two EOC Annexes EOC Annexes Management Section Annex ...................................................... ............................... Management Section Checklists ........................................... ............................... Management Section Supporting Documents ....................... ............................... Operations Section Annex .......................................................... ............................... Operations Section Checklists .............................................. ............................... Operations Section Supporting Documents .......................... ............................... Planning /Intelligence Section Annex .......................................... ............................... Planning /Intelligence Section Checklists ............................... ............................... Planning /Intelligence Section Supporting Documents ........... ............................... Logistics Section Annex ............................................................. ............................... Logistics Section Checklists .................................................. ............................... Logistics Section Supporting Documents .............................. ............................... Finance /Administration Section Annex ....................................... ............................... Finance /Administration Section Checklists ........................... ............................... Finance /Administration Section Supporting Documents ....... ............................... City of Arcadia Part Two- EOC Annexes and Appendices EMERGENCY OPERATIONS PLAN February 2013 Part Two Management Section Annex Part Two, Management Section Checklists Contents Page GeneralSection .......................................................................... ............................... M -2 Purpose........................................................................................ ............................... M -2 Overview...................................................................................... ............................... M -2 Objectives.................................................................................... ............................... M -2 Concept of Operations ................................................................. ............................... M -2 SEMS /NIMS Management Section Organization and Functions ........................... M -3 Management Section Staff ........................................................ ............................... M -4 Management Section Position Checklists EOC Activation Checklist ............................................................. ............................... M -6 EOCDirector ................................................................................ ............................... M -7 Public Information Officer ........................................................... ............................... M -13 LiaisonOfficer ........................................................................... ............................... M -19 AgencyRep ......................................................................... ............................... M -22 SafetyOfficer ............................................................................ ............................... M -25 SecurityOfficer .......................................................................... ............................... M -28 EOCCoordinator ....................................................................... ............................... M -31 LegalAdvisor ............................................................................. ............................... M -34 CityCouncil Liaison ................................................................... ............................... M -37 City of Arcadia Part Two Management Section — M -1 EMERGENCY OPERATIONS PLAN February 2013 General Purpose This section establishes policies and procedures and assigns responsibilities to ensure the effective management of emergency operations and overall EOC management. It accomplishes this task by using the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). It provides position - specific checklists and information on the City's emergency management structure and how the emergency management team is activated. (CW - #40) Overview Management is responsible for overall emergency policy and coordination through the joint efforts of governmental agencies and private organizations. Objectives The overall objective of emergency management is to ensure the effective management of response, recovery activities, and resource allocation associated with all hazards. To carry out its responsibilities, the Management Section will accomplish the following objectives during a disaster: • Overall management and coordination of emergency response and recovery operations, including prioritization of critical resources • Coordinate with appropriate federal, state, and other local government agencies as well as the private sector and volunteer agencies (CW - #40) • Establish priorities and resolve any conflicting demands for support • Prepare and disseminate emergency public information to inform, alert, and warn the public • Ensure that all EOC sections are aware of and follow documentation procedures to recover all eligible disaster response and recovery costs Concept of Operations The Management Section will operate under the following policies during a disaster as the situation dictates: • The Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) will be followed. • Existing City and departmental disaster operating procedures, if present and available, should be followed. Depending on the size and impact of the disaster, these procedures may need to be modified or suspended. • All on -duty personnel are expected to remain at work until released. Off -duty personnel will be expected to return to work in accordance with the City's policies. • While in a disaster mode, work shifts typically will be 12 hours on and 12 hours off for the duration of the event. The City's work shifts will typically begin at 6 a.m. and 6 p.m. The length of the work shifts may be adjusted to meet local conditions. City of Arcadia Part Two Management Section — M -2 EMERGENCY OPERATIONS PLAN February 2013 Management Section Organization and Functions City Council * Optional City of Arcadia Part Two Management Section — M -3 EMERGENCY OPERATIONS PLAN February 2013 Management Section Staff The lead Management Section role is filled by the EOC Director. The EOC Director position is established with every EOC activation to coordinate EOC operations. The Management Section is composed of the following Command Staff: • EOC Director • Public Information Officer • Liaison Officer o Agency Reps • Safety Officer • Security Officer • EOC Coordinator • Legal Advisor • City Council Liaison EOC Director The EOC Director is responsible for organizing, staffing, and the overall operations of the EOC. Public Information Officer The Public Information Officer (PIO) ensures that information is released in a consistent, accurate, and timely manner. Liaison Officer The Liaison Officer serves as the point of contact for Agency Representatives to assist organizations and agencies outside our city government structure. The Liaison Officer aids in coordinating the efforts of these outside agencies to reduce the risk of operating independently and to maximize the effectiveness of available resources. • Agency Reps Representatives from outside agencies assigned to the EOC with the authority to speak for their agency(s) Safety Officer The Safety Officer is responsible for identifying and mitigating safety hazards and situations of potential City liability during EOC operations and ensuring a safe working environment in the EOC. Security Officer The Security Officer is responsible for security of all EOC facilities and personnel access. City of Arcadia Part Two Management Section — M -4 EMERGENCY OPERATIONS PLAN February 2013 EOC Coordinator The EOC Coordinator facilitates the overall functioning of the EOC, coordinates with other agencies and SEMS levels, and serves as a resource to the EOC Director. Legal Advisor The Legal Advisor is the City Attorney and provides legal advice to the EOC Director in all legal matters relative to the emergency, including developing emergency ordinances pertaining to the disaster. City Council Liaison (optional) Although this is not a position described in SEMS /NIMS /ICS, it is a management level function that has proven to be a valuable asset during major incidents and disasters. The City Council Liaison is a part of the Management staff and may be a person(s) who establishes and maintains personal contact with the elected officials in the city. The City Council Liaison(s) ensures that a point of contact is established between the elected officials and the EOC so that information, requests, and issues can be immediately addressed to ensure timely, effective, and appropriate responses. • City Council (Elected Officials) The City Council does not report to the EOC. Note: The EOC Director, the General Staff (Section Coordinators) and the Command Staff make up the EOC management team. The team is responsible for advising the EOC Director on policy matters. They also assist the EOC Director in the development of overall response and recovery strategies. City of Arcadia Part Two Management Section — M -5 EMERGENCY OPERATIONS PLAN February 2013 El El El El El El El Obtain briefing from available sources Determine level of EOC activation Activate EOC or alternate EOC Assign someone to notify personnel that the EOC has been activated Assign someone to see that the EOC is properly set up Assign someone the responsibility for checking in EOC staff Be sure that the EOC organization and staffing chart is posted and that arriving personnel are assigned by name Note: The first person to arrive at the EOC becomes the EOC Director until authority is transferred to a more qualified person or to the persons named as the Primary or Alternate EOC Director. City of Arcadia Part Two Management Section — M -6 EMERGENCY OPERATIONS PLAN February 2013 Primary Responsibilities: • Activates the City's Emergency Operations Plan • Activates the EOC and establishes the appropriate staffing level • Continuously monitors organizational effectiveness and makes changes when needed • Ensures that multi- agency coordination is used in the EOC • Exercises overall management authority for response and recovery efforts • Participates in the action planning meeting and ensures that the plan objectives are met • With the General Staff, sets priorities and ensures that activities are within the priorities established • Makes executive decisions based on City policies Checklist Actions Start Up: ❑ Check in upon arrival at the EOC ❑ Print your name on the EOC organization chart ❑ Put on the vest with your title ❑ Obtain a briefing on the situation ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation) ❑ Determine your work location and set up as necessary ❑ Review your position responsibilities ❑ Begin documenting events and activities (Form EOC -001) Assign m e nts /Staff i n g: ❑ Assign Section Coordinators (General Staff), as needed, for: • Operations • Planning /Intelligence • Logistics • Finance /Administration ❑ Assign Management Section (Command Staff) positions, as needed, for: • Public Information Officer • Liaison Officer • Safety Officer City of Arcadia Part Two Management Section — M -7 EMERGENCY OPERATIONS PLAN February 2013 • Security Officer • EOC Coordinator • Legal Advisor • City Council Liaison ❑ Determine the need for 24 -hour operations and request staffing support as required ❑ Confer with Command and General Staff to determine what representation is needed at the EOC from other agencies ❑ Carry out responsibilities of your Section not currently staffed Notifications (See Part TwoAppendix A for restricted phone and fax numbers): Note: City should verify that information sent to the Op Area via the contact Sheriff's Station has been received. This should be done at the earliest possible time. ❑ EOC Activation: Notify the Los Angeles County Operational Area (Op Area) that the City EOC is activated using the designated countywide emergency reporting system • If those systems are not available, then all requests and reports are to be sent to the designated contact at the Temple City Sheriff's Station by means coordinated with and agreed to by the Watch Commander and City staff. The Temple City Sheriff's Station will then be responsible for sending the information to the Op Area EOC. ❑ EOC Activation: Notify Disaster Management Area Coordinator (DMAC) of EOC activation ❑ Local Emergency Proclamation: Notify the Op Area if a local emergency is proclaimed (see notification procedures above) and provide a copy to the Op Area Send a copy of the proclamation to the CaIEMA, Southern Region EOC (REOC), as a courtesy Notify DMAC when a local emergency is proclaimed ❑ EOC Deactivation: Notify the Op Area (see notification procedures above), adjacent jurisdictions, and other EOCs as necessary of planned time for deactivation ❑ EOC Deactivation: Notify DMAC of EOC deactivation City of Arcadia Part Two Management Section — M -8 EMERGENCY OPERATIONS PLAN February 2013 Meetings /Briefings: ❑ Brief incoming or relief Section personnel prior to beginning their duties. Briefings should include: • Current situation assessment • Identification of specific job responsibilities • Identification of co- workers within the job function and /or geographical assignment • Availability of communications • Location of work area • Identification of eating and sleeping arrangements as appropriate • Procedural instructions for obtaining additional supplies, services, and personnel • Work shifts ❑ Establish the frequency of briefings to be provided to the EOC Director ❑ Conduct periodic briefings for the Command Staff and ensure that all personnel are aware of both Section and overall priorities ❑ Conduct periodic briefing sessions with the EOC management team (Command and General Staff) to update the overall situation ❑ Conduct periodic briefings of the EOC staff to update the overall situation ❑ Conduct periodic briefing sessions with the City Council to update the overall situation Action Planning: ❑ Schedule and coordinate the first Action Planning meeting with the Planning /Intelligence Section Coordinator ❑ Participate in all Action Planning meetings ❑ Identify Section priorities, objectives, and significant problems ❑ Once the EOC Action Plan is completed by the Planning /Intelligence Section, review, approve, and authorize its distribution and implementation ❑ Distribute EOC Action Plan to appropriate Section personnel City of Arcadia Part Two Management Section — M -9 EMERGENCY OPERATIONS PLAN February 2013 Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Be sure that all Management Section meetings, General Staff meetings, and policy decisions are documented ❑ Be sure that all Sections account for personnel and work assignments ❑ Be sure that all your Section logs and files are maintained ❑ Provide Section personnel and equipment time records to the Time Unit at the end of each work shift Policies: ❑ Determine appropriate delegation of purchasing authority to the Finance /Administration and Logistics Sections ❑ Confer with the Legal Advisor prior to issuing rules, regulations, proclamations, and emergency orders ❑ Develop and issue appropriate rules, regulations, proclamations, and emergency orders. ❑ Proclaim a Local Emergency ❑ Establish City Hall emergency hours of operation ❑ Set priorities for restoration of City services ❑ Coordinate with Human Resources regarding employee welfare issues ❑ Identify critical City processes to be maintained during the disaster; i.e., payroll, accounts receivable, etc. City of Arcadia Part Two Management Section — M -10 EMERGENCY OPERATIONS PLAN February 2013 Ongoing Activities: ❑ Be prepared for inquiries and visits from state, federal, and other high- ranking officials ❑ Determine Section logistical needs and request resources through the Logistics Section ❑ Monitor Section activities and organization and adjust as needed. ❑ Develop response and recovery strategy with the Command and General Staff ❑ Be sure that General Staff Sections are carrying out their principle duties: • Implementing operational objectives from the EOC Action Plan • Preparing action plans and status reports • Providing adequate facility and operational support • Providing administrative and fiscal record - keeping and support ❑ Coordinate with the Public Information Officer (PIO) on news conferences and review media releases ❑ Establish procedures for coordinating inter- and multi- agency information releases ❑ Authorize PIO to release information to the media ❑ Authorize PIO to contact Los Angeles County Sheriff's Department for broadcast of Emergency Alert System (EAS) messages ❑ Monitor performance of EOC personnel ❑ Initiate Critical Incident Stress Debriefing as appropriate in coordination with the Personnel Unit ❑ Be sure that the Safety Officer establishes and maintains a safe working environment ❑ Be sure that proper security of the EOC is maintained at all times ❑ Be sure that the Liaison Officer is providing for and maintaining positive and effective inter - agency coordination ❑ Direct that contact be established and maintained with adjacent jurisdictions and with other governmental agencies and organizations Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up ❑ Provide incoming personnel the next EOC Action Plan ❑ Submit completed logs, time cards, etc. for your Section before you leave City of Arcadia Part Two Management Section — M -11 EMERGENCY OPERATIONS PLAN February 2013 ❑ Determine when you should return for your next work shift ❑ Leave contact information where you can be reached EOC Deactivation: ❑ Authorize deactivation of Sections, Branches, or Units when they are no longer required ❑ Be sure that all required forms or reports are completed prior to deactivation ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated ❑ Deactivate the EOC and close out logs ❑ Prepare proclamation for termination of the emergency ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR) City of Arcadia Part Two Management Section — M -12 EMERGENCY OPERATIONS PLAN February 2013 Primary Responsibilities: • Serves as the City's contact person for all media issues • Ensures that the public and the media receive accurate, timely, and consistent emergency information • Follows the Joint Information System (JIS) protocols, which include protocols for the Joint Information Center (JIC) • If a Los Angeles County Operational Area (Op Area) JIC is activated, ensures that the City's public information is coordinated with that JIC as appropriate • Supervises the Public Information Unit Checklist Actions Start Up: ❑ Check in upon arrival at the EOC ❑ Determine EOC assignment ❑ Print your name on the EOC organization chart ❑ Obtain a briefing on the situation ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation) ❑ Determine your work location and setup as necessary ❑ Put on the vest with your title ❑ Review your position responsibilities ❑ Begin documenting events and activities (Form EOC -001) Assign m e nts /Staff i n g: ❑ Report to the EOC Director ❑ Clarify issues regarding your authority and assignment ❑ Determine need for additional PIO personnel and request approval from the EOC Director. • Forward the request to Logistics Section. ❑ Identify a City representative to coordinate with an Op Area JIC ❑ Organize staffing and equipment to handle media calls City of Arcadia Part Two Management Section — M -13 EMERGENCY OPERATIONS PLAN February 2013 ❑ Organize a hotline to answer inquiries from the public (CW - #40) ❑ Establish and monitor a rumor control function to identify false or erroneous information • Develop procedure to be used to correct such information (CW -#40) Note: In a large -scale event, providing public information will exceed the capabilities of a single individual. The public information function may grow to a team effort. See Joint Information Center /Joint Information System Annex in Part Three Notifications: ❑ Notify all EOC Sections and field personnel that the PIO function has been established ❑ Distribute PIO phone numbers and contact information ❑ Notify local media of PIO contact numbers ❑ Notify the Op Area JIC that the PIO function has been established and provide PIO contact numbers Meetings /Briefings: ❑ Brief new or relief personnel in Unit /position ❑ Attend all Section meetings and briefings ❑ Arrange for meetings between media and City officials or incident -level PIOs for information on specific incidents ❑ Periodically prepare briefings for the elected officials or executives ❑ Coordinate with the City Council Liaison for media contact with City officials Action Planning: ❑ Assist in developing Section objectives for the EOC Action Plan City of Arcadia Part Two Management Section — M -14 EMERGENCY OPERATIONS PLAN February 2013 Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001) • This is a log to record what you do during your shift at the EOC. Document such things as: o Messages received o Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the EOC Director at the end of each work shift ❑ Maintain file copies of all information releases Policies: ❑ Implement City PIO /media procedures. ❑ Obtain approval from the EOC Director for the release of all information ❑ Be sure that all elected officials, departments, agencies, and response organizations in the jurisdiction are aware that they must coordinate release of emergency information through the PIO • All press releases must be cleared with the EOC Director before releasing information to the media. ❑ Coordinate PIO activities with County of Los Angeles Emergency Public Information Plan if an Op Area JIC is established Ongoing Activities: ❑ Coordinate all media events with the EOC Director ❑ Respond to all information requests ❑ Provide copies of all releases to the EOC Director ❑ Keep the EOC Director advised of all unusual requests for information and of all major critical or unfavorable media comments City of Arcadia Part Two Management Section — M -15 EMERGENCY OPERATIONS PLAN February 2013 ❑ Coordinate with Incident Commanders and field PIOs to work with the media at incidents ❑ Establish a media information center at a site away from the EOC, Command Post, and incident for media use and dissemination of information ❑ Provide necessary work space, materials, telephones, and staffing (CW - #40) ❑ Schedule and post times and locations of news briefings in the EOC, media information center, and other appropriate areas ❑ Prepare and provide approved information to the media ❑ Post news releases in the EOC, media information center, and other appropriate areas. ❑ Determine which radio and TV stations are operational ❑ Broadcast emergency information /updates through: • Local Cable Channel 3 • City of Arcadia Website • Hotline • Mass notification system ❑ Carry a tape recorder and tape all interviews which you give ❑ Arrange for tours and photo opportunities for the media and VIPs ❑ Coordinate VIP tours with the City Council Liaison ❑ Prepare a briefing sheet to be distributed to all employees at the beginning of each shift so they can answer questions from the public, such as shelter locations, water distribution sites, etc. ❑ Monitor broadcast media to: • Get general information • Identify and correct inaccurate information • Identify and address any rumors ❑ Issue timely and consistent advisories and instructions for life safety, health, and assistance through the media and printed materials: (CW -#40) • What to do and why • What not to do and why • Hazardous areas and structures to avoid • Health risks • Evacuation information: City of Arcadia Part Two Management Section — M -16 EMERGENCY OPERATIONS PLAN February 2013 o Evacuation routes and instructions • Arrangements for persons without transportation • Arrangements for special needs population (non - ambulatory, sight- impaired, etc.) • Suggested items evacuees should bring (clothing, food, medical items, etc.) o Locations of evacuation centers and shelters • Location of mass care shelters, first aid stations, food and water distribution points, etc. • Location where volunteers can register and be given assignments • Street and freeway overpass conditions, congested areas to avoid, and alternate routes • Instructions from the coroner and public health officials pertaining to dead bodies, potable water, human waste, and spoiled food disposal • Weather hazards when appropriate • Public information hotline numbers • Status of Local Proclamation, Governor's Proclamation, or Presidential Declaration • Local, state, and federal assistance available; locations and times to apply • Local Assistance Center (LAC) locations, opening dates, and times • Refer inquiries about how and where people can obtain information about relatives /friends in the disaster area to the American Red Cross • Be sure that information and materials are provided for all special needs populations ❑ Coordinate with an activated Op Area JIC to: • Ensure coordination of local, state, and federal and the private sector public information activities • Get technical information (health risks, weather, etc.) ❑ Determine your logistical needs and forward to the EOC Director for approval ❑ Request approved resources through the Logistics Section ❑ Keep the EOC Director advised of your status and activity ❑ Review and verify information and situation reports ❑ Obtain, process, and summarize current information from all possible sources City of Arcadia Part Two Management Section — M -17 EMERGENCY OPERATIONS PLAN February 2013 Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up ❑ Provide incoming personnel the next EOC Action Plan ❑ Submit completed logs, time cards, etc. to the EOC Director before you leave ❑ Determine when you should return for your next work shift ❑ Leave contact information where you can be reached EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR) City of Arcadia Part Two Management Section — M -18 EMERGENCY OPERATIONS PLAN February 2013 Primary Responsibilities: • Integrates all responding outside agencies into the City's disaster operations (CW -#40) Checklist Actions Start Up: ❑ Check in upon arrival at the EOC ❑ Determine EOC assignment ❑ Print your name on the EOC organization chart ❑ Obtain a briefing on the situation ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation) ❑ Determine your work location and set up as necessary ❑ Put on the vest with your title ❑ Review your position responsibilities ❑ Begin documenting events and activities (Form EOC -001) Assign m e nts /Staff i n g: ❑ Report to the EOC Director ❑ Clarify issues regarding your authority and assignment ❑ Contact all on -site agency representatives (reps) and make sure: • They have signed into the EOC. • They understand their assigned function. • They know their work location. • They understand the EOC organization and floor plan (provide both). ❑ Determine if outside liaison is required with other agencies such as: • Local /county /state /federal agencies • Schools • Volunteer organizations • Private sector organizations • Utilities not already represented ❑ Respond to requests for liaison personnel from other agencies City of Arcadia Part Two Management Section — M -19 EMERGENCY OPERATIONS PLAN February 2013 ❑ Know the working location for any agency rep assigned directly to a Branch /Group /Unit ❑ Compile list of agency reps (agency, name, EOC phone) and make available to all EOC staff ❑ Be sure that agency reps are assigned to other facilities as necessary Notifications: ❑ Notify pre- identified outside agency reps that the EOC has been activated and request an agency rep as necessary Meetings /Briefings: ❑ Brief new or relief personnel in your Unit /position ❑ Attend all Section meetings and briefings ❑ Brief agency reps on current situation, priorities, and EOC Action Plan ❑ Provide periodic update briefings to agency reps as necessary Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001) • This is a log to record what you do during your shift at the EOC. Document such things as: o Messages received o Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the EOC Director at the end of each work shift City of Arcadia Part Two Management Section — M -20 EMERGENCY OPERATIONS PLAN February 2013 Ongoing: ❑ Provide EOC organization chart, floor plan, and contact information to all agency reps ❑ Review the locations and general duties of all activated EOC positions ❑ Obtain any situation information from outside agencies that may be useful to the EOC ❑ Notify and coordinate with adjacent jurisdictions on hazards or conditions which may impose risk across jurisdictional boundaries ❑ Act as liaison with county, state, federal, or outside emergency response agencies ❑ Determine if there are any communication problems in contacting outside agencies and coordinate with the Logistics Section ❑ Direct any requests for agency information to that agency rep ❑ Determine your logistical needs and forward to the EOC Director for approval ❑ Request approved additional resources through the Logistics Section ❑ Keep the EOC Director advised of your status and activity Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up ❑ Provide incoming personnel the next EOC Action Plan ❑ Submit completed logs, time cards, etc. to the EOC Director before you leave ❑ Determine when you should return for your next work shift ❑ Leave contact information where you can be reached EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation ❑ Prepare a list of outstanding issues that need to be addressed after the EOC has been deactivated ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR) City of Arcadia Part Two Management Section — M -21 EMERGENCY OPERATIONS PLAN February 2013 Primary Responsibilities: (Cw #40) • Serves as liaison between rep's agency and the City • Has the authority to commit agency resources • Reports on actions of rep's agency Checklist Actions Start Up: ❑ Check in upon arrival at the EOC ❑ Determine EOC assignment ❑ Print your name on the EOC organization chart ❑ Obtain a briefing on the situation ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation) ❑ Determine your work location and set up as necessary, including any resource materials you brought with you ❑ Put on the vest with your title ❑ Review your position responsibilities ❑ Begin documenting events and activities (Form EOC -001) ❑ Obtain EOC organization chart, floor plan, and contact information listing. ❑ Review the locations and general duties of all activated EOC positions. Assign m e nts /Staff i n g: ❑ Report to Liaison Officer if that position has been activated • If not activated, report to the EOC Director ❑ Clarify issues regarding your authority and assignment Notifications: ❑ Inform your agency when you have arrived at the EOC ❑ Report to your agency on a regular basis City of Arcadia Part Two Management Section — M -22 EMERGENCY OPERATIONS PLAN February 2013 Meetings /Briefings: ❑ Represent your agency at briefings and planning meetings as appropriate • Be prepared to provide updates about your agency's activities and priorities at these meetings ❑ Attend all meetings as requested ❑ Have a debriefing session with the Liaison Officer prior to your departure Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). • This is a log to record what you do during your shift at the EOC. Document such things as: o Messages received o Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the Liaison Officer at the end of each work shift Ongoing Actions: ❑ Contact EOC positions appropriate to your responsibility and advise them of your presence and assigned work location ❑ Establish communications link(s) with home agency. • If unable to communicate, notify your supervisor ❑ Facilitate requests for support or information that your agency can provide ❑ Provide input to the planning process on the use of agency resources City of Arcadia Part Two Management Section — M -23 EMERGENCY OPERATIONS PLAN February 2013 ❑ Advise the Liaison Officer of any resource needs or agency restrictions ❑ Keep up to date on the general status of resources and activity associated with your agency ❑ Provide appropriate situation information to the Situation Status Unit in the Planning/ Intelligence Section ❑ Inform your agency periodically on jurisdiction /EOC priorities and actions that may be of interest Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up ❑ Provide incoming personnel the next EOC Action Plan ❑ Submit completed logs, time cards, etc. to the Liaison Officer before you leave ❑ Determine when you should return for your next work shift ❑ Leave contact information where you can be reached EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR) City of Arcadia Part Two Management Section — M -24 EMERGENCY OPERATIONS PLAN February 2013 Primary Responsibilities: • Monitors activities in the EOC to ensure they are being conducted safely and stop any unsafe operations • Fixes any unsafe conditions • Monitors EOC staff for stress related conditions Checklist Actions Start Up: ❑ Check in upon arrival at the EOC ❑ Determine EOC assignment ❑ Print your name on the EOC organization chart ❑ Obtain a briefing on the situation ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation) ❑ Determine your work location and set up as necessary ❑ Put on the vest with your title ❑ Review your position responsibilities ❑ Begin documenting events and activities (Form EOC -001) Assign m e nts /Staff i n g: ❑ Report to the EOC Director ❑ Clarify issues regarding your authority and assignment Meetings /Briefings: ❑ Brief new or relief personnel in your Unit /position ❑ Attend all Section meetings and briefings City of Arcadia Part Two Management Section — M -25 EMERGENCY OPERATIONS PLAN February 2013 Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). • This is a log to record what you do during your shift at the EOC. Document such things as: o Messages received o Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the EOC Director at the end of each work shift Ongoing: ❑ Evaluate the safety of the EOC and advise the EOC Director of any conditions which might result in injury ❑ Be sure that personnel working in the EOC know the location of all fire extinguishers, fire hoses, emergency pull stations, and emergency exits ❑ Monitor performance of EOC personnel for signs of stress. ❑ Make recommendations to the EOC Director regarding need for Critical Incident Stress Debriefing ❑ Be sure that personnel working in the EOC are familiar with potential hazardous conditions in the facility ❑ Be sure that the EOC location is free from environmental threats ❑ For an earthquake event, provide guidance regarding actions to be taken in preparation for aftershocks ❑ Keep the EOC Director advised of safety concerns at the EOC City of Arcadia Part Two Management Section — M -26 EMERGENCY OPERATIONS PLAN February 2013 ❑ Coordinate with Compensation /Claims Unit on any personnel injury claims or records preparation as necessary for proper case evaluation and closure ❑ Determine your logistical needs and forward to the EOC Director for approval ❑ Request approved resources through the Logistics Section ❑ Keep the EOC Director advised of your status and activity Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up ❑ Provide incoming personnel the next EOC Action Plan ❑ Submit completed logs, time cards, etc. to the EOC Director before you leave ❑ Determine when you should return for your next work shift ❑ Leave contact information where you can be reached EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR) City of Arcadia Part Two Management Section — M -27 EMERGENCY OPERATIONS PLAN February 2013 Primary Responsibilities: • Provides 24 -hour control access and security for the City EOC. (CW -#40) Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and set up as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities. (Form EOC -001) ❑ Establish a secure EOC check -in location. Assign m e nts /Staff i n g: ❑ Report to the EOC Director. ❑ Clarify issues regarding your authority and assignment. ❑ Determine current security requirements and establish staffing as needed. Meetings /Briefings: ❑ Brief new or relief personnel in your Unit /position. ❑ Attend all Section meetings and briefings. City of Arcadia Part Two Management Section — M -28 EMERGENCY OPERATIONS PLAN February 2013 Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CaIEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the EOC Director at the end of each work shift. Policies: ❑ Implement the City's disaster personnel identification plan (2008 NIMS implementation requirement). Ongoing: ❑ Provide access control to the EOC. ❑ Assist in any EOC evacuation. ❑ Provide security recommendations to the EOC Director. ❑ Determine your logistical needs and forward to the EOC Director for approval. ❑ Request approved resources through the Logistics Section. ❑ Keep the EOC Director advised of your status and activity. City of Arcadia Part Two Management Section — M -29 EMERGENCY OPERATIONS PLAN February 2013 Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the EOC Director before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR). City of Arcadia Part Two Management Section — M -30 EMERGENCY OPERATIONS PLAN February 2013 Primary Responsibilities: • Coordinates the overall functioning of the EOC. • Assists and serves as an advisor to the EOC Director and Command and General Staff. • Assists the Liaison Officer in directing Agency Reps. • Coordinates visits to the EOC. • Periodically updates the Disaster Management Area Coordinator (DMAC). Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and set up as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities. (Form EOC -001) Assign m e nts /Staff i n g: ❑ Report to the EOC Director. ❑ Clarify issues regarding your authority and assignment. ❑ Assist in shift change issues. Notifications: ❑ Make sure that the Disaster Management Area Coordinator (DMAC) is kept updated on EOC, response and recovery issues. ❑ Be sure that all notifications are made to the Los Angeles County Operational Area (Op Area). City of Arcadia Part Two Management Section — M -31 EMERGENCY OPERATIONS PLAN February 2013 Meetings /Briefings: ❑ Brief new or relief personnel in your Unit /position. ❑ Attend all Section meetings and briefings. ❑ Attend periodic briefing sessions conducted by the EOC Director. Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the EOC Director at the end of each work shift. ❑ Be sure that all documentation is being properly maintained by EOC personnel Ongoing: ❑ Assist the EOC Director and the Command and General Staff in developing an overall strategy, including: • Assessing the situation • Defining the problem • Establishing priorities ❑ Advise the EOC Director on proclamations and required notifications. ❑ Assist the Planning /Intelligence Section in the development, continuous updating, and implementation of the EOC Action Plan. City of Arcadia Part Two Management Section — M -32 EMERGENCY OPERATIONS PLAN February 2013 ❑ Be sure efficient operating procedures are maintained in the EOC. ❑ Assist all EOC sections in addressing any issues that might arise. ❑ Assist the Safety Officer in monitoring performance of EOC personnel for signs of stress. Make recommendations to the EOC Director regarding the need for Critical Incident Stress Debriefing. ❑ Work with other agencies (Operational Area, state, federal and others as assigned). ❑ Advise the EOC Director of any issues that need to be addressed and of any responsibilities that need to be assigned. ❑ Be sure that all necessary notifications have been made. As necessary, verify that requests for assistance have been received by the Los Angeles County Operational Area. ❑ Coordinate and monitor all EOC visitations. ❑ Determine general EOC logistical needs and forward to the EOC Director for approval. ❑ Request approved resources through the Logistics Section. ❑ Keep the EOC Director advised of your status and activity. Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the EOC Director before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR). City of Arcadia Part Two Management Section — M -33 EMERGENCY OPERATIONS PLAN February 2013 Primary Responsibilities: • Prepares proclamations, emergency ordinances, resolutions, and provide legal counsel. Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and set up as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities. (Form EOC -001) Assign m e nts /Staff i n g: ❑ Report to the EOC Director. ❑ Clarify issues regarding your authority and assignment. Meetings /Briefings: ❑ Brief new or relief personnel in your Unit /position. ❑ Attend Section meetings and briefings as requested. Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan. City of Arcadia Part Two Management Section — M -34 EMERGENCY OPERATIONS PLAN February 2013 Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the EOC Director at the end of each work shift. Ongoing: ❑ Prepare proclamations, emergency ordinances, and other legal documents required by the City Council and the EOC Director. ❑ Develop rules, regulations, and ordinances required for the acquisition and /or control of critical resources. ❑ Develop emergency ordinances and regulations to provide a legal basis for evacuation and /or population movement. ❑ Advise the EOC Director on areas of legal responsibility and identify potential liabilities. ❑ Advise the City Council, EOC Director, and the management team of legal implications of contemplated emergency actions and /or policies. ❑ Determine your logistical needs and forward to the EOC Director for approval. ❑ Request approved resources through the Logistics Section. ❑ Keep the EOC Director advised of your status and activity. Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the EOC Director before you leave. City of Arcadia Part Two Management Section — M -35 EMERGENCY OPERATIONS PLAN February 2013 ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR). City of Arcadia Part Two Management Section — M -36 EMERGENCY OPERATIONS PLAN February 2013 Primary Responsibilities: • Serves as the liaison and facilitates communications between City Council members and the EOC Director. • Accompanies the elected officials when they are out in the community. • Advises EOC Director of any promises or commitments made by the City Council members that may need to be followed up by the EOC. Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and set up as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities. (Form EOC -001) Assign m e nts /Staff i n g: ❑ Report to the EOC Director. ❑ Clarify issues regarding your authority and assignment. City of Arcadia Part Two Management Section — M -37 EMERGENCY OPERATIONS PLAN February 2013 Meetings /Briefings: ❑ Brief new or relief personnel in your Unit /position. ❑ Attend all Section meetings and briefings. ❑ Provide situation updates to City Council members on a regular basis. ❑ Brief City Council members on protocols of dealing with the media. ❑ Brief City Council members individually or collectively on the importance of avoiding specific promises of assistance or aid. Action Planning: ❑ Assist in developing Section activities for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the EOC Director at the end of each work shift. ❑ Document the general activities of the City Council. Pay particular attention to comments or promises made by City Council members that may need to be followed up by the EOC. ❑ Ensure that City Council members complete appropriate documentation forms; i.e., expense reports (if any), log of constituents spoken with and key issues, etc. City of Arcadia Part Two Management Section — M -38 EMERGENCY OPERATIONS PLAN February 2013 Ongoing: ❑ Establish and maintain communications going to and from the City Council members. ❑ Assist in coordination of City Council activities such as VIP tours, town hall meetings, volunteer efforts, etc., while maintaining an awareness of the personal safety of the City Council members. ❑ Be sure City Council members receive advance copies of PIO press releases. ❑ Be sure City Council members are aware of protocols for dealing with the media. ❑ Coordinate with the EOC Director and PIO to get the most current information for Council briefings. ❑ Work with the PIO to coordinate City Council press activities. ❑ Familiarize yourself with the City Council responsibilities checklist. (See Part Two, Management Section Supporting Documents.) ❑ Be sure City Council members are notified of emergency Council meetings. ❑ Determine Council's logistical needs and forward to the EOC Director for approval. ❑ Request approved resources through the Logistics Section. ❑ Keep the EOC Director advised of your status and activity. ❑ Maintain an awareness of Brown Act issues when a quorum of City Council members is present. Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the EOC Director before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR). City of Arcadia Part Two Management Section — M -39 EMERGENCY OPERATIONS PLAN February 2013 Part Two Operations Section Annex Part Two, Operations Section Annex Contents GeneralSection ................................................................................ ............................... 0-2 Purpose.............................................................................................. ............................... 0-2 Overview............................................................................................ ............................... 0-2 Objectives............................................................................................. ............................0 -2 Conceptof Operations .......................................................................... ............................0 -2 SEMS /NIMS Operations Section Organization and Functions ........ ............................0 -3 Operations Section Staff ................................................................... ............................0 -4 Operations Section Position Checklists Operations Section Coordinator ............................................................ ............................0 -6 Fire and Rescue Branch ....................................................................... ...........................0 -14 Law Enforcement Branch ..................................................................... ...........................0 -20 CoronerUnit ....................................................................... ...........................0 -29 MedicalBranch .................................................................................... ...........................0 -35 Care and Shelter Branch ...................................................................... ...........................0 -41 PublicWorks Branch ........................................................................... ...........................0 -49 City of Arcadia Part Two Operations Section - 0-1 EMERGENCY OPERATIONS PLAN February 2013 GENERAL PURPOSE This section enhances the capability of the City of Arcadia to respond to emergencies by carrying out coordinated operations based upon the EOC Action Plan. It is the policy of this Section that the priorities of responses are to be to: • Protect life and property • Carry out objectives of the EOC Action Plan • Ensure coordinated incident response • Cooperate with other sections of the City's emergency response team OVERVIEW The Operations Section's primary responsibility is to manage the tactical operation of various response elements involved in the disaster /emergency. These elements may include: • Fire /Rescue /Hazardous Materials • Law /Coroner • Medical /Health • Care /Shelter • Public Works Services • Building and Safety OBJECTIVES The Operations Section is responsible for coordination of all response elements applied to the disaster /emergency. The Operations Section carries out the objectives of the EOC Action Plan, and requests additional resources as needed. CONCEPT OF OPERATIONS The Operations Section will operate under the following policies during a disaster/ emergency as the situation dictates: • The Standardized Emergency Management System (SEMS) will be followed. • All existing City and departmental operating procedures will be adhered to unless modified by the City Council. • All on -duty personnel are expected to remain on duty until properly relieved of duty. • While in a disaster mode, work shifts typically will be 12 hours for the duration of the event. Operational periods will normally change at 6 a.m. and 6 p.m. City of Arcadia Part Two Operations Section - 0-2 EMERGENCY OPERATIONS PLAN February 2013 Operations Section Organization and Functions City of Arcadia Part Two Operations Section - 0-3 EMERGENCY OPERATIONS PLAN February 2013 OPERATIONS SECTION STAFF The Operations Section Coordinator will be filled based on the type of incident. The Police /Fire Chief shall serve as first alternate and the Battalion Chief as second alternate to the Operations Section Coordinator. The Coordinator also may be designated by the EOC Director. The Operations Section Coordinator will determine, based on present and projected requirements, the need for establishing specific and /or specialized branches and units. The following branches and units may be established as the need arises: • Fire Branch • Law Branch • Medical /Health Branch • Care and Shelter Branch • Public Works Services Branch The Operations Section Coordinator may activate additional units as necessary to fulfill an expanded role. Operations Section Coordinator The Operations Section Coordinator, a member of the EOC Director's General Staff, is responsible for coordinating all jurisdictional operations in support of the emergency response through implementation of the City's EOC Action Plan, and for coordinating all requests for mutual aid and other operational resources. The Coordinator is responsible for: • Understanding the current situation. • Predicting probable resource needs. Preparing alternative strategies for procurement and resources management Fire Branch The Fire Branch is responsible for coordinating personnel, equipment, and resources committed to the fire, field medical, search and rescue, and hazardous materials elements of the incident. Law Branch The Law Branch is responsible for alerting and warning the public, coordinating evacuations, enforcing laws and emergency orders, establishing safe traffic routes, ensuring that security is provided at incident facilities, ensuring access control to damaged areas, ordering and coordinating appropriate mutual aid resources, and assuring responsibility for Coroner functions in the absence of the Los Angeles County Coroner. City of Arcadia Part Two Operations Section - 0-4 EMERGENCY OPERATIONS PLAN February 2013 Medical /Health Branch The Medical /Health Branch is a liaison position, and will coordinate with Los Angeles County Operational Area for appropriate medical /health response. It is responsible for managing personnel, equipment, and resources to provide the best patient care possible and coordinating the provision of public health and sanitation. Care and Shelter Branch The Care and Shelter Branch is responsible for providing care and shelter for disaster victims, and will coordinate efforts with American Red Cross and other volunteer agencies. Public Works Services Branch The Public Works Services Branch is responsible for coordinating all Public Works operations including maintaining public facilities, surveying utilities and service, restoring those that are damaged or destroyed, assisting other functions with traffic issues, search and rescue, transportation, etc. as needed. City of Arcadia Part Two Operations Section - 0-5 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift Primary-B Shift: 1 st Alternate -B Shift GENERAL DUTIES: OPERATIONS SECTION COORDINATOR Fire Chief / Police Chief / Public Works Services Director Deputy Fire Chief /POLICE Captain /Deputy Public Works Services Director Deputy Fire Chief /POLICE Captain /Deputy Public Works Services Director BC, PD Lt., PWS Superintendent • Ensures that the Operations Section function is carried out, including the coordination of response for Fire, Law, Medical /Health, Care and Shelter, and Public Works Services. • Establishes and maintains staging areas for incoming resources • Develops and ensures that the EOC Action Plan's operational objectives are carried out • Establishes the appropriate level of organization within the Section, and continuously monitors the effectiveness of that organization • Exercises overall responsibility for the coordination of branch /group /unit activities within the Section • Reports to the EOC Director on all matters pertaining to Section activities • The Operations Section Coordinator is assigned based upon the incident specific strategy in the Arcadia Local Hazard Mitigation Plan, Section 15- Mitigation Strategy City of Arcadia Part Two Operations Section - 0-6 EMERGENCY OPERATIONS PLAN February 2013 PRIMARY RESPONSIBILITY: Coordinates all jurisdictional operations in support of the emergency response through implementation of the City's EOC Action Plan and coordinates all requests for mutual aid and other operational resources READ ENTIRE CHECKLIST AT START -UP AND AT THE BEGINNING OF EACH SHIFT CHECKLIST ACTIONS Start -Up: ❑ Check in upon arrival at the EOC. ❑ Report to the EOC Director. ❑ Obtain a briefing on the situation. ❑ Set up your Section work station, including maps and Status boards. Use your EOC Section materials and on -site supplies. ❑ Determine EOC assignment. ❑ Review your position responsibilities. ❑ Identify yourself as the Operations Section Coordinator by putting on the vest with your title. ❑ Print your name on the EOC organization chart. ❑ Clarify any issues you may have regarding your authority and assignment and what others in the organization do. ❑ Review organization in place at the EOC. Know where to go for information or support. ❑ Determine if other Section Staff are at the EOC. Assign m e nts /Staff i n g: City of Arcadia Part Two Operations Section - 0-7 EMERGENCY OPERATIONS PLAN February 2013 ❑ Confirm that all key Operations Section personnel or alternates are in the EOC or have been notified. Recall the required staff members necessary for the emergency. ❑ Activate organizational elements within your Section as needed and designate leaders for each element or combination of elements: • Fire Branch • Law Branch • Medical /Health Branch • Care and Shelter Branch • Public Works Services Branch ❑ Request additional personnel for the Section to maintain a 12 -hour Operational period. Meetings /Briefings: ❑ Brief incoming Section personnel prior to their assuming their duties. Briefings should include: • Current situation assessment • Identification of specific job responsibilities • Identification of co- workers within the job function and /or geographical assignment • Availability of communications • Location of work area • Identification of eating and sleeping arrangements as appropriate • Procedural instructions for obtaining additional supplies services and personnel • Identification of operational period work shifts ❑ Conduct periodic briefings for the Section. Be sure that all personnel are aware of both Section and overall priorities. ❑ Inform the EOC Director and General Staff when your Section is fully operational. City of Arcadia Part Two Operations Section - 0-8 EMERGENCY OPERATIONS PLAN February 2013 ❑ Brief EOC director on major problem areas that need solutions. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain Section logs. ❑ Open and maintain an activity log (see sample, Part Four — Forms). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Actions taken • Decision and policy justification and documentation • Request filled • EOC personnel, time on duty and assignment Ongoing Activities: ❑ Review responsibilities of branches /groups /units in your Section. Develop plan for carrying out all responsibilities. ❑ Prepare work objectives for Section staff and make staff assignments. ❑ Meet with other activated Section Coordinators. ❑ From the Situation Status Unit of the Planning /Intelligence Section, obtain and review major incident reports and additional field operational information that may pertain to or effect your Section operations. Provide information to appropriate branches /units. ❑ Based on the situation as known or forecasted, determine likely future Operations Section needs. ❑ Think ahead and anticipate situations and problems before they occur. ❑ Request additional resources through the Logistics Section or establish ordering procedures, as needed. ❑ Carry out responsibilities of the Operations Sections branches /groups /units that are not currently staffed. City of Arcadia Part Two Operations Section - 0-9 EMERGENCY OPERATIONS PLAN February 2013 ❑ Evaluate the need for Critical Incident Stress Debriefing for all affected personnel, victims and bystanders. Arrange debriefings through the Personnel Unit of the Logistics Section. ❑ Make a list of key issues currently facing your Section to be accomplished within the next operational period. ❑ Keep up -to -date on situation and resources associated with your Section. Maintain current status and display at all times. ❑ Brief the EOC Director on major problem areas that need or will require solutions. ❑ Provide situation and resources information to the Situation Status Unit of the Planning /Intelligence Section on a periodic basis or as the situation requires. ❑ Establish operating procedure with the Information Systems Unit of the Logistics Section for use of telephone, data and radio systems. Make any priorities or special requests known. ❑ Determine status of transportation system into and within the affected area in coordination with the Transportation Unit of the Logistics Section. Find out present priorities and time estimates for restoration of the disaster route system. Provide information to appropriate Branches /Units. ❑ Ensure that your Section logs and files are maintained. ❑ Monitor your Section activities and adjust Section organization as appropriate. ❑ Ensure internal coordination between Branch /Group /Unit leaders. ❑ Update status information with other sections as appropriate. ❑ Resolve problems that arise in conducting your Section responsibilities. ❑ Anticipate potential situation changes, such as severe aftershocks, in all Section planning. Develop a backup plan for all plans and procedures requiring off -site communications. ❑ Conduct periodic briefings for your Section. Ensure that all organizational elements are aware of priorities. ❑ Use face -to -face communications in the EOC whenever possible and document decisions and policy. ❑ Make sure that all contacts with the media are fully coordinated first with the Public Information Officer (PIO). ❑ Participate in the EOC Director's action planning meetings. City of Arcadia Part Two Operations Section - 0 -10 EMERGENCY OPERATIONS PLAN February 2013 ❑ Ensure that all your Section personnel and equipment time records and record of expendable materials used are provided to the Time and Cost Analysis Units of the Finance /Administration Section at the end of each operational period. (See Part Four - Forms.) Shift Change: ❑ Brief your relief at shift change time. ❑ Ensure that in- progress activities are identified and follow -up requirements are known. ❑ Provide incoming personnel with the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. for the Section before you leave. ❑ Determine when you should return for the next work shift. ❑ Leave contact info where you can be reached. Section Operation Duties ❑ Establish field communications with affected areas. ❑ Evaluate the field conditions associated with the disaster /emergency and coordinate with the Situation Status Unit of the Planning /Intelligence Section. ❑ Determine the need to evacuate and issue evacuation orders. (CPG -209) ❑ Determine the need for In -Place Sheltering and issue notification orders. (CPG -236) (See Part Three - Evacuation Annex.) ❑ In coordination with the Situation Status Unit of the Planning /Intelligence Section designate primary and alternate evacuation routes for each incident. (CPG -210) ❑ Display on maps the primary and alternate evacuations routes which have been determined for the incident. (CPG -211) ❑ Identify, establish and maintain staging areas for Operations - related equipment and personnel. ❑ Direct Operations Branch /Unit Coordinator to maintain up -to -date Incident Charts, Incident Reports and Branch /Unit specific maps. Ensure that only ACTIVE, ESSENTIAL information is depicted on the charts and maps. All Branch /Unit related items of interest should be recorded on an Incident Report. City of Arcadia Part Two Operations Section - 0 -11 EMERGENCY OPERATIONS PLAN February 2013 ❑ Provide copies of the daily Incident Report to the Documentation Unit of the Planning /Intelligence Section at the end of each operational period. ❑ Coordinate the activities of all departments and agencies involved in the operations. ❑ Determine resources committed and resource needs. ❑ Receive, evaluate and disseminate information relative to the Operations of the disaster /emergency. ❑ Provide all relevant emergency information to the Public Information Officer. ❑ Conduct periodic Operations Section briefings and work to reach consensus for forthcoming operational periods. ❑ Work closely with each Branch /Unit leader in the development of the EOC Action Plan. (See Part Two- Planning /Intelligence /Action Planning.) ❑ Work closely with each Branch /Unit leader to ensure Operations Section objectives as defined in the current EOC Action Plan are being addressed. ❑ Ensure that intelligence information from Branch /Unit leaders is made available to the Planning /Intelligence Section. ❑ Coordinate with Care and Shelter Branch of the Operations Section on animal care issues. ❑ Ensure that all fiscal and administrative requirements are coordinated through the Finance /Administrative Section, i.e., notification of any emergency expenditure. ❑ Review suggested list of resources to be released and initiate recommendations for their release. Notify the Resources Unit of the Logistics Section. City of Arcadia Part Two Operations Section - 0 -12 EMERGENCY OPERATIONS PLAN February 2013 EOC Deactivation: ❑ Authorize deactivation of organizational elements within your Section when they are no longer required. ❑ Ensure that any open actions are handled by your Section or transferred to other EOC elements as appropriate. ❑ Ensure that any required forms or reports are completed prior to your release and departure. ❑ Be prepared to provide input to the After - Action Report. ❑ Deactivate your Section and close out logs when authorized by the EOC Director. ❑ Leave forwarding contact information where you can be reached. City of Arcadia Part Two Operations Section - 0 -13 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift Primary-B Shift: 1 st Alternate -B Shift GENERAL DUTIES: FIRE BRANCH Fire Chief Battalion Chief Deputy Fire Chief Battalion Chief ❑ Coordinates the prevention, control and suppression of fires and hazardous materials incidents ❑ Coordinates the provision of emergency medical care ❑ Coordinates all search and rescue operations (CPG -138) ❑ Implements that portion of the EOC Action Plan appropriate to the Fire Branch PRIMARY RESPONSIBILITY: Coordinate personnel, equipment and resources committed to the fire, field medical, search and rescue, and hazardous materials elements of the incident. READ ENTIRE CHECKLIST AT START -UP AND AT THE BEGINNING OF EACH SHIFT City of Arcadia Part Two Operations Section - 0 -14 EMERGENCY OPERATIONS PLAN February 2013 CHECKLIST ACTIONS Start -Up: ❑ Check in upon arrival at the EOC. ❑ Report to the Operations Section Coordinator and obtain a briefing. ❑ Determine your personal operating location and set up as necessary. ❑ Review your position responsibilities. ❑ Obtain a briefing from the field command post(s) or DOC, if activated, prior to assuming EOC assignment and brief the Operations Section Coordinator. ❑ Determine EOC assignment. ❑ Identify yourself as Fire Branch Coordinator by putting on the vest with your title on it. ❑ Ensure that all required supplies are available and equipment is working properly (phones, radio, forms, lists, maps, etc.) ❑ Print your name on the EOC organization chart next to your assignment. Assign m e nts /Staff i n g: ❑ Ascertain if all key Fire Department personnel are in the EOC or have been notified. ❑ Ensure that all on -duty Fire personnel have been notified of call -back status (when they should report), in accordance with current department emergency procedures. ❑ Activate elements of your Branch /Unit, establish work area, assign duties and ensure Branch /Unit journal /log is open. ❑ Ensure that field units begin safety /damage assessment survey of critical facilities and report status information to the Planning /Intelligence Section through the Operations Sections. ❑ Request additional resources through the Logistics Section or established ordering procedures, as needed. Meetings /Briefings: ❑ Ensure that all your incoming Branch /Unit personnel are fully briefed. City of Arcadia Part Two Operations Section - 0 -15 EMERGENCY OPERATIONS PLAN February 2013 ❑ Conduct periodic briefings. Be sure that all personnel are aware of priorities. ❑ Brief Operations Section Coordinator on major problem areas that need a solution. Action Planning: ❑ Based on the situation as known or forecasted, determine likely future Branch /Unit needs. ❑ Think ahead and anticipate situations and problems before they occur. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (see sample, Part Four - Forms). Maintain all required records and the history of the emergency /disaster. Document: • Messages received • Action taken • Decision justification and documentation • Requests filled • EOC personnel, time on duty and assignment ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. Ongoing Activities: ❑ Develop a plan for your Branch /Unit operations and support of field operations as requested. Assign specific responsibilities. Keep up to date on the situation and resources associated with your Branch /Unit. Maintain current status reports and displays. Ensure that the Safety /Damage Assessment Plan is being carried out by field units. (See Part Three - Initial Safety and Damage Assessment Annex.) City of Arcadia Part Two Operations Section - 0 -16 EMERGENCY OPERATIONS PLAN February 2013 ❑ Obtain regular briefings from field command post(s) or DOC. ❑ Maintain contact with established DOCs and work/control /dispatch centers to coordinate resources and response personnel. (CPG -106) ❑ Direct field units to report pertinent information (casualties, damage observations, evacuations status, radiation levels, chemical exposures, etc.) to the appropriate EOC Operations Branch. (CPG -109) ❑ Keep the Operations Section Coordinator advised of your Branch /Unit status and activity and on any problem areas that now need or will require solutions. ❑ Provide periodic situation or status reports to your Sections Coordinator for updating information to the Planning /Intelligence Section. ❑ Establish operating procedures with the Information System Branch of the Logistics Section for use of telephone, radio and data systems. Make any priorities or special requests known. ❑ Review situation reports as they are received. Verify information where questions exist. ❑ Anticipate potential situation changes, such as severe aftershocks, in all Branch /Unit planning. ❑ Develop a backup plan for all plans and procedures requiring off -site communications. ❑ Determine and anticipate your support needs and forward to your Section Coordinator. ❑ Conduct periodic briefings for your Branch /Unit. Ensure they are aware of priorities. ❑ Monitor your Branch /Unit activities and adjust staffing and organization as appropriate to meet current needs. ❑ Use face -to -face communications in the EOC whenever possible and document decisions and policy. ❑ Refer all media contacts to your Section Coordinator. ❑ Be prepared to participate in the EOC Director's action planning meetings and policy decisions if requested. Shift Change: City of Arcadia Part Two Operations Section - 0 -17 EMERGENCY OPERATIONS PLAN February 2013 ❑ Brief your relief at shift - change time. Ensure that in- progress activities are identified and follow -up requirements are known. ❑ Ensure that all your Branch /Unit personnel and equipment time records and record of expendable materials used are provided to your Section Coordinator at the end of each operational period. (See Part Four - Forms.) ❑ Determine when you should return for your next work shift. ❑ Leave contact info where you can be reached. Branch /Unit Operational Duties ❑ Assess the impact of the disaster on the Fire Department operational capacity. ❑ Set Fire Department priorities based on the nature and severity of the disaster. (CPG -133) ❑ Attend planning meetings at the request of the Operations Sections Coordinator. ❑ Assist in the preparation of the EOC Action Plan. ❑ Estimate need for fire mutual aid. ❑ Request mutual aid resources through proper channel when approved by the Operations Section Coordinator. ❑ Order all fire resources through the Area C Fire Mutual Aid Coordinator. • Order all other resources through the Logistics Section. • Report to the Operations Section Coordinator when: o EOC Action Plan needs modification o Additional resources are needed or surplus resources are available o Significant events occur ❑ Report to the Area C Fire Mutual Aid Coordinator on major problems, actions taken and resources available or needed. ❑ Alert all emergency responders to the dangers to the dangers associated with hazardous materials and fire. (CPG -135) ❑ Provide emergency medical care and transportation of injured to appropriate facilities. (CPG -136) City of Arcadia Part Two Operations Section - 0 -18 EMERGENCY OPERATIONS PLAN February 2013 ❑ Assist in dissemination of warning to the public. (CPG -137) ❑ Provide fire protection and safety assessment of shelters. (CPG -134) ❑ Check with the other Operations Section Branches for a briefing on the status of the emergency. ❑ Coordinate with the Procurement and Facilities Units of the Logistics Section for feeding and shelter of assigned personnel. ❑ Determine if current and forecasted weather conditions will complicate large and intense fires, hazardous material releases, major medical incidents, and /or other potential problems. ❑ Review and approve accident and medical reports originating within the Fire Branch. ❑ Resolve logistical problems reported by the field units. Deactivation: ❑ Ensure that all required forms or reports are completed prior to your release and departure. ❑ Be prepared to provide input to the After - Action Report. ❑ Determine what follow -up to your assignment might be required before you leave. ❑ Deactivate the Fire Branch position and close out logs when authorized by the Operations Section Coordinator or EOC Director. ❑ Leave forwarding contact information where you can be reached. City of Arcadia Part Two Operations Section - 0 -19 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift Primary-13 Shift: 1 st Alternate-13 Shift LAW BRANCH Police Chief Police Captain Police Captain Police Lieutenant The City of Arcadia is linked to the Los Angeles County Operational Area through the Temple Sheriff's Station: Temple Sheriff's Station 8838 Las Tunas Dr. Temple City 91780 (626) 285 -7171 General Duties: • Coordinates movement and evacuation operations during the disaster • Alerts and notifies the public of the pending or existing emergency (CPG -122) • Activates any public warning systems (CPG -98) • Coordinates all law enforcement and traffic control operations during the disaster • Ensures the provision of security at incident facilities • Coordinates incoming law enforcement mutual aid resources during the emergency • Coordinates and assumes responsibility as necessary for Coroner Operations City of Arcadia Part Two Operations Section - 0 -20 EMERGENCY OPERATIONS PLAN February 2013 Primary Responsibility: This Unit alerts and warns the public, coordinates evacuations, enforces laws and emergency orders, establishes safe traffic routes, ensures that security is provided at incident facilities, ensures access control to damaged areas, orders and coordinates appropriate mutual aid resources, and assumes responsibility for the Coroner function in the absence of Los Angeles County Coroner. (CPG- 94/121/129/130) Necessary Units or Groups may be activated as needed to carry out these functions. READ ENTIRE CHECKLIST AT START -UP AND AT THE BEGINNING OF EACH SHIFT CHECKLIST ACTIONS Start Up: ❑ Check in upon arrival at the EOC. ❑ Report to the Operations Sections Coordinator and obtain a briefing. ❑ Determine your personal operating location and set up as necessary. ❑ Determine EOC assignment. ❑ Review your position responsibilities. ❑ Obtain a briefing from the field command post(s) or DOC prior to assuming EOC assignment and brief the Operations Section Coordinator. ❑ Identify yourself as the Law Branch by putting on the vest with your title. ❑ Print your name on the EOC organization chart next to your assignment. Assign m e nts /Staff i n g: ❑ Clarify any issues regarding your authority and assignment and what others in the organization do. ❑ Activate elements of your Branch /Unit, establish work area, assign duties and ensure Branch /Unit journal /log is opened. ❑ Determine 12 -hour staffing requirement and request additional support as City of Arcadia Part Two Operations Section - 0 -21 EMERGENCY OPERATIONS PLAN February 2013 required. ❑ Request additional resources through the Logistics Section or establish ordering procedures, as needed. Meetings /Briefings: ❑ Ensure that all your incoming Branch /Unit personnel are fully briefed. Action Planning: ❑ Based on the situation, as known or forecasted, determines likely future Branch /Unit needs. ❑ Think ahead and anticipate situations and problems before they occur. Documentation: Note: Precise information is essential to meet requirements for possible reimbursement by State CalEMA and FEMA. ❑ Open and maintain an Activity Log (see sample, Part Four - Forms). Maintain all required records and documentation to support the After - Action Report and the history of the emergency /disaster. Document: • Messages received • Action taken • Decision justification and documentation • Request filled • EOC personnel, time on duty and assignment ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. General Operational Duties ❑ Develop a plan for your Branch /Unit operations and support of field operations as requested. Assign specific responsibilities. ❑ Keep up to date on the situation and resources associated with your Branch /Unit. Maintain current status reports and display. City of Arcadia Part Two Operations Section - 0 -22 EMERGENCY OPERATIONS PLAN February 2013 ❑ Obtain regular briefings from field command post(s) or DOC. ❑ Ensure that the safety /Damage Assessment plan is being carried out by fields units. (See Part Three - Initial Safety and Damage Assessment Annex.) ❑ Keep the Operations Section Coordinator advised of your Branch /Unit status and activity and on any problem areas that now need or will require solutions. ❑ Provide periodic situation or status reports to your Section Coordinator for updating information to the Planning /Intelligence Section. ❑ Establish operating procedure with the Information Systems Unit of the Logistics Section for use of telephone, radio and data systems. Make any priorities or special request known. ❑ Review situation reports as they are received. Verify information where questions exist. ❑ Anticipate potential situation changes, such as severe aftershocks, in all Branch /Unit planning. Develop a backup plan for all plans and procedures require off -site communications. ❑ Determine and anticipate your support needs and forward to your Section Coordinator. ❑ Conduct periodic briefings for your Branch /Unit. Ensure they are aware of priorities. ❑ Monitor your Branch /Unit activities and adjust staffing and organization as appropriate to meet current needs. ❑ Use face -to -face communication in the EOC whenever possible and document decisions and policy. ❑ Refer all media contacts to your Section Coordinator. Shift change: ❑ Leave contact information and where you can be found. ❑ Brief your relief at shift - change time. Ensure that in- progress activities are identified and follow -up requirements are known. ❑ Be prepared to participate in the EOC Director's action planning meetings and policy decisions if requested. City of Arcadia Part Two Operations Section - 0 -23 EMERGENCY OPERATIONS PLAN February 2013 ❑ Ensure that all your Branch /Unit personnel and equipment time records and record of expendable materials used are provided to your Section Coordinator at the end of each operational period. Branch /Unit Operational Duties: Branch /Unit Operational Duties are organized into these categories: Mobilization, Initial Response, Alerting/Warning, Evacuation, Security, Other, and Additional Actions in Response to Hazardous Materials, Air Crash, or Flooding /Dam Failure. Mobilization ❑ Ensure that all on -duty Law Enforcement and Public Safety personnel have been alerted and notified of the current situation. ❑ Ensure that all off -duty Law Enforcement and Public Safety personnel have been notified of call -back status, (when they should report) in accordance with current department emergency procedures. ❑ Ensure that Law Enforcement and Public Safety personnel have complete status checks on equipment, facilities, and operational capabilities. ❑ Alter normal patrol procedures to accommodate the emergency situation. Initial Response ❑ Ensure that field units begin safety /damage assessment survey of critical facilities and report status information to the Planning /Intelligence Section through the Operations Section. ❑ Notify Temple City Sheriff's Station EOC or Watch Commander of status. ❑ Coordinate with the appropriate units of the Logistic Section for supplies, equipment, personnel, and transportation for field operations. ❑ Establish a multi - purpose staging areas required. ❑ Maintain contact with established DOC and work/control /dispatch centers to coordinate resources and response personnel. (CPG -106) ❑ Direct field units to report pertinent information (casualties, damage observations, evacuating status, radiation levels, chemical exposure, etc.) to the appropriate EOC Operations Branch. (CPG -109) City of Arcadia Part Two Operations Section - 0 -24 EMERGENCY OPERATIONS PLAN February 2013 Alerting /Warning of Public (See Part Three -Joint Information Center /Joint Information Systems Annex and Evacuation Annex) ❑ Designate area to be warned and /or evacuated. ❑ Develop the warning /evacuation message to be delivered. At a minimum the message should include: • Nature of the emergency and exact threat to public • Threat areas • Time available for evacuation • Evacuation routes • Location of evacuee assistance center • Radio stations carrying instructions and details ❑ Ensure that dispatch notifies special facilities requiring warning and /or notification. (i.e. hospitals, schools, government facilities, special industries, etc.) (CPG -100) ❑ Warn all non - English speaking and hearing impaired persons of the emergency situation /hazard by: (CPG -101) • Using bilingual employees whenever possible • Translating all warnings, written and spoken, into appropriate languages • Contacting media outlets (radio /television) that serve the languages you need • Utilizing TDD machines and 9 -1 -1 translation services to contact the deaf • Using pre- identified lists of disabled and hearing impaired persons for individual contact ❑ Check vacated areas to ensure that all people have received warnings. Evacuations ❑ Implement the evacuation portion of the EOC Action Plan. ❑ Establish emergency traffic routes in coordination with the Public Works Services Branch, utilizing the County Operational Area Disaster Route Priority Plan. (See Part Three - Evacuation Annex.) City of Arcadia Part Two Operations Section - 0 -25 EMERGENCY OPERATIONS PLAN February 2013 ❑ Coordinate with the Public Works Services Branch traffic engineering to determine capacity and safety of evacuation. (CPG -212) ❑ 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 Logistics Section for transportation. (CPG- 33/224) ❑ Consider use of City vehicles if threat is imminent. Coordinate use of City vehicles (truck, vans, etc.) with the Transportation Unit of the Logistics Section. Encourage the use of private vehicles if possible. (CPG -215) ❑ 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. (CPG -125) ❑ Place towing services on stand -by to assist disabled vehicles on evacuation routes. (CPG -221) ❑ Monitor status of warning and evacuation processes. ❑ Coordinate with the Public Works Services Branch to obtain necessary barricade and signs. Security ❑ Enforce curfew and other emergency orders, as identified in the EOC Action Plan. ❑ Request mutual aid assistance through the Temple City Sheriff's Station EOC or Watch Commander. ❑ Coordinate security in the affected areas to protect public and private property. (CPG -126) ❑ Coordinate security for critical facilities and resources. (CPG -124) ❑ Coordinate with the Public Works Services Branch for street closures and boarding up of buildings. ❑ Coordinate law enforcement and crowd control services at mass care and City of Arcadia Part Two Operations Section - 0 -26 EMERGENCY OPERATIONS PLAN February 2013 evacuation centers. (CPG -127) ❑ Provide information to the PIO on matters relative to public safety. ❑ Ensure that detained inmates are protected from potential hazards. Ensure adequate security, and relocate if necessary. (CPG -123) ❑ Consider vehicle security and parking issues at incident facilities and coordinate security if necessary. (CPG- 128/223) ❑ Develop procedures for safe re -entry into evacuated areas. (CPG -225) Other ❑ Coordinate with appropriate animal care agencies and the Facilities and Procurement Units of the 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. Additional Actions in Response to Hazardous Materials Incidents ❑ Insure that all personnel remain upwind or upstream of the incident site. This may require repositioning for personnel and equipment as conditions change. ❑ Notify appropriate Local, State, and Federal hazard response agencies. ❑ Consider wind direction and other weather conditions. Contact the Situation Status Unit of the Planning /Intelligence Section for updates. ❑ Assist with the needs at the Unified Command Post as requested. ❑ Assist in efforts to identify spilled substances, including locating shipping papers and placard, and contacting as required: County Health, State OES, shipper, manufacturer, CHEMTREC, etc. Additional Actions in Response to a Major Air Crash Notify the Federal Aviation Agency or appropriate military command. Request temporary flight restrictions. City of Arcadia Part Two Operations Section - 0 -27 EMERGENCY OPERATIONS PLAN February 2013 Additional Actions in Response to Flooding and /or Dam Failure ❑ Notify all units in and near inundation areas of flood arrival time. ❑ Direct mobile units to warn public to move to higher ground immediately. Continue warning as long as needed. ❑ Coordinate with PIO to notify radio stations to broadcast warnings. Deactivation ❑ Ensure that all required forms or reports are completed prior to your release and departure. ❑ Be prepared to provide input to the After - Action Report. ❑ Determine what follow -up to your assignment might be required before you leave. ❑ Deactivate the Law Branch position and close out logs when authorized by the Operations Section Coordinator or EOC Director. ❑ Leave forwarding contact information where you can be reached. City of Arcadia Part Two Operations Section - 0 -28 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift Primary-13 Shift: 1 st Alternate-13 Shift GENERAL DUTIES: CORONER UNIT L.A. County Coroner Police Captain L.A. County Coroner Police Sergeant Assumes responsibility in the event the County Coroner cannot meet the needs of the City in a disaster. Coordinates resources for collection, identification, and disposition of deceased persons and human tissue. Selects qualified personnel to staff temporary morgue sites. Identifies mass burial sites, establishes, and maintains records of fatalities. (CPG -158) Requests the County Operational Area to activate the Emergency Mortuary Response Plan as necessary to supplement Coroner Operations. Assists as needed. PRIMARY RESPONSIBILITY: The County of Los Angeles Chief Medical Examiner - Coroner has Coroner responsibilities in the City of Arcadia. In a wide -scale disaster within Los Angeles County, it may be several hours or days before the dead can be collected and processed by the Department of the Chief Medical Examiner - Coroner. Law Enforcement has the ultimate responsibility for carrying out this function if the County Coroner cannot respond. Additional material regarding coroner operations is included in Part Three- Coroner Annex. You may also be called upon to assist the County Coroner in coordinating the Emergency Mortuary Response Plan if the County Coroner is not available. (CPG- 157/159) City of Arcadia Part Two Operations Section - 0 -29 EMERGENCY OPERATIONS PLAN February 2013 READ ENTIRE CHECKLIST AT START -UP AND AT THE BEGINNING OF EACH SHIFT CHECKLIST ACTIONS Start -Up: ❑ Check in upon arrival at the EOC. ❑ Report to the Law Branch Coordinating and obtain a briefing. ❑ Determine your personal operating location and set up as necessary. ❑ Review your position responsibilities. ❑ Obtain a briefing from the field command post(s) or DOC prior to assuming EOC assignment and brief the Law Branch Coordinator. ❑ Identify yourself as the Coroner Unit Coordinator by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment. Assign m e nts /Staff i n g: ❑ Clarify any issues regarding your authority and assignment and what others in the organization do. ❑ Activate elements of your Branch /Unit, establish work area, assign duties and ensure Branch /Unit journal /log is opened. ❑ Determine 24 -hour staffing requirement and request additional support as required. ❑ Request additional resources through the Logistics Section or establish ordering procedures, as needed. City of Arcadia Part Two Operations Section - 0 -30 EMERGENCY OPERATIONS PLAN February 2013 Meetings /Briefings: ❑ Ensure that all your incoming Branch /Unit personnel are fully briefed. ❑ Conduct periodic briefings for your Branch /Unit. Ensure they are aware of priorities. Action Planning: ❑ Based on the situation, as known or forecasted, determine likely future Branch /Unit needs. ❑ Think ahead and anticipate situations and problems before they occur. Documentation: ❑ Using activity log (see sample, Part Four - Forms), maintain all required records and documentation to support the After - Action Report and the history of the emergency /disaster. Document: • Messages received • Action taken • Decision justification and documentation • Request filled • EOC personnel, time on duty and assignments Note: Precise information is essential to meet requirements for possible reimbursement by State OES and FEMA. Ongoing Activities: ❑ Develop a plan for your Branch /Unit operations and support of field operations as requested. Assign specific responsibilities. ❑ Keep up -to -date on the situation and resources associated with your Branch /Units. Maintain current status reports and displays. ❑ Obtain regular briefings from field command post(s) or DOC. City of Arcadia Part Two Operations Section - 0 -31 EMERGENCY OPERATIONS PLAN February 2013 ❑ Keep the Law Branch Coordinator advised of your Branch /Unit status and activity and on any problem areas that now need or will require solutions. ❑ Provide periodic situation or status reports to your Section Coordinator for updating information to the Planning /Intelligence Section. ❑ Establish operating procedure with the Information Systems Branch of the Logistics Section for use of telephone, radio and data systems. Make any priorities or special requests known. ❑ Review situation reports as they are received. Verify information where questions exist. ❑ Anticipate potential situation changes, such as severe aftershocks, in all Branch /Unit planning. Develop a backup plan for all plans and procedures requiring off -site communications. ❑ Determine and anticipate your support needs and forward to your Section Coordinator. ❑ Monitor your Branch /Unit activities and adjust staffing and organization as appropriate to meet current needs. ❑ Use face -to -face communication in the EOC whenever possible and document decisions and policy. ❑ Refer all media contacts to your Section Coordinator. ❑ Be prepared to participate in the EOC Director's action planning meetings and policy decisions if requested. ❑ Ensure that all your Branch /Unit personnel and equipment time records and record of expendable materials used are provided to your Section Coordinator at the end of each operational period. Shift Change: ❑ Brief your relief at shift - change time. Ensure that in- progress activities are identified and follow -up requirements are known. Branch /Unit Operational Duties ❑ Ensure that Coroner notification has been made to the Los Angeles County Operational Area, via the Temple City Sheriff's Station EOC or Watch Commander. Determine the expected time of arrival. City of Arcadia Part Two Operations Section - 0 -32 EMERGENCY OPERATIONS PLAN February 2013 ❑ Coordinate the removal and disposition of the dead if requested by the County Coroner. ❑ Continually attempt to contact the County Coroner to advise of condition and needs. Return control of function as soon as possible to that Office. ❑ Establish temporary morgue facilities. ❑ Coordinate with local morticians for assistance. ❑ Coordinate with the Procurement and Transportation Units of the Operations Section to arrange for cold storage locations and transportation for temporary body storage. ❑ Coordinate with the Procurement Unit of the Operations Section for procurement of body bags, tags, gloves, masks, stretchers and other support items. ❑ Coordinate with Public Works Services and Fire Branches on removal procedures for bodies within unstable or hazardous structures. ❑ Advise all personnel involved in body recovery operations of the specific documentation requirements. Refer to supplemental documents in Part Three - Coroner Annex. ❑ Ensure that assigned personnel and volunteers are monitored for stress, morale, or psychological problems related to body recovery operations. ❑ Consider changing shifts at 6 hours if involved in body recovery. ❑ Arrange for Critical Incident Stress Debriefing for all personnel involved in coroner operations through the Personnel Unit of the Operations Section. ❑ Maintain list of known dead. Maintain a log of body recovery operations to be provided to the County Coroner as requested or upon conclusion of the emergency. ❑ Provide assistance to the County Coroner in the identification of remains if requested. ❑ Notify next of kin as advised by the Coroner. ❑ Provide data on Casualty counts to the Los Angeles County Operational Area via the Temple City Sheriff's Station EOC or Watch Commander. ❑ In a hazardous materials incident, determine if special body handling procedures will be required to avoid contamination. ❑ Be prepared to relocate morgue facilities if they are located in flood -prone or dam inundation areas. City of Arcadia Part Two Operations Section - 0 -33 EMERGENCY OPERATIONS PLAN February 2013 ❑ Assist and coordinate the reburial of any coffins that maybe washed to the surface of inundation cemeteries. ❑ Maintain contact with established DOCs and work/control /dispatch centers to coordinate resources and response personnel. (CPG -106) ❑ Direct field units to report pertinent information (casualties, damage observations, evacuation status, radiation levels, chemical exposures, etc.) to the appropriate EOC Operations Branch. (CPG -109) Deactivation ❑ Ensure that all required forms or reports are completed prior to your release and departure. ❑ Be prepared to provide input to the After - Action Report. ❑ Determine what follow -up to your assignment might be required before you leave. ❑ Deactivate the Coroner Unit position and close out logs when authorized by the Operations Section Coordinator or EOC Director. ❑ Leave forwarding contact information where you can be reached. City of Arcadia Part Two Operations Section - 0 -34 EMERGENCY OPERATIONS PLAN February 2013 MEDICAL /HEALTH BRANCH Primary-A Shift: Fire Chief 1 st Alternate -A Shift: Paramedic Primary-B Shift: Deputy Fire Chief 1 st Alternate -B Shift: Paramedic Due to the lack of resources of the City of Arcadia in this function, the City must rely on Los Angeles County. In the event of a major disaster, there may be an extended period of time before the County service can be provided. As resources allow, the Medical /Health Branch will coordinate the appropriate actions until the County responds. GENERAL DUTIES: • Monitors and coordinates all tactical operations of triage, emergency medical care, and treatment of the sick and injured resulting from the incident. • Assesses medical casualties and needs. • Coordinates resources and communication with medical /health care facilities and transportation companies for the evacuation and continual patient care consistent with the EOC Action Plan. • Coordinates preventive health services and other health - related activities and advise on general sanitation matters. PRIMARY RESPONSIBILITY: Manage personnel, equipment and resources to provide the best patient care possible consistent with the EOC Action Plan. Coordinate the provision of public health and sanitation consistent with the EOC Action Plan. EMERGENCY OPERATIONS PLAN February 2013 READ ENTIRE CHECKLIST AT START -UP AND AT THE BEGINNING OF EACH SHIFT In this jurisdiction, this checklist may pose potential issues as opposed to serving as a functional checklist. CHECKLIST ACTIONS Start Up: ❑ Check in upon arrival at EOC. ❑ Report to the Operational Section Coordinator and obtain a briefing. ❑ Determine your personal operating location and set up necessary needs. ❑ Review your position responsibilities. ❑ Obtain a briefing from the field command post(s) or DOC, if activated, prior to assuming EOC assignment and brief the Operations Section Coordinator. ❑ Identify yourself as the Medical /Health Branch Coordinator by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment. ❑ Ensure that all required supplies are available and equipment is working properly. (phones, radios, forms, lists, maps, etc.) Assign m e nts /Staff i n g: ❑ Clarify any issues regarding your authority and assignment and what others in the organization do. ❑ Activate elements of your Branch /Unit, establish work area, assign duties and ensure Branch /Unit journal /log is opened. ❑ Ensure that a status check on equipment, facilities, and operational capabilities has been completed. ❑ Ensure that field units begin safety /damage assessment survey of critical facilities and report status information to the Planning /Intelligence Section through the Operations Section. City of Arcadia Part Two Operations Section - 0 -36 EMERGENCY OPERATIONS PLAN February 2013 ❑ Determine 24 -hour staffing requirement and request additional support as required. ❑ Request additional resources through the Operations Sections or establish ordering procedures, as needed. Meetings /Briefings: ❑ Ensure that all your incoming Branch /Unit personnel are fully briefed. ❑ Conduct periodic briefings for your Branch /Unit. Ensure they are aware of priorities. Action Planning: ❑ Based on the situation as known or forecast, determine likely future Branch /Unit needs. ❑ Think ahead and anticipate situations and problems before they occur. Documentation: ❑ Using activity log (see sample, Part Four - Forms), maintain all required records and documentation to support the After - Action Report and the history of the emergency /disaster. Document: • Messages received • Action taken • Decision justification and documentation • Request filled • EOC personnel, time on duty and assignments Note: Precise information is essential to meet requirements for possible reimbursement by CalEMA and FEMA. City of Arcadia Part Two Operations Section - 0 -37 EMERGENCY OPERATIONS PLAN February 2013 Ongoing Activities: ❑ Develop a plan for your Branch /Unit operations and support of field operations as requested. Assign current status specific responsibilities. ❑ Keep up -to -date on the situation and resources associated with your Branch /Unit. Maintain current status reports and displays. ❑ Obtain regular briefings from field command post(s) or DOC. ❑ Maintain contact with established DOCs and work/control /dispatch centers to coordinate resources and response personnel. (CPG -106) ❑ Direct field units to report pertinent information (casualties, damage observations, evacuation status, radiation levels, chemical exposures, etc.) to the appropriate EOC Operations Branch. (CPG -109) ❑ Keep the Operations Section Coordinator advised of your Branch /Unit status and activity and on any problem areas that now need or will require solutions. ❑ Provide periodic situation or status reports to your Section Coordinator for updating information to the Planning /Intelligence Section. ❑ Establish operating procedure with Information Systems Branch of the Operations Section for use of telephone, radio, and data systems. Make any priorities or special request known. ❑ Review situation reports as they are received. Verify information where questions exist. ❑ Anticipate potential situation changes, such as severe aftershocks, in all Branch /Unit planning. Develop a backup plan for all plans and procedures requiring off -site communications. ❑ Determine and anticipate your support needs and forward to your Section Coordinator. ❑ Monitor your Branch /Unit activities and adjust staffing and organization as appropriate to meet current needs. ❑ Use face -to -face communication in the EOC whenever possible and document decisions and policy. ❑ Refer all media contacts to your Section Coordinator. ❑ Be prepared to participate in the EOC Director's action planning meetings and policy decisions if requested. City of Arcadia Part Two Operations Section - 0 -38 EMERGENCY OPERATIONS PLAN February 2013 ❑ Ensure that all your Branch /Unit personnel and equipment time records and record of expendable materials used are provided to your Section Coordinator at the end of each operational period. ❑ Brief your relief at shift - change time. Ensure that in- progress activities are identified and follow -up requirements are known. Branch /Unit Operational Duties: ❑ Access County medical /health response by contacting the Los Angeles County Operational Area via the Temple City Sheriff's Station EOC or Watch Commander. ❑ Arrange for emergency medical support and hospital care for disaster victims during and after an incident. (CPG -145) ❑ Determine number and location of casualties that require hospitalization. ❑ In the event of an evacuation, coordinate with the Law Branch to reduce the patient population in hospitals, nursing homes, and other care facilities. ❑ Provide continued medical care for patients who cannot be moved when hospitals, nursing homes, and other health care facilities are evacuated. (CPG -146) ❑ In conjunction with the Care and Shelter Branch, establish staff medical care stations at shelter facilities. (CPG -143) ❑ Establish and operate first aid stations for emergency workers as appropriate to the incident. (CPG -143) ❑ Coordinate with Personnel Unit of the Logistics Section to obtain additional health /medical personnel. (CPG -149) ❑ In conjunction with Transportation Unit of the Logistics Section, coordinate transportation and care of injured persons to treatment areas. (CPG -152) ❑ Provide information on the disaster routes established within the EOC Action Plan to local hospitals, health care facilities, ambulance companies, etc. ❑ Provide to the PIO the locations of shelters, first aid facilities, Casualty Collection Points (CCPs), public health hazards, and mitigation procedures and other information for press release. ❑ Protect sources of potable water and sanitary sewage systems from effects of potential hazards. (CPG -167) ❑ Identify sources of contamination dangerous to the health of the community and City of Arcadia Part Two Operations Section - 0 -39 EMERGENCY OPERATIONS PLAN February 2013 post as needed. ❑ Coordinate inspection of health hazards in damaged buildings. ❑ Coordinate with the Los Angeles County Operational Area in developing procedures to distribute medications to shelters or treatment areas as needed. (CPG -144) ❑ Coordinate with Los Angeles County Operational Area in appropriate disease prevention measures (i.e., inoculation, water purification, pest control, inspection of foodstuffs and other consumables, etc.) (CPG -141) ❑ Coordinate local medical staff with National Disaster Medical System (NDMS) responder. (CPG -154) Additional Actions in Response to Flooding and /or Dam Failure ❑ Identify facilities subject to flooding and prepare to move people from facilities. Additional Actions in Response to Hazardous Material Incidents ❑ Identify patients and notify hospitals if contaminated or exposed patients are involved. Deactivation ❑ Ensure that all required forms or reports are completed prior to your release and departure. ❑ Be prepared to provide input to the After - Action Report. ❑ Determine what follow -up to your assignment might be required before you leave. ❑ Deactivate the Medical Branch position and close out logs when authorized by the Operations Section Coordinator or EOC Director. ❑ Leave forwarding contact information where you can be reached. City of Arcadia Part Two Operations Section - 0 -40 EMERGENCY OPERATIONS PLAN February 2013 CARE AND SHELTER BRANCH Primary-A Shift: 1 st Alternate -A Shift Primary-B Shift: 1 st Alternate -B Shift Deputy Recreation and Community Services Director Recreation Supervisor Recreation Supervisor Recreation Office Assistant The City of Arcadia is within the jurisdiction of the Los Angeles Region of the American Red Cross. Contact Number is (888) 737 4306 If the disaster is large enough, the affected American Red Cross chapter(s) may consolidate operations into a disaster operations headquarters at a site to be determined. The Care and Shelter Branch shall ensure that plans are in place to open and operate evacuations centers and mass care facilities until, and if the American Red Cross assumes responsibility. Thereafter, the Care and Shelter Branch will work closely with and support the American Red Cross and any other volunteer services agencies providing assistance to disaster victims. (CPG -231) The Los Angeles County Department of Public Social Services has the Operational Area responsibility for Care and Shelter. POTENTIAL SHELTER SITES Potential shelter facilities should: Be pre- identified as potential sites with Surveys completed. (See Part Three - Mass Care and Shelter Annex) In conjunction with Los Angeles Region American Red Cross, have permission and Memos of Understanding secured for shelter usage. City of Arcadia Part Two Operations Section - 0 -41 EMERGENCY OPERATIONS PLAN February 2013 In conjunction with American Red Cross, have procedures for the following inspections and access, both during regular and after hour use, before a shelter is established. o Structural safety inspection arranged with local Building Department o OSHA safety inspection for safety of shelters and workers o Facility Walk- Through Survey prior to use (to protect owner and user against damage claims) Examples of suitable potential shelter sites: Churches and other privately owned facilities School multi - purpose buildings and gymnasiums Care and Shelter Branch should coordinate with the American Red Cross in identifying potential sites. Potential shelters should have the following and meet all Americans with Disabilities Act (ADA) requirements: • An open space suitable for cots, tables, etc. • Sanitation and hygiene facilities, as available See Part Three -Mass Care and Shelter Annex for the City of Arcadia pre- identified shelter sites. Depending upon the scope of the emergency, additional shelter sites may need to be obtained and /or existing shelters upgraded. All suitable buildings, other than those used for other emergency functions, may be used for sheltering. (CPG -232) Community centers and other city -owned facilities have become the most preferred facilities for shelter operations as they are public facilities and can usually accommodate large numbers of people. Churches are also appropriate as they are often large and have kitchen facilities on the premises. Because it is important that a community return to normal activities as soon after a disaster as possible, schools should be used in shelter operations only when other resources are unavailable. See Part Three -Mass Care and Shelter Annex for legislation regarding use of buildings as shelters and for Mass Care Activation Procedures. GENERAL DUTIES: • Identifies the care and shelter needs of the community. City of Arcadia Part Two Operations Section - 0 -42 EMERGENCY OPERATIONS PLAN February 2013 • Coordinates with American Red Cross and other emergency welfare agencies to identify, set up, staff, and maintain evacuation centers and mass care facilities for disaster victims. • Via the media, encourages residents to go to the shelter nearest their residence. PRIMARY RESPONSIBILITY: Provide care and shelter for disaster victims and coordinate efforts with the American Red Cross and other volunteer agencies. READ ENTIRE CHECKLIST AT START -UP AND AT THE BEGINNING OF EACH SHIFT CHECKLIST ACTIONS Start Up ❑ Check in upon arrival at the EOC. ❑ Report to the Operational Section Coordinator and obtain a briefing. ❑ Determine your personal operating location and set up necessary needs. ❑ Review your position responsibilities. ❑ Obtain a briefing from the field command post(s) or DOC, if activated, prior to assuming EOC assignment and brief the Operations Section Coordinator. ❑ Identify yourself as the Care and Shelter Branch Coordinator by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment. ❑ Ensure that all required supplies are available and equipment is working properly. (phones, radios, forms, lists, maps, etc.) ❑ Ascertain if all key Care and Shelter personnel are in the EOC or have been notified. City of Arcadia Part Two Operations Section - 0 -43 EMERGENCY OPERATIONS PLAN February 2013 Assign m e nts /Staff i n g: ❑ Clarify any issues regarding your authority and assignment and what others in the organization do. ❑ Activate elements of your Branch /Unit, establish work area, assign duties, and ensure Branch /Unit journal /log is opened. ❑ Ensure that a status check on equipment, facilities, and operational capabilities has been completed. ❑ Ensure that field units begin safety /damage assessment survey of critical facilities and report status information to the Planning /Intelligence Section through the Operations Section. ❑ Determine 12 -hour staffing requirement and request additional support as required. ❑ Request additional resources through the Operations Sections or establish ordering procedures, as needed. Meetings /Briefings: ❑ Ensure that all your incoming Branch /Unit personnel are fully briefed. ❑ Conduct periodic briefings for your Branch /Unit. Ensure they are aware of priorities. Action Planning: ❑ Based on the situation, as known or forecasted, determines likely future Branch /Unit needs. ❑ Think ahead and anticipate situations and problems before they occur. Documentation: ❑ Using activity log (see sample, Part Four - Forms), maintain all required records and documentation to support the After - Action Report and the history of the emergency /disaster. Document: • Messages received • Action taken City of Arcadia Part Two Operations Section - 0 -44 EMERGENCY OPERATIONS PLAN February 2013 • Decision justification and documentation • Request filled • EOC personnel, time on duty and assignments Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. Ongoing Activities: ❑ Develop a plan for your Branch /Unit operations and support of field operations as requested. Assign specific responsibilities. ❑ Keep up -to -date on the situation and resources associated with your Branch /Unit. Maintain current status reports and display. ❑ Ensure that the Safety /Damage Assessment plan is being carried out by field units. (See Part Three - Initial Safety and Damage Assessment Annex.) ❑ Obtain regular briefings from field command Post(s) or DOC. ❑ Maintain contact with established DOCs and work/control /dispatch centers to coordinate resources and response personnel. (CPG -106) ❑ Direct field units to report pertinent information (casualties, damage observations, evacuation status, radiation levels, chemical exposures, etc.) to the appropriate EOC Operations Branch. (CPG -109) ❑ Keep the Operations Section Coordinator advised of your Branch /Unit status and activity and on any problem areas that now need or will require solutions. ❑ Provide periodic situation or status reports to your Section Coordinator for updating information to the Planning /Intelligence Section. ❑ Establish operating procedure with Information Systems Branch of the Logistics Section for use of telephone, radio, and data systems. Make any priorities or special request known. ❑ Review situation reports as they are received. Verify information where questions exist. ❑ Anticipate potential situation changes, such as severe aftershocks, in all Branch /Unit planning. Develop a backup plan for all plans and procedures requiring off -site communications. City of Arcadia Part Two Operations Section - 0 -45 EMERGENCY OPERATIONS PLAN February 2013 ❑ Determine and anticipate your support needs and forward to your Section Coordinator. ❑ Monitor your Branch /Unit activities and adjust staffing and organization as appropriate to meet current needs. ❑ Use face -to -face communication in the EOC whenever possible and document decisions and policy. ❑ Refer all media contacts to your Section Coordinator. ❑ Be prepared to participate in the EOC Director's action planning meetings and policy decisions if requested. ❑ Ensure that all your Branch /Unit personnel and equipment time records and record of expendable materials used are provided to your Section Coordinator at the end of each operational period. ❑ Brief your relief at shift - change time. Ensure that in- progress activities are identified and follow -up requirements are known. Branch /Unit Operational Duties: ❑ If need is established, contact the American Red Cross and request an liaison for the City of Arcadia's EOC. (The Los Angeles Chapter of American Red Cross will arrange for a liaison at the Operational Area EOC which may satisfy local government needs.) ❑ Identify the care and shelter needs of the community in coordination with the other Operational Branches. ❑ Determine the need for an evacuation center or mass care shelter. ❑ Identify and prioritize which designated mass care facilities will be needed and if they are functional. ❑ Ensure that Building & Safety has inspected each shelter site prior to occupancy following an earthquake and after each significant aftershock. (CPG -249) ❑ If evacuation is ordered, in conjunction with American Red Cross if available, open evacuation centers in low risk areas and inform public of locations. (CPG- 236/241) ❑ In conjunction with the American Red Cross, manage care and shelter activities (staffing, registration, shelter, feeding, pertinent evacuee information, etc.). City of Arcadia Part Two Operations Section - 0 -46 EMERGENCY OPERATIONS PLAN February 2013 (CPG- 84/240) (See Part Three -Mass Care and Shelter Annex for documents.) ❑ Ensure shelter management teams are organized and facilities are ready for occupancy, meeting all health, safety and ADA standards, in conjunction with the American Red Cross. (CPG- 237/238) ❑ Coordinate with the Personnel Unit of the Logistics Section to contact volunteer agencies and recall City staff to assist with mass care functions including basic first aid, shelter and feeding of evacuees, and sanitation needs. ❑ Coordinate with Los Angeles County Operational Area Care and Shelter Unit for sheltering of residential care and special needs populations. (CPG -234) ❑ Provide and maintain shelter and feeding areas that are free from contamination and meet all health, safety and ADA standards. (CPG -247) ❑ Coordinate with the Los Angeles County Operational Area Care and Shelter Unit, the American Red Cross, other volunteer organizations, and private sector if mass feeding or other support is required at spontaneous shelter sites (e.g. in parks, schools, etc.). ❑ Coordinate with the Information Systems Unit of the Logistic Sections to provide communication where needed to link mass care facilities, the EOC and other key facilities. ❑ Coordinate with the Procurement and Facilities Units of the Logistics Section the care of animals belonging to those in need of shelter. ❑ Coordinate with the Transportation Unit of the Logistics Section the transportation needs of shelterees. ❑ Ensure shelter managers make periodic activity reports to the EOC including requests for delivery of equipment and supplies, any city expenditures, damages, casualties, and numbers and types of persons sheltered. The reporting period will be determined by the Operations Section. (See Part Three -Mass Care and Shelter Annex.) ❑ Assist the American Red Cross to ensure adequate food supplies, equipment, and other supplies to operate mass care facilities. Coordinate procurement and distribution through the Red Cross or the Procurement Unit of the Logistics Section if requested by Red Cross. (CPG- 235/238) ❑ Coordinate with the Facilities Unit of the Logistics Section in the evacuation and relocation or shelter -in -place of any mass care facilities which may be threatened by any hazardous condition. (CPG -246) City of Arcadia Part Two Operations Section - 0 -47 EMERGENCY OPERATIONS PLAN February 2013 ❑ Coordinate with the American Red Cross in the opening, relocating and closing of shelter operations. Also coordinate the above with adjacent communities if needed. (CPG -222) Deactivation: ❑ Ensure that all required forms or reports are completed prior to your release and departure. ❑ Be prepared to provide input to the After - Action Report. ❑ Determine what follow -up to your assignment might be required before you leave. ❑ Deactivate the Care and Shelter position and close out logs when authorized by the Operations Section Coordinator or EOC Director. ❑ Leave forwarding contact information where you can be reached. City of Arcadia Part Two Operations Section - 0 -48 EMERGENCY OPERATIONS PLAN February 2013 PUBLIC WORKS SERVICES BRANCH Primary-A Shift: 1 st Alternate -A Shift: Primary-B Shift: 1 st Alternate -B Shift GENERAL DUTIES: Public Works Services Director Utilities Superintendent Deputy Public Works Services Director Street Superintendent • Receives and processes all field resources for Public Works Services resources. Coordinates that request internally and externally as necessary to make sure there are no duplicate orders. • Coordinates with Operations Section on the acquisition of all resources and support supplies, materials, and equipment. • Determines the need for and location of general staging areas for unassigned resources. • Coordinates with the Facilities Unit of the Operations Section and participate in any action planning meetings pertaining to the establishment of additional locations. • Prioritizes the allocation of resources to individual incidents. Monitors resource assignments. Makes adjustments to assignments based on requirements. • As needed, provides for the procurement and distribution of potable water supplies and coordinates with the Health Branch on water purification notices. (See Part Three - Emergency Water Distribution Annex.) City of Arcadia Part Two Operations Section - 0 -49 EMERGENCY OPERATIONS PLAN February 2013 PRIMARY RESPONSIBILITY: Coordinate all Public Works Services operations as needed (maintain public facilities, surviving utilities and services, as well as restore those that are damaged or destroyed; assist other functions with traffic issues, search and rescue, transportation, etc.). Necessary units or groups may be activated as needed to carry out these functions. READ ENTIRE CHECKLIST AT START -UP AND AT THE BEGINNING OF EACH SHIFT CHECKLIST ACTIONS Start Up: ❑ Check in upon arrival at EOC. ❑ Report to the Operations Section Coordinator and obtain a briefing. ❑ Determine your personal operating location and set up necessary. ❑ Review your position responsibilities. ❑ Obtain a briefing from the field command post(s) or DOC, if activated, prior to assuming EOC assignment and brief the Operations Section Coordinator. ❑ Identify yourself as the Public Works Services Branch Coordinator by putting on the vest with your title. Print your name on the EOC organization chart next to your assignment. ❑ Ensure that all required supplies are available and equipment is working properly (phone, radios, forms, list, maps, etc.). ❑ Ascertain if all key Public Works Services Department personnel are in the EOC or have been notified. Assign m e nts /Staff i n g: ❑ Clarify any issues regarding your authority and assignment and what others in the organization do. ❑ Activate elements of your Branch /Unit, establish work area, assign duties and ensure Branch /Unit journal /log is opened. City of Arcadia Part Two Operations Section - 0 -50 EMERGENCY OPERATIONS PLAN February 2013 ❑ Ensure that all on -duty Public Works Services personnel have been alerted and notified of the current situation. ❑ Ensure that all off -duty Public Works Services personnel have been notified of call -back status (when they should report), in accordance with current department emergency procedures. ❑ Ensure that all Public Works Services personnel have completed status check on equipment, facilities and operational capabilities. ❑ Ensure that field units begin safety /damage assessment survey of critical facilities and report status information to the Planning /Intelligence Section through the Operational Section. ❑ Determine 12 -hour staffing requirement and request additional support as required. ❑ Request additional resources through the Operations Section or establish ordering procedures, as needed. Meetings /Briefings: ❑ Ensure that all your incoming Branch /Unit personnel are fully briefed. ❑ Conduct periodic briefings for your Branch /Unit. Ensure they are aware of priorities. Action Planning: ❑ Based on the situation as known or forecast, determine likely future Branch /Unit needs. ❑ Think ahead and anticipate situations and problems before they occur. Documentation: ❑ Using activity log (see sample, Part Four - Forms), maintain all required records and documentation to support the After - Action Report and the history of the emergency /disaster. Document: • Messages received • Action taken • Decision justification and documentation City of Arcadia Part Two Operations Section - 0 -51 EMERGENCY OPERATIONS PLAN February 2013 • Request filled • EOC personnel, time on duty and assignments Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. Ongoing Activities: ❑ Develop a plan for your Branch /Unit operations and support of field operations as requested. Assign specific responsibilities. ❑ Keep up -to -date on the situation and resources associated with your Branch /Unit. Maintain current status reports and display. ❑ Ensure that the safety /Damage Assessment plan is being carried out by fields units. (See Part Three - Initial Safety and Damage Assessment Annex.) ❑ Obtain regular briefings from field command Post(s) or DOC. ❑ Maintain contact with established DOCs and work/control /dispatch centers to coordinate resources and response personnel. (CPG -106) ❑ Direct field units to report pertinent information (casualties, damage observations, evacuation status, radiation levels, chemical exposures, etc.) to the appropriate EOC Operations Branch. (CPG -109) ❑ Keep the Operations Section Coordinator advised of your Branch /Unit status and activity and on any problem areas that now need or will require solutions. ❑ Provide periodic situation or status reports to your Section Coordinator for updating information to the Planning /Intelligence Section. ❑ Establish operating procedure with Information Systems Unit of the Operations Section for use of telephone, radio, and data systems. Make any priorities or special request known. ❑ Review situation reports as they are received. Verify information where questions exist. ❑ Anticipate potential situation changes, such as severe aftershocks, in all Branch /Unit planning. Develop a backup plan for all plans and procedures requiring off -site communications. ❑ Determine and anticipate your support needs and forward to your Section City of Arcadia Part Two Operations Section - 0 -52 EMERGENCY OPERATIONS PLAN February 2013 Coordinator. ❑ Conduct periodic briefings for your Branch /Unit. Ensure they are aware of priorities. ❑ Monitor your Branch /Unit activities and adjust staffing and organization as appropriate to meet current needs. ❑ Use face -to -face communication in the EOC whenever possible and document decisions and policy. ❑ Refer all media contacts to your Section Coordinator. ❑ Be prepared to participate in the EOC Director's action planning meetings and policy decisions if requested. ❑ Ensure that all your Branch /Unit personnel and equipment time records and record of expendable materials used are provided to your Section Coordinator at the end of each operational period. ❑ Brief your relief at shift - change time. Ensure that in- progress activities are identified and follow -up requirements are known. Branch /Unit Operational Duties: ❑ Receive and process all request for the Public Works Services resources. ❑ Maintain back -up power in the EOC. (CPG -164) ❑ Assure that all emergency equipment has been moved from unsafe areas. ❑ Mobilize personnel, heavy equipment and vehicles to designate general staging areas. ❑ Obtain Public Works Services resources through the Operations Section, utilizing mutual aid process when appropriate. ❑ Allocate available resources based on request and EOC priorities. ❑ Determine priorities for identifying, inspecting and designating hazardous structures to be demolished. (CPG -170) ❑ Ensure the sources of potable water and sanitary sewage systems are available and protected from potential hazards. (See Part Three - Emergency Water Distribution Annex.) (CPG -167) ❑ Develop priorities and coordinate with utility companies for restoration of utilities to critical and essential facilities. (CPG -168) City of Arcadia Part Two Operations Section - 0 -53 EMERGENCY OPERATIONS PLAN February 2013 ❑ In coordination with the Los Angeles County Department of Maintenance Services, determine status of the Disaster Routes and other transportation routes into and within the affected area. Determined present priorities and estimated times for restoration. Clear and reopen Disaster Routes on a priority basis. ❑ Coordinate with Law Branch to ensure the safety of evacuation routes following a devastating event. (CPG- 174/214) ❑ Coordinate with the Procurement Unit of the Logistics Section for sanitation service during an emergency. (CPG -169) ❑ Support clean -up and recovery operations during disaster events. (CPG -113) ❑ Clear debris from waterways to prevent flooding. Drain flooded areas, as needed. (CPG- 113/171) ❑ Develop a debris removal plan to facilitate City clean -up operations, which addresses: • Identification of agencies such as the County Sanitation Districts of Los Angeles and coordination of the debris removal process. • Identification of and cooperation with landfills (consider fee waivers, modification of landfill operating hour, and public concerns). • Cooperation with various waste management regulatory agencies to address associated debris removal problems. • Identification and establishment of debris collection sites. • Evaluation of potential recycling of debris. • Prioritization and completion of the debris removal process. (CPG - 163) Deactivation: ❑ Ensure that all required forms or reports are completed prior to your release and departure. ❑ Be prepared to provide input to the After - Action Report. ❑ Determine what follow -up to your assignment might be required before you leave. ❑ Deactivate the Medical Branch position and close out logs when authorized by the Operations Section Coordinator or EOC Director. ❑ Leave forwarding contact information where you can be reached. City of Arcadia Part Two Operations Section - 0 -54 EMERGENCY OPERATIONS PLAN February 2013 City of Arcadia Part Two Operations Section - 0 -55 EMERGENCY OPERATIONS PLAN February 2013 Part Two Planning /Intelligence Section Annex Part Two, Planning /Intelligence Section Annex Contents GeneralSection ............................................................................... ............................... Purpose............................................................................................ ............................... . Overview........................................................................................... ............................... Objectives......................................................................................... ............................... Conceptof Operations ...................................................................... ............................... Modified EOC Planning P Process for Action Planning .................... ............................... Modified EOC Planning P (Multiple Operational Periods) Chart ....... ............................... Modified EOC Planning P — EOC Action Planning Checklist ............ ............................... P -2 P -2 P -2 P -2 P -2 P -3 P -4 P -5 SEMS /NIMS Planning /Intelligence Section Organization and Functions ................... P -6 Plannina /Intelligence Section Staff ................................................ ............................... P -7 Planning /Intelligence Section Position Checklists Planning /Intelligence Section Coordinator .......................................... ............................... P -9 Situation Status Unit ........................................................................ ............................... P -15 DocumentationUnit .......................................................................... ............................... P -19 Damage Assessment Unit ................................................................ ............................... P -23 AdvancePlanning Unit ..................................................................... ............................... P -26 InitialRecovery Unit ......................................................................... ............................... P -29 DemobilizationUnit .......................................................................... ............................... P -32 TechnicalSpecialist .......................................................................... ............................... P -36 Planning /Intelligence Supporting Documents ........................ ............................... P /ISD -1 EOC Action Planning Process (Modified EOC Planning P) .......... ............................... P /ISD- EOC Action Plan Template ........................................................... ............................... P /ISD- EOC Action Plan Attachments ...................................................... ............................... P /ISD- EOC Information Processing Flow Chart ...................................... ............................... P /ISD- After Action /Corrective Action Plan Process ................................. ............................... P /ISD- After Action /Corrective Action (AA/CA) Report Survey Template .. ............................... P /ISD- City of Arcadia Part Two Planning /Intelligence Section - P -1 EMERGENCY OPERATIONS PLAN February 2013 General Purpose The purpose of this section is to provide disaster - related data and information both internally and externally to assist in managing the disaster. Overview Planning /Intelligence is responsible for coordinating the collection, evaluation and dissemination of information; developing the action plan in coordination with the other sections and maintaining documentation relating to the disaster. Two concepts of NIMS and the National Response Framework are essential to the Planning /Intelligence function: Situational awareness o Requires continuous monitoring of relevant sources of information regarding actual and developing incidents in order to maintain the big picture and to think or plan ahead. Common Operating Picture (COP) • Collection and dissemination of incident information to all appropriate parties. • Allows on -scene and off -scene personnel to have the same information about the incident, including the availability and location of resources and the status of assistance requests. • All responding entities have the same understanding and awareness of incident status and information when conducting operations. Objectives Objectives of the Planning /Intelligence Section are: • Gather, process, organize, maintain, and share with all concerned organizations in a timely manner the following: o Disaster information • Response and recovery activities • Damage assessment information • Conduct briefings and meetings and prepare the EOC Action Plan for each operational period. • Develop post- incident reports —After Action Report /Improvement Plan (AAR /IP). • Compile and report disaster information in a timely manner to the various EOC sections; City departments; the Los Angeles County Operational Area and other appropriate agencies, such as the Disaster Management Area Coordinators, American Red Cross, etc. • Document and preserve all records of the response and recovery efforts. Concept of Operations The Planning /Intelligence Section will operate under the following policies during a City of Arcadia Part Two Planning /Intelligence Section - P -2 EMERGENCY OPERATIONS PLAN February 2013 disaster as the situation dictates: The Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) will be followed. All on -duty personnel are expected to remain at work until relieved of duty. Off -duty personnel will be expected to return to work in accordance with the City's policies. While in a disaster mode, work shifts typically will be 12 hours on and 12 hours off for the duration of the event. The City's work shifts will typically begin at 6 a.m. and 6 p.m. The length of the work shifts may be adjusted to meet local conditions. Modified EOC Planning P Process for Action Planning (CW - #42) The Planning P was developed by the U.S. Coast Guard as a simple but thorough process that provides flexibility to address both smaller, short -term incidents or events, and longer, more complex incidents or events. This results in a more effective use of resources, improved strategies and tactics, fewer safety hazards, lower incident costs and overall improved management. The Modified EOC Planning P is a useful tool to assist in the EOC Action Planning process. When the event or incident occurs, the Modified EOC Planning P process involves the following: • Evaluation of the situation Development of a management strategy Identification and coordination of resources necessary to achieve the objectives in the safest, most efficient and cost - effective manner The Modified EOC Planning P Chart and checklist for the Modified EOC Planning P process follows: Note: The Modified EOC Planning P Process for Action Planning is in the Planning/ Intelligence Supporting Documents. City of Arcadia Part Two Planning /Intelligence Section - P -3 EMERGENCY OPERATIONS PLAN February 2013 Modified EOC Planning P Multiple Operational Periods -------------------------------------- implemented through the remainder of initial Operational Period (D Write Section o EOC Action Plan EAP Approved Meeting (EAP) and Distributed (Review of EAP) O (4��`��>> 11(41 '»� �� New a) >_ EOC Action Planning Meetin ��'I III �li�i Operational Period . g 1� �3f��111J��lj��s��4 ,��,�ij��ll, Ohl, Ohl, X111, X111, X111, X111 ,�111,�1Il,�lll,�lll��I��I�� 0 Section Meeting Op Period/Work '' U) (Prepare for EOC Implement EAP Shift Briefing = Action Planning (Review EAP) Meeting) Status Briefing - - - - - - - - - - - - - - - - - - - - - _0 (Review of Hasty o Objectives) L a General Staff Mtg to Set and Implement o Hasty Objectives M Q Size -Up Briefing for O Initial Operational M Period o EOC Activation L *Determine level of o activation *EOC staff notified N L Event /Incident I Occurs I City of Arcadia Part Two Planning /Intelligence Section - P -4 EMERGENCY OPERATIONS PLAN February 2013 Modified EOC Planning P —EOC Action Planning Checklist Incident/Event Occurs First 2 -4 Hour Period: ❑ Determine level of EOC activation ❑ Notify appropriate EOC staff ❑ Activate EOC ❑ Conduct Size -up Briefing for Initial Operational Period ❑ Conduct General Staff Meeting to Set and Implement Hasty Objectives ❑ Conduct Status Briefing • Review Hasty Objectives Note: Hasty Objectives continue to be implemented through the remainder of initial Operational Period Ongoing Operational Periods: ❑ Conduct Status Briefing • Review Objectives ❑ Conduct Section Meetings to prepare for EOC Action Planning Meeting ❑ Conduct EOC Action Planning Meeting ❑ Prepare draft EOC Action Plan (EAP) ❑ Obtain EAP modifications from Section Coordinators and modify EAP ❑ Obtain Approval of EAP and distribute EAP ❑ Conduct Section Meeting to review EAP New Operational Periods: ❑ Operational Period/ Work Shift Briefing to review EAP ❑ Emergency Operations Center Operational Period /Shift Change ❑ Implement EAP Note: The Modified EOC Planning P Process for EOC Action Planning is in the Planning /Intelligence and other Section Supporting Documents. City of Arcadia Part Two Planning /Intelligence Section - P -5 EMERGENCY OPERATIONS PLAN February 2013 Planning /Intelligence Section Organization and Functions City of Arcadia Part Two Planning /Intelligence Section - P -6 EMERGENCY OPERATIONS PLAN February 2013 Planning /Intelligence Section Staff The Planning /Intelligence Section Coordinator will activate the units necessary to achieve stated objectives. The following Units may be established: • Situation Status Unit • Documentation Unit • Damage Assessment Unit • Advance Planning Unit • Initial Recovery Unit • Demobilization Unit • Technical Specialist Planning /Intelligence Section Coordinator The Planning /Intelligence Section Coordinator: • Supervises the Planning /Intelligence Section. • Serves as a member of the EOC Director's General Staff. • Is responsible for the collection, evaluation, forecasting, dissemination and use of information related to the incident. • Develops the EOC Action Plan. Situation Status Unit The Situation Status Unit is responsible for the collection and organization of incident status and situation information. The Unit is also responsible for the evaluation, analysis and display of information for use by EOC staff. Documentation Unit The Documentation Unit is responsible for: • Initiating and coordinating the preparation of the City's EOC Action Plans • Maintaining accurate and complete incident files, including EOC messages o Files should include photographic documentation of damage assessment • Providing copying services to EOC personnel • Preserving incident files for legal, analytical and historical purposes • Posting event responsibilities including preparation of, obtaining approval and dissemination of the AAR /IP Note: A sample chart showing the Information Processing in the EOC is contained in the Planning /Intelligence Supporting Documents. Damage Assessment Unit The Damage Assessment Unit is responsible for maintaining detailed records of safety /damage assessment information and supporting the documentation process. City of Arcadia Part Two Planning /Intelligence Section - P -7 EMERGENCY OPERATIONS PLAN February 2013 Advance Planning Unit The Advance Planning Unit is responsible for developing reports and recommendations for future time periods (24 to 72 hours) and for preparing reports and briefings for use in strategy and /or planning meetings. Initial Recovery Unit The Unit is responsible for: • Monitoring and reporting on the status of the City infrastructure and other vital community services (i.e., banking, grocery stores, gas stations, etc.). • Preparing the EOC to transition to a city /community -wide recovery organization. Demobilization Unit The Demobilization Unit is responsible for preparing a Demobilization Plan to ensure an orderly, safe and cost - effective release of personnel and equipment. Technical Specialist Technical Specialists are advisors with special skills needed to support a task not addressed elsewhere or by any other discipline. Technical Specialists (which may or may not be an employee of a public or private agency) may report to the Section Coordinator; may function within an existing unit such as the Situation Status Unit; form a separate unit if required or be reassigned to other parts of the organization, i.e. Operations, Logistics, or Finance /Administration. City of Arcadia Part Two Planning /Intelligence Section - P -8 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift: Primary-B Shift: 1 st Alternate -B Shift: Primary Responsibilities: Community Development Administrator City Engineer /Deputy Director of DSD Economic Development Administrator City Engineer /Deputy Director of DSD • Supervises the Planning /Intelligence Section. • Collects, evaluates, forecasts, disseminates, and using information related to the incident (CW -#42). • Tracks and records the disaster incidents. • Produces and approves various reports. • Conducts the EOC Action Planning meetings and overseeing the production of the approved Action Plans (CW -#42). • Ensures that the Section EOC Action Plan objectives are met. • Posts event responsibilities include overseeing the development of the After Action Report /Improvement Plan (AAR /IP). Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Put on the vest with your title. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and set up as necessary. ❑ Review your position responsibilities. ❑ Begin documenting events and activities. This is essential for receiving reimbursement. City of Arcadia Part Two Planning /Intelligence Section - P -9 EMERGENCY OPERATIONS PLAN February 2013 Assign m e nts /Staff i n g: ❑ Report to the EOC Director. ❑ Clarify issues regarding your authority and assignment. ❑ Confirm that all needed Section personnel are in the EOC or have been notified. ❑ When personnel arrive, assign and staff Section positions as needed for: • Situation Status Unit • Documentation Unit • Damage Assessment Unit • Advance Planning Unit • Recovery Planning Unit • Demobilization Unit • Technical Specialists as requested • Other units as needed ❑ Determine the ongoing need for personnel based on the EOC schedule. ❑ Coordinate - technical and subject matter experts. ❑ Carry out responsibilities of the Section not currently staffed. Note: City should verify that information sent to the Operational Area via the designated contact at the Sheriff's Station has been received. This should be done at the earliest possible time. ❑ EOC Activation: Notify the Los Angeles County Operational Area (Op Area) that the City EOC is activated using the designated countywide emergency reporting system. If those systems are not available, then all requests and reports are to be sent to the contact Sheriff's Station (Temple City) by means coordinated with and agreed to by the Watch Commander and City staff. The Temple Sheriff's Station will then be responsible for sending the information to the Op Area EOC. ❑ EOC Activation: Notify Disaster Management Area Coordinator (DMAC) of EOC activation. ❑ EOC Activation: Notify adjacent jurisdictions and other EOCs as necessary. City of Arcadia Part Two Planning /Intelligence Section - P -10 EMERGENCY OPERATIONS PLAN February 2013 ❑ Local Emergency Proclamation: Notify the Op Area if a local emergency is proclaimed (see notification procedures above) and provide a copy to the Op Area. Send a copy of the proclamation to the CaIEMA, Southern Region EOC (REOC) as a courtesy. Notify DMAC when a local emergency is proclaimed. ❑ EOC Deactivation: Notify the Op Area (see notification procedures above), adjacent jurisdictions and other EOCs as necessary of planned time for deactivation. ❑ EOC Deactivation: Notify DMAC of EOC deactivation. Meetings /Briefings: ❑ Brief incoming or relief Planning Section personnel prior to their beginning their duties. Briefings should include: • Current situation assessment • Identification of specific job responsibilities • Identification of co- workers within the job function and /or geographical assignment • Availability of communications • Location of work area • Identification of eating and sleeping arrangements as appropriate • Procedural instructions for obtaining additional supplies, services and personnel • Work shifts ❑ Conduct periodic briefings for the Section. Be sure that all personnel are aware of both Section and overall priorities. ❑ Direct the coordination of periodic disaster and strategy plans briefings to the EOC Director and General Staff, including analysis and forecast of incident potential. ❑ Brief the EOC Director on major problem areas that need solution. ❑ Greater details on situation status based on specific field activities (less than 30 minutes and about 45 minutes after Size -Up Briefing. City of Arcadia Part Two Planning /Intelligence Section - P -11 EMERGENCY OPERATIONS PLAN February 2013 Action Planning: (EOC Action Planning process is in Planning/ Intelligence Supporting Documents). Also see Planning P and Checklist on pages P -5 and 6. Refer to the Modified EOC Planning P (EAP Process) located in the Finance/ Administration Section Supporting Documentation for additional position responsibilities. ❑ Initiate the EOC Action Plan development for the current and future operational periods. ❑ Working with the EOC Management Team and the Documentation Unit, prepare an EOC Action Plan to identify priorities and objectives for the next operational period. ❑ Identify Section priorities, objectives, and significant problems. ❑ Participate in all Action Planning meetings ❑ Obtain approval of the EOC Action Plan from the EOC Director. ❑ Distribute EOC Action Plan to all Section supervisors. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CaIEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Be sure that all Section meetings are documented. ❑ Information supporting Section policy decisions and their justification should be documented. ❑ Be sure that all units account for personnel and work assignments. ❑ Be sure that all the Section logs and files are maintained. ❑ Provide Section personnel and equipment time records to the Time Unit at the end of each shift. City of Arcadia Part Two Planning /Intelligence Section - P -12 EMERGENCY OPERATIONS PLAN February 2013 ❑ Ensure that all records relating to personnel, equipment and materials used are received from other Sections and submitted to the Time Unit at the end of each shift. (See Part Four — Forms.) Ongoing Activities: ❑ Assess the impact of the disaster /emergency on the City, including the initial safety /damage assessment by field units. ❑ Develop situation analysis information on the impact of the emergency from the following sources: (CW -#42) • City departments • School District • American Red Cross • Los Angeles County Departments • CHP /Caltrans • Media (radio /television) • Internet • Amateur Radio System • Other available sources ❑ Ensure that pertinent disaster information is collected and disseminated through appropriate channels to field response personnel, EOC personnel, City departments, the Disaster Management Area Coordinator (DMAC) and the Los Angeles County Operational Area. ❑ Ensure that reports are made to the Los Angeles County Operational Area via the designated county -wide emergency reporting systems. If those systems are not available, all reports and resource requests are to be sent to the contact Sheriff's Station (Temple City) by means coordinated with and agreed to by the Watch Commander and City staff. The Sheriff's Station will then be responsible for sending the information to the Los Angeles County Operational Area. ❑ Determine the City's post -event condition. ❑ Begin planning for recovery. Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. City of Arcadia Part Two Planning /Intelligence Section - P -13 EMERGENCY OPERATIONS PLAN February 2013 ❑ Submit completed logs, time cards, etc. for the Section before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Authorize deactivation of branches or units in the Section when they are no longer required. ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after the EOC has been deactivated. ❑ Deactivate the Section and close out logs when authorized by the EOC Director. ❑ Provide input to the After Action Report /Improvement Plan (AAR /IP). ❑ Post event: Oversee the development, approval and distribution of the AAR /IP. City of Arcadia Part Two Planning /Intelligence Section - P -14 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift Primary-B Shift: 1 st Alternate -B Shift Community Development Administrator Economic Development Administrator Library Services Manager Library Services Manager. Primary Responsibilities: • Gather, organize, and disseminate disaster information in the EOC. • Develop and maintain maps and other information displays. • Transmit reports which the Section Coordinator has approved to the Op Area. • Supervise Situation Status Unit. Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan. (not available at initial EOC activation). ❑ Determine your work location and setup as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities. City of Arcadia Part Two Planning /Intelligence Section - P -15 EMERGENCY OPERATIONS PLAN February 2013 Assign m e nts /Staff i n g: ❑ Report to the Section Coordinator. ❑ Clarify issues regarding your authority and assignment. Make any notifications of EOC activation /deactivation, proclamations, incident status, etc. as directed by the Section Coordinator. Meetings /Briefings: ❑ Brief new or relief personnel in the Unit. ❑ Attend all Section meetings and briefings. ❑ Conduct periodic briefings for the Section. Be sure that all personnel are aware of both Section and overall priorities. Action Planning: Refer to the Modified EOC Planning P (EAP Process) located in the Finance/ Administration Section Supporting Documentation for additional position responsibilities. ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Coordinate the collection and documentation of costs pertaining to the disaster. ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. City of Arcadia Part Two Planning /Intelligence Section - P -16 EMERGENCY OPERATIONS PLAN February 2013 Ongoing Activities: ❑ Collect, organize, and display status of disaster events, including: (CW -#42) • Location and nature of the disaster incidents • Number of injured persons • Number of deceased persons (confirmed by the Coroner) • Road closures and disaster routes • Health concerns • Structural property damage (estimated dollar value) • Personal property damage (estimated dollar value) • City resources committed to the disaster /emergency • City resources available • Assistance provided by outside agencies and resources committed • Number of evacuees • Weather information • Information on shelters ❑ Gather and verify information from all available sources including: • Meetings and briefings • EOC Action Plan • Reports • Field observations • Forms and Status Boards Aerial reports and photographs Countywide emergency management information system Media, County PIO, and other agency PIO reports ❑ Prepare and maintain displays, charts and lists which reflect the current status and location of on -scene assigned resources (personnel, equipment and vehicles). ❑ Determine Unit logistical needs and forward to the Section Coordinator for approval. ❑ Request approved resources through the Logistics Section. ❑ Keep the Section Coordinator advised of your status and activity. Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. City of Arcadia Part Two Planning /Intelligence Section - P -17 EMERGENCY OPERATIONS PLAN February 2013 ❑ Submit completed logs, time cards, etc. to the Section Coordinator before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After Action Report /Improvement Plan (AAR /IP) City of Arcadia Part Two Planning /Intelligence Section - P -18 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: Principal Librarian 1St Alternate -A Shift: DSD Senior Administrative Assistant Primary-B Shift: Principal Librarian 1St Alternate -B Shift: Administrative Assistant Primary Responsibilities: • Collect, organize, and file all completed disaster documents before the end of each work shift to: • Support cost recovery efforts. • Create a historical record. • Provide information for the defense of claims against the City. • Compile, copy, and distribute plans and reports for the EOC, including the EOC Action Plans. • Make sure the messaging system is working effectively. • Create an accurate record of significant disaster incidents. • Provide documentation and copying services to the EOC. • Supervise the Documentation Unit. • Post event responsibilities are the development and distribution of the After Action Plan/ Improvement Plan. Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and set up as necessary. ❑ Put on the vest with your title. City of Arcadia Part Two Planning /Intelligence Section - P -19 EMERGENCY OPERATIONS PLAN February 2013 ❑ Review your position responsibilities. ❑ Begin documenting events and activities. Assign m e nts /Staff i n g: ❑ Report to the Section Coordinator. ❑ Clarify issues regarding your authority and assignment. Meetings /Briefings: ❑ Brief new or relief personnel in the Unit. ❑ Attend all Section meetings and briefings. Action Planning: Refer to the Modified EOC Planning P (EAP Process) located in the Finance/ Administration Section Supporting Documentation for additional position responsibilities. ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. City of Arcadia Part Two Planning /Intelligence Section - P -20 EMERGENCY OPERATIONS PLAN February 2013 Ongoing Activities: ❑ Meet with the Section Coordinator to determine what documents should be maintained for official records. ❑ Activate or develop a filing system for all records. (CW -#42) • Collect, organize, and file all records. • Use electronic document imaging whenever possible. • Ensure that all records are safety stored for grant management, recovery, future state and federal audits, historical documentation, legal purposes, etc. ❑ Contact other EOC sections and units and inform them of the requirement to maintain official records. Assist them as necessary in setting up a file records system. ❑ Coordinate documentation with the Situation Status Unit. ❑ Following planning meetings, assist in the preparation of any written action plans or procedures. ❑ Prepare reports identifying the extent of damage and financial losses. ❑ Ensure that the EOC Action Plans are prepared, approved, copied and distributed to EOC Sections and Units. (See Part Two – Planning /Intel Supporting Documents –EOC Action Planning.) ❑ Post event: Ensure the development and distribution of the AAR /IP. See Part Two — Planning /Intel Supporting Documents — AAR /IP. ❑ Ensure there are forms and processes to document the following: • Messages • Resource requests • General Information ❑ Identify and establish a system for collecting, duplicating, and distributing logs and forms throughout the EOC. ❑ Establish copying service and respond to copying requests. ❑ Establish a system for collecting the official records all section and unit journal /logs /reports /forms at the completion of each work shift. ❑ Ensure the collection of photographs, videos, and /or sound recordings and dispatch records /recordings of disaster events. ❑ Determine Unit logistical needs and forward to the Section Coordinator for approval. ❑ Request approved resources through the Logistics Section. ❑ Keep the Section Coordinator advised of your status and activity. City of Arcadia Part Two Planning /Intelligence Section - P -21 EMERGENCY OPERATIONS PLAN February 2013 Note: For any significant event, it is highly recommended that the organization use some form of electronic document imaging to provide record preservation and accessibility. Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the Section Coordinator before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After Action Report /Improvement Plan (AAR /IP). ❑ Transfer all documentation to the Recovery organization when the EOC is deactivated. ❑ Post - incident: Ensure the development and distribution of the AAR /IP. (See Part Two — Planning /Intel Supporting Documents – AAR/IP.) City of Arcadia Part Two Planning /Intelligence Section - P -22 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift Primary-B Shift: 1 st Alternate -B Shift Building Official Building Inspector Building Inspector Building Inspector Primary Responsibilities: • Collect and maintain information on: • Structural safety issues for all buildings, infrastructure and public utilities • Estimated costs of damages • Conditions that present a potential threat to public health and safety or to improved property (property with buildings on it) Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and setup as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities. Assign m e nts /Staff i n g: ❑ Report to the Section Coordinator. City of Arcadia Part Two Planning /Intelligence Section - P -23 EMERGENCY OPERATIONS PLAN February 2013 ❑ Clarify issues regarding your authority and assignment. Meetings /Briefings: ❑ Brief new or relief personnel in the Unit. ❑ Attend all Section meetings and briefings. Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CaIEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. Ongoing Activities: ❑ Coordinate collection of safety /damage assessment information through the Building and Safety Branch of Operations Section (see Planning /Intel Supporting Documents — Safety /Damage Assessment Forms). ❑ Coordinate with all Operations branches for possible information on damage to structures. ❑ Prepare safety /damage assessment reports and provide to the Section Coordinator for approval and dissemination. City of Arcadia Part Two Planning /Intelligence Section - P -24 EMERGENCY OPERATIONS PLAN February 2013 ❑ Prepare a report of those structures requiring immediate demolition to ensure the public safety. ❑ Collect, record, and total the type, location, and estimated value of damage. ❑ Coordinate with the American Red Cross, insurance companies, and other sources for additional safety /damage assessment information. ❑ Provide final safety /damage assessment reports and supporting documents to the Documentation Unit. ❑ Determine Unit logistical needs and forward to the Section Coordinator for approval. ❑ Request approved resources through the Logistics Section. ❑ Keep the Section Coordinator advised of your status and activity. Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the Section Coordinator before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After Action Report /Improvement Plan (AAR /IP). City of Arcadia Part Two Planning /Intelligence Section - P -25 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift: Primary-B Shift: 1 st Alternate -B Shift: Senior Planner Associate Planner Library Services Manager Circulation Services Supervisor Primary Responsibilities: • Analyze situational data, coordinating with subject matter experts (if available). • Forecast impacts of events for potential solution for the next 24 hour plus time period. • Prepare reports and briefings for use in planning meetings. • Supervise the Advance Planning Unit. Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and setup as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities. Assign m e nts /Staff i n g: ❑ Report to the Section Coordinator. ❑ Clarify issues regarding your authority and assignment. City of Arcadia Part Two Planning /Intelligence Section - P -26 EMERGENCY OPERATIONS PLAN February 2013 Meetings /Briefings: ❑ Brief new or relief personnel in the Unit. ❑ Attend all Section meetings and briefings. Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CaIEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. Ongoing Activities: ❑ Obtain current briefing from the Situation Status Unit. ❑ Determine best estimate of duration of the situation from available information. ❑ Review current priorities and policies. ❑ In coordination with other EOC sections, develop written forecasts for future time periods as requested. These should include any or all of the following: (CW -#42) • Best estimate of likely situation in 24 to 72 hours given current direction and policy. • Recommend top priorities for actions and resources. • Identify any recommended changes to EOC policy, organization or procedures to better address the possible situation. City of Arcadia Part Two Planning /Intelligence Section - P -27 EMERGENCY OPERATIONS PLAN February 2013 • Identify any issues and constraints that should be addressed now in light of the probable situation in 36 -72 hours. • Identify issues that may increase or decrease City involvement. ❑ Provide reports to the Section Coordinator and /or EOC Director and others as directed. ❑ Determine Unit logistical needs and forward to the Section Coordinator for approval. ❑ Request approved resources through the Logistics Section. ❑ Keep the Section Coordinator advised of your status and activity. Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up. ❑ Provide incoming personnel with the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the Section Coordinator before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After - Action Report /Improvement Plan (AAR /IP) City of Arcadia Part Two Planning /Intelligence Section - P -28 EMERGENCY OPERATIONS PLAN February 2013 Primary -A Shift: 1 st Alternate -A Shift: Primary-B Shift: 1 st Alternate -B Shift: Community Development Administrator City Engineer /Deputy Director of DSD Economic Development Manager City Engineer /Deputy Director of DSD Primary Responsibilities: • Collect and analyze information to determine the impact on the City from a recovery/restoration perspective. • Make recommendations on recovery/restoration priorities. • Gather documentation for the recovery /restoration process in coordination with the Finance /Administration Section. • Supervise the Initial Recovery Planning Unit. Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and setup as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities. City of Arcadia Part Two Planning /Intelligence Section - P -29 EMERGENCY OPERATIONS PLAN February 2013 Assign m e nts /Staff i n g: ❑ Report to the Section Coordinator. ❑ Clarify issues regarding your authority and assignment. Meetings /Briefings: ❑ Brief new or relief personnel in the Unit. ❑ Attend all Section meetings and briefings. Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CaIEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. Ongoing Activities: ❑ Identify and define recovery /restoration issues for EOC Management. ❑ Identify potential fast -track solutions to recovery issues. ❑ Gather information from Development Services on zoning and other regulations as they may affect recovery /restoration. City of Arcadia Part Two Planning /Intelligence Section - P -30 EMERGENCY OPERATIONS PLAN February 2013 ❑ Analyze data on structures or portions of the community that may require special considerations. (i.e., historical buildings, environmental, cultural, etc.) ❑ Gather information about: • Debris removal issues • Building issues, including demolition, repairs or reconstruction • Utility restoration plans • Other critical elements, including transportation, schools, medical services, etc. ❑ Estimate housing issues (numbers of damaged and destroyed, temporary housing needed, etc.). ❑ With other governmental agencies, open Local Assistance Centers (LACs), Disaster Resource Centers (DRCs), etc. ❑ Recommend to Management an organizational structure for Recovery Operations and how it should be activated. ❑ Develop a plan to transfer the EOC Initial Recovery responsibilities to a post -EOC Recovery Organization. ❑ Determine Unit logistical needs and forward to the Section Coordinator for approval. ❑ Request approved resources through the Logistics Section. ❑ Keep the Section Coordinator advised of your status and activity. Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up. ❑ Provide incoming personnel with the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the Section Coordinator before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After - Action Report /Improvement Plan (AAR /IP). City of Arcadia Part Two Planning /Intelligence Section - P -31 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: Assistant Planner 1 st Alternate -A Shift: Principal Librarian Primary-B Shift: Associate Planner 1 st Alternate -B Shift: Principal Librarian Primary Responsibilities: • Create a Demobilization Plan. • Make sure all personnel follow the Demobilization Plan. • Supervise the Demobilization Unit. Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and setup as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities. Assign m e nts /Staff i n g: ❑ Report to the Section Coordinator. ❑ Clarify issues regarding your authority and assignment. City of Arcadia Part Two Planning /Intelligence Section - P -32 EMERGENCY OPERATIONS PLAN February 2013 Meetings /Briefings: ❑ Brief new or relief personnel in the Unit. ❑ Attend all Section meetings and briefings. Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. Ongoing Activities: ❑ Coordinate with the field level Demobilization Unit Leader. ❑ Review the organization and current staffing to determine the likely size and extent of demobilization effort. ❑ Request the Section Coordinators to assess long -term staffing needs within their sections and provide listing of positions and personnel for release by priority. ❑ Coordinate with the Agency Representatives to determine: • Agencies not requiring formal demobilization • Personnel rest and safety needs • Coordination procedures with cooperating /assisting agencies ❑ Evaluate logistics and transportation capabilities to support the demobilization effort. City of Arcadia Part Two Planning /Intelligence Section - P -33 EMERGENCY OPERATIONS PLAN February 2013 ❑ Prepare a Demobilization Plan to include the following: (CW - #42) • Release plan strategies and general information • Priorities for release (according to agency and kind and type of resource) o Phase over or transfer of authorities ❑ Completion and submittal of all required documentation ❑ Obtain approval of the Demobilization Plan from the EOC Director. ❑ Ensure that all sections and branches /groups /units understand their specific demobilization responsibilities. ❑ Supervise execution of the Demobilization Plan. ❑ Brief Section Coordinator on demobilization progress. ❑ Obtain identification and description of surplus resources. ❑ Establish "check -in" stations, as required, to facilitate the return of supplies, equipment and other resources. ❑ Determine Unit logistical needs and forward to the Section Coordinator for approval. ❑ Request approved resources through the Logistics Section. ❑ Keep the Section Coordinator advised of your status and activity. Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the Section Coordinator before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After - Action Report /Improvement Plan (AAR /IP) City of Arcadia Part Two Planning /Intelligence Section - P -34 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift Primary-B Shift: 1 st Alternate -B Shift Event / Incident Driven Event / Incident Driven Event / Incident Driven Event / Incident Driven Primary Responsibilities: • Provide technical assistance in specialized areas to the City EOC. Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and setup as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities. Assign m e nts /Staff i n g: ❑ Report to the Section Coordinator. ❑ Clarify issues regarding your authority and assignment. Meetings /Briefings: ❑ Brief new or relief personnel in the Unit. City of Arcadia Part Two Planning /Intelligence Section - P -35 EMERGENCY OPERATIONS PLAN February 2013 ❑ Attend all Section meetings and briefings. Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. Ongoing Activities: ❑ Act as a resource to members of the EOC staff in matters relative to your technical specialty. (CW -#42) Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the Section Coordinator before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: City of Arcadia Part Two Planning /Intelligence Section - P -36 EMERGENCY OPERATIONS PLAN February 2013 ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After Action Report /Improvement Plan (AAR /IP) City of Arcadia Part Two Planning /Intelligence Section - P -37 EMERGENCY OPERATIONS PLAN February 2013 Part Two Logistics Section Annex Part Two, Logistics Section Annex Contents GeneralSection ................................................................................ ............................... L -2 Purpose.............................................................................................. ............................... L -2 Overview............................................................................................. ............................... L -2 Objectives........................................................................................... ............................... L -2 Conceptof Operations ........................................................................ ............................... L -3 SEMS /NIMS Logistics Section Organization and Functions ......... ............................... L -4 Logistics Section Staff .................................................................... ............................... L -5 Logistics Section Position Checklists Logistics Section Coordinator ............................................................. ............................... L -7 ResourcesUnit ................................................................................. ............................... L -12 ProcurementUnit .............................................................................. ............................... L -16 Information Systems Unit ................................................................. ............................... L -22 TransportationUnit ................................................................ ...........................L -25 PersonnelUnit ...................................................................... ...........................L -29 FacilitiesUnit .......................................................................... ...........................L -33 City of Arcadia Part Two Logistics Section - L -1 EMERGENCY OPERATIONS PLAN February 2013 General Purpose This Section explains the organizational structure of the Logistics Section, and assigns responsibilities for managing personnel and equipment. (CW -#44) The priorities of this Section are: • Protect life and property. • Provide operational and logistical support for emergency response personnel and optimize the utilization of resources. • Provide support to the other sections of the City's emergency response team. • Support the restoration of essential services and systems. Overview The Logistics Section's primary responsibility is to ensure the acquisition, transportation, and mobilization of resources to support the response effort at disaster sites, public shelters, EOCs etc. This Section provides all necessary personnel, supplies, and equipment procurement support. Methods for obtaining and using facilities, equipment, supplies, services, and other resources to support emergency response at all operational sites during emergency /disaster conditions will be the same as that used during normal operations unless authorized by the EOC Director or emergency orders of the City Council. Objectives The Logistics Section ensures that all other sections are supported for the duration of the incident. Any personnel, equipment, supplies, or services required by the other sections will be ordered through the Logistics Section. The Logistics Section will accomplish the following specific objectives during a disaster /emergency: • Collect information from other Sections to determine needs and prepare for expected operations. • Coordinate provision of logistical support with the EOC Director. • Prepare required reports identifying the activities performed by the Logistics Section. • Determine the City's logistical support needs and plan for both immediate and long -term requirements. • Maintain proper and accurate documentation of all actions taken and all items procured to ensure that all required records are preserved for future use and CALEMA and FEMA filing requirements. City of Arcadia Part Two Logistics Section - L -2 EMERGENCY OPERATIONS PLAN February 2013 Concept of Operations As the situation dictates during a disaster /emergency, the Logistics Section will operate under the following policies: • The Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) will be followed. • All existing City and departmental operating procedures will be adhered to unless modified by the City Council or EOC Director. • All on -duty personnel are expected to remain on duty until properly relieved of duty. Off duty personnel will be expected to return to work in accordance with recall procedure. • While in a disaster mode, work shifts typically will last 12 hours for the duration of the event. The City's work shifts will typically begin at 6 a.m. and 6 p.m. Operational periods should be event driven. • Available and accessible resources come from neighboring jurisdictions, military installations, and the state and federal levels of government. The private sector and volunteer organizations will be accessed through the City's own resources and private sector resources. Non -fire and non -law mutual aid will be accessed through the Los Angeles County Operations Area via the Operational Area Response and Recovery System. City of Arcadia Part Two Logistics Section - L -3 EMERGENCY OPERATIONS PLAN February 2013 Logistics Section Organization and Functions City of Arcadia Part Two Logistics Section - L -4 EMERGENCY OPERATIONS PLAN February 2013 Logistics Section Staff The Logistics Section Coordinator will activate the units necessary to achieve stated objectives. The following units may be established: • Resources Unit • Information Systems Unit • Procurement Unit • Transportation Unit • Personnel Unit • Facilities Unit Logistics Section Coordinator The Logistics Section Coordinator, a member of the EOC Director's General Staff, is responsible for supporting the response effort and the acquisition, transportation, and mobilization of resources. Information is needed to: • Understand the current situation. • Predict probable resource needs. Prepare alternative strategies for procurement and resources management. Resources Unit The Resources Unit is responsible for maintaining detailed tracking records of resource allocation and use (resources already in place, resources requested but not yet on scene, and estimates of future resource needs). The Resource Unit also maintains logs and invoices to support the documentation process and for resources information displays in the EOC. It cooperates closely with the Operations Section (to determine resources currently in place and resources needed) and with the Planning /Intelligence Section (to provide resources information to the EOC Action Plan). Information Systems Unit The Information Systems Unit is responsible for managing all radio, data, and telephone needs of the EOC staff. Transportation Unit The Transportation Unit is responsible for transportation of emergency personnel, equipment and supplies, and coordinating the Disaster Route Priority Plan. Personnel Unit The Personnel Unit is responsible for obtaining, coordinating, and allocating all non -fire and non -law enforcement mutual aid personnel support requests received. This Unit is also responsible for registering volunteers as Disaster Services Workers and managing EOC personnel issues and requests. City of Arcadia Part Two Logistics Section - L -5 EMERGENCY OPERATIONS PLAN February 2013 Procurement Unit The Procurement Unit is responsible for obtaining all non -fire and non -law enforcement mutual aid materials, equipment and supplies to support emergency operations, and arranging delivery of those resources. Facilities Unit The Facilities Unit is responsible for ensuring that adequate facilities are provided for the response effort, including access to the facility. The Unit also provides staff, furniture, supplies, and materials necessary to configure the facility in a manner adequate to accomplish the mission. City of Arcadia Part Two Logistics Section - L -6 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift: Primary-B Shift: 1 st Alternate -B Shift: Primary Responsibilities: Purchasing Officer Accounting Tech /Accounts Payable Accounting Tech /Accounts Payable Accounting Supervisor • Supervises the Logistics Section. • Resources management and tracking. • Coordinates transportation needs and issues. • Obtains all materials, equipment, and supplies to support emergency operations. • Coordinates management of facilities used during disaster response and recovery. • Establishes the appropriate level of organization within the Section, and continuously monitor the effectiveness of that organization. • Be prepared to form additional branches, groups, or units as the situation requires. • Coordinates the logistical support for the EOC. • Participates in the action planning meeting and, ensures the Section plan objectives are met. Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Put on the vest with your title. ❑ Obtain a briefing on the situation. ❑ Clarify any issues you may have regarding your authority and assignment and what others in the organization do. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and set up as necessary. City of Arcadia Part Two Logistics Section - L -7 EMERGENCY OPERATIONS PLAN February 2013 ❑ Review your position responsibilities. ❑ Begin documenting events and activities. Assign m e nts /Staff i n g: ❑ Report to the EOC Director. ❑ Clarify issues regarding your authority and assignment. ❑ Confirm that all needed Section personnel are in the EOC or have been notified. ❑ When personnel arrive, assign and staff Section positions as needed for: • Resources Unit • Procurement Unit • Information Systems Unit • Transportation Unit • Personnel Unit • Facilities Unit ❑ Determine the ongoing need for personnel based on the EOC schedule. ❑ Carry out responsibilities of the Section not currently staffed. Meetings /Briefings: ❑ Brief incoming or relief Section personnel prior to their beginning their duties. Briefings should include: • Current situation assessment • Identification of specific job responsibilities • Identification of co- workers within the job function and /or geographical assignment • Availability of communications • Location of work area • Identification of eating and sleeping arrangements as appropriate • Procedural instructions for obtaining additional supplies, services and personnel • Work shifts ❑ Conduct periodic briefings for the Section. Be sure that all personnel are aware of both Section and overall priorities. ❑ Brief the EOC Director on major problem areas that need solution. City of Arcadia Part Two Logistics Section - L -8 EMERGENCY OPERATIONS PLAN February 2013 Action Planning: ❑ Identify Section priorities, objectives, and significant problems. ❑ Participate in all Action Planning meetings. ❑ Distribute EOC Action Plan to all Section supervisors. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Be sure that all Section meetings are documented. ❑ Information supporting Section policy decisions and their justification should be documented. ❑ Be sure that all Units account for personnel and work assignments. ❑ Be sure that all the Section logs and files are maintained. ❑ Provide Section personnel and equipment time records to the Time Unit at the end of each shift. ❑ Ensure that all records relating to personnel, equipment, and materials used are received from other Sections and submitted to the Time Unit at the end of each shift. (See Part Four — Forms.) Ongoing Activities: ❑ Think ahead and anticipate situations and problems before they occur. Request additional resources through the appropriate Logistics Unit, as needed. ❑ Evaluate the need for Critical Incident Stress Debriefing for all affected personnel, victims, and bystanders. Arrange debriefings through the Personnel Unit of the Logistics Section. ❑ Keep up -to -date on the situation and resources associated with your Section. ❑ Keep the EOC Director informed on major problem areas that need or will require solutions. City of Arcadia Part Two Logistics Section - L -9 EMERGENCY OPERATIONS PLAN February 2013 ❑ Provide a briefing to the General Staff of operating procedures for use of telephone, data, and radio systems. ❑ From Planning /Intelligence Section and field sources, determine status of the transportation system into and within the affected area. Find out present priorities and estimated times for restoration of the disaster route system. Provide information to the other Sections. ❑ Anticipate potential situation changes, such as a severe aftershock, in all Section Planning. Develop a backup plan for all plans and procedures requiring off -site communications. ❑ Monitor Section activities and organization, and adjust as needed. ❑ Ensure that all Section personnel and equipment time records, and a record of expendable materials used are provided to the Time Unit and Cost Analysis Unit at the end of each operational period. ❑ Meet with Finance /Administration Section Coordinator and review financial and administration support needs and procedures. Determine level of purchasing authority to be delegated to the Logistics Section. ❑ After action planning meetings, ensure that orders for additional resources necessary to meet known or expected demands have been placed and are being coordinated within the EOC and field units. ❑ Keep the Los Angeles County Operations Area Logistics Coordinator apprised of the overall situation and status of resource requests via the Operational Area Response and Recovery System. Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up. ❑ Provide incoming personnel with the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. for the Section before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Authorize deactivation of branches or units in the Section when they are no longer required. ❑ Be sure that all required forms or reports are completed prior to deactivation. City of Arcadia Part Two Logistics Section - L -10 EMERGENCY OPERATIONS PLAN February 2013 ❑ Prepare a list of outstanding issues that need to be addressed after the EOC has been deactivated. ❑ Deactivate the Section and close out logs when authorized by the EOC Director. ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR). City of Arcadia Part Two Logistics Section - L -11 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift Primary-B Shift: 1 st Alternate -B Shift Human Resources Administrator Human Resources Technician Sr. Human Resources Mgmt. Analyst Human Resources Analyst Primary Responsibilities: (Cw - 444) • Prepares and maintains displays, charts, and lists which reflect the current status and location of controlled resources, transportation, and support vehicles • Establishes a resources reporting system for field and EOC units • Prepares and processes resource status change information • Provides information to assist the Situation Status and Documentation Units of the Planning /Intelligence Section in strategy planning and briefing presentations • Cooperates with the Operations Section to determine resources currently in place and resources needed Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and set up as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities. City of Arcadia Part Two Logistics Section - L -12 EMERGENCY OPERATIONS PLAN February 2013 Assign m e nts /Staff i n g: ❑ Report to the Section Coordinator. ❑ Clarify issues regarding your authority and assignment. Meetings /Briefings: ❑ Brief new or relief personnel in the Unit. ❑ Attend all Section meetings and briefings. Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift Ongoing Activities: ❑ Develop a system to track resources deployed for disaster response. ❑ Establish a reporting procedure for resources at specified locations. ❑ Direct the collection, organization and display status of incident resources to include City of Arcadia Part Two Logistics Section - L -13 EMERGENCY OPERATIONS PLAN February 2013 allocation, deployment and staging areas. ❑ Maintain a master list of all resources reported. ❑ Provide for an authentication system in case of conflicting resources status reports. ❑ Provide a resources overview and summary information to the Situation Status Unit of the Planning /Intelligence Section as requested and written status reports on resources allocations as requested by the Section Coordinators. ❑ Assist in strategy planning based on the evaluation of the resources allocation, resources enroute, and projected resources shortfalls. ❑ Ensure that available resources are not overlooked by the Operations Section staff. ❑ Make recommendations to the Logistics Section Coordinator of resources that are not deployed or should be deactivated. Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the Section Coordinator before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after the EOC has been deactivated. ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR). City of Arcadia Part Two Logistics Section - L -14 EMERGENCY OPERATIONS PLAN February 2013 City of Arcadia Part Two Logistics Section - L -15 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift Primary-B Shift: 1 st Alternate -B Shift Purchasing Officer Human Resources Administrator Accounting Technician I Senior Accounting Technician Primary Responsibilities: • Coordinates and oversees the procurement, allocation, and distribution of resources not normally obtained through existing mutual aid sources, such as food, potable water, petroleum fuels, heavy and special equipment, and other supplies and consumables • Provides supplies for the EOC, field operations, and other necessary facilities • Determines if the required items exist within the City supply system • Determines the appropriate supply houses, vendors, or contractors who can supply the item, product, or commodity if City stocks do not exist • Purchases items within limits of delegated authority from Finance /Administration Section • Coordinates with the Finance /Administration Section on actions necessary to purchase, or contract for items exceeding delegated authority o Obtain from Finance /Administration Emergency authority levels • Arranges for the delivery of the items requisitioned, contracted for, or purchased • Maintains records to ensure a complete accounting of the supplies procured and money expended • Supports activities for restoration of disrupted services and utilities • Obtains all non -fire and non -law enforcement mutual aid material, equipment, and supplies to support emergency operations and arrange for delivery of those resources City of Arcadia Part Two Logistics Section - L -16 EMERGENCY OPERATIONS PLAN February 2013 Procurement Policy: The procurement of resources will follow the priority outlined below: 1. Resources within the City inventory (City- owned) 2. Other sources that may be obtained without direct cost to the City 3. Resources that may be leased /purchased within spending authorizations Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and setup as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities. Assign m e nts /Staff i n g: ❑ Report to the Section Coordinator. ❑ Clarify issues regarding your authority and assignment. Meetings /Briefings: ❑ Brief new or relief personnel in the Unit. ❑ Attend all Section meetings and briefings. Action Planning: City of Arcadia Part Two Logistics Section - L -17 EMERGENCY OPERATIONS PLAN February 2013 ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. Ongoing Activities: ❑ Meet and coordinate activities with Finance /Administration Coordinator, and determine purchasing authority to be delegated to Procurement Unit. Review emergency purchasing and contracting procedures. ❑ Review, verify, and process requests from other sections for resources. ❑ Maintain information regarding: • Resources readily available • Resource requests • Status of shipments • Priority resource requirements. • Shortfalls. ❑ Coordinate with other branches, groups, and units as appropriate on resources requests received from Operations field units to ensure there is no duplication of effort or requisition. ❑ Determine if needed resources are available from City stocks, mutual aid sources, City of Arcadia Part Two Logistics Section - L -18 EMERGENCY OPERATIONS PLAN February 2013 or other sources. Arrange for delivery if available. ❑ Determine availability and cost of resources from private vendors. ❑ Issue purchase orders for needed items within dollar limits of authority delegated to Unit. ❑ Notify Finance /Administration Coordinator of procurement needs that exceed delegated authority. Obtain needed authorizations and paperwork. ❑ If contracts are needed for procuring resources, request that the Purchasing Unit of the Finance /Administration Section develop necessary agreements. ❑ Arrange for delivery of procured resources. Coordinate with Transportation and Facilities Units. ❑ Identify and notify the Logistics Section Coordinator of any significant resource request(s) which cannot be met through local action. Suggest alternative methods to solve the problem if possible. ❑ Establish contact with the appropriate Operations Section Branches and Red Cross representatives, and discuss the food and potable water situation with regard to mass care shelters and mass feeding locations. Coordinate actions. ❑ Establish a plan for field and EOC feeding operations. Coordinate with Operations Section to avoid duplication. ❑ Be prepared to provide veterinary care and feeding of animals. ❑ Assemble resource documents which will allow for agency, vendor, and contractor contacts (e.g., telephone listings, procurement catalogs, directories and supply locations). ❑ Continually update communications availability information with the Information Systems Branch. Review contact methods with suppliers as improved communications become available. ❑ Review the situation reports as they are received. Determine and anticipate support requirements. Verify information where questions exist. ❑ Begin disaster documentation, and record tracking of disaster related requests for expenditures of equipment, supplies, personnel, funds, etc. ❑ Provide updated reports on resource status to Resources Unit. ❑ Identify and maintain a list of available and accessible equipment and supplies to support response and recovery efforts. ❑ Arrange for storage, maintenance, and replenishment or replacement of equipment City of Arcadia Part Two Logistics Section - L -19 EMERGENCY OPERATIONS PLAN February 2013 and materials. ❑ Provide and coordinate with Operations Section the allocation and distribution of utilities, fuel, water, food, other consumables, and essential supplies to all disaster operation facilities, including mass care shelters. ❑ Procure and arrange for basic sanitation and health needs at mass care facilities as requested by Operations Section. ❑ Support activities for restoration of utilities to critical facilities. ❑ Procure and coordinate water resources for consumption, sanitation, and firefighting. ❑ Coordinate resources with relief agencies (American Red Cross, etc.). ❑ Obtain and coordinate necessary medical supplies and equipment for access and functional needs population. ❑ Obtain necessary protective respiratory devices, clothing, equipment, and antidotes for personnel performing assigned tasks in hazardous radiological and /or chemical environments. ❑ Ensure the organization, management, coordination, and channeling the donations of goods from individual citizens and volunteer groups during and following the disaster /emergency. ❑ Identify supply sources to augment and /or satisfy expanded medical needs during emergency operations. ❑ In coordination with Operations Section and Los Angeles County Operational Area, maintain essential medical supplies in designated Casualty Collection Points (CCPs). Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the Section Coordinator before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. City of Arcadia Part Two Logistics Section - L -20 EMERGENCY OPERATIONS PLAN February 2013 EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR). City of Arcadia Part Two Logistics Section - L -21 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: Information Services Manager 1 st Alternate -A Shift: IT Technician Primary-B Shift: IT Technician 1 st Alternate -B Shift: IT Technician Primary Responsibilities: (Cw - 444) • Notifies support agencies and oversees the installation, activation, and maintenance of all radio, data, and telephone communications services inside of the EOC and between the EOC and outside agencies • Determines the appropriate placement of all radio transmitting equipment brought to the EOC to support operations • Approves all radio frequencies to minimize interference conditions • Provides necessary communication system operators, and ensures effective continuous 24 -hour operation of all communications services • Copies and logs incoming radio, data and telephone reports on situation reports, major incident reports, resource requests, and general messages • Makes special assignment of radio, data, and telephone services as directed by the EOC Director • Organizes, places, and oversees the operation of amateur radio services working in support of the EOC • Manages all radio, data and telephone needs of the EOC staff Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). City of Arcadia Part Two Logistics Section - L -22 EMERGENCY OPERATIONS PLAN February 2013 ❑ Determine your work location and setup as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities. Assign m e nts /Staff i n g: ❑ Report to the Section Coordinator. ❑ Clarify issues regarding your authority and assignment. Activate pre- arranged agreements for service with vendors and suppliers. Meetings /Briefings: ❑ Brief new or relief personnel in the Unit. ❑ Attend all Section meetings and briefings. Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Coordinate the collection and documentation of costs pertaining to the disaster. ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. City of Arcadia Part Two Logistics Section - L -23 EMERGENCY OPERATIONS PLAN February 2013 Ongoing Activities: ❑ Establish operating procedure for use of telephone, radio and data systems and provide to other units. ❑ Coordinate with all sections and branches /groups /units on operating procedure for use of telephone, data and radio systems. Receive any priorities or special requests. ❑ Monitor operational effectiveness of EOC communications systems. Obtain additional communications capability as needed. ❑ Coordinate frequency and network activities with the Los Angeles County Operational Area. ❑ Provide communications briefings as requested at action planning meetings. ❑ Keep the Section Coordinator advised of your status and activity. Shift Change: ❑ Brief incoming personnel, and identify in- progress activities which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the Section Coordinator before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR). City of Arcadia Part Two Logistics Section - L -24 EMERGENCY OPERATIONS PLAN February 2013 Primary -A Shift: Transportation Services Manager 1 st Alternate -A Shift: Recreation Coordinator Primary-B Shift: Senior Administrative Assistant Recreation 1 st Alternate -B Shift: Recreation Coordinator Primary Responsibilities: • Coordinates the transportation of emergency personnel and resources within the City by all available means • Coordinates all public transportation resources Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and setup as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities. City of Arcadia Part Two Logistics Section - L -25 EMERGENCY OPERATIONS PLAN February 2013 Assign m e nts /Staff i n g: ❑ Report to the Section Coordinator. ❑ Clarify issues regarding your authority and assignment. Meetings /Briefings: ❑ Brief new or relief personnel in the Unit. ❑ Attend all Section meetings and briefings. Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received. • Action taken. • Decision and policy justification and documentation. • Requests filled. • EOC assignments. ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. Ongoing Activities: ❑ Coordinate with the Planning /Intelligence and Operations Sections to determine which disaster routes are available for emergency use. ❑ Coordinate use of disaster routes with the Operations Section. ❑ Coordinate with other sections and branches /groups /units to identify transportation priorities. City of Arcadia Part Two Logistics Section - L -26 EMERGENCY OPERATIONS PLAN February 2013 ❑ Establish a transportation plan for movement of: o Personnel, supplies and equipment to the EOC, field units, shelters and Casualty Collection Points (CCPs) o Individuals to medical facilities o Emergency workers and volunteers to and from risk areas ❑ Coordinate with the Operations Section on the movement of personnel with access and functional needs. ❑ Coordinate with local transportation agencies and schools to establish availability of resources for use in evacuations and other operations as needed. ❑ As reports are received from field units and EOC sections and as sufficient information develops, analyze the situation, and anticipate transportation requirements. Shift Change: ❑ Brief incoming personnel, and identify in- progress activities which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the Section Coordinator before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR). City of Arcadia Part Two Logistics Section - L -27 EMERGENCY OPERATIONS PLAN February 2013 City of Arcadia Part Two Logistics Section - L -28 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift Primary-B Shift: 1 st Alternate -B Shift Human Resources Administrator Human Resources Technician Sr. Human Resources Analyst Human Resources Analyst Primary Responsibilities: • Coordinates all personnel support requests received at or within the EOC, including any category of personnel support requested from the EOC functional elements or from City response elements in the field • Identifies sources and maintains an inventory of personnel support and volunteer resources. Requests personnel resources from those agencies as needed • Ensures that all Disaster Service Workers and volunteers are registered and integrated into the emergency response system • Assigns personnel within the EOC as needs are identified • Coordinates Emergency Management Mutual Aid (EMMA) as necessary through the Los Angeles County Operational Area • Obtains, coordinates, and allocates all non -fire and non -law enforcement mutual aid personnel support requests received • Manages EOC personnel issues and requests Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). City of Arcadia Part Two Logistics Section - L -29 EMERGENCY OPERATIONS PLAN February 2013 ❑ Determine your work location and setup as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities. Assign m e nts /Staff i n g: ❑ Report to the Section Coordinator. ❑ Clarify issues regarding your authority and assignment. Meetings /Briefings: ❑ Brief new or relief personnel in the Unit. ❑ Attend all Section meetings and briefings. Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. City of Arcadia Part Two Logistics Section - L -30 EMERGENCY OPERATIONS PLAN February 2013 Ongoing Activities: ❑ Receive and process all incoming requests for personnel support. Identify number of personnel, special qualifications or training, location where needed, and person to report to upon arrival. Secure an estimated time of arrival for relay back to the requesting agency. ❑ Develop a system for tracking personnel and volunteers that is processed by the Unit. Maintain sign in and sign out logs. Control must be established for the accountability of personnel used in the response effort. Personnel and volunteers relieved from assignments will be processed through the Demobilization Unit. ❑ Maintain information regarding: • Personnel /volunteers processed • Personnel /volunteers allocated and assigned by agency /location • Personnel /volunteers on standby • Special personnel requests by category not filled ❑ Ensure the training of assigned response staff and volunteers to perform emergency functions. Coordinate with the Safety Officer to ensure that training for personnel includes safety and hazard awareness, and is in compliance with OSHA requirements. ❑ Obtain crisis counseling for emergency workers. ❑ Coordinate feeding, shelter and care of personnel, employees' families and volunteers with the Procurement and Facilities Unit. ❑ Establish a plan for child care for City employees as needed. Coordinate with Facilities Unit for suitable facilities. ❑ Assist and support employees and their families who are also disaster victims. ❑ Develop a plan for communicating with those agencies having personnel resources capable of meeting special needs. ❑ Coordinate with the Los Angeles County Operational Area for additional personnel needs. ❑ Ensure the recruitment, registration, mobilization, and assignment of volunteers. ❑ Establish Disaster Service Workers and Volunteer registration, and interview locations. Assign staff to accomplish these functions. City of Arcadia Part Two Logistics Section - L -31 EMERGENCY OPERATIONS PLAN February 2013 ❑ Issue ID cards to Disaster Service Workers. ❑ Coordinate transportation of personnel and volunteers with the Transportation Unit. ❑ If the need for volunteers is anticipated, coordinate with the Public Information Officer and provide the specific content of any broadcast item desired. ❑ Keep the PIO advised of the volunteer situation. If the system is saturated with volunteers, advise the PIO of that condition and take steps to reduce or redirect the response. ❑ Ensure the organization, management, coordination, and channeling of the services of individual citizens and volunteer groups during and following the emergency. ❑ Obtain health /medical personnel (e.g., nurses, aides, paramedics and other trained and certified volunteers) to meet health /medical needs. ❑ Request technical expertise resources not available within the jurisdiction (hazardous materials, environmental impact, structural analysis, etc.) through established channels, mutual aid channels, or the Los Angeles County Operational Area. Shift Change: ❑ Brief incoming personnel and identify in- progress activities which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the Section Coordinator before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR). City of Arcadia Part Two Logistics Section - L -32 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift Primary-B Shift: 1 st Alternate -B Shift General Services Superintendent Building Maintenance Supervisor Street Superintendent Street Supervisor Primary Responsibilities: • Coordinates and oversees the management of and support to the EOC and other essential facilities and sites used during disaster operations • Coordinates with other EOC branches, groups, and units for support required for facilities • Supports activities for restoration of disrupted services and utilities to facilities • Coordinates with Finance /Administration Section of any claims or fiscal matters relating to facility operations • Closes out each facility when no longer needed • Ensures that adequate facilities are provided for the response effort, including access to the facility and providing staff, furniture, supplies and materials necessary to configure the facility in a manner adequate to accomplish the mission Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). City of Arcadia Part Two Logistics Section - L -33 EMERGENCY OPERATIONS PLAN February 2013 ❑ Determine your work location and setup as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities. Assign m e nts /Staff i n g: ❑ Report to the Section Coordinator. ❑ Clarify issues regarding your authority and assignment. Meetings /Briefings: ❑ Brief new or relief personnel in the Unit. ❑ Attend all Section meetings and briefings. Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. City of Arcadia Part Two Logistics Section - L -34 EMERGENCY OPERATIONS PLAN February 2013 Ongoing Activities: ❑ Maintain information in the Unit regarding; • Facilities opened and operating. • Facility managers. • Supplies and equipment at the various locations. • Specific operations and capabilities of each location. ❑ As the requirement for emergency -use facilities is identified, coordinate the acquisition of required space to include any use permit, agreement, or restriction negotiations required. ❑ In coordination with the Operations Section, provide support to facilities used for disaster response and recovery operations (i.e., staging areas, shelters, disaster resource centers). ❑ Identify communications requirements to the Information Systems Branch. ❑ Identify equipment, material, and supply needs to the Procurement Unit. ❑ Identify personnel needs to the Personnel Unit. ❑ Identify transportation requirements to the Transportation Unit. Coordinate evacuation schedules and identify locations involved. ❑ Identify security requirements to the Law Branch of the Operations Section. ❑ Monitor the actions at each facility activated, and provide additional support requested in accordance with Unit capabilities and priorities established. ❑ Account for personnel, equipment, supplies, and materials provided to each facility. ❑ Coordinate the receipt of incoming resources to facilities. ❑ Ensure that operational capabilities are maintained at facilities. ❑ Oversee the distribution of utilities, fuel, water, food, other consumables, and essential supplies to all disaster operation facilities. ❑ Ensure that basic sanitation and health needs at mass care facilities are met. ❑ Ensure that facilities provide accommodations for access and functional needs population. ❑ Provide facilities for sheltering essential workers employees' families and volunteers. ❑ Be prepared to provide facilities for animal boarding as required. City of Arcadia Part Two Logistics Section - L -35 EMERGENCY OPERATIONS PLAN February 2013 ❑ Coordinate water resources for consumption, sanitation, and firefighting at all facilities. Shift Change: ❑ Brief incoming personnel, and identify in- progress activities which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the Section Coordinator before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR). City of Arcadia Part Two Logistics Section - L -36 EMERGENCY OPERATIONS PLAN February 2013 Part Two Finance /Administration Section Annex Part Two, Finance /Administration Section Annex Contents GeneralSection ................................................................................ ............................... F -3 Purpose.............................................................................................. ............................... F -3 Overview............................................................................................ ............................... F -3 Objectives.......................................................................................... ............................... F -3 Conceptof Operations ....................................................................... ............................... F -3 SEMS /NIMS Finance /Administration Section Organization and Functions ............... F -5 Finance /Administration Section Staff ............................................ ............................... F -6 Finance /Administration Section Position Checklists Finance /Administration Section Coordinator ...................................... ............................... F -8 PurchasingUnit ................................................................................ ............................... F -13 Cost Recovery Documentation Unit ................................................. ............................... F -16 TimeUnit .......................................................................................... ............................... F -20 Compensation /Claims Unit ............................................................... ............................... F -24 CostAnalvsis Unit ............................................................................ ............................... F -27 Finance /Administration Support Documentation ........................ ............................... FS -1 City Specific Financial Policies (Personalize and List) ........... ............................... FS -2 Disaster /Emergency Accounting Records ............................. ............................... FS -3 Do's and Don'ts of Using the Disaster Accounting System ... ............................... FS -4 Procedures for Applying for Financial Assistance .................. ............................... FS -5 FEMA Categories of Work ..................................................... ............................... FS -9 FEMA Public Assistance Claims Process Outline ............... ............................... FS -11 Designation of Applicants Agent Resolution — CalEMA (OES) Form 130.......... FS -12 Project Application for Federal Assistance — CalEMA (OES) Form 89 .............. FS -13 Additional State Forms (see website: www.calema.ca.gov for latest forms) Federal Forms (see website: www.FEMA.gov for latest forms) Financial Excel Spreadsheets (provided by Area G— available on CD -Rom) Damage and Needs Assessment Summary Labor, Equipment and Materials Costs Tracking Forms City of Arcadia Part Two Finance /Admin Section - F -1 EMERGENCY OPERATIONS PLAN February 2013 List of Projects and Preliminary Damage Assessment Site Information Loss Estimation Form Project Worksheet and Progress Tracking Form Disaster Damage Cost Worksheet City of Arcadia Part Two Finance /Admin Section - F -2 EMERGENCY OPERATIONS PLAN February 2013 General Purpose This Section explains the organizational structure of the Finance /Administration Section and assigns responsibilities for fiscal management, financial oversight, and support to City emergency operations. It begins the cost recovery efforts of the City, and provides the basis for transition to intermediate and long -term recovery. (CW -#44) Overview The Finance /Administration Section is responsible for maintaining the financial and documentation systems necessary to keep the City functioning during a disaster, and beginning the process for recovering disaster - related costs from the state and federal governments. Objectives The Finance /Administration Section ensures all required records are organized and preserved for cost recovery efforts through maintenance of complete and accurate documentation of all expenditures and losses. In addition, this Section should assist with the development of pre- disaster policies and procedures, which would provide for maximum reimbursement of disaster costs. The Finance /Administration Section will prepare and maintain complete disaster documentation by: • Ensuring sufficient written and photographic documentation of disaster losses • Documenting all labor, equipment, supply and other costs associated with the disaster in a manner consistent with eligibility requirements of CalEMA and FEMA • Compiling a general summary of disaster losses throughout the community to analyze the economic and social impacts of the disaster • Ensuring that document retention policies follow state and federal audit guidelines Concept of Operations As the situation dictates during a disaster, the Finance /Administration Section will operate under the following policies: • The Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) will be followed. Use disaster financial operating systems that have been developed and adopted prior to the disaster. Otherwise, use existing city and departmental fiscal operating procedures. City of Arcadia Part Two Finance /Admin Section - F -3 EMERGENCY OPERATIONS PLAN February 2013 All on -duty personnel are expected to remain on duty until relieved of duty. Off - duty personnel will be expected to return to work in accordance with the City's policies. While in a disaster mode, work shifts typically will last 12 hours for the duration of the event. The City's work shifts will typically begin at 6 a.m. and 6 p.m. The length of the work shifts may be adjusted to meet local conditions. City of Arcadia Part Two Finance /Admin Section - F -4 EMERGENCY OPERATIONS PLAN February 2013 Finance /Administration Section Organization and Functions City of Arcadia Part Two Finance /Admin Section - F -5 EMERGENCY OPERATIONS PLAN February 2013 Finance /Administration Section Staff The Finance /Administration Section Coordinator will activate the units necessary to achieve stated objectives. A functional unit need not be established if only one person would work in the unit (i.e., Purchasing). In this example, the normal Purchasing Officer would be assigned rather than designating a unit. The following Units may be established and include the: • Purchasing Unit • Cost Recovery Documentation Unit • Time Unit • Compensation /Claims Unit • Cost Analysis Unit • Other units as needed Finance /Administration Section Coordinator The Finance /Administration Section Coordinator: • Supervises the Finance /Administration Section • Serves as a member of the EOC Director's General Staff • Ensures normal City finance functions continue Activates the City's disaster financial systems Implements City policies relating to disaster finance and cost recovery Monitors spending limits for all response and recovery related activities Purchasing Unit The Purchasing Unit is responsible for all financial matters relating to purchases, vendor contracts, leases, fiscal agreements, and for tracking expenditures. Cost Recovery Documentation Unit The Cost Recovery Documentation Unit should be activated at the onset of any disaster. This Unit is responsible for maintaining the Disaster Accounting System, procedures to document expenditures, collection of sufficient damage documentation, and coordination of cost recovery. The Unit also acts as liaison with the disaster assistance agencies. Accurate and timely documentation of both damage and costs is essential to financial recoverv. Time Unit The Time Unit is responsible for tracking hours of staff, volunteers, contracted labor, equipment, and mutual aid. Timekeeping procedures must meet local, state, and federal requirements for reimbursement. Compensation /Claims Unit The Compensation /Claims Unit is responsible for managing the investigation and documentation of injuries, property damage, and worker's compensation claims. City of Arcadia Part Two Finance /Admin Section - F -6 EMERGENCY OPERATIONS PLAN February 2013 Cost Analysis Unit The Cost Analysis Unit is responsible for providing financial impact for the incident to help the planning and recovery efforts. This analysis includes: • Tracking ongoing costs of the response • Estimating the economic loss and damage impact to the budget City of Arcadia Part Two Finance /Admin Section - F -7 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift: Primary-B Shift: 1 st Alternate -B Shift: Primary Responsibilities: ASD Director Accounting Supervisor Finance Manager /Treasurer Accounting Supervisor • Supervises the Finance /Administration Section. • Activates the City's disaster financial systems, which include the Disaster Purchasing Policy. • Ensures that all disaster damages and costs are documented. • Participates in the action planning meeting and assures that the Section plan objectives are met. Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Put on the vest with your title. ❑ Obtain a briefing on the situation. ❑ Activate the Disaster Accounting System. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and set up as necessary. ❑ Review your position responsibilities. ❑ Begin documenting events and activities (Form EOC -001). Assign m e nts /Staff i n g: ❑ Report to the EOC Director. City of Arcadia Part Two Finance /Admin Section - F -8 EMERGENCY OPERATIONS PLAN February 2013 ❑ Clarify issues regarding your authority and assignment. ❑ Confirm that all needed Section personnel are in the EOC or have been notified. ❑ When personnel arrive, assign and staff Section positions as needed for: • Cost Recovery Documentation Unit • Time Unit • Purchasing Unit • Compensation and Claims Unit • Cost Analysis Unit • Other units as needed ❑ Determine the ongoing need for personnel based on the EOC schedule. ❑ Carry out responsibilities of the Section not currently staffed. Notifications (See Part Two Appendix A for restricted phone and fax numbers): ❑ Notify all personnel and vendors that the Disaster Accounting System is activated. Meetings /Briefings: ❑ Brief incoming or relief Section personnel prior to their beginning their duties. Briefings should include: • Current situation assessment • Identification of specific job responsibilities • Identification of co- workers within the job function and /or geographical assignment • Availability of communications • Location of work area • Identification of eating and sleeping arrangements as appropriate • Procedural instructions for obtaining additional supplies, services, and personnel • Work shifts ❑ Conduct periodic briefings for the Section. Be sure that all personnel are aware of both Section and overall priorities. ❑ Brief the EOC Director on major problem areas that need solution. City of Arcadia Part Two Finance /Admin Section - F -9 EMERGENCY OPERATIONS PLAN February 2013 Action Planning: ❑ Identify Section priorities, objectives and significant problems. ❑ Participate in all Action Planning meetings. ❑ Distribute EOC Action Plan to all Section supervisors. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Actions taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Be sure that all Section meetings are documented. ❑ Information supporting Section policy decisions and their justification should be documented. ❑ Be sure that all units account for personnel and work assignments. ❑ Be sure that all the Section logs and files are maintained. ❑ Provide Section personnel and equipment time records to the Time Unit at the end of each shift. ❑ Ensure that all records relating to personnel, equipment and materials used are received from other Sections and submitted to the Time Unit at the end of each shift. (See Part Four — Forms) Policies: ❑ Remind personnel to use the existing policy accounting system. ❑ Remind personnel to follow the City's established purchasing policy. ❑ Determine levels of purchasing authority for the Finance /Administration and Logistics Sections. City of Arcadia Part Two Finance /Admin Section - F -10 EMERGENCY OPERATIONS PLAN February 2013 ❑ Identify critical City financial processes to be maintained during the disaster (i.e. payroll, accounts receivable, etc... ) Ongoing Activities: ❑ Determine if the City's bank(s) can continue handling financial transactions. ❑ Ensure that all City financial processes (payroll, revenue collection, accounts receivable, audits, etc.) continue. ❑ Provide input in all planning sessions on financial matters. ❑ Ensure documents prepared during the disaster are completed. ❑ Keep the General Staff informed of the overall financial situation. ❑ Organize, manage and distribute cash donations received during a disaster. (Go to www.aidmatrix.org for valuable assistance with this task.) ❑ Be prepared for inquiries and visits from state, federal, and other high- ranking officials. ❑ Determine Section logistical needs and request resources through the Logistics Section. ❑ Monitor Section activities and organization, and adjust as needed. ❑ As the Coordinator for the Finance and Administration Section, coordinate with the Logistics Section Personnel Unit regarding employee welfare issues. Shift Change: ❑ Brief incoming personnel and identify in- progress activities, which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. for the Section before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Authorize deactivation of branches or units in the Section when they are no longer required. ❑ Be sure that all required forms or reports are completed prior to deactivation. City of Arcadia Part Two Finance /Admin Section - F -11 EMERGENCY OPERATIONS PLAN February 2013 ❑ Prepare a list of outstanding issues that need to be addressed after the EOC has been deactivated. ❑ Deactivate the Section, and close out logs when authorized by the EOC Director. ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR). City of Arcadia Part Two Finance /Admin Section - F -12 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift: Primary-B Shift: 1 st Alternate -B Shift: Purchasing Officer Accounting Tech. /Accounts Payable Senior Accounting Tech. II Accounting Supervisor Primary Responsibilities: (Cw - 444) • Coordinates vendor contracts and manage equipment use agreements. • Confers with the Section Coordinator on disaster spending limits. • Uses the City's established purchasing policy. • Supervises the Purchasing Unit. Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location, and set up as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities (Form EOC -001). Assign m e nts /Staff i n g: ❑ Report to the Section Coordinator. ❑ Clarify issues regarding your authority and assignment. City of Arcadia Part Two Finance /Admin Section - F -13 EMERGENCY OPERATIONS PLAN February 2013 Notifications (See Part Two Appendix A for restricted phone and fax numbers): Meetings /Briefings: ❑ Brief new or relief personnel in the Unit. ❑ Attend all Section meetings and briefings. Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. Policies: ❑ Use the City's established purchasing policy. Ongoing Activities: ❑ Review and use EOC disaster purchasing procedures. ❑ Brief EOC personnel on purchasing and procurement policies, procedures and City of Arcadia Part Two Finance /Admin Section - F -14 EMERGENCY OPERATIONS PLAN February 2013 issues. ❑ Process disaster related contracts and agreements for equipment, supplies, labor, etc. ❑ Ensure that all disaster records identify scope of work and site - specific locations. ❑ Implement disaster procedures for acquisition, inventory control, and disposal of equipment and supplies. ❑ Interpret contracts and agreements, and resolve claims and disputes. ❑ Determine Unit logistical needs, and forward to the Section Coordinator for approval. ❑ Request approved resources through the Logistics Section. ❑ Keep the Section Coordinator advised of your status and activity. Shift Change: ❑ Brief incoming personnel, and identify in- progress activities, which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the Section Coordinator before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after the EOC has been deactivated. ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR). City of Arcadia Part Two Finance /Admin Section - F -15 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift- 1 st Alternate -A Shift: Primary-B Shift: 1 st Alternate -B Shift Accountant Accounting Supervisor Finance Manager /Treasurer Revenue Collection Specialist Primary Responsibilities: (Cw - 444) • Coordinates cost recovery efforts with County, State and Federal agencies. • Coordinates collection of cost documentation with other sections. • Organizes cost recovery documentation for the Public Assistance process. • Supervises the Cost Recovery Documentation Unit. Assigns financial codes for use during the disaster. Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and setup as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities (Form EOC -001). City of Arcadia Part Two Finance /Admin Section - F -16 EMERGENCY OPERATIONS PLAN February 2013 Assign m e nts /Staff i n g: ❑ Report to the Section Coordinator. ❑ Clarify issues regarding your authority and assignment. Notifications (See Part Two Appendix A for restricted phone and fax numbers): ❑ Activate pre- arranged agreements for service with vendors and suppliers. Meetings /Briefings: ❑ Brief new or relief personnel in the Unit. ❑ Attend all Section meetings and briefings. Action Planning: ❑ Assist in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Coordinate the collection and documentation of costs pertaining to the disaster. ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. City of Arcadia Part Two Finance /Admin Section - F -17 EMERGENCY OPERATIONS PLAN February 2013 Policies: ❑ Assign financial codes for use during the disaster. ❑ Implement the City's Damage Documentation Procedures. Ongoing Activities: ❑ Maintain the Disaster Accounting System and procedures to capture and document costs relating to a disaster in coordination with other sections and departments. ❑ Assign disaster financial codes if not already in place. ❑ Inform all sections and departments that the City's established accounting system is to be used. ❑ Upon proclamation of a disaster, coordinate with disaster response, relief, and recovery agencies. ❑ Compile a comprehensive list of all public sector damages. ❑ Coordinate with other Sections and outside agencies (i.e. American Red Cross, insurance companies, etc.) to compile a general list of all community damages, including homes, business, etc. ❑ Ensure costs are directly tied to corresponding damages (i.e. costs associated with replacing windows are tied to the specific building, floor, or room). ❑ Act as the liaison with disaster assistance agencies, and coordinate the recovery of costs as allowed by law. ❑ Collect and organize required documentation for the recovery of disaster costs. (Note: This responsibility will continue after the EOC is deactivated.) ❑ Coordinate with the Planning /Intelligence Documentation Unit. ❑ Provide estimates of damages and costs to the Section Coordinator and EOC Director. ❑ Determine Unit logistical needs and forward to the Section Coordinator for approval. ❑ Request approved resources through the Logistics Section. ❑ Keep the Section Coordinator advised of your status and activity. City of Arcadia Part Two Finance /Admin Section - F -18 EMERGENCY OPERATIONS PLAN February 2013 Shift Change: ❑ Brief incoming personnel, and identify in- progress activities which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the Section Coordinator before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after the EOC has been deactivated. ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR). City of Arcadia Part Two Finance /Admin Section - F -19 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift: Primary-B Shift: 1 st Alternate -B Shift Accounting Specialist ASD Director Accounting Supervisor Revenue Collection Specialist Primary Responsibilities: (Cw - 444) • Records time for personnel, volunteers, and equipment working on the disaster. • Ensures time records comply with CaIEMA and FEMA requirements. • Supervises the Time Unit. Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location, and set up as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities (Form EOC -001). Assign m e nts /Staff i n g: ❑ Report to the Section Coordinator. ❑ Clarify issues regarding your authority and assignment. City of Arcadia Part Two Finance /Admin Section - F -20 EMERGENCY OPERATIONS PLAN February 2013 Notifications (See Part Two Appendix A for restricted phone and fax numbers): Meetings /Briefings: ❑ Brief new or relief personnel in the Unit. ❑ Attend all Section meetings and briefings. Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. Ongoing Activities: PERSONNEL TIME RECORDER ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. ❑ Determine specific requirements for the time recording function. ❑ Initiate, gather or update a time report from all applicable personnel assigned to the emergency /disaster for each work shift. (See Part Four - Forms.) ❑ Ensure that all records identify scope of work and site - specific work locations. City of Arcadia Part Two Finance /Admin Section - F -21 EMERGENCY OPERATIONS PLAN February 2013 ❑ Ensure that time data includes: travel, work hours (straight time and overtime), specific work location, mileage expense, and any changes in personnel status that may affect costs. ❑ Ensure that daily personnel time recording documents are accurate and prepared in compliance with policy. ❑ Process all travel requests, forms, and claims. (CW -#44) ❑ Ensure that all employee identification information is correct on the time report and the reports are signed. ❑ Ensure that straight time and overtime hours are clearly identified on time records. ❑ In the first operational period, establish a file for employee time records for each person. ❑ Maintain records security and data backup. ❑ Make sure that each person has turned in time cards prior to leaving. EQUIPMENT TIME RECORDER ❑ Coordinate with the Logistics Section for current inventory of disaster equipment. ❑ Assist EOC staff in establishing a system for collecting equipment time reports. ❑ Ensure that all records identify scope of work and site - specific work location. (See Part Four — Forms) ❑ Maintain records security and data backup. ❑ Establish and maintain a file of time reports on force account, rented, donat ed, and mutual aid equipment per CalEMA and FEMA requirements. ❑ Track the type of equipment used, make /model numbers, horsepower, date, time of usage, and operator name /agency affiliation per CalEMA and FEMA requirements. ❑ Track city -owned equipment separate from rented, donated, or mutual aid equipment per CalEMA and FEMA requirements. ❑ Determine Unit logistical needs, and forward to the Section Coordinator for approval. ❑ Request approved resources through the Logistics Section. ❑ Keep the Section Coordinator advised of your status and activity. City of Arcadia Part Two Finance /Admin Section - F -22 EMERGENCY OPERATIONS PLAN February 2013 Shift Change: ❑ Brief incoming personnel and identify in- progress activities, which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the Section Coordinator before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR). City of Arcadia Part Two Finance /Admin Section - F -23 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift Primary-B Shift: 1 st Alternate -B Shift Accounting Specialist HR Technician Sr. Human Resources Analyst HR Technician Primary Responsibilities: (CW444) • Receives disaster related claims against the City. • Assists with investigation of disaster related claims against the City. • Maintains files of disaster related injuries and illnesses. • Supervises the Compensation and Claims Unit. Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and setup as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities (Form EOC -001). Assign m e nts /Staff i n g: ❑ Report to the Section Coordinator. ❑ Clarify issues regarding your authority and assignment. City of Arcadia Part Two Finance /Admin Section - F -24 EMERGENCY OPERATIONS PLAN February 2013 Notifications (See Part Two Appendix A for restricted phone and fax numbers): Meetings /Briefings: ❑ Brief new or relief personnel in the Unit. ❑ Attend all Section meetings and briefings. Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. Ongoing Activities: ❑ Coordinate with the Safety Officer, Liaison Officer, Agency Representatives, Logistics Section Personnel Unit, and ICS Field Level Compensation /Claims Unit Leader. ❑ Maintain a file of all injuries occurring during the disaster. ❑ Develop and maintain a log of existing and pending claims. ❑ Prepare property damage claims on City property, and file with insurers. ❑ Determine if there is a need for a Risk Management Claims Specialist, and request City of Arcadia Part Two Finance /Admin Section - F -25 EMERGENCY OPERATIONS PLAN February 2013 personnel. ❑ Ensure that all Worker's Compensation Claims logs and forms are complete and routed to the appropriate department for post -EOC processing. ❑ Complete all forms required by worker's compensation program for both employees and the City's registered disaster service workers. ❑ Provide administrative support to the investigation of all disaster - related activities. Provide report of injuries, and coordinate with the Safety Officer for mitigation of hazards. ❑ Obtain all witness statements pertaining to claims, and review for completeness. ❑ Determine Unit logistical needs, and forward to the Section Coordinator for approval. ❑ Request approved resources through the Logistics Section. ❑ Keep the Section Coordinator advised of your status and activity. Shift Change: ❑ Brief incoming personnel, and identify in- progress activities, which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the Section Coordinator before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR). City of Arcadia Part Two Finance /Admin Section - F -26 EMERGENCY OPERATIONS PLAN February 2013 Primary-A Shift: 1 st Alternate -A Shift Primary-B Shift: 1 st Alternate -B Shift: Accountant Finance Manager /Treasurer Accounting Supervisor Accounting Technician Primary Responsibilities: • Prepares and analyzes the cost estimates of EOC and field operations. • Analyzes the impact of- revenue losses caused by the disaster. • Analyzes the extended economic impact of the disaster (i.e., property tax erosion, sales tax loss, etc). • Evaluates alternative costs of City operations caused by damages to facilities and equipment. • Evaluates the City's uninsured losses resulting from the disaster. • Supervises the Cost Analysis Unit. Checklist Actions Start Up: ❑ Check in upon arrival at the EOC. ❑ Determine EOC assignment. ❑ Print your name on the EOC organization chart. ❑ Obtain a briefing on the situation. ❑ Obtain a copy of the current EOC Action Plan (not available at initial EOC activation). ❑ Determine your work location and set up as necessary. ❑ Put on the vest with your title. ❑ Review your position responsibilities. ❑ Begin documenting events and activities (Form EOC -001). City of Arcadia Part Two Finance /Admin Section - F -27 EMERGENCY OPERATIONS PLAN February 2013 Assign m e nts /Staff i n g: ❑ Report to the Section Coordinator. ❑ Clarify issues regarding your authority and assignment. Notifications (See Part Two Appendix A for restricted phone and fax numbers): Meetings /Briefings: ❑ Brief new or relief personnel in the Unit. ❑ Attend all Section meetings and briefings. Action Planning: ❑ Assist the Section in developing Section objectives for the EOC Action Plan. Documentation: Note: Complete and precise information is essential to meet requirements for reimbursement by CalEMA and FEMA. ❑ Open and maintain an Activity Log (Form #EOC -001). This is a log to record what you do during your shift at the EOC. Document such things as: • Messages received • Action taken • Decision and policy justification and documentation • Requests filled • EOC assignments ❑ Provide personnel and equipment time records to the Section Coordinator at the end of each work shift. Ongoing Activities: ❑ Collect and record all cost data. ❑ Maintain a fiscal record of all expenditures related to the emergency /disaster. City of Arcadia Part Two Finance /Admin Section - F -28 EMERGENCY OPERATIONS PLAN February 2013 ❑ Provide analysis and estimates of disaster losses and costs for the Section Coordinator and EOC Director. ❑ Maintain accurate information on the estimated and actual cost for the use of all assigned resources. ❑ Make recommendations for cost savings to the Finance /Administration Section Coordinator. Shift Change: ❑ Brief incoming personnel, and identify in- progress activities, which need follow -up. ❑ Provide incoming personnel the next EOC Action Plan. ❑ Submit completed logs, time cards, etc. to the Section Coordinator before you leave. ❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached. EOC Deactivation: ❑ Be sure that all required forms or reports are completed prior to deactivation. ❑ Prepare a list of outstanding issues that need to be addressed after EOC has been deactivated. ❑ Provide input to the After - Action Report /Corrective Action Report (AAR /CAR). City of Arcadia Part Two Finance /Admin Section - F -29 CITY OF ARCADIA EMERGENCY OPERATIONS PLAN Part Three Hazard /Function Specific Annexes FEBRUARY 2013 EMERGENCY OPERATIONS PLAN February 2013 Part Three Hazard /Function Specific Annexes Table of Contents (Alphabetical Order) Coroner Crisis Counseling Debris Removal Emergency Water Distribution Evacuation Access Control Traffic Direction and Control Evacuation of Pets and Livestock Hazardous Material Response Initial Damage/ Safety Assessment Inmate Evacuation Joint Information Center Emergency Alert System (EAS) General Warning Special Population Warning Pandemic /Influenza Recovery Utility Restoration City of Arcadia Part Three- Other Annexes CITY OF ARCADIA EMERGENCY OPERATIONS CORONER ANNEX FEBRUARY 2013 1 TABLE OF CONTENTS Table of Contents Purpose Situation and Assumptions Concept of Operation CORONER I. AUTHORITY See City of Arcadia Emergency Operations Plan. II. PURPOSE The purpose of this annex is to provide information on Coroner procedures in the event that deaths have occurred during an incident. III. SITUATION & ASSUMPTIONS A. Situation a. During any type of an event, small or large, the unfortunate possibility of deaths may occur. B. Assumptions a. The Los Angeles County Coroner's Office is the lead agency for the collection, storage, and disposition of all human remains and their personal effects. b. Law Enforcement will be responsible for notification, coordination, and interaction with the County Coroner. IV. CONCEPT OF OPERATIONS In any disaster /incident where the County EOC the Los Angeles County Sheriff, as Incident Commander, will be provided CONFIRMED deceased data by the Coroner for release to the news media. In smaller scale events, such as an incident affecting only the City of Arcadia, a senior Coroner representative /PIO would most likely be on scene to assist with the information dissemination. To prevent misinformation during an incident where there may be multiple fatalities, both at scene and that have been transported to area hospitals within Los Angeles County (not just locally within Arcadia), it is important that a single entity be responsible for compiling that data and providing it to the appropriate incident commander for dissemination. It would be better if local agencies /first responders focused on responding to media questions about response, recovery and treatment of injured persons at scene and transported. Defer questions about fatalities to the Coroner, or wait for the Coroner to provide confirmed information to your Incident Commander. Since the Coroner is legally responsible for identifying a decedent and ensuring that the legal next of kin have been notified, it would be a best practice to allow the system to function (i.e. death reports to Coroner by hospital staff) as it should. The Coroner cannot confirm deaths until they have completed the legal mandate mentioned. The possibility that the name of a decedent could be released without being positively identified or the legal next of kin notified could create a public relations nightmare for the agency that releases the information. The best thing to do is to let the Coroner perform the State - mandated functions and provide the Incident Commander/ PIO CONFIRMED and accurate data for release. ill CITY OF ARCADIA EMERGENCY OPERATIONS CRISIS COUNSELING ANNEX FEBRUARY 2013 1 CRISIS COUNSELING I. AUTHORITY See City of Arcadia Emergency Operations Plan. • Part Two- Management Section (Safety Officer) • Party Two- Logistics Section (Personnel Unit Leader) II. PURPOSE The purpose of this annex is to obtain crisis counseling for emergency workers. III. ACRONYMS CISD MHN IV. CONCEPT OF OPERATIONS Critical Incident Stress Debriefing Managed Health Network Please refer to the MHN critical incident stress management pamphlet for further instructions. W Hou,, to ger tlye be'- you need, wbenyou need, it most all, Ons,,,T,� CASID PmvNef " Pill 1 � Offer bip s h t> and al i do R for &�i;b utro n to manaWrs and ernployo5 Imae cadei to contain. ManagemA-nt qup-,,,,rt again if ne�dg chang,- MHN CITY OF ARCADIA EMERGENCY OPERATIONS DEBRIS REMOVAL ANNEX FEBRUARY 2013 1 Table of Contents Authority Purpose Explanation of Terms Situation and Assumptions Concept of Operations Summary TABLE OF CONTENTS W 2 3 3 3 3 5 6 DEBRIS REMOVAL I. AUTHORITY See City of Arcadia Emergency Operations Plan. II. PURPOSE The purpose of this annex is to provide orderly and coordinated debris removal in order to eliminate any immediate threat to lives, public health, and safety. III. EXPLANATION OF TERMS A. Acronyms PWSD Public Works Services Department WM Waste Management B. Definitions 1. Drop off Sites Facilities that shall furnish waste containers for proper debris removal 2. Straw Wattles Effective and economical cylinders of recycled, compressed, agricultural straw that capture sediment from storm water runoff IV. SITUATION & ASSUMPTIONS A. Situation 1. There are a wide variety of emergency situations that might require debris removal. a. Limited debris removal of specific geographic areas might be needed as a result of a windstorm, earthquake, or localized flash flooding. b. Large -scale debris removal could be required in the event of a major wind storm, catastrophic earthquake, or extensive flooding. 2. Authority for Debris Removal a. The Public Works Services Director or Public Works Services Deputy Director may order Public Works Crews to perform debris removal upon a local disaster occurrence. The City of Arcadia Public Works Services Department is responsible for facilitating and 3 coordinating the removal, collection, and disposal of debris following a disaster. The Public Works Services Department works collaboratively with the City of Arcadia Police Department and Fire Department to mitigate against any potential threat to the health, safety, and welfare of residents. B. Assumptions 1. Natural and man -made disasters precipitate a variety of debris that includes, but is not limited to, such things as trees, sand, gravel, building /construction materials, vehicles, and personal property. 2. The quantity and type of debris generated, its location, and the size of the area over which it is dispersed directly impacts the type of collection and disposal methods used to address the debris problem. The following explains the most common types of debris generated. Vegetative Debris Vegetative debris consists of whole trees, tree stumps, tree branches, tree trunks, and other leafy material. Depending on the size of the debris, the collection of vegetative debris may require the use of flat bed trucks, dump trucks, and grapple loaders. Soil, Mud, and Sand Floods, landslides, and storm surges often deposit soil, mud, and sand on improved public property and public rights -of -way. Facilities commonly impacted by this type of debris may include streets, sidewalks, and storm drains. The collection of soil, mud, and sand requires flat bed trucks and dump trucks. To secure catch basins, sand bags or straw wattles may be utilized. 3. Following a local disaster, residents will call the Arcadia Police Department, Arcadia Fire Department, and Public Works Services Department to report debris (debris obstructing the road, trees in power lines, and fallen trees). Additionally, following a disaster, City staff will evaluate the City and document any damage that has occurred. 4. While some emergency situations are slow to develop, others occur without warning. Hence, there may be time for staff to prepare equipment for debris removal or PWSD staff may need to utilize existing equipment and resources for emergency debris removal. 5. During emergency situations, the PWSD will compile a list of locations that require debris removal and will prioritize the list according to severity of the situation and the need to protect life and property. M 6. No matter what type of disaster occurs in the City, the PWSD is responsible for clearing debris in the City to allow access for emergency response. The purpose is to eliminate any immediate threat to lives, and public health and safety. The transition period from initial clearance activities to debris removal depends on the magnitude of disaster impact. Typically, the debris removal recovery phase begins after an emergency has been stabilized. V. CONCEPT OF OPERATIONS A. General Debris removal is one means of protecting the public from the effects of a hazard and allows for residents and emergency responders to have clear access to roads. Protection is achieved by moving debris from right -of -ways or from locations where the road is being obstructed. 2. The PWSD must be prepared to conduct both small -scale and large - scale debris removal. 3. Debris removal can extend past the initial EOC activation. This is considered the recovery phase. B. Debris Removal 1. After an emergency situation occurs which requires debris removal, the Public Works Services Director will work with PWSD staff to assess the City and create a debris removal plan. In order to create a debris removal plan, the following is considered: a. Which areas pose an immediate threat to life and /or property? Debris removal operations generally occur in two phases: Initial debris clearance activities necessary to eliminate life and safety threats Debris removal activities as a means to recovery b. Will additional help be needed to clear debris? The PWSD Director will be able to determine if PWSD staff can handle the debris removal or if additional assistance will be required. Response efforts may be accomplished with local "force account" labor and equipment (in -house municipal employees and municipal equipment), contractors, volunteers, and assistance from adjacent communities. c. Where will debris be collected? The PWSD needs to determine sites throughout the City where debris can be collected and picked up at a later time for appropriate disposal. d. Will traffic control or barricades be needed? The City will need to determine the streets that need to be barricaded and / or create detours until all streets have been cleared of debris. C. Collection of Debris 1. Debris storage and reduction sites will be identified and evaluated. The City of Arcadia contracts with Waste Management (WM) for trash and recycling collection services. During the recovery phase, the City will work with Waste Management to deploy bins at appropriate locations throughout the City. Waste Management will be responsible for the collection of bins. D. Public Information 1. Messages about debris removal will be disseminated to residents through the City's website as well as utilizing Waste Management's phone automated system. The messages will be written by Public Works staff and will provide a contact name and number in case there are questions. 2. Instructions for debris removal may include information on where debris on private property should be placed. IV. SUMMARY A. The PWSD is responsible for debris removal. It will work in conjunction with designated support agencies, utility companies, waste management firms, and trucking companies to facilitate the debris clearance, collection, reduction, and disposal needs following a disaster. The PWSD will be responsible for removing debris from the public right -of -way. PWSD will remove debris from private property only when pre- approved and it is deemed in the public's interest. PWSD will further stage equipment in strategic locations locally as well as regionally, if necessary, to protect the equipment from damage, preserve the decision maker's flexibility for employment of the equipment, and allow for the clearing crews to begin work as soon after the disaster as practicable. no CITY OF ARCADIA EMERGENCY OPERATIONS EMERGENCY WATER DISTRIBUTION ANNEX FEBRUARY 2013 1 Due to the sensitivity of this material, it is not included in the City of Arcadia's Emergency Response Plan. A hard copy of the City of Arcadia Water System Emergency Response Plan will be kept in the City's Primary and Secondary Emergency Operations Centers. W CITY OF ARCADIA EMERGENCY OPERATIONS EVACUATION ANNEX FEBRUARY 2013 1 TABLE OF CONTENTS Table of Contents 2 Authority 3 Purpose 3 Explanation of Terms 3 Situation and Assumptions 5 Concept of Operations 6 Organization & Assignment of Responsibilities 13 Direction & Control 16 Administration and Support 17 Annex Development & Maintenance 18 Appendices A. General Evacuation Checklist 19 B. Transportation Resources 20 C. Warning 061 21 EVACUATION ANNEX I. AUTHORITY See City of Arcadia Emergency Operations Plan. II. PURPOSE The purpose of this annex is to provide for the orderly and coordinated evacuation of all or any part of the population within the City of Arcadia if it is determined that such action is needed. Its purpose is to describe the most effective means available for protecting the population from the effects of an emergency situation. III. EXPLANATION OF TERMS A. Acronyms APD Arcadia Police Department ARC American Red Cross EOC Emergency Operations Center ESC Emergency Services Coordinator IC Incident Commander ICS Incident Command System JIC Joint Information Center MACG Multi Agency Coordination Group NIMS National Incident Management System OEM Office of Emergency Management PIO Public Information Officer PWS Public Works Services SOG Standard Operating Guideline SOP Standard Operating Procedure B. Definitions Special Facilities: These are facilities that require unique attention because they house or serve populations that cannot take care of themselves during emergency situations and /or require unique support services. Such facilities include: a. Schools and day care centers, where students require supervision to ensure their safety. b. Hospitals and nursing homes, where patients need specialized health care personnel and equipment to maintain their health C. Correctional facilities, where offenders require security to keep them in custody. 2. Special Needs Population: For the purposes of this annex, "special needs" will be defined as individuals who need transportation assistance to evacuate. Listed below are the six categories of the "special needs" population. They are defined in the following manner: a. Level 0 — Persons without transportation b. Level 1 — Persons dependent on others or in need of others for routine care C. Level 2 — Persons with disabilities such as blind, hearing impaired, Amputee, deaf/ blind d. Level 3 — Persons needing assistance with medical care administration, monitoring by a nurse, dependent on equipment, assistance with medications, or medical health disorders e. Level 4 — Persons outside an institutional facility care setting who require extensive medical oversight (i.e., IV chemotherapy, ventilator, peritoneal dialysis, hemodialysis, life support equipment, hospital bed) Level 5 — Persons in institutional settings such as hospitals, long -term care facilities, assisted living facilities 3. Evacuation: The National Incident Management System (NIMS) defines evacuation as an organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas. This includes their reception and care in safe areas. 4. Joint Information Center (JIC): A facility established to coordinate all incident - related public information activities. It is the central point of contact for all news media at the scene of the incident. Public information officials from all participating agencies should collocate at the JIC. 5. Mass Care Facility: A location where temporary services are provided to disaster victims during an emergency which may include lodging, food, clothing, registration, welfare inquiry, first aid, and essential social services. These facilities may include shelters, local or family assistance centers. ill 6. Multi- agency Coordination Systems: A Multi- agency Coordination System provides the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination. The components of Multi- agency Coordination Systems include facilities, equipment, emergency operation centers, specific multi - agency coordination entities, personnel, procedures, and communications. These systems assist agencies and organizations to fully integrate the subsystems of the NIMS. IV. SITUATION & ASSUMPTIONS A. Situation 1. There are a wide variety of emergency situations that might require an evacuation of portions of the local area. a. Limited evacuation of specific geographic areas might be needed as a result of a hazardous materials transportation accident, major fire, natural gas leak, or localized flash flooding. b. Large -scale evacuation could be required in the event of a major hazardous materials spill, terrorist attack with chemical agent, extensive flooding, or a hurricane. 