Item E-14 Agenda Report — Beverly Hills City Council, April 22, 2025 (part 1 of 2)

AGENDA REPORT
Meeting Date: April 22, 2025
Item Number:

From: Gregory Barton, Fire Chief
Meena Janmohamed, Emergency Manager
Subject: APPROVAL OF THE 2025 CITY OF BEVERLY HILLS

EMERGENCY OPERATIONS PLAN
Attachments: 1. 2025 SEMS/NIMS Emergency Operations Plan

2. City Council Handbook for Emergencies and Disasters

3. Letter of Promulgation

RECOMMENDATIONS
Staff recommends that the City Council approve the 2025 City of Beverly Hills Emergency Operations Plan. Staff also recommends that the City Council read and familiarize themselves with the Beverly Hills Emergency Operations Plan and the City Council Handbook for Emergencies and Disasters. Additional training can be received through the Office of Emergency Management.

Once the Emergency Operations Plan is approved, the following actions will be completed:
• Mayor signs the Letter of Promulgation which will be provided to all officials and employees, and published through a variety of sources in order to reach citizens; • the Plan will be kept updated and reviewed on a recurring basis; • City Council will place copies of the Plan in their respective offices.

INTRODUCTION
This report will provide an overview of the City of Beverly Hills’ Emergency Operations Plan (Plan) and the City Council Handbook for Emergencies and Disasters. This report will assist the City Council in understanding the Plan, will meet federal training requirements and will ensure clarity of disaster roles, authorities, and responsibilities.

Staff requests City Council approval of the Plan.

DISCUSSION
The Emergency Operations Plan addresses the City’s planned response to emergency situations associated with all hazards, including natural and man-made disasters, technological incidents, and national security emergencies. The objective of the plan is to incorporate and coordinate all facilities and personnel of the City into an efficient Meeting Date: April 22, 2025

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organization capable of responding to an emergency. This Plan establishes the organizational framework used in disaster response, assigns tasks, specifies policies and general procedures, and provides for the coordination of City response by utilizing the California Standardized Emergency Management System (SEMS) and the National Incident Management Systems (NIMS). The Plan is composed of methods of activating, managing, coordinating, and deploying the emergency organization and requesting mutual aid. The Plan also ensures the City’s emergency management goals are met.

The City’s emergency management goals are as follows:
• Provide effective life and safety measures, reduce property loss, and protect the environment
• Provide the basis for the direction and control of emergency operations • Plan for the continuation of government in the aftermath of a disaster • Provide for the rapid resumption of impacted businesses and community services • Provide accurate documentation and records required for cost recovery • Provide for the protection, use, and distribution of resources, and coordinate operations with the emergency service organizations of other jurisdictions The Plan is also designed to be compliant with the State Emergency Management System and the National Incident Management System. These systems are used when a multi-department or multi-jurisdictional response is needed. Both ensure that, in an emergency, response is standardized using the same terminology and organizational structure.

The State Emergency Management System is the statewide framework for responding to and managing multi-agency and multi-jurisdictional emergencies in California. The State Emergency Management System consists of five organizational levels which are activated as necessary: field response, local government, operational area, regional, and state. The City must follow the State Emergency Management System in order to be eligible for funding of its personnel-related costs under state disaster assistance programs.

The California Emergency Services Act (codified in California Government Code Sections 8550 et seq.) (the “Act”) provides the basic authority 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 California Emergency Plan, which is promulgated by the Governor, is published in accordance with the Act and 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, “[t]he 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.” Local emergency plans are, therefore, considered to be extensions of the California Emergency Plan.

The National Incident Management System is the national framework for responding to and managing disasters. It integrates best management practices into a consistent, nationwide approach that is applicable to all jurisdictional levels and across functional disciplines in an all-hazards context. Federal preparedness assistance is conditional on full compliance with the system.

Meeting Date: April 22, 2025

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The City’s EOP outlines various City activities in the event of an emergency, including activating and staffing the EOC, training City staff on the Incident Command System, fulfilling Federal Emergency Management Agency (FEMA) requirements, and complying with the California Emergency Services Act.

The City last approved and updated the EOP in August 2013 to reflect organizational changes within the government structure, incorporate the City’s Emergency Alerting and Notification Systems, and incorporate the latest best practices in emergency management. According to FEMA’s Comprehensive Planning Guide 101 (Version 3), local Emergency Operations Plans are recommended to be reviewed and updated every 5 to 7 years. Following this guidance, the City of Beverly Hills initiated the review process for the EOP in 2019. However, the review and update process were paused due to the COVID-19 pandemic. Work on updating the EOP resumed in 2024, reflecting current best practices and lessons learned from recent experiences.

The EOP is designed to be a dynamic document, with provisions for regular reviews and updates to incorporate new best practices, lessons learned, and changes in the City’s needs and resources. Feedback from City departments, first responders, and community stakeholders will play a crucial role in this process.

City Council Handbook for Emergencies and Disasters
To better understand the Plan, meet Federal training requirements, and ensure clarity of roles, authorities, and responsibilities, the Office of Emergency Management has included the City Council Handbook for Emergencies and Disasters as an executive summary.

As outlined in the attached City Council Handbook, City Council Members have a significant role in the City’s emergency response and recovery as well as a vital role in disaster preparedness and mitigation. During and after a disaster Council Members’ actions influence the community, ensure the continuation of government, and directly impact the City’s ability to protect lives, property, and the environment.

The City Council’s primary role during a disaster is one of policymaker, communicator, liaison, and spokesperson to the community, outside government agencies, and nongovernmental agencies. The City Council Handbook for Emergencies and Disasters provides an important framework to the overall emergency organization, City Council disaster roles, authorities, and responsibilities, and assists in the disaster related decision-making process. Copies of the City Council Handbook for Emergencies and Disasters will be placed in all City Council offices.

Adopting the Emergency Operations Plan will enhance the City’s ability to manage emergencies effectively. The EOP will improve coordination among departments and with external agencies, thereby strengthening the City’s overall resilience and preparedness.

The City of Beverly Hills’ Emergency Operations Plan is an essential tool for ensuring the City can respond efficiently and effectively to emergencies. The adoption of this EOP by the City Council will support the City’s efforts to protect the community, enhance resilience, and ensure compliance with state and federal emergency management standards.

Meeting Date: April 22, 2025

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FISCAL IMPACT
Approving the Plan causes no fiscal impact at this time. However, if the City were to be noncompliant with SEMS and NIMS, the City could lose thousands if not millions of dollars in potential state and federal reimbursements.

Gregory Barton
Fire Chief
Approved By
Attachment 1
City of Beverly Hills

CITY OF BEVERLY HILLS

SEMS/NIMS

EMERGENCY

OPERATIONS PLAN
Completed By:

Office of Emergency Management
2025
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INTRODUCTION

TABLE OF CONTENTS
FOREWORD................................................................................................................................................3 ASSUMPTIONS...........................................................................................................................................3 AUTHORITY ...............................................................................................................................................5 EMERGENCY MANAGEMENT GOALS..................................................................................................5 EMERGENCY OPERATIONS PLAN ACTIVATION.................................................................................6 APPROVAL AND PROMULGATION ........................................................................................................7 TRAINING & EXERCISING OF EMERGENCY OPERATIONS PLAN..................................................7 MAINTENANCE OF EMERGENCY OPERATIONS PLAN.....................................................................7 DISTRIBUTION LIST .................................................................................................................................9 SIGNED CONCURRENCE BY DEPARTMENTS/OFFICES ..................................................................10 RECORD OF REVISIONS ........................................................................................................................10 SEMS/NIMS Emergency Operations Plan
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INTRODUCTION

FOREWORD
The City of Beverly Hills’ Emergency Operations Plan is rooted in the foundational concepts of Interoperability, Reliability, Scalability, Portability, Resilence and Redundacy; and Security.

These concepts allow the City to respond to a host of emergencies. This Emergency Operation Plan will allow the City to respond to all-hazards, regardless of the type of hazard or size of the disaster. While day-to-day emergencies are part of Emergency Response, this plan is meant to address large scale disasters where an Emergency Operations Center (EOC) Activation is needed.

This plan is a preparedness document designed to be read and understood by all. The City tests these procedures through exercises and continously trains staff on the procedures laid out through SEMS/NIMS and this Emergency Operations Plan.

In addition to this Citywide plan, each Department is responsible for their respective Department plans, policies, and procedures.

ASSUMPTIONS
This Emergency Operations Plan was written based on the following assumptions:
• Emergency Management activities are accomplished using the California Standardized Emergency Management System (SEMS), National Incident Management System (NIMS), and Incident Command System (ICS).
• The City of Beverly Hills operates under Operational Area A of Los Angeles County. • The resources of the City of Beverly Hills will be made available to local agencies (through Mutual Aid) and to citizens to cope with disasters. • Mutual aid and other forms of assistance will be requested by the City of Beverly Hills when the city exhausts or anticipates exhausting its resources. • An incident requiring the Activation of an EOC can occur at any time of day or night, weekend, or holiday, during clear or inclement weather, with little or no warning. • This Emergency Operations Plan will serve as a guide when responding to incidents requiring EOC Activation. This Plan is expected to be modified as needed to allow services to be provided during all incidents.
• In a catastrophic incident, damage control and disaster relief will be required from the State and federal governments, other local governments, and private organizations. The SEMS/NIMS Emergency Operations Plan
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City should expect a delay of at least 72 hours before mutual aid/disaster assistance arrives.
• Should current conditions or information indicate that a State of Emergency declaration is needed, a declaration may be ordered by an official designated by City of Beverly Hills Ordinance No. 07-0-2521. Declaring a State of Emergency gives the City the right to restrict access to portions of the City. Violators who do not leave when requested, or attempt unauthorized entry into an affected area, may be arrested and prosecuted to the fullest extent allowed by law.
• All City, state, and Federal processes, procedures, and protocols reflected or referenced were current at the time that this Plan was approved.
• In any disaster, primary consideration is given to the preservation of life. Considerations of property and the environment are second to the preservation of life. • Electronic communications utilizing information technology systems will be compliant with Section 508 of the Rehabilitation Act.
• In a catastrophic incident, residents may be temporarily displaced requiring shelter and social services. Sheltering activities could be short term or long-term depending on the severity of the incident.
• Re-establishment of vital resources such as water, electrical power, natural gas, and sewer services is critical to a swift recovery.
• Only City departments and non-City agencies that have a role in emergency operations support are included in this plan.
• Adequate pre-emergency testing of facilities and equipment will help to ensure reliability during emergencies.
• The greater the complexity, impact, and geographic scope of an emergency, the more multiagency coordination will be required.
• City departments and appropriate non-City agencies with regulatory oversight responsibilities will continue in their same roles but integrate into the organizational chain to support emergency management efforts.

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AUTHORITY
Section 8568 of the California Emergency Services 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.” This Emergency Operations Plan is, therefore, considered to be an extension of the State Emergency Plan. The authority of the City to respond to emergencies and disasters is governed by:
• The Standardized Emergency Management System (SEMS) as described by California Government Code 8607(a), for managing response to multi-agency and multi-jurisdiction emergencies in California.
• The National Incident Management System (NIMS), as prescribed by Homeland Security Presidential Directive - 5 - Management of Domestic Incidents. • Presidential Policy Directive / PPD - 8: National Preparedness. • Other relevant statutes including those cited in the appendix “Laws, Codes, and Legal References.”

EMERGENCY MANAGEMENT GOALS
• Provide effective life safety measures, reduce property loss, and protect the environment. • Provide for the rapid resumption of impacted businesses and community services. • Provide a basis for the direction and control of emergency operations. • Plan for continuity of government
• Provide accurate documentation and records required for cost recovery efforts • Provide for the protection, use and distribution of remaining resources. • Coordinate operations with the emergency service organizations of other jurisdictions, if necessary.

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EMERGENCY OPERATIONS PLAN ACTIVATION
The following actions will allow for this Emergency Operations Plan to be activated:
• Ordered by an official designated by City of Beverly Hills Ordinance No. 07-0-2521. • The existence of or perceived existence of a Local Emergency as proclaimed in accordance with applicable federal, state, county, and City laws, rules, regulations, and ordinances.
• A proclamation by the Governor of the State of California proclaiming a State of Emergency in an area inclusive of any portion of the City of Beverly Hills. • A proclamation by Los Angeles County proclaiming a State of Emergency in an area inclusive of any portion of the City of Beverly Hills.
• A declaration by the President of the United States, declaring an Emergency. • A State of War Emergency exists as defined in Section 8558 of the California Emergency Services Act (Chapter 7, Division 1, Title 2, California Government Code). • Upon receipt of an imminent threat.
• The observation of a nuclear detonation.
• An act of terrorism affecting any portion of the City of Beverly Hills.

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APPROVAL AND PROMULGATION
This Emergency Operations Plan will be reviewed by all departments. Upon completion of review and written concurrence by these departments, the Emergency Operations Plan will be submitted to the Beverly Hills City Council for review and approval. Upon concurrence by the City Council, the plan will be officially adopted and promulgated.

TRAINING & EXERCISING OF EMERGENCY

OPERATIONS PLAN
The Office of Emergency Management is responsible for coordination and scheduling of training and exercising of this plan. The City’s Fire Department, Office of Emergency Management, will conduct regular exercises of this plan to train all necessary City staff in the proper response to disaster situations.

MAINTENANCE OF EMERGENCY OPERATIONS
PLAN
This Emergency Operations Plan shall be reviewed annually to ensure that plan elements are valid and current. Each responsible department will review and upgrade its portion of the Emergency Operations Plan and/or modify its SOP/EOP (Emergency Operating Procedures) as required based on identified deficiencies experienced in drills, exercises or actual occurrences.

Changes in government structure and emergency response organizations will also be considered in the Emergency Operations Plan revisions. The Office of Emergency Management is responsible for making revisions to the Emergency Operations Plan that will enhance response and recovery operations. The Office of Emergency Management will prepare, coordinate, publish and distribute any necessary changes to the plan to all City departments as shown on the distribution list of this Emergency Operations Plan. The Office of Emergency Management will also review documents that provide the legal basis for emergency planning to ensure conformance to SEMS and NIMS requirements and suggest modification as necessary.

Approval Date:

The date of approval was left blank prior to approval of this plan, with the understanding that the date would be filled in ex post facto.

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*This page is reserved for a
promulgation statement signed either by
the Mayor or City Manager.

In addition, a signed and dated letter of
promulgation or resolution of adoption
from the governing board should be
included.

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DISTRIBUTION LIST
This list indicates who recieves a copy of this plan. In addition to uploading this plan to the City’s website, the following people will receive printed hard copies of this plan. The date of delivery column was left blank prior to approval of this plan, with the understanding that the dates would be filled in ex post facto.

Group/Individual Receiving Plan Number of Copies Date of Delivery Master File 1
Cal OES 2 CD’s
Beverly Hills Unified School District 2
EOC 5
City Attorney 2
City Clerk 1
City Council 5
Community Development 4
Community Services 2
Fire Department 5
Human Resources 1
Information Technology 1
Police Department 6
Policy & Management 6
Public Works 4
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SIGNED CONCURRENCE BY

DEPARTMENTS/OFFICES
Signed concurrences by principal departments are on file in the Office of Emergency Management.

Date of department concurrence –
The dates of concurrence was left blank prior to approval of this plan, with the understanding that the dates would be filled in ex post facto.

RECORD OF REVISIONS
Date Section Page Numbers Entered By
2007 All All Pamela Mottice
2013 All All Pamela Mottice
2025 All All Meena Janmohamed
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SECTION ONE: BASIC PLAN

BASIC PLAN

PURPOSE
Part One, Section One: The Basic Plan section provides an overview of operational concepts and identifies components of the City’s emergency management organization within Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS).

AUTHORITIES AND REFERENCES
Disaster response and recovery operations will be conducted as outlined in this Concept of Operations, and in accordance with the enabling legislation, plans, and agreements listed in Part One, Section Four: Authorities and References.

HAZARD IDENTIFICATION AND ANALYSIS
A hazard analysis has indicated that the City is at risk to certain incidents and to national security emergencies. These hazards are identified in Part One, Section Three: Threat Assessments, which also provide general and specific information on their possible impact on the City. These hazards are also discussed in the City’s Hazard Mitigation Plan. See the City’s Hazard Mitigation Action Plan for additional information.

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CONCEPT OF OPERATIONS
Operations during peacetime or national security emergencies could range from a minor incident, to a major earthquake, to an act of terrorism. Some emergencies will be preceded by a build-up or warning period, providing sufficient time to warn the public 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 Operations Plan and commitment of resources. All departments must be prepared to respond promptly and effectively to any foreseeable emergency, including the provision and utilization of mutual aid (See Part One, Section Seven: Mutual Aid). Emergency Management activities are associated with four phases:

Preparedness Phase, Mitigation Phase, Response Phase, Recover Phase.

PREPAREDNESS PHASE
The preparedness phase involves activities taken prior to an emergency. These activities develop operational capabilities and effective responses to a disaster. The City will place emphasis on emergency/disaster planning; training of personnel; public awareness and education; and assuring the adequacy and availability of resources to cope with emergencies. All departments will prepare, complete, and maintain Standard Operating Procedures (SOPs)/Emergency Operating Procedures (EOPs) and checklists detailing personnel assignments, policies, notification rosters, and resource lists. Personnel should be familiar with these SOPs/EOPs and checklists through periodic training in the activation and execution procedures. SOPs are located within each department and with each department head.

MITIGATION PHASE
The City of Beverly Hills will conduct mitigation efforts both before and after disaster events in order to both eliminate or reduce the impact of hazards which exist within the City and to reduce losses from disaster which are a threat to life and property. See the City of Beverly Hills Hazard Mitigation Action Plan. Mitigation strategies have been developed and will be followed.

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RESPONSE PHASE

PEACETIME EMERGENCIES
Response to a major emergency during peacetime will progress from local, to county, to state, to federal involvement.

Specific operational concepts, to include the emergency response actions of the various elements of the Standardized Emergency Management System, are reflected in this Plan.

NATIONAL SECURITY EMERGENCIES
National security emergencies may range from minor inconveniences such as food and petroleum shortages to a worst-case scenario such as an attack on the United States utilizing nuclear weapons.

A National Security Emergency Event is declared by the President of the United States.

PRE-EMERGENCY
The receipt of a warning or the observation that an emergency is imminent or likely to occur soon will initiate increased readiness actions emphasizing the protection of life. Actions to be accomplished include, but are not necessarily limited to:
• Review And Update Of Emergency Plans, SOPS/EOPS And Resources Listings • Dissemination Of Accurate And Timely Emergency Public Information • Accelerated Training Of Staff
• Inspection Of Critical Facilities
• Recruitment Of Additional Staff And Disaster Services Workers • Mobilization Of Resources
• Testing Warning And Communications Systems
• Evacuation Of Threatened Populations To Safe Areas
• Advising The Los Angeles County Operational Area of the Emergency • Identifying The Need For Mutual Aid And Requesting Such Through The Los Angeles County Operational Area
• Proclamation Of A Local Emergency.

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EMERGENCY RESPONSE
During this phase, immediate response is accomplished within the City by City Departments (See Introduction: Emergency Management Goals). The protection of life is the top priority of all departments. Protecting property, protecting the environment, controlling the situation, and minimizing the effects of the disaster are additional priorities.

Emergency management personnel and key city staff will give priority to the following operations:
• Dissemination Of Accurate and Timely Emergency Public Information and Warning to The Public (Police and Communications & Marketing)
• Situation Analysis (All)
• Resource Allocation and Control (All)
• Evacuation (Police) And Rescue Operations (Fire)
• Medical Care Operations (Fire)
• Coroner Operations (Police)
• Care And Shelter Operations (Community Services)
• Access And Perimeter Control (Police)
• Public Health Operations (Fire)
• Restoration Of Vital Services and Utilities (Public Works) When City resources are strained to capacity, and additional resources are required, requests for mutual aid will be initiated through the Los Angeles County Operational Area. Fire and Police will request or render mutual aid directly through established channels. Any action that involves financial outlay by the City, or a request for military assistance must be authorized by the Director of Emergency Services or his/her designee.

Depending on the severity of the emergency, the City may proclaim a Local Emergency, and the City’s Emergency Operating Center (EOC) may be activated; if either of these happens, the Los Angeles County Operational Area should be advised. The County may proclaim a County emergency, independently of the City. If the County proclaims an emergency, the City does not have to proclaim a local emergency, but it is preferable to do so. If the City proclaims a local emergency, the Director of Emergency Services may then exercise the emergency powers provided in the City’s Emergency Services Ordinance.

The State CalOES Director may also request a gubernatorial proclamation of a State of Emergency.

Should a State of Emergency be proclaimed state agencies would respond to requests for assistance. These activities will be coordinated with the State CalOES Director. The State may request a federal declaration to support the emergency with Federal resources. (See Part One, Section Four: Authorities and References).

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SUSTAINED EMERGENCY
In addition to continuing life and property protection, operations for mass care, relocation and registration of displaced persons, and damage assessment will be initiated.

RECOVERY PHASE
The City’s goal in this phase will be to direct the recovery of the City (both residential and business) and to recover as a body within itself. The Office of Emergency Management will oversee the process that ensures the City of Beverly Hills receives all emergency assistance and disaster recovery costs for which it is eligible. The Finance Department will be the lead department in cost recovery.

As soon as possible, the City should anticipate that the State CalOES Director will bring together representatives from federal, state, county, and City agencies, as well as the American Red Cross, to coordinate the implementation of assistance programs and the establishment of support priorities.

The recovery period has major objectives, which may overlap, including:
• Reinstatement of family autonomy
• Provision of essential public services
• Permanent restoration of private and public property
• Identification of residual hazards
• Plans to mitigate future hazards
• Recovery of costs associated with response and recovery efforts The City will abide by all rules and regulations of the American with Disabilities Act. The City will try to do everything possible to assist the Disabilities and Access and Functional Needs (DAFN) Community.

The City will also seek reimbursement for any disaster costs from the state and federal government in accordance with the California Disaster Assistance Act and the federal Robert T. Stafford Disaster Relief and Emergency Assistance Act. Refer to the Finance Support Documentation for a description of the state and federal reimbursement process.

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ADA CONSIDERATIONS FOR LOCAL GOVERNMENT
As required by the Americans with Disabilities Act of 1990 (ADA), emergency preparedness and response programs must be made accessible to people with Access and Functional Needs. In addition, California Government Code Section 8593.3 expands the definition of who is considered to have Access and Functional Needs, “Individuals who have: Developmental, intellectual, or physical disabilities; Chronic conditions or injuries; Limited English proficiency or non-English speaking; Or individuals who are: older adults, children, or pregnant; living in institutional settings; or Low-income, unhoused, and/or transportation disadvantaged.” 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 mobility devices or service animals while in transit or at shelter • Accessibility to information
The City of Bevely Hills also maintains a voluntary disaster assistance registry. This allows residents to provide information to public safety officials about their Access or Functional Needs.

The registry does not guarantee priority response to registrants, but rather informs emergency response officials of the requirements individuals within the DAFN community may have.

DISASTER ANIMAL CARE CONSIDERATIONS
Both the PETS Act (Pets Evacuation and Transportation Standards Act of 2006) and California Assembly Bill 781 directs that state and local emergency preparedness plans must address the needs of people with pets/service animals during and after a major disaster, including rescue, care, and sheltering of animals. The needs of animals during a disaster have been incorporated into city planning, especially in the areas of transportation and care/shelter activities.

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SECTION TWO: SEMS/NIMS

TABLE OF CONTENTS
PURPOSE....................................................................................................................................... 3 GENERAL...................................................................................................................................... 3 ORGANIZATIONAL LEVELS ..................................................................................................... 4 FIELD RESPONSE LEVEL........................................................................................................... 4 LOCAL RESPONSE LEVEL......................................................................................................... 4 SEMS/NIMS REQUIREMENTS ................................................................................................... 4 OPERATIONAL AREA LEVEL.................................................................................................... 5 REGIONAL LEVEL....................................................................................................................... 6 STATE LEVEL ............................................................................................................................... 6 FEDERAL LEVEL......................................................................................................................... 6 NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) .................................................... 7 NIMS COMPONENTS .................................................................................................................. 7 COMMAND AND MANAGEMENT............................................................................................ 7 PREPAREDNESS........................................................................................................................... 7 RESOURCE MANAGEMENT...................................................................................................... 8 COMMUNICATIONS AND INFORMATION MANAGEMENT................................................ 8 ONGOING MANAGEMENT AND MAINTENANCE ................................................................ 9 NIMS COMPLIANCE.................................................................................................................... 9 SEMS/NIMS Emergency Operations Plan
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SECTION TWO:

THE STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS)

THE NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)

PURPOSE
Part One, Section Two: The Standardized Emergency Management System (SEMS) section and The National Incident Management System (NIMS) section provides an overview of SEMS and NIMS and describes the overall responsibilities of the federal, state, county, and City governments for protecting life, property, the environment and assuring the overall well-being of the population.

GENERAL
The Standardized Emergency Management System (SEMS) is the system required by California Government Code Section 8607(a) for managing the response to multi-agency and multijurisdiction emergencies in California. SEMS consists of five organizational levels, which are activated as necessary: field response, local government, operational area, regional, and state.

SEMS incorporates the use of the Incident Command System (ICS), the Master Mutual Aid Agreement and existing mutual aid systems (See Part One, Section Seven: Mutual Aid), the Operational Area Concept, , and multi-agency or interagency coordination. The City must use SEMS to be eligible for funding of its personnel-related costs under state disaster assistance programs.

At the national level, Homeland Security Presidential Directive-5, Management of Domestic Incidents, established the National Incident Management System (NIMS) as the required emergency/disaster response system. This system will provide a consistent nationwide approach for federal, state, local and tribal governments to work effectively and efficiently together to prepare for, prevent, respond to, and recover from domestic incidents, regardless of cause, size, or complexity. NIMS is based on many of the fundamental SEMS principles. It is believed that agencies using SEMS will have very minor adjustments incorporating NIMS into their plans, training, and exercises.

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ORGANIZATIONAL LEVELS

FIELD RESPONSE LEVEL
The City’s personnel responding at the field level will, under the command of an appropriate authority, carry out tactical decisions and activities in direct response to an incident or threat. The City will use the SEMS/NIMS Incident Command System (ICS) which has the following field functions to be used for emergency management: command, operations, planning/intelligence, logistics, and finance/administration.

LOCAL RESPONSE LEVEL
In an emergency, governmental response is an extraordinary extension of responsibility and action, coupled with normal day-to-day activity. SEMS has been adopted by City of Beverly Hills Resolution No. 96-R-9526 adopted November 26, 1996, for managing response to multidepartment and multi-jurisdiction emergencies and to facilitate communications and coordination between all levels of the system and among all responding departments and agencies. Furthermore, NIMS has been adopted the City, Resolution No. 06-R12046 adopted February 21, 2006, to meet the nationwide approach to domestic incident management. Chapter 1 of Division 2 of Title 19 of the California Code of Regulations establishes the standard response structure and basic protocols to be used in emergency response and recovery. The basic role of the City is to manage and coordinate the overall emergency response and recovery activities within its jurisdiction. The City is responsible for coordinating with other local governments, the operational area, and special districts. The City is also responsible for providing mutual aid within its capabilities.

SEMS/NIMS REQUIREMENTS
The City of Beverly Hills will comply with the requirements of SEMS/NIMS in order to be eligible for state funding of response-related personnel costs and federal funds and will:
1) Use SEMS/NIMS when a multi-department response is required, during a pre-planned event, during/after an event, a local emergency is proclaimed or the EOC is activated. 2) Establish coordination and communications with Incident Commanders either through Departmental Operating Centers (DOCs) to the EOC, when activated or applicable, or directly to the EOC, when a DOC is not activated.
3) Use existing mutual aid systems for coordinating fire and police resources. 4) Establish coordination and communications between the City of Beverly Hills EOC when activated, and any state or local emergency response agency having jurisdiction at an incident within the City's boundaries.
5) Use multi-agency or inter agency coordination to facilitate decisions for overall local government level emergency response activities.

The development of SEMS/NIMS is a cooperative effort of all departments within the City of Beverly Hills. The Office of Emergency Management has the lead staff responsibility for SEMS/NIMS development, implementation, and planning.

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OPERATIONAL AREA LEVEL
The City of Beverly Hills operates within the Los Angeles County Operational Area. LA County’s political subdivisions include 88 cities, unincorporated areas of LA County, and special districts, as well as other local governmental agencies, or public agencies as authorized by law. The jurisdictions are represented by their respective Disaster Management Area Coordinator. Beverly Hills operates under Disaster Management Area A, and is represented by the Coordinator for Disaster Management Area A. The coordinator for Area A represents all jurisdictions within Area A on the Los Angeles County’s Operational Area Advisory Board, which meets monthly. 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.

SEMS regulations specify that all local governments within Los Angeles County are organized into the Los Angeles Operational Area and that the Los Angeles County Board of Supervisors is responsible for its establishment.

In compliance with SEMS, on July 5, 1995, the Los Angeles County Board of Supervisors reaffirmed its commitment to assume responsibility for Operational Area coordination through a formal resolution establishing the Los Angeles County Operational Area. An Operational Area Advisory Board was formed which meets monthly. The jurisdictions within Los Angeles County are represented on this board by the Disaster Management Area Coordinators (DMACs).

Activation of the Los Angeles County Operational Area during a State of Emergency or a Local Emergency is required by SEMS regulations under the following conditions:

1. A local government within the Los Angeles County 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 Los Angeles County Operational Area have proclaimed a local emergency.

3. Los Angeles County and one or more cities have proclaimed a local emergency.

4. A City or Los Angeles 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 Los Angeles County or two or more cities within the Los Angeles County Operational Area.

6. Los Angeles County Operational Area is requesting resources from outside its boundaries.

This does not include resources used in normal day-to-day operations which are obtained through existing mutual aid agreements.

7. Los Angeles County Operational Area has received resource requests from outside its boundaries. This does not include resources used in normal day-to-day operations which are obtained through existing mutual aid agreements.

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REGIONAL LEVEL
In SEMS/NIMS, the regional level manages and coordinates information and resources among operational areas within the mutual aid region and among the operational areas and the state level.

The regional level also coordinates overall state agency support for emergency response activities within the region. The City of Beverly Hills, Disaster Management Area A, and the Los Angeles County Operational Area are all under the Southern Region for the State of California.

STATE LEVEL
The state level of SEMS/NIMS manages state resources in response to the emergency needs of the other levels and coordinates mutual aid among the mutual aid regions and between the regional level and state level. The state level also serves as the coordination and communication link between the state and the federal disaster response system.

FEDERAL LEVEL
Department of Homeland Security
The Homeland Security Act of 2002 established the Department of Homeland Security (DHS) to prevent terrorist attacks with the United States; reduce the vulnerability of the United States to terrorism, natural disasters, and other emergencies; and to minimize the damage and assist in the recovery from terrorist attacks, natural disasters, and other emergencies.

Federal Emergency Management Agency
On March 1, 2003, the Federal Emergency Management Agency (FEMA) became part of DHS.

FEMA's continuing mission within DHS is to lead the effort to prepare the nation for all hazards and effectively manage federal response and recovery efforts following any national incident.

FEMA also initiates proactive mitigation activities, trains first responders, and manages the National Flood Insurance Program and the U.S. Fire Administration. The Federal Emergency Management Agency (FEMA) serves as the main federal government contact during emergencies, major disasters, and national security emergencies.

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FUNCTIONAL LEVELS
SEMS/NIMS regulations require the City to provide for five functions: Management, Operations, Planning/Intelligence, Logistics, and Finance/Administration. These functions are elaborated upon later in this section and explored in depth throughout the entire plan.

NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)

OVERVIEW
The NIMS integrates existing best practices into a consistent, nationwide approach to domestic incident management that is applicable at all jurisdictional levels and across functional disciplines in an all-hazards context. There are six major components that make up this system’s approach.

NIMS COMPONENTS

COMMAND AND MANAGEMENT
NIMS standard incident command structures are based on three key organizational systems:
• The Incident Command System (ICS) – ICS defines the operating characteristics, interactive management components, and structure of incident management and emergency response organizations engaged throughout the life cycle of an incident.

Incidents can be planned, like a sporting event, parade, or street festival. • Multi Agency Coordination Systems (MACS) – Multiagency coordination is a process that allows all levels of government (Federal, State, Local, Tribal, and Regional Levels) and all disciplines to work together efficiently and effectively. MACS is often initiated when multiple jurisdictions respond, multiple agencies respond, and possibly when multiple incidents occur.
• Public Information Systems - These refer to processes, procedures, and systems for communicating timely and accurate information to the public during a crisis or emergency.

PREPAREDNESS
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. These activities are continuous and ongoing. • 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.

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• 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 response 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, upon request, during an incident. Each jurisdiction should be party to a mutual-aid agreement with appropriate jurisdictions from which they expect to receive or provide aid to 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 establishes requirements for processes to describe, inventory, mobilize, dispatch, track, and recover resources over the life cycle of an incident.

COMMUNICATIONS AND INFORMATION MANAGEMENT
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:

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• 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 ensure that crisis decision-making is better informed.

SUPPORTING TECHNOLOGIES
Technology and technological systems provide supporting capabilities essential to implementing and continuously refining 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 establishes a means to provide strategic direction for and oversight of 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 Standardized Emergency Management Maintenance System issued “California Implementation Guidelines for the National Incident Management System, 2006” to assist state agencies, local governments, tribes, and special districts to incorporate NIMS into already existing programs, plans, training, and exercises. The City of Beverly Hills is following this document and will follow all future documents to ensure NIMS compliance.

The Los Angeles County Office of Emergency Management (LACOEM) has the responsibility to oversee and to ensure that the City is NIMS compliant. Documentation of this compliance is found on file in the OEM office.

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SECTION THREE: THREAT SUMMARY

THREAT SUMMARY FOR

THE CITY OF BEVERLY HILLS

PURPOSE
Part One, Section Three: The Threat Summary for the City of Beverly Hills consists of a series of threat summaries based on the results of the City of Beverly Hills hazard analysis. The purpose is to describe the areas at risk and the anticipated nature of given emergency situations. For further details, refer to the Hazard Mitigation Action Plan.

CITY SUMMARY
The City of Beverly Hills is a 5.7 square mile municipality surrounded by the cities of Los Angeles and West Hollywood. It was incorporated in 1914. Approximately 32,701 people now live in Beverly Hills and the City’s daytime population has been estimated as low as 110,000 and as high as 250,000. As a General Law City, the City is governed by five City Council members elected for overlapping terms. The City employs over 840 full time and approximately 184 part time employees. Departments include City Attorney, City Clerk, Community Development, Community Services, Finance Department, Fire, Information Technology, Police, Policy and Management, and Public Works.

Both the City of Beverly Hills Police and Fire Departments maintain an emergency response time of less than three minutes. High standards for training and state of the art equipment have resulted in an incidence of crime that is lower than that in any surrounding agency. Additionally, the City of Beverly Hills has been recognized as a FireWise community.

The City of Beverly Hills' appeal also results from its lush garden-like setting created by its many municipal parks, botanical gardens, and tree lined streets. To maintain this distinctive urban environment, the City tends more than 25,000 park and street trees and budgets seven times the national City average. The homeowners also pride themselves on the rich and lush landscaping.

Although beautiful, this makes the City especially vulnerable to wildland fires.

The City of Beverly Hills is an important retail, financial, and professional center. Assessed property value within the City’s radius exceeds $46.8 billion1and real estate is priced accordingly.

Additionally, the Business Triangle attracts many commercial businesses. The median house value (Owner-occupied housing units w/ a mortgage) in Beverly Hills exceeds $2,000,0002 With its celebrity residents, international boutiques, luxury hotels, and acclaimed restaurants, 1 Los Angeles County Assessor's Office Annual Report, 2024. 2 City of Beverly Hills Hazard Mitigation Action Plan, 2025.

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Beverly Hills has long been a popular destination for Southern California visitors. The following threat assessments identify and summarize the hazards that could impact the City of Beverly Hills:
• An earthquake would impact the total population;
• The City is at high risk at its interface for Urban Wildfire; • The entire Los Angeles basin is considered a risk area for a nuclear event or act of terrorism;
• The City is at high risk of being impacted from an act of terrorism, especially due to its status as a symbol of wealth;
• The City is vulnerable to urban flooding associated with hurricanes and tropical storms; • The City is vulnerable to wind events, resulting from extreme adverse weather events; • The City has little industry and therefore is not affected by stationary hazardous materials users.3
The region above Sunset Blvd. has been declared a Very High Fire Hazard Severity Zone (VHFHSZ). Emergencies and disasters can cause damage to the City of Beverly Hills, its residents, businesses, infrastructure, and environment. These disasters can cost tremendous amounts of money in terms of response and recovery dollars, economic impact and can also cause death or injuries. As the global climate continues to change, the exposure to hazards creates an even higher risk than previously experienced.4
Throughout its history, the residents of Beverly Hills have dealt with the various hazards affecting the area at large. State, county, and local history shows that the residents of the area have dealt or will deal with earthquakes, earth movements including landslides and mudslides, flooding, fires (including wildland and structural), windstorms, and terrorism.

While the City cannot prevent disasters from happening, their effects can be reduced or eliminated through well-organized public education and awareness efforts, preparedness campaigns, and mitigation measures. Seeing as most hazards cannot be fully mitigated; the community must be prepared to provide efficient and effective individual response and recovery efforts in coordination with the City’s efforts.

The City is characterized by the unique and attractive landscape that makes the area so popular.

However, the potential impacts of hazards associated with the terrain make the environment and population vulnerable to a myriad of natural disaster situations. 3 City of Beverly Hills Hazard Mitigation Action Plan, 2011-2015 4 City of Beverly Hills Hazard Mitigation Action Plan, 2011-2015 SEMS/NIMS Emergency Operations Plan
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THREAT ASSESSMENT 1:

MAJOR EARTHQUAKES

GENERAL SITUATION
The catastrophic effects of a major earthquake will trigger extensive search and rescue operations to locate and assist trapped or injured persons. At the same time, a large number of people and equipment will be required to clear streets of debris, set up emergency shelters, care for the injured, and more. The magnitude of the response required could easily exceed the capabilities and resources of the City. Damage control and disaster relief support will undoubtedly be required from other governmental agencies and private organizations. In a worst case scenario, earthquake damage could affect a large portion of the Los Angeles basin and support will have to be provided by federal, state, and other local governments. Extensive federal assistance could be required for an extended period of time.

SPECIFIC TO THE CITY OF BEVERLY HILLS
The Santa Monica Mountains, located in the northern portion of the City, are in the Transverse Ranges Physiographic province. The coastal plain of the Los Angeles Basin, located in the southern portion of the City, is part of the peninsular Ranges Physiographic Province. Most of the City lies in a transitional area between the mountains and the coastal plain. This transitional area consists of broad coalescing alluvial fans that have developed over geologic time from debris that have been eroded from the Santa Monica Mountains.

The presence of these three distinct physiographic features (the mountains, alluvial fans, and the Los Angeles coastal plain) within the City provides considerable topographic relief. The lowest point within the City is 120 feet above sea level at Olympic Blvd and La Cienega Blvd and the highest point is 1400 feet above sea level along Carla Ridge Dr in the Trousdale Estates area.

Areas north of Sunset Blvd are characterized by the typical rugged topography of the Santa Monica Mountains with steep sided ridges and narrow ravines or valleys. Between Sunset Blvd. and Santa Monica Blvd., the surface of the alluvial fans slopes about 2 to 3 percent in a south-southeast direction. South of Santa Monica Blvd. the terrain flattens as the alluvial fans merge into the coastal plain.

The City of Beverly Hills is located along the boundary between the Transverse Ranges and Peninsular Ranges physiographic of southern California. The Transverse Ranges consist of a complex series of elongated east-west trending mountains, such as the Santa Monica Mountains and intervening valleys. In contrast, the Peninsular Ranges province consists of northwestsouthwest trending mountains, such as the Santa Ana Mountains and intervening valleys. Both the Transverse Ranges and Peninsular Ranges physiographic provinces are seismically active and contain many active faults.5
5 City of Beverly Hills Hazard Mitigation Action Plan, 2011-2015.

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LOCAL SOIL CONDITIONS
The areas north of Sunset Blvd. in the Santa Monica Mountains are underlain primarily by Triassic metamorphic, Jurassic granitic, and upper Miocene sedimentary rocks. The alluvial fans that underlie most of the City south of Sunset Blvd. consist of Quaternary debris generated from erosion of the Santa Monica Mountains.

Certain soils greatly amplify the shaking in an earthquake. Seismic waves passing from rock to soil, slow down but get bigger. Hence soft, loose soil may shake more intensely than hard rock at the same distance from the same earthquake.

Ground shaking, landslides, liquefaction, and amplification are the specific hazards associated with earthquakes. The severity of these hazards depends on several factors, including soil and slope conditions, proximity to the fault, earthquake magnitude, and the type of earthquake.

EARTHQUAKE FAULTS IN OR NEAR BEVERLY HILLS
Numerous active earthquake faults present a potential danger to the City of Beverly Hills. The City of Beverly Hills is in the vicinity of several known active and potentially active earthquake faults including the San Andreas, Santa Monica, Hollywood, Newport-Inglewood, Puente Hills, Palos Verdes, Raymond, and the Whittier-Elsinore faults.

New faults within the region are continuously being discovered. Scientists have identified almost 100 faults in the Los Angeles area known to be capable of a magnitude 6.0 or greater 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.

The Santa Monica, Hollywood, and Newport-Inglewood Faults are the three main faults in the City. The following provides additional information on the faults closes to the City.

THE NEWPORT/INGLEWOOD FAULT
This fault extends to just south of the City and can produce a 6.9 magnitude earthquake. It has a slip rate at .06mm/yr. Because of its proximity to the City, it is thought to present a greater danger to the City in terms of death and destruction than the San Andreas.

THE SANTA MONICA FAULT
This fault runs through the northern part of the City and with a slip rate of 1 mm/yr., it can produce up to a 7.0 magnitude earthquake. Thus, like the Newport/Inglewood Fault, the Santa Monica Fault is also thought to present a great danger to the City.

THE HOLLYWOOD FAULT
This fault is located near the base of the Santa Monica Mountains. The fault dips steeply to the north beneath the Santa Monica Mountains. Movement on the fault has juxtaposed the granitic, metamorphic, and sedimentary rocks of the Santa Monica Mountains up and over the sedimentary deposits south of the mountains. This fault runs through the northern part of the City and with a slip rate of up to .75 mm/yr., it can produce up to a 6.5 magnitude earthquake.

THE PUENTE HILLS FAULT
This fault system runs under downtown Los Angeles and could generate an earthquake of SEMS/NIMS Emergency Operations Plan
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magnitude 7.0 or greater. The fault snakes underground for at least 25 miles, from Puente Hills in northern Orange County through downtown Los Angeles and west toward Beverly Hills.

THE SAN ANDREAS FAULT
Undoubtedly the most well-known fault in California, the San Andreas Fault is located approximately forty (40) miles to the east and with a slip rate of up to 35 mm/yr., it is capable of an 8.5 magnitude earthquake. Although capable of causing major damage throughout the Los Angeles Basin, it is now thought by many experts that because of its distance from Metropolitan Los Angeles (including Beverly Hills), it may present less danger to the City than some of the other faults mentioned above.

EARTHQUAKE RELATED HAZARDS IN BEVERLY HILLS
Amount of damage to a building does not depend solely on how hard it is shaken. In general, smaller buildings such as houses are damaged more by higher frequencies, so usually a house must be relatively close to the epicenter to be severely damaged. Larger structures such as high-rises are damaged more by lower frequencies and will be more noticeably affected by larger earthquakes, even at considerable distances.

In addition to regional aspects of the earthquake hazard, there are location-specific hazards that can cause additional damage: surface rupture, ground shaking, amplification, settlement, liquefaction, and landslides. State laws require that every person buying a home or real property in California be told if the property is in one of these zones.

GROUND SHAKING
Ground shaking is the motion felt on the earth's surface caused by seismic waves generated by the earthquake. It is the primary cause of earthquake damage. The strength of ground shaking depends on the magnitude of the earthquake, the type of fault, and distance from the epicenter (where the earthquake originates). Buildings on poorly consolidated and thick soils will typically see more damage than buildings on consolidated soils and bedrock.

EARTHQUAKE INDUCED LANDSLIDES
Earthquake induced landslides are secondary earthquake hazards that occur from ground shaking.

They can destroy roads, buildings, utilities, and other critical facilities necessary to respond and recover from an earthquake. The City of Beverly Hills has a high likelihood of encountering such impacts, especially in areas with steep slopes. See earth movement (Landslide) section for more information.

EARTHQUAKE INDUCED LIQUEFACTION
Liquefaction occurs when ground shaking causes wet granular soils to change from a solid state to a liquid state. This results in the loss of soil strength and the soil's ability to support weight.

Buildings and their occupants are at risk when the ground can no longer support these buildings and structures.

Liquefaction- induced ground failure has historically been a major cause of earthquake damage in Southern California. During the 1971 San Fernando and 1994 Northridge earthquakes, significant damage to roads, utility pipelines, buildings, and other structures in the Los Angeles area was caused by liquefaction-induced ground displacement. Localities most susceptible to liquefactioninduced damage are underlain by loose, water saturated granular sediments at depths less than 40 feet subsurface. These geological and groundwater conditions exist in the City of Beverly Hills.

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LIQUEFACTION ZONE
Some areas of the City have a high-water table. When this condition occurs, it is possible for the ground to liquefy during an earthquake, becoming like quicksand. If this occurs, buildings may settle or tilt. Such damage occurred in the Marina District in San Francisco in the 1989 Loma Prieta earthquake. The potential for liquefaction is considered for all new construction in the City. In Beverly Hills, there are about 3,388 buildings that are within the Liquefaction Zone

DAMAGE TO VITAL PUBLIC SERVICES, SYSTEMS AND FACILITIES Bed Loss in Hospitals
Beverly Hills depends on hospitals outside of the City. Cedars Sinai Hospital is located two miles away from Beverly Hills in the City of Los Angeles. Public service agencies and volunteer personnel would be used to assist in the care of the injured.

Several of the acute care hospitals in Los Angeles County may be lost due to structural damage.

This will reduce the number of beds available and create the need for several field hospitals. Most of the subscribing hospitals to the Los Angeles County Department of Health Services (LACDHS) will be controlled by LACDHS as to the availability of beds and transfer of patients.

Communications - Telephone System
Telephone communication systems may fail due to physical damage to equipment, facilities, and support utilities. Circuits could be overloaded by individuals trying to call in and out of the area.

There may be an immediate telephone communications blackout following the earthquake, with partial communications being restored after the first 24 to 72 hours. 9-1-1 may also be disrupted.

Commercial carriers will institute network control procedures to regain control of the situation as quickly as possible. Priorities have been assigned to all critical circuits transiting the key facilities, based on established criteria.

Radio Systems
Most 2-way radio communications systems consist of a source of power, an antenna, and a radio.

Emergency power failures have been the primary cause of communications shortfalls in past disasters. The presumed scarcity of propane and gasoline after this earthquake will strictly limit the viability of surviving communications sites since these are the primary fuels for backup generators.

Frequent maintenance of equipment in installations according to approved seismic specifications could reduce the failure potential.

Earthquake movement has little effect on properly installed antenna systems. Most failures are due to the failure of the building or structure supporting the antenna. Repeaters, used to extend the radio's range, are positioned on mountain tops. Antennas and related structures are expected to remain about 70% viable. Mobile relays may be 60% effective and microwave systems 30% or less.

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are secured. Fixed 2-way radio systems are expected to operate at about 40% effectiveness for the first 12 hours following a major earthquake. It is recommended to maintain a cache of charged portable radios and batteries ready to deploy during a large-scale disaster or any sustained response operation.

In the event of a major communications outage, the City of Beverly Hills’ Disaster Communications Services (DCS) group will be called upon to provide disaster communications support.

Dam and Flood Control Channels
There is one major dam located in/or upstream from the Beverly Hills area (the Greystone Reservoir) and nine above ground and partially below-ground storage reservoirs6that could potentially impact the City if these structures were compromised. The Lower Franklin Dam was taken out of service in 1976 and now serves as a small water leftover reservoir (200 acre-feet).

Landslides
Landslides may also occur during aftershocks in areas already weakened by the first shock. Large boulders and/or soft soil could be jarred loose. Secondary health problems due to resulting high concentrations of dust could cause problems for victims and rescue workers.

Electrical Power
Major power plants are expected to sustain some damage due to liquefaction and the intensity of the earthquake. Up to 60% of the system load may be interrupted immediately following the initial shock. According to representatives of the Southern California Edison Company, electrical power will not be rerouted and will be lost for an undefined period. Much of the imported power is expected to be lost. In some areas of greatest shaking, it should be anticipated that some of the distribution lines, both underground and at surface level, will be damaged. Much of the affected area may have service restored in days; damaged areas with underground distribution may require a longer time. Loss of Southern California Edison transmission lines is possible.

Fire Operations
Although total collapse of fire stations is not expected, possible disruption of utilities, twisted doors and loss of power can create major problems. Numerous fires due to disruption of power and natural gas networks can be expected. The area’s water supply may be greatly impacted.

Connections to major water sources, water mains and storage facilities may be damaged resulting in an unstable water supply for Fire and Rescue Operations. Fire and Rescue personnel will need to complete a preliminary assessment to determine and establish response and recovery needs. In addition, Fire and Rescue Operations may take days because of the disruption to the transportation corridors. The movement of department personnel and equipment may be very difficult.

Secondary responses by the Fire Service after initial assessments will be to accomplish search and rescue of trapped persons. Major problems the Fire Service should expect are loss of power and water, jammed doors, restricted mobility due to debris, possible loss of primary dispatch capability and delays in reaching maximum effectiveness due to personnel shortages. 6 City of Beverly Hills General Plan Update Technical Background Report, page 6-28 SEMS/NIMS Emergency Operations Plan
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Highways
Damage to freeway systems is expected to be major. State Route No. 2, (N. Santa Monica Blvd.) is the only highway traversing through Beverly Hills. This section of State Route No. 2is constructed on street grade and has no elevated bridges. There are 143 miles of public streets and alleys in Beverly Hills. There are five major arterials in Beverly Hills: Sunset Blvd., Wilshire Blvd., N. Santa Monica Blvd. (State Route No. 2), S. Santa Monica Blvd./Burton Way, and Olympic Blvd. These major streets are maintained by City Staff. All the public streets and alleys are maintained under the City’s Pavement Management Program. Many surface streets in the older central business districts will likely be blocked by debris from buildings, falling electrical wires, and pavement damage. Streets that are damaged in a disaster will be repaired as quickly as possible by either the City’s Public Works Street Maintenance division or an outside contractor.

Natural Gas Pipelines
Damage to pipeline facilities will consist primarily of (a) some isolated breaks in major transmission lines, and (b) innumerable breaks in mains and individual service connections within the distribution systems, particularly in the areas of intense ground shaking. These many leaks in the distribution system will affect a major portion of the urban area, resulting in a loss of service for extended periods. Fires should be expected at the sites of a small percentage of ruptures both in the transmission lines and the distribution system. Transmission pipelines serving the area are most vulnerable to damage.

Sanitation Systems
All the wastewater flows generated from the City (not including stormwater) are collected and treated at the Los Angeles Hyperion Wastewater Treatment Plant. Many of the wastewater treatment facilities in the area could be out of service from 4 to 6 months depending on the damage caused by the severity of intensity and liquefaction. There is a limited volume of storage available in the wastewater treatment plants; if the treatment facility cannot be restored before storage is exceeded, the wastewater will require discharge with emergency chlorination to reduce health hazards. Overflow of sewage through manholes can be expected due to breakage in mains and loss of power. As a result, there will be a danger of excessive collection of explosive gas in sewer mains, and flow of untreated sewage in some street gutters.

Water Supply
Two of the three major aqueducts serving Southern California are expected to be out of service from 3 to 6 months following a major event; only the Colorado River Aqueduct is expected to remain in service. This indicates the imported water supply to Los Angeles County may be only partial for a 3 to 6 month period. Several ruptures are anticipated along the water pipelines in the County. Anticipated damage to reservoir outlet works could take weeks to repair. Most water wells are expected to be disabled by loss of electricity and the lack of backup power sources. In addition, shear forces could render about a third of the wells inoperable for an indefinite period.

Many areas could be dependent on tanker trucks to provide for their basic needs.

Several ruptures are anticipated along the water pipelines in the County. Anticipated damage to reservoir outlet works could take weeks to repair.

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The City’s water supply comes from the Metropolitan Water District (MWD) of Southern California. Beverly Hills imports 90% of its water from MWD and approximately 10% is currently provided from local groundwater production wells.7
Building Safety
The City has implemented a Soft-Story Seismic Retrofit Program for existing wood-frame multifamily buildings. After an earthquake, Building and Safety will establish a procedure to expedite building assessments following a major earthquake. Priority should be given to the following critical facilities: EOC/Police Department, Fire Stations, City Hall, Public Works, Shelter Locations, other key City facilities, and schools. Following the inspection of critical facilities, priority should then be given to residential buildings and finally, commercial buildings. Building and Safety will post placards on each inspected building, indicating the status of the building.

Looting
Following an earthquake, buildings evacuated due to damage are likely to be targeted by looters and other bad actors. City officials should consider a curfew and impose as determined to be necessary.

EMERGENCY RESPONSE CONSIDERATIONS
The Fire Department will be the lead agency. Emergency response actions applicable to all common hazards are presented in the Checklist Actions in Part Two of this Plan.

MITIGATION
See the Hazard Mitigation Plan for current and future mitigation activities.

ATTACHMENTS:

1. Fault Hazards Zone Map

2. Traversing Faults Map

3. Richter Scale
7 City of Beverly Hills General Plan Update Technical Background Report, page 3-5 SEMS/NIMS Emergency Operations Plan
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ATTACHMENT 1

FAULT HAZARD ZONE MAP
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ATTACHMENT 2

TRAVERSING FAULTS MAP
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ATTACHMENT 3

RICHTER SCALE
Magnitude Effects
> 3.0 Generally not felt, but may be recorded by
seismographs.

3.0 to 3.9 Weak, felt by some, no damage.

4.0 to 4.9
Light shaking, noticeable shaking of indoor
objects and rattling noises. Minor damage to
plaster or windows. Felt by most people
indoors and outdoors.

5.0 to 5.9
Moderate shaking, felt by everyone. Moderate
damage to older buildings is likely. Cars will
likely rock.

6.0 to 6.9
Strong, felt by everyone. Major damage to
buildings and infrastructure is likely. Older
buildings will collapse.

7.0 to 7.9
Very strong. Widespread damage likely.

Major damage to buildings with collapsing
likely. Serious damage to roads and
infrastructure. Dam and Reservoir breaches
likely. Landslides possible. Widespread panic.

8.0 +
Devastating, with violent or extreme shaking.

Extreme damage and complete destruction
likely. Changes to landscape and Earth’s
shape are likely.

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THREAT ASSESSMENT 2:

WILDLAND FIRE

GENERAL SITUATION
Due to population density and the encroachment of urban communities into wildland areas, wildland fires have an increasing potential for injuries, deaths, and extensive property damage.

Also, the intrusion of the population into these once isolated areas has increased the potential for wildland fire impacts. The extent of property damage and the number of casualties is dependent on many variables. Among the most important are wind, weather, available fuel, topography, mitigation, and fire suppression efforts. Red Flag Warnings are issued when the risk of wildland fires increases. The criterion of when Red Flag Warnings are issued can be seen in Attachment 2 to this Threat Assessment.

SPECIFIC TO THE CITY OF BEVERLY HILLS
Wildland Fire Hazard
The City of Beverly Hills is bounded on the north by hillside and canyon areas. Canyons that empty into the City's boundaries are Benedict, Franklin, Coldwater, and Trousdale Canyons.

Benedict, Coldwater, and Trousdale Canyons are densely populated, with Franklin Canyon the least developed of the four. Historically, wildland fires have occurred in these areas. The intensity and seriousness of these fires has depended on the conditions present at the time. Beverly Hills is an example of what is termed Urban/Wildland Interface. The dense, wild brush of Franklin Canyon extends to the boundaries of the City. If a fire ignited in or around this vicinity, the brush could provide plenty of fuel to send fire brands (embers) raining down on the City within minutes. Due to the extensive hazards originating in the hills north of Sunset Blvd., the area has been designated a Very High Fire Hazard Severity Zone (VHFHSZ). Over 1,500 homes are located in the VHFHSZ.

Urban Fire Hazard
Due to the extensive amount of spotting anticipated during a potential wildfire, wildfires will not be confined to the VHFHSZ. Homes may continue to ignite and burn south of Sunset Blvd., affecting the entire City. Areas outside the VHFHSZ could also ignite because of an earthquake or some other phenomena. A disruption in the water system could allow a normally controllable structure fire to escape containment by fire forces and spread to adjoining buildings; or a fire that starts in the flatlands could be wind driven from the roof of one building to the roofs of adjoining buildings. In the area outside the VHFHSZ, there is a potential for fires being driven from roof to roof faster than firefighting efforts can keep up with when strong Santa Ana wind conditions are present.