2. Authority for Evacuations: State law provides a county judge or City Manager /EOC Director with the authority to order the evacuation of all or part of the population from a stricken or threatened area within their respective jurisdictions. Hence, the City Manager /EOC Director may order a mandatory evacuation of Arcadia upon issuing a local disaster declaration. The City Manager /EOC Director may also take subsequent action to control re -entry, curtail movement, and deny building occupancy within a disaster area. B. Assumptions 1. Most people at risk will evacuate when local officials recommend that they do so. A general estimate is that 80 percent of those at risk will comply when local officials recommend evacuation. The proportion of the population that will evacuate typically increases as a threat becomes more obvious to the public or if it becomes more serious. 2. Some individuals will refuse to evacuate, regardless of the threat. 3. When there is sufficient warning of a significant threat, some individuals who are not at risk will evacuate. 4. Some evacuation planning for known hazard areas can and should be done in advance. 5. While some emergency situations are slow to develop, others occur without warning. Hence, there may be time for deliberate evacuation planning or an evacuation may have to be conducted with minimal preparation time. In the case of short notice evacuations, there may be little time to obtain personnel and equipment from external sources to support evacuation operations. 6. The need to evacuate may become evident during the day or at night, and there could be little control over the evacuation start time. 7. In most emergency situations, the majority of evacuees will seek shelter with relatives or friends or in commercial accommodations rather than in public shelter facilities. 8. Most evacuees will use their personal vehicles to evacuate; however, transportation may need to be provided for evacuees without personal vehicles. 9. APD, while primarily responsible for evacuation procedures, is also responsible for law enforcement and maintaining order within the emergency zone(s) and the entire city. As such, the department must strive to maintain a balance of responsibilities during the event. V. CONCEPT OF OPERATIONS A. General Evacuation is one means of protecting the public from the effects of a hazard; protection is achieved by moving people away from the hazard. In planning for an evacuation, the characteristics of the hazard and its magnitude, intensity, speed of onset, and anticipated duration are all significant factors. These will determine the number of people to be evacuated, the distance people must be moved to ensure their safety, the need for reception facilities, and the extent of traffic control and security required. 2. We must be prepared to conduct both small -scale and large -scale evacuations at all times of the day both from known hazard areas and from unexpected incident locations. A General Evacuation Checklist, provided in Appendix A, has been developed to guide the execution of evacuation operations. no 3. California Emergency Management Agency (Cal EMA) is responsible for the coordination of overall state agency response to major disasters in support of local government. The Agency is responsible for assuring the state's readiness to respond to and recover from all hazards — natural, manmade, war - caused emergencies and disasters — and for assisting local governments in their emergency preparedness, response, recovery, and hazard mitigation efforts. B. Evacuation Decisions The Incident Commander (IC) or, for large -scale evacuations, the Emergency Operations Center (EOC) shall assess the need for evacuation, plan evacuations, and coordinate support for the evacuation effort. Evacuation planning should resolve the following questions: a. What areas or facilities are at risk and should be evacuated? b. How will the public be advised of what to do? C. What do evacuees need to take with them? d. What travel routes should be used by evacuees? e. What transportation support is needed? What traffic control is needed? g. Does the anticipated duration of the evacuation make it necessary to activate shelter and mass care facilities? h. How will evacuated areas be secured? 2. Evacuations that must be conducted because of incidents that occur without warning may have to be planned quickly and carried out with only those resources that can be mobilized rapidly. 3. The decision to recommend evacuation of the populace in and around the area of an incident site rests with the IC managing that incident. In general, the City Manager /EOC Director may issue an order for large - scale evacuations. 7 C. Transportation Individuals: It is anticipated that the primary means of evacuation for most individuals will be personal. However, some individuals do not own vehicles and others will need assistance in evacuating. Provisions must be made to provide public transportation for these individuals. 2. Special Needs Facilities: Public schools normally have their own transportation resources. Some private schools and day care centers may also have some transportation assets. Most other special facilities rely on commercial or contract transportation companies for their specialized transportation needs. Unfortunately, many of these providers cannot provide sufficient equipment to evacuate a sizeable facility on short notice. Hence, local government may be requested to assist in providing transportation. 3. School buses, ambulances, paratransit vehicles, and other vehicles may provide emergency transportation. See Appendix B for listing of transportation resources. In the case of large scale evacuations with advance warning, pickup points may be designated or a telephone bank established to receive and process requests for transportation. 4. Public information messages that emphasize the need for citizens to help their neighbors who lack transportation or need assistance can significantly reduce requirements for public transportation during an evacuation. D. Traffic Control 1. Actual evacuation movement will be controlled by the law enforcement agencies involved. 2. If at all possible, two -way traffic will be maintained on all evacuation routes to allow continued access for emergency vehicles only. 3. APD and PWS may be called upon to provide traffic control devices, such as signs and barricades. 4. Law enforcement will request tow services needed to clear disabled vehicles from evacuation routes. E. Warning & Public Information The IC will normally arrange for the warning of people to be evacuated in and around an incident site. The EOC will normally disseminate Rj warning for large -scale evacuations beyond the incident site or where evacuation is being conducted because of an imminent threat. 2. Advance Notice of Possible Evacuation a. For slowly developing emergency situations, advance warning should be given to affected residents as soon as it is clear that evacuation may be required. Advance warning should address suitable preparedness actions, such as securing property, assembling disaster supplies, fueling vehicles, and identifying evacuation routes. b. Special needs facilities should normally receive advance warning through the media. These facilities should review and be prepared to implement their evacuation plans. 3. Evacuation Warning a. Evacuation warning should be disseminated through all available warning systems. See Appendix C, "Warning ", for further information. b. In the case of immediate evacuation in and around an incident site, alert the community of the evacuation route by using siren and speaker- equipped vehicles moving through the affected area. This is usually effective. When possible, two vehicles should be employed; the first should get the attention of the people and a second will deliver the evacuation message. Door -to door notification should be considered for large buildings and in rural areas where residences may be some distance from the road. c. Law enforcement personnel should sweep the evacuation area to ensure all those at risk have been advised of the need to evacuate and have responded. People who refuse to evacuate will be identified by location and left until all others have been warned. Then time permitting, further efforts may be made to persuade these individuals to leave. d. Law enforcement has minimal authority in ordering individuals to evacuate residences or places of business in a stricken or threatened area. However, law enforcement can restrict movement in and out of such an area. I 4. Emergency Public Information a. Warning messages disseminated through warning systems alert the public to a threat and provide basic instructions. They are necessarily short and to the point. The public will often require amplifying information on what to do during an evacuation. A Joint Information Center (JIC) will be established to ensure that consistent and clear information is disseminated to the public. The JIC PIO will ensure that such information is provided to the media on a timely basis for further dissemination to the public. Provisions must be made to disseminate information to individuals with special needs, including the blind and hearing impaired. b. Instructions for an evacuation may include information on the location of shelter and mass care facilities, specific evacuation routes, guidance on securing their homes, and the need for evacuees to take certain items with them during an evacuation. When school children are evacuated, parents need timely information on where to pick them up. c. When the incident that generated the need for evacuation is resolved, evacuees must be advised when it is safe to return to their homes and businesses. F. Fuel Availability and Distribution Director of Public Works Services (or the Logistics Section Chief when established), must ensure that vendors provide sufficient fuel for city emergency vehicles. G. Special Needs Population Special needs facilities, such as schools, hospitals, nursing homes, day care facilities, and correctional facilities, are responsible for the welfare and safety of their clients, patients, and inmates. All such facilities are required to have an emergency plan that includes evacuation. However, in order to effectively implement their plans, they must be warned of emergency situations. 2. Schools and Day Care Centers a. If evacuation of public schools is required, students will normally be transported in school buses to other schools outside of the risk area, where their parents can pick them up. It is essential that the public be provided timely information on these arrangements. In the case of a large -scale emergency situation 10 with advance warning, schools will generally be closed and students will return to their homes so that they can evacuate with their families. b. Private schools and day care centers, including adult day care facilities, typically do not have significant transportation resources and may require government assistance in evacuating. 3. Hospitals, Nursing Homes, and Correctional Facilities a. If evacuation of these facilities is required, patients and inmates should be transported to a comparable facility with appropriate medical or security support. The facility operator is responsible for making arrangements for suitable transportation and coordinating use of appropriate host facilities. In the case of short- notice or no- notice emergency situations, facilities may be unable to make the required arrangements for transportation. They may need assistance from local government with transportation and in identifying suitable reception facilities. b. Medical patients and prisoners should not be housed in shelter and mass care facilities with the general public. 4. Special needs citizens will require special evacuation assistance, transportation, shelter facilities, and medical care during major evacuations. Handling Pets during Evacuations — See Evacuation of Pets Annex J. Access Control & Security In an evacuation, the security of evacuated areas is extremely important. Those who have evacuated may not do so in the future if their property has been damaged or stolen during their absence. Law enforcement should establish access control points to limit entry into evacuated areas and, where possible, conduct periodic patrols within such areas to deter theft by those on foot. To the extent possible, the fire department will take measures to ensure continued fire protection. 2. If an evacuated area has sustained damage and cannot be reoccupied for an extended period of time, it may be desirable to implement a system to limit access to emergency workers, ll homeowners, business owners, utility workers, and contractors restoring damaged structures and removing debris. K. Return of Evacuees Return of evacuees to their homes or businesses in evacuated areas requires the same consideration, coordination, and control as the original evacuation. For limited incidents, the IC will normally make the decision to return evacuees and disseminate it as appropriate. For large -scale evacuations, that decision will normally be made by the City Manager /EOC Director and disseminated through the media. 2. The following conditions should prevail in the evacuated area before evacuees are authorized to return: a. The threat that caused the evacuation has been resolved. b. Sufficient debris has been removed to permit travel, and roads and bridges are safe to use. c. Downed power lines have been removed; ruptured gas, water, and sewer lines have been repaired; and other significant safety hazards have been eliminated. However, utility services may not have been fully restored yet. d. Structures have been inspected and determined to be safe to reoccupy. e. There is adequate water available for firefighting. 3. For return and re -entry, it may be necessary to provide transportation for those who lack vehicles and traffic control on return routes. 4. Public information intended for returnees should address such issues as: a. Documenting damage for insurance purposes b. Taking caution in reactivating utilities and damaged appliances C. Issuing cleanup instructions d. Removing and disposing of debris 12 VI. ORGANIZATION & ASSIGNMENT OF RESPONSIBILITIES A. Organization Our normal emergency organization, described in the City of Arcadia Emergency Operations Plan, will plan and carry out evacuations and the return of people to their homes or businesses. A large scale evacuation, however, will require the notification of the Los Angeles County Office of Emergency Management (OEM) to support the Incident Command Posts (ICP) and the EOC. 2. ICS and EOC /MACS Interface a. As noted previously, the IC will normally determine the need for, organize, and conduct limited evacuations in the immediate vicinity of the incident site. If large -scale evacuation is required, the City Manager /EOC Director will issue the order for such an evacuation to the public. b. A division of responsibility for evacuation tasks should be agreed upon between the IC and the EOC. The IC will normally manage evacuation operations at the scene, while the EOC coordinates operations beyond the incident site. Some examples include coordinating traffic control along evacuation routes, arranging for the activation of shelter and mass care facilities, and advising other jurisdictions of the evacuation. c. During a large -scale evacuation, a division of responsibility for evacuation tasks should be agreed upon between the EOC's and the OEM. The EOC's will normally manage evacuation operations within their respective jurisdiction area while the OEM coordinates evacuation operations affecting multiple jurisdictional areas. The OEM will normally coordinate traffic control along evacuation routes, arrange for the activation of shelter and mass care facilities, and advise other jurisdictions. B. Assignment of Responsibilities 1. The City Manager /EOC Director will: a. Order citizens to evacuate, when appropriate, for emergencies and disasters b. Approve the release of warnings, instructions, and other emergency public information relating to the evacuation 13 2. The IC will: a. Identify risk areas in the vicinity of the incident site and determine protective actions for people in those risk areas b. Plan, organize, and conduct the evacuation with the resources assigned if evacuation of risk areas and special facilities is required. c. Request support from the EOC to assist in coordinating evacuation activities beyond the incident site, such as activation of shelter and mass care facilities, if required 3. The Emergency Services Coordinator (ESC) will: a. Develop and maintain evacuation planning information for known risk areas, including population of the area, and primary evacuation routes b. Coordinate evacuation planning to include: Selecting of suitable evacuation routes based on recommendations from law enforcement ii. Moving control based on recommendations from law enforcement iii. Transportation arrangements iv. Shelter and mass care arrangements c. Coordinate evacuation efforts with other local governments that may be affected by the evacuation, where appropriate d. Monitor the relocation of essential resources (personnel, equipment, and supplies) that are at risk to safer areas e. Request the opening of local shelter and mass care facilities, if needed 4. Common Tasks of All Organizations a. If time permits, secure and protect facilities in evacuation areas. b. If time permits, relocate essential equipment, supplies, and records to non -risk areas. 14 5. Law Enforcement will: a. Recommend evacuation routes to the IC or EOC staff b. Assist in evacuation by providing traffic control C. Protect property in evacuated areas and limited access to those areas d. Provide security at designated evacuation shelters e. Assist in removing citizens from stricken areas f. Secure and protect or relocate prisoners g. Coordinate law enforcement activities with other emergency services h. Assist in warning the public i. Provide information to the PIO for news releases to the public on the evacuation routes 6. The Fire Service will: a. Be responsible for fire protection in the evacuated areas b. Assist in warning the public C. Assist in evacuating the aged, the handicapped, and other special medical needs groups 7. The PIO will: a. Disseminate emergency information from the City Manager /EOC Director advising the public of evacuation actions to be taken b. Coordinate with area news media for news releases 8. The Public Works Services Department will: a. Provide traffic control devices upon request b. Assist in keeping evacuation routes open 15 C. Provide barricades and barriers to restrict entry to evacuated areas and other areas where entry must be controlled 9. Special Needs Facilities (schools, hospitals, nursing homes, correctional facilities) will: a. Close and supervise evacuation of their facilities b. Coordinate appropriate transportation for evacuees and medical or security support C. Arrange for use of suitable host facilities d. Request emergency assistance from local government if assistance cannot be obtained from other sources e. Ensure assigned personnel are trained and knowledgeable about evacuation procedures Disseminate public information to advise relatives and the general public of the status of their facilities and the patients, students, or inmates served by those facilities VII. DIRECTION AND CONTROL A. General 1. The City Manager /EOC Director has the general responsibility for ordering an evacuation, when it is the most suitable means of protecting the public from a hazard. 2. In situations where rapid evacuation is critical to the continued health and safety of the population, the on -scene IC may recommend evacuation of people at risk in and around an incident scene, and direct and control the required evacuation. 3. Large -scale evacuations and evacuations conducted on the basis of imminent threat will normally be coordinated and directed by the EOC. B. Evacuation Area Definition 1. Areas to be evacuated will be determined by those officials with the authority to recommend evacuation. This is determined based on the: 16 a. Counsel of those individuals and agencies with the necessary expertise b. The use of specialized planning materials or decision aids c. The recommendations of state and federal agencies d. Advice from other subject matter experts 2. Evacuation recommendations to the public should clearly describe the area to be evacuated with reference to known geographic features, such as roads and rivers, and /or zip codes. 3. The hazard situation which gave rise to the need for an evacuation should be continually monitored for changing circumstances, such as an increase in rainfall or wind shift, change in the potential impact area, and the area that must be evacuated. IX. ADMINISTRATION AND SUPPORT A. Reporting Large -scale evacuations should be reported to state agencies and other jurisdictions that may be affected in the periodic Situation Report. This is prepared and disseminated during major emergency operations. B. Records 1. Activity Logs a. The IC and, if activated, the EOC shall maintain accurate Logs (ICS 214 or equivalent) recording evacuation decisions, significant evacuation activities, and the commitment of resources to support evacuation operations. 2. Documentation of Costs a. Expenses incurred in carrying out evacuations for certain hazards, such as radiological accidents or hazardous materials incidents, may be recoverable from the responsible party. Hence, all departments and agencies will maintain records of personnel and equipment used and supplies consumed during evacuations. 17 C. Resources General emergency response resources that may be required to conduct an evacuation are listed in Appendix B, Resources. D. Post Incident Review For large -scale evacuations, the ESC shall organize and conduct a review of emergency operations by those tasked in this annex. The purpose of this review is to identify needed improvements in this plan, procedures, facilities, and equipment. X. ANNEX DEVELOPMENT AND MAINTENANCE A. The Chief of Police is responsible for developing and maintaining this annex. Recommended changes to this annex should be forwarded as needs become apparent. B. Departments and agencies assigned responsibilities in this annex are responsible for developing and maintaining SOG's, and /or SOP's covering those responsibilities. City of Arcadia Emergency Operations Evacuation Annex Appendix A GENERAL EVACUATION CHECKLIST 19 Action Item Assigned PLANNING: 1. Determine area(s) at risk: Determine population of risk area(s) Identify any special facilities in risk area(s) 2. Determine evacuation routes for risk area(s) & check the status of these routes 3. Determine traffic control requirements for evacuation routes. 4. Estimate public transportation requirements & determine pickup points. 5. Determine temporary shelter requirements & select preferred shelter locations. ADVANCE WARNING: 6. Provide advance warning to special facilities & advise them to activate their evacuation transportation & reception arrangements. Determine if requirements exist for additional support from local government. 7. Provide advance warning of possible need for evacuation to the public, clearly identifying areas at risk. 8. Develop traffic control plans & stage traffic control devices at required locations. 9. Coordinate with special facilities regarding precautionary evacuation. 10. Ready temporary shelters selected for use. 11. Coordinate with transportation providers to ensure vehicles & drivers will be available when and where needed. 12. Coordinate with school districts regarding closure of schools. 13. Advise neighboring jurisdictions that may be affected of evacuation plans. EVACUATION: 14. Advise neighboring jurisdictions & the Los Angeles County OEM that evacuation recommendation will be issued. 15. Disseminate evacuation recommendation to special facilities. Provide assistance in evacuating, if needed 16. Disseminate evacuation recommendation to the public through available warning systems, clearly identifying areas to be evacuated. 17. Provide information to the public through the media. Emergency public information should address: What should be done to secure buildings being evacuated. What evacuees should take with them. Where evacuees should go & how should they get there. Provisions for those without transportation. 18. Staff and open temporary shelters 19. Provide traffic control along evacuation routes & establish procedures for dealing with vehicle breakdowns on such routes. 20. Provide transportation assistance to those who require it. 21. Provide Situation Report on evacuation to local Area Coordinator. 19 GENERAL EVACUATION CHECKLIST (cont.) 20 RETURN OF EVACUEES: 23. If evacuated areas have been damaged, reopen roads, eliminate significant health and safety hazards, & conduct damage assessments. 24. Determine requirements for traffic control for return of evacuees. 25. Determine requirements for & coordinate provision of transportation for return of evacuees. 26. Advise neighboring jurisdictions and OEM that return of evacuees will begin 27. Advise evacuees through the media that they can return to their homes & businesses; indicate preferred travel routes. 28. Provide traffic control for return of evacuees. 29. Coordinate temporary housing for evacuees that are unable to return to their residences. 30. Coordinate with special facilities regarding return of evacuees to those facilities. 31. If evacuated areas have sustained damage, provide the public information that addresses: Documenting damage & making expedient repairs. Caution in reactivating utilities & damaged appliances. Cleanup & removal /disposal of debris. Recovery programs. 32. Terminate temporary shelter & mass care operations. 33. Maintain access controls for areas that cannot be safely reoccupied. 20 City of Arcadia Emergency Operations Evacuation Annex Appendix B Transportation 21 City of Arcadia Emergency Operations Evacuation Annex Appendix C Warning An evacuation warning should be disseminated through all available warning systems. Depending on the amount of lead time emergency services has before an evacuation is ordered, the methods for warning the public have various effectiveness. For an immediate evacuation need, these methods would be the first options: Public Address System Loudspeaker Door to door by public safety personnel News Radio TV News Service Alert LA NIXLE City of Arcadia Mass Notification System For a planned evacuation need, in addition to the above methods, the following methods can be utilized: City Information Line with a recorded message City Web Site PWS message boards Below is a matrix showing notification method including who to contact and how to contact to put the method into use. Method Agency Contact Person Phone Number Alert LA L.A. Co. Sheriff Watch Commander (866) 527 -8277 Nixie Arcadia PD APD Dispatch (626) 574 -5123 News Radio TV News Social Media Platforms Arcadia PD Watch Commander (626) 574 -5156 Information Line Recreation Toni McKiernan (626) 574 -5113 City Web Site CM Linda Garcia (626) 574 -5433 Message Boards PWS Front desk or standby list (626) 256 -6554 22 23 CITY OF ARCADIA EMERGENCY OPERATIONS EVACUATION OF PETS AND LIVESTOCK ANNEX FEBRUARY 2013 1 TABLE OF CONTENTS Table of Contents Authority Purpose Explanation of Terms Situation and Assumptions Concept of Operations EVACUATION OF PETS AND LIVESTOCK I. AUTHORITY See City of Arcadia Emergency Operations Plan. II. PURPOSE The purpose of this annex is to provide orderly and coordinated efforts to safely evacuate pets and livestock, and provide means of food and shelter to these animals. III. EXPLANATION OF TERMS A. Acronyms APD Arcadia Police Department ARC American Red Cross EOP Emergency Operations Plan NIMS National Incident Management System PHS Pasadena Humane Society PIO Public Information Officer SPCA Society for the Prevention of Cruelty to Animals B. Definitions 1. Shelteree: A person who is seeking safe shelter from dangerous or potentially dangerous areas. This person has been displaced as a result of such events. 2. Evacuation: The National Incident Management System (NIMS) defines evacuation as an organized, phased, and supervised withdrawal, dispersal, or removal of civilians, or in this case pets and livestock, from dangerous or potentially dangerous areas and their reception and care in safe areas. 3. Mass Care Facility: A location where temporary services are provided to disaster victims during an emergency which may include lodging, food, clothing, registration, welfare inquiry, first aid, and essential social services. These facilities may include shelters, local or family assistance centers, etc. IV. SITUATION & ASSUMPTIONS A. Situation 1. There are a wide variety of emergency situations that might require an evacuation of portions of the local area. 3 a. Limited evacuation of specific geographic areas might be needed as a result of a hazardous materials transportation accident, major fire, natural gas leak, debris flow or localized flooding. b. Large -scale evacuation could be required in the event of a major hazardous materials spill, terrorist attack with chemical agent, or extensive flooding. 2. Authority for the Evacuation of Pets and Livestock: The Care and Shelter Branch Director may order and coordinate with the Procurement and Facilities Unit of the Logistics Section to establish and provide facilities for animal boarding as required by PHS & SPCA upon a local disaster occurrence. The PHS also provides animal control and welfare services to the City of Arcadia following a disaster. The PHS & SPCA works collaboratively with the City of Arcadia Police Department during evacuations procedures. 3. Disaster Animal Care Considerations for Local Government: The Pets Evacuation and Transportation Standards Act of 2006 (PETS Act) directs that state and local emergency preparedness plans address the needs of people with pets and service animals after a major disaster, including the rescue, care, and sheltering of animals. B. Assumptions Many pet owners will refuse to evacuate their home unless they are confident their pets will also be taken and cared for. 2. Upon verifying the evacuation of the resident, pets and livestock possibly may be found abandoned at the home during the process. 3. Most people at risk will evacuate when local officials recommend that they do so. A general estimate is that 80 percent of those at risk will comply when local officials recommend evacuation. The proportion of the population that will evacuate typically increases as a threat becomes more obvious to the public or more serious. Those who need shelter may also need care and boarding for their animals. The amount of animal boarding needed may directly correlate with the number of those who evacuate. 4. The need to evacuate may become evident during the day or at night and there could be little control over the evacuation start time. 5. In most emergency situations, the majority of evacuees along with their animals will seek shelter with relatives or friends or in commercial accommodations rather than in public shelter facilities. ill 6. Some larger animals such as horses or livestock may need the assistance of PHS & SPCA for evacuation and shelter regardless of the status of their owner. 7. Most evacuees will use their personal vehicles to evacuate; however, transportation may need to be provided for evacuees without personal vehicles or the capacity to transfer their animals. 8. The Arcadia Police Department (APD) will primarily be responsible for human evacuation procedures. Services for evacuation, shelter, and boarding for pets and livestock will be provided by the PHS & SPCA. This will be coordinated by the Care and Shelter Branch in conjunction with the Procurement and Facilities Units of the Logistics Section; the evacuation procedure will be coordinated with APD. V. CONCEPT OF OPERATIONS A. General 1. PHS & SPCA policy requires officers to respond to telephonic or verbal requests from the Police Department and /or the Fire Department 24 hours per day, 7 days per week. 2. To request animal control response, Police and Fire department personnel may call 626- 795 -3083 (this number is not available to members of the public) and make the request. Telephone calls made between 11:00 p.m. and 7:00 a.m. will be forwarded to an answering service, which will contact the "on -call' animal control officer and direct him /her to respond to the location where he /she is needed. If additional Humane Society personnel are needed, the responding officer will contact his /her supervisor and make the request. A PHS & SPCA liaison should be requested. 3. Animal sheltering can extend past the initial EOC activation. This is considered the recovery phase. B. Handling of Pets during Evacuations PHS & SPCA will be working closely with the lead agency, APD, during evacuations. Some factors must be considered when developing an evacuation plan for pets and livestock including: a. Which areas pose an immediate threat to life and has the greatest need for evacuation? b. Will additional help be needed to assist in evacuating the affected pets and livestock? If additional Humane Society personnel are needed, the responding officer would contact his /her supervisor and make the request. c. Where will pets and livestock relocate to? Smaller pets and animals can be relocated to temporary shelters. PHS & SPCA has the capability of quickly setting up these facilities with portable kennels. Larger animals such as horses, however, will be relocated to private stables in neighboring cities that are capable of assisting (such as Pasadena, La Canada Flintridge, Glendale, and Burbank). PHS & SPCA does not have the facility capabilities of sheltering these animals. The Santa Anita Race Track may also be an option to shelter large animals. 2. Evacuees who leave to the homes of relatives, friends, or commercial accommodations with their pets do not normally pose difficulties during evacuation. However, evacuees with pets seeking public shelter can create potential problems. For health reasons, pets are not allowed in emergency shelters operated by the American Red Cross (ARC) and most other organized volunteer groups. However, a number of studies have indicated that some people, particularly the elderly, will not leave their homes if they cannot take their pets with them. When people have left pets behind during evacuations, emergency responders have sometimes had to return to the evacuated area to round up and remove those pets and other animals. Hence, it is desirable to make reasonable arrangements for evacuees who come to public shelters with pets. 3. Depending on the situation and availability of facilities, one of the following approaches should be used to handle evacuees arriving with pets: a. Providing pet owners with information on nearby kennels, animal shelters, and veterinary clinics that have agreed to temporarily shelter pets. b. Directing pet owners to a public shelter that has covered exterior corridors or adjacent support buildings where pets on leashes and in carriers may be temporary housed. c. Set up temporary pet shelters at fairgrounds, parks, or other similar facilities. This would be done by the PHS & SPCA. C. Shelter and Care Just as stated before, PHS & SPCA typically has the capabilities of setting up temporary shelters with portable kennels for smaller pets adjacent to mass care facilities. Working closely with the American Red Cross, these temporary shelters are placed adjacent to, but away from, ones assembled by the ARC. Private stables and facilities are used, if available, in neighboring cities for larger animals such as M horses. As an example, during the Station Fire, many horses were relocated to the stables at the Santa Anita Racetrack. D. Public Information 1. Information regarding information may be given to the residents and pet owners during the evacuation process by officers of the APD or PHS & SPCA. 2. Further instructions and information will be disseminated by the PIO or one of the public information outlets described in the EOP. 7 CITY OF ARCADIA EMERGENCY OPERATIONS HAZARDOUS MATERIALS REPONSE ANNEX FEBRUARY 2013 1 TABLE OF CONTENTS Table of Contents Purpose Explanation of Terms Concept of Operation Summary I. AUTHORITY See City of Arcadia Emergency Operations Plan California Vehicle Code Section 2454. (a) vests responsibility for incident command of on- highway hazardous materials incidents with the law enforcement agency having primary traffic investigation authority on the highway where the incident occurs. II. PURPOSE The purpose of this policy is to ensure an effective, safe, efficient and coordinated response to all hazardous materials incidents occurring within the City of Arcadia. This will be accomplished through the establishment of an Incident Command System (ICS). All city departments involved will utilize the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). A well- managed response will serve to limit injury and /or loss incurred from such incident as well as ensures appropriate application of resources. III. EXPLANATION OF TERMS Definitions Hazardous Material: Any material which is explosive, flammable, poisonous, corrosive, reactive or radioactive, or any combination, and requires special care in handling because of the hazards it poses to public health, safety and /or the environment. Hazardous Materials Incident: Uncontrolled, unlicensed release of hazardous materials during storage or use from a fixed facility or during transport outside a fixed facility that may impact the public health, safety and /or environment. Incident Commander (IC): The individual responsible for the management of all incident operations at the incident site. Unified Command: In ICS, Unified Command is a unified team effort which allows all agencies with responsibility for the incident, either geographical or functional, to manage an incident by establishing a common set of incident objectives and strategies. This is accomplished without losing or abdicating agency authority, responsibility or accountability. IV. CONCEPT OF OPERATIONS A. General To provide continuity in our responses, whether on public or private property within the City of Arcadia, the Fire Department will assume incident command responsibility at all hazardous materials incidents. Management of all incidents occurring on the freeway rests with the California Highway Patrol. The IC shall be the highest- ranking on -scene representative of the Fire Department. In the absence of an on -scene fire incident commander, the highest ranking member of each of the following departments at the scene will have responsibility for incident command in the order shown below: • Police Department • Public Works Services Department Note: The nature of some hazardous materials incidents is such that members of the Police Department or Public Works Services Department may have on -scene expertise that would suggest the incident would be more effectively managed by a member of that department. In such cases, the designated Fire Incident Commander may transition Incident Command responsibility to a member of the Police Department or Public Works Services Department. Any transition shall be done with concurrence of each Department represented at the scene. B. IC Responsibilities The Incident Commander (IC) is responsible for the following actions at the scene of a hazardous materials incident: 1. Overall command and control of scene. 2. Protection of general population(Shelter in place or evacuate) 3. Coordination of response 4. Requests for outside assistance 5. Request Hazmat response through Verdugo Fire 6. Notification of shipper /manufacturer 7. Making all necessary notifications 8. Consider activation of the city's Emergency Operations Center (EOC)based on size, duration and /or complexity. 9. Coordinate the removal released hazardous materials and cleanup of scene 10. Filing of all necessary reports in accordance with applicable law C. Hazardous Material Identification Identification of an unknown material is the responsibility of trained personnel. When materials are not clearly identified by proper marking and /or papers, the IC should request assistance from Los Angeles County Fire Department Health /Hazardous Materials Division for static situations and Verdugo Fire Dispatch (Area C) for dynamic incidents. The Fire Department will respond and attempt to identify an unknown substance through available resources. D. Hazardous Material Removal Under the City's hazardous materials permit, transportation of hazardous waste is limited to hydrocarbon products (waste oil, gasoline, etc). The City may transport a maximum of five 55- gallon drums from any single event. The Public Works Services vehicle shall be placarded with proper DOT markings and escorted to the Service Center by Police and /or Fire to ensure safe arrival. If a hazardous waste is identified as non - threatening (e.g. motor oil, paint, etc), the IC may delegate responsibility for incident management until the incident is resolved. PRIVATE PROPERTY: Hazardous materials are the property and responsibility of the property owner or the occupant of said property. The Incident Commander (IC) may assist the owner /occupant with supplying information; however, it is the owner /occupants responsibility to make necessary contacts for removal /disposal. PUBLIC PROPERTY: Public Works Services Department personnel shall be dispatched to transport the substance to the City of Arcadia's Service Center located at 11800 Goldring Road for proper containment and future disposal If the substance is identified as hazardous /threatening or if tests are inconclusive: PRIVATE PROPERTY: Hazardous materials are the property and responsibility of the property owner or the occupant of said property. The IC may assist the owner /occupant with supplying information; however, it shall be the owner /occupants responsibility to make necessary contacts for removal /disposal. See attachment for available waste removal companies. In situations where the material generates an immediate danger to the public and the owner /occupant cannot be contacted or located, the IC shall make necessary arrangements for mitigation. PUBLIC PROPERTY: The IC shall request a private hazardous materials waste removal company for disposal. Los Angeles County Fire Department Health / Haz Mat Division will work with the private hazardous material waste company for proper removal. The Incident Commander will have the authority to dedicate the use of City funds for hazardous materials response. In the event a known hauler spills a hazardous material, the hauler may use its contracted hazardous materials company for clean -up and disposal as long as a higher level of emergency response is not warranted by the situation. The IC shall have the authority to approve the hauler's hazardous materials company If a hauler is permitted to use its hazardous materials company for clean- up, the IC may delegate incident management to other trained department members under his /her command. E. Termination of Incident 1. Notifications Notification must be made to the following agencies following a spill or release of a reportable quantity: a) Local Fire Department b) The local Certified Unified Program Agency (CUPA) c) California Emergency Management Agency d) California State Warning Center 2. Reports It shall be the responsibility of the Incident Commander to ensure all departments log their respective hours and equipment used related to the incident. If an After Action Report is determined to be necessary, it is the responsibility of each department supervisor to work with the city's Emergency Services Coordinator who will compile all related information and submit a detailed after action report to the City Manager. rel V. SUMMARY Listed below are the roles of the City department involved in a Hazardous Materials Response. A. Fire Department 1. Isolate and deny entry 2. Ensure safety of response personnel 3. Incident Management 4. Fire suppression and rescue 5. Establishment of control zones 6. Participate in Unified Incident Command System as required 7. Liaison with City's hazardous waste hauler B. Police Department 1. Crowd and traffic control 2. Isolate and deny entry 3. Evacuation coordination 4. Participate in Unified Incident Command System as required C. Public Works Services Department 1. Containment, transport and disposal of non - threatening substances 2. Heavy equipment (e.g. trucks and front -end loaders) 3. Containment support (e.g. sand, shovels and personnel) 4. Regulate traffic and crowd access 5. Participate in Unified Incident Command System as required 7 CITY OF ARCADIA EMERGENCY OPERATIONS INITIAL DAMAGE ASSESSMENT SAFETY ASSESSMENT ANNEX FEBRUARY 2013 1 TABLE OF CONTENTS Purpose 3 Situations and Assumptions 3 General Procedures and Responsibilities 4 Primary Jurisdictional Survey (windshield survey) 4 Secondary Jurisdictional Survey M Los Angeles County Operational Area Safety /Damage Assessment 6 References 2 7 INITIAL DAMAGE AND SAFETY ASSESSMENT I. PURPOSE This Annex describes procedures to be followed in the assessment and reporting of physical damage resulting from disasters. Initial damage assessment will determine whether a disaster event is of significance to request assistance from outside resources. Damage assessment will help establish priorities for allocation of resources and identify requirements for conducting recovery operations. II. SITUATION AND ASSUMPTIONS A. Situation Disaster events have the potential for causing death, injury, and extensive damage to public and private property. A planned damage assessment and reporting procedure is essential for effective response and recovery operations. Damage assessment procedures are critical to the cost recovery process initiated during Presidentially declared disasters. A disaster event such as an earthquake or bomb blast may occur instantaneously, or a disaster event such as a flood or mudslide may be slow - building. Disaster events may be localized or have regional impacts. The nature of the event will require that damage assessment procedures be flexible and dynamic. B. Assumptions • Immediate assessment of public infrastructure will be critical following a disaster event. Assessment of facilities housing response staff, e.g., fire stations, fleet operations, police, 9 -1 -1 operations, and EOC will be critical; • Transportation and communications systems may be severely disrupted or inoperable. Immediate and comprehensive damage assessment may be impacted by the condition of these systems; • Adequate personnel, equipment, and facilities will be assigned to manage the damage assessment function; • The ability of damage assessment staff to begin work immediately may depend on their personal condition, as well as the condition of their families and homes. III. GENERAL PROCEDURES AND RESPONSIBILITIES Damage assessment is a Planning /Intelligence Section responsibility. The Planning Section Coordinator may appoint a Damage Assessment Unit Leader, e.g., Building Official or Building Inspector, to coordinate all phases of damage assessment. Damage assessment consists of two phases: 1) Primary Jurisdictional Survey (windshield survey) 2) Secondary Jurisdictional Survey Staff for conducting damage assessment would generally come from the Fire (windshield survey) and Development Services Departments. The exact makeup of the teams from the Development Services Department would be determined by the Damage Assessment Unit Leader depending on the nature of the event. A. Primary Jurisdictional Survey (windshield survey) The primary jurisdictional survey process, sometimes referred to as a windshield survey, is conducted immediately after an event occurs and should be completed within 30 minutes of an event. The first phase of the windshield survey will be coordinated by Fire Department, utilizing station companies. This phase will focus on immediate life threatening situations. Included in this phase are specific high risk occupancies listed on each fire company's jurisdictional windshield survey list. Information gathered by the Fire Department will be forwarded to the Damage Assessment Unit. Rapid assessment provides the Incident Commander /EOC Director with quick information to assess the size of an event and the extent of damage in addition to prioritizing facilities critical to government response and recovery activities. Field units should report damage information to the Damage Assessment Unit. Interruptions to the survey should only be done when responding to life threatening events. B. Secondary Jurisdictional Survey The secondary jurisdictional survey process will provide supporting information for a state of emergency declaration and requesting a Presidentially declared disaster. This assessment is more detailed than the rapid assessment, including estimates of financial losses of public and private property. The secondary survey should be completed within an appropriate timeframe of an event. The secondary jurisdictional survey is performed by teams of technical staff to determine if buildings, roads, bridges, and other critical infrastructure are safe for use or occupancy. The first priority for assessment is generally given to buildings, roads, and bridges critical to response and recovery efforts, as well as facilities essential to continuation of government services. Building assessment is performed by Development Services staff. Public Works, Maintenance Division will be utilized to assist with inspection and analysis of City buildings. Road and bridge assessments are conducted by Engineering. Priority of damage and safety assessments will be given to the following structures in this order: • EOC /Department Operating Center (DOC) • Police station • Fire stations • Hospitals • Congregate care facilities (including private schools, convalescent care facilities, board and care facilities, day care centers, etc.) • Public schools • Public Works facilities • Potential HazMat facilities, including gas stations • Designated shelters • Local Government Buildings (City Hall, Library, Community Center) • Unreinforced masonry buildings • Concrete tilt -up buildings • Multi -story structures - commercial, industrial and residential • Single- family dwellings The Field units will use a three -phase approach to their inspection based upon existing disaster intelligence: • General Area Survey of Structures • ATC -20 Rapid Inspection • ATC -20 Detailed Inspection The Building Official has the authority to declare buildings unsafe to occupy. Buildings that have been inspected will be posted as: • Safe to occupy (green); k • Safe to occupy with repair- temporary occupancy (yellow); • Unsafe to occupy (red) The City Engineer has parallel authority for roads and bridges. Additional processes are generally performed by teams consisting of Red Cross, Federal, State, and local agency representatives. Teams consist of technical staff who can evaluate emergency and recovery project costs. A team representative should have the authorization to make reimbursement decisions. C. Los Angeles County Operational Area Safety /Damage Assessment Collection of information regarding the nature and extent of damage in the City of Arcadia is a major function of the EOC. In Los Angeles County, cities are requested to relay the operational status of the city within thirty (30) minutes of a disaster to the Operational Area: 1) via O.A.R.R.S. (after initial notification to contact /contract Sheriff's Station); or 2) if O.A. R. R. S. is not available, then notification to your contact /contract Sheriff's Station by means coordinated with and agreed to by the watch commander and city staff. The Sheriff's Station will then be responsible for entering the data into O.A.R.R.S. As declarations of disaster and requests for state and federal assistance are tied directly to the amount of dollar damage, rapid assessment of the jurisdiction is a priority. It is also a key step in caring for the long- term needs of the people in the City of Arcadia. The City of Arcadia's role in the collection of information is to have in place trained field observers a procedure to report the information to the EOC, and a procedure for collecting, analyzing and disseminating the information to the appropriate EOC personnel and outside agencies. Action plans, both for field and EOC personnel, will ultimately be developed from the information collected. Procedures for documenting field work and EOC actions, based on that information, should also be developed as part of the planning process. Additional information on damage assessment from the Los Angeles County Operational Area's Response Plan can be found in Attachment A at the end of this document. rel IV. REFERENCES City of Arcadia EOP, Part Two Planning/ Intelligence Section- Damage Assessment Unit Los Angeles County Operational Area Emergency Response Plan 7 Lm Aageks Coujir(V Operational Area Emergency Wairivase Plan CrUAW.F#rMWes1Da?twge Assevi�jywnt c. The General: Area Survey Report is sent to the jurisdiction's F=O,,C for analysis and oompl#ng of We General, Afes Survey Summary Rtport. d, Smallef jutisdictions may be able to skip this report and go directly to the Safety Survey Report. 10. General Area Survey Summary Report (The Initial report is due to the Operational Area EOC two hours after request by the Operational Area EOC. It is sent through the LAS[ Contact Station=) a. This report provid "- the Operational Area EOC with surrimanzed results of the General Area, Survey-, It is, used by the Operational Area to start the process of determining the need for qualffied Building Inspectors and Structural Engineers.. b. Smalie(jurlsdictions may be able to skip this report and go diTect4y to the Safety Survey Report. If sa, the information in the ~ afety Survey must be provided in a timely manner to ensoro the Operational Arta can piroperly prioritize the full need for qualified inspectors and engineers_ c, The information is sent through the LASD Contact to U-r.e Operational Area EOG. 11. City Status Report Orutial report dune wilhin two hou rs of a request by tie Operational Area EOC, with subsequent reports normally due twice a day at times, to be announced.). a- , r , his is, a detailed report on the status of services, utilities and incidents within a pity. 4 i� sent to the County Opwational Area EOG on an announced basis (normally twice a day) or as new critical information is developed- b- The Damage Assessment oomponent of this report is the Incident information. Incident information is used to record damage Impacting critical facilitfles or geographical areas, as well as other incidents impacting the, city. Incidents reported to the County should be those that impact the ability of the city to provide services or have a malor impact on large numbers of residents, c, The report is sent to the to 1heJudWiction's Contact Sheriff Station for subsequent transmittal to the Operational area?. 12, Safety Survey Report, (retained by the Jurisdiction), a- This report is the result of a windshield survey of previously identified areas in which there have been ropGns ofdamage, Damage A!aux-sment - pirge 2 M. 14n AngOes Gouney Operational Area pain Aree--op Brat ions Emergeftty Response Pfau Cridca) ForMikslDawage Amrvx, mmme b,E This is primarily a, damage report. The report i�desiigned to identify dangerous buddings'Which require immediate detailed evalbation for purposes of vacating andlor demolition. The repo! Alto provides a record of the levels and concenlralion of daMage, within a given area The results of this report are used by the jurisdiction to prior itlz* the subsequent deployment of qualified, building inspectors and 5ftuctural engineers and to develop the Safety Survey Summary Report, for forwarding to the County Department -of Public Works, c. Field workers provide this information to the jurisdiction- 13. Safety Survey Summary Report (Due to County Pubtio Works once a, day)- This is a Summary of the results of the Safely Survey Report_ It is used by the Operational Area to assist in establishing priorities for rnuusat aid, Building Inspectors and Structural Engineers. b. This report is provided to the County Public Works, Con'tael per n. 14, AT -20 Report (retained by the jurisdiction). a- This is a statewide slaridardb:ed report used by building inspectors and structural engineers to report the assessed slatus of a building- b.. The data tontained in this report will bo collected for analysis and subseqaent record keeping by the impacted Jurisdiction- This infonnalibn is 0. ritical to support claims, to the state and federal govw-nmenth, additionally, individim-al ATC-20 reports are used to compile a Facilities Inspection Status Deport for the Operational ,teas. 16, FacilMes trispectcon Staws Report {due once a day unfil inspection programs, are =rnplote. The report M11 be initiated by a request from the County Department of Public Works. and [nformation is tent to County Public WorM) a, This repert, provides the stabs of on-going inspection programs, His hated on ffie number of facilities identified as, needing inspection (Safi Survey Report) and the number actually inspecW_ IATG-20 standards). The information assists the Operational Area in prioritizing the assignment of mutual aid building inspectors and structural ongineers to best meet jurisdictional needs. b- he report provides a summary of the ATC -20 color codes of structures or faciliffes Inspected, The AT C-20 report is the basis for the inspection data collected In this report. c- The report is provided to the County Department of Public Works (DPVV) contact person, County DPW providers' the report to the Operatlona[ Area EQC. DamiWe A uffvmem I - page 3 E CITY OF ARCADIA EMERGENCY OPERATIONS INMATE EVACUATION ANNEX FEBRUARY 2013 1 TABLE OF CONTENTS Table of Contents Purpose Situation and Assumptions Concept of Operation I. AUTHORITY See City of Arcadia Emergency Operations Plan. II. PURPOSE The purpose of this annex is to provide information on inmate evacuation if the need arises during an event. III. SITUATION & ASSUMPTIONS A. Situation 1. At any given time, there may be inmates held in jail cells at the Arcadia Police Department. 2. They are unable to safely move to a secure location without the assistance of a jailer. B. Assumptions 1. In the event of a natural disaster such as an earthquake, the watch commander shall ensure an inspection of the facility is made to ascertain if any damage has occurred that would appear to threaten the integrity of the structure. If necessary, a city building inspector can be requested to determine the integrity of the facility for continued operation. V. CONCEPT OF OPERATIONS If the facility is damaged to the point where it is unsafe to occupy, all prisoners shall be moved from the building. Initial safe sites could include the Firearms Training Range and /or detention in jail transportation vehicles. 3 CITY OF ARCADIA EMERGENCY OPERATIONS JOINT INFORMATION SYSTEM (JIS) JOINT INFORMATION CENTER (JIC) ANNEX FEBRUARY 2013 1 TABLE OF CONTENTS Table of Contents 2 Definition 3 Acronyms and Abbreviations 3 Purpose and Mission 3 The Joint Information Center (JIC) Concept 4 Relationship to the Emergency Operations Plan (EOP) 4 Situation and Assumptions 6 Concept of Operations 8 Sequence of Operations 9 Supplies, Equipment 17 Special Needs Population 18 Foreign Language 18 Appendix A - City of Arcadia Designated PIO Table 19 W JOINT INFORMATION CENTER I. DEFINITION Under the National Incident Management System (NIMS), the Joint Information Center (JIC) is the mechanism through which the crisis response team comes in contact with the public and the media. II. ACRONYMS AND ABBREVIATIONS APD Arcadia Police Department CEOC Los Angeles County Emergency Operations Center City City of Arcadia DFO Disaster Field Office EAS Emergency Alert System EBS Emergency Broadcast System EDIS Emergency Digital Information System EOC Emergency Operations Center EOP Emergency Operations Plan EPI Emergency Public Information Plan FEMA Federal Emergency Management Agency JIC Joint Information Center JIS Joint Information System LAC Local Assistance Center NIMS National Incident Management System PIO Public Information Officer SEMS Standardized Emergency Management System SOP Standard Operating Procedure III. PURPOSE and MISSION A. The purpose of this document is to establish guidelines for a Joint Information Center (JIC), and to provide guidance when the City of Arcadia (City) gives information to the public in a time of crisis or disaster. This annex also provides a framework for how the City provides accurate, timely, appropriate, consistent, and coordinated information. Elements of this document will also be used when there is a "pre- event" public concern about a possible emergency /disaster, and in the recovery phase after a major disaster. B. The JIC mission is to provide timely and accurate disaster - related information to the media and the public during and immediately following an emergency /disaster. The purpose of a JIC is to proactively alert, inform, and reassure the public. Information will be accurate and timely, with messages that are clear and consistent. Alert and warning messages always have the highest priority in any emergency. It is also important that timely information and reassuring messages be developed and released to the public. IV. THE JIC CONCEPT A. A crisis brings together many response elements and audiences with varying interests in what is going on. Two of the largest groups are the public and the media. The Public- The public includes political entities at the local, state and federal levels, environmental groups, volunteers, and other audiences who appear on -scene with an obvious or not so obvious reason. A call from the Governor's office or from a concerned citizen is typical of the telephone traffic. Some members of the public may drive to the command site for answers. 2. The Media- The media provides the communication channel through which most audiences are served in a crisis situation. Media includes local, regional, national, and international press and electronic reporters plus the trade press. Hundreds of media personnel could arrive at a major event. Each of them will have one or more news "angles" to explore during their coverage. Some will want information in great depth and others need superficial one -liner facts. B. JIC Role 1. The JIC is designed to be a "one stop service center" for both these audiences. Either a mayor or a TV reporter can call or come by the JIC for the latest information or to file a request or complaint. The JIC's basic role is to collect as much information as possible on the incident and coordinate its timely flow outward. Coordinated information means less confusion, inaccuracies, and duplication of effort. V. RELATIONSHIP TO THE EMERGENCY OPERATIONS PLAN (EOP) A. The City's Emergency Services Coordinator is responsible for making revisions to the EOP including this annex. The Emergency Services Coordinator will also prepare, coordinate, publish, and distribute any necessary changes to any part of the plan and /or annex to all City departments and other agencies as shown on the distribution list on page Part One -6 of the EOP. Each organization within the City will review and upgrade its portion of the EOP and its standard operating procedures (SOP's) as required by SEMS and NIMS regulations. When the Los Angeles County Emergency Operations Center (CEOC) is activated, the Los Angeles County Emergency Public Information Plan (EPI) will be directed and coordinated by the CEOC Manager (Los Angeles County Sheriff's Department). il B. Policies 1. The City Council of Arcadia approved the following EOP policies including this annex, which ensure that City departments are prepared to handle disaster - related media inquiries and public information requests in a timely, responsible manner. a. In the event of an EOC activation, the City Manager who serves as EOC Director will coordinate the EOP consistent with these policies during the response phase of a disaster. b. In the event of EOC activation the EOC Director, in concert with the City Council Liaison, will provide information to the City Council. Employees pre- assigned to an emergency role /EOC function should automatically report to their duty station. All other employees must follow their respective department response plans. c. The designated Public Information Officer will coordinate and disseminate information and news to all appropriate media outlets. The PIO must ensure that the public and the media receive accurate, timely, and consistent emergency information. d. Some emergencies, such as a terrorist event or threat, cause great public concern. In these instances, the Arcadia Police Department (APD) will work with the EOC Director and PIO to develop all emergency warning and messages to meet the needs of the emergency. This will not be limited to news media releases, but may include public service announcements through radio and television public affairs programs. e. JIC protocol will use all available and effective means of disseminating emergency public information messages. This includes press releases, City website, radio and television, mass notification system, and the use of a hotline such as the Buzz Line. f. The JIC will coordinate with an activated County Emergency Operations Center (CEOC) to ensure coordination of local, state, federal, and private sector public information activities. It will also get technical information (health risks, weather, etc.). g. EOC Director and City Council Liaison will keep the City Council updated and, when appropriate, include them as public information communicators. City Council members are credible and effective communicators who are an integral part of the communication process. h. The Sheriff's Department is the administrator of the Emergency Alert System (EAS) and is responsible for the emergency alerting and warning function. The Sheriff's Department is also responsible for the content and authenticity of any EAS broadcasts made in the Los Angeles County Operational Area. Upon activation of the EOC, the EOC Director will authorize the PIO to contact the Sheriff's Department for EAS broadcasts. The Sheriff's Department will also have the lead responsibility for emergency alerts and warnings over the statewide EDIS. Field operations and other City departments will not make public statements regarding subjects or situations where they have no expertise. It is also inappropriate to make public statements in a situation where another department, a city government, a federal agency, a state agency, or a private organization is clearly the better choice to speak on the subject. City department staff will not speak on behalf of another agency without prior clearance of that agency. j. City departments will not answer any questions relating to the number of deaths attributed to the disaster. All questions relating to deaths must be referred to the County Coroner's office. The following are procedures the Los Angeles County Coroner's Office implements during these situations: In any disaster /incident where the County EOC has been activated, the protocol of releasing information via the County EOC will be followed. The Sheriff, as Incident Commander, will be provided CONFIRMED decedent data by the Coroner for release to the news media. In smaller scale events, such as an incident affecting only the City of Arcadia, a senior Coroner representative /PIO would most likely be on scene to assist with information dissemination. iii. To prevent misinformation during an incident where there may be multiple fatalities, both at scene and for those who have been transported to area hospitals within Los Angeles County (not just locally within Arcadia), it is important that a single entity be responsible for compiling this data and providing it to the appropriate incident commander for dissemination. k. The EOP and JIC Implementation plan will be tested during annual emergency exercises. VI. SITUATION AND ASSUMPTIONS A. Situation The Los Angeles County Operational Area is the largest and most complex county in the nation with a population of almost 10 million residents in 88 cities and 137 named unincorporated areas, spread no over 4,000 square miles of terrain that varies from coastal plains, to inland valleys, significant mountain ranges, and high desert. Because of this complexity, Public Information Officers (PIOs) and emergency managers need a common approach to providing information to the media and public during an emergency. During an emergency or disaster, an uninformed public may have irrational fears fueled by rumors and a lack of knowledge of what is being done to resolve the situation. Without a coordinated JIC operation, various agencies may issue conflicting information, further confusing or alarming the public. It is in the best interest of the public, and City and County governments to provide timely, accurate, consistent, coordinated, and appropriate information. B. Assumptions An effective JIS /JIC program helps the public understand what has happened and what they must do to safeguard themselves and their families. When the public understands unfolding events, it makes it easier for them to follow public safety instructions associated with the emergency /disaster. The following are assumptions which can be made regarding JIS /JIC: City and County governments and the media share an interest in giving the public timely, accurate information. However, methods used to accomplish this may vary, depending on the conditions and needs of the emergency. 2. The media (print, radio, television) will go to any location and talk to anyone they feel can further their story. 3. Depending on the nature and size of the disaster or emergency, the media may come to the EOC or JIC. 4. The media will want regularly scheduled updates of the ongoing emergency /disaster situation. 5. The media will want to interview government officials and emergency managers regarding the ongoing situation. 6. The State will cooperate with the Operational Area EPI plan and the County will cooperate with the City's EOP. 7. Subject- matter experts (SMEs) are needed to provide additional information to the media during and after the emergency /disaster. 8. An effective JIS program will: 7 a. Improve the ability of the community to resolve or respond to emergency /disaster related issues b. Improve the community's support of emergency response and recovery operations c. Reduce the impact of the emergency /disaster VII. CONCEPT OF OPERATIONS A. General The biggest threat to public confidence in government during an emergency is the absence of information. This gives the impression that the City is not prepared to handle an emergency /disaster situation and is reluctant to take actions, which could create anxiety about the situation. The City and the media should share a common mission to provide rapid, accurate information to the public. The City's goal is to work cooperatively with the media to provide valuable emergency, public safety, and recovery information to the public. B. JIS Essential Elements of Information 1. The JIS should issue timely and consistent advisories and instructions for life safety, health, and assistance through the media and printed materials. This information includes: a. What to do and why b. What not to do and why c. Hazardous areas and structures to avoid d. Health risks e. Evacuation information including: i. Evacuation routes and instructions ii. Arrangements for persons without transportation iii. Arrangements for special needs population (non - ambulatory, sight- impaired, etc.) iv. Suggested items evacuees should bring (clothing, food, medical items, etc.) V. Location of evacuation centers and shelters f. Location of mass care shelters, first aid stations, food and water distribution points, etc. g. Location where volunteers can register and be given assignments h. Street and freeway overpass conditions, congested areas to avoid, and alternate routes i. Instructions from the coroner and public health officials pertaining to dead bodies, potable water, human waste, and spoiled food disposal j. Weather hazards, when appropriate k. Public information hotline numbers I. Status of Local Proclamation, Governor's Proclamation, or Presidential Declaration m. Local, state, and federal assistance available, and locations and times to apply. n. Local Assistance Center (LAC) locations, opening dates, and times o. Refer inquiries about how and where people can obtain information about relatives /friends in the disaster area to the American Red Cross p. Provide information for all special needs population VIII. SEQUENCE OF OPERATIONS A. RESPONSE PLANNING 1. General The Basic Plan addresses the City's planned response to natural or human - caused disasters. It provides an overview of operational concepts, and identifies components of the City's emergency /disaster management organization within the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). It describes the overall responsibilities of the federal, state and county entities, and the City for protecting life and property and assuring the overall well being of the population. I 2. Media Coordination The City and government must work with the media in advance of emergencies and disasters to ensure that the needs of the stakeholders are understood and that relationships and protocols have been established to meet those needs. The government must engage the media in useful dialogue because it will provide the following: a. Building effective media relationships will help avoid inappropriate public actions. b. The interests of the media establishment and those of the public are not always the same. The safety of the public and the proper management of an emergency are best served if information presented to the public is timely, accurate, and designed to alert, inform, and reassure. Sensational "breaking news" may attract viewers and listeners; however, it may do nothing to create a feeling of calmness and well -being on the part of the public who are impacted by the emergency /disaster. c. It is important to work collaboratively with the media to ensure the dissemination of accurate information and to emphasize to the media its importance. Compounding the situation is the media's need for instant, real -time information versus the scientific /medical /technical community's need for careful evaluation before making any sort of statement. d. Without advance planning and without proactive government statements, the media can inadvertently exacerbate the problem, rather than serving as a responsible conduit for accurate information. B. ALERTING THE PUBLIC With authorization from the EOC Director, the PIO will contact the Sheriff's Department so that the Sheriff's Department alerts the public using the following existing systems: a. Emergency Alert System (EAS) The Emergency Alert System (EAS) combines the government "messages" with the voluntary resources of the media to rapidly inform the public about emergency situations. Radio and television stations who participate in EAS voluntarily interrupt their regular broadcast to air the government's EAS messages. EAS is a system for national, state, or local emergency warning to the public. An EAS warning may be for a limited geographic area or widespread - large parts of a city, or sections of specified areas 10 (such as a county or parts of adjoining counties or a part of a region; or several states or the entire nation). The EAS provides a means of quick distributed emergency information to the public, via radio and television. EAS is managed by the Sheriff's Department. Cities may access EAS by coordination with the Sheriff's Headquarters Bureau (SHB) which will relay requests to the Sheriff's Communication Center (SCC) or, if activated, the CEOC. EAS is intended to provide a message which gives clear and understandable information about a specific risk. The following are the types of information normally provided: i. Type of hazard ii. Location of hazard iii. Location of future risk iv. Potential effect on the public's health and safety V. What the public should immediately do to protect themselves vi. How much time the public has to take a recommended action b. Emergency Digital Information System (EDIS) The Emergency Digital Information System (EDIS) is a combination of a website, a newswire, and a 24 -hour broadcast service. Authorized agencies release text, pictures, and sounds over EDIS using their own existing information. EDIS is an advanced digital tool that California's emergency managers can use to alert and inform the news media and public. News media and the public access the latest EDIS information in many ways: over the Internet, via digital radio broadcasts, texts, or by mail. EDIS bulletins, maps, pictures, and sounds are specially formatted for the computers and graphic systems used by today's news media. EDIS is designed to be disaster - resistant. A satellite distribution network constantly updates "mirror" EDIS servers in selected newsrooms and network facilities around the state. Even when public networks are clogged after a disaster, EDIS information is available statewide. C. ESTABLISHING A JIC CONCEPT Although the JIC is a cooperative venture, a designated Information Officer supervises it. This lead person organizes the JIC. It is the responsibility of each responding organization to voluntarily send 11 personnel to the JIC and operate under its auspices. There should be two distinct JIC operations: internal and external. Types of JICs Field • Established on -scene at the event site • Provides a central location for coordination and dissemination of information specific to the event site • Provides a single location for media to gain access to event information EOC • Physical JIC location at designated location, as necessary • Established during EOC activation or when specific JIC support operations are needed in a single location • Provides media and public outreach via press conferences, phone contacts, press releases, fact sheets, and other appropriate mediums Virtual • Established when a physical co- location of PIOs is not feasible or necessary • Connects PTO's through technology communications, such as email, cell /landline phones, faxes, web -based information systems, etc. • When employed, JIC leadership must ensure that all participating PIOs have connectivity. Table 2 -1: JIC Types 1. Joint Information Center(s) The PIO will establish a media information center at a site away from the EOC, Command Post, and incident for media use and dissemination of information. The PIO will also provide necessary work space, materials, telephones, and staffing. If a Los Angeles County Operational Area (Op Area) JIC is activated, the PIO will ensure that the City's public information is coordinated with that JIC as appropriate. The PIO will notify the Op Area JIC that the PIO function has been established and provide PIO contact numbers. The PIO will coordinate PIO activities with the County of Los Angeles Emergency Public Information Plan if an Op Area JIC is established. In a large -scale event, providing public information will exceed the capabilities of a single individual. The public information function may grow to a team effort with the development of a PIO team. Coordination with an activated Op Area JIC also includes: Coordination of local, state and federal and the private sector public information activities • Technical information (health risks, weather, etc.) 2. JIC Needs and Incident Size Although the incident and its size will generally dictate the need for a JIC, typically a smaller event will not have one. If this is the case, the lead agency will develop the plan for public information dissemination. 12 However, it must be noted that a PIO team can be called upon at any time based on the need of that agency and the incident. At that point, a collective effort will be made to ensure timely and accurate information is released to the public. 3. Internal JIC This larger arm of the JIC is located within or close to the EOC and directly serves the EOC Director. It is not directly accessible by the public or media. This group is tasked to: • Create the media response plan • Monitor media coverage • Track progress of the response • Provide a research capability • Create news releases • Coordinate all products • Print and distribute materials • Provide audio - visual aids • Answer telephone inquiries • Plan and conduct news briefings and other meetings • Coordinate news photography and media transportation (if provided) • Maintain event logs • Operate "rumor lines" 4. External JIC The "front end" of the JIC is the face the outside world sees. This office has at least one senior PR practitioner from the major responders, and any responsible company. Other responders or participants can send personnel to this room as appropriate especially when events bring visibility to their involvement (e.g., coroner, weather). All releases, fact sheets, and statements are posted here; copies of all products are available. News clippings and videotapes are available for review. Event status boards are posted; media escorts, if provided, are assigned from this office. One -on -one media interviews can be conducted here. The principal spokespersons operate from this JIC location and are available to meet with community leaders and media representatives. Visitors to this "external office" use a sign -in sheet. 13 5. Personnel The most skilled communicators are divided between the two JIC operations. Lesser skilled staff members are assigned to the internal JIC for clerical, coordination, and administrative tasks. At least one clerical person works in each location. At least one person will be responsible to keep current data boards in each location. The expertise of JIC participants is determined quickly, and the appropriate inquiry may be directed to an "expert" on that subject. Each member of the JIC can respond to generic questions (e.g., size of spill, road closure status, location of evacuation reception centers, etc.), but specific inquiries are directed to the appropriate representative. Depending upon the extent of the geography involved, there may be JIC personnel assigned to additional locations (e.g., explosion cleanup, at the harbor, at another headquarters). These persons provide a flow of intelligence from the site and can provide one -on -one media interviews. The keys to the success of any JIC are cooperation and coordination among all members. 6. Inter - Department Information It is important to disseminate timely and accurate information to the employees of the City for a variety of reasons. Allowing an employee to be informed on the event will help prevent anxiety and confusion internally. Many of these people will function in the roles that will help mitigate the City's issues. They may also be called upon by a citizen to provide initial general information. Various outlets should be used in the event one is not available to effectively distribute accurate information. Some examples include email, printed bulletins, or a hotline designated for internal use only. 7. Facility Selection Criteria The City will identify one or more primary locations for potential JICs; an alternate JIC facility location may also be identified prior to any disaster /emergency event. 8. Configuration Configuration of the facility includes: 14 • Setting up the telephone banks in the designated phone team area(s) • Readying the facility to accommodate working news media and news briefings D. ACTIVATING /DEMOBILIZING 1. The Organization The JIC takes a graded approach to activation, depending on the nature, severity, duration, and public and news media perception of the emergency. Figure 1 — JIC / PIO Team Organizational Chart Response Partners f a... Rapid Response ....... Faclllly'Sapp.,t j Field Pit) ........... ....... .. ......._.. ..._..... ..........� ......... ................ .,.. Manitoring and Analysis —i 9riatia9 and Media Reception � VIP Escort SPeoial. Evaents, Strategy and i Media Phones Spscgal Neec!'. and. MuI1Ihn9ual y Commuai y Ralallon;o .................... Massaging Research and Waiting Stiatris Beard {{ Administrat o Audio - Visual a. .Welt Support 2. Initial activation This involves the assembly of the JIC/ PIO Team. 3. Fully Operational Activation This fulfills the JIC organization with additional staff and expands to the needs of the incident. Please refer to the organization chart (Figure 1). 4. JIC Activation Activation is complete when: • A JIC Writer is in place. 15 • A JIC Manager has established an open telephone line of communication with the Emergency Operations Center (EOC) Information Officer. Once called to duty, JIC personnel report to the JIC and: • Sign in • Collect their position- specific manual • Assist in the configuration of the facility • Take their places During JIC operations, the JIC /PIO Team focus on: Details of the event as communicated by the EOC Director through the PIO to develop and distribute timely news releases Notify key stakeholders (local and regional government officials) Conduct news briefings for reporters present in the JIC 5. Activation Objectives The team is guided by operational objectives that call for: • A distribution of an initial notification news release within a reasonable time of activation • An initial briefing of news media in the JIC within a reasonable time of activation • A distribution of an event - specific /event classification news release within a reasonable time of activation • A timely briefing of telephone team members who are responding to calls from the public and news media Additional event - specific news releases /updates are issued as warranted. Additional news media briefings are held as events warrant and can be held to impart fast - breaking information in the absence of an approved news release. In the case of an extended activation, the JIC/ PIO Team will prepare for and conduct shift changes to assure an alert, rested JIC staff is available at all times. 6. Deactivation Once the event is secured and the EOC Director directs the JIC to: • Stand down • Reconfigure the facility for normal day -to -day business • Stow all JIC equipment • Collect and file event records 16 • Hold a staff briefing shortly after deactivation to capture lessons learned and other information that can be included in the post -event report IX. SUPPLIES, EQUIPMENT A. Message Center Operations For processing information into and out of the JIC, the following equipment should be included: • Facsimile machines • Television • Copier • Phones • Internet Connection B. Information Processing To develop, or record information or images, the following should be included: • Computers (with ability to fax from computer) • Digital camera • Tape recorder C. Other General Office Supplies • Pens and pencils • Paper pads • Paperclips • Paper binders • Post -it (various sizes) • Mail trays (double- stack) D. News Release Process Equipment News release distribution should evolve rapidly from manual faxing to computer -based methods. While the use of e -mail for rapid distribution has become a part of the process. 17 X SPECIAL NEEDS POPULATION Provisions will be made to disseminate information to individuals with special needs, including the blind and hearing impaired. XI FOREIGN LANGUAGE A. In addressing the need for foreign language interpretation, staffing should include trained telephone team members fluent in the most common foreign languages encountered in the region. (Mandarin, Cantonese, Spanish) This may include the following: 1. Using a language service 2. Using bilingual employees whenever possible 3. Translating all warnings, written and spoken, into appropriate languages 4. Contacting media outlets (radio /television) that serve the languages you need APPENDIX A — City of Arcadia Designated PIO Table Department Primary Backup Public Works Services Maria Taylor tbd City Manager Linda Garcia tbd Fire Beth Stogner tbd Library Darlene Bradley tbd Police Tom LeVeque tbd Recreation Ryan Wright tbd 19 CITY OF ARCADIA EMERGENCY OPERATIONS PANDEMIC INFLUENZA ANNEX FEBRUARY 2013 1 Pandemic Influenza Annex Index Characteristics and Challenges of a Pandemic 1 Communications and Information of Pandemic Response 2 Declaration of Influenza Pandemic Emergency 3 Community Mitigation Recommendations 3 Stopping the Spread of Germs at Work 4 Pandemic Operational Guidelines — Management Responsibilities 6 Recommended Action: Interpandemic, Alert, and Pandemic Periods 9 Patient Care Guide: Influenza -Like Illness (ILI) Assessment Tool 13 Employee Work Status Classifications 13 Use of Masks during a Pandemic 14 Potential Effects on City Staff during a Pandemic 14 Infection Control Summary 15 PPE Application and Removal Sequence 16 Employee Family Planning 16 Glossary of Terms 18 Addenda: A Cough etiquette 22 Addenda: B Applying and Removing PPE 23 Reference 24 2 PANDEMIC INFLUENZA GUIDE Characteristics and Challenges of a Pandemic 1. Rapid Worldwide Spread • When a pandemic influenza virus emerges, its global spread is considered inevitable. Preparedness activities should assume that the entire world population would be susceptible. Countries might, through measures such as border closures and travel restrictions, delay arrival of the virus, but cannot stop it. 2. Health Care Systems Overloaded 3. Most people have little or no immunity to a pandemic virus. Infection and illness rates will soar. A substantial percentage of the world's population will require some form of medical care. Nations unlikely to have the staff, facilities, equipment, and hospital beds needed to cope with large numbers of people who suddenly fall Death rates are high, largely determined by four factors: the number of people who become infected, the virulence of the virus, the underlying characteristics and vulnerability of affected populations, and the effectiveness of preventive measures. Past pandemics have spread globally in two and sometimes three waves. 4. Medical Supplies Inadequate • The need for vaccine is likely to outstrip supply. • The need for antiviral drugs is also likely to be inadequate early in a pandem ic. • A pandemic can create a shortage of hospital beds, ventilators, and other supplies. Surge capacity at non - traditional sites such as schools may be created to cope with demand. • Difficult decisions will need to be made regarding who gets antiviral drugs and vaccines. 5. Economic and Social Disruption • Travel bans, closings of schools and businesses, and cancellations of events could have major impact on communities and citizens. • Care for sick family members and fear of exposure can result in significant worker absenteeism. Communications and Information of Pandemic Response Education and outreach are critical in preparing for a pandemic. Understanding what a pandemic is, what preparations must be done at all levels to prepare for pandemic influenza, and what could happen during a pandemic help us make informed decisions, both as individuals and as a nation. If a pandemic occurs, the public must be able to depend on its government to provide scientifically sound public health information quickly, openly, and dependably. For EMS providers, the winter season is routinely characterized as a time of high volume and taxing demand. Not surprisingly then during normal circumstances, the healthcare system in Los Angeles County (LAC) can be easily overwhelmed. However, the projected tremendous and unprecedented demand for healthcare services during a pandemic will likely challenge our healthcare resources to levels not previously experienced. LAC Department of Public Health has projected the impact of an influenza pandemic upon LAC's medical and healthcare system using the Centers for Disease Control and Prevention's (CDC) FluSurge 2.0 software. Estimates were calculated according to a modified model of the 1918 pandemic. The model assumed: • A 30% attack rate • A duration of an initial wave of illness to extend about 12 weeks • Hospitalization (if needed) to last about five days With those assumptions, the model predicted the number of hospitalizations in LAC to be about 376,000, and the predicted mortality to be about 63,000 deaths. The World Health Organization (WHO) has developed a global influenza preparedness plan, which defines the phases of a pandemic and recommends measures to take before and during a pandemic according to phase. LAC has adopted these phases to facilitate pandemic planning, response, and recovery activities. These phases are considered the "triggers" for recommended actions. All of the preplanning in the world will not eliminate the increased demand that comes with a pandemic, but preparation can ease the burden on EMS personnel and administration. In order to assist EMS providers to better prepare for and cope with a region -wide pandemic, the Emergency Medical Services Agency developed lists of recommended actions to prepare EMS providers for pandemic influenza by pandemic phase. There are three phases; interpandemic, pandemic alert, and pandemic. Each phase has subcategories. All classifications will be explained in further detail beginning on page 9. 2 Declaration of an Influenza Pandemic Emergency Responsibility for declaring when an outbreak of a novel virus has reached the pandemic stage is as follows: Globally: World Health Organization (WHO) United States: U.S. Centers for Disease Control and Prevention (CDC) Los Angeles County: The LAC Health Officer, as Incident Manager for the county's public health response, will determine when the novel virus has reached LAC. Once the novel virus has been identified locally, the Health Officer activates the operational aspects of LAC's Pandemic Influenza Preparedness and Response. Planning Guidelines The Los Angeles County Health Officer: • Notifies the members of the LAC Emergency Management Council • Notifies the LAC Board of Supervisors • May declare a local Public Health Emergency and enact legislated public health powers detailed in the State Health and Safety Code, but the Board of Supervisors must approve the declaration of a local emergency If the Los Angeles County Emergency Operations Center (EOC) is activated to manage the response effort, the Health Officer will designate personnel to staff the EOC and represent the Department at the Operational Area level. Upon activation of the County's Emergency Operations Center, the City of Arcadia's Emergency Operations Center may be activated by the ranking City Official on duty at that time. The City of Arcadia Emergency Operations Center will then begin tracking local pandemic trends and utilize the Pandemic Influenza Guide. Community Mitigation Recommendations Community mitigation recommendations will be based upon the severity of the pandemic and may include the following: • Asking ill people to voluntarily remain at home and not to go to work or out in the community for at least 24 hours after the patients are fever free o This timeframe applies only to members of the population that are not considered at risk. (CDC "Recommendations for the Amount of Time Persons with Influenza -Like Illness Should be Away from Others" 8/5/2009) Asking members of households with a person who is ill to voluntarily remain at home for about 7 days (household members may be provided with antiviral medications, if these medications are effective and sufficient in quantity and feasible mechanisms for their distribution have been developed) 3 Dismissing students from schools (including public and private schools as well as colleges and universities) and school -based activities and closure of childcare programs for up to 12 weeks • Coupling with protecting children and teenagers through social distancing in the community to include reductions of out -of- school social contacts and community mixing • Childcare programs discussed in this guidance include centers or facilities that provide care to any number of children in a nonresidential setting, large family childcare homes that provide care for seven or more children in the home of the provider, and small family childcare homes that provide care to six or fewer children in the home of the provider. Recommendation of social distancing of adults in the community, which may include cancellation of large public gatherings, changing workplace environments and schedule o This decreases social density and preserve a healthy workplace to the greatest extent possible without disrupting essential services. This also assures work -leave policies aligning incentives and facilitate adherence with the measures outlined above. Stopping the spread of germs at work How Germs Spread Illnesses like the flu (influenza) and colds are caused by viruses that infect the nose, throat, and lungs. The flu and colds usually spread from person to person when an infected person coughs or sneezes. How to Help Stop the Spread of Germs Take care to: • Cover your mouth and nose when you sneeze or cough • Clean your hands often • Avoid touching your eyes, nose or mouth • Stay home when you are sick and check with a health care provider when needed • Practice other good health habits Cover your cough. Clean your hands often when available. This means washing your hands with soap and warm water then rubbing your hands vigorously together and scrubbing all surfaces. Wash for 15 to 20 seconds. It is the soap combined with the scrubbing action that helps dislodge and remove germs. When soap and water are not available, alcohol -based disposable hand wipes or gel sanitizers may be used. You can find sanitizers in most supermarkets and F. drugstores. If using a gel, rub the gel in your hands until they are dry. The gel does not need water to work; the alcohol in the gel kills germs that cause colds and the flu. Avoid touching your eyes, nose, or mouth. Germs are often spread when a person touches something that is contaminated with germs and then touches their eyes, nose, or mouth. Germs can live for a long time (some can live for 2 hours or more) on surfaces like doorknobs, desks, and tables. Stay home when you are sick and check with a health care provider when needed. When you are sick or have flu -like symptoms, stay home, get plenty of rest, and check with a health care provider as needed. The City of Arcadia may require a doctor's note for an excused absence. Remember, keeping your distance from others may protect them from getting sick. Common symptoms of the flu include: • fever (usually high) • headache • extreme tiredness • cough • sore throat • runny or stuffy nose • muscle aches, and • nausea, vomiting, and diarrhea, (much more common among children than adults). Practice other good health habits. Get plenty of sleep, be physically active, manage your stress, drink plenty of fluids, and eat nutritious food. Practicing healthy habits will help you stay healthy during the flu season and all year long. 5 SUMMARY Pandemic Operational Guidelines- Management Responsibilities PANDEMIC INFLUENZA GUIDELINES FOR — MANAGEMENT INTERPANDEMIC ACTIIONS PERIOD WHO Phase 1 1. Assess supplies needed for universal precautions ■ No novel influenza virus 2. Review the differences between seasonal and causing illness in pandemic influenza humans 3. 4. Fit test staff for N -95 and /or P -100 masks Educate staff on how they can stop the spread of WHO Phase 2 ■ No novel influenza virus germs causing illness in 5. Post "respiratory etiquette" posters and signs in work humans areas -Circulating animal 6. Provide boxes of facial tissues and trash receptacles influenza virus subtype 7. Provide alcohol -based hand washing gel on all poses a substantial risk emergency vehicles and public counters of human disease g. Subscribe to LAC Public Health Flu Watch Listsery 9. Identify resources and funding mechanisms required for implementation of future Action activities PANDEMIC ALERT ACTIONS PERIOD WHO Phase 3 1. Review and update internal emergency operations ■ Human cases from the plans novel influenza virus 2. Plan for infrastructure disruptions ■ No human to human 3. Establish vacation and on -call procedures for peak transmission periods ■ No cases in the United 4. Locate supplemental transport assets States WHO Phase 4 -Small clusters with limited human -to -human transmission ■ No cases in the United States 5. Evaluate triage models 6. Consider placing masks on all patients transported with flu -like symptoms 7. Educate staff on the current situation 8. For updated information, review: -US DHHS, http: / /www.pandemicflu.gov/ ■ LAC Public Health, http://Iapub lichealth.org/acd/Pandemicflu.h t 9. Acquire resources which have lead times and /or subject to shortages 10. Initiate necessary financial and management control systems to allow for a quick transition to further Actions PANDEMIC ALERT PERIOD ACTIONS WHO Phase 5 1. Activate internal emergency operations plans and ■ Large clusters of illness educate staff -Localized human -to- 2. Engage mutual aid partners human transmission 3. Maximize usage of supplies needed for universal ■ Little to no cases in the precautions and other basics United States 4. Conserve usage of BLS and ALS units 5. Begin creating adjusted staffing patterns 6. Implement changes to vacation and on -call policies 7. Educate staff on the current situation 8. Educate staff on staffing and procedures changes 9. Implement guidelines received from local EMS agency 10. Develop full -scale public education /risk communication programs 11. Implement appropriate PPE for staff with public contact WHO Phase 6 1. Implement internal emergency operations plans -Widespread illness in the 2. Consider Disaster Declaration population throughout 3. Consider full implementation of EOC the world 4. Dedicated real -time intelligence gathering /sharing -Sustained human to 5. Initiate full -scale public and staff education /risk human transmission communication programs 6. Implement adjusted staffing patterns VA 7. Implement essential staffing and services only 8. Limit the number of responders to the minimum necessary 9. Monitor the health of staff 10. Implement plan to evaluate symptomatic staff before they report for duty 11. Reassess staffing and consider redistribution of resources 12. Follow Public Health guidelines for vaccine and /or antiviral, as available Return to WHO Prepare for a possible next wave: Interpandemic Period 1. Conduct staff debriefings on what went well and -End of first pandemic what needs improvement wave 2. Implement appropriate changes based on debriefing ■ Next wave may occur and other analysis within several months 3. Replenish supplies 4. Continue to monitor the health of staff RECOMMENDED ACTION BASED ON PANDEMIC PERIOD RECOMMENDED ACTIONS: INTERPANDEMIC PERIOD WHO Phase 1 • No novel influenza virus causing illness in humans WHO Phase 2 • No novel influenza virus causing illness in humans • Circulating animal influenza virus subtype poses a substantial risk of human disease MANAGEMENT 1. Assess supplies needed for universal precautions. 2. Review the differences between seasonal and pandemic influenza. See chart on the Comparison of Seasonal and Pandemic Influenza on page 2. 3. Fit test staff for N -95 P -100 masks. See Use of Masks during a Pandemic on page 23. 4. Educate members about stopping the spread of germs at the workplace. 5. Post "respiratory etiquette" posters and signs in work areas. See CDC poster: Cover Your Cough; Addenda A. 6. Provide boxes of facial tissues along with trash receptacles in the workplace and for patient transport. 7. Provide alcohol -based hand washing gel in all emergency vehicles and the workplace to promote its use. 8. Subscribe to LAC Public Health Flu Watch Listserv. The Influenza Watch LISTSERV of the LAC Department of Public Health is maintained by the Acute Communicable Disease Control Program. The purpose of this LISTSERV is to keep health professionals informed about local, state and national influenza activity. Influenza Watch is sent out to all subscribers every week during flu season. Send an email to LIaI5ERV@listserv.ladb§.org and in the body of the email enter SUBSCRIBE FLUWATCH. No information in the subject line is needed. 9. Identify resources and funding mechanisms required for implementation of future Action activities. G RECOMMENDED ACTIONS: PANDEMIC ALERT PERIOD WHO Phase 3 • Human cases from the novel influenza virus • No human to human transmission • No cases in the United States WHO Phase 4 • Small clusters with limited human -to -human transmission • No cases in the United States WHO Phase 5 • Large clusters of illness • Localized human -to -human transmission • Little to no cases in the United States MANAGEMENT Phases 3 -4 1. Review and update internal emergency operations plans. Consider the operational threshold at which it may not be possible to respond to all calls for service and what operational procedures would need to be altered to respond as effectively as possible (e.g., loading ambulances with more than one patient with like symptoms). Also, plan for psychosocial issues. 2. Plan for infrastructure disruptions that may result due to staffing shortages in other industries. These may include a reduction or lack of services in utility, sanitation, transportation (including fuel), information technology, supply chain, communications, and education fields. Develop contingency plans to maintain operations if one or more of these industries decline. 3. Establish vacation and on -call procedures for peak periods. 4. Locate supplemental transport assets. 5. Evaluate triage models. 6. Educate staff on the current pandemic influenza situation. 7. For updated information, review: US DHHS, www.pan e icinlenza., ov and LAC Public Health, http://Iapublichealth.org/acd/Pandemicflu.htm . 8. Acquire resources which have lead times and /or subject to shortages. 10 9. Initiate necessary financial and management control systems to allow for a quick transition to further Actions. Phase 5 1. Activate internal emergency operations plans, and educate staff on these plans. 2. Engage mutual aid partners. 3. Maximize usage of supplies needed for universal precautions and other basics. 4. Conserve usage of BLS and ALS units. 5. Begin creation of adjusted staffing patterns. This may include implementing changes to vacation and on -call policies; adjusting sick leave policies; cross - training staff; and using volunteers /others for non - technical positions. Staff assignments may be affected by influenza /health status; review Employee Work Status Classification ( "Fit for Work) on page 22. 6. Educate staff on the current pandemic influenza situation. 7. Educate staff on staffing and procedure changes. 8. Develop full -scale public education /risk communication programs. 9. Implement appropriate PPE for staff with public contact. 11 RECOMMENDED ACTIONS: PANDEMIC PERIOD WHO Phase 6 • Widespread illness in the population throughout the world • Sustained human to human transmission MANAGEMENT 1. Implement internal emergency operations procedures. 2. Consider Disaster Declaration. 3. Consider full implementation of EOC. 4. Dedicated real -time intelligence gathering /sharing. 5. Initiate full -scale public and staff education /risk communication programs. 6. Implement adjusted staffing patterns. 7. Implement essential staffing and services only. 8. Monitor the health of staff. 9. Implement plan to evaluate symptomatic personnel before they report for duty. This may include taking temperatures of all staff prior to coming to work or inside the building. Consider sending febrile staff home. 10. Reassess staffing and consider redistribution of resources. 11. Follow Public Health guidelines for vaccine and /or antiviral, as available. 12 Patient Care Guide: Influenza -Like Illness (ILI) Assessment Tool An ILI assessment tool is to be used for immediate triage of staff or family members. ILI in the general population is determined by the presence of 1, 2, 3 and any of 4 (a —f), which could be due to influenza virus: Please check the following. ❑ 1. Acute onset of respiratory illness ❑ 2. Fever ( >38 C, 100.4 F)* ❑ 3. Cough ❑ 4. One or more of the following: ❑ a. Sore throat ❑ b. Arthralgia (joint pain) ❑ c. Myalgia (muscle pain) ❑ d. Diarrhea ** ❑ e. Vomiting ** ❑ f. Abdominal pain* * May not be present in elderly people ** May be present in children Employee Work Status Classifications The phrases "fit for work" and "unfit for work" are used to communicate a worker's ability to remain at or return to work depending upon their susceptibility to influenza, immunization status, and agreement to use antiviral. Fit for work (a) Ideally, workers are fit to work when one of the following conditions applies: • Recovered from influenza -like- illness during earlier phases of the pandemic • Immunized against the pandemic strain of influenza • Taking appropriate antiviral, Scope: May work with all patients (b) Healthy, unexposed workers Scope: Should work in non - influenza areas (c) Asymptomatic workers may work even if influenza vaccine & antiviral are unavailable Scope: Meticulous attention to hand hygiene • Avoid touching mucous membranes of the eye and mouth to prevent exposure to the influenza virus and other infective organisms. Unfit for work 13 Ideally, staff with influenza like illness should be considered "unfit for work" and should not work; nonetheless, due to limited resources, these workers may be asked to work if they are well enough to do so (caution should be taken not to infect asymptomatic workers). Use of Masks During a Pandemic When to wear a mask Early phase of a pandemic: It may be prudent for workers to wear N -95 or P -100 masks when interacting in close face -to -face contact with coughing individuals to minimize influenza transmission. This use of masks is advised when immunization and antiviral are not yet available. Masks should be worn by workers to prevent transmission of organisms from citizens with a cough. When the virus is circulating widely in the community, there is no evidence that the use of masks in general public settings will be protective. Potential Effects on City Staff During a Pandemic The response to an influenza pandemic will pose substantial physical, personal, social, and emotional challenges to City staff. Experience with disaster relief efforts suggests that enhanced workforce support activities can help responders remain effective during emergencies. During an influenza pandemic, however, the occupational stresses experienced by healthcare providers and other responders are likely to differ from those faced by relief workers in the aftermath of a natural disaster. Globally and nationally, a pandemic might last for more than a year, while disease outbreaks in local communities may last 5 to 10 weeks. City staff and their families will be at personal risk for as long as the pandemic continues in their community. Special planning is therefore needed to ensure that employers of essential service workers are prepared to help employees maximize personal resilience and professional performance. An essential part of this planning effort involves the creation of alliances with community based organizations and nongovernmental organizations with expertise in and resources for psychosocial support services or training. In addition to the issues faced by all, City staff may experience: • Increased risk of exposure to pandemic influenza • Constant need to take special precautions to avoid exposure to the pandemic virus • Illness and death among patients, as well as among colleagues and family members 14 Stigmatization and discrimination associated with being perceived as a source of contagion Ethical dilemmas arise, such as conflicts between one's role as City staff and parent /spouse, or concern about receiving vaccines or antiviral drugs before other people. Increased difficulty may occur in performing crucial tasks and functions as the number of severely ill patients increases, City staff decreases, and medical and infection control resources are depleted. Workers may be frustrated at the need /expectation to maintain business as usual. Physical isolation due to the use of infection control measures will limit interpersonal contact. Infection Control Summary Hand hygiene: Hand hygiene includes both hand washing with either plain or antimicrobial soap and water, or use of alcohol based products (gels, rinses, foams) that contain an emollient that do not require the use of water. If hands are visibly soiled or contaminated, they should be washed with soap (either non - antimicrobial or antimicrobial) and water. In the absence of visible soiling of hands, approved alcohol -based products for hand disinfection are preferred over antimicrobial or plain soap and water because of their superior microbicidal activity, reduced drying of the skin, and convenience. Safe work practices: Avoid touching eyes, nose, mouth, or exposed skin with contaminated hands. Component Recommendations Environmental cleaning and disinfection: Use EPA - registered hospital detergent- disinfectant. Follow standard facility procedures for cleaning and disinfection of environmental surfaces, and emphasize cleaning /disinfection of frequently touched surfaces (e.g., phones, lavatory surfaces). Disposal of solid waste: Contain and dispose of solid waste in accordance with facility procedures and /or local or state regulations. Wear gloves when handling waste and handling waste containers. Perform hand hygiene procedures when done. Respiratory hygiene /cough etiquette: Source control measures for persons with symptoms of a respiratory infection, and implement at first point of encounter (e.g., reception areas) within the workplace setting. Cover the mouth /nose when sneezing /coughing. Use tissues and dispose in no -touch receptacles. Perform hand hygiene after contact with respiratory secretions. Wear a mask if tolerated. Sit or stand as far away as possible (more than 6 feet) from persons who are not ill. Droplet Precautions: Use universal precautions. 15 City facilities should ensure the availability of materials for adhering to respiratory hygiene /cough etiquette in waiting areas for staff and visitors by: • Providing tissues and no -touch receptacles for used tissue disposal • Providing conveniently located dispensers of alcohol -based hand rub • Providing soap and disposable towels for hand washing where sinks are available PPE Application and Removal Sequence Based on the risk assessment, several items of PPE may be needed by City staff when entering a room occupied with known or suspected pandemic influenza. When PPE is necessary for the specific situation, personal protective equipment must be put on in the following order: • Gown • Respirator (or mask, when appropriate) • Face shield or goggles • Gloves Upon leaving the room, PPE should be removed in such a manner as to avoid self - contamination as follows: • Gloves • Face shield or goggles • Gown • Respirator or mask Remember to always use hand hygiene after removing PPE. Employee Family Planning You can prepare for an influenza pandemic now. You should know both the magnitude of what can happen during a pandemic outbreak and what actions you can take to help lessen the impact of an influenza pandemic on you and your family. This checklist will help you gather the information and resources you may need in case of a flu pandemic. 1. To plan for a pandemic: • Store a two -week supply of water and food. During a pandemic, if you cannot get to a store, or if stores are out of supplies, it will be important for you to have extra supplies on hand. This can be useful in other types of emergencies, such as power outages and disasters. • Periodically check your regular prescription drugs to ensure a continuous supply in your home. • Have any nonprescription drugs and other health supplies on hand, including pain relievers, stomach remedies, cough and cold medicines, fluids with electrolytes, and vitamins. 16 • Talk with family members and loved ones about how they would be cared for if they got sick, or what will be needed to care for them in your home. • Volunteer with local groups to prepare and assist with emergency response. • Get involved in your community as it works to prepare for an influenza pandem ic. 2. To limit the spread of germs and prevent infection: • Teach your children to wash hands frequently with soap and water, and model the correct behavior. • Teach your children to cover coughs and sneezes with tissues, and be sure to model that behavior. • Teach your children to stay away from others as much as possible if they are sick. Stay home from work and school if you are sick. 3. Items to have on hand for an extended stay at home: Ready -to -eat canned meats, fish, fruits, vegetables, beans, and soups Protein or fruit bars Dry cereal or granola Peanut butter or nuts Dried fruit Crackers Canned juices Bottled water Canned or jarred baby food and formula Petfood Other non - perishable items Prescribed medical supplies such as glucose and blood - pressure monitoring equipment Soap and water, or alcohol -based (60 -95 %) hand wash Medicines for fever, such as acetaminophen or ibuprofen Thermometer Anti - diarrheal medication Vitamins Fluids with electrolytes Cleansing agent /soap Flashlight Batteries Portable radio Manual can opener Garbage bags Tissues, toilet paper, disposable diapers It is important to think about health issues that could arise if an influenza pandemic occurs and how they could affect you and your loved ones. For example, if a mass vaccination clinic is set up in your community, you may need to provide as much information as you can about your medical history when you go, especially if you have a serious health condition or allergy. Use the same type of universal precautions at home that are used in the workplace. Wash your hands regularly with soap and water, along with hand gels. Utilize facial mask such as the N -95 or P -100 Multiuse Disposable Mask. 17 Glossary of Terms Absenteeism rate: Proportion of employed persons absent from work at a given point in time or over a defined period of time. Antiviral medications: Medications presumed to be effective against potential pandemic influenza virus strains and which may prove useful for treatment of influenza- infected persons or for prophylactic treatment of persons exposed to influenza to prevent them from becoming ill. These antiviral medications include the neuraminidase inhibitors oseltamivir (Tamiflu®) and zanamivir (Relenza®). Case fatality ratio: Proportion of deaths among clinically ill persons. Childcare: Childcare programs discussed in this guidance include 1) centers or facilities that provide care to any number of children in a nonresidential setting, 2) large family childcare homes that provide care and education for seven or more children in the home of the provider, and 3) small family childcare homes that provide care to six or fewer children in the home of the provider. Children: In this document children are defined as 17 years of age or younger unless an age is specified of 12 years of age or younger if teenagers are specified. Clinically ill: Those persons who are infected with pandemic influenza and show signs and symptoms of illness. Community mitigation strategy: A strategy for the implementation at the community level of interventions designed to slow or limit the transmission of a pandemic virus. Cough etiquette: Covering the mouth and nose while coughing or sneezing, using tissues and disposing in no -touch receptacles, and washing of hands often to avoid spreading an infection to others. Countermeasures: Refers to pre - pandemic and pandemic influenza vaccine and antiviral medications. Critical infrastructure: Systems and assets, whether physical or virtual, so vital to the United States that the incapacitation or destruction of such systems and assets would have a debilitating impact on national security, economy, or public health and /or safety, either alone or in any combination. Specifically, it refers to the critical infrastructure sectors identified in Homeland Security Presidential Directive 7 (HSPD -7). Early, targeted, and layered nonpharmaceutical interventions (NPIs) strategy: A strategy for using combinations of selected community -level NPIs implemented early and consistently to slow or limit community transmission of a pandemic virus. W. Excess rate: Rate of an outcome (e.g., deaths, hospitalizations) during a pandemic above the rate that occurs normally in the absence of a pandemic. It may be calculated as a ratio over baseline or by subtracting the baseline rate from the total rate. Facemask: Disposable surgical or procedure mask covering the nose and mouth of the wearer and designed to prevent the transmission of large respiratory droplets that may contain infectious material. Generation time: Average number of days taken for an ill person to transmit the infection to another person. Hand hygiene: Hand washing with either plain soap or antimicrobial soap and water or use of alcohol -based products (gels, rinses, foams containing an emollient) that do not require the use of water. Illness rate or clinical attack rate: Proportion of people in a community who develop illness (symptomatic cases _ population size). Incident of National Significance: Designation is based on criteria established in Homeland Security Presidential Directive 5 and includes events with actual or potential high- impact that requires a coordinated and effective response by Federal, State, local, tribal, nongovernmental, and /or private sector entities in order to save lives, minimize damage, and provide the basis for long -term community recovery and mitigation activities. Incubation period: The interval (in hours, days, or weeks) between the initial, effective exposure to an infectious organism and the first appearance of symptoms of the infection. Infection control: Hygiene and protective measures to reduce the risk of transmission of an infectious agent from an infected person to uninfected persons (e.g., hand hygiene, cough etiquette, use of personal protective equipment, such as face masks and respirators, and disinfection). Influenza pandemic: A worldwide epidemic caused by the emergence of a new or novel influenza strain to which humans have little or no immunity and which develops the ability to infect and be transmitted efficiently and between humans for a sustained period of time in the community. Isolation of ill people: Separation or restriction of movement of persons, ill with an infectious disease in order to prevent transmission to others. Mortality rate: Number of deaths in a community divided by population size of community over a specific period of time (e.g., 20 deaths per 100,000 persons per week). W Nonpharmaceutical intervention (NPI): Mitigation measure implemented to reduce the spread of an infectious disease (e.g., pandemic influenza), but one that does not include pharmaceutical products, such as vaccines and medicines. Examples include social distancing and infection control measures. Pandemic flu: This is a virulent human flu that can cause a global outbreak, or pandemic, or serious illness. Because there is little natural immunity, the disease can spread easily from person to person. Currently, there is no pandemic flu. Pandemic vaccine: Vaccine for a specific influenza virus strain that has evolved into the capacity for sustained and efficient human -to -human transmission. This vaccine can only be developed once the pandemic strain emerges. Personal protective equipment (PPE): PPE is any type of clothing, equipment, or respiratory protection device (respirators) used to protect workers against hazards they encounter while doing their jobs. PPE can include protection for eyes, face, head, torso, and extremities. Gowns, face shields, gloves, facemasks, and respirators, are examples of PPE commonly used within healthcare facilities. When PPE is used in a workplace setting to protect workers against workplace hazards, its use must be consistent with regulations issued by the Occupational Safety and Health Administration (www.osha.gov/index.htmi). Post - exposure prophylaxis: The use of antiviral medications in individuals exposed to others with influenza to prevent disease transmission. Pre - pandemic vaccine: Vaccine against strains of influenza virus in animals that have caused isolated infections in humans and which may have pandemic potential. This vaccine is prepared prior to the emergence of a pandemic strain and may be a good or poor match (and hence of greater or lesser protection) for the pandemic strain that ultimately emerges. Prophylaxis: Prevention of disease or of a process that can lead to disease. With respect to pandemic influenza, this specifically refers to the administration of antiviral medications to healthy individuals for the prevention of influenza. Quarantine: A restraint upon the activities or communication (e.g., physical separation or restriction of movement within the community /work setting) of an individual(s) who has been exposed to an infection but is not yet ill to prevent the spread of disease; quarantine may be applied voluntarily (preferred) or on compulsory basis dependent on legal authority. Rapid diagnostic test: Medical test for rapidly confirming the presence of infection with a specific influenza strain. Recrudescence: Reappearance of a disease after it has diminished or disappeared. 