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Other potential high cost or fatal fire scenarios exist within the City. Beverly Hills is home to four very large hotels having occupancies of more than 500 persons per day, 32 high-rise buildings, and a densely populated retail and commercial district. Of particular concern are two high-rise buildings that are residential occupancies and did not fall under the 1998 retrofit sprinkler mandate imposed on buildings 55 feet or higher. These are the only two high-rise buildings in the City that are not equipped with sprinkler systems and no plans exist to install the systems at this time.

Another identified area of concern for Beverly Hills is the lack of adequate gallons per minute of the water supply in the area served by Zone 9, which is located between the City limit and Coldwater Canyon Drive north of North Beverly Drive.
8 Prevention/Suppression
Wildland fires that occur during high winds and/or low humidity conditions can create a situation beyond the capabilities of the City’s day-to-day fire fighting force. Under these conditions it would become necessary to activate the Mutual Aid System.

In 1998, the Beverly Hills Fire Department (BHFD) installed a Remote Automated Weather Station (RAWS) in the hillside area just outside the City in Franklin Canyon. Data from the RAWS assists fire officials in determining the need for augmenting or redeploying fire resources depending on current and anticipated weather conditions. As a result of RAWS, the BHFD instituted a Red Flag Engine Program whereby firefighting resources are augmented in the VHFHSZ on days where the fire weather danger is extremely high. The program calls for hiring additional personnel to staff an engine company, which is then housed at Fire Station 2 for the duration of the extreme danger period. In addition, pre-designated streets which normally allow parking are posted as no parking zones to allow for ingress of fire resources and egress of civilian traffic. For the VHFHSZ, the BHFD has also developed “Pre-Attack Plans” that enable the fire suppression resources to locate combustible roofs, evacuation routes, safe refuge areas, and resident assemblage locations. These resources help firefighting forces make critical decisions during emergency situations. Pre-Attack Plans are also made available to outside agencies who are called for Mutual Aid assistance and that may not be familiar with the area.

In addition, in 2004, the BHFD and residents within the VHFHSZ initiated the Firewise Communities/USA Program, which is designed to enable communities to achieve a high level of protection against wildland/urban interface fire loss while maintaining a sustainable ecosystem balance. The BHFD established a Beverly Hills Firewise Board comprised of residents within the VHFHSZ, and both the BHFD and Board work to implement area-specific solutions within the VHFHSZ to protect this area from wildland fire. The BHFD also provides ongoing community education and warning.

Evacuation
Evacuation will be difficult and may delay ingress and deployment of fire resources. Evacuations shall be ordered as early as possible to minimize loss of life and to assist the deployment of fire resources.
8 City of Beverly Hills General Plan Update Technical Background Report 6-36 SEMS/NIMS Emergency Operations Plan
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MITIGATION
See the Hazard Mitigation Plan for current and future mitigation activities.

ATTACHMENTS:

Attachment 1: Fire Hazard Map
Attachment 2: Red Flag Weather Matrix
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ATTACHMENT 1

FIRE HAZARD MAP
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ATTACHMENT 2

RED FLAG WEATHER MATRIX
(Courtesy: California Fire Weather Annual Operation Plan, 2023; National Interagency Fire Center) SEMS/NIMS Emergency Operations Plan
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THREAT ASSESSMENT 3:

TERRORISM

GENERAL SITUATION
Los Angeles County is home to over 10 million persons, in addition to many businesses, government agencies, transportation, infrastructure, and cultural facilities. 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 target civilian targets to spread their message or communicate dissatisfaction with the status quo. Terrorist attacks generate significant media interest. The City is a highly visible target due to its status and the increased attention the City receives from the media.

Terrorism is defined as the use of fear for intimidation (usually political goals). Terrorism is a crime where the threat of violence is often as effective as the commission of the violent act itself.

Terrorism affects communities through fear, physical injuries, economic losses, psychological trauma, and erosion of faith in government. Terrorism itself is not an ideology. However, some groups promoting specific ideological viewpoints may employ terrorism as a strategy to achieve their political objectives.

Terrorists espouse a wide range of causes. They can be for or against almost any issue, religious belief, political position, or group of people of one national origin or another. Because of the tremendous variety of causes supported by terrorists and the wide variety of potential targets, there is no place that is truly safe from terrorism. Throughout California there are nearly a limitless amount of potential targets, depending on the perspective of the terrorist. Some of these targets include government offices, reproductive healthcare centers, religious facilities, public places (such as shopping centers), schools, power plants, refineries, utility infrastructures, water storage facilities, dams, private homes, prominent individuals, financial institutions, and other businesses.

There are unique challenges to a terrorist event involving Weapons of Mass Destruction (WMD), such as a nuclear, radiological, biological, explosive, or chemical weapon. As in all incidents, WMD incidents may involve mass casualties and damage to buildings or other types of property.

However, there are several factors surrounding WMD incidents that are unlike any other type of incident that must be taken into consideration when planning a response. • The situation may not be recognizable until there are multiple casualties, or a secondary event occurs that indicates that the first was not an accident. Most chemical and biological agents are not detectable by conventional methods used for explosives and firearms. Most agents can be carried in containers that look like ordinary items.
• There may be multiple events (i.e., one event to influence another event’s outcome).

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• Responders are placed at a higher risk of becoming casualties because agents are not readily identifiable. Responders may become contaminated before recognizing the agents involved.

Additionally, first responders may be targets for secondary releases or explosions. • The location of the incident must be treated as a crime scene. As such, preservation and collection of evidence is critical. Therefore, it is important to ensure that actions on-scene are coordinated between response organizations to minimize any conflicts between law enforcement authorities, who view the incident as a crime scene, and other responders, who view it as a hazardous material or disaster scene.
• In addition to local response coordination challenges, the WMD incident will require that a myriad of state and federal agencies be involved in the response. Coordination and communication issues between all response levels (local, state, and federal) will constantly need to be assessed.
• Contamination of critical facilities and large geographic areas may result. Victims may carry an agent unknowingly to public transportation facilities, businesses, residences, doctors' offices, walk-in medical clinics, or emergency rooms because they do not realize that they are contaminated. First responders may carry the agent to fire or police stations, hospitals, or to the locations of subsequent calls.
• The scope of the incident may expand geographically and may affect mutual aid jurisdictions.

Airborne agents flow with the air current and may be disseminated via ventilation systems, carrying the agents far from the initial source.
• There will be a stronger reaction from the public to a terrorist attack than with other types of incidents. The deliberate destruction of life and property is both horrific and difficult to process, and the fear of additional attacks as well as the unknown often makes the public’s response more severe. Also, the concern of exposure to a chemical or biological agent or radiation evokes terror in most people.
• Time works against responding elements. The incident can expand geographically and very quickly. In addition, the effects of some chemicals and biological agents worsen over time. • Support facilities, such as utility stations and 911 centers along with critical infrastructure, are at risk as targets.
• Specialized State and local response capabilities may be overwhelmed.

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TERRORISM HAZARDS
The Department of Homeland Security defines Weapons of Mass Destruction (WMD) as “a nuclear, radiological, chemical, biological, or other device that is intended to harm a large number of people.”9 WMD can be categorized into five categories using the acronym B-NICE: Biological, nuclear, incendiary, chemical and explosive. The typical routes for exposure to the body include inhalation, ingestion, absorption and/or injection. Each category is further described below.

At least two important considerations distinguish these hazards from other types of terrorist tools.

First, in the case of chemical, biological, and radioactive agents, their presence may not be immediately obvious, making it difficult to determine when and where they have been released, who has been exposed, and what danger is present for first responders and medical technicians. Second, although there is a sizable body of research on battlefield exposures to WMD agents, there is limited scientific understanding of how these agents affect civilian populations.

Chemical Agents
Chemical agents can be classified into five categories: nerve agents, blister agents, blood agents, choking agents, and irritating agents. These man-made agents are intended to kill, seriously injure, or incapacitate people through physiological effects. A terrorist incident involving a chemical agent will demand immediate reaction from emergency responders (fire, police, hazardous materials (HazMat) teams, emergency medical services (EMS), and emergency room staff) who will need adequate training and equipment. Hazardous chemicals, including industrial chemicals and agents, can be introduced via aerosol devices (e.g., munitions, sprayers, or aerosol generators), breaking containers, or covert dissemination. Such an attack might involve the release of a chemical warfare agent, such as a nerve or blister agent or an industrial chemical, which may have serious consequences. Some indicators of the possible use of chemical agents are listed in Table

1. Early in an investigation, it may not be obvious whether an outbreak was caused by an infectious agent or a hazardous chemical; however, most chemical attacks will be localized, and their effects will be evident within a few minutes. There are both persistent and non-persistent chemical agents.

Persistent agents remain in the affected area for hours, days, or weeks. Non-persistent agents have high evaporation rates, are lighter than air, and disperse rapidly, thereby losing their ability to cause casualties after 10 to 15 minutes, although they may be more persistent in small, unventilated areas.

Table 1. General Indicators of Possible Chemical Agent Use Stated Threat to Release a Chemical Agent
Unusual Occurrence of Dead or Dying Animals
• For example, lack of insects, dead birds
Unexplained Casualties
• Multiple victims
• Surge of similar 911 calls
• Serious illnesses
• Nausea, disorientation, difficulty breathing, or convulsions • Definite casualty patterns
9 Department of Homeland Security, 2025
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Unusual Liquid, Spray, Vapor, or Powder
• Droplets, oily film
• Unexplained odor
• Low-lying clouds/fog unrelated to weather
Suspicious Devices, Packages, or Letters
• Unusual metal debris
• Abandoned spray devices.
• Unexplained munitions

BIOLOGICAL
The four most common types of biological agents are bacteria, viruses, rickettsia, and toxins.

These agents occur in nature; however, they can be, and have been, produced by man for use as weapons.

Recognition of a biological hazard can occur through several methods, including identification of a credible threat, discovery of bioterrorism evidence (devices, agent, clandestine lab), diagnosis (identification of a disease caused by an agent identified as a possible bioterrorism agent), and detection (gathering and interpretation of public health surveillance data).

When people are exposed to a pathogen such as anthrax or smallpox, they may not know that they have been exposed, and those who are infected, or subsequently become infected, may not feel sick for some time. This delay between exposure and onset of illness, the incubation period, is characteristic of infectious diseases. The incubation period may range from several hours to a few weeks, depending on the exposure and pathogen. Unlike acute incidents involving explosives or some hazardous chemicals, the initial detection and response to a biological attack on civilians is likely to be made by direct patient care providers and the public health community.

Terrorists could also employ a biological agent that would affect agricultural commodities over a large area (e.g., wheat rust or a virus affecting livestock), potentially devastating the local or even national economy.

Responders should be familiar with the characteristics of the biological agents of greatest concern for use in a bioterrorism event. Unlike victims of exposure to chemical or radiological agents, victims of biological agent attack may serve as carriers of the disease with the capability of infecting others (e.g., smallpox, plague, etc.). Some indicators of biological attack are given in Table 2.

Table 2. General Indicators of Possible Biological Agent Use Stated Threat to Release a Biological Agent
Unusual Occurrence of Dead or Dying Animals
Unusual Casualties
• Unusual illness for region/area
• Definite pattern inconsistent with natural disease
Unusual Liquid, Spray, Vapor, or Powder
• Spraying; suspicious devices, packages, or letters
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Nuclear/Radiological
Nuclear terrorism can occur in two different ways: either detonation or threat of detonation of a nuclear bomb; or dispersion of radiological material using a conventional explosive or other dispersal device. Nuclear terrorism threats are on the rise due to recent activity amongst foreign countries and the discussions regarding their nuclear capabilities. Recent revelations have surfaced regarding the ability of non-state actors to purchase uranium. Because of this current climate, the potential for the creation of “Dirty Bombs” (also known as a small nuclear device) is a strong possibility.

The difficulty of responding to a nuclear or radiological incident is compounded by the nature of radiation itself. In an explosion, the fact that radioactive material was involved may or may not be obvious, depending upon the nature of the explosive device used. The presence of a radiation hazard is difficult to ascertain unless the responders have the proper detection equipment and have been trained to use it properly. Detection devices exist and are being used in the City.

Conventional Explosives and Secondary Devices
The easiest WMDs to obtain and use are still conventional explosive devices, or improvised bombs, which may be used to cause massive local destruction or to disperse chemical, biological, or radiological agents. The components are readily available, as are detailed instructions on constructing such a device. Improvised explosive devices are categorized as being explosive or incendiary and employing high or low filler explosive materials to explode and/or cause fires.

Explosions and fires can also be caused by projectiles and missiles, including aircraft used against high-profile targets such as buildings, monuments, and special events. Bombs and firebombs are cheap and easily constructed, involve low technology, and are the terrorist weapon most likely to be encountered. Large, powerful devices can be outfitted with timed or remotely triggered detonators and can be designed to be activated by light, pressure, movement, or radio transmission.

The potential exists for single or multiple bombing incidents to occur in single or multiple municipalities. Explosive materials can be employed covertly with little signature and are not readily detectable. Secondary explosive devices may also be used as weapons against responders and the public in coincident acts. Other diversionary events or attacks could also be aimed at responders.

Combined Hazards
WMD agents can be combined to achieve a synergistic effect—greater in total effect than the sum of their individual effects. They may be combined to achieve both immediate and delayed consequences. Mixed infections or toxic exposures may occur, thereby complicating or delaying diagnosis. Casualties of multiple agents may exist; casualties may also suffer from multiple effects, such as trauma and burns from an explosion, which exacerbate the likelihood of agent contamination. Attacks may be planned and executed to take advantage of the reduced effectiveness of protective measures produced by employment of an initial WMD agent. Finally, the potential exists for multiple incidents in single or multiple municipalities.

Low-Tech Devices and Delivery
Planning for the possibility of terrorist attacks must consider the fact that explosives can be delivered by a variety of methods. Most explosive and incendiary devices used by terrorists would be expected to fall outside the definition of a WMD. Small explosive devices can be left in SEMS/NIMS Emergency Operations Plan
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packages or bags in public areas for later detonation, or they can be attached directly to a suicide bomber for detonation at a time and place when and where the terrorist feels that maximum damage can be done. The relatively small size of these explosive devices and the absence of specific security measures in most areas make these types of terrorist attacks extremely difficult to prevent.

Small explosive devices can also be brought onto planes, trains, ships, or buses, within checked bags or hand carried luggage. Larger quantities of explosive materials can be delivered to their intended target area by means of car or truck bombs.

Other Terrorism Hazards
Planners also need to consider the possibility of unusual or unique types of terrorist attacks previously not considered likely.10 Although it is not realistically possible to plan for and prevent every conceivable type of terrorist attack, planners should anticipate that future terrorism attempts could range from simple, isolated attacks to complex, sophisticated, highly coordinated acts of destruction using multiple agents aimed at one or multiple targets. Therefore, the plans developed for terrorist incidents must be broad in scope yet flexible enough to deal with the unexpected.

These considerations are particularly important in planning to handle the consequences of attacks using low-tech devices and delivery, assaults on public infrastructure, and cyber terrorism. In these cases, the training and experience of the responders may be more important than detailed procedures.

Mass Shootings
A mass shooting occurs when one or more individuals kill or injure multiple individuals simultaneously using a firearm. Some locations are at heightened risk for an attack including, but not limited to, government offices, places of worship, public places, and schools. The immediate impact of a mass shooting would include the loss of life. The long term impact of a mass shooting includes the physical recovery from injuries sustained during the incident as well as the harm caused to mental health.

Vehicle Ramming
Vehicle ramming attacks are characterized by the deliberate use of a vehicle as a weapon against pedestrians or infrastructure. Perpetrators often acquire vehicles through rental services, increasingly through smartphone applications. These attacks target densely populated areas, public gatherings, and critical infrastructure to maximize casualties and societal impact. Mitigation efforts include, but are not limited to, installing physical barriers, managing traffic flow, and continuous intelligence gathering.

Infrastructure Attacks
Potential attacks on elements of the nation’s, state’s, county’s, and local infrastructure require protective considerations. Infrastructure protection involves proactive risk management actions taken to prevent destruction of or incapacitating damage to networks and systems. 10 Prior to the World Trade Center attack, the use of multiple commercial airliners with full fuel loads as explosive, incendiary devices in well-coordinated attacks on public and governmental targets, was not considered a likely terrorist scenario. In addition, 2022 saw the rise of individual shootings at electrical substations to damage a portion of the grid.

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Cyber Terrorism
Cyber terrorism refers to the malicious use of electronic information technology to threaten or carry out acts that endanger human life or target an organization’s critical infrastructure. Its aim is to intimidate or coerce governments or civilian populations to advance specific political or social objectives (FBI NIPC, Congressional testimony, August 29, 2001). As with other critical infrastructure guidance, most cyber protection guidance focuses on security measures to protect computer systems against intrusions, denial of service attacks, and other forms of attack.

SPECIFIC TO THE CITY OF BEVERLY HILLS
The City of Beverly Hills is known around the world for its wealth, hosting international dignitaries and celebrities, and being the home to many famous people. This makes the City a target for terrorist activity.

Recent trends toward large scale attacks generating significant 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. Contemporary terrorist activities runs the gamut from simple letter bombings, assassinations with small arms, bio-chemical attacks, vehicle-borne attacks, and building bombings.

Bombings and arson remain significant avenues for terrorist activity. Related threats include bomb threats which disrupt normal operations. Venues likely to suffer the impact of terrorism include government facilities, entertainment, and cultural facilities, the Business Triangle, City Hall, and hotels within the City.

Conventional political motivations for terrorism continue, however, issues involving weapons proliferation, organized crime and narcotics trafficking are seen as having increasing influence. The potential for nuclear, biological, or chemical (NBC) attacks remain a concern. Recent events make NBC emergencies a plausible scenario necessitating the detailed contingency planning and preparation of emergency responders to protect the civilian population in Beverly Hills and throughout Los Angeles County.

EMERGENCY RESPONSE CONSIDERATIONS
The Police Department will be the lead agency. In incidents with high mass casualty impacts the Fire Department will serve in unified command with the Police Department. Response is always commanded from the local level. During a terrorist incident the FBI will be part of the Unified Command structure when responding to the event as indicated by HSPD-5. The FBI is responsible for marshaling specialized federal resources including Nuclear Emergency Search Teams (NEST) and other technical assistance from the Department of Energy and the Department of Homeland Security.

There is now an integral network at the federal, state, county, and local levels to monitor trends and potentials that may result in terrorism threats or attacks within LA County. This early warning element evaluates data and research threat information.

The Homeland Security Advisory System has been replaced with the National Terrorism Advisory System.

This system more effectively communicatesinformation about terrorist threats by providing timely, detailed information to the public, government agencies, first responders, airports and other transportation hubs, and the private sector.

Emergency response actions applicable to all common hazards are presented in Part Two of this Plan.

MITIGATION
See the Hazard Mitigation Plan for current and future mitigation activities.

ATTACHMENTS:

None
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THREAT ASSESSMENT 4:

IMMINENT/ACTUAL FLOODING

GENERAL SITUATION
Floods are generally classed in two types: flash, or slow rise. Flash floods generally result from large and intense rainfalls that occur over short durations, while slow-rise floods occur in flood plains near rivers or other bodies of water. The City of Beverly Hills is most susceptible to flash floods.

SPECIFIC TO THE CITY OF BEVERLY HILLS
Flash flooding in the City of Beverly Hills is localized due to the topography of the area.

Significant rainfalls drain quickly from the elevated areas both in and out of the City and are channeled through the Los Angeles County Flood Control System that cuts through the City.

During large and intense rainfalls in the watershed in which the City lies, the County storm drain system may become overloaded. When the system is saturated, there is the potential for localized flooding in the southeast sector of the City. Since the potential for flash flooding is dependent upon a variety of factors (i.e. intensity and length of rainfall, area subject to rainfall, and tides), preparation time is minimal at best.

The Federal Emergency Management Agency (FEMA) has determined that the City no longer falls under any Flood Zone, thus not requiring the City to undertake mandatory flood mitigation enforcement actions.

EMERGENCY READINESS STAGES
Preparation for flooding requires resources to be ready at the onset of the rainy season. Response to flooding is coordinated by the Fire Department and Public Works: Street Maintenance Division.

Stage I: Watch. Crews begin monitoring the storm drain system at the onset of heavy rainfall.

Stage II: Full Alert. Street crews begin sandbagging procedures.

Stage III: Emergency. Street crews begin pumping operations in underground structures, and other key locations, at the direction of the Fire Department and/or key City staff.

Stage IV: Localized Evacuation. Evacuation may be ordered by the Fire Department from structures that are in imminent danger from floodwaters or other associated hazards.

MITIGATION
See the Hazard Mitigation Plan for current and future mitigation activities.

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ATTACHMENTS:

None
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THREAT ASSESSMENT 5:

LANDSLIDE

GENERAL SITUATION
Landslides result from both natural and manmade causes and often in combination with two or more factors. Erosion from natural or piped water flows, broken or weakened bedrock, earthquakes, or subsurface water pockets can initiate surface movement and a resulting landslide.

The speed with which landslides occur is dependent upon several factors including the severity of the causal action. Landslides can cause loss of life and property. The rapid shifts in the surface hold the greatest potential for loss of life due to the absence of warning time. The sudden disruption of utilities and loss of access if roads are blocked or destroyed pose additional problems to emergency operations. The destruction of gas lines can result in wildfire or structure fires with little or no water available for suppression. Restricted access on closed or destroyed roads may isolate the injured and hamper search and rescue operations. Engineering assessments of the slide area should precede search and rescue operations to maximize continuity of response and personnel safety.

SPECIFIC TO THE CITY OF BEVERLY HILLS
The hillside area of the City of Beverly Hills is one of two sectors that is subject to landslide potential. Surface movements in the hillside area could be triggered by rain, a breach in a reservoir, damage to potable water reservoirs or pumping facilities or earthquake. Hillside development has placed additional loads on the subsurface bedrock. Erosion and the loss of vegetation during periods of drought tend to increase the potential for localized landslides in the hillside areas of the City. In the canyon areas, the presence of subsurface water provides the potential for liquefaction during earthquakes. Significant surface movement along the streets that access Coldwater Canyon Drive could isolate populations in those areas due to the extreme gradient and right of way sitting and could disrupt underground utilities.

EMERGENCY RESPONSE CONSIDERATIONS
Community Development, Fire, or Public Works Department will be the lead agency. Emergency response actions applicable to all common hazards are presented in the Checklist Actions in Part Two of this Plan.

MITIGATION
See the Hazard Mitigation Plan for current and future mitigation activities.

ATTACHMENTS:

1. Landslide Hazard Map

2. Deep-Seated Landslide Hazard Map
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ATTACHMENT 1

LANDSLIDE HAZARD MAP
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ATTACHMENT 2

LANDSLIDE HAZARD MAP
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THREAT ASSESSMENT 6:

HAZARDOUS MATERIAL INCIDENT

GENERAL SITUATION
The seriousness of a hazardous material incident depends on many factors. The simultaneous presence of multiple factors can create destructive conditions, which may result in mass injuries, destruction, and the contamination of property and the environment in general. Types of material, quality of material, location, time of day/day of the week, and weather conditions are all examples of influencing factors.

SPECIFIC TO THE CITY OF BEVERLY HILLS
The City of Beverly Hills could be affected by hazardous materials incidents. The spills/releases of material can result from both stationery and mobile sources. The level of exposure from stationary sources is very low, due to the types of business and industry located within the City.

The exposure to the City from mobile sources is slightly higher, due to the types of thoroughfares within the City, including the state highway, Santa Monica Blvd., which crosses through the center of the City.

TRANSPORTATION ACCIDENTS
The greatest probability of a major hazmat incident is from a transportation accident. The amount of hazardous materials transported over roadways daily is unknown, but estimated to be steadily increasing as our economy grows. There is the potential for hazardous materials incidents almost anywhere on the highway and roads throughout Beverly Hills. Two of the major truck routes in the City are Wilshire Blvd. and Santa Monica Blvd., both of which cross through the south-central portion of the City. In general, except for high-level radioactive materials and certain poisons and explosives, all classes of hazardous materials can be transported on roadways in the City. However, because Section 31303 of the California Vehicle Code and U.S. Department of Transportation regulations require that hazardous materials be transported by routes with the least overall travel time whenever practicable, many of the local streets in the City are not used for the transport of hazardous materials. There is no record of a hazardous material spill or incident in the City recorded in the historical records.
11 Although the City has little or no industry that uses significant amounts of hazardous materials, materials are in transit through the City from other locations outside the City and traverse the City enroute to other destinations outside the City.

Besides the immediate effects of a hazardous materials incident on scene, there are also ancillary effects such as the impact on drainage systems as well as the evacuation of schools, business districts, and residential areas.
11 Beverly Hills, City of. 2004. Hazard Mitigation Action Plan 2004-2009, 19 October.

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CLANDESTINE DUMPING
Clandestine dumping is the criminal act of disposing of toxic materials and hazardous waste on public or private property. As the costs and restrictions increase for legitimate hazardous waste disposal sites, it is anticipated that illegal dumping of hazardous materials could increase proportionately.

EMERGENCY RESPONSE CONSIDERATIONS
The Fire Department will be the lead agency. The Los Angeles County Fire Department is the Administering Agency for hazardous materials as required by Chapter 6.95 of the Health and Safety Code. The Los Angeles City Fire Department should be called immediately for a mutual aid Hazardous Materials Emergency Response Team, should an incident occur. Los Angeles County Fire will provide aid if Los Angeles City Fire cannot, either with their resources or through the Master Mutual Aid plan as the Region 1 Coordinator. All response procedures follow the Los Angeles County Hazardous Materials Plan.

Specific priorities are (following the California Specialized Training Institute (CSTI) -developed response acronym: SIN-CIA-PCP-DDD):

Safety: Determine the nature of the event and avoid expanding it.

Isolation: Keep uninvolved civilians and responders out of the danger area.

Notifications: Notify all necessary response and regulatory agencies.

Command: Establish the Incident Command System to manage and coordinate response.

Identification: (Hazard Assessment) Identification of the material and assessment of the hazards to people, the environment and to property.

Action Planning: Develop Site Safety and Action Plans based on the Hazard Assessment.

Protective Equipment: Equip responders for offensive or defensive actions.

Containment/Control: Prevent the incident from escalating with safe actions.

Protective Actions: Evacuate or Shelter in Place depending on the hazard, population involved, and resources.

Decontamination: Protect lives and health by preventing the material from spreading.

Disposal: Conduct proper disposal and site clean-up/re-mediation. Responsible party pays.

Documentation: Thoroughly document all aspects of the event response.

MITIGATION
See the Hazard Mitigation Plan for current and future mitigation activities.

ATTACHMENTS:

None
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THREAT ASSESSMENT 7:

IMMINENT/ACTUAL

DAM/RESERVOIR FAILURE

GENERAL SITUATION
Dam/reservoir failures result from several causes which can be natural and/or manmade. An earthquake, erosion of the foundation, improper sitting, structural/design flaws, rising floodwaters, individually or in combination, can result in the release of large amounts of water.

In the event of an earthquake or other disaster which could threaten the structural integrity of the dam, personnel will be directed to dam and reservoir sites to inspect those structures for actual or potential hazards.

The City of Beverly Hills maintains ten (10) reservoirs as part of the potable water system. Of these, six (6) are located above ground and the remaining four (4) are constructed below or partially below ground level. The reservoir at the Greystone Mansion is constructed below ground level yet is built at an elevation that a breach in the structure would create a flood wave in the area below the mansion. If the reservoir were to fail, the escaping water would flow in a southerly direction reaching the area bounded by Doheny Road and Foothill Road to the west, Doheny Drive to the east, and Sunset Blvd. and Santa Monica Blvd. to the south. Several factors would influence the severity of such an event, including the amount of water impounded and the type of infrastructure located downstream.12
Greystone Reservoir is constructed of concrete and holds over 19 million gallons of water.

Reservoirs 3A, 4B, 5, 6 and 7 are above ground structures constructed of steel. Capacities of these reservoirs are one million gallons each for 3A, 4B, 5, 6 and 7 and two million gallons for 4A. Each reservoir can produce a flood wave if the structure suffers a catastrophic breach. Damage to the structures caused by an earthquake, however, would most probably be a minor breach, which would allow time for warning and reduction of the stored water in the reservoir. The City has added a 1.8 mg above grade concrete reservoir at Booster Station #2 on Woodland Drive.