20 RO ( "reproductive number'): Average number of infections resulting from a single case in a fully susceptible population without interventions. Seasonal influenza: Influenza virus infections in familiar annual patterns. Second- and third -order effects: Chains of effects that may arise as a consequence of intervention and which may require additional planning and intervention to mitigate. These terms generally refer to foreseeable unintended consequences of intervention. For example, dismissal of students from school classrooms may lead to workplace absenteeism for child minding. Subsequent workplace closings due to high absenteeism may lead to loss of income for employees, a third -order effect that could be detrimental to families living at or near subsistence levels. Sector: A subdivision (sociological, economic, or political) of society. Social distancing: Measures to increase the space between people and decrease the frequency of contact among people. Surge capacity: Refers to the ability to expand provision of services beyond normal capacity to meet transient increases in demand. Surge capacity within a medical context includes the ability of healthcare or laboratory facilities to provide care or services above their usual capacity and to expand manufacturing capacity of essential medical materiel (e.g., vaccine) to meet increased demand. Surgical mask: Disposable face mask that covers the mouth and nose and comes in two basic types. The first type is affixed to the head with two ties and typically has a flexible adjustment for the nose bridge. This type of surgical mask may be flat /pleated or duck - billed in shape. The second type of surgical mask is pre - molded, or cup shaped, and adheres to the head with a single elastic strap and usually has a flexible adjustment for the nose bridge. Surgical masks are used to prevent the transmission of large particles. Telework: Refers to activity of working away from the usual workplace (often at home) through telecommunication or other remote access means (e.g., computer, telephone, cellular phone, fax machine). Viral shedding: Discharge of virus from an infected person. Virulence: The ability of the pathogen to produce disease, or the factors associated with the pathogen to affect the severity of diseases in the host. Voluntary: Acting or compliance done of one's own free will without legal compulsion (e.g., voluntary household quarantine). 21 Put your used tissue m the waste basket, Cover your mouth and nose with a tissue when you cough or sneeze or cough or sneeze into your upper sleeve, not your hands. Clean your H ancts n i�131111 l3'1 P117ifii:l You may be asked to put on a surgical mask to protect others. N wash hands with soap and F' warm water t for 20 seconds or clean with alcohol -based hand cleaner . 22 " yo, '- �,! j y pos'd 5n the — of - ! - �,, ', , , � --d Sl-d� d aru CLWuc I, I., A, -,e i—,- ASCARA 0 PC81,0.00- '11F Zm W, .,-, . u,, J , " ,p W. At, "—y ol-1 -J d- p , , , a lc, , I,fl - f", a doves 1. GUAHIk3 I d", 4 MASK ON RESP.;RAIDR 0.. MASCARA 0 IE-.ADOR NO iA 23 - 2 POWUOIAS 0 f, GQ— 3 SAIA 4 MASK ON RESP.;RAIDR 0.. MASCARA 0 IE-.ADOR NO iA 23 Reference: United States Government htt ://wwwpgndg2iicflu.&ov/index.httiil Centers for Disease Control and Prevention httll,://www.,cdc.gov/tlu/" pandeiiiic/`liealthlirofessioiial.htm Los Angeles County Department of Health Services littn://Iadhs.ori4/eins/MailLials/emsnianLials.htm World Health Organization )"t -.//ww)y.wlio.iiitJcsr/discase/avlaii influenza/en/ U.S. Department of Health Services htip://www,hhs-gov/pajidexiiicfl u/plwi 24 CITY OF ARCADIA EMERGENCY OPERATIONS RECOVERY ANNEX FEBRUARY 2013 1 TABLE OF CONTENTS Table of Contents Purpose and Objectives Planning Goals Recovery Overview Functional Positions of Responsibilities Functional Checklists Recovery Checklists W 2 3 3 3 6 6 8 DISASTER RECOVERY I. PURPOSE AND OBJECTIVES A. Purpose This annex identifies the roles, responsibilities, and tasks associated with the nine functions typically performed in all disaster recovery operations. It also provides checklists, ordinances, and other aids for recovery teams. B. Objectives The objectives of this plan are: To increase the knowledge of city staff in regards to the issues in disaster recovery To provide explanations of roles and responsibilities To provide guidelines for disaster recovery operations II. PLANNING GOALS A. Emphasizes Local Responsibilities The disaster that affects a community may or may not result in a Presidential disaster declaration. Therefore, this annex emphasizes local responsibilities for recovery, which exist with or without outside assistance. B. Identifies Key Responsibilities & Tasks It is assumed that individuals on the local disaster recovery team know how to perform their everyday jobs; therefore, this plan identifies key responsibilities and tasks to be performed in the post disaster setting that may differ from these everyday tasks. C. Connectivity with Other Phases (Preparedness, Response, Mitigation) Although this plan deals with recovery, it is an extension of the City of Arcadia's Emergency Operations Plan. III. RECOVERY OVERVIEW A. Recovery Plan Definition Recovery is a complex and long -term process that involves a range of activities and many participants. Recovery begins shortly after the disaster event occurs and can continue for many years. It involves short -term restoration of essential community functions as well as long- term rebuilding. It incorporates mitigation of hazards as restoration and rebuilding takes place. The substance of this Recovery Annex has mainly to do with how to get financial, organizational, and human resources focused on both short -term and long -term needs, based on locally defined priorities. Recovery actions involve: • Analyzing post- disaster conditions and opportunities for restoring the community to pre- disaster condition or better • Identifying needs and priorities in repairing and restoring essential facilities for short -term functioning of the community • Initiating hazard abatement (short -term) and mitigation (long -term) • Initiating housing recovery (temporary and long -term) • Identifying the methodology for local business recovery and temporary business resumption • Providing support for essential economic facility recovery (e.g., highways and railways) • Maximizing available State and Federal assistance B. Process of Recovery The process of recovery has to do with the way the community organizes itself to make decisions, set priorities, and work with affected subgroups of the populations and important stakeholders. The recovery process involves: The strategies to plan for recovery of hard -hit individual areas while allowing "normal" functions to continue in unaffected areas The strategies for community participation and investment of stakeholders A reorganization of the bureaucracy and policy- adoption process for recovery C. Roles and Responsibilities Local government has the primary responsibility for protection of life and property. Often, a disaster may not require State or Federal assistance. State or Federal assistance may be provided when a disaster's effects go beyond what State and local resources can handle. Plan for unmet needs, regardless of State or Federal assistance provided. il Disaster Beauend of Events DisCasterr OCU s Use own forces to respond to occurrences Complete initial damage assessment XKL Use Federal assistance availabW under Report situation to State Emergency statutory Use State Management authority iwithoul assistance Governor's available under procliamaflon or statutory Presidential declaration) authority Proclaim local ernergency Request mutual aid MUtLBI aid from other local governments If needed, request Governor's proclamation of State of Emergency If needed, request Presidential Determination of Emergency or Major Disaster Declaration State and Federal Disaster Recovery Programs supported by mitigation objectives Recovery Task Force na-12— Unmet Needs Unrrret needs Committee D. Recovery Issues Aside from the procedural issues involved in recovery, fundamenta changes do occur in the way local governments operate as they go through the recovery process. These changes are: • Increasing public information to address the needs of citizens and coordinate information with other government and private interests • Changing Federal rules and response criteria • Implementing goals, priorities, and plans established before the disaster occurs • Increasing coordination and cooperation within local government and between local, County, State, and Federal Governments in order to solve problems and share resources • Needing for stress management at all levels of government • Implementing of hazard mitigation measures • Organizing continuity of local government in order to provide adequate staffing and resources, expedite decision - making, and streamline procedures for recovery IV. FUNCTIONAL POSITIONS OF RESPONSIBILITY A. Community Leadership • Provide a vision of recovery for the City of Arcadia, and provide staff encouragement and support to ensure that the City of Arcadia recovers as quickly and completely as possible B. Administration • Cite laws affecting recovery and examine critical areas and ordinances for legal issues C. Emergency Management Coordinate disaster recovery activities among the other members of local government D. Health & Safety Identify threats to public health and safety and provide remedies for them E. Public Works Manage, operate, and maintain the recovery of community infrastructure F. Building Inspection Determine whether the repair or reconstruction of damaged structures will be permitted and under what conditions G. Planning & Community Development Develop recommendations for the social, economic, and environmental framework of the community H. Public Information Provide information to citizens, businesses, and organizations concerning disaster recovery operations and progress I. Unmet Needs Management • Establish a system for providing recovery needs not addressed by traditional Federal, State, and private disaster assistance programs V. FUNCTIONAL CHECKLISTS A. How Checklists Are Used How well a community organizes and focuses on priorities determines recovery success. In the Recovery Annex, tasking for agencies, departments, and organizations within the City of Arcadia is specified in checklists headed with each of the nine Functional Positions of Responsibility listed above. Each checklist is divided into 4 sections: GOAL, PLAN, TACTIC, and RESPONSIBILITY. • The GOAL is the general focus all responsible entities strive to achieve. • The PLAN breaks the GOAL down into milestones that the responsible entities attain collectively. • TACTICS are the specific tasks required to be completed in order for the PLAN to be executed. The TACTICS have been assigned as tasking guidelines to agencies, departments, and organizations within the City of Arcadia. • The RESPONSIBILITY for carrying out the TACTICS falls on key elements within each agency, department, or organization that have been identified through prior internal processes and organizational discussions. 7 The Functional Checklists are designed with a built -in flexibility, which allows them to be used for nearly any extraordinary event that culminates into a disaster. Each event may require that further definition or clarification be applied to any or all of the checklist sections, depending on recovery needs and availability of resources. The overall maintenance of the Functional Checklists is coordinated by the Emergency Services Coordinator (ESC), which relies upon input and feedback from each of the agencies, departments, and organizations charged with the responsibility for carrying out the tactics. Periodic meetings should be scheduled with this goal as a priority in the agenda in order to ensure that the Recovery Annex is kept current and up -to -date. An excellent opportunity for scheduling these meetings occurs shortly after an event or exercise has required the use of the Recovery Plan. Input and feedback gathered in "lessons learned" sessions are extremely useful tools for adjusting the Plan. B. Disaster Recovery Annex Validation Checklist Once the Recovery Annex is implemented, a validation mechanism must be available for use when conducting periodic reviews of portions of or the entire Annex. The following Validation Checklist is designed to be just that mechanism. Scheduled periodic audits of the Annex using this checklist, as a guide shall be conducted by the Emergency Services Coordinator (ESC) to validate its applicability. 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AM1a'9- IG'�I41, Resume bus4wss and ZI Address Who h .xd s2wq economic wb hy. twc mr x x! wdu,try K -. gax thZ4 - arsdsupp&- ZI Cwwkncae fx&k seaoz r4:xrerjprxa —I- l}se Rm sue. ❑ PrSga3'gy 3rd oca* €m- pa va e4� P.610 and kUkiN k335r4As r 7 Checklist fir Establish and E Establish pubflcand D Deeop ra% c4rarms mdpAao b, Reassess Recovery p pwake sector prleribes Goals & Priorities a andtguidefines. e e� 5 dm*,ITbptm rpla a-d pecedes.. 7 Fmklk -am Opp wwurty mootier t lhtemaY to local ym*mmim g at r+nTmna Qmvrmi aid rrkapsts,a rlxd, SLAT. gover nientm ar Fed=:d agr3 - 7 E�Q xr6sy a .dw:sns �a..w.sxk bmv d &XI Derr ad Q LL& rra sa,dWidAag l� s4Wp - -, 'rlfid"I� ice'remi7 rV. p'.W ,. ., Sh, 3r-dh 12 Checklist for Communicate Target 6tizens and outside KeeP-- 0k -A =1 -ed externally. en 6es. AaA chwqRs i r re � - ry, S Ses -,rd VC dw staff. ❑ KeW w p%ae sp-m7 YkFrM Aw mmwev SRL- wd Pap-5 Ivy Fatupairq h am SpeAwgm, Lyprimim rexifw. ZI Ghe P-r� @-a5Xfi, nffM W eM�S Md i ftenv xs as t. e 'f Lek abM ex %e., Y mo.L- 3,d Pores` da*N a Staff ffw4wVk,) is wfl*rkle V&,t* nwda and *p fen as Er&#* tK7. be-I W- "em Openoon Oam LzrLm anod es for n"a "mm boams "WUDDD,�. Observe and respord to 0morm.- R-em heah', pwde- h- WTCUr.v symptoms of svess wwAtfiiiri *Mdi sws r vd-r detEcl dekAbM dw community. rMbMM of �,S M S: af , �X es ZI C=d n a t n wmo h*, rh p *v 1ws [a af& arcs xndmrs�s Dg�frqs 3rd fda�w ��rrlr� WIMMM IATA Communicate Observe and respond to ❑ SrrVDi-s inwAs internally symptwns of stress vAthin. rzy1fil xd zrmr"Rnl. Win dw =ffQr dw staff. nre ry,3 x y I ssw--s Arem fnt oew& ronfs3sed 0* soft mmw�ty W*n Asawing *mAr eowfs. Aram Me aw 6reurq �k —,M fR.M QierU hei6 a =k or A- &pwaicm a" d*S& S&ire5- of staff and volunteers. 1eIL-n.,nmrut.w rL%ws*tL:,-.,y ckdc 3muroffT*rL,, cr A zrnd re�.,m L%,Er.m. Support and adopt Acton immediaterecovewy, ZI E—d —b—d !g— --k, sLfl �d recovery legislation . Q Act On Ron"IM reCZWry -IP -Ir.3 PI— "—.. — _ -- ,--n—d 1. b-- -II-d3 2,k7 Nk"., Aa.0.,d,—F, --mnWq 2-p, d a dh,&,;—b —dm� 440,d—b —kd— x, 13 Ad,dres.s. Legal Issues- Leggy couns-I may be requ� to Mom and apprw-d proposed amcm belbre they are adopted Establish Local Financial Responsibilities- The local govewnent share of rewyery cogs is eGtaNishLd by Stwe law. I 11141M I MT87-ri—Or. F#ff rN MTIr =-. 9 �ll=ill Address Ibcal -j responsibilities and Stite awd authodties- Q C*eduvq kr Fek-al is M4MM cv wC P« an.. L% d sw.som M shore Mwm rd e— sr .. fa d3rrOWd " d-,U� is .mss. Z x� far h-mrmmm Ensure equiity of services- Q hake ate ID Checklist thr Administration EY4)w certain costs- -j Stite awd Q C*eduvq kr Fek-al is M4MM cv wC P« an.. M shore Mwm rd e— sr .. fa d3rrOWd " d-,U� is .mss. Z x� far h-mrmmm ❑ dads to ubm i p-pery knplement an auditing ❑ F a . program. EmvW tgud6n-- • Rcr N trq aM *---A kMM sysi . Muchg WwYA tria " atoo&m, mino: w&k, aoes: md ,, eT—It- • SM"*- a &-3 fw& m me dsasmr mm irdw*g r"v*-dng, bmA wd tax--. Estalksh Accaunting and Dwumentalisin procedures and policies. pula-s Z) D e,--'Wy kw, d W*- M 3n d Trw cing d ,era w sera povn= Iaean.. 14 Key tasks fb,r administratops. St8ffing and Personnel Needs Recovery Checklist far Administration PLAN TACTIC RESPONSIBILITY Ensure that administratms :xfr�- b wd ols are familiar with, their recovery iesporrsiblilities. Q R� mjTeRtWn eMv m m ire p:amass in wt-m em.�s x �. R� wd dlw d ee,'w yes ct a4* wa &xUreNmim Amiticipate porsonnd suppon requirements. Z) Mak, —g—h h-M --Tw k-A- �W—, 15 WMagO AAsessment Uttemine capabdity to recoyeff and tef' am c I�.mm wpmred w I'a btbe iden*W anyoutside assistame that F—wn' M--ft-qqAr%y maybe required. ❑ DG*w-- fmmz rff*Br-'fIw -OCS, d2mge a marsh�, card :res. ❑ 1w 6m] tNr m �nmge = e� % w ms-twt. dmuw asseswelt ZI camp dwrow nbrmsm dy sew, vw- m -�— ZI VVA w.f. F—SVA Fmffum Dr ks�is ,if rsifTkAyl been assqnA U ymf'�a ❑ &An#, dame asses m Im am. ZI P31q� � CbTw savoy Lam Support of Provide �nwlvmem and support elected ZI Bid FWc cffd1s, ndwing F� —I Comm Lill ity Leadership dficials- ar +A =nZd 'a-y f0f lay T(OR&M ❑ S&%� X. a bra': ressrsae " as m{ w st� ard Feded dr rrraw,&-y xwb� pars. D xwemku z Nmda ag W, *eck is mq " by k Oxm%rdy IEDAM17. ZI HoW nrari% wz6vRwq mii a3mmy dm3nams rD keep kem nbmA d cvx I jcWfps aid P-"Eflm- Resource Resource Acquisition ❑ R ERLat 3P-':6c fravl 0&.4a Management ❑ Aa)epIda%md sx& fin =Ak 0 Cmmf� reedLd gDoob and s -�.c s: 0 E� sushi A 37wz. Resource Management I Rmource Disvibution Checklist for 16 Q Asagn and nr a dantem oxr*obt ZI idemiystffgqatagec R ,Su� � Fek-d, � Z. Asmmbw mnxerrti s resa�arce mamk, T&�M' equpff*n L-Ohr j ---t-r- � s - Yaws. is n Sod aw, i m FA flow nick, � meedEd? 'rte t s %E&d? is r&--dEd- U tom.. 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ZI ReonTnend ard =npanefr, an exranw em-q vW3m ba--,m m zYm Ommmy'leet- ZI Rerun endz d rq & m 2 � rabTo r,--DR=M?Y. ZI R - P,'YlIym Lee and remrsb,JE9CR PCOt�a ZI R-Dwre�dpm�&e d�*sb,�Arj mg�LP�u ❑ td=wwA w*rh a P-MEMf 0 43red ��r IP54. 23 pq Cffm, Wr F ru z WF I EaLJ12 danlaqw pAb WA� arld b�26 SI � ws&4,, Sx rime txa- *s s Lm rJ Am* "M sau�as fa mm;2is , w4 *=,An page M StAc wW Faded ,. pvke se y kemin & amd PLM'04 zt� Checklist for Recovery Task Force MemberAip 17 71 E— U H a---W M a*j,\7 ZI chmppe� Q Rep�,tv= s ft m, '--o:A Tzrage va jdwi&" F- Evai? C.—ty I cml�r, koeqm�wt -eff"al PU04- yrm mpeserkre H.— lJob-S mussel7me Fnaee nws�=� pmwho* M�40me Red G,. Rp--q3t,. C:masea Food as R. �aq2m C Erg Wy mL- n W, xj wnme.q SUPPOrting COMMUnitY Leadership Technical Assistance Checklist tbr Health & S Pr,av& Heakh & %*ty proMssionals to be involved in and suppon locate govemr.rieflts. tedirvical assistance in recovery operations. Assisting, in Damage Assessment PDA and GGR teams may requiFe the assistance of health aM sallety Mcials in der to a%secs puMic heakh and sal-ty thieats dealing wkh Identify Hazardous Sites and Cond.iflons. 0 We b, PBX" If 0 fig, pR rredD Ca ts' 0 ak& CL'Ywce 3M &wm- 1 ❑ * 4zity 0 V%bber qtd' D � 1= Mb fl' a E rj s -6 0 amags, -i I 3d on 0 A176 M'aq a lisab bApkr- KkMd aidWd hS31;h s h and r rho 4s - RW deep, ach M areas uneve dew's, sesoge, and ODMMn-&-d wnsark :wa B3m.13 Iesmg Checklist for Health & Provide Heatth & sa" pruiessionals to a swes M'OMF@ support emergency management bA Md u r opffaCi(ms- s S--4e o4,— 0 06017• r�sr�waJ LTd dS�=. k%mrw, & *374 om'-'4w r*plz- heO16 phasals xd ds=& Public Inforniation Pnwide Healthy & Safety Professionals; to offer direction and inibmnation to the Community IN 0 � M �M up aamwa � U� Nukes jwftwbiz heat-, and sdEty 0 Nakes alow w-jU "., of �-- swli M 0 F r-#. 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ProAde Public Information Provide input to putilic annoww-ements -a Fa pat- m amTway meemp m acqA* aM Managef� and brochures, participation in rnedia diss.-fl-Mms h1war:n M W.*s events- support during public meetings, -a Dm4,rkmztm b-p&r axes dl�: and Interaction with archer members M the Mer pjli aaaa, Tecovery tearm 'a Fal-Hpate m D3F kmm M rj� Mfl, A*IP�L S*Pim' 31d,36,0 � W and I o v �ns,,, Q Fmwe e m4nd ma. n4rdforg k=d MAAZ??5 blfM' Wid Sc PA OFOoliTLea F=Fae n dsa er atT� and bkm W Myww ur,.s. Provide Public Information Support Errtergency M anagernesit Damage Assessments Danp'XF areas assrsTaflce To uiy Litsaswr �,repareoness Zj Managef� r*e*d 0 s4TOM ��n aoh� 'a Ida* bod; Sire, awl Feck3l my"�, P&II610 ✓A& krrs. 'a Fal-Hpate m D3F kmm M rj� Mfl, A*IP�L S*Pim' 31d,36,0 � W and I o v �ns,,, Q Fmwe e m4nd ma. n4rdforg k=d OFOoliTLea F=Fae n dsa er atT� and bkm W Myww ur,.s. Provide representatives to initial damage P ipa�e wmspew sr W. assessment teams. M Imndf-wen wities Cd X'd � nwe In iFe nh�� M Amfwm smafwd njoctd dinxign ASSi7 h dEv9i*g EAM31-- -1 0&'Me AV-'nt in P*b' 'M ntaj Dbnlaw wr. Provide experthe to preliminary darnallc 'a Qwx*k xA P..rrk dmied de-%et�r„ assamment teams. OLM42. Represent the community on DS R team. 'z Ig&* and qmmf r*- da-ye ki mov be Eix*, ud--FF-NIA I.Mr Asssnrc* popwl Repair Damaged Public Facilities Repairand restore clectneal udlities.. and Utilities 19 Repa iir Damaged Public Facilities and Utilities Repair Dar aged Public Facilito3s and Utifilies restore water systems. Q RWP S4-t3tCr9S :3 Q Fe, h W W c ra, y serer m aW Q Ph* -rerg'e,y p�-, ro cxE Nta. Wiz-. a.d Mmty gm �i ry efp�-' mestxAm ZN Ir"IDeT, am edizae body =Atan arwfma rA 7r Repel 6-4. " 7e WMbff jy d wd M ' th Dwaft .. Z Clear �A P.(Y-- so-. -I-- Q Car ed pfcbk r� mtq mperw RrAce it dLrds aJ*Ts a ih z Wfladeed. m mk � Lrkn. & Mm eTWETEWY V.VAer dk"as 35 "'wet .r y mtrgaeex me�r�?s meesbmgWh . M F.eOr I-*- m6m, aW cdkvwd pp� Q Fepw sr h€s w 't '=M& • CLY, Lf, G,, edm, a Aa • Clew LT " repay �M-em hakes. s3j W=. ZI C-T 4��A�d WkkV . th- mtow Repair and, restore transportation 1 Sd m tr e " of SYSL-m systems. N ?®t4v5_ 45, rmb, 34 . Pits, bl-A?el. W4 'Alwub� b, dbfmge Fapar darrzqed stUx�es aew" Empts, kwtll Q R�,�ish op-.=ms "�t!`nF;kicjdIX hdza . ZI Rww 3VAL-vy b� Q Repr wd?* ,r is Cl] wN -"erm wd Q C�n�i wE Avh S=e IriT xd twu. mjdiQm- � fwd�, *spmsbh� wd rmtwmq�T Int W"k kV&- Provide ffood contrd, drainage, and ZI restoration of irdgawfl, sysb.-m- I �— - I , Na-F—m,,EjDaies m pi*Ac au rrs. 20 Debris clearance and removM Critiaal Tasking M CJe3 detm km bockd OW- 3rd hey. ,J F )de k - mramaye a meoms&p M CLar deb ", smyiec%, M Dm4 3rdnWrmnbmo:mtd mdrredawn yvsle�. M FmA sadms 3'A dks M Wnbr wm- and stmt da�-W buhes kr p—We.dare zqectcdJmp-- Repak m restore peaks and recreation facilities. Control debris in areas that have significant iinpact on recovery activides- a disaster debris management mne.>v�. tm It% krr daluy& -Z Repar dwnwed bdidea Z2 Rem* d*m km Okef " 0- Pq", Otdelm f Om E A dW:sA sites. M Prx4e r;u for cwwamd r6Aig hv-9 :2 Dea VA hiMWIAE nMeZb ftMa req,.are;^ As, ZI PIMdexamme lnckanw df=Mm Awme 5pb, M Fradde bp mmmed p4Age afire and mmstridr�r4bm. p" W it es. 4*40's f re stbr -M j xls for M tnlw U Restcfe usadiM d p2naffy 3$-,Mpd blbfts. Q L' m aM ckm JIiRklL� w for I*k Pam:, " e*e&m 9*K-,s. Q Ered tnWury buichigs zM rmY taTpuuN Zi ,Odfq m=,J b--Res. M are S-- JEW66M CfdPSTIY-d 3Md SAS=h'"Ay Considei these tasks in overall recovety Ob—ped VW*T- pdanning and opeTations. -J EsLbrh pr&ts tt asset Repak m restore peaks and recreation facilities. Control debris in areas that have significant iinpact on recovery activides- a disaster debris management mne.>v�. tm It% krr daluy& -Z Repar dwnwed bdidea Z2 Rem* d*m km Okef " 0- Pq", Otdelm f Om E A dW:sA sites. M Prx4e r;u for cwwamd r6Aig hv-9 :2 Dea VA hiMWIAE nMeZb ftMa req,.are;^ As, ZI PIMdexamme lnckanw df=Mm Awme 5pb, M Fradde bp mmmed p4Age afire and mmstridr�r4bm. 21 M Lohl said mst pmgnm M Pftep3'e 0'=MVMMMM MV&r m pmeFw hx mosmrA alber'� wd mb,-,rint I*k -14-ma cAdor, x,,Ab-xft sm-s. -k-gregitE H a t wafte, Zi FTep3e �L� M Pw � FaIA mM D=L- m7kisRer, Considei these tasks in overall recovety *LM* pdanning and opeTations. -J EsLbrh pr&ts tt asset M Esm&h p&ces Lt rowd cd ms rkav� wrtuaw ptt- Z� I*V@f pddicx s. 5} ,and. SJ�nstm,Git: T-aflDe PnMN 21 CITY OF ARCADIA EMERGENCY OPERATIONS UTILITY RESTORATION ANNEX FEBRUARY 2013 1 UTILITY RESTORATION I. AUTHORITY See City of Arcadia Emergency Operations Plan. II. PURPOSE The purpose of this annex is to identify the utilities used by the City of Arcadia and the agencies responsible for those utilities. The purpose is also identifying the City department that will be the primary point of contact for those utilities in the event of a local emergency. III. SITUATION & ASSUMPTIONS A. Situation 1. The following utilities are provided to City of Arcadia residents: a. Electrical b. Natural Gas c. Water d. Phone e. Trash f. Sanitation B. Assumptions 1. Natural and man -made disasters may cause interruptions in service provide by the various utilities. A method needs to be in place to contact utility providers and determine the status of utility delivery. IV. CONCEPT OF OPERATIONS A. General 1. In the event of a utility disruption, City staff needs to be notified. The impact of the utility disruption needs to be identified and the following questions asked: a. What is the impacted area? b. What is the estimated length of disruption of service? c. What are the consequences to the impacted area with a service interruption? d. What steps can be taken to lessen the effect on the impacted area? 061 I=am01ff arei . u . . s 1. What information needs to be passed on to the community? 2. Who is passing on the information? 3. How is the information being disseminated? C. Emergency Operations Center Activation If the City of Arcadia's Emergency Operations Center (EOC) has been activated, utility restoration will be handled by the Public Works Services Branch under the Operations Section. D. Contact Information See attached spreadsheet for utilities and their points of contact. Company Area of Phone alt. Phone Utility City Contact Number Number Emergency Line Electricity SCE (Trees in Line or (800) All Street Lights 611 -1911 Customer Service (626) Electricity SCE All Representative 261 -1492 Natural So. Cal Gas (800) Gas Company All Emergency Line 325 -4070 After hours call Arcadia Police Department Public Works (626) who will contact Services 256 -6650 person on Water City of Arcadia All Department standby Business Customer Service (800) Phone AT &T Line 750 -2355 Repairs and (800) Phone Verizon Service Line 483 -1000 Los Angeles County (562) Sanitation Sanitation 437 -1881 (562) 437 -6520 (888) Cable Time Warner 892 -2253 (877) Cable Champion 899 -8898 see Sierra Madre (626) Water City of Sierra Madre map Water Dept 355 -7135 see Monrovia Water (626) Water City of Monrovia map Dept 932 -5517 Pasadena Water see Pasadena Water (626) Water Co. map and Power 744 -4005 (626) East Pasadena see East Pasadena 793 -6189 Water Water Co map Water Company (626) see Sunny Slope 795 -4163 Water Sunyslope Water map Water Co California California- American see American Water (888) Water Water Co map Co 237 -1333 Golden State Water see Golden State (800) Water Co map Water Co 999 -4033 San Gabriel Valley see San Gabriel (626) Water I Water Co I map Valley Water 1 448 -6183 CITY OF ARCADIA EMERGENCY OPERATIONS PLAN Part Four Forms FEBRUARY 2013 EMERGENCY OPERATIONS PLAN November 2012 Part Four EOC Forms After Action Review Process and Form EOC Action Planning Process EOC Action Plan Template EOC Information Process Flowchart EOC Sign In Sheet ICS 214 Unit Log EOC 401 Action Plan Incident Maps EOC 403 Organizational Assignment List EOC 404 Communications Plan EOC 405 Medical Plan EOC 406 Resources EOC 407 Contact List EOC 408 Traffic Plan City of Arcadia Part Four - Forms Use of After Action Reports After action reports are made available to all interested public safety and emergency management organizations and serve the following important functions: • A source for documentation of response activities • Identification of problems /successes during emergency operations • Analysis of the effectiveness of components of the SEMS • Describe and define a plan of action for implementing improvements The SEMS approach to the use of after action reports emphasizes the improvement of emergency management at all levels. The after action report provides a vehicle for not only documenting system improvements, but also can, if desired, provide a work plan for how these improvements can be implemented. Requirements Section 2450 () of the SEMS Regulations states that... "Any city, city and county, or county declaring a local emergency for which the governor proclaims a state of emergency, and any state agency responding to that emergency shall complete and transmit an after action report to California Emergency Management Agency (CaIEMA) within ninety (90) days of the close of the incident period as specified in the California Code of Regulations, section 2900(8). Note: Jurisdictions should provide a copy of the AA /CAR to the Op Area at the time it is submitted to CaIEMA. Timetable The completion of after action reports is a part of the required SEMS reporting process. The EmZ2LqencZ Services Act, Section 8607 (f) mandates that the (CaIEMA) in cooperation with involved state and local agencies complete an after action report within 120 days after each declared disaster. A template for the After Action Action /Corrective Action Survey Template is attached. Page 1 of 7 AFTER ACTION /CORRECTIVE ACTION (AA/CA) REPORT SURVEY TEMPLATE for •• to Incident: (This AA/CA Report template can be used for a declared, un- declared, or pre - planned event, an exercise, and /or training for SEMS/NIMS compliance). Federally funded exercises: Completed AA/CA reports completed in this Word template can be attached to the Department of Homeland Security, Grants and Training, ODP Secure Portal. GENERAL INFORMATION Information Needed Text goes in text boxes below. Name of Agency: Type of Agency:* (Select one) * City, County, Operational Area (OA), State agency (State), Federal agency (Fed), special district, Tribal Nation Government, UASI City, non- governmental or volunteer organization, other. OES Admin Region: (Coastal, Inland, or Southern) Completed by: Date report completed: Position: (Use SEMS /NIMS positions) Phone number: Email address: Dates and Duration of event: (Beginning and ending date of response or exercise activities - using mm /dd /yyyy) Type of event, training, or exercise:* * Actual event, table top, functional or full scale exercise, pre- identified planned event, training, seminar, workshop, drill, game. Page 2 of 7 AFTER ACTION /CORRECTIVE ACTION (AA/CA) REPORT SURVEY TEMPLATE Hazard or Exercise Scenario:* Planning *Avalanche, Civil Disorder, Dam Failure, Training Drought, Earthquake, Fire (structural), Fire Personnel (Woodland), Flood, Landslide, Mudslide, Equipment Terrorism, Tsunami, Winter Storm, Facilities chemical, biological release /threat, radiological release /threat, nuclear release /threat, explosive release /threat, cyber, or other /specify. MANAGEMENT (Public Information, Safety, Liaison, etc.) Satisfactory Needs Improvement Overall Assessment of Function (check one) If "needs improvement" please briefly describe improvements needed: Planning Training Personnel Equipment Facilities FIELD COMMAND (Use for assessment of field operations, i.e., Fire, Law Enforcement, etc.) Satisfactory Needs Improvement Overall Assessment of Function (check one) If "needs improvement" please briefly describe improvements needed: Planning Training Personnel Equipment Facilities OPERATIONS (Law enforcement, fire /rescue, medical /health, etc.) Satisfactory Needs Improvement Overall Assessment of Function (check one) If "needs improvement" please briefly describe improvements needed: Planning Training Page 3 of 7 AFTER ACTION /UORRECTIVE ACTION (AA/L;A) KEPORT,URVEY I EMPLATE Personnel Equipment Facilities PLANNING /INTELLIGENCE (Situation analysis, documentation, GIS, etc.) Satisfactory Needs Improvement Overall Assessment of Function (check one) If "needs improvement" please briefly describe improvements needed: Planning Training Personnel Equipment Facilities LOGISTICS (Services, support, facilities, etc.) Satisfactory Needs Improvement Overall Assessment of Function (check one) If "needs improvement" please briefly describe improvements needed: Planning Training Personnel Equipment Facilities FINANCE /ADMINISTRATION (Purchasing, cost unit, etc.) Satisfactory Needs Improvement Overall Assessment of Function (check one) If "needs improvement" please briefly describe improvements needed: Planning Training Personnel Equipment Facilities Page 4 of 7 AFTER ACTION /CORRECTIVE ACTION (AA/CA) REPORT SURVEY TEMPLATE AFTER ACTION REPORT QUESTIONNAIRE (The responses to these questions can be used for additional SEMS /NIMS evaluation) Response /Performance Assessment Questions yes no Comments 1. Were procedures established and in place for responding to the disaster? 2. Were procedures used to organize initial and ongoing response activities? 3. Was the ICS used to manage field response? 4. Was Unified Command considered or used? 5. Was the EOC and /or DOC activated? 6. Was the EOC and /or DOC organized according to SEMS? 7. Were sub - functions in the EOC /DOC assigned around the five SEMS functions? 8. Were response personnel in the EOC /DOC trained for their assigned position? 9. Were action plans used in the EOC /DOC? 10. Were action planning processes used at the field response level? 11. Was there coordination with volunteer agencies such as the Red Cross? 12. Was an Operational Area EOC activated? 13. Was Mutual Aid requested? 14. Was Mutual Aid received? 15. Was Mutual Aid coordinated from the EOC /DOC? 16. Was an inter - agency group established at the EOC /DOC level? Were they involved with the shift briefings? 17. Were communications established and maintained between agencies? 18. Was the public alert and warning conducted according to procedure? 19. Was public safety and disaster information coordinated with the media through the JIC? 20. Were risk and safety concern addressed? 21. Did event use Emergency Support Function ESFs Page 5 of 7 AFTER ACTION /CORRECTIVE ACTION (AA/CA) REPORT SURVEY TEMPLATE effectively and did ESF have clear understanding of local capability? 22. Was communications inter - operability an issue? Additional Questions 23. What response actions were taken by your agency? Include such things as mutual aid, number of personnel, equipment and other resources. Note: Provide statistics on number of personnel and number /type of equipment used during this event. Describe response activities in some detail. 24. As you responded, was there any part of SEMS /NIMS that did not work for your agency? If so, how would (did) you change the system to meet your needs? 25. As a result of your response, did you identify changes needed in your plans or procedures? Please provide a brief explanation. 26. As a result of your response, please identify any specific areas needing training and guidance that are not covered in the current SEMS Approved Course of Instruction or SEMS Guidelines. 27. If applicable, what recovery activities have you conducted to date? Include such things as damage assessment surveys, hazard mitigation efforts, reconstruction activities, and claims filed. NARRATIVE Use this section for additional comments. Page 6 of 7 AFTER ACTION /CORRECTIVE ACTION (AA/CA) REPORT SURVEY TEMPLATE POTENTIAL CORRECTIVE ACTIONS Identify issues, recommended solutions to those issues, and agencies that might be involved in implementing these recommendations. Address any problems noted in the SEMS /NIMS Function Evaluation. Indicate whether issues are an internal agency specific or have broader implications for emergency management. (Code: 1= Internal; R = Regional, for example, OES Mutual Aid Region, Administrative Regions, geographic regions, S= Statewide implications) Code Issue or Problem Statement Corrective Action / Improvement Plan Agency(s)/ Depts. To Be Involved Point of Contact Name / Phone Estimated Date of Completion Page 7 of 7 MODIFIED EOC PLANNING P - EAP PROCESS March, 2010 Action Planning Process Modified EOC Planning P Process for Action Planning (CW442) The Modified EOC Planning P is a useful tool to assist in the EOC Action Planning process. When the event or incident occurs, the Modified EOC Planning P process involves the following: • Evaluation of the situation. • Development of a management strategy. Identification and coordination of resources necessary to achieve the objectives in the safest, most efficient and cost - effective manner. Note: This is provided as an EOC tool. There is no requirement to use this process. Recognition is given to the City of Los Angeles Emergency Management Department for sharing their EOC Planning P Process for their EOC. Page 1 of 14 EAP Process MODIFIED EOC PLANNING P - EAP PROCESS March, 2010 Modified EOC Planning P Multiple Operational Periods implemented I - - - - -, through the remainder of initial Operational Period ' I ' (D Write ' Section o EOC Action Plan EAP Approved Meeting (EAP) and Distributed (Review of EAP) I EOC Action Planningj,1�»1i��`�� ,�� II��j,;�1 New I Operational I a " "'li' Meetin�,41��'�I�lll�:� llllllllll��' � Period ' p Section Meeting �ftti��111I��1�`��ll�l �I�'��f �,,,��?t�(� Op Period/Work (Prepare for EOC �� l�r� �� Shift Briefing for , Action Planning g �� cl � all EOC staff ' Meeting) �� »,,, i i�� III ��s1��Iii�ii�� ,��t � (Review EAP) Briefing for Status Briefing Implement EAP Incoming and � (Review of Current Outgoing Objectives) General Staff Meeting __________________________! Sectio staff I _0 .° to Set and Implement a Hasty Objectives Size -Up Briefing for °— Initial Operational Period (D I � EOC Activation *Determine level of activation o *EOC Staff notified 0 L I � 0 Event /Incident • N �. Occurs I L U_ Page 2 of 14 EAP Process MODIFIED EOC PLANNING P - EAP PROCESS March, 2010 EOC Activation The Emergency Operations Center is considered operational and functional as soon as the critical positions are filled with an appropriate staffing level to support the incident. The appropriate staffing will be determined by the person initially filling the role of the EOC Director. The initial EOC Director may not be the designated EOC Director; however he /she is the first qualified person at the EOC until relieved by the appropriate person or a more qualified person. Checklist for EOC Activation: ❑ Determine level of EOC activation. ❑ Notify appropriate EOC staff. ❑ Activate EOC to support the incident /event. ❑ Management and some of the General Staff positions should be staffed. If trained EOC staff is not available, someone can be assigned to take notes and answer the phone until trained staff arrives. Page 3 of 14 EAP Process MODIFIED EOC PLANNING P - EAP PROCESS March, 2010 Size -Up Briefing for Initial Operational Period Objective: Provide EOC staff with a broad overview of the situation Conducted By: EOC Director (or designee) or the Planning /Intelligence (P /1) Section Coordinator Who Attends: All EOC personnel Location Held: EOC main room Time Table: Briefing should take between 5 & 10 minutes Checklist for Size -Up Briefing for Initial Operational Period: ❑ Provide a general overview briefing for all EOC Staff. ❑ Understand that not all of the information and details may be available at this time. ❑ Utilize television and radio broadcasts to gain information. ❑ If possible, obtain a copy of the field's ICS 201 (Briefing Form) and use that to gain situational awareness of what is going on in the field. (For cities with their own police and /or fire departments.) Page 4 of 14 EAP Process MODIFIED EOC PLANNING P - EAP PROCESS March, 2010 General Staff Meeting to Set and Implement Hasty Objectives Objective: Section Coordinators provide EOC Management with more information on situation status. Develop hasty or initial EOC goals and objectives for the first operational period. Conducted By: Planning /Intelligence (P /1) Section Coordinator Who Attends: EOC Management and EOC Section Coordinators Location Held: EOC Conference Room Time Table: Meeting should take no longer than 30 minutes and begin within 45 minutes after the Size -Up Briefing. Checklist for General Staff Meeting to Set and Implement Hasty Objectives: ❑ Before this meeting, the Section Coordinators will meet with their sections and will bring their completed "Objectives & Task Assignments" forms to this meeting. ❑ Before this meeting the Operations Section Coordinator will meet with all of the Operations Branch /Unit Coordinators to get more information about the events taking place in the field. ❑ The Operations Section Coordinator will provide details of field operations and make recommendations on how the EOC should support the field operation. ❑ P /1, Logistics and Finance /Admin should raise any concerns regarding supporting Operations objectives and a solution must be reached before the conclusion of the meeting. ❑ P /1, Logistics and Finance /Admin should add (write in) any new objectives based on supporting any objectives briefed by Operations. ❑ P /1, Logistics and Finance /Admin will brief on their objectives. ❑ EOC Management will approve these objectives or make recommendations to modify as necessary to support the overall incident /event. o These will become the hasty objectives (priorities) to be accomplished during the first Operational Period. ❑ Section Coordinators will determine staffing needs at the EOC to support the goals and objectives. ❑ P/1 Section Coordinator will coordinate printing of and distribution of the hasty objectives for the first Operational Period. Page 5 of 14 EAP Process MODIFIED EOC PLANNING P - EAP PROCESS March, 2010 Section Coordinators will brief their staff on the hasty objectives. ❑ Section Coordinators will ensure their sections implement their objectives and tasks as outlined in the hasty objectives. ❑ Section Coordinators will monitor the progress of the objectives and tasks and adjust as needed. ❑ EOC Management will begin to develop the goals and objectives for the next Operational Period as well as overall goals and objectives in support of the incident /event. Page 6 of 14 EAP Process MODIFIED EOC PLANNING P - EAP PROCESS March, 2010 Status Briefing /Review of Objectives Objective: Review progress and implementation of objectives; shift focus to development of an action plan for the next operational period. Conducted By: Planning /Intelligence (P /1) Section Coordinator Who Attends: EOC Management, EOC Section Coordinators, Agency Reps and Situation Status Unit Leader Location Held: EOC Conference Room Time Table: Meeting should take no longer than 30 minutes. First Operational Period: Checklist for Status Briefing /Review of Hasty- Objectives: This meeting is the first look into the progress of the implementation of the hasty objectives. This meeting should take place approximately 90 minutes after implementation of the hasty objectives. ❑ Before the meeting, all EOC Section Coordinators should determine -their Section's initial progress in the implementation of the objectives of the current EAP. ❑ All Section Coordinators should arrive at the meeting able to provide a basic briefing on progress and any possible complications or concerns. ❑ EOC Management may modify goals and objectives as needed. ❑ Before the meeting, all EOC Section Coordinators should determine their Section's initial progress in the implementation of the objectives of the current EAP. ❑ All Section Coordinators should arrive at the meeting able to provide a basic briefing on progress and any possible complications or concerns. EOC Management may modify the goals and objectives as needed. Page 7 of 14 EAP Process MODIFIED EOC PLANNING P - EAP PROCESS March, 2010 Section Meeting to Prepare for EAP Meeting Checklist for Section Meeting to Prepare for EAP Meeting: ❑ Section Coordinators will brief their staff on outcome of the Status Briefing (review of objectives). ❑ Sections should look at solutions to address any concerns or challenges related to supporting the objectives from the Operations Section. ❑ Section Coordinators will complete the "Objectives & Task Assignments" forms of the EAP. ❑ Section Coordinators will review staffing needs for the next Operational Period. ❑ Review resource status and needs for future Operational Periods. ❑ When the Section EAP forms are completed, the Section Coordinators will turn them in to the P/1 Section Coordinator. ❑ Continue to implement the EAP. Bring any concerns or significant issues to the attention of EOC Management immediately. ❑ EOC Management may call an unscheduled meeting to address the new information and adjust the current EAP accordingly. Management Additional: ❑ PIO will develop formal procedures for the flow of information including media inquiries and handling of sensitive information and seek EOC Management approval prior to EOC Strategy meeting. Planning/intelligence Section Additional: ❑ The Situation Status Unit will complete the "Current Situation" form of the EAP. ❑ The Documentation Unit will obtain the names of the staff filling the EOC positions for the next Operational Period and will complete the "EOC Staffing" forms of the EAP. ❑ P/1 Section Coordinator will set a deadline to turn in the completed Section EAP forms and notify all Section Coordinators of the deadline ❑ When all EAP forms are complete, the P/1 Section will produce a draft EAP and print appropriate number of copies. Logistics Section Additional: ❑ Based on the recommended and approved staffing levels of the EOC for the next Operational Period, adjust staffing as necessary. Finance/Administration Section Additional: ❑ A preliminary forecast should be produced in order to determine fiscal impact. Page 8 of 14 EAP Process MODIFIED EOC PLANNING P - EAP PROCESS March, 2010 EAP Planning Meeting Objective: Develop a formal written EAP for the next Operational Period. Conducted By: Planning /Intelligence (P /1) Section Coordinator Who Attends: EOC Management, EOC Section Coordinators and Agency Reps Location Held: EOC Conference Room Time Table: Meeting should take no longer than 30 minutes and should begin approximately 2 hours before end of Operational Period. Checklist for the EAP Planning Meeting: ❑ The P/I Section Coordinator will bring copies of the completed draft EAP for all attendees of this meeting. ❑ The Operations Section will brief the group on the Operations Section objectives and tasks to complete the objectives. Based on these objectives; P /I„ Logistics and Finance /Admin will determine if they can support them. Each Section (in order) will state if they can support those objectives or if they have any challenges or concerns. ❑ The other Sections should add (write in) any new objectives to their "Objectives & Task Assignments" form based on supporting any briefed Operations objectives. ❑ Each other Section should now brief the group on their respective objectives and tasks to complete the objectives. ❑ Agency Representatives will brief any operations taking place by their respective agency in support of the incident /event. Agency Representatives will voice any challenges or concerns they have with current operations or proposed objectives. ❑ Possible solutions to any concerns or challenges should be discussed at this time; however a final solution does not need to be achieved at this time. ❑ The EOC Public Information Officer (or designee if PIO is located at a Joint Information Center) will provide the formal procedures for information flow including media inquiries and handling of sensitive information. ❑ Section Coordinators will make recommendations to EOC Management on staffing levels for the next Operational Period based on goals and objectives. ❑ EOC Management will approve staffing recommendations for next Operational Period. Page 9 of 14 EAP Process MODIFIED EOC PLANNING P - EAP PROCESS March, 2010 EAP Approval and Distribution Time Table: Copies of the EAP should be distributed no later than 30 minutes before end of Operational Period. Checklist for EAP Approval and Distribution: ❑ At the conclusion of the EAP Meeting, all Section Coordinators shall return to their sections and brief their staff. ❑ The Section Coordinators will make any last minute changes to their respective portions of the EAP. ❑ The Section Coordinators will inform the Planning/ Intelligence Section Coordinator of any changes to the EAP. ❑ Once the P/I Section Coordinator has been advised that all sections are complete, the P/I Section Coordinator shall print a final copy to present to the EOC Director for review and final approval. ❑ The EOC Director shall sign the approved copy which will be given back to the P/I Section Coordinator and will be archived with the Documentation Unit. ❑ The P/I Section Coordinator will then direct the Documentation Unit to produce an appropriate number of copies of the approved plan for distribution to the appropriate on- coming EOC personnel for the next Operational Period as well as the copies for the current EOC Section Coordinators. Page 10 of 14 EAP Process MODIFIED EOC PLANNING P - EAP PROCESS March, 2010 Op Period/Work Shift Briefing (Review of EAP) Objective: Provide EOC staff with an overview of the next Operational Period's EAP. This is the briefing for the incoming Operational Period personnel. Conducted By: The current P/I Section Coordinator Who Attends: Current Operational Period EOC Management, EOC Section Coordinators, Agency Reps and Situation Status Unit Leader. In addition, all incoming EOC Personnel. Location Held: EOC Main Room Time Table: Meeting should take no longer than 30 minutes. Outline of Briefing: This is a fast paced meeting and each presenter will only have approximately 3 minutes for each topic in the outline shown below. All actions are conducted by current EOC personnel. Topic Presenter Description Call to order EOC Director Introductions of current P/I Section Coordinator EOC Management & General Staff Review of current situation Situation Unit Leader or P/I Section Coordinator Review of the General EOC P/I Section Coordinator Goals & Objectives and the Goals & Objectives for the next Operational Period Operations Briefing Operations Section Briefly discuss what is Coordinator currently underway in Operations and then brief on the Operations Objectives & Task assignments P/I Briefing P/I Section Coordinator Briefly discuss what is currently underway in P/I and then brief on the P/I Objectives & Task assignments Page 11 of 14 EAP Process MODIFIED EOC PLANNING P - EAP PROCESS March, 2010 Topic Presenter Description Logistics Briefing Logistics Section Briefly discuss what is Coordinator currently underway in Logistics and then brief on the Logistics Objectives & Task assignments Finance & Admin Briefing Finance /Admin Section Briefly discuss what is Coordinator currently underway in Finance /Admin and then brief on the Finance /Admin Objectives & Task assignments EOC Management Briefing EOC Director (or Briefly discuss what is designee) currently underway in EOC Management and then brief on the EOC Management Objectives & Task assignments Questions Incoming EOC Ask clarifying questions Management & Section Coordinators Page 12 of 14 EAP Process MODIFIED EOC PLANNING P - EAP PROCESS March, 2010 EOC Shift Change Checklist for EOC Shift Change — Incoming Staff: ❑ After the EOC Action Plan Briefing is completed, each incoming person shall report to their respective position. o Each person will meet one —on —one with their outgoing counterpart to receive a briefing of current activities and clarify activities for the new Operational Period. o After this briefing, they will assume their duties. ❑ When all personnel have arrived, or as individuals arrives, the Section Coordinator should conduct a briefing in the Section area. Essential work should continue as possible. Checklist for EOC Shift Change — Outgoing Staff: ❑ The outgoing Section Coordinator should conduct a brief meeting with the outgoing Section personnel. This should be conducted in a conference room or area other than in the main EOC room. ❑ The results of this meeting should be documented and given to the incoming Section Coordinator. ❑ The outgoing EOC staff is not to leave their assignment until officially relieved by the Section Coordinator. Page 13 of 14 EAP Process MODIFIED EOC PLANNING P - EAP PROCESS March, 2010 Implement EAP Checklist for Implementing EAP ❑ The incoming EOC staff under the direction of the incoming EOC Director will implement the EAP developed during the prior Operational Period. ❑ Throughout the current Operational Period, the current EOC Management will adjust current goals and objectives as needed to accommodate changing progress and situational awareness. As changes are made, Section Coordinators will note the changes on their current EAP. ❑ The EAP Action Planning process will continue throughout the incident. ❑ As the Operational Period continues, the current EOC staff will develop the new EAP for the next Operational Period based on current activities, progress and changing situational awareness. Page 14 of 14 EAP Process Event Name OPERATIONAL PERIOD Date: 00 /00 /0000 Time: 0000 — 0000 hours EOC Action Plan City of Arcadia EOC ACTION PLAN (EAP) Event Name: Date & Time Prepared: Prepared by: EAP Approved by: Operational Period: (insert time) From: (insert date) To: (insert date) Page 1 of XX Current Situation Summary Overall Event Objectives • Life Safety • Property Protection • Environmental Protection • Restore essential city services • Ensure adequate resources for all field operations • Keep Operational Area informed as to status of major incidents and resources Major Incidents Current Priorities Weather Conditions Temperature: Humidity: Precipitation: % Wind Speed: Wind Direction: Forecast for next 12 hours: Forecast for next 24 hours: Page 1 of 7 EOC Action Plan City of Arcadia EOC ACTION PLAN (EAP) General Health /Safety Message First aid station for workers /volunteers located at: Medical treatment for workers /volunteers located at: Other Information (Meal schedules and locations, etc.) Attachments to the EAP (EOC 401/402) (Optional) () Maps (Incidents, Facilities) — EOC 401/402 -A () Resource Summary — EOC 406 () Organization Assignment List — EOC 403 () Contact Lists - EOC 407 () Communications Plan — EOC 404 () Traffic Plan — EOC 408 () Medical Plan — EOC 405 () Other Page 2 of 7 EOC Action Plan City of Arcadia EOC ACTION PLAN (EAP) MANAGEMENT Estimated Objective Section, Branch time to Resource or unit assigned completion Support Attachments: Page 3 of 7 EOC Action Plan City of Arcadia EOC ACTION PLAN (EAP) OPERATIONS Estimated Objective Section, Branch time to Resource or unit assigned completion Support Attachments: Page 4 of 7 EOC Action Plan City of Arcadia EOC ACTION PLAN (EAP) PLANNING /INTEL Estimated Objective Section, Branch time to Resource or unit assigned completion Support Attachments: Page 5 of 7 EOC Action Plan City of Arcadia EOC ACTION PLAN (EAP) LOGISTICS Estimated Objective Section, Branch time to Resource or unit assigned completion Support Attachments: Page 6 of 7 EOC Action Plan City of Arcadia EOC ACTION PLAN (EAP) FINANCE /ADMIN Estimated Objective Section, Branch time to Resource or unit assigned completion Support Attachments: Page 7 of 7 EOC Action Plan City of Arcadia EOC ACTION PLAN (EAP) Page 8 of 7 EOC Action Plan EOC INFORMATION PROCESSING FLOW CHART March 2010 Sample _ c y Operations Center Information Basic Schematic — High Level Overview External Information EOC Information Sections Sources Triage Page 1 of 3 EOC Documents Public Information Officer P & I Documentation Unit F & A Cost Recovery 3 O O W+ V) O (1) C E o o p v c C/) °_' o v cn O C/) c E Q Oa) w Q O a O c6 U L 6 m U) U to (O 6 Q O U O E 0 Q N E E to O Q _0 N N a O Q U LLU N O N � N O 06 to Q W W 0 7E O 0 E O U D a O N O a -t-- O N N c�6 0 L p E O � U p 0 E co L N � =U O ?y (1) LPL 0.2 V � i � O 2 _ E W V co V .y m 0 0 cn �U N N 0) z V) O (1) C E o o p v c C/) °_' o v cn O C/) c E Q Oa) w Q O a O c6 O IL 0 cn �U N N 0) z a� U O (D 106 C/) W U _0 0 Z z D W U) C/) C/) N E 0 cn �U N N 0) z PIO Print & Broadcast Media Immediate Action Items Employees Delayed Action Items k i \ \ -10hi Residents Shelter Reports EOC Action Plans �.,� Sample Emergency Operations Center & Other Reports & Files Information Flow Chart Basic Schematic OEM & OES Reports File Information Only Damage Reports - Public Damage Reports - Private Resource Status Purchasing Documents Field work reports Claims against the city Cost Analysis Page 3of3 P & I Documentation Unit F & A Cost Recovery EOC SIGN IN DATE: Name Department EOC Section Time In Time Out EOC SIGN IN DATE: UNIT LOG 1. Incident Name 2. Date Prepared 3. Time Prepared 4. Unit Name/Designators 5. Unit Leader (Name and Position) 6. Operational Period 7. Roster of Assigned Personnel Name ICS Position Home Base 8. Activity Log Time Major Events 9. Prepared by (Name and Position) 4 ,',S 2 14 Time Major Events 9. Prepared by (Name and Position) 4 ,',S 2 14 4 ,',S 2 14 City of Arcadia EOC ACTION PLAN (EAP) Event Name: Date & Time Prepared by: Maps Approved by: Prepared: Operational Period: (insert time) From: (insert date) To: (insert date) EOC Activation Level: () Level One () Level Two ( ) Level Three Page 1 of 5 EOC 401/402 -A City of Arcadia EOC ACTION PLAN (EAP) INCIDENT #1 (INSERT NAME OR DESIGNATION OF INCIDENT) Page 2 of 5 EOC 401/402 -A MAPS Event Name: Date & Time Prepared: Prepared by: Maps Approved by: Operational Period: (insert time) From: (insert date) To: (insert date) EOC Activation Level: () Level One Three () Level Two ( ) Level INCIDENT #1 (INSERT NAME OR DESIGNATION OF INCIDENT) Page 2 of 5 EOC 401/402 -A City of Arcadia EOC ACTION PLAN (EAP) INCIDENT #2 (INSERT NAME OR DESIGNATION OF INCIDENT) Page 3 of 5 EOC 401/402 -A MAPS Event Name: Date & Time Prepared: Prepared by: Maps Approved by: Operational Period: (insert time) From: (insert date) To: (insert date) EOC Activation Level: () Level One Three () Level Two ( ) Level INCIDENT #2 (INSERT NAME OR DESIGNATION OF INCIDENT) Page 3 of 5 EOC 401/402 -A City of Arcadia EOC ACTION PLAN (EAP) INCIDENT #3 (INSERT NAME OR DESIGNATION OF INCIDENT) Page 4 of 5 EOC 401/402 -A MAPS Event Name: Date & Time Prepared: Prepared by: Maps Approved by: Operational Period: (insert time) From: (insert date) To: (insert date) EOC Activation Level: () Level One Three () Level Two ( ) Level INCIDENT #3 (INSERT NAME OR DESIGNATION OF INCIDENT) Page 4 of 5 EOC 401/402 -A City of Arcadia EOC ACTION PLAN (EAP) zCommand MAPS Event Name: O Camp Date & Time Prepared: Prepared by: Maps Approved by: Animal Shelter Operational Period: (insert time) From: (insert date) To: (insert date) EOC Activation Level: () Level One Three () Level Two ( ) Level zCommand Post O Staging Area O Camp ED Medical Q People Shelter V Animal Shelter Page 5 of 5 EOC 401/402 -A Og Base O HeliBase e HeliSpot City of Arcadia EOC ACTION PLAN (EAP) ORGANIZATION ASSIGNMENT LIST Event Name: Date & Time Prepared by: Org List Approved by: Prepared: Operational Period: (insert time) From: (insert date) To: (insert date) EOC Activation Level: ( ) Level One ( ) Level Two ( ) Level Three Management Section EOC Position Individual's Name Department/Agency EOC Director Public Information Officer Liaison Officer Safety Officer Security Officer EOC Coordinator City Council Liaison Legal Counsel Operations Section EOC Position Individual's Name Department/Agency Operations Section Coord Fire Branch Coord Law Branch Coord Coroner Unit Leader Public Works Branch Coord Care & Shelter Branch Coord Health & Medical Branch Coord Building & Safety Branch Coord Planning /Intelligence Section EOC Position Individual's Name Department/Agency Planning /Intel Section Coord Situation Status Unit Leader Advanced Planning Unit Leader Documentation Unit Leader Initial Recovery Unit Leader Demobilization Unit Leader Damage Assessment Unit Leader Technical Specialist Page 1 of 2 EOC 403 City of Arcadia EOC ACTION PLAN (EAP) ORGANIZATION ASSIGNMENT LIST Event Name: Date & Time Prepared: Prepared by: Org List Approved by: Operational Period: (insert time) From: (insert date) To: (insert date) EOC Activation Level: ( ) Level One ( ) Level Two ( ) Level Three Logistics Section EOC Position Individual's Name Department/Agency Logistics Section Coord Information System Unit Leader Communications Unit Leader Computers Unit Leader Personnel Unit Leader Transportation Unit Leader Facilities Unit Leader Resources Unit Leader Procurement Unit Leader Donations Management Unit Leader Volunteers Unit Leader Finance /Administration Section EOC Position Individual's Name Department/Agency Finance /Admin Section Coord Time Recording Unit Leader Cost Recovery Unit Leader Cost Analysis Unit Leader Purchasing Unit Leader Compensation & Claims Unit Leader Photo Documentation Unit Leader Agency Representatives Agency Individual's Name Assigned to Section', Branch, Unit Page 2 of 2 EOC 403 City of Arcadia EOC ACTION PLAN (EAP) I Event Name: Date & Time Prepared by: ComPlan Approved by: Prepared: Operational Period: (insert time) From: (insert date) To: (insert date) EOC Activation Level: ( ) Level One ( ) Level Two ( ) Level Three Function or Assignment Radio System Channel or Talkgroup Frequency Cell Phone Operations — Fire Operations — Law Operations — Public Works Operations — Building & Safety Operations — Care & Shelter Page 1 of 2 EOC 404 City of Arcadia EOC ACTION PLAN (EAP) COMMUNICATIONS PLAN (See Contact List for additional information) Event Name: Date & Time Prepared: Prepared by: ComPlan Approved by: Operational Period: (insert time) From: (insert date) To: (insert date) EOC Activation Level: () Level One () Level Two () Level Three Function Radio Channel or Assignment System or Frequency Cell Phone Talkgroup Page 2 of 2 EOC 404 City of Arcadia EOC ACTION PLAN (EAP) MEDICAL PLAN Event Name: Date & Time Prepared: Prepared by: Medical Plan Approved by: Operational Period: (insert time) From: (insert date) To: (insert date) EOC Activation Level: () Level One () Level Two () Level Three HOSPITALS (REG) (INCLUDES MOBILE (MH) AND FIELD (FH) HOSPITALS); Type Name Address Phone Status Notes REG MA FH TR MH DC CN TM FIRST AID (FA), MEDICAL AID (MA), TRIAGE (TR), DECON (DC), CONTAINMENT (CN), TEMPORARY MORGUE (TM) Type Name Address Phone Status Notes FA MA TR DC CN TM Status: Open, Closed, Triage Only, Evacuated, etc. 1) Immediately report all injuries or illnesses to direct supervisor 2) Report injury or illness to EOC Director 3) Transport victim to nearest treatment facility appropriate for type of injury or illness 4) Obtain victim's emergency notification information 5) Follow protocols for family notification 6) File appropriate claim or report of injury to risk management /personnel /human resources Page 1 of 1 EOC 405 City of Arcadia EOC ACTION PLAN (EAP) RESOURCE SUMMARY Event Name: Date & Time Prepared by: Resource Summary Approved by: Prepared: Operational Period: (insert time) From: (insert date) To: (insert date) EOC Activation Level: ( ) Level One ( ) Level Two ( ) Level Three Resource Date and Time Requested by Requested Ordered E.T.A. (Section /Branch) Status /Notes Page 1 of 2 EOC 406 City of Arcadia EOC ACTION PLAN (EAP) RESOURCE SUMMARY Event Name: Date & Time Prepared: Prepared by: Resource Summary Approved by: Operational Period: (insert time) From: (insert date) To: (insert date) EOC Activation Level: ( ) Level One ( ) Level Two ( ) Level Three jested j Ordered I E.T.A. ,tatusiNotes (Section /Branch:) Page 2 of 2 EOC 406 CL Q w_ Z � Q J i a Q OO >%U UQ U O w M O (D 0) c6 a ti O U O LU 0 L O 70 a N 70 0 a� H o 06 N N � J 0- o U- �- O (D E > J N a (D 0 7FD N O Q.0 J d Q .0 (6 Z O Q U >o0-0 O wUOw M O (D 0) c6 a ti O U O LU a d a d O N v W O U U O w w N E Z M O (D 0) c6 a ti O U O LU CL Q w_ Z � Q J i a Q 00 >%U UQ U O w M O N (D 0) c6 a ti O U 0 LU 0 � L r U) 7FD � � O J F— 70 c6 H 70 0 N H Z 0 - FD U 06 ai N E J O ^ o U- �- O (D > J a O � N N > O L O J L n E L .O Z O O U WUOOw M O N (D 0) c6 a ti O U 0 LU L d a d O Qi v W U U 0 w w N m Z M O N (D 0) c6 a ti O U 0 LU CL Q w_ Z � Q J i a Q 00 >%U UQ U O w M O M N c6 a ti O U O LU 0 � L r F- 70 H � � N H Z 0 E �Z - FD U06 Hai N E J 0- o U- �- O (D E > J a N O (D 0 7FD N O Q.0 J Q E .0 (6 > (6 Z J O- O O U >o0-0 wUOw M O M N c6 a ti O U O LU a d a d : O N v W U U 0 w w N E Z M O M N c6 a ti O U O LU City of Arcadia EOC ACTION PLAN (EAP) Event Name: Date & Time Prepared by: Traffic Plan Approved by: Prepared: Operational Period: (insert time) From: (insert date) To: (insert date) EOC Activation Level: () Level One () Level Two ( ) Level Three EVACUATION AREA #1 Name of Evac Area North South East West West Traffic Control Points Traffic Control Points Barricades: EVACUATION AREA #2 Name of Evac Area North South East West Traffic Traffic Control Points Barricades: Staffed: EVACUATION AREA #3 Name of Evac Area North South East' West Traffic Traffic Control Points Barricades: Staffed: EVACUATION AREA #4 Name of Evac Area North South East West Traffic Control Points Barricades: Page 1 of 4 EOC 408 City of Arcadia EOC ACTION PLAN (EAP) Staffed: TRAFFIC PLAN Event Name: Date & Time Prepared: Prepared by: Traffic Plan Approved by: Operational Period: (insert time) From: (insert date) To: (insert date) EOC Activation Level: () Level One () Level Two ( ) Level Three RE -ENTRY CHECKPOINTS #1 Name of Evac Area North South East West Checkpoints Staffed: RE -ENTRY CHECKPOINTS #2 Name of Evac Area North South East West Checkpoints Staffed: Page 2 of 4 EOC 408 City of Arcadia EOC ACTION PLAN (EAP) TRAFFIC PLAN Event Name: Date & Time Prepared: Prepared by: Traffic Plan Approved by: Operational Period: (insert time) From: (insert date) To: (insert date) EOC Activation Level: () Level One () Level Two ( ) Level Three ROAD /STREET/HIGHWAY CLOSURES Road /Street Name North , South @ East @ West Detour Detour Detour Detour Detour Detour Detour Detour Detour Page 3 of 4 EOC 408 City of Arcadia EOC ACTION PLAN (EAP) Page 4 of 4 EOC 408 TRAFFIC PLAN Event Name: Date & Time Prepared: Prepared by: Traffic Plan Approved by: Operational Period: (insert time) From: (insert date) To: (insert date) EOC Activation Level: () Level One () Level Two ( ) Level Three Page 4 of 4 EOC 408 CITY OF ARCADIA EMERGENCY OPERATIONS PLAN Part Five Acronyms &Glossary FEBRUARY 2013 EMERGENCY OPERATIONS PLAN February 2013 Part Five Acronyms and Glossary List of Acronyms This list contains acronyms commonly used in Emergency Management, the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS) and the Incident Command System (ICS) ALS Advanced Life Support AC Area Command ADA Americans with Disabilities Act ARC American Red Cross ARES Amateur Radio Emergency Services CALDAP California Disaster Assistance Program CalTrans California Department of Transportation CALWAS California Warning System CAR Corrective Action Report CBO Community Based Organization CBRNE Chemical, Biological, Radiological, Nuclear or High -Yield Explosive CCC California Conservation Corps CDC Centers for Disease Control, U.S. Public Health Service CDF California Department of Forestry CEPEC California Earthquake Prediction Evaluation Council CERCLA Comprehensive Environmental Response Compensation and Liability Act CERT Community Emergency Response Team CESFRS California Emergency Service Fire Radio System CESRS California Emergency Services Radio System CFR Code of Federal Regulations CHP California Highway Patrol CLEMARS California Law Enforcement Mutual Aid Radio System CLERS California Law Enforcement Radio System CLETS California Law Enforcement Telecommunications System COG Continuity of Government DA Damage Assessment DAP Disaster Assistance Programs DCS Disaster Communications Service DFCO Deputy Federal Coordinating Officer DFO Disaster Field Office DHA Disaster Housing Assistance DHS Department of Homeland Security DMAT Disaster Medical Assistance Team DMORT Disaster Mortuary Operational Response Team DOC Department Operations Center DOD Department of Defense DOE Department of Energy DOJ Department of Justice DOI Department of Interior DOL Department of Labor City of Arcadia Part Five - 1 EMERGENCY OPERATIONS PLAN February 2013 DOS Department of State DOT Department of Transportation DRC Disaster Recovery Center DRC Disaster Resource Center DSA Division of the State Architect (California) DWR California Department of Water Resources EAS Emergency Alert System EDD Employment Development Department EDIS Emergency Digital Information System EMAC Emergency Management Assistance Compact EMI Emergency Management Institute EMIS Emergency Management Information System (Los Angeles County) EMMA Emergency Managers Mutual Aid EMP Electromagnetic Pulse EMPG Emergency Management Performance Grant EMSA Emergency Medical Services Authority EMS Emergency Medical Services EMT Emergency Medical Technician EOC Emergency Operations Center EOP Emergency Operations Plan EPA Environmental Protection Agency EPI Emergency Public Information EPIC Emergency Public Information Center ERT Emergency Response Team ESA California Emergency Services Act ESC Emergency Services Coordinator ESF Emergency Support Functions EST Emergency Support Team FAA Federal Aviation Administration FBI Federal Bureau of Investigation FCC Federal Communications Commission FCO Federal Coordinating Officer FEMA Federal Emergency Management Agency FFY Federal Fiscal Year FHWA Federal Highway Administration FIA Federal Insurance Administration FOG Field Operations Guide FIRESCOPE Firefighting Resources of Calif. Organized for Potential Emergencies FTS Field Treatment Sites GAR Governor's Authorized Representative GIS Geographic Information System GSA General Services Administration HAZMAT Hazardous Materials HEW U.S. Department of Health, Education and Welfare HHS Department of Health and Human Services HMC Hazard Mitigation Coordinator HMDA Hazard Mitigation and Disaster Assistance HMGP Hazard Mitigation Grant Program HMO Hazard Mitigation Officer HMT Hazard Mitigation Team City of Arcadia Part Five - 2 EMERGENCY OPERATIONS PLAN February 2013 HSAS Homeland Security Advisory System HSC Homeland Security Council HSOC Homeland Security Operations Center HSEEP Homeland Security Exercise Evaluation Program HSPD Homeland Security Presidential Directive HSPD -5 Homeland Security Presidential Directive -5 HUD Housing and Urban Development Program IA Individual Assistance IAC Incident Advisory Council IAP Incident Action Plan IC Incident Commander ICP Incident Command Post ICS Incident Command System IC Incident Command IDE Initial Damage Estimate IMT Incident Management Team IRS U.S. Internal Revenue Service JDIC Justice Data Interface Controller JFO Joint Field Office JPA Joint Powers Agreement JIC Joint Information Center JIS Joint Information System JOC Joint Operations Center JTTF Joint Terrorism Task Force LNO Liaison Officer MACS Multi- Agency Coordination System MARAC Mutual Aid Regional Advisory Committee MMRS Metropolitan Medical Response Team MOA Memorandum of Agreement MOU Memorandum of Understanding MTA Metropolitan Transit Authority NAWAS National Warning System NDAA California Natural Disaster Assistance Act NDMS National Disaster Medical System NEP National Exercise Program NFA National Fire Academy NFIP National Flood Insurance Program NGO Nongovernmental Organization (See PNP, NVOAD, VOAD) NHC National Hurricane Center NHPA National Historic Preservation Act NIMS National Incident Management NOAA National Oceanic and Atmospheric Administration NOC National Operations Center NOI Notice of Interest NRC Nuclear Regulatory Commission NRF National Response Framework NSC National Security Council City of Arcadia Part Five - 3 EMERGENCY OPERATIONS PLAN February 2013 NVOAD National Voluntary Organizations Active in Disaster (See NGO, PNP, VOAD) NWS National Weather Service OA Operational Area OASIS Operational Area Satellite Information System OEM Office of Emergency Management OES Office of Emergency Services OSA California Office of the State Architect OSHA Occupational Safety and Health Administration PA Public Assistance PA/0 Public Assistance Officer PDD Presidential Decision Directive PFO Principal Federal Officer PIO Public Information Officer PIS Public Information System POC Point of Contact POLREP Pollution Report PNP Private Nonprofit Organization (see NGO, NVOAD, VOAD) PUC California Public Utilities Commission PFO Principal Federal Official PVO Private Voluntary Organizations PW Project Worksheet R &D Research and Development RACES Radio Amateur Civil Emergency Services REOC Regional Emergency Operations Center (State OES Region) RRCC Regional Response Coordination Center RESTAT Resources Status ROSS Resource Ordering and Status System RIMS Response Information Management System (State OES) RIMS Resources Inventory Management System (federal) ROC Regional Operations Center RRCC Regional Response Coordinating Center SAP State Assistance Program SAR Search and Rescue SARA Superfund Amendment Reauthorization Act (Title III) SBA Small Business Administration SCAQMD South Coast Air Quality Management District SCC Sheriff's Communications Center (Los Angeles County) SCO State Coordinating Officer SEMS Standardized Emergency Management System SDO Standards Development Organizations SFLEO Senior Federal Law Enforcement Official SFO Senior Federal Official SHMO State Hazard Mitigation Officer SIOC Strategic Information and Operations Center SITREP Situation Report SO Safety Officer SOC State Operations Center City of Arcadia Part Five - 4 EMERGENCY OPERATIONS PLAN February 2013 SOP Standard Operating Procedure STO State Training Officer TEW Terrorism Early Warning group UC Unified Command USACE United States Army Corps of Engineers USAR Urban Search and Rescue USDA U.S. Department of Agriculture USFA United States Fire Administration USGS United States Geological Survey VOAD Volunteer Organizations Active in Disaster (See NGO, PNP, NVOAD) WMD Weapons of Mass Destruction City of Arcadia Part Five - 5 EMERGENCY OPERATIONS PLAN February 2013 Glossary of Terms (Cw - #49) This glossary contains definitions of terms commonly used in Emergency Management, the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS) and the Incident Command System (ICS) A Action Plan: A containing the emergency response objectives reflecting overall priorities and supporting activities for a designated period. The plan is shared with all supervisors and supporting agencies. (See Incident Action Plan and EOC Action Plan.) Advance Element of the Emergency Response Team (ERT -A): The portion of the Emergency Response Team (ERT) which is the first group deployed to the field to respond to a disaster incident (Federal asset). After Action Report: A report covering response actions, application of SEMS, modifications to plans and procedures, training need, and recovery activities. After action reports are required under SEMS after any emergency which requires a declaration of an emergency. Reports are required within 90 days. Agency: A division of government with a specific function offering a particular kind of assistance. In ICS, agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as assisting or cooperating agency (providing resources or other assistance). Agency Representative: A person assigned by a primary, assisting, or cooperating Federal, State, local, or tribal government agency or private entity that has been delegated authority to make decisions affecting that agency's or organization's participation in incident management activities following appropriate consultation with the leadership of that agency. American Red Cross: A federally chartered volunteer agency that provides disaster relief to individuals and families. Major responsibilities include providing lodging, food, clothing and registration and inquiry service. Area Command (Unified Area Command): An organization established (1) to oversee the management of multiple incidents that are each being handled by an ICS organization or (2) to oversee the management of large or multiple incidents to which several Incident Management Teams have been assigned. Area Command has the responsibility to set overall strategy and priorities, allocate critical resources according to priorities, ensure that incidents are properly managed, and ensure that objectives are met and strategies followed. Area Command becomes Unified Area Command when incidents are multijurisdictional. Area Command may be established at an emergency operations center facility or at some location other than an incident command post. Assessment: The evaluation and interpretation of measurements and other information to provide a basis for decision - making. City of Arcadia Part Five - 6 EMERGENCY OPERATIONS PLAN February 2013 Assigned Resources: Resources currently working on an assignment under the direction of a supervisor. Assignments: Tasks given to resources to perform within a given operational period that are based on operational objectives defined in the IAP. Assistant: Title for subordinates of principal Command Staff positions. The title indicates a level of technical capability, qualifications, and responsibility subordinate to the primary positions. Assistants may also be assigned to unit leaders. Assisting Agency: An agency or organization providing personnel, services or other resources to the agency with direct responsibility for incident management. Available Resources: Resources assigned to an incident, checked in, and available for a mission assignment, normally located in a Staging Area. B Base: The location at an incident at which primary logistics functions for an incident are coordinated and administered. There is only one Base per incident. (Incident name or other designator will be added to the term "Base. ") The Incident Command Post may be collocated with the Base. Branch: The organizational level having functional or geographical responsibility for major aspects of incident operations. A branch is organizationally situated between the section and the division or group in the Operations Section, and between the section and units in the Logistics Section. Branches are identified by the use of Roman numerals or by functional area. C California Emergency Council: The official advisory body to the Governor on all matters pertaining to statewide emergency preparedness. Camp: A geographical site, within the general incident area, separate from the Incident Base, equipped and staffed to provide sleeping, food, water, and sanitary services to the incident personnel. Care and Shelter: The operations that meet the food, clothing, and shelter needs of people on a mass care basis. Chain of Command: A series of command, control, executive, or management positions in hierarchical order of authority. Check -In: The process through which resources first report to an incident or EOC. Check - in locations include the incident command post, Resources Unit, incident base, camps, staging areas, or directly on the site. Chief: The ICS title for individuals responsible for management of functional sections: Operations, Planning, Logistics, Finance /Administration, and Intelligence (if established as a separate section). City of Arcadia Part Five - 7 EMERGENCY OPERATIONS PLAN February 2013 Clear Text: The use of plain English in radio communications transmissions. No Ten Codes or agency specific codes are used when utilizing Clear Text. Command: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority. Command Staff: In an incident management organization, the Command Staff consists of the Incident Command and the special staff positions of Public Information Officer, Safety Officer, Liaison Officer, and other positions as required, who report directly to the Incident Commander or EOC Director. They may have an assistant or assistants, as needed. Command Post: (See Incident Command Post) Common Operating Picture: A broad view of the overall situation as reflected by situation reports, aerial photography, and other information or intelligence. Communications Unit: An organizational unit in the Logistics Section responsible for providing communication services at an incident or an EOC. A Communications Unit may also be a facility (e.g., a trailer or mobile van) used to support an Incident Communications Center. Continuity of Government (COG): All measures that may be taken to ensure the continuity of essential functions of governments in the event of emergency conditions, including line -of succession for key decision makers. Convergent Volunteers: Convergent volunteers are not pre- registered volunteers and have not been impressed into service. They are volunteers who come forward spontaneously during the time of a disaster or emergency event, or post disaster to assist without pay or compensation. They can become registered as DSW volunteers for the duration of that single event. Cooperating Agency: An agency supplying assistance other than direct operational or support functions or resources to the incident management effort. Coordinate: To advance systematically an analysis and exchange of information among principals who have or may have a need to know certain information to carry out specific incident management responsibilities. Corrective Action Report: Identifies problems and successes that occurred during emergency operations and describes a plan of action for implementing improvements, including mitigation activities. The CAR is to be completed for all declared events, non - declared events, exercises, and training, or pre- identified planned events within 90 days of the close of the event. The corrective actions are to be incorporated into preparedness and response plans, procedures, training and exercises. D Damage Assessment: The process utilized to determine the magnitude of damage and the unmet needs of individuals, businesses, the public sector, and the community caused by a disaster or emergency event. City of Arcadia Part Five - 8 EMERGENCY OPERATIONS PLAN February 2013 Declaration: The formal action by the President to make a State eligible for major disaster or emergency assistance under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, PL 3 -288, as amended (the Stafford Act). Delegation of Authority: A statement provided to the Incident Commander by the Agency Executive delegating authority and assigning responsibility. the Delegation of Authority can include objectives, priorities, expectations, constraints and other considerations or guidelines as needed. Many agencies require written Delegation of Authority to be given to Incident Commanders prior to their assuming command on larger incidents. Department Operations Center: An EOC used by a distinct discipline, such as fire, medical, hazardous material, or a unit, such as Department of Public Works, Department of Health or local water district. Department operations centers may be used at all SEMS levels above the field response level depending upon the impacts of the emergency. Deputy: A fully qualified individual who, in the absence of a superior, can be delegated the authority to manage a functional operation or perform a specific task. In some cases, a deputy can act as relief for a superior and, therefore, must be fully qualified in the position. Deputies can be assigned to the Incident Commander, General Staff, and Branch Directors. Disaster: A large -scale emergency event overwhelming local resources with the potential for great damage, loss and destruction. Disaster Field Office: A central facility established by the Federal Coordinating Office within or immediately adjacent to disaster impacted areas to be utilized as a point of coordination and control for state and federal governmental efforts to support disaster relief and recovery operations. Disaster Recovery Center: A Disaster Recovery Center (DRC) is a readily accessible facility where applicants may go for information about FEMA or other disaster assistance programs, and for questions related to individual cases. Disaster Resource Center: There are eleven hospitals located throughout Los Angeles County which each work with 8 -10 neighboring hospitals to deliver effective and coordinated medical care to victims of terrorism, multi - casualty incidents and public - health emergencies. Disaster Resource Centers provide for a "surge capacity" to expand hospital care capabilities to meet a sudden or more prolonged spike in demand for patient triage and treatment. Disaster Service Worker: Includes: a) ... "public employees performing disaster work that is outside the course and scope of their regular employment without pay... ". (Labor Code, §3211.92(b). b) ..."any person registered with an accredited Disaster Council... for the purpose of engaging in disaster service... without pay or other consideration." c) "...any unregistered person impressed into service during a state of war emergency, a state of emergency, or a local emergency by a person having authority to command the aid of the citizens in the execution of his or her duties." It does not include any member registered as an active fire fighting member of any regularly organized volunteer fire department, having official recognition, and full or partial support of the county, city, town or district in which such fire department is located. City of Arcadia Part Five - 9 EMERGENCY OPERATIONS PLAN February 2013 Dispatch: The ordered movement of a resource or resources to an assigned operational mission or an administrative move from one location to another. Division: The partition of an incident into geographical areas of operation. Divisions are established when the number of resources exceeds the manageable span of control of the Operations Chief. A division is located within the ICS organization between the branch and resources in the Operations Section. E Earthquake Advisory: A statement issued by the State of California Office of Emergency Services (OES), usually following a medium -sized earthquake, regarding scientific opinion that there is an enhanced likelihood for additional seismic activity within a specified period (usually three to five days). Emergency: Absent a Presidentially declared emergency, any incident(s), man -made or natural, that requires responsive action to protect life or property. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for which, in the determination of the President, Federal assistance is needed to supplement State and local efforts and capabilities to save lives and to protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States. Emergency Alert System: A system that enables the President and federal, state, and local governments to communicate through commercial radio and television broadcast stations with the general public in the event of a disaster. Director of Emergency Services: The individual within each political subdivision that has overall responsibility for jurisdiction emergency management coordination efforts. Emergency Operations Centers (EOCs): The physical location at which the coordination of information and resources to support domestic incident management activities normally takes place. An EOC may be a temporary facility or may be located in a more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction. EOCs may be organized by major functional disciplines (e.g., fire, law enforcement, and medical services), by jurisdiction (e.g., Federal, State, regional, City, city, tribal), or some combination thereof. EOC Action Plan: The plan developed at SEMS EOC levels which contains objectives, actions to be taken, assignments and supporting information for the next operational period. Emergency Operations Plan: A plan that provides for responding to a wide variety of potential hazards. Emergency Public Information: Information that is disseminated primarily in anticipation of an emergency or during an emergency. In addition to providing situational information to the public, it also frequently provides directive actions required to be taken by the general public. City of Arcadia Part Five - 10 EMERGENCY OPERATIONS PLAN February 2013 Emergency Response Provider: Includes Federal, State, local, and tribal emergency public safety, law enforcement, emergency response, emergency medical (including hospital emergency facilities), and related personnel, agencies, and authorities. See Section 2 (6), Homeland Security Act of 2002, Pub. L. 107 -296, 116 Stat. 2135 (2002). Also known as Emergency Responder. Emergency Support Function (ESF): Federal agencies and departments and certain private- sector capabilities that are organized to provide the support, resources, program implementation and services that are most likely to be needed to save lives, protect property and the environment, restore essential services and critical infrastructure, and help victims and communities return to normal. The ESFs serve as the primary operational -level mechanism to provide assistance to State, local, and tribal governments or to Federal departments and agencies conducting missions of primary Federal responsibility. Essential Facilities: Facilities that are essential for maintaining the health, safety, and overall well -being of the public following a disaster (e.g., hospitals, police and fire department buildings, utility facilities, etc.). May also include buildings that have been designated for use as mass care facilities (e.g., schools, churches, etc.). Evacuation: Organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas, and their reception and care in safe areas. F Federal: Of or pertaining to the Federal Government of the United States of America. Federal Coordinating Officer (FCO): The person appointed by the President to coordinate federal assistance following an emergency or major disaster declaration. Federal Disaster Assistance: Provides in -kind and monetary assistance to disaster victims, state, or local government by federal agencies under the provision of the Federal Disaster Relief Act and other statutory authorities of federal agencies. Federal Disaster Relief Act: Public Law 93 -288, as amended, that gives the President broad powers to supplement the efforts and available resources of state and local governments in carrying out their responsibilities to alleviate suffering and damage resulting from major (peacetime) disasters. Federal Emergency Management Agency: This agency provides a single point of accountability for all Federal activities related to disaster mitigation and emergency preparedness, response, and recovery. Federal Hazard Mitigation Officer (FHMO): The FEMA employee responsible for representing the agency for each declaration in carrying out the overall responsibilities for hazard mitigation and for Subpart M, including coordinating post- disaster hazard mitigation actions with other agencies of government at all levels. Field Treatment Site: A location which is used for the assembly, triage (sorting), medical stabilization and subsequent evacuation of casualties. FIPS Code: Federal Information Processing Identifier. A unique five digit number for every City of Arcadia Part Five - 11 EMERGENCY OPERATIONS PLAN February 2013 county, borough, parish or census district in the US and its possessions. This number is used to identify the jurisdiction in its disaster assistance documents. Function: Function refers to the five major activities in ICS: Command, Operations, Planning, Logistics, and Finance /Administration. The term function is also used when describing the activity involved, e.g., the planning function. A sixth function, Intelligence, may be established, if required, to meet incident management needs. G General Staff: A group of incident management personnel organized according to function and reporting to the Incident Commander. The General Staff normally consists of the Operations Section Chief, Planning Section Chief, Logistics Section Chief, and Finance /Administration Section Chief. Group: Established to divide the incident management structure into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. Groups, when activated, are located between branches and resources in the Operations Section. (See Division.) H Hazard: Any source of danger, potential danger or element of risk to people, property or environment. Hazard Mitigation: A cost effective measure that will reduce the potential for damage to a facility from a disaster event. Hazard Mitigation Assistance Program: Authorized under Section 404 of the Stafford Act. Provided funding for hazard mitigation projects that are cost effective and complement existing post- disaster mitigation programs and activities by providing funding for beneficial mitigation measures that are not funded through other programs. Hazard Mitigation Plan: The plan resulting from a systematic evaluation of the nature and extent of vulnerability to the effects of natural hazards present in society that includes the actions needed to minimize future vulnerability to hazards. Hazardous Material: A substance or combination of substances which, because of quantity, concentration, physical chemical, radiological, explosive, or infectious characteristics, poses a substantial presents or potential danger to humans or the environment. Generally, such materials are classed as explosives and blasting agents, flammable and nonflammable gases, combustible liquids, flammable liquids and solids, oxidizers, poisons, disease - causing agents, radioactive materials, corrosive materials, and other materials including hazardous wastes. Hierarchy of Command: (See Chain of Command) Incident: An occurrence or event, natural or human - caused, that requires an emergency response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, wild land and urban fires, floods, hazardous City of Arcadia Part Five - 12 EMERGENCY OPERATIONS PLAN February 2013 materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, war - related disasters, public health and medical emergencies, and other occurrences requiring an emergency response. Incident Action Plan (IAP): An oral or written plan containing general objectives reflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one or more operational periods. Incident Command Post (ICP): The field location at which the primary tactical - level, on- scene incident command functions are performed. The ICP may be collocated with the incident base or other incident facilities and is normally identified by a green rotating or flashing light. Incident Command System (ICS): A standardized on -scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize field -level incident management operations. Incident Commander (IC): The individual responsible for all incident activities, including the development of strategies and tactics and the ordering and the release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site. Incident Management Team (IMT): The IC and appropriate Command and General Staff personnel assigned to an incident. Incident Objectives: Statements of guidance and direction necessary for the selection of appropriate strategy(s) and the tactical direction of resources. Incident objectives are based on realistic expectations of what can be accomplished when all allocated resources have been effectively deployed. Incident objectives must be achievable and measurable, yet flexible enough to allow for strategic and tactical alternatives. Incidents of National Significance: These are high- impact events that require an extensive and well coordinated multiagency response, including federal response, to save lives, minimize damage and provide the basis for long -term community and economic recovery. Individual Assistance (IA): Supplementary Federal assistance provided under the Stafford Act to individuals and families adversely affected by a major disaster or an emergency. Such assistance may be provided directly by the Federal Government or through State or local governments or disaster relief organizations. City of Arcadia Part Five - 13 EMERGENCY OPERATIONS PLAN February 2013 Initial Action: The actions taken by responders first to arrive at an incident. Initial Response: Resources initially committed to an incident. Intelligence Officer: The intelligence officer is responsible for managing internal information, intelligence, and operational security requirements supporting incident management activities. These may include information security and operational security activities, as well as the complex task of ensuring that sensitive information of all types (e.g., classified information, law enforcement sensitive information, proprietary information, or export- controlled information) is handled in a way that not only safeguards the information, but also ensures that it gets to those who need access to it to perform their missions effectively and safely. J Joint Field Office (JFO): A temporary Federal facility established locally to provide a central point for Federal, State, local, and tribal executives with responsibility for incident oversight, direction, and /or assistance to effectively coordinate protection, prevention, preparedness, response, and recovery actions. The JFO will combine the traditional functions of the JOC, the FEMA DFO, and the JIC within a single Federal facility. Joint Information Center (JIC): A facility established to coordinate all incident - related public information activities. It is the central point of contact for all news media at the scene of the incident. Public information officials from all participating agencies should collocate at the JIC. Joint Information System (JIS): Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, timely information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the IC; advising the IC concerning public affairs issues that could affect a response effort; and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort. Joint Operations Center (JOC)-The JOC is the focal point for all Federal investigative law enforcement activities during a terrorist or potential terrorist incident or any other significant criminal incident, and is managed by the Senior Federal Law Enforcement Officer. The JOC becomes a component of the JFO when the National Response Plan is activated. Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., city, City, tribal, State, or Federal boundary lines) or functional (e.g., law enforcement, public health). L Liaison: A form of communication for establishing and maintaining mutual understanding and cooperation. City of Arcadia Part Five - 14 EMERGENCY OPERATIONS PLAN February 2013 Liaison Officer: A member of the Command Staff responsible for coordinating with representatives from cooperating and assisting agencies. Local Assistance Center (LAC): The LAC provides a single facility at which individuals, families and businesses can access available disaster assistance programs and services. The LAC is normally staffed and supported by local, state and federal agencies as well as non - profit, voluntary and some business organizations. Local Emergency: The duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the territorial limits of a county, city and county, or city, caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, or earthquake or other conditions, other than conditions resulting from a labor controversy, which conditions are or are likely to be beyond the control of the services, personnel, equipment, and facilities of that political subdivision and required the combined forces of political subdivisions to combat. Local Government: A city, municipality, town, township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under State law), regional or interstate government entity, or agency or instrumentality of a local government; an Indian tribe or authorized tribal organization, or in Alaska a Native village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity. See Section 2 (10), Homeland Security Act of 2002, Pub. L. 107 -2967 116 Stat. 2135 (2002 Logistics: Providing resources and other services to support incident management. Logistics Section: The section responsible for providing facilities, services, and material support for the incident and at the EOC. M Major Disaster: As defined under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5122), a major disaster is any natural catastrophe (including any hurricane, tornado, storm, high water, wind - driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, or drought), or, regardless of cause, any fire, flood, or explosion, in any part of the United States, which in the determination of the President causes damage of sufficient severity and magnitude to warrant disaster assistance under this Act to supplement the efforts and available resources of States, tribes, local governments, and disaster relief organizations in alleviating the damage, loss, hardship, or suffering caused thereby. Management by Objective: A management approach that involves a four -step process for achieving the incident goal. The Management by Objectives approach includes the following: establishing overarching objectives; developing and issuing assignments, plans, procedures, and protocols; establishing specific, measurable objectives for various incident management functional activities and directing efforts to fulfill them, in support of defined strategic objectives; and documenting results to measure performance and facilitate corrective action. City of Arcadia Part Five - 15 EMERGENCY OPERATIONS PLAN February 2013 Mass Care Facilities: A location where temporary services are provided to disaster victims during an emergency which may include lodging, food, clothing, registration, welfare inquiry, first aid, and essential social services. These facilities may include shelters, local or family assistance centers, etc. Master Mutual Aid Agreement: An agreement entered into by and between the State of California, its various departments and agencies, and the various political subdivision, municipal corporations, and other public agencies of the State of California to assist each other by providing resources during an emergency. Mutual aid occurs when two or more parties agree to furnish resources and facilities and to render services to each other to prevent and combat any type of disaster or emergency. Mitigation: The activities designed to reduce or eliminate risks to persons or property or to lessen the actual or potential effects or consequences of an incident. Mitigation measures may be implemented prior to, during, or after an incident. Mitigation measures are often informed by lessons learned from prior incidents. Mitigation involves ongoing actions to reduce exposure to, probability of, or potential loss from hazards. Measures may include zoning and building codes, floodplain buyouts, and analysis of hazard related data to determine where it is safe to build or locate temporary facilities. Mitigation can include efforts to educate governments, businesses, and the public on measures they can take to reduce loss and injury. Mobilization: The process and procedures used by all organizations (Federal, State, local, and tribal) for activating, assembling, and transporting all resources that have been requested to respond to or support an incident. Multi- agency Coordination Entity: A multi- agency coordination entity functions within a broader Multi- agency Coordination System. It may establish the priorities among incidents and associated resource allocations, deconflict agency policies, and provide strategic guidance and direction to support incident management activities. Multi- agency Coordination Systems: Multi- agency Coordination Systems provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination. The components of Multi- agency Coordination Systems include facilities, equipment, emergency operation centers (EOCs), specific multi- agency coordination entities, personnel, procedures, and communications. These systems assist agencies and organizations to fully integrate the subsystems of the NIMS. Multi- jurisdictional Incident: An incident requiring action from multiple agencies that each have jurisdiction to manage certain aspects of an incident. In ICS, these incidents will be managed under Unified Command. Mutual Aid Agreement: Written agreement between agencies and /or jurisdictions that they will assist one another on request, by furnishing personnel, equipment, and /or expertise in a specified manner. Mutual Aid Coordinator: An individual that is responsible to coordinate the process of requesting, obtaining, processing and using mutual aid resources City of Arcadia Part Five - 16 EMERGENCY OPERATIONS PLAN February 2013 Mutual Aid Region: A mutual aid region is a subdivision of state OES established to assist in the coordination of mutual aid and other emergency operations within a geographical area of the state, consisting of two or more county (operational) areas. N National: Of a nationwide character, including the Federal, State, local, and tribal aspects of governance. National Disaster Medical System: A cooperative, asset - sharing partnership between the U.S. Department of Health and Human Services, the U.S. Department of Veterans Affairs, the U.S. Department of Homeland Security, and the U.S. Department of Defense. NDMS provides resources for meeting the continuity of care and mental health services requirements of the Emergency Support Function 8 in the Federal Response Plan. National Flood Insurance Program (NFIP): The Federal program, created by an act of Congress in 1968, which makes flood insurance available in communities that enact satisfactory floodplain management regulations. National Incident Management System: A system mandated by HSPD -5 that provides a consistent nationwide approach for Federal, State, local, and tribal governments; the private- sector, and nongovernmental organizations to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity. To provide for interoperability and compatibility among Federal, State, local, and tribal capabilities, the NIMS includes a core set of concepts, principles, and terminology. HSPD -5 identifies these as the ICS; Multi- agency Coordination Systems; training; identification and management of resources (including systems for classifying types of resources); qualification and certification; and the collection, tracking, and reporting of incident information and incident resources. National Response Framework: Mandated by HSPD -5, it is a guide as to how the nation conducts all- hazards incident response. National Warning System: The federal portion of the civil defense warning system, used to disseminate warning and other emergency information from the warning centers or regions to warning points in each state. Nongovernmental Organization: An entity with an association that is based on interests of its members, individuals, or institutions and that is not created by a government, but may work cooperatively with government. Such organizations serve a public purpose, not a private benefit. Examples of NGOs include faith -based charity organizations and the American Red Cross. O Office of Emergency Management (OEM): The Los Angeles County Office of Emergency Management is responsible for organizing and directing the preparedness efforts of the Emergency management Organization for Los Angeles County. It is the day -to -day Los Angeles County Operational Area coordinator for the entire geographic area of the county. City of Arcadia Part Five - 17 EMERGENCY OPERATIONS PLAN February 2013 Office of Emergency Services (OES): The Governor's Office of Emergency Services. One Hundred -Year Flood: The flood elevation that has a one - percent chance of being equaled or exceeded in any given year. It is also known as the base flood elevation. Operational Area: An intermediate level of the state emergency organization, consisting of a county and all political subdivisions within the county area. Operational Area Coordinator: The individual within the operational area responsible for a specific function such as fire, law enforcement, coroner's services, or emergency medical services. Operational Period: The time scheduled for executing a given set of operation actions, as specified in the Incident Action Plan. Operational periods can be of various lengths, although usually not over 24 hours. Operations Section: The section responsible for all tactical incident operations. In ICS, it normally includes subordinate branches, divisions, and /or groups. Out -of- Service Resources: Resources not available or ready to be assigned (e.g., maintenance issues, rest periods, etc.). P Personnel Accountability: The ability to account for the location and welfare of incident personnel. It is accomplished when supervisors ensure that ICS principles and processes are functional and that personnel are working within established incident management guidelines. Planning Meeting: A meeting held as needed prior to and throughout the duration of an incident to select specific strategies and tactics for incident control operations and for service and support planning. For larger incidents, the planning meeting is a major element in the development of the Incident Action Plan (IAP) and EOC Action Plan. Planning Section: Responsible for the collection, evaluation and dissemination of operational information related to the incident, and for the preparation and documentation of the IAP and EOC Action Plan. This section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident. In SEMS, this section is also referred to as Planning /Intelligence. Preparedness: The tasks and activities necessary to build, sustain, and improve the operational capability to prevent, protect against, respond to and recover from domestic incidents. Preparedness is a continuous process. Preparedness involves efforts at all levels of government and between government and private- sector and nongovernmental organizations to identify threats, determine vulnerabilities, and identify required resources. Within NIMS, preparedness is operationally focused on establishing guidelines, protocols and standards for planning, training and exercises, personnel qualification and certification, equipment certification and publication management. City of Arcadia Part Five - 18 EMERGENCY OPERATIONS PLAN February 2013 Preparedness Organizations: The groups that provide interagency coordination for domestic incident management activities in a non - emergency context. Preparedness organizations can include all agencies with a role in incident management, for prevention, preparedness, response, or recovery activities. They represent a wide variety of committees, planning groups, and other organizations that meet and coordinate to ensure the proper level of planning, training, equipping, and other preparedness requirements within a jurisdiction or area. Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring. Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine the full nature and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and apprehending potential perpetrators and bringing them to justice. Principal Federal Official (PFO): The Federal official designated by the Secretary of Homeland Security to act as his /her representative locally to oversee, coordinate, and execute the Secretary's incident management responsibilities under HSPD -5 for Incidents of National Significance. Private Sector: Organizations and entities that are not part of any governmental structure. It includes for - profit and not - for - profit organizations, formal and informal structures, commerce and industry, and private voluntary organizations (PVO). Processes: Systems of operations that incorporate standardized procedures, methodologies, and functions necessary to provide resources effectively and efficiently. These include resource typing, resource ordering and tracking, and coordination. Public Assistance (PA): Supplementary Federal assistance provided under the Stafford Act to State and local governments or certain private, nonprofit organizations other than assistance for the direct benefit of individuals and families. Public Information Officer: A member of the Command Staff responsible for interfacing with the public and media or with other agencies with incident - related information requirements. Publications Management: The publications management subsystem includes materials development, publication control, publication supply, and distribution. The development and distribution of NIMS materials is managed through this subsystem. Consistent documentation is critical to success, because it ensures that all responders are familiar with the documentation used in a particular incident regardless of the location or the responding agencies involved. Qualification and Certification: This subsystem provides recommended qualification and certification standards for emergency responder and incident management personnel. It City of Arcadia Part Five - 19 EMERGENCY OPERATIONS PLAN February 2013 also allows the development of minimum standards for resources expected to have an interstate application. Standards typically include training, currency, experience, and physical and medical fitness. R Reception Area: This refers to a location separate from staging areas, where resources report in for processing and out - processing. Reception Areas provide accountability, security, situational awareness briefings, safety awareness, distribution of IAPs, supplies and equipment, feeding, and bed down. Recovery: The development, coordination, and execution of service- and site - restoration plans; the reconstitution of government operations and services; individual, private sector, non - governmental and public- assistance programs to provide housing and to promote restoration; long -term care and treatment of affected persons; additional measures for social, political, environmental, and economic restoration; evaluation of the incident to identify lessons learned; post- incident reporting; and development of initiatives to mitigate the effects of future incidents. Recovery Plan: A plan developed by a State, local, or tribal jurisdiction with assistance from responding Federal agencies to restore the affected area. Regional Emergency Operations Center (REOC): Facilities found at State OES Administrative Regions. REOCS are used to coordinate information and resources among operational areas and between the operational areas and the state level. Resources: Personnel and major items of equipment, supplies, and facilities available or potentially available for assignment to incident operations and for which status is maintained. Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC. Resource Management: Efficient incident management requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under the NIMS includes mutual -aid agreements; the use of special Federal, State, local, and tribal teams; and resource mobilization protocols. Resources Unit: Functional unit within the Planning Section responsible for recording the status of resources committed to the incident. The Unit also evaluates resources currently committed to the incident, the impact that additional responding resources will have on the incident, and anticipated resources needs. Response: Activities that address the short -term, direct effects of an incident. Response includes immediate actions to save lives, protect property, and meet basic human needs. Response also includes the execution of emergency operations plans and of mitigation activities designed to limit the loss of life, personal injury, property damage, and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations; continuing investigations into nature and source of the City of Arcadia Part Five - 20 EMERGENCY OPERATIONS PLAN February 2013 threat; ongoing public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing them to justice. S Safety Officer: A member of the Command Staff responsible for monitoring and assessing safety hazards or unsafe situations and for developing measures for ensuring personnel safety. Section: The organizational level having responsibility for a major functional area of incident management, e.g., Operations, Planning, Logistics, Finance /Administration, and Intelligence (if established). The section is organizationally situated between the branch and the Incident Command. Span of Control: The number of individuals a supervisor is responsible for, usually expressed as the ratio of supervisors to individuals. (Under the NIMS, an appropriate span of control is between 1:3 and 1:7.) Special District: A unit of local government (other than a city, county, or city and county) with authority or responsibility to own, operate or maintain a project (as defined in California Code of Regulations 2900(s) for purposes of natural disaster assistance. This may include a joint powers authority established under section 6500 et seq. of the Code. Stafford Act: Robert T. Stafford disaster Relief and Emergency Assistance Act, PL 100- 707, signed into law November 23, 1988; amended the Disaster Relief Act of 1974, PL 93- 288. Staging Area: Location established where resources can be placed while awaiting a tactical assignment. The Operations Section manages Staging Areas. Standard Operating Procedures (SOPs): A set of instructions having the force of a directive, covering those features of operations which lend themselves to a definite or standardized procedure. Standard operating procedures support an annex by indicating in detail how a particular task will be carried out. Standardized Emergency Management System (SEMS): A system required by California Government Code for managing response to multi- agency and multi - jurisdiction emergencies in California. SEMS consists of five organizational levels which are activated as necessary: Field Response, Local Government, Operational Area, Region, State. State Coordinating Officer (SCO): The person appointed by the Governor to act for the State in cooperation with the Federal Coordinating Officer. State of Emergency: The duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the state caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, or earthquake or other conditions, other than conditions, resulting from a labor controversy, or conditions causing a "state of war emergency ", which conditions by reason of magnitude, are or are likely to be beyond the control of the services, personnel, equipment, and facilities of any single City of Arcadia Part Five - 21 EMERGENCY OPERATIONS PLAN February 2013 county, city and county, or city and require the combined forces of a mutual aid region or regions to combat. State of War Emergency: The condition which exists immediately, with or without a proclamation thereof by the Governor, whenever the state or nation is directly attacked by an enemy of the United States, or upon the receipt by the state of a warning from the federal government that such an enemy attack is probable or imminent. State Operations Center (SOC): An EOC facility operated by the Governor's Office of Emergency Services at the state level in SEMS. State: When capitalized, refers to any State of the United States, the District of Columbia, the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands, and any possession of the United States. See Section 2 (14), Homeland Security Act of 2002, Pub. L. 107 -296, 116 Stat. 2135 (2002). Strategic: Strategic elements of incident management that are characterized by continuous long -term, high -level planning by organizations headed by elected or other senior officials. These elements involve the adoption of long -range goals and objectives, the setting of priorities; the establishment of budgets and other fiscal decisions, policy development, and the application of measures of performance or effectiveness. Strategy: The general direction selected to accomplish incident objectives set by the IC. Strike Team: A set number of resources of the same kind and type that have an established minimum number of personnel. Supporting Technologies: Any technology that may be used to support the NIMS is included in this subsystem. These technologies include orthophoto mapping, remote automatic weather stations, infrared technology, and communications, among various others. T Task Force: Any combination of resources assembled to support a specific mission or operational need. All resource elements within a Task Force must have common communications and a designated leader. Technical Assistance: Support provided to State, local, and tribal jurisdictions when they have the resources but lack the complete knowledge and skills needed to perform a required activity (such as mobile -home park design and hazardous material assessments). Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as activity that involves an act dangerous to human life or potentially destructive of critical infrastructure or key resources and is a violation of the criminal laws of the United States or of any State or other subdivision of the United States in which it occurs and is intended to intimidate or coerce the civilian population or influence a government or affect the conduct of a City of Arcadia Part Five - 22 EMERGENCY OPERATIONS PLAN February 2013 government by mass destruction, assassination, or kidnapping. See Section 2 (15), Homeland Security Act of 2002, Pub. L. 107 -296, 116 Stat. 213 5 (2002). Threat: An indication of possible violence, harm, or danger. Tools: Those instruments and capabilities that allow for the professional performance of tasks, such as information systems, agreements, doctrine, capabilities, and legislative authorities. Triage: A process of priority sorting sick and injured people on the basis of urgency and type of condition presented so that they can be routed to appropriate medical facilities. Tribal: Any Indian tribe, band, nation, or other organized group or community, including any Alaskan Native Village as defined in or established pursuant to the Alaskan Native Claims Settlement Act (85 stat. 688) [43 U.S.C.A. and 1601 et seq.], that is recognized as eligible for the special programs and services provided by the United States to Indians because of their status as Indians. Tsunami: Also called a seismic sea wave. It is a large oceanic wave generated by earthquakes, submarine volcanic eruptions, or large submarine landslides in which sudden forces are applied to the water mass. The fastest tsunami waves can move at speeds of hundreds of miles per hour in the open ocean However, as the waves enter shallower waters in coastal area, wave velocity decreases and wave height can increase to 100 feet or more on impact at the shore line. Type: A classification of resources in the ICS that refers to capability. Type 1 is generally considered to be more capable than Types 2, 3, or 4, respectively, because of size; power; capacity; or, in the case of incident management teams, experience and qualifications. U Unified Area Command: A Unified Area Command is established when incidents under an Area Command are multi jurisdictional. (See Area Command.) Unified Command: An application of ICS used when there is more than one agency with incident jurisdiction or when incidents cross - political jurisdictions. Agencies work together through the designated members of the UC, often the senior person from agencies and /or disciplines participating in the UC, to establish a common set of objectives and strategies and a single IAP. Unit: An organizational element having a specific responsibility in functional sections, such as planning, logistics or finance /administration. Unity of Command: The concept by which each person within an organization reports to one and only one designated person. The purpose of unity of command is to ensure unity of effort under one responsible commander for every objective. V City of Arcadia Part Five - 23 EMERGENCY OPERATIONS PLAN February 2013 Volunteer: For purposes of the NIMS, a volunteer is any individual accepted to perform services by the lead agency, which has authority to accept volunteer services, when the individual performs services without promise, expectation, or receipt of compensation for services performed. See, e.g., 16 U.S.C. 742f(c) and 29 CFR 553.101. City of Arcadia Part Five - 24