The two (2) remaining reservoirs, Coldwater, and Sunset, present no potential for flood wave. 12 City of Beverly Hills Hazard Mitigation Plan, September 2004, page 150 SEMS/NIMS Emergency Operations Plan
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EMERGENCY RESPONSE CONSIDERATIONS
Public Works is the lead agency responsible for the City’s reservoir system. In the event of a failure, the Fire Department, Police Department, or Public Works Department will be the lead agency.

Emergency response actions applicable to all common hazards are presented in the Checklist Actions in Part Two of this Plan.

MITIGATION
See the Hazard Mitigation Plan for current and future mitigation activities.

ATTACHMENTS:

1. Dam Inundation Hazard Zones
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ATTACHMENT 1

DAM INUNDATION HAZARD ZONES
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THREAT ASSESSMENT 8:

MAJOR AIR CRASH

GENERAL SITUATION
A major air crash that occurs in a heavily populated area could 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 resulting 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 impacted area. The crowds of onlookers and media personnel will have to be controlled. Emergency medical care, food and temporary shelter will be required for injured or displaced persons. Many families may be separated, particularly if the crash occurs during working hours; a Family Assistance Center 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 need to 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 be significant due to the trauma associated with such a catastrophe. A coordinated response team should take a proactive approach toward identifying and addressing mental health needs stemming from any traumatic disaster.

It is impossible to totally prepare, both physically and 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 possibility but a reality. Therefore, planning for air crash incidents must be included among other potential disasters.

SPECIFIC TO THE CITY OF BEVERLY HILLS
The City of Beverly Hills is located in the western portion of Los Angeles County. The City is comprised of residential and commercial areas. The skies above Beverly Hills are occupied by small aircraft and helicopters originating and departing from several airports located in Southern California. The airports closest to Beverly Hills which handle the greatest amount of air traffic are as follows:

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• Santa Monica Airport (KSMO)
• Los Angeles International Airport (KLAX)
• Burbank Airport (KBUR)
• Van Nuys Airport (KVNY)
• Long Beach Airport (KLGB)
• John Wayne Airport (KSNA)
• Ontario International Airport (KONT)
The airspace over the City of Beverly Hills is not a restricted flight path, so commercial airlines can fly through it. Although not typically in the flight pattern of large commercial airlines, the City could still be affected by commercial and small aircraft incidents.

During favorable weather conditions, it is common practice that aircraft arriving at the Los Angeles (LAX) basin from the North will fly to the Santa Monica navigation aid located at Santa Monica Municipal Airport, then fly easterly towards the Los Angeles Coliseum, and then proceed South along the Harbor Freeway, then make a turn to align with the runways in use. Since aircraft fly easterly, they could possibly fly above Beverly Hills.

EMERGENCY RESPONSE CONSIDERATIONS
The Fire Department will be the lead agency. Response should be in accordance with the National Transportation Act and Family Assistance Plan for Aviation Disasters (See Part Three, Misc) Emergency response actions applicable to all common hazards are presented in the Checklist Actions in Part Two of this Plan.

MITIGATION
See the Hazard Mitigation Plan for current and future mitigation activities.

ATTACHMENTS:

1. Map of Local Airports
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MAP OF LOCAL AIRPORTS
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THREAT ASSESSMENT 9:

CIVIL UNREST/CIVIL DISTURBANCE

GENERAL SITUATION
Occasionally, group or mob violence can erupt as the result of underlying inter-group tension, or because of mob behavior at large gatherings or protests. This group violence, also known as civil unrest or civil disturbance, is characterized by rioting, looting, arson fires, and attacks on law enforcement and public safety personnel. These types of civil disturbances disrupt daily life and the routine operation of government.

Immediate action taken by public safety personnel, including containing and isolating the disturbance, dispersing participants, and arresting offenders is essential to controlling the spread of minor disturbances into large-scale civil disasters. Should a large disturbance or state of civil disturbance occur, steps must be taken to ensure the rapid restoration of order and the protection of life and property.

SPECIFIC TO THE CITY OF BEVERLY HILLS
The City of Beverly Hills has a medium risk of civil unrest. Los Angeles County has experienced both small and large-scale incidents of civil disturbance. Recent examples of civil unrest include the 1992 Los Angeles Civil Unrest and the 2020 Civil Unrest.

EMERGENCY RESPONSE CONSIDERATIONS
The Police Department will be the lead agency. The Police Department must rapidly and accurately assess the situation, concentrate activities on protecting life and property and deploy an appropriate level of personnel to manage the situation. Clear Police Department objectives must be stated by the Police Chief. Clear Citywide objectives must be stated by the Director of Emergency Services (EOC Director). These objectives should include the protection of noninvolved persons and the protection of emergency responders. Clear rules of engagement articulating the amount of force to be used should be communicated to all responders.

Key tactical objectives include:
1) Contain: Confine the disturbance to the smallest area possible. 2) Isolate: Prevent the growth of the disturbance.
3) Disperse: Clear the area and make arrests, if required, in a controlled and coordinated manner.

If necessary, the Police Department may request the enactment of emergency ordinances to contain the spread of disturbance. Such measures include imposing curfews, closing areas, restricting the sale of dangerous goods, etc. In the event of prolonged civil disturbance, it may be necessary to set up roadblocks along critical routes throughout the City. Private Security and the National Guard can be utilized to assist BHPD in operating roadblocks.

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Emergency response actions applicable to all common hazards are presented in the Checklist Actions in Part Two of this Plan.

MITIGATION
See the Hazard Mitigation Plan for current and future mitigation activities.

ATTACHMENTS:

None
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THREAT ASSESSMENT 10:

NATIONAL SECURITY EMERGENCY

GENERAL SITUATION
National Security Emergencies may range from minor inconveniences such as food or petroleum shortages to worst case scenarios such as an attack on the United States utilizing nuclear weapons.

Additionally, threats resulting from weapons proliferation, smuggling nuclear materials, and the potential for nuclear, biological, or chemical (NBC) terrorism employed by sub-national actors exists. A potential threat involves the dispersal of radiological material or the use of a crude nuclear device by terrorists. Future threats may arise as smaller regional powers acquire intercontinental missile capability. The ability to manage the response to a nuclear incident is highly necessary.

National Security Emergencies differ from acts of terrorism in their scope and impact. Terrorism is often confined to a specific location, targeting particular groups or infrastructure to instill fear and disrupt normalcy. In contrast, National Security Emergencies, such as nuclear attacks, food shortages, or widespread biological threats may affect entire nations, requiring a coordinated response across multiple jurisdictions to mitigate their far-reaching consequences.

SPECIFIC TO THE CITY OF BEVERLY HILLS
LA County and the City of Beverly Hills are at risk of a National Security emergency.

EMERGENCY RESPONSE CONSIDERATIONS
Response activities and the lead department will depend on the type of National Security Emergency declared. Most likely, the Police Department will be the lead department for City response/crisis management.

Response activities to a nuclear materials threat will consist of in-place protection measures, relocation, and spontaneous evacuation. City EOC activities should be coordinated with the LA County EOC. Federal efforts for national security emergencies are coordinated by FEMA through the National Response Framework.

Emergency response actions applicable to all common hazards are presented in the Checklist Actions in Part Two of this Plan.

MITIGATION
See the Hazard Mitigation Plan for current and future mitigation activities.

ATTACHMENTS:

None
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THREAT ASSESSMENT 11:

SEVERE WEATHER EVENTS

GENERAL SITUATION
California's weather can be surprisingly diverse, presenting unique threats like hurricanes, tropical storms, heat waves, cold snaps, and even tornadoes. While direct hits of these powerful storms might be infrequent, their impacts can be significant to the City of Beverly Hills. In recent years, both the intensity and frequency of severe weather events have increased.

SPECIFIC TO THE CITY OF BEVERLY HILLS
Beverly Hills faces a variety of extreme weather events that pose significant risks to its residents and infrastructure. The City has experienced the impacts of hurricane remnants, such as San Diego (1858), Norman (1978), Nora (1997), Kay (2022), and Hilary (2023), which brought heavy rainfall, strong winds, and flooding to the region. Tropical storms have also affected the area, , causing flash flooding, downed trees, and power outages. Both hurricanes and tropical storms can potentially inundate the City with water before, during, and after these events.

Additionally, heat waves—occurring more frequently in recent years (1954, 1960, 1976, 1985, 1995, 2006, 2018, 2022, 2023, and 2024)—pose serious health risks, particularly to vulnerable populations, while also increasing the danger of wildfires. Conversely, cold snaps have historically threatened public health as well (notably in 1921, 1932, 1949, 1989, 2007, 2013, 2020, and 2023), especially for the elderly and unhoused individuals.

EMERGENCY RESPONSE CONSIDERATIONS
During Severe Weather Events, the protection of life shall be the City's top priority. To ensure public safety, City officials should issue public safety directives well in advance when faced with high-risk events such as hurricanes, tropical storms, or extreme heat waves. These directives will enable residents to take protective actions, including evacuating if necessary in a timely and organized manner. However, if conditions either rapidly deteriorate or if it becomes unsafe to continue evacuations, officials should transition to a shelter-in-place order. During a shelter-inplace order, all non-essential activities must cease immediately. This two-tiered approach— evacuation followed by a potential shelter-in-place—allows the City to adapt its response as weather conditions evolve, maximizing the safety of all residents.

Emergency response actions applicable to all common hazards are presented in the Checklist Actions in Part Two of this Plan.

MITIGATION
See the Hazard Mitigation Plan for current and future mitigation activities.

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ATTACHMENTS:

Attachment 1: NWS HEAT INDEX
Attachment 2: NWS WIND CHILL CHART
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Attachment 1

NWS HEAT INDEX
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Attachment 2

NWS WIND CHILL CHART
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THREAT ASSESSMENT 12:

COMMUNICABLE

DISEASES/PANDEMICS

GENERAL SITUATION
Beverly Hills, like many urban areas, faces significant risks from pandemics due to its population density, global connectivity, and diverse demographics. The 2020 COVID-19 pandemic revealed how deeply interconnected modern society is, as evidenced by the fact that millions of Los Angeles County residents were infected by the COVID-19 virus and tens of thousands of residents lost their lives. The actions of individuals during such crises have far-reaching consequences for themselves and others, underscoring the need for collective responsibility and cooperation. Selfish behaviors, such as ignoring public health guidelines or hoarding essential supplies, not only prolongs the crisis and exacerbates shortages of food and critical resources but also fuels panic and leaves vulnerable populations at greater risk.

The interconnected nature of modern society facilitates the rapid spread of communicable diseases, making proactive planning essential to mitigating future disease outbreaks. Strengthening local resilience requires a multifaceted approach that includes effective communication strategies and coordinated efforts across all levels of governance. By working together as a community and prioritizing collective well-being, the City can better prepare for and respond to challenges posed by future communicable diseases/pandemics.

Since 1900, several communicable diseases/pandemics have occurred. A brief listing of these outbreaks include:
• 2020 – The COVID-19 pandemic, caused by the novel coronavirus SARS-CoV-2, prompted an unprecedented global response. In the United States, approximately 103 million people—just under one-third of the nation's population—have been confirmed to have contracted COVID-19, with 1,226,126 deaths attributed to the virus.13 Globally, 778 million cases have been reported, and over 7 million deaths have been confirmed.14 These figures are likely an underestimate of the true impact of the pandemic due to variations in how jurisdictions report infections and fatalities. The COVID-19 pandemic lead to the rapid development of vaccines, particularly using innovative Messenger RNA (mRNA) technology. mRNA vaccines trigger an immune response without the need to utilize a live virus. The accelerated timeline for vaccine development—from the virus's identification in December 2019 to emergency use authorization for mRNA vaccines by late 2020— demonstrated a significant breakthrough in medical science and set the stage for future 13 Centers for Disease Control and Prevention. "CDC COVID Data Tracker: Total Deaths Map." Updated April 14, 2025. Accessed April 14, 2025. https://covid.cdc.gov/covid-data-tracker/#maps_deaths-total. 14 World Health Organization. "WHO Coronavirus (COVID-19) Dashboard." Accessed April 14, 2025. https://data.who.int/dashboards/covid19/.

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applications of mRNA technology in combating other infectious diseases and potentially even cancer. Additionally, to reduce the spread of the virus, public health orders mandated the closure of numerous economic sectors. This particularly affected sectors involving mass gatherings and shared spaces such as schools/universities, as well as entertainment venues like restaurants, bars, clubs, and music venues. These shutdowns imposed considerable challenges on both families and businesses and strained their financial stability.
• 2003 – West Nile Virus (WNV) appeared in California and spread to all 58 counties by 2004. WNV is carried by birds and is transmitted to mosquitoes that then transmit the disease to humans and animals through mosquito bites. There have been more than 7,000 human cases and over 300 deaths reported in the State since 2003. Risk of infection is reduced by taking precautions to prevent mosquito bites (California Department of Public Health, 2021). No vaccination has been developed for humans at this time. • 1968 – The H3N2 Virus originated from a combination of avian and human influenza strains, containing two genes from a low-pathogenicity avian influenza virus and six genes from the previously circulating H2N2 virus. The global response included swift vaccine development, with 15 million doses available by January 1969, though it arrived after the pandemic's peak in many countries. The H3N2 virus continues to circulate as a seasonal influenza strain, causing significant morbidity and mortality. • 1957 – The H2N2 Virus resulted in an estimated 1 to 4 million global deaths. The pandemic significantly impacted global health, lowering life expectancy in the U.S. by 3.6 months.

The H2N2 virus circulated until vaccines were distributed and was displaced by the H3N2 virus during the 1968 pandemic, underscoring the importance of swift international response and vaccine development in managing influenza outbreaks. • 1950 and 1960s –The polio pandemic in the United States unfolded in two significant waves, beginning with the devastating 1916 epidemic in New York City that reported over 27,000 cases and more than 6,000 deaths nationwide, primarily affecting infants and young children. The pandemic reached its peak in the 1950s, with the worst recorded outbreak in 1952 resulting in 57,628 confirmed cases and 3,145 confirmed deaths. Additionally, polio paralyzed 21,269 people, sparking widespread fear, and prompting the public to avoid gatherings. These epidemics marked critical turning points in public health, highlighting the urgent need for better understanding and control of diseases. The development of a polio vaccine by Jonas Salk in 1955 and Albert Sabin in 1961 would eventually bring the polio pandemic to an end.
• 1918 – The 1918 H1N1 influenza pandemic was one of the deadliest pandemics in human history, infecting approximately 500 million people worldwide and causing 50-100 million deaths, with a unique mortality pattern that disproportionately affected young adults aged 20-40. The pandemic was exacerbated by World War I conditions, limited medical knowledge, and the lack of vaccines or antibiotics, resulting in about 675,000 deaths in the United States alone. Its legacy continues to influence modern influenza research, with the reconstructed virus genome providing insights into its origins and pathogenicity, while descendants of the 1918 virus continue to circulate and cause significant annual mortality.

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SPECIFIC TO THE CITY OF BEVERLY HILLS
The City of Beverly Hills faces significant risks from emerging infectious diseases, including novel coronaviruses, influenza strains, and other known and unknown pathogens. High population density and frequent international travel make the City particularly susceptible to rapid disease spread. This vulnerability is further exacerbated by the City's diverse population, which includes a significant number of older adults as well as individuals experiencing homelessness. While the City of Beverly Hills has access to high-quality medical facilities, hospitals are located outside of the City, and a severe outbreak could potentially overwhelm local healthcare resources and require alternative facilities to provide care.

The City's unique demographic and geographic characteristics contribute to varying levels of pandemic risk across different areas of the City. The southern parts of Beverly Hills, characterized by a higher population density and multi-family residences, are at a greater likelihood of experiencing faster disease spread compared to the areas north of Santa Monica Blvd., which is predominantly composed of single-family residences. Additionally, as a hub for tourism and luxury retail, the City is particularly vulnerable to economic disruptions caused by communicable diseases/pandemic-related restrictions and reduced travel, emphasizing the need for ongoing mitigation measures.

EMERGENCY RESPONSE CONSIDERATIONS
During a communicable disease/pandemic response, the City will activate its Emergency Operations Center (EOC) to assist with coordinating response efforts. The Los Angeles County Health Department (LACDPH) will take the lead role in responding to any/all communicable disease/pandemic events. Key public health measures such as mask mandates, social distancing protocols, quarantine sites, and vaccination campaigns should be swiftly implemented to mitigate the spread of disease. Testing and contact tracing systems should be established in coordination with medical health partners to monitor outbreaks, while coordination with both local healthcare providers and the County will ensure that hospitals and clinics can manage surge capacity effectively. Furthermore, shortages of essential goods like food, essential household items, and prescription medications pose a threat to the livelihood of residents and should be monitored closely.

Public communication campaigns will play a central role in keeping residents informed, combating misinformation, and encouraging cooperation with public health guidelines. These campaigns must provide clear, actionable information to foster trust and compliance. The City will also prioritize support for vulnerable populations (such as older adults and those with Disabilities and Access and Functional Needs) by coordinating the distribution of food, medical supplies, and other essential items as necessary. If businesses or individuals ignore public health orders, the City may implement a combination of community engagement strategies and enforcement actions—such as fines and temporary closures—to encourage compliance while minimizing conflict. By planning for communicable disease outbreaks/pandemics in advance, the City aims to protect public health, maintain social order, and address the needs of residents.

Emergency response actions applicable to all common hazards are presented in the Checklist Actions in Part Two of this Plan.

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MITIGATION
See the Hazard Mitigation Plan for current and future mitigation activities.

ATTACHMENTS:

None
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SECTION FOUR:

AUTHORITIES AND REFRENCES

TABLE OF CONTENTS
PURPOSE....................................................................................................................................... 3 GENERAL...................................................................................................................................... 3 AUTHORITIES AND REFERENCES .......................................................................................... 3 FEDERAL....................................................................................................................................... 3 STATE............................................................................................................................................ 4 CITY OF BEVERLY HILLS ......................................................................................................... 5 REFERENCES ............................................................................................................................... 6 CONTINUITY OF GOVERNMENT............................................................................................. 7 PRESERVATION OF CITY GOVERNMENT............................................................................. 7 LINES OF SUCCESSION.............................................................................................................. 7 IMMEDIATE DUTIES OF THE CITY COUNCIL IN AN EMERGENCY................................. 8 TEMPORARY COUNCIL MEETING LOCATION AND CITY SEAT...................................... 8 PRESERVATION OF VITAL RECORDS.................................................................................. 10 REFERENCES ............................................................................................................................. 10 DAY-TO-DAY ORGANIZATION CHART ............................................................................... 11 EMERGENCY PROCLAMATIONS........................................................................................... 12 LOCAL EMERGENCY ............................................................................................................... 12 CRITERIA FOR PROCLAMATION........................................................................................... 12 COUNTY EMERGENCY............................................................................................................ 14 STATE OF EMERGENCY.......................................................................................................... 15 FEDERAL DECLARATION ....................................................................................................... 16 SEMS/NIMS Emergency Operations Plan
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SECTION FOUR:

AUTHORITIES AND REFERENCES

PURPOSE
Part One, Section Four: The Authorities and References section describes the authorities and references for conducting and supporting disaster operations, the Emergency Proclamation process and establishes a structure for the Continuity of Government.

GENERAL
The California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code §§ 8550 et seq), hereafter referred to as the CESA, 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 CESA.

The State of California Emergency Plan, which is promulgated by the California Office of Emergency Services (CalOES), is published in accordance with the CESA and provides overall statewide authorities and responsibilities and describes the Lines of Authority functions and operations of government at all levels during extraordinary emergencies, including wartime.

Section 8568 of the CESA 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 plans are extensions of the State of California Emergency Plan. The California Emergency Plan is in the EOC, in the City’s Office of Emergency Management and online at: caloes.ca.gov/officeof-the-director/operations/planning-preparedness-prevention/planning-preparedness/2024-stateemergency-plan/ .

AUTHORITIES AND REFERENCES
The following provides emergency authorities for conducting and/or supporting emergency operations:

FEDERAL
• Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-288, as amended, 42 U.S.C. § 5121 et seq.
• Emergency Planning and Community Right-To-Know Act of 1986, 42 U.S.C. § 11001et seq.
• Homeland Security Act of 2002, Pub. L. No. 107-296, 116 Stat. 2135 (codified as amended at 6 U.S.C. § 101 et seq.) Volunteer Protection Act of 1997, Pub. L. No. 105-19, 111 Stat. 218 (codified as amended at 42 U.S.C. §§ 14501-14505)
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STATE
• Cal. Code Regs. Title 19, Division 2, Chapter 1 (Standardized Emergency Management System (SEMS) Regulations); Cal. Gov't Code § 8607(a) Standardized Emergency Management System (SEMS) Guidelines ( February 2019)
• California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the California Government Code, §§ 8550-8668)
• California Disaster and Civil Defense Master Mutual Aid Agreement, also known as the California Master Mutual Aid Agreement
• California Disaster Assistance Act (Chapter 7.5 of Division 1 of Title 2 of the Government Code, §§ 8680-8692)
• Disaster Assistance Act (Chapter 6 of Division 2 of Title 19 of the California Code of Regulations, §§ 2900et seq.)
• Disaster Recovery Reconstruction Act of 1986 (Chapter 12.4 of Division 1 of Title 2 of the California Government Code, § 8877.1-8877.6)
• Emergencies and Major Disasters (Chapter 2 of Division 2 of Title 19 of the California Code of Regulations, §§ 2501-2578.3)
• Farr Economic Disaster Act of 1984 (Chapter 7.6 of Division 1 of Title 2 of the California Government Code, § 8695et seq.)
• Floods and Storms (California Water Code § 128) (Allows the California Department of Water Resources to work with cities)
• Disaster Service Workers, Government Code §§ 3100-3109, 8557, 8657, Labor Code §§ 3211.9-3211.93a, 3352.94, 3600.6, 4350-4355
• Disaster Service Worker Volunteer Program Regulations, Title 19 of the California Code of Regulations, Sections 2570-2573.3
• Good Samaritan Liability Limitation: Chapter 9 of Division 2.5 of the California Health & Safety Code, §§ 1799.100-1799.112; California Gov. Code §§ 8656-8660; California Business & Professions Code §§ 1627.5 (Dentists) 2395 (Physicians and Surgeons), 2727.5 (Nursing) , 5536.27 (Architects) and California Civil Code §§ 1714.5 • Hazardous Materials (various code sections dealing with hazardous materials: Chapter

6.5 of Division 20, of the Health & Safety Code, §§ 25100-25249.2; Chapter 6.95 of Division 20 of the Health & Safety Code, §§ 25500-25546.5; Chapter 5 of Division 104 of the Health & Safety Code, §§ 114705-114835
• Hazardous Material Release Reporting, Inventory, and Response Plan Regulations (Chapter 4 of Division 2, Title 19 of the California Code of Regulations, §§ 2620-2728) Community Redevelopment Disaster Project Law (Part 1.5 of Division 24 of the California Health and Safety Code, §§ 34000-34009)
• Natural Disaster Community Assistance (Chapter 1 of Part1.6 of Division 24 of the Health and Safety Code, §§ 34050-34055)
• Natural Disaster Emergency Shelter Program (Chapter 2 of Part 1.6 of Division 24 of the California Health and Safety Code, §§ 34070-34082)
• Public Contracting – Bidding Requirements Waiver (Public Contract § 1102, 10101, 20168, 22050).
• Sabotage Prevention Act of 1950 (Chapter 2 of Division 7 of the California Military and Veterans Code, §§ 1630-1674)
• Shelter Crisis (Chapter 7.8 of Division 1 of Title 2 of the California Government Code, §§ 8698-8698.2)
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• Orders and Regulations which may be Selectively Promulgated by the Governor during a State of Emergency (On File)

• Orders and Regulations Promulgated by the Governor to Take Effect upon the Existence of a State of War Emergency (On File)
• Emergency Management Assistance Compact, 1996 (Public Law 104-321)

CITY OF BEVERLY HILLS
• The City of Beverly Hills Resolution adopting the Master Mutual Aid Agreement adopted April 1952
• Resolution No. 1279 designating the City of Beverly Hills as an accredited Disaster Council, adopting a volunteer Disaster Service Worker registration plan, and invoking Worker’s Compensation Benefits for Disaster Service Workers, adopted January 21, 1947
• Resolution No. 96-R-9526 approving the use of the Standardized Emergency Management System (SEMS) as part of the City of Beverly Hills’ Multi-Hazard Functional Plan, adopted November 26, 1996
• Joint Powers Agreement to Provide for Inter-Agency Cooperation in Major Natural or Man-Made Disaster between Disaster Management Area A Cities and the County of Los Angeles, adopted June 14, 2000Resolution No. 90-R-8177 adopting the Public Works Mutual Aid Agreement between Los Angeles County, Orange County, the City of Beverly Hills, and other public entities, adopted June 26, 1990 • Resolution No. 06-R-12046 adopting the use of the National Incident Management System in the City of Beverly Hills, adopted February 21, 2006 • Resolution No. 24-R-13508 appointing Standby Officers for the City Council, adopted May 21, 2024
• Resolution No. 07-R 12359 reaffirming (1) the City of Beverly Hills as an accredited Disaster Council, (2) the volunteer Disaster Service Worker registration plan, and (3) Worker’s Compensation Benefits Eligibility for Disaster Service Workers, adopted June 19, 2007
• Emergency Services Ordinance No. 07-O-2521, title 2, chapter 4, article 1 of the Beverly Hills Municipal Code, adopted July 10, 2007, by the City Council • Anti-Price Gouging Ordinance No. 07-O-2522, title 2, chapter 4, article 2 of the Beverly Hills Municipal Code, adopted July 10, 2007, by the City Council • Public Works Contracts – Emergency Procurement, Ordinance No. 06-O-2504, title 3, chapter 3, article 3, section 3-3-303 of the Beverly Hills Municipal Code, adopted September 19, 2006, by the City Council
• Purchasing of Supplies – Emergencies, Ordinance No. 06-O-2504, title 3, chapter 3, article 2, section 3-3-206 of the Beverly Hills Municipal Code, adopted by the City Council
• Resolution No. DC-07-01 delegating to certain employees of the City of Beverly Hills the authority to administer the oath of office to Disaster Service Workers, adopted October 3, 2007.
• Resolution No. ____ of the Disaster Council recommending that the City Council adopt the City of Beverly Hills Emergency Operations Plan, adopted____. • Resolution No. ____ approving the Emergency Operations Plan, adopted____. (Will change when plan is approved.)
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REFERENCES
• U.S. Department of Homeland Security. (2019). National Response Framework, Fourth Edition. Washington, DC: U.S. Department of Homeland Security. • NRT-1, Hazardous Materials Emergency Planning Guide and NRT-1A Plan Review Guide (Environmental Protection Agency's National Response Team) • National Incident Management System, U.S. Department of Homeland Security, December 2008 (and as amended in 2017).
• Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans, Version 3.0, Federal Emergency Management Agency (September 2021). Planning Considerations: Complex Coordinated Terrorist Attacks (July 2018) • National Prevention Framework, Second Edition (June 2016) • Disaster Assistance Procedure Manual (State CalOES)
• California Emergency Plan, 1971 (as amended)
• California State Emergency Plan, 2009 (as amended)
• California Emergency Resources Management Plan, California Governor’s Office of Emergency Services (1968) (See California Gov. Code § 8668) • California Fire Service and Rescue Emergency Mutual Aid Plan, California Governor’s Office of Emergency Services (February 2012, as revised). California Hazardous Materials Incident Contingency Plan, California Office of Emergency Services (1991, as revised 2022)
• Hazardous Materials Incident Toolkit, California Office of Emergency Services (January 2006, as updated 2022).
• California Law Enforcement Mutual Aid Plan, California Governor’s Office of Emergency Services (1961, as revised 2012). California Fire and Rescue Operations Plan, California Governor’s Office of Emergency Services (1978, as updated 2022). • Disaster Recovery and Mitigation Handbook, California Governor’s Office of Emergency Services (July 2004)
• Law Enforcement Mutual Aid Plan, California Governor’s Office of Emergency Services (January 2003, as updated 2022). Legal Guidelines for Controlling the Movement of People and Property during an Emergency, Standardized Emergency Management System (SEMS) Advisory Board (July 28, 1999 reformatted 2021). • Recovery Manual, California Governor’s Office of Emergency Services (July 2004) • State of California Multi-Hazard Mitigation Plan, California Governor’s Office of Emergency Services (September 2004)
• City of Beverly Hills Hazard Mitigation Action Plan (2017-2022) • City of Beverly Hills General Plan and Technical Background Reports Most of the above authorities and references are located on file in the City’s Office of Emergency Management or the EOC.

If any of the authorities cited are amended, re-codified, renumbered, or superseded, it is the intent of the City that the references contained in this Plan to each authority or reference cited be interpreted as referencing the amended, re-codified, or renumbered authority or reference that replaced it, or the authority or reference that superseded it, whichever is applicable.

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CONTINUITY OF GOVERNMENT

PRESERVATION OF CITY GOVERNMENT
Unless otherwise stated, all Section references below are to the California Government Code.

A major disaster or national security emergency could result in great loss of life and property, including the death or injury of key government personnel. At the same time, there could be partial or complete destruction of established seats of government and/or the destruction of public and private records essential to continued operations of the city.

In the aftermath of a major disaster, law and order must be preserved, and essential government services must be maintained. To this end, it is particularly essential that City government continues to function.

Section 8635 et seq. of the CESA provides the authority, as well as the procedures to be employed, to ensure continued functioning of political subdivisions within the State of California.

LINES OF SUCCESSION
The first step in assuring continuity of government is to have personnel who are authorized and prepared to carry out emergency actions for government operations in the event of a natural, manmade, technological, or national security disaster.

The City Manager is designated in the Municipal Code as the Director of Emergency Services (BHMC Section 2-4-105). Should the City Manager be unable to serve as Director of Emergency Services, the Municipal Code provides that the individuals who hold permanent appointments to the following positions in government shall automatically serve as Acting Director of Emergency Services, in the order shown, and shall serve until the City Manager, or an individual holding the permanent appointment to a position above the Acting Director of Emergency Services (in the order shown), is available to serve. An individual serving as Acting Director shall have the authority and powers of the Director.

In the absence or incapacity of the City Manager, the following is the Official Chain-of-Command in sequential order to serve as the Acting City Manager and/or sometimes the Director of Emergency Services (EOC Director), when an emergency is declared. This Chain-of-Command shall stay in effect until otherwise ordered by the City Manager. During normal operations, the City Manager reserves the right to name any member of the Executive Team as Acting City Manager. In the case of a Local or County Emergency Declaration the following Chain of Command becomes effective and supersedes any other management structure. Only the City Manager may change the following order.

1. City Manager

2. Assistant City Manager

3. Deputy City Manager

4. Public Works Director

5. Fire Chief

6. Police Chief
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7. Community Development Director

8. Finance Director

9. Community Services Director

10. Chief Information Officer

11. Human Resources Director
A full succession list outlining succession plans for City department heads can be found at the EOC Director’s desk. Policy and Management staff will assist the Acting City Manager with Cityrelated business and with duties during an emergency as described in the Emergency Operations Plan and by City Ordinance. Each member of the City Council also names three successors should they become unavailable in a declared disaster. A list of these successors can be found in the City Clerk’s Office and in the Director of Emergency Services file Cabinet.

IMMEDIATE DUTIES OF THE CITY COUNCIL IN AN EMERGENCY
Section 8642 of the CESA compels the City Council to convene as soon as possible whenever a State of War Emergency, State of Emergency, or Local Emergency exists. The meeting may be called by the City Manager (Director of Emergency Services) or by a majority of the members of the governing body. Should there be only one member of the governing body available, that member may call and hold the meeting and perform acts necessary to reconstitute the governing body by activating the City Council.

Section 8643 of the CESA describes the duties of the City Council during emergencies as follows:
• ascertain the damage to the jurisdiction and its personnel and property; • reconstitute itself and fill City vacancies;
• perform functions in preserving law and order and furnishing local services.

TEMPORARY COUNCIL MEETING LOCATION AND CITY SEAT
Section 8642 of the CESA authorizes the City Council to meet at a place not necessarily within the City in the event of a State of War Emergency, State of Emergency, or Local Emergency.

Section 54954 of the Brown Act provides that if a fire, flood, earthquake, or other emergency makes it unsafe to meet in the place designated for holding regular City Council meetings, the presiding officer of the City Council, or his or her designee, can designate the place that regular meetings will be held for the duration of the emergency. The presiding officer’s designation of a meeting place under those circumstances must be:
• made in a notice to the local media that have requested notice pursuant to Section 54956 of the Government Code, and
• by the most rapid means of communication available at the time. (Section 54954(e)) SEMS/NIMS Emergency Operations Plan
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Under the Brown Act, “traditional teleconferencing” requirements include:
• All votes shall be by rollcall.
• The agenda for the meeting must be posted at all teleconference locations. • All teleconference locations must be identified in the meeting notice and agenda. • All teleconference locations must be open to the public. • A quorum of the members must participate from locations within the boundaries of the local agency.
• Public comment must be allowed at all locations.

During a declared State of Emergency, some of the above requirements are relaxed. Assembly Bill (AB) 361 allows local agencies to hold fully remote meetings during a declared state of emergency when in-person gatherings pose health or safety risks. AB 557 requires agencies to justify their use of teleconferencing every 45 days through a resolution finding that an in-person gathering would pose health or safety risks.

With a sunset date of January 1, 2026, AB 2449 establishes additional teleconferencing rules for public meetings:
• Remote attendance exemptions:
o "emergency circumstances" (requires legislative body approval – can be granted day of) ▪ “emergency circumstance” is defined as “a physical or family medical emergency that prevents a member from attending in person” o "just cause" (no approval)
▪ "Just cause" exemptions is limited to two meetings per calendar year and includes caregiving responsibilities, illness, disability, or official travel. o Both require a brief explanation to be disclosed publicly at the start of the meeting • Imposes a 20% limit on remote attendance per year or three consecutive months (two meetings if fewer than 10 annually) inclusive of both “Emergency Situations” and “Just Cause” exemptions.
• Traditional teleconference location disclosure and access requirements are waived. • Remote participants must publicly disclose the presence of adults (18 years and older) at the beginning of the meeting and publicly state the nature of their relationship. • A Quorum of the legislative body must be physically present at a public location within the jurisdiction.
• Two-way audiovisual access and live webcasts are required (allowing public participation) • Technical disruptions must be resolved before continuing the meeting.

The Beverly Hills Municipal Code, Section 2-1-4, provides that the “presiding officer” of the City Council is the Mayor, or in the Mayor’s absence, the Vice Mayor.

In the event that City Hall is not usable because of emergency conditions, the temporary office of City government as well as the seat of emergency operations should be established as close to City Hall as possible. Pre-identified locations are as follows:
1st Alternate: Fire Station, Administration Offices
2nd Alternate: Public Works Facility
3rd Alternate: Beverly Gardens (Civic Center buildings alternate evacuation area) 4th Alternate: Greystone Mansion
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5 th Alternate: Horace Mann Elementary (or other available school with minimal damage)
6 th Alternate: Santa Monica City Hall
7 th Alternate: Santa Clarita City Hall
8 th Alternate: Huntington Beach City Hall
*Other locations may be utilized should the above not be considered suitable locations.

City government and emergency operations could or could not be co-located.

PRESERVATION OF VITAL RECORDS
In the City of Beverly Hills, the following departments are responsible for the preservation of vital records:
1) City Clerk’s Office
2) Information Technology
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 vital statistics, land and tax records, license registers, 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. This includes constitutions and charters, statutes and ordinances, court records, official proceedings, and financial records.

Vital records of the City of Beverly Hills are routinely stored in the individual departments and the basement of the library. Microfilmed records are stored outside of the City at Hutchinson, Kansas. Back-up data systems are stored off-site at Arcus Computer Services.

Each department within the City should identify, maintain, and protect its own essential records.

REFERENCES
• 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, § 8635 et seq.).

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CHART 1:

CITY OF BEVERLY HILLS

DAY-TO-DAY ORGANIZATION CHART
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EMERGENCY PROCLAMATIONS

LOCAL EMERGENCY
A Local Emergency may be proclaimed by the City Council or by the Director of Emergency Services (EOC Director) (BHMC Section 2-4-107). A Local Emergency proclaimed by the Director of Emergency Services (EOC Director) must be ratified by the City Council within seven days. The City Council will review the need to continue the proclamation at least once every thirty days until the Local Emergency is terminated (Section 8630). The Local Emergency must be terminated by resolution as soon as conditions warrant.

Proclamations of a Local Emergency are normally made when conditions of disaster or extreme peril to the safety of persons and property within the City exist, caused by natural or man-made situations (Section 8558). Natural or man-made situations include air pollution, drought, earthquake, epidemic, fire, flood, pandemic, plant or animal infestation or disease, civil unrest, storm, sudden or severe energy shortage, or other conditions which are or are likely to be beyond the control of the services, personnel, equipment, and facilities of the City and require the combined forces of other political subdivisions to combat.

CRITERIA FOR PROCLAMATION
A. As defined by the California Governor’s Office of Emergency Services (Cal OES), there are no distinct legal definitions that delineate the point at which an emergency should be declared. It is an informed decision to be made by authorized personnel based on assessment of the severity of the situation, as it affects both the public and private sectors.

However, to be eligible for state financial assistance under the California Disaster Assistance Act, the proclamation of a local emergency must be made within 10 days after the occurrence of a disaster and must be acceptable to the California Secretary of Emergency Management (Section 8685.2).

B. In the City of Beverly Hills, the following criteria may be used as a basis for determining that a situation is beyond the control of local services:

1. There exist conditions of disaster or extreme peril to the safety of persons and property.

2. The means to resolve conditions of extreme peril may exceed the City’s ability to respond.

3. The extent of the emergency may exceed the capabilities of the City Fire Department to provide fire control, conduct rescues, perform inspections and evaluate safety of target hazard locations.

4. The extent of the emergency may exceed the capabilities of the City Police Department to provide adequate law enforcement and traffic control.

5. The damage to public facilities is such that various outside public and private agencies must aid in protecting, clearing, or repairing said facilities, and the extent of the assistance needed exceeds that amount of monies allotted by the City as a Public Services contingency fund.

6. Evacuation of residents from their homes to a relocation center is required for a period of such sufficient duration that will tax the ability of the City to staff the relocation SEMS/NIMS Emergency Operations Plan
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center and/or provide the services needed by the evacuees.

7. The extent of damage to the private sector is such that substantial assistance is needed to provide shelter and basic services, and to mitigate the effects of the disaster.

8. There exists a need to protect those who provide emergency services. This protection includes:
• Immunity from negligence in the performance of emergency related duties. • Protection of the City and its work force from personal injury (civil) claims resulting from actions in shelters. (California Civ. Code Section 1714.5) • The need to promulgate orders and regulations to facilitate the maintenance of order and reduction in potential loss of life and property.
• The need to employ extraordinary police powers.
• The need to temporarily allow exceptions to statutorily mandated procedures to facilitate emergency operations.

9. Additionally, there may be a need to send a firm message to the public that will clearly demonstrate the government’s resolve to deal with potentially perilous situations.

The City of Beverly Hills’ Emergency and Disaster Services Ordinance 07-O-2521 adopted July 10, 2007, outlines the types of emergencies that may be declared and defines the role, powers and duties of the Disaster Council, the Director of Emergency Services (EOC Director), and other officers and City staff.

The City Council adopted the City of Beverly Hills Emergency Plan by Resolution No. 76-R-5544 on November 3, 1976. This plan was amended and renamed the “City of Beverly Hills Multi Hazard Functional Plan” in 1989. The 1989 Plan has since been amended and renamed the “City of Beverly Hills Emergency Operations Plan” on October 2, 2007, by Resolution 07-R-12440. The 2007 Plan has also been amended, and the amended plan was approved by the City Council on August 20, 2013. The 2013 plan has been amended and updated on __________, 2025, by Resolution __________ (To be updated after approval). The Plan is followed by the City during all emergency incidents and the degree of implementation is based on the severity of the emergency.

The proclamation of a Local Emergency provides the legal authority to:
• if necessary, request that the Governor proclaim a State of Emergency (Section 8625) • 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 (Section 8634)
• exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements (Section 8631) • request state agencies and other jurisdictions to provide mutual aid (Section 8632) • require the emergency services of any local official or employee (Section 3100 et seq.) • requisition necessary personnel and materials from any City department or agency (Municipal Code Section 2-4-107)
• obtain vital supplies and equipment and, if required, immediately commandeer the same for public use (Municipal Code Section 2-4-107)
• impose penalties for violation of lawful orders (Municipal Code 2-4-111) • conduct emergency operations without incurring legal liability for performance, or failure SEMS/NIMS Emergency Operations Plan
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of performance (Note: Article 17 of the CESA, Section 8655, and California Civil Code Section 1714.5 provide for certain privileges and immunities.) • give City employees and governing bodies certain legal immunities for emergency action taken (Section 8655 and 8657)
• expend funds in connection with the emergency (Section 53021) • appoint additional police officers when necessary for preservation of the public order (Section 38631)
• in some cases, to waive public contract bidding requirements (Public Contract Sections 1102, 10101, 20168, 22050)
Templates of forms are found in the Management Support Documentation section part of this Plan. The City Attorney’s Office is responsible for preparing and submitting Local Emergency Proclamations, with the assistance of the City Clerk’s Office These documents are on file in both the City Attorney’s and City Clerk’s Office as well as in the EOC. Should the City declare a Local Emergency, a copy should be sent immediately to the Los Angeles County Operational Area so that the County, if applicable, can request that a Local Emergency be proclaimed by the County Board of Supervisors.

COUNTY EMERGENCY
The Los Angeles County Office of Emergency Management (LAOEM) is the Coordinator for the Operational Area (OA). When the City proclaims a local emergency, the City's OEM will forward the signed proclamation to the County OEM. The County OEM will make an analysis to determine whether the County will also proclaim a local emergency to support the City’s proclamation and will then either forward the County’s proclamation of a local emergency or if the emergency was localized to the City, then the County will more than likely simply forward the City’s proclamation of local emergency to the California Governor's Office of Emergency Services (CalOES).

If the County of Los Angeles proclaims an emergency, the City will be covered under the County proclamation. (62 Ops.Cal.Atty.Gen. 701, 708 (1979)). However, 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)).

If the County proclaims a local emergency, the proclamation will request that the State also proclaim a State of Emergency.

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STATE OF EMERGENCY
The Governor may proclaim a State of Emergency when:
• conditions of disaster or of extreme peril exist which threaten the safety of persons and property within the state caused by natural or man-made incidents and • the Governor is requested to do so by the mayor or chief executive of a city, or by county authorities, or the Governor finds the city(ies) and county(ies) resources are inadequate to cope with the emergency (Section 8625)
Whenever the Governor proclaims a State of Emergency:
• mutual aid shall be rendered in accordance with approved emergency plans (Section 8616) • the City Council may, by ordinance or resolution, authorize public officers, employees, and registered volunteers to command the aid of citizens as deemed necessary to cope with the emergency (Section 8610)
• the emergency power vested in local public officials are subject or subordinate to the powers vested in the Governor by CESA when exercised by the Governor (Section 8614(b)) • the Governor shall, to the extent he/she deems 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 (Section 8627)
• 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 (Section 8571)
• the Governor may commandeer or make use of any private property or personnel (other than the media) in carrying out the responsibilities of his/her office (Section 8572) • the Governor may promulgate, issue, and enforce orders and regulations deemed necessary, and City ordinances, orders, and regulations may continue in effect except as to any provision suspended or superseded by an order or regulation issued by the Governor (Section 8614(c) and 8627)
• the Governor may temporarily suspend any statute, ordinance, regulation, or rule that imposes non-safety related restrictions on the delivery of food products, pharmaceuticals, and other emergency necessities distributed through retail or institutional channels (Section 8627.5(a)) • the Governor may direct any state agency to utilize and employ state personnel, equipment, and facilities to perform all activities designed to prevent or alleviate actual and threatened damaged due to the emergency (Section 8628)
• the Governor may direct state agencies to provide supplemental services and equipment to political subdivisions to restore services necessary for the health and safety of the affected citizens (Section 8628)
• if the President declares a major disaster or emergency in the state, the Governor is authorized to take action to provide temporary housing and other assistance to disaster victims, including acquiring housing units, modifying regulations, and offering financial assistance (Section 8654)
• under certain circumstances, the Governor may suspend all laws of the State which require advertisement for bids for purchases of supplies or employment of services (Military & Veterans Code Section 147)
Whenever the Governor proclaims a State of War Emergency or if a State of War Emergency SEMS/NIMS Emergency Operations Plan
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exists, all provisions associated with a State of Emergency apply. 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 his authority as provided for in the CESA.

FEDERAL DECLARATION
The Governor can request the President declare a Federal Emergency. Section 4410 of the Government Code states that in the event of a national emergency, where public work performed by contract is stopped due to the freezing or diversion of materials, equipment, or labor as a result of an order or proclamation by the President or federal authority, and the circumstances or conditions are such that it is impracticable within a reasonable time to proceed with a substantial portion of the work, then the public agency and the contractor may, by written agreement, terminate said contract.

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SECTION FIVE: SEMS/NIMS

SEMS/NIMS COMMAND AND CONTROL

PURPOSE
Part One, Section Five: SEMS/NIMS Command and Control establishes policies and procedures and assigns responsibilities to ensure the effective management of emergency operations under the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). It provides information on the City of Beverly Hills’ emergency management structure and how the emergency management team is activated.

OBJECTIVES
The overall goal of emergency management, within both the SEMS and NIMS frameworks, is to protect lives, property, and the environment by preventing, protecting against, mitigating, responding to, and recovering from incidents and disasters. This includes coordinating resources and efforts among all levels of government, the private sector, and non-governmental organizations.

CONCEPT OF OPERATIONS
City emergency response and recovery operations will be managed in one of three modes, depending on the magnitude of the emergency.

LEVEL ONE - Decentralized Coordination and Direction
A minor to moderate incident wherein the City’s resources are adequate and available to respond.

A Local Emergency may or may not be proclaimed. Key management level personnel from the principally involved departments may co-locate in a central location to provide coordination. The City EOC may or may not be activated. Off-duty personnel may or may not be recalled.

LEVEL TWO – Centralized Coordination – Decentralized Direction A moderate to severe emergency wherein the City’s resources are not adequate and mutual aid may be required on a regional or even statewide basis. Key management level personnel from the principally involved departments will co-locate in a central location to provide coordination. The EOC should be activated. Off-duty personnel may be recalled. A Local Emergency and a State of Emergency may be proclaimed.

LEVEL THREE - Centralized Coordination and Direction
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 and a State of Emergency 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. All off-duty personnel will be recalled.

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ORGANIZATION AND RESPONSIBILITIES
The City of Beverly Hills operates under the Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS). The City of Beverly Hills’ Emergency Management Organization (including emergency response and recovery) will be directed by the City Manager who serves as the Director of Emergency Services (EOC Director).

The Director of Emergency Services (EOC Director) reports to the City Council and Disaster Board Council per Chapter Four of the City of Beverly Hills Municipal Code. The Director of Emergency Services (EOC Director) is responsible for implementing the SEMS/NIMS Emergency Operations Plan.

The City-wide response will be managed by the Director of Emergency Services. These positions work in close collaboration to ensure an effective Citywide response and recovery effort.

The Emergency Operations Center Director is supported by the Emergency Management Organization and has overall responsibility for:
• organizing, staffing, and operating the Emergency Operations Center (EOC) • managing alert and warning systems
• providing information and guidance to the public
• maintaining information on the status of resources, services, and operations • managing overall operations
• obtaining support for the City of Beverly Hills and providing support to other jurisdictions as requested.
• identifying and analyzing potential hazards and recommending appropriate countermeasures
• collecting, evaluating, and disseminating damage assessment and other essential information
• Providing situational status and other reports to the Los Angeles County Operational Area via the West Hollywood Sheriff's Station EOC (Station EOC activated) or Los Angeles County Office of Emergency Management Duty Officer (Station EOC not activated) • City operations will be divided into the five SEMS/NIMS functional areas:
*Management *Logistics *Finance
*Operations *Planning & Intelligence
These functional levels must be used in all multi-department and jurisdictional responses.

The City of Beverly Hills’ Emergency Organization Chart and Operation Matrix is contained in Part One, Section Six: Emergency Operations Center Section.

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SECTION SIX:

EMERGENCY OPERATIONS CENTER (EOC)

TABLE OF CONTENTS
PURPOSE....................................................................................................................................... 3 GENERAL...................................................................................................................................... 3 EOC LOCATION AND DESCRIPTION ...................................................................................... 4 DISPLAYS ..................................................................................................................................... 4 COMMUNICATIONS ................................................................................................................... 5 EOC MANAGEMENT................................................................................................................... 5 EOC ACTIVATION POLICY ....................................................................................................... 5 WHEN TO ACTIVATE ................................................................................................................. 5 EOC ACTIVATION AND STAFFING GUIDE............................................................................ 7 WHO CAN ACTIVATE................................................................................................................. 8 HOW TO ACTIVATE.................................................................................................................... 8 EOC OPERATIONS....................................................................................................................... 8 EOC ORGANIZATION ................................................................................................................. 9 EOC ACTION PLANS................................................................................................................. 10 MULTI-DEPARTMENT OR INTER-DEPARTMENT COORDINATION .............................. 11 COORDINATION WITH THE FIELD RESPONSE LEVEL..................................................... 11 COORDINATION WITH LOS ANGELES COUNTY OPERATIONAL AREA LEVEL ........ 11 BHUSD AND SPECIAL DISTRICT INVOLVEMENT............................................................. 12 SEMS/NIMS EOC ORGANIZATION......................................................................................... 13 SEMS/NIMS EOC RESPONSIBILITIES.................................................................................... 14 RESPONSIBILITIES BY EOC SECTION.................................................................................. 15 MATRIX OF EOC POSITIONS BY CITY DEPARTMENT ..................................................... 16 EOC ACTIVITIES MATRIX....................................................................................................... 17 SEMS/NIMS Emergency Operations Plan
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SECTION SIX:

EMERGENCY OPERATIONS CENTER (EOC)

PURPOSE
Part One, Section Six: Emergency Operations Center (EOC) discusses the City’s Emergency Operations Center and its activation, organization and the multiple departments, agencies, and jurisdictional coordination represented during an active incident.

GENERAL
Day-to-day operations are conducted by all departments throughout the City. An EOC is a location from which centralized emergency management activities can be performed during a major emergency or disaster. This is facilitated through a coordinated response by the Emergency Manager, Emergency Management Staff, and representatives from all City departments. The level of EOC staffing will vary based on the specific emergency situation.

An EOC provides a central location of authority and information and allows for face-to-face coordination among personnel who must make critical, time-sensitive emergency decisions. The following functions are performed in the City of Beverly Hills’ EOC:
• managing and coordinating emergency operations
• developing emergency policies and procedures
• receiving and disseminating alert and warning information (i.e. providing emergency information and instructions to the public, making official releases to the news media and the scheduling of press conferences as necessary)
• providing emergency information and instructions to the public, making official releases to the news media and scheduling of press conferences as necessary • Coordinating intelligence and information exchanges between: Outside EOC representatives, County and State agencies, Military, and Federal agencies • preparing intelligence/information summaries, situation reports, operational reports, and other reports as required
• maintaining general and specific maps, information display boards, and other data pertaining to emergency operations
• continuing analysis and evaluation of all data pertaining to emergency operations. • controlling and coordinating, within established policy, the operational and logistical support of departmental resources committed to the emergency • maintaining contact and coordination with support DOCs, other local government EOCs, and the Los Angeles County Operational Area
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EOC LOCATION AND DESCRIPTION
The primary EOC is located at:
464 N. Rexford Drive
Police Department
The EOC totals 3000+ square feet and includes 5 SEMS/ICS Sections, a breakout room, and radio room, audio-visual equipment room, storage room, kitchen, and GIS area. Bathrooms and adjacent office areas are located within the Police Department. Additionally, the Police Department’s Real Time Watch Center is co-located within the EOC.

Emergency power is provided by a diesel generator. The emergency fuel reserve is sufficient for seven days. Re-supply of emergency fuel will be obtained through the City Maintenance yard.

The facility has full power. The EOC has the capability to house and feed staff for 48(+) consecutive hours. On-site services include kitchen, bathrooms, and an emergency food supply.

The alternate EOC is located at:
445 N. Rexford Drive
Fire Department Training Room
The alternate EOC will be activated only if/when the primary EOC is damaged, inaccessible, and/or evacuation of EOC staff members becomes necessary. Should the use of an alternate EOC become necessary, those occupying the primary EOC will be directed to relocate to the alternate EOC site. If the primary EOC is unusable before its activation, staff members will be directed to report to the alternate EOC site. Public Works, with assistance from the EOC Logistics Section, will arrange for the relocation of EOC staff members to the alternate EOC. Direction and control authority will be transferred from the primary EOC to an alternate EOC when necessary, by the Emergency Operations Director. All Section Chiefs will advise their emergency response field forces of the transition to the alternate EOC. The operational capabilities of the alternate EOC will be like those of the primary EOC.

If needed a tent can be used to establish a field EOC in Beverly Gardens Park on Crescent or Rexford Drives. Supplies are kept in the Emergency Management Trailers in the Public Works yard.

DISPLAYS
Because the primary purpose of the EOC is accumulating and sharing information to ensure coordinated and timely emergency response, status boards for tracking emergency activities will be made available for use in both the primary and alternate EOCs. All EOC sections must maintain display devices so that other sections can quickly comprehend what actions have been taken, what resources are available, and to track the damage in the City resulting from the disaster. The Planning/Intelligence Section is responsible for coordinating EOC Display charts, boards, and materials are stored in the back storage room of the EOC. Additionally, the City’s online incident SEMS/NIMS Emergency Operations Plan
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management program (WebEOC) may be displayed on any of the EOC TV monitors.

At the onset of any disaster, a significant events log should be compiled and displayed for the duration of the emergency. Key disaster related information will be recorded in the log (i.e., casualty information, health concerns, property damage, fire status, size of risk area, scope of the hazard to the public, number of evacuees, etc). The posting of the significant event log is the responsibility of the Planning/Intelligence Section. (See Part Two, Planning & Intelligence:
(OARRS) Emergency Management Information System.)

COMMUNICATIONS
Communication resources and plans are provided in the City EOC and include all City frequencies and most county, state, and mutual aid frequencies. Communication facilities will be continuously staffed during emergencies, either by volunteers or City staff. The Logistics Section: Information Technology is responsible for managing communication resources.

EOC MANAGEMENT
The Office of Emergency Management has the overall responsibility for managing the City's EOC facility and maintaining the operational readiness of the EOC. Day-to-Day maintenance responsibilities of the EOC are shared with the Police Department.

Positions assigned to the EOC will advise and brief City decision makers of the emergency and recommend actions to protect the public, (i.e., alerting and warning the public, evacuation of risk areas, activation of shelters, request for State/Federal assistance, etc.) The Director of Emergency Services (EOC Director) will have the primary responsibility for ensuring that the City Council is kept apprised 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 there is a significant emergency or disaster that requires coordinated, multi-agency response and management. The EOC may be partially or fully staffed to meet the demands of the situation.

When the City of Beverly Hills’ EOC is activated, the Los Angeles County Operational Area should be notified via one of the following:
• OARRS http://www.oarrs.lacounty.gov/
• Contacting the Los Angeles County Operational Area Duty Officer via telephone or email • West Hollywood Sherriff’s Station
WHEN TO ACTIVATE:
• An emergency that has occurred or might occur of such a magnitude that will require a large commitment of resources from two or more City Departments over an extended SEMS/NIMS Emergency Operations Plan
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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 or act of terrorism, large scale school incident and/or special event.
• An impending or declared “State of War Emergency”.
• Whenever deemed necessary by City staff
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EOC ACTIVATION AND STAFFING GUIDE
Event/Situation Activation
Level
Minimum Staffing
Unusual occurrences with severe potential
impacts on the health and safety of the public and/or
environment
ONE Notify Director of Emergency Services
(EOC Director) or Emergency Manager.

Established EOC can be without any staff
(Duty Officer/watch status).

Severe Weather Alert
Significant incident involving 2 or more
departments
Power outages/Stage 1 and 2 power emergencies (as
declared by SoCal Edison).

Earthquake with damage reported TWO Notify Director of Emergency Services (EOC Director) and/or Emergency
Manager.

Section Chiefs, Branches
and Units as appropriate to situation
Liaison/Agency representatives as
appropriate
Notify Los Angeles County/OEM
EOC will be established.

Activate Disaster Accounting System.

Major wind or rainstorm with reported impacts
Two or more large incidents involving two or
more departments
Major scheduled event (special event, marathon,
protest, etc.)
Unusual occurrences with severe potential impacts
on the health and safety of the public and/or
environment
Major City or regional emergency—multiple
departments with heavy resource involvement
Severe hazardous materials incident involving largescale or possible large-scale evacuations.

Large scale power outages/Stage 3 power
emergencies (as declared by SoCal Edison).

Earthquake with damage THREE Notify all EOC positions.

Liaison/Agency representatives as
appropriate
Notify Los Angeles County/OEM
EOC will be established.

Activate Disaster Accounting System.

Occurrences with severe potential impacts on the
health and safety of the public and/or environment
Wildfire affecting developed area
SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 8
The Director of Emergency Services (EOC Director) may increase or decrease EOC staffing as deemed appropriate.

The Director of Emergency Services (EOC Director) has the authority to direct all EOC activity and is responsible for the City’s overall Emergency Management policy and coordination during an emergency/disaster. This is accomplished by the joint assistance of the Policy Group (all Department Heads) and the efforts of all City departments, other public and private organizations (as needed) and volunteer agencies. The EOC Director manages all Emergency Response efforts for the incident. The EOC Operations Section Chief will vary depending on the type of incident at hand. Example: primary responsibility for a water main break would be the responsibility of the Public Works Department, fires the Fire Department, and civil disturbances the Police Department.

Other City departments will provide support. Staffing can be expanded or contracted in order to meet the demands of the emergency.

WHO CAN ACTIVATE:

The following individuals, either acting as the Director of Emergency Services (EOC Director), on behalf of the EOC Director, or their appointed representatives (as referenced in Part One, Section Four: Continuity of Government Lines of Succession) are authorized to activate the EOC:
• City Manager
• Assistant City Manager
• Deputy City Manager
• Chief of Police
• Fire Chief
• Director of Public Works
• Any other Department Head or their designee
HOW TO ACTIVATE:
• Contact the Office of Emergency Management and/or the Police Watch Commander • Identify yourself and provide a callback confirmation phone number. • Identify personnel needed to support EOC activities.
• Identify resources needed to support EOC activities.
• Briefly describe the emergency/disaster situation driving this request Procedures for EOC set-up activation are located on the back wall of the EOC.

EOC OPERATIONS
The City’s EOC is not a “command” center. Command decisions on how to best solve tactical field problems (e.g., rescue, firefighting, arrests, etc.) are best made by field incident commanders.

SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 9
The following are standing goals and objectives that dictate the overall response led by the EOC:
• Maintain Situational Awareness & Situation Analysis
• Determine Priority of Incident(s)
• Acquire/Allocate Critical Resources
• Crisis Information Management
• Develop/Advise/Support Policy Level Decisions
• Coordinate with Elected/Appointed Officials
• Coordinate with Systems Components
EOC ORGANIZATION:

At each level of the City's response, the person in charge (e.g., Incident Commander, Director of Emergency Services (EOC Director), etc.) must address five functional responsibilities:
• Management
• Operations
• Planning/Intelligence
• Logistics
• Finance/Administration
The City of Beverly Hills’ EOC operations are divided into five SEMS/NIMS functional areas as noted below.

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 emergency’s response through
implementation of the EOC Action Plan.

Planning/Intelligence Responsible for collecting, evaluating, and disseminating information; developing the City of Beverly Hills’ EOC
Action Plan and After-Action Report in coordination with all other functions; and maintaining documentation.

Logistics Responsible for providing facilities, services, personnel, equipment, and materials.

Finance/Administration Responsible for managing all disaster financial activities and other administrative functions.

The EOC organization should include representatives from the school district, special districts, volunteer and community agencies, and private agencies with significant response roles related to the incident.

SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 10
ORGANIZATION FLEXIBILITY – MODULAR ORGANIZATION
The five essential SEMS/NIMS functions will be established as “sections” within the EOC, and all other functions will be organized as branches, groups, or units within each section. 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 should be activated.

MANAGEMENT OF PERSONNEL — HIERARCHY OF COMMAND AND

SPAN-OF-CONTROL
The title "Chief" refers to the leader of each functional element in the EOC. Each function has a designated leader. Every individual will have a supervisor and each supervisor will be responsible for no more than seven staff, with the ideal span of control being three to five people. A supervisor may oversee multiple functions.

The Director of Emergency Services (EOC Director), in coordination with the Operations, Planning/Intelligence, Logistics and Finance/Administration Section Chiefs constitute the EOC General Staff. The General Staff are responsible for:
• overseeing the internal functioning of their section
• interacting with each other, the Director of Emergency Services (EOC Director), and other entities within the EOC to ensure the effective functioning of the EOC organization as a whole.

EOC ACTION PLANS
EOC Action Plans provide EOC and support personnel with knowledge of the objectives to be achieved and the steps required for achievement. Action plans not only provide direction and overall situational awareness, 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 incident priorities and objectives, as well as the tasks and personnel assignments associated with meeting them.

The action planning process should involve the Director of Emergency Services (EOC Director) and General Staff along with other EOC elements, special district representatives and other agency representatives, as needed. The Planning/Intelligence Section is responsible for development of the action plan and for facilitation of action planning meetings. (see Part Two:

Planning/Intelligence/Action Planning)
SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 11

MULTI-AGENCY OR INTER-DEPARTMENT COORDINATION
Multi-agency or inter-department coordination is important for:
• establishing priorities for response
• allocating critical resources
• developing strategies for handling multi-agency response problems • sharing information
• facilitating communications
Emergency response is coordinated at the EOC through:
• representatives from all departments
• representatives from outside agencies including special districts, volunteer and community-based agencies and private organizations.
• coordination with agencies not represented in the EOC (may be accomplished through various methods of communications).
• involvement in the EOC action planning process (essential for effective emergency management involving multi agencies).

COORDINATION WITH THE FIELD RESPONSE LEVEL
Continued coordination across SEMS/NIMS levels is necessary for effective emergency response.

In a major emergency, the City of Beverly Hills EOC may be activated to coordinate the overall city response while the Incident Command System will be used by field responders. Incident Commanders may report to Department Operations Centers (DOCs) which in turn will coordinate with the EOC. In some instances, Incident Commanders may report directly to the EOC, usually through their counterpart in the Operations Section. In most field incidents a Unified Command structure will be used.

It is also possible for Area Commands to be established between the Incident Command teams and the EOC. During a major Citywide disaster, the City may be divided into areas, with an Area Command overseeing the Incident Command teams within each area. The Area Commands would receive policy direction and resources from the EOC.

Another scenario for EOC-Area Command interaction would be the occurrence of several similar type incidents located in close proximity but in different jurisdictions. A Unified Area Command may be established to oversee Incident Commands operating in general proximity to each other.

The Unified Area Command would coordinate with activated local government EOCs.

COORDINATION WITH LOS ANGELES COUNTY OPERATIONAL

AREA LEVEL
Coordination and communications must be established between the City and the Operational Area whenever the EOC is activated.

SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 12

BHUSD AND SPECIAL DISTRICT INVOLVEMENT
In major incidents, the Beverly Hills Unified School District should have a liaison representative present at the City EOC, and direct communications should be established between the school district’s EOC and the City EOC.

Utility and special district boundaries often cross municipal boundary lines. A special district may serve several cities and county unincorporated areas. Some special districts serve more than one City. In such a situation, the special district may wish to provide a liaison representative to the City EOC to facilitate coordination and communication with the various entities it serves.

SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 13
Chart 1:

SEMS/NIMS EOC ORGANIZATION

COUNCIL

DIRECTOR OF

EMERGENCY SERVICES
(EOC DIRECTOR)
ASST. DIR. OF

EMERGENCY SERVICES LEGAL OFFICER

PUBLIC INFORMATION

OFFICER

LIAISON OFFICER

SAFETY OFFICER
*OPERATIONS *PLANNING/

INTELLIGENCE LOGISTICS FINANCE

FIRE/RESCUE/ HAZMAT
POLICE

CARE & SHELTER

PUBLIC WORKS

RESOURCES

SITUATION STATUS

DOCUMENTATION

DAMAGE ASSESSMENT
ADV. PLANNING

RECOVERY

INFORMATION

TECHNOLOGY

TRANSPORTATION

PERSONNEL

SUPPLY/ PROCUREMENT

COST RECOVERY

TIME KEEPING

COMPENSATION/
CLAIMS

COST ANALYSIS

BUILDING & SAFETY
GIS

POLICY GROUP

DEMOBILIZATION
* If all elements are activated, a deputy may be appointed to provide a manageable span of control.

Field Units will be coordinating and communication with each of the Branches under the Operations Section. The Incident Command System will be used in the field.

SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 14
Chart 2:

SEMS/NIMS EOC RESPONSIBILITIES
RESPONSIBILITIES:

Management Section
Responsible for overall emergency management policy and coordination through the joint efforts of governmental agencies and private organizations. The Director of Emergency Services (EOC Director) will either activate appropriate sections or perform their functions as needed.

Operations Section
Responsible for coordinating all jurisdictional field operations in support of the emergency response through implementation of the City’s EOC Action Plan.

Planning/Intelligence Section
Responsible for collecting, evaluating, and disseminating information; developing the City’s EOC Action Plan in coordination with other sections; initiating and preparing the City’s After-Action Report and maintaining documentation.

Logistics Section
Responsible for providing communications, facilities, services, personnel, equipment, supplies and materials.

Finance/Administration Section
Responsible for financial activities and other administrative aspects.

SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 15
Chart 3:

MATRIX OF DEPARTMENT

RESPONSIBILITIES BY EOC SECTION

FUNCTIONAL RESPONSIBILITIES OF CITY DEPARTMENTS/OFFICES (P = Primary Responsibility) (S = Support Role)
Department Management Operations Planning/
Intelligence
Logistics Finance/
Administration
City Council P
City Attorney P
City Clerk P
Community
Development P P
Community Services S P
Emergency
Management P S S S S
Finance S P
Fire P P S S
Human Services P P
Information
Technology P
Police P S
Policy/Management P
Public Works P P
SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 16
Chart 4:

MATRIX OF EOC POSITIONS BY CITY DEPARTMENT
The following matrix provides information on the Department responsible for each Section and Function in the Disaster Table of Organization. The Department Head has the responsibility to ensure the function is prepared for and performed.

Department
Responsible
Management Operations Planning/
Intelligence
Logistics Finance/
Administration
Finance
Supply &
Procurement
Finance Section
Chief & All Units
City Attorney Legal Officer
City Clerk Policy
Liaison
City Council Policy
Community
Development B&S Branch P&I Chief & All P&I Units
Community Services Hotline Care & Shelter
Branch
Fire Asst.Dir. Emer. Svcs.

Operations
Section Chief &
Fire Branch
Planning Dep.

Chief
Dep. Logistics
Chief
Human Resources
Safety Officer
Personnel
Branch Compensation
Claims
Information
Technology
Info.

Technology
Branch
Police
Operations
Section Chief//
Police Branch
Situation Status
Unit
Policy/Management
Policy Group
Director of
Emergency Services
(EOC Director)
PIO
Liaison
Public Works Hotline Public Works
Branch
Logs Chief
Transportation
Branch
SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 17
Chart 5:

EOC ACTIVITIES MATRIX
Bold = Primary Responsibility
Italics = Support Responsibility

FUNCTIONS MANAGEMENT
& STAFF OPERATIONS PLANNING/INTELLIGENCE LOGISTICS FINANCE/ADMIN.

Access Control PM: PIO PD PW: Trans
Alert/
Warning PM: PIO PD/Fire
Animal Control
LACO/Lost/Missing
Animals
CD: B&S
Building Safety
Assessments CD: B&S
Care &Shelter of
Public, Family
Assistance Centers,
Family Reunion
Centers
CS/ARC
BHUSD
Liaison FBO, CBO,
Schools, other Govt PM/ CS
Computers/
Telephones/Radios IT
Construction/
Engineering
PW
CD
Coroner PD/Fire
Damage Assessment CD: B&S
Documentation CD
Emergency
Declarations
City Attorney/
City Clerk
Employee/
Family Care HR
Feeding
Employees HR
WebEOC OEM
Evacuation PM: PIO PD/
Fire
Facility
Coordination
PW
FEMA (Claims)
All Depts. OEM/All Depts. Finance
SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 18

FUNCTIONS MANAGEMENT
& STAFF OPERATIONS PLANNING/INTELLIGENCE LOGISTICS FINANCE/ADMIN.

Fire, Search &
Rescue
Fire/
PD/PW
Community
Hotline
PM: PIO/
CS/PW
Perimeter Control PD
Finding Missing
People PD
Employee
Injuries/Death HR
City Council,
Community & FaithBased Organizations,
Consulates, Business,
Dignitaries, CVB,
Chamber, Schools,
City tenants, ADA
PM/CS
Cable, press, social
media notifications PM: PIO/IT
In-kind donations PW
$ Donations Finance
Road closures PD/PW
Reporting to LA Co. OEM CD
Requesting Mutual
Aid to Co. PD/FD CD
Water, streets,
parking garages,
resources,
wastewater, traffic
lights, sewer/trash,
debris removal
PW
Water supply &
distribution PW
Disaster related
rebuilding issues CD
Disaster accounting
codes Finance
Shuttles
Transportation PW: Trans
Public Health HR/OEM Fire
Crisis counseling HR HR
SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 1
SECTION SEVEN: MUTUAL AID

TABLE OF CONTENTS
PURPOSE................................................................................................................................... 3 INTRODUCTION ...................................................................................................................... 3 MUTUAL AID SYSTEM........................................................................................................... 3 MUTUAL AID REGIONS......................................................................................................... 4 MUTUAL AID COORDINATORS........................................................................................... 4 LOS ANGELES COUNTY OPERATIONAL AREA MANAGEMENT ORG........................ 4 MUTUAL AID REGIONAL EMERGENCY MANAGEMENT ORGANIZATION............... 5 STATE EMERGENCY MANAGEMENT ORGANIZATION................................................. 5 PARTICIPATION OF VOLUNTEER AND PRIVATE AGENCIES........................................... 5 EMERGENCY FACILITIES USED FOR MUTUAL AID........................................................... 5 MARSHALING AREA.............................................................................................................. 6 MOBILIZATION CENTER....................................................................................................... 6 INCIDENT FACILITIES/STAGING AREAS........................................................................... 6 POLICIES AND PROCEDURES .................................................................................................. 6 AUTHORITIES AND REFERENCES .......................................................................................... 6 MUTUAL AID AGREEMENTS IN EFFECT............................................................................... 8 MUTUAL AID SYSTEM FLOW CHART.................................................................................... 9 GENERAL FLOW OF RESOURCE REQUESTS AND INFORMATION................................ 10 STATE MUTUAL AID REGIONS MAP.................................................................................... 11 L.A. COUNTY OPS. AREA COORDINATION & REPORTING PROTOCOL....................... 13 L.A. COUNTY OPS AREA CITY ASSISTANCE REQUEST DIAGRAM............................... 14 SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 2
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SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 3
SECTION SEVEN:

MUTUAL AID

PURPOSE
Part One, Section Seven: Mutual Aid explains the Mutual Aid system and provides information on the organizational structure.

INTRODUCTION
The foundation of California's emergency planning and response structure is a statewide mutual aid system which is designed to ensure that adequate resources, facilities, and other support is provided to jurisdictions when their own resources prove to be unable to cope with a given situation. The basis for this system is the California Disaster and Civil Defense Master Mutual Aid Agreement (the “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 the City retains control of its own facilities, personnel, and the resources in a disaster for these purposes, but may also receive or render assistance to other jurisdictions within the state as needed. State government is obligated to provide available resources to assist the City in emergencies when requested. It is the responsibility of the City of Beverly Hills to negotiate, coordinate and prepare mutual aid agreements for these purposes. Mutual aid agreements exist in police, fire, medical, public works, building and safety, and emergency management operations.

MUTUAL AID SYSTEM
A statewide mutual aid system, operating within the framework of the Master Mutual Aid Agreement, allows for the progressive mobilization of resources to and from emergency response agencies, local governments, operational areas, regions, and states with the intent to provide requesting agencies with adequate resources when their own are overwhelmed. The general flow of mutual aid resource requests and resources within mutual aid systems is depicted in the diagram in Chart 1.

The statewide mutual aid system includes several discipline-specific mutual aid systems, such as fire and rescue, law, medical and public works. These systems work through local government, operational area, regional and state levels consistent with SEMS and NIMS.

Mutual aid may also be obtained from other states. Interstate mutual aid may be obtained through direct state-to-state contacts, pursuant to interstate agreements and compacts, or may be coordinated through federal agencies.

Governor Schwarzenegger signed legislation on September 21, 2005, making the State of California the 49th state to join the Emergency Management Assistance Compact (EMAC). The EMAC is a partnership between U.S. states and territories that enables them to provide aid to one another during emergencies or disasters. The EMAC facilitates the quick and efficient sharing of SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 4
resources, personnel, and equipment across state lines, helping to ensure that states can support one another during large-scale disasters when their own resources are overwhelmed. Governor Newsom extended California’s participation in EMAC through March 1, 2038.

MUTUAL AID REGIONS
The Governor has established mutual aid regions under the Emergency Services Act. Six mutual aid regions numbered I-VI have been established within California. The City of Beverly Hills is within Region I, which is divided into two regions specifically for law enforcement mutual aid:

Regions I and Region IA. Each mutual aid region consists of designated counties. Region I is in the CalOES Southern Administrative Region. (See Chart 2)

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. The flow of resource requests and information among mutual aid coordinators is illustrated in Chart 3.

Some incidents require mutual aid but do not necessitate activation of the cities or operational area EOCs because of the incident's limited impacts. When the City's EOC is activated, all activated department-specific mutual aid systems should establish coordination and communications with the EOC.

LOS ANGELES COUNTY OPERATIONAL AREA MANAGEMENT

ORGANIZATION
If the Los Angeles County Operational Area EOC is activated, the Los Angeles County Sheriff's Office (designated by County Ordinance) will function as the Operational Area Coordinator and will have the overall responsibility for coordinating and supporting emergency operations within the County. The Operational Area will be the focal point for information transfer and support requests by cities within the County. The Operational Area Staff will submit all requests for support that cannot be obtained within the county, and other relevant information, to CalOES Mutual Aid Region I. The Los Angeles County Operational Area Organization Matrix is contained in Chart 4.

LOS ANGELES COUNTY OPERATIONAL AREA PROVISION OF

ASSISTANCE TO CITIES
When a disaster or emergency occurs, the City will first attempt to use its own internal assets to provide emergency services. If the City’s internal assets are not sufficient to provide the required services, the City will normally make a first request to the Area A cities: City of Santa Monica, West Hollywood, and Culver City, for pre-arranged mutual aid. The Los Angeles County Operational Area Channel of Coordination is contained in Chart 5. The Los Angeles County SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 5
Operational Area City Assistance Requests is contained in Chart 6. The City’s Director of Emergency Services (EOC Director) should be apprised of all mutual aid requests to be aware of potential City costs and obligations.

If area mutual aid is not available, a request for Operational Area support can be made to the Operational Area via the West Hollywood Sheriff’s Station EOC or On-Duty Watch Commander. The City should enter the request into OARRS and fill or forward it to the appropriate County EOC (CEOC) agency. CEOC staff will analyze the request and forward it appropriately. The CEOC or appropriate County Department will inform the City of the status of the request. Existing mutual aid agreements and financial protocols will be followed. (See Part One, Section Seven: Mutual Aid, Chart 1).

MUTUAL AID REGIONAL EMERGENCY MANAGEMENT

ORGANIZATION
The City of Beverly Hills is located within CalOES Mutual Aid Region I and the CalOES Southern Administrative Region. The primary mission of the Southern Region's emergency management organization is to support the Operational Area’s response and recovery operations and to coordinate non-law and non-fire Mutual Aid Regional response and recovery operations through the Regional EOC (REOC).

STATE EMERGENCY MANAGEMENT ORGANIZATION
The Governor, through State CalOES and its Mutual Aid Regions, will coordinate statewide operations to include the provision of mutual aid and other support to local jurisdictions and the redirection of essential supplies and other resources as required. The CalOES Director assisted by State agency directors and their staff will constitute the State emergency management organization. The State of California Emergency Organization Chart is contained in Chart 7.

PARTICIPATION OF VOLUNTEER AND PRIVATE AGENCIES
Volunteer and private agencies may participate in the mutual aid system along with governmental agencies when requested. For example, the disaster medical mutual aid system relies heavily on private sector involvement for medical/health resources. Volunteer agencies such as the American Red Cross, Salvation Army and others are an essential element of the statewide emergency response to meet the needs of disaster victims. Volunteer agencies with extensive involvement in the emergency response should be represented in the City EOC as appropriate.

Some private agencies have established mutual aid arrangements to assist other private agencies 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.

EMERGENCY FACILITIES USED FOR MUTUAL AID
Incoming mutual aid resources may be received and processed at several types of facilities including marshaling areas, mobilization centers and incident facilities. Each type of facility is described briefly below.

SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 6
MARSHALING AREA: Defined in the National Response Plan as an area used for the complete assemblage of personnel and other resources prior to their being sent directly to the disaster affected area. Marshaling areas may be established in other states for a catastrophic California earthquake.

MOBILIZATION CENTER: Off-incident location at which emergency service personnel and equipment are temporarily located pending assignment, release, or reassignment. For major area-wide disasters, mobilization centers may be in or on the periphery of the disaster area.

INCIDENT FACILITIES/STAGING AREAS: Incoming resources may be sent to staging areas, other incident facilities or directly to an incident, depending on the circumstances.

Staging areas are temporary locations at an incident where personnel and equipment are kept while awaiting tactical assignments.

POLICIES AND PROCEDURES
Mutual aid resources will be provided and utilized in accordance with the California Master Mutual Aid Agreement.

During a proclaimed emergency, inter-jurisdictional mutual aid will be coordinated at the county, operational area, or mutual aid regional level.

Because different radio frequencies are in use among most agencies, the City of Beverly Hills should provide incoming mutual aid forces with portable radios using City frequencies.

The City of Beverly Hills will make mutual aid requests through the Los Angeles County Operational Area via OARRS. The P&I: Resource Unit will oversee sending and tracking this information.

Requests should specify, at a minimum:
• number and type of personnel needed.
• type and amount of equipment needed.
• reporting time and location
• authority to whom forces should report.
• access routes
• estimated duration of operations
• risks and hazards

AUTHORITIES AND REFERENCES
Mutual aid assistance may be provided under one or more of the following authorities:
• California Master Mutual Aid Agreement
• California Fire and Rescue Emergency Plan
• California Law Enforcement Mutual Aid Plan
• Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-288, as amended) - provides federal support to state and local disaster activities. • California Emergency Managers Mutual Aid Agreement, November 1997 SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 7
• Emergency Management Assistance Compact, September 21, 2005 SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 8

MUTUAL AID AGREEMENTS IN EFFECT

WITH FOR DATE
State of California Master Mutual Aid 11/15/50
Los Angeles City Fire Fire Protection Reserve Service 7/15/80 Los Angeles Co. Fire
Protection District Fire/ Emergency Medical 2/1/65
Water/Wastewater Agency Water/Wastewater 7/10/2001
Response Network WARN 2001
Omnibus Mutual Assistance
Los Angeles Co. Health
Dept. Health Services 6/28/63
Los Angeles City DWP Emergency Water Supply 7/1/75
City of Los Angeles Animal Control 2/09
Dept. of Animal Services

Los Angeles Co. Agriculture Pest Control
Commission 5/20/86
Area A and the County of
Los Angeles Disaster Management 6/6/00
LA County Public Works Aid for Catastrophic Events 6/26/90 Mutual Aid Request Process
American Red Cross Operation of Emergency Shelters 5/18/09 PD Mutual Aid Plan Law Enforcement Agencies within
the County of Los Angeles 1/2012
Emergency Ambulance Fire Department Co. 4/2/91
Agreement
SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 9
Chart 1:

MUTUAL AID SYSTEM FLOW CHART
SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 10
Chart 2:

Mutual Aid Coordinators:

GENERAL FLOW OF RESOURCE REQUESTS AND INFORMATION

Discipline-Specific Mutual Aid Systems
SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 11
Chart 3:

STATE MUTUAL AID REGIONS MAP
SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 12
Chart 4:L.A. COUNTY OPERATIONAL AREA ORG MATRIX
Chart 5:

SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 13
Chart 5:

L.A. COUNTY OPS. AREA COORDINATION & REPORTING PROTOCOL City EOC City activates EOC or proclaims a local emergency in response to a local event Initial Event Report Subsequent Reports EMIS If EMIS is operational via normal electronic means the event should be entered into the system to trigger automatic notifications. EMIS If EMIS is operational via normal electronic means the event should be entered into the system to trigger automatic notifications. YES NO Enter Event City enters event in EMIS and calls local Sheriff station to confirm report Notify Sheriff City reports event to local Sheriff Station to initiate reporting. Updates Within ½ hour of request from CEOC submit Recon Request. Verification City verifies report entry by paging the Duty Officer Updates Within 2 hours of request from CEOC submit City Status Report.

Notify EOB Sheriff Station reports to EOB on local event Notify OEM EOB & OEM coordinate and recommend next steps. Communicate Determine process for sending & receiving info. between City & CEOC.

City Reports -Recon Report -Incident Reports -City Status Reports -Status Report -Resource Request -Messages YES NO Update Event Update information as situation warrants Update Reports Notify CEOC when situation warrants EOC shutdown.

Update Sheriff City works with local Sheriff Station to establish City-LASD reporting protocols. Update EOB Sheriff Station reports to EOB on local event Communicate Determine process for sending & receiving info. between City & CEOC. County EOC Notified Regional EOC Notified (Warning Center) State Operations Center Notified National Operations Center Notified DMAC City notifies Disaster Management Area Coordinator DMAC Update City EMIS reports are copied to DMAC Los Angeles County Operational Area Coordination and Reporting Protocol via phone, fax or by runner
SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 14
CITY

USES INTERNAL
ASSETS

CITY MAKES

REQUEST FOR

OUTSIDE HELP

MUTUAL AID

REQUEST
NO COMM'S or

NO MUTUAL AID

SYSTEM FOR
NEED or

NO MUTUAL AID
ASSETS
AVAILABLE or

DON'T KNOW

WHAT TO DO
LASD

CONTACT

STATION

COUNTY EOC

REGION OR

STATE MUTUAL

AID REQUEST

FROM COUNTY

DEPT EOC

OPNL AREA

MUTUAL AID

COORDINATOR

DISASTER WITH POTENTIAL TO

OVERWHELM SERVICE PROVIDERS
Chart 6:

L.A. COUNTY OPS AREA CITY ASSISTANCE REQUEST DIAGRAM
SEMS/NIMS Emergency Operations Plan
City of Beverly Hills 15
Chart 7:

City of Beverly Hills 1
SECTION EIGHT:

ACRONYMS, ABBREVIATIONS, AND GLOSSARY

ACRONYMS AND ABBREVIATIONS
A&E Architecture and Engineering
AC Area Command
ADA US Americans with Disabilities Act
AQMD Air Quality Management District
ARC American Red Cross
ASCS US Agricultural Stabilization and Conservation Services ARES Amateur Radio Emergency Services
ATSDR Agency for Toxic Substances and Disease Registry
BLM US Bureau of Land Management
BOR US Bureau of Reclamation
BPA Blanket Purchasing Agreements
C of S Chief of Staff
CAA Clean Air Act
CALDAP California Disaster Assistance Program
CalTrans California Department of Transportation
CalOES California Office of Emergency Services (formerly CalEMA) CALWAS California Warning System
CAO Chief Administrative Office(r)
CBO Community Based Organization
CBRNE Chemical, Biological, Radiological, Nuclear and Explosive CCC California Conservation Corps
CCP Casualty Collection Points
CD Civil Defense
CDBG Community Development Block Grant
CDC US Centers for Disease Control
CDF California Department of Forestry
CDL Community Disaster Loan
CDRG Catastrophic Disaster Response Group
CEM Comprehensive Emergency Management
CEO Chief Executive Officer
CEP Comprehensive Emergency Planning
CEPEC California Earthquake Prediction Evaluation Council CEPPO Chemical Emergency Preparedness and Prevention Office CEQA California Environmental Quality Act
CERCLA Comprehensive Environmental Response Compensation and Liability Act CERT Community Emergency Response Team
CESA California Emergency Services Association
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 COE US Army Corps of Engineers
COG Continuity of Government
CPG Civil Preparedness Guide
DA Damage Assessment
DAC Disaster Application Center
DAP Disaster Assistance Programs
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DCS Disaster Communications Service
DEST Disaster Emergency Support Team
DFCO Deputy Federal Coordinating Officer
DFO Disaster Field Office
DHA Disaster Housing Assistance
DHS US Department of Homeland Security
DMAT Disaster Medical Assistance Team
DMORT Disaster Mortuary Operational Response Team
DMIS Disaster Management Information System
DOC Department Operations Center
DOD US Department of Defense
DOE US Department of Energy
DOJ US Department of Justice
DOI US Department of Interior
DOL US Department of Labor
DOS US Department of State
DOT US Department of Transportation
DP Disaster Preparedness
DRC Disaster Recovery Center
DRM Disaster Recovery Manager
DRO Disaster Recovery Operations
DSA Disaster Support Area
DSA Division of the State Architect (California)
DSR Damage Survey Report
DWR California Department of Water Resources
EAS Emergency Alert System
ED US Department of Education
EDD California Employment Development Department
EDIS Emergency Digital Information System
EEO Equal Employment Opportunity
EIR Environmental Impact Review
EMA Emergency Management Assistance
EMI Emergency Management Institute
EMIS Emergency Management Information System (obsolete: See OARRS) EMMA Emergency Managers Mutual Aid
EMP Electromagnetic Pulse
EMPG Emergency Management Performance Grant
EMSA California Emergency Medical Services Authority
EMS Emergency Medical Services
EMT Emergency Medical Technician
ENN Emergency News Network
EOC Emergency Operations Center
EOP Emergency Operating Procedures
EOP Emergency Operations Plan
EPA US Environmental Protection Agency
EPI Emergency Public Information
EPIC Emergency Public Information Center
ERT Emergency Response Team
ERT Evidence Response Team (FBI)
ESA California Emergency Services Act
ESA US Endangered Species Act
ESC Earthquake Service Center
ESC Emergency Services Coordinator
ESF Emergency Support Functions
EST Emergency Support Team
FA Fire Administration (office symbol)
FAA Federal Aviation Administration
FAS Federal Aid System Road
FAST Federal Agency Support Team
FBI Federal Bureau of Investigation
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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
FIPS Number Same as Project Application Number
FIRESCOPE Firefighting Resources of Calif. Organized for Potential Emergencies FmHA Farmers Home Administration
FRMAC Federal Radiological Monitoring and Assessment Center GAR Governor's Authorized Representative
GIS Geographic Information System
GSA US General Services Administration
Haz Mat Hazard Mitigation (Measures taken in advance to lessen future damage) HAZMAT Hazardous Materials
HEW US Department of Health, Education and Welfare
HM Hazard Mitigation
HHS US 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
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
HUD US Department of Housing and Urban Development
IA Individual Assistance
IAEM International Association of Emergency Managers
IA/O Individual Assistance/Officer
IACG Inter Agency Coordinating Group
IAP Incident Action Plan
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
IDE Initial Damage Estimate
IFG Individual and Family Grant Program (State of California program) IFGP Individual and Family Grant Program
IG Inspector General
IIMG Interagency Incident Management Group
IMT Incident Management Team
IRS US Internal Revenue Service
IRMS Information Resources Management Service
JIC Joint Information Center
JDIC Justice Data Interface Controller
JFO Joint Field Office
JPA Joint Powers Agreement
JPIC Joint Public Information Center
JIC Joint Information Center
JIS Joint Information System
JOC Joint Operations Center
JTTF Joint Terrorism Task Force
LFA Lead Federal Agency
LGAC Local Government Advisory Committee
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MACS Multi-Agency Coordination System
MARAC Mutual Aid Regional Advisory Committee
MARS US Army Military Affiliate Radio System
MC Mobilization Center
MHFP Multi-hazard Functional Planning
MMRS Metropolitan Medical Response Team
MOA Memorandum of Agreement
MOU Memorandum of Understanding
MSA Multi-Purpose Staging Area
MTA Los Angeles County Metropolitan Transit Authority
NAWAS National Warning System
NCS National Communications System
NDAA California Natural Disaster Assistance Act
NDEA US National Defense Education Act
NDMS National Disaster Medical System
NEP National Exercise Program
NEST Nuclear Emergency Search Team
NETC National Emergency Training Center
NFA National Fire Academy
NFDA National Funeral Directors Association
NFIP National Flood Insurance Program
NGO Non-Governmental Organization
NHC National Hurricane Center
NHPA National Historic Preservation Act
NICC National Interagency Coordinating Center /
National Infrastructure Coordination Center
NIFCC National Interagency Fire Coordination Center
NIMS National Incident Management System
NMRT National Medical Response Team
NOAA National Oceanic and Atmospheric Administration
NOI Notice of Interest
NRC US Nuclear Regulatory Commission
NRCC National Response Coordinating Center
NRCS US Natural Resources Conservation Service
NRP National Response Plan
NRT National Response Team
NSC National Security Council
NSSE National Special Security Event
NTC National Teleregistration Center
NVOAD National Voluntary Organizations Active in Disaster NWS National Weather Service
OA Operational Area
OARRS Los Angeles County Operational Area Response and Recovery System OASIS Operational Area Satellite Information System
OEM Office of Emergency Management
OMB US Office of Management and Budget
OPA US Oil Pollution Act
OPM US Office of Personnel Management
OSA California Office of the State Architect
OSC On-Scene Coordinator
OSHA US Occupational Safety and Health Administration
PA Public Affairs
PAO Public Affairs Officer
PA Public Assistance
PA/O Public Assistance Officer
PA# Project Application Number
PBX Private Branch Exchange
PDA Preliminary Damage Assessment
PDD Presidential Decision Directive
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PDH Packaged Disaster Hospital
PFO Principal Federal Officer
PIO Public Information Officer
PL Public Law - U.S. Public Law 93-288, Federal Disaster Relief Act of 1974 POC Point of Contact
PNP Private Non-Profit Organization
PSI Pounds per Square Inch
PUC California Public Utilities Commission
PW Project Worksheet
RACES Radio Amateur Civil Emergency Services
RADEF Radiological Defense
RAP Radiological Assistance Program
RCP Regional Oil and Hazardous Substances Pollution Contingency Plan RD Regional Director (FEMA)
REACT Radio Emergency Associated Communication Team
REC Regional Emergency Coordinator
REOC Regional Emergency Operations Center
RIMS Response Information Management System
RM Radiological Monitor
RO Radiological Officer
ROC Regional Operations Center
RRCC Regional Response Coordinating Center
RRT Regional Response Team
RTOS Rail Transit Operations Supervisor
SA Salvation Army
SAC Special Agent in Charge
SAP State Assistance Program
SAR Search and Rescue
SARA Superfund Amendment Reauthorization Act (Title III) SAST California State Agency Support Team
SBA Small Business Administration
SCAQMD South Coast Air Quality Management District
SCC Sheriff’s Communications Center, 1277 North Eastern Avenue.

SCESA Southern California Emergency Services Association SCO State Coordinating Officer
SEMO State Emergency Management Office
SEMS Standardized Emergency Management System
SFLEO Senior Federal Law Enforcement Officer
SFO Senior Federal Officer
SHMO State Hazard Mitigation Officer
SHPO State Historic Preservation Officer
SIOC Strategic Information and Operations Center
SITREP Situation Report
SLPS State and Local Programs and Support Directorate (FEMA) SOC State Operations Center
SOP Standard Operating Procedure
STO State Training Officer
TEWG Terrorism Early Warning Group
TH Temporary Housing
TSCA Toxic Substances Control Act
TWG Terrorism Working Group
USACE US Army Corps of Engineers
USAR Urban Search and Rescue
USDA United States Department of Agriculture
USFA United States Fire Administration
USGS United States Geological Survey
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VA US Department of Veterans Administration
VSAT Very Small Aperture Terminal
VOAD Volunteer Organizations Active in Disaster
WMD Weapons of Mass Destruction
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GLOSSARY
This Glossary contains definitions of terms commonly used in the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).

A
Access and Functional Needs: Populations whose members may have additional needs before, during and after an incident in functional areas.

Action Plan: "Action Plan" means the plan prepared in the EOC containing the emergency response objectives of that SEMS level reflecting overall priorities and supporting activities for a designated period. The plan is shared with supporting agencies.

Activate: At a minimum, a designated official of the emergency response agency that implements SEMS as appropriate to the scope of the emergency and the agency's role in response to the emergency.

Aerial Reconnaissance: An aerial assessment of the damaged area which includes gathering information on the level and extent of damage and identifying potentially hazardous areas for onsite inspections.

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: An agency is a division of government with specific function, or a non-governmental organization (e.g., private contractor, business, etc.) that offers a particular kind of assistance. In ICS, agencies are defined as jurisdictional (having statutory responsibility for incident mitigation) or assisting and/or cooperating (providing resources and/or assistance). (See Assisting, Cooperating Agency and Multi-agency.)
Agency Assistance: Grants for projects or planning activities, loans, and all other forms of financial or technical assistance provided by the Agency.

Agency Dispatch: The agency or jurisdictional facility to which resources are allocated to incidents.

Agency Executive or Administrator: Chief executive officer (or designee) of the agency or jurisdiction that has responsibility for the incident.

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Agency Representative: An individual assigned to an incident or to an EOC from an assisting or cooperating agency who has delegated authority to make decisions on matters affecting that agency's participation at the incident or at the EOC. Agency Representatives report to the Liaison Officer at the incident, or to the Liaison Coordinator at SEMS EOC levels.

Air Operations Branch Director: The person primarily responsible for preparing and implementing the air operations portion of the Incident Action Plan. Also responsible for providing logistical support to helicopters operating on the incident.

Allocated Resources: Resources dispatched to an incident.

AMBER Plan: A Plan adopted locally or statewide that provides an EAS Alert message to use the public to find abducted children. For more information contact the National Center for Missing and Exploited Children (NCMEC): (703) 837-6354
American Red Cross: A quasi-governmental volunteer agency that provides disaster relief to individuals and families.

Area Command: An organization established to: 1) oversee the management of multiple incidents that are each being handled by an Incident Command System organization; or 2) to oversee the management of a very large incident that has multiple Incident Management Teams assigned to it. Area Command has the responsibility to set overall strategy and priorities, allocate critical resources based on priorities, ensure that incidents are properly managed, and ensure that objectives are met, and strategies followed.

Assignments: Tasks given to resources to perform within a given operational period, based upon tactical objectives in the Incident or EOC Action Plan.

Assistant: Title for subordinates of the Command Staff positions at the Field SEMS level. The title indicates a level of technical capability, qualifications, and responsibility subordinate to the primary positions. Assistants may also be used to supervise unit activities at camps.

Assisting Agency: An agency directly contributing tactical or service resources to another agency.

Available Resources: Incident-based resources which are available for immediate assignment.

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.

Base Flood: A term used in the National Flood Insurance Program to indicate the minimum size flood to be used by a community as a basis for its floodplain management regulations; presently required by regulation to be that flood which has a one-percent chance of being equaled or exceeded in any given year. Also known as a 100-year flood or one-percent chance flood.

Base Flood Elevation (BFE): The elevation for which there is a one-percent chance in any given year that flood levels will equal or exceed it. The BFE is determined by statistical analysis for each local area and designated on the Flood Insurance Rate Map. It is also known as the 100-Year City of Beverly Hills 9
Flood.

Branch: The organizational level at the SEMS Field Level having functional or geographic responsibility for major parts of incident operations. The Branch level is organizationally between Section and Division/Group in the Operations Section, and between Section and Units in the Logistics Section. Branches are identified using Roman Numerals or by functional names (e.g., medical, security, etc.). Branches area also used in the same sequences at the SEMS EOC Levels.

Branch Director: The ICS title for individuals responsible for supervision of a Branch at the Field Level. At SEMS EOC levels, the title Branch Coordinator is preferred.

C
Cache: A pre-determined complement of tools, equipment and/or supplies stored in a designated location, available for incident use.

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: A phase of operations that meets the food, clothing, and shelter needs of people on a mass care basis.

Casualty Collection Points (CCP): A location within a jurisdiction which is used for the assembly, triage (sorting), medical stabilization, and subsequent evacuation of casualties. It may be used for the receipt of incoming medical resources (doctors, nurses, supplies, etc.). Preferably the site should include or be adjacent to an open area suitable for use as a helicopter pad.

Catastrophic Disaster: Although there is no commonly accepted definition of a catastrophic disaster the term implies an event or incident which produces severe and widespread damages of such a magnitude as to result in the requirement for significant resources from outside the affected area to provide the necessary response.

Catastrophic Disaster Response Group (CDRG): The national-level group of representatives from the Federal department and agencies under the Plan. The CDRG serves as a centralized coordinating group which supports the on-scene Federal response and recovery efforts. Its members have access to the appropriate policymakers in their respective parent organizations to facilitate decisions on problems and policy issues.

Chain of Command: A series of management positions in order of authority.

Check-in: The process whereby resources first report to an incident or into an EOC/ Check-in location at the SEMS Field level include: Incident Command Post (Resources Unit), Incident Base, Camps, Staging Areas, Heli-bases, Heli-spots, and Division Supervisors (for direct line assignments).

Checklist: A list of actions taken by an element of the emergency organization in response to a particular event or situation.

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Civil Air Patrol: A civilian auxiliary of the United Stated Air Force which provides personnel, services, and equipment for specified missions in support of state and local emergency operations.

Civil Disorder: Any incident intended to disrupt community affairs that requires police intervention to maintain public safety including riots and mass demonstrations as well as terrorist attacks.

Clear Text: The use of plain English in radio communications transmissions. No Ten Codes or agency specific codes are used when utilizing Clear Text.

CLERS: California Law Enforcement Radio System. The State’s radio system dedicated to public safety/law enforcement purposes that run of the State’s microwave backbone. Local CLERS VHF channels provide State EAS audio to broadcasters.

CLETS: California Law Enforcement Telecommunications System. CLETS terminals can be permitted to originate EDIS messages. Please see EDIS definition below.

Code of Federal Regulations (CFR): "49 CFR" refers to Title 49, the primary volume regarding hazmat transportation regulations.

Command: The act of directing, and/or controlling resources at an incident by virtue of explicit legal, agency, or delegated authority. May also refer to the Incident Commander.

Command Post: (See Incident Command Post)
Command Staff: The Command Staff at the SEMS Field level consists of the Information Officer, Safety Officer, and Liaison Officer. They report directly to the Incident Commander.

They may have an assistant or assistant s, as needed. These functions may also be found at the EOC levels in SEMS. At the EOC, they would report to the Director of Emergency Services (EOC Director) but may be designated as Coordinators. At EOCs, the functions may also be established as Sections, or Branches to accommodate subsequent expansion.

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 provide a major part of an Incident Communications Center.

Community Right-to-Know: Legislation requiring private entities to disclose information about hazardous chemicals to local agencies and/or the public.

Compact: Formal working agreements among agencies to obtain mutual aid.

Compensation Unit/Claims Unit: Functional unit within the Finance/Administration Section responsible for financial concerns resulting from property damage, injuries, or fatalities at the incident or within an EOC.

Complex: Two or more individual incidents located in the same general area which are assigned to a single Incident Commander or to a Management.

Comprehensive Emergency Management (CEM): An integrated approach to the management of emergency programs and activities for all four emergency phases (mitigation, preparedness, City of Beverly Hills 11
response, and recovery), for all types of emergencies and disaster (natural, manmade, and attack), and for all levels of government (local, State, and Federal) and the private sector.

Consequence Management: Predominantly an emergency management function and included measures to protect public health and safety, restore essential government services, and provide emergency relief to governments, businesses, and individuals affected by the consequences of terrorism. The requirements of consequence management and crisis management are combined in the National Response Plan.

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.

Contingency Plan: A sub or supporting plan which deals with one specific type of emergency, its probable effect on the jurisdiction, and the actions necessary to offset these effects.

Cooperating Agency: An agency supplying assistance other than direct tactical or support functions or resources to the incident control effort (e.g., American Red Cross, telephone company, etc.).

Coordination: The process of systematically analyzing a situation, developing relevant information, and informing appropriate command authority of viable alternatives for selection of the most effective combination of available resources to meet specific objectives. The coordination process (which can be either intra- or inter-agency) does not involve dispatch actions.

However, personnel responsible for coordination may perform command or dispatch functions within the limits established by specific agency delegations, procedures, legal authority, etc.

Multi-agency or Inter-agency coordination is found at all SEMS levels.

Coordination Center: Term used to describe any facility that is used for the coordination of agency or jurisdictional resources in support of one or more incidents.

Cost Sharing Agreements: Agreements between agencies or jurisdictions to share designated costs related to incidents. Cost sharing agreements are normally written but may also be verbal between authorized agency or jurisdictional representatives at the incident.

Cost Unit: Functional unit within the Finance/Administration Section responsible for tracking costs, analyzing cost data, making cost estimates, and recommending cost-saving measures.

Crisis Management: Predominantly a law enforcement function and included measures to identify, acquire, and plan the use of resources needed to anticipate, prevent, and/or resolve a threat or act of terrorism. The requirements of consequence management and crisis management are combined in the NRP.

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.

Dam Failure: Part or complete collapse of a dam causing downstream flooding.

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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).

Declaration Process: When a disaster strikes, local authorities and individuals request help from private relief organizations and their state government, which give all assistance possible. If assistance is beyond their capability, the Governor requests a Presidential declaration of a major disaster or an emergency.

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.

Demobilization Unit: Functional unit within the Planning Section responsible for assuring orderly, safe, and efficient demobilization of incident or EOC assigned resources.

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 Incident Commander (Section Chief or Branch Director): A fully qualified individual who, in the absence of a superior, could be delegated the authority to manage a functional operation or perform a specific task. In some cases, a Deputy could act as relief for a superior and therefore must be fully qualified in the position. Deputies may also be found necessary at all SEMS EOC levels.

Designated Area: Any emergency or major disaster-affected portion of a State that has been determined eligible for Federal assistance.

Designation: The action by the Associate Director, SLPSD, to determine the type of assistance to be authorized under the Stafford Act for a particular declaration; and the action by the FEMA Regional director to determine specifically what counties, or county equivalents, are eligible for such assistance.

Direction and Control (Emergency Management): The provision of overall operational control and/or coordination of emergency operations at each level of the Statewide Emergency Organization, whether it be the actual direction of field forces or the coordination of joint efforts of governmental and private agencies in supporting such operations.

Disaster: A sudden calamitous emergency event bringing great damage, loss, or destruction.

Disaster Resource Center: A facility jointly established by the Federal and State Coordinating Officers within or adjacent to a disaster impacted area to provide disaster victims a "one-stop" service in meeting their emergency representatives of local, state, and federal governmental agencies, private service organizations and certain representatives of the private sector.

Disaster Assistance Program: A program that provides state funding or reimbursement for local government response related personnel costs incurred in response to an incident as defined in City of Beverly Hills 13
Section 2402 (i).

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 Manager (DRM): The person appointed to exercise the authority of a Regional Director for a particular emergency or disaster.

Disaster Service Worker: Includes public employees and any unregistered person impressed into service during a State of War emergency, a State emergency, or a Local Emergency by a person having authority to command the aid of citizens in the execution of his duties. It does not include any member registered as an active firefighting 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.

Disaster Support Area (DSA): A pre-designated facility anticipated to be at the periphery of a disaster area, where disaster relief resources (manpower and material) can be received, accommodated, or stockpiled, allocated, and dispatched into the disaster area. A separate portion of the area may be used for receipt and emergency treatment of casualty evacuees arriving via short-range modes of transportation (air and ground) and for the subsequent movement of casualties by heavy, long-range aircraft, to adequate medical care facilities.

Disaster Welfare Inquiry (DWI): A service that provides health and welfare reports about relatives and certain other individuals believed to be in a disaster area and when the disaster caused dislocation or disruption of normal communications facilities precludes normal communications.

Dispatch: The implementation of a command decision to move a resource or resources from one place to another.

Dispatch Center: A facility from which resources are assigned to an incident.

Division: Divisions are used to divide an incident into geographical areas of operation. Divisions area identified by alphabetic characters for horizontal applications and, often, by numbers when used in buildings. Divisions are also used at SEMS EOC levels and are found organizationally between Branches and Units.

Division or Group Supervisor: The position title for individuals responsible for command of a division or Group at an Incident. At EOC level, the title is Division Coordinator.

Documentation Unit: Functional unit within the Planning Section responsible for collecting, recording, and safeguarding all documents relevant to an incident or within an EOC.

Dog Team: A skilled dog handler with one or more dogs trained especially for finding persons entrapped sufficiently to preclude detection by sight or sound. (NOTE: Search dogs are usually owned by their handler.)
Dose: Accumulated or total exposure to gamma radiation, commonly expressed in REM.

Dosimeter: An instrument for measuring and registering total accumulated exposure to gamma City of Beverly Hills 14
radiation.

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).

Economic Stabilization: The intended result of governmental use of direct and indirect controls to maintain and stabilize the nation’s economy during emergency conditions. Direct controls include such actions as the setting or freezing of wages, prices, and rents or the direct rationing of goods. Indirect controls can be put into effect by government through use of monetary, credit, tax, or other policy measures.

Emergency: A condition of disaster or of extreme peril to the safety of persons and property caused by such conditions as air pollution, fire, flood, hazardous material incident, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestations or disease, the Governor’s warning of an earthquake or volcanic prediction, or an earthquake or other conditions, other than conditions resulting from a labor controversy.

Emergency Alert System (EAS): A system that enables the President as well as federal, state, and local governments to communicate through commercial radio and television broadcast stations with the public in the event of a disaster.

Emergency Management (Direction and Control): The provision of overall operational control and/or coordination of emergency operations at each level of the Statewide Emergency Organization, whether it be the actual direction of field forces or the coordination of joint efforts of governmental and private agencies in supporting such operations.

Emergency Management Director: The individual within each jurisdiction that is delegated the day-to-day responsibility for the development and maintenance of all emergency management coordination efforts.

Emergency Medical Services: Treatment of casualties necessary to maintain their vital signs prior to treatment at a medical center.

Emergency Medical Technician (EMT): A health-care specialist with skills and knowledge in pre-hospital emergency medicine.

Emergency Operations: Those actions taken during the emergency period to protect life and property, care for the people affected, and temporarily restore essential community services.

Emergency Operations Center (EOC): A location from which centralized emergency management can be performed. EOC facilities are established by an agency or jurisdiction to coordinate the overall agency or jurisdictional response and support to an emergency.

Emergency Operations Plan: The plan that each jurisdiction has and maintains for responding to appropriate hazards.

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Emergency Period: A period which begins with the recognition of an existing, developing, or impending situation that poses a potential threat to a community. It includes the warning (where applicable) and impact phase and continues until immediate and ensuing effects of the disaster no longer constitute a hazard to life or threat to property.

Emergency Plans: Those official and approved documents which describe principles, policies, concepts of operations, methods, and procedures to be applied in carrying out emergency operations or rendering mutual aid during emergencies. These plans include such elements as continuity of government, emergency functions of governmental agencies, mobilization and application of resources, mutual aid, and public information.

Emergency Public Information (EPI): Information disseminated to the public by official sources during an emergency, using broadcast and print media. EPI includes: (1) instructions on survival and health preservation actions to take (what to do, what not to do, evacuation procedures, etc.), (2) status information on the disaster situation (number of deaths, injuries, property damage, etc.), and (3) other useful information (state/federal assistance available).

Emergency Services Director: The individual within each political subdivision that has overall responsibility for jurisdiction emergency management coordination efforts.

ENN: The Emergency News Network. A term used to describe the use of voice, video, and data to provide not only alerts, but also the ongoing story of any major emergency.

EOB: The Los Angeles County Sheriff’s Department Emergency Operations Bureau. The EOB staffs and maintains the County Emergency Operations Center.

Emergency Public Information System: The network of information officers and their staff who operate from EPICs (Centers) at all levels of government within the state. The system also includes the news media through which emergency information is released to the public.

Emergency Response Agency: Any organization responding to an emergency, whether in the field, at the scene of an incident, or to an EOC, in response to an emergency, or providing mutual aid support to such an organization.

Emergency Response Personnel: Personnel involved with an agency’s response to an emergency.

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.

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.).

Evacuee: An individual who moves or is moved from a hazard area to a less hazardous area with anticipation of return when the hazard abates.

Event: A planned, non-emergency activity. ICS can be used as the management system for a wide range of events, e.g., parades, concerts, or sporting events.

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Exercise: Maneuver or simulated emergency condition involving planning, preparation, and execution; carried out for the purpose of testing, evaluating, planning, developing, training, and/or demonstrating emergency management systems and individual components and capabilities, to identify areas of strength and weakness for improvement of an emergency operations plan (EOP).

Exercise Scenario: Background detail (domestic, international, political, military) against which an exercise is conducted.

F
Facilities Unit: Functional unit within the Support Branch of the Logistics Section at the SEMS Field Response Level that provides fixed facilities for the incident. These facilities may include the Incident Base, feeding areas, sleeping areas, sanitary facilities, etc.

Federal Agency (Federal Definition): Any department, independent establishment, government corporation, or other agency of the executive branch of the federal government, including the United States Postal Service, but not including the American Red Cross.

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, 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 was created in 1979 to provide 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.

Federal Insurance Administration (FIA): the government unit, a part of FEMA that administers the National Flood Insurance Program.

FEMA-State Agreement: A formal legal document between FEMA and the affected State stating the understandings, commitments, and binding conditions for assistance applicable as the result of the major disaster or emergency declared by the President. It is signed by the FEMA Regional director, or designee, and the Governor.

Federal Coordinating Officer (FCO) - (1) The person appointed by the FEMA Director or in his/her absence, the FEMA Deputy Director, or alternatively the FEMA Associate Director for Response and Recovery, following a declaration of a major disaster or of an emergency by the President, to coordinate Federal assistance. The FCO initiates action immediately to assure that City of Beverly Hills 17
Federal Assistance is provided in accordance with the declaration, applicable laws, regulations, and the FEMA-State agreement. (2) The FCO is the senior Federal official appointed in accordance with the provisions of Public Law 93-288, as amended (the Stafford Act), to coordinate the overall consequence management response and recovery activities. The FCO represents the President as provided by Section 303 of the Stafford Act for the purpose of coordinating the administration of Federal relief activities in the designated area. Additionally, the FCO is delegated responsibilities and performs those for the FEMA Director as outlined in Executive Order 12148 and those responsibilities delegated to the FEMA Regional Director in the Code of Federal Regulations, Title 44, Part 205.

Federal On-Scene Commander (OSC) - The FBI official designated upon JOC activation to ensure appropriate coordination of the overall United States government response with Federal, State, and local authorities, until such time as the Attorney General transfers the LFA role to FEMA.

Field Coordination Center: A temporary facility established by the Office of Emergency Services within or adjacent to areas affected by a disaster. It functions under the operational control of the OES mutual aid regional manager and is supported by mobile communications and personnel provided by OES and other state agencies.

Field Operations Guide: A pocket-size manual of instructions on the application of the Incident Command System.

Finance/Administration Section: One of the five primary functions found at all SEMS levels which is responsible for all costs and financial considerations. At the incident the Section can include the Time Unit, Procurement Unit, Compensation/Claims Unit and Cost Unit.

FIPS Code: Federal Information Processing Identifier. A unique five-digit number for every county, borough, parish or census district in the US and its possessions.

Flood Hazard Boundary Map (FHBM): the official map of a community that shows the boundaries of the flood plain and special flood hazard areas that have been designated. It is prepared by FEMA, using the best flood data available at the time a community enters the emergency phase of the NFIP. It is superseded by the FIRM after a more detailed study has been completed.

Flood Insurance: The insurance coverage provided under the National Flood Insurance Program.

Flood Insurance Rate Map (FIRM): The official map of a community prepared by FEMA, which shows the base flood elevation, along with the special hazard areas and the risk premium zones. The study is funded by FEMA and is based on detailed surveys and analysis of the sitespecific hydrologic characteristics.

Food Unit: Functional unit within the Service Branch of the Logistics Section responsible for providing meals for incident and EOC personnel.

Function: In ICS, function refers to the five major activities in the ICS, i.e., Command, Operations, Planning, Logistics and Finance/Administration. The same five functions also are found at all SEMS EOC levels. At the EOC, the term Management replaces Command. The term function is also used when describing the activity involved, e.g., "the planning function." City of Beverly Hills 18
Functional Element: Refers to a part of the incident, EOC or DOC organization such as section, branch, group, or unit.

G
General Staff: The group of management personnel reporting to the Incident Commander or to the Director of Emergency Services (EOC Director). They may each have a deputy, as needed.

At the Field SEMS level, the General Staff consists of:

Operations Section Chief
Planning/Intelligence Section Chief
Logistics Section Chief
Finance/Administration Section Chief
Ground Support Unit: Functional unit within the Support Branch of the Logistics Section at the SEMS Field Response Level that is responsible for the fueling, maintaining, and repairing of vehicles, and the transportation of personnel and supplies.

Group: Groups are established to divide the incident into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. (See Division.) Groups are located between Branches (when activated) and Resources in the Operations Section.

H
Hazard: Any source of danger or element of risk to people or property.

Hazard Area: A geographically defined area in which a specific hazard presents a potential threat to life and property.

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.

Hazardous Material Incident (Stationary): Any uncontrolled release of material capable of posing a risk to health, safety, and property. Areas at risk include facilities that produce, process, or store hazardous materials well as all sites that treat, store, and dispose of hazardous material.

Hazardous Material Incident (Transportation): Any spill during transport of material that is potentially a risk to health and safety.

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 City of Beverly Hills 19
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.

Helibase: The main location for parking, fueling, maintenance, and loading of helicopters operating in support of an incident. It is usually located at or near the incident base.

Helispot: Any designated location where a helicopter can safely take off and land. Some helispots may be used for loading supplies, equipment, or personnel.

Hierarchy of Command: (See Chain of Command)
I
Incident: An occurrence or event, either human-caused or by natural phenomena, that requires action by emergency response personnel to prevent or minimize loss of life or damage to property and/or natural resources.

Incident Action Plan: The plan developed at the field response level which contains objectives reflecting the overall incident strategy and specific tactical actions and supporting information for the next operational period. The plan may be oral or written.

Incident Base: Location at the incident where the primary logistics functions are coordinated and administered. (Incident name or other designator will be added to the term "Base.") the Incident Command Post may be collocated with the Base. There is only one Base per incident.

Incident Commander: The individual responsible for the command of all functions at the field response level.

Incident Command Post (ICP): The location at which the primary command functions are executed. The ICP may be collocated with the incident base or other incident facilities.

Incident Command System (ICS): The nationally used standardized on-scene emergency management concept specifically designed to allow its user(s) to adopt an integrated organizational structure equal to 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, with responsibility for the management of resources to effectively accomplish stated objectives pertinent to an incident.

Incident Management Team: The Incident commander and appropriate General and Command 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 City of Beverly Hills 20
to allow for strategic and tactical alternatives.

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.

Information Officer: A member of the Command Staff responsible for interfacing with the public and media or with other agencies requiring information directly from the incident. There is only one Information Officer per incident. The Information Officer may have assistants. This position is also referred to as Public Affairs or Public Information Officer in some disciplines. At SEMS EOC levels, the information function may be established as a Coordinator or as a section or branch reporting directly to the Director of Emergency Services (EOC Director).

Initial Action: The Actions taken by resources which are the first to arrive at an incident.

Intermediate-Term Prediction: A prediction of an earthquake that is expected within a period of a few weeks to a few years.

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 a 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: The range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority for incident mitigation. Jurisdictional authority at an incident can be political/geographical (e.g., special district City, county, state, or federal boundary lines), or functional (e.g., police department, health department, etc.) (See multijurisdiction.) City of Beverly Hills 21
Jurisdictional Agency: The agency having jurisdiction and responsibility for a specific geographical area, or a mandated function.

L
Landing Zone: (See Helispot)
Leader: The ICS title for an individual responsible for a functional unit, task forces, or teams.

LECC: Local Emergency Communications Committee. The LECC is the broadcast industry component of EAS that works closely with local government entities to form a partnership to make EAS work.

Liaison Officer: A member of the Command Staff at the Field SEMS level responsible for coordinating with representatives from cooperating and assisting agencies. At SEMS EOC levels, the function may be done by a Coordinator and/or within a Section or Branch reporting directly to the Director of Emergency Services (EOC Director).

Lifelines: A general term including all systems for storing, treating, and distributing fuel, communications, water, sewage, and electricity.

Life-Safety: Refers to the joint consideration of both the life and physical well-being of individuals.

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: Means local agencies defined in Government Code 8680.2 and special district as defined in California Code of Regulations, Title 19 Division 2, Chapter 5, CDAA, 2900(y).

Local Government Advisory Committee (LGAC): Committees established by the Director of OES to provide a forum for the exchange of information among the cities and counties of a Mutual Aid region. The LGAC may develop a consensus of action and policy among local emergency managers on issues, policies, and programs of concern to local governments, and if necessary, bring such concerns to the attention of OES Executive Management.

Logistics Section: One of the five primary functions found at all SEMS levels. The Section responsible for providing facilities, services, and materials for the incident or at an EOC.

M
Major Disaster: Any hurricane, tornado, storm, flood, high-water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm,, drought, fire, explosions, or other catastrophe in any part of the United States which, in the determination of the President, causes damage of sufficient severity and magnitude to warrant major disaster assistance under the City of Beverly Hills 22
Federal Disaster Relief Act, above and beyond emergency services by the Federal Government, to supplement the efforts and available resources of States, local governments, and disaster relief organizations in alleviating the damage, loss, hardship, or suffering caused thereby.

Management by Objectives: In SEMS field and EOC levels, this is a top-down management activity which involves a three-step process to achieve the desired goal. The steps are establishing the objectives, selection of appropriate strategy(s) to achieve the objectives; and the direction or assignments associated with the selected strategy.

Marshaling Area: An area used for the completed mobilization and assemblage of personnel and resources prior to their being sent directly to the disaster affected area. Marshaling Areas area utilized particularly for disasters outside of the continental United States.

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.

Master Mutual Aid Agreement: An agreement entered 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.

Media: All means of providing information and instructions to the public, including radio, television, and newspapers.

Medical Unit: Functional unit within the Service Branch of the Logistics Section at SEMS Field levels responsible for the development of the Medical Emergency Plan, and for providing emergency medical treatment for incident personnel.

Message Center: The Message Center is part of the Incident or EOC Communications Center is collocated or placed adjacent to it. It receives records, and routes information to appropriate locations at an incident or within an EOC.

Mitigation: Pre-event planning and actions which aim to lessen the effects of potential disaster. (See also Comprehensive Emergency Management).

Mobilization: The process and procedures used by all organizations federal, state, and local for activating, assembling, and transporting all resources that have been requested to respond to or support an incident.

Mobilization Center: An off-incident location at which emergency service personnel and equipment area temporarily located pending assignment to incidents, release, or reassignment.

Multi-Agency Coordination (MAC) Group: The functions and activities of representatives of involved agencies and/or jurisdictions who make group decisions regarding the prioritizing of incidents and the sharing and allocations of critical resources.

Multi-Agency Coordination System (MACS): The combination of personnel, facilities, City of Beverly Hills 23
equipment, procedures, and communications integrated into a common system. When activated, MACS has the responsibility for coordination of assisting agency resources and support in a multiagency or multi-jurisdiction environment. A MAC Group functions within the MACS. MACS organizations are used within the California Fire Services.

Multi-Agency Incident: An incident where one or more agencies assist a jurisdictional agency or agencies. The incident may be managed under single or unified command.

Multi-Jurisdiction Incident: An incident requiring action from multiple agencies that have a statutory responsibility for incident mitigation. In ICS these incidents will be managed under Management.

Multi-Purpose Staging Area (MSA): A pre-designated location such as a County/District Fairgrounds having a large parking area and shelter for equipment and operator, which provides a base for coordinated localized emergency operations, a rally points for mutual aid coming into an area, and a site for post-disaster population support and recovery or emergency.

Mutual Aid Agreement: Written agreement between agencies and/or jurisdictions in which they agree to assist one another upon request, by furnishing personnel and equipment.

Mutual Aid Coordinator: An individual at local government, operational area, region, or state level that is responsible to coordinate the process of requesting, obtaining, processing, and using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual aid system.

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.

Mutual Aid Staging Area: A temporary facility established by the State Office of Emergency Services within, or adjacent to, affected areas. It may be supported by mobile communications and personnel provided by field or headquarters staff from state agencies, as well as personnel from local jurisdictions throughout the state.

N
National Disaster Medical System (NDMS): A coordinated partnership between DHS, HHS, DOD, and the Department of Veterans Affairs established for the purpose of responding to the needs of victims of a public health emergency. NDMS provides medical response assets and the movement of patients to healthcare facilities where definitive medical care is received when required.

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 (NIMS): A system mandated by HSPD-5 that provides a consistent, nationwide approach for Federal, State, local, and tribal governments; the private sector; and NGOs 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 City of Beverly Hills 24
interoperability and compatibility among Federal, State, local, and tribal capabilities, the NIMS includes a core set of concepts, principles, and terminology. HSPD-5identifies these as the ICS; multiagency 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 Infrastructure Coordinating Center (NICC): Managed by the DHS Information Analysis and Infrastructure Protection Directorate, the NICC monitors the Nation’s critical infrastructure and key resources on an ongoing basis. In the event of an incident, the NICC provides a coordinating vehicle to share information with critical infrastructure and key resources information-sharing entities.

National Terrorism Advisory System: Federal program that alerts the public about current terrorist threats and provides safety information.

National Interagency Coordination Center (NICC): The organization responsible for coordinating allocation of resources to one or more coordination centers or major fires within the Nation. Located in Boise, ID.

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.

Nuclear Incident (Fixed Facility): Any occurrence at a nuclear power plant resulting in a potential or actual release of radioactive material in sufficient quantity which threatens the health and safety of nearby populations.

O
OEM: The Los Angeles County Office of Emergency Management whose offices are at the LA County EOC. It is the civilian component of County emergency management that reports directly to the County Chief Administrative Officer.

Office of Emergency Services: The Governor’s Office of Emergency Services.

One Hundred (100)-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 law enforcement, coroner’s services, or emergency medical services.

Operational Area Satellite Information System (OASIS): A statewide emergency management system based on the operational area concept. An operational area is defined in law (Section 8559, California Government Code) as an organization (not a jurisdiction) whose boundaries are those of a county. This organization is not necessarily a county government; it could be several cities, or a city and a county, a county government, or several county governments, willing to undertake to coordinate the flow of mutual aid and information within the defined area. The operational area concept is the backbone of the statewide emergency management system.

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Operational Period: The period scheduled for execution of a given set of operation actions as specified in the Incident or EOC Action Plan. Operational Periods can be of various lengths, although usually not over 24 hours.

Operations Section: One of the five primary functions found at all SEMS levels. The Section responsible for all tactical operations at the incident, or for the coordination of operational activities at an EOC. The Operations Section at the SEMS Field Response Level can include Branches, Divisions and/or Groups, Task Forces, Team, Single Resources and Staging Areas. At the EOC levels, the Operations Section would contain Branches or Divisions as necessary because of span of control considerations.

Out-of-Service Resources: Resources assigned to an incident but unable to respond for mechanical, rest, or personnel reasons.

P
Plan: A document which describes the broad, overall jurisdictional response to potential extraordinary emergencies or disasters.

Planning Meeting: A meeting held as needed throughout the duration of an incident to select specific strategies and tactics for incident control operations and for service and support planning.

On larger incidents, the planning meeting is a major element in the development of the Incident Action Plan. Planning meetings are also an essential activity at all SEMS EOC levels.

Planning Section: (Also referred to as Planning/Intelligence). One of the five primary functions found at all SEMS levels. Responsible for the collection, evaluation, and dissemination of information related to the incident or an emergency, and for the preparation and documentation of Incident or EOC Action Plans. The section also maintains information on the current and forecasted situation, and on the status of resources assigned to the incident. At the SEMS Field Response level, the Section will include the Situation, Resource, Documentation and Demobilization Units, as well as Technical Specialists. Other units may be added at the EOC level.

Planning Zone: A subdivision of a county consisting of 1) a city; 2) a city and its sphere of influence in adjacent unincorporated areas; 3) a portion of the unincorporated area of a county; 4) a military installation; 5) a state facility such as a correctional institution. Zoning simplifies the process of collecting and compiling data according to geographical location.

Political Subdivision: Includes any City, City and county, county, district, or other local governmental agency or public agency authorized by law.

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.

Procurement Unit: Functional unit within the Finance/Administration Section responsible for financial matters involving vendor contracts.

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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: The individual at field or EOC level that has been delegated the authority to prepare public information releases and to interact with the media. Duties will vary depending upon the agency and SEMS level.

R
Radio Amateur Civil Emergency Services (RACES): Emergency services designed to make efficient use of skilled radio amateurs throughout the state in accordance with approved civil defense communications plans. Operators are registered with an OES agency to provide emergency communications support.

Radiological Protection: The organized effort, through warning, detection, and preventive and remedial measures, to minimize the effect of nuclear radiation on people and resources.

Radiological Officer (RO): An individual assigned to an Emergency Management Staff who is responsible for radiological protection operations. The RO is the principal advisor to the Director/Coordinator and other officials on matters pertaining to radiological protection operations.

Radiological Monitor: An individual trained to measure, record, and report radiation exposure and exposure rates; provide limited field guidance on radiation hazards associated with operations to which he is assigned; and perform operator’s checks and maintenance on radiological instrument.

Reception Area: An area which, through a hazard analysis and related preparedness planning, is pre-designated to receive and care for (or provide basic needs for) persons displaced from a hazard area.

Recovery: Activities traditionally associated with providing Federal supplemental disaster recovery assistance under a Presidential major disaster declaration. These activities usually begin within days after the event and continue after the response activities cease. Recovery includes individual and public assistance programs which provide temporary housing assistance, grants and loans to eligible individuals and government entities to recovery from the effects of a disaster.

Regional Director (RD): A director of a regional office of FEMA, or his/her designated representative. As used in the Stafford Act, Regional Director also means the Disaster Recovery Manager who has been appointed to exercise the authority of the regional Director for a particular emergency or major disaster.

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.

Remedial Movement: The post-attack or post-event movement of people to better protected facilities or less hazardous areas.

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Remedial Operations: Actions taken after the onset of an emergency to offset or alleviate its effects.

Reporting Locations: Specific locations or facilities where incoming resources can check-in at the incident. (See Check-in)
Rescue Group: Two or more rescue teams responding as a unified group under supervision of a designated group leader.

Rescue Team: Four or more personnel organized to work as a unit. One member is designated team leader.

Resources: Personnel and equipment available, or potentially available, for assignment to incidents or to EOCs. Resources area described by kind and type and may be used in tactical support or supervisory capacities at an incident or at EOCs.

Resource Management: Efficient 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 National Incident Management System 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 at the SEMS Field Response level 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 to address the immediate and short-term effects of an emergency or disaster.

Response includes immediate actions to save lives, protect property and meet basic human needs.

Based on the requirements of the situation, response assistance will be provided to an affected State under the Federal Response Plan using a partial activation of selected ESS or full activation of all ESS to meet the needs of the situation.

S
Safety Officer: A member of the Command Staff at the incident or within an EOC responsible for monitoring and assessing safety hazards or unsafe situations, and for developing measures for ensuring personnel safety. The Safety Officer may have assistants.

Search: Systematic investigation of area or premises to determine the presence and/or location of persons entrapped, injured, immobilized, or missing.

Section: That organization level with responsibility for a major functional area of the incident or at an EOC, e.g., Operations, Planning, Logistics, Administration/Finance.

Section Chief: The ICS title for individuals responsible for command of functional sections:

Operations, Planning/Intelligence, Logistics and Administration/Finance. At the EOC level, the position title will be Section Coordinator.

Sensitive Facilities: Facilities in reception areas that will not normally be used as lodging City of Beverly Hills 28
facilities for relocatees. The facilities area either considered unsuitable or are required for essential activities (food establishments, fire stations, banks, radio stations, etc.). However, if any of these facilities provide adequate protection against radioactive fallout, they may be used as fallout shelter.

Service: An organization assigned to perform a specific function during an emergency. It may be one department or agency if only that organization is assigned to perform the function, or it may be comprised of two or more normally independent organizations grouped together to increase operational control and efficiency during the emergency.

Service Branch: A Branch within the Logistics Section responsible for service activities at the incident includes the Communications, Medical and Food Units.

SHB: Sheriff’s Headquarters Bureau. The Public Information arm of the Los Angeles County Sheriff’s Department.

Shelter Complex: A geographic grouping of facilities to be used for fallout shelter when such an arrangement serves planning, administrative, and/or operation purposes. Normally, a complex will include a maximum of 25 individual shelter facilities, within a diameter of about 2 miles.

Shelter-In-Place: Staying indoors, usually in an interior room with few or no windows, to protect yourself during an emergency until it is safe to leave.

Shelter Manager: An individual who provides for the internal organization, administration, and operation of a shelter facility.

Short-Term Prediction: A prediction of an earthquake that is expected within a few hours to a few weeks. The short-term-prediction can be further described as follows:

Alert--Three days to a few weeks
Imminent Alert--Now to three days
Single Resource: An individual, a piece of equipment and its personnel complement, or a crew or team of individuals with an identified work supervisor that can be used on an incident.

Situation Unit: Functional unit within the Planning Section responsible for the collection, organization, and analysis of incident status information, and for analysis of the situation as it progresses. Reports to the Planning Section Chief.

Span of Control: The supervisory ratio maintained within an ICS or EOC organization. A span of control of five positions reporting to one supervisor is considered optimum.

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: Staging Areas are locations set up at an incident where resources can be placed while awaiting a tactical assignment. Staging Areas are managed by the Operations Section.

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Staging Area Managers: Individuals within ICS organizational units that are assigned special managerial responsibilities at Staging Areas. (Also, Camp Manager.) 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 the 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, Operation Area, Region, and State.

State Agency: Any department, division, independent establishment, or agency of the executive branch of the state government.

State Coordinating Officer (SCO): The person appointed by the Governor to act for the State in cooperation with the Federal Coordinating Officer.

State Emergency Organization: The agencies, board, and commissions of the executive branch of state government and affiliated private sector organizations.

State Emergency Plan: The State of California Emergency Plan as approved by the Governor.

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 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.

Strategy: The general plan or direction selected to accomplish incident or EOC objectives.

Subgrantee: An eligible applicant in federally declared disasters.

Supply Unit: Functional unit within the Support Branch of the Logistics Section responsible for ordering equipment and supplies required for incident operations.

Support Branch: A Branch within the Logistics Section responsible for providing personnel, equipment and supplies to support incident operations. Includes the Supply, Facilities and Ground City of Beverly Hills 30
Support Units.

Support Resources: Non-tactical resources under the supervision of the Logistics, Planning, Finance/Administration Sections, or the Command Staff.

Supporting Materials: Refers to the several attachments that may be included with an Incident Action Plan, e.g., communications plan, map, safety plan, traffic plan, and medical plan.

T
Tactical Direction: Direction given by the Operations Section Chief at the SEMS Field level which includes the tactics appropriate for the selected strategy, the selection and assignment of resources, tactics implementation, and performance monitoring for each operational period.

Task Force: A combination of single resources assembled for a particular tactical need with common communications and a leader.

Team: (See Single Resource.)
Technical Specialists: Personnel with special skills that can be used anywhere within the ICS or EOC organization.

Technological Hazard: Includes a range of hazards emanating from the manufacture, transportation, and use of such substances as radioactive materials, chemicals, explosives, flammables, agricultural pesticides, herbicides, and disease agents; oil spills on land, coastal waters, or inland water systems; and debris from space.

Time Unit: Functional unit within the Finance/Administration Section responsible for recording time for incident or EOC personnel and hired equipment.

Traffic Control Points (TCP): Places along movement routes that are manned by emergency personnel to direct and control the flow of traffic.

Triage: A process of priority sorting sick and injured people based on urgency and type of condition presented so that they can be routed to appropriate medical facilities.

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 areas, wave velocity decreases and wave height can increase to 100 feet or more on impact at the shoreline.

Type: Refers to resource capability. A Type 1 resource provides a greater overall capability due to power, size, capacity, etc., than would be found in a Type 2 resource. Resource typing provides managers with additional information in selecting the best resource for the task.

U
Unified Area Command: A Unified Area Command is established when incidents under an Area City of Beverly Hills 31
Command area are multi-jurisdictional. (See Area Command and Management).

Unit: An organizational element having functional responsibility. Units are commonly used in incident Planning Logistics, or Finance/Administration Section and can be used in operations for some applications. Units are also found in EOC organizations.

Unity of Command: The concept by which each person within an organization reports to one and only one designated person.

Urban Fire: Any instance of uncontrolled burning which results in structural damage to residential, commercial, industrial, institutional, or other properties in developed areas.

Urban Rescue: The complex process in which trained personnel use specialized equipment to locate and extricate victims trapped in collapsed buildings, and the mobilization and management of such personnel and equipment.

V
Volunteers: Individuals who make themselves available for assignment during an emergency.

These people may or may not have skills needed during emergencies and may or may not be part of a previously organized group.

W
Wildfire: Any instance of uncontrolled burning in grasslands, brush, or woodlands.

Winter Storm (Severe): This includes ice storms, blizzards, and extreme cold. The National Weather service characterizes blizzards as combinations of winds more than 35 mph with considerable falling or blowing snow, frequently reducing visibility to 0.25 miles or less.

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PART TWO

MANAGEMENT SECTION

TABLE OF CONTENTS
PURPOSE....................................................................................................................................... 2 OVERVIEW ................................................................................................................................... 2 OBJECTIVES................................................................................................................................. 2 CONCEPT OF OPERATIONS ...................................................................................................... 2 SECTION ACTIVATION PROCEDURES................................................................................... 4 WHEN TO ACTIVATE ................................................................................................................. 4 WHERE TO REPORT.................................................................................................................... 4 WHEN TO REPORT...................................................................................................................... 4 POSITION DESCRIPTIONS ......................................................................................................... 5 POSITION REFERENCE GUIDE............................................................................................... 13 CITY COUNCIL .................................................................................................................. 13 POLICY GROUP.................................................................................................................. 15 DIRECTOR OF EMERGENCY SERVICES (EOC DIRECTOR)..................................... 17 ASSISTANT DIRECTOR OF EMERGENCY SERVICES ................................................ 20 LIAISON OFFICER............................................................................................................. 22 LEGAL OFFICER................................................................................................................ 24 PUBLIC INFORMATION OFFICER.................................................................................. 25 SAFETY OFFICER.............................................................................................................. 28 SEMS/NIMS Emergency Operations Plan
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MANAGEMENT SECTION

GENERAL INFORMATION

PURPOSE
The purpose of the Management Section is to direct and manage the City of Beverly Hills' response and recovery from an emergency in a uniformed, collective, collaborative, and coordinated effort.

OVERVIEW
The Management section is responsible for overall emergency policy and coordination through the joint efforts of City departments, other governmental agencies, and private organizations. The elements may include:
• Managing overall emergency response and recovery effort. • Overseeing and managing the Management, Operations, Planning, Logistics and Finance Sections within the EOC.
• Utilizing Incident Command System principles.

OBJECTIVES
The overall objective of emergency management is to ensure the effective management resources in preparing for and responding to situations associated with natural disasters, technological incidents, and national security emergencies. The Management Section will accomplish objectives during a disaster/emergency, including but not limited to:
• overall management and coordination of emergency response and recovery operations, including on-scene incident management as required.
• coordinate and liaison with appropriate federal, state, and other local government agencies, as well as applicable segments of private sector entities and volunteer agencies • establish priorities and resolve any conflicting demands for support. • prepare and disseminate emergency public information to inform, alert and warn the public. • disseminate damage information and other essential data.

CONCEPT OF OPERATIONS
Operations must occur during both Peacetime and major incidents. Peacetime operations include, but is not limited to, routine house fires and traffic accidents. Major incidents include national security emergencies, earthquakes, hurricanes, and nuclear detonations. While there are numerous similarities in operational concepts for peacetime and national security emergencies, there are major differences between the two. For example, peacetime emergencies tend to not require declarations of a disaster or an emergency order. National Security Emergencies, on the other hand typically require a declaration of a disaster or an emergency order. Some emergencies will be preceded by a build-up or warning period, providing sufficient time to warn the population and implement mitigation measures designed to preserve life (most important), preserve property, and preserve the environment. The prioritization of preserving life must be the top priority. Property and the environment must be secondary priorities.

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Other emergencies occur with little or no warning, necessitating the immediate activation of the emergency operations plan and commitment of resources. All agencies must be prepared to respond promptly and effectively to any foreseeable emergency, including the provision and utilization of mutual aid.

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SECTION ACTIVATION PROCEDURES
The Director of Emergency Services (EOC Director), or their designee, is authorized to activate the Management Section.

When to Activate
The Management Section may be activated when the City's Emergency Operations Center (EOC) is activated or upon the order of the Director of Emergency Services (EOC Director). Parts of the Management Section may be activated for smaller events.

Where to Report
EOC responders shall report to the Primary EOC location unless otherwise directed.

When to Report
As directed.

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MANAGEMENT SECTION STAFF
The Management role is filled by the Director of Emergency Services (EOC Director) and is established any time the EOC is activated. The City Manager will normally fill this position during an emergency/disaster. The Management team is responsible for advising the Director of Emergency Services (EOC Director) on policy matters. They also assist the Director of Emergency Services (EOC Director) in the development of overall strategy and tactics to mitigate the incident, along with generating rules, regulations, proclamations, and orders.

The Management Section also includes the following functions:
• City Council
• Policy Group
• Director of Emergency Services (EOC Director)
• Assistant Director of Emergency Services
• Liaison Officer
• Legal Officer
• Public Information Officer
• Safety Officer

POSITION DESCRIPTIONS
City Council
The City Council is the senior policymaking body in the City of Beverly Hills. In the event of an emergency/disaster, the Council is responsible for proclaiming and/or ratifying local emergencies, approving emergency resolutions and orders, hosting VIPs and government officials on tours of affected areas and providing information to the public as necessary in coordination with the Public Information Officer.

Policy Group
The Policy Group is comprised of department directors from the City staff. In the event of an emergency/disaster, the Policy Group is responsible for ensuring that the Director of Emergency Services (EOC Director) has clear policy direction from the City Council; assisting the Director of Emergency Services (EOC Director) with decision-making; assisting in the development of rules, regulations, proclamations, and orders; and ensuring the continuity of government and continuity of operations.

Director of Emergency Services (EOC Director)
The Director of Emergency Services (EOC Director) leads the City’s overall emergency response and recovery effort. The Director of Emergency Services (EOC Director) is empowered to proclaim a local emergency when the City council is not in session and is responsible for overseeing and managing all EOC operations; implementing the policies of the City Council; SEMS/NIMS Emergency Operations Plan
City of Beverly Hills Management Section - 6
keeping the City Council fully advised on the status of the emergency/disaster; and leading the Policy Group in the development of rules, regulations, proclamations, and orders.

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Assistant Director of Emergency Services
The Assistant Director of Emergency Services is responsible for assisting the Director of Emergency Services (EOC Director) in the City’s overall response and recovery effort; managing EOC operations and supervising the EOC Section Chiefs; and coordinating with other agencies involved in response/recovery.

Liaison Officer
The Liaison Officer is responsible for serving as the point of contact for any people or organizations from outside the City government structure, including businesses, residents, and representatives from outside agencies; working with the other EOC sections and branches/groups/units to obtain information; ensuring that all relevant information is disseminated to the appropriate outside entities in a timely manner; and overseeing all field liaison positions.

Legal Officer
The Legal Officer, normally an Assistant City Attorney, provides legal counsel to the Director of Emergency Services (EOC Director) in all legal matters pertaining to emergency response and recovery; assists in the preparation of proclamations, ordinances, and other legal documents; and maintains the City’s legal records and reports.

Public Information Officer
The Public Information Officer is responsible for providing news and information on the emergency/disaster to the media, the public, and all departments and required agencies; and for ensuring that all information released is accurate, timely, and in accordance with legal and policy guidelines. In larger disasters, as conditions dictate, the Public Information Officer function may expand, and a representative may be sent to the Joint Information Center (JIC).

Oversees and supervises the Disaster Hotline. Responsible for all multimedia communications messages including, but not limited to website, cable, Twitter, Facebook, Nixle, AM Radio, telephone notifications, and other tools.

After receiving a briefing from the Director of Emergency Services (EOC Director), the PIO will establish an area for the media away from the EOC. The PIO will provide news releases, answer questions the media may have and arrange for tours or photo opportunities of the incident. The PIO will coordinate all information releases and media contacts with the Director of Emergency Services (EOC Director). If federal agencies establish a Joint Information Center (JIC), the City’s PIO will be responsible for sending a representative over to the JIC to represent City interests.

Safety Officer
The Safety Officer is responsible for identifying and mitigating safety hazards and situations of potential City liability during EOC operations; ensuring that all facilities used in support of EOC operations have safe operating conditions; monitoring all EOC and related-facility activities to ensure that they are being conducted as safely as possible; planning for and ensuring that all employees are taken care of if injured; and stopping or modifying all unsafe operations.

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MANAGEMENT SECTION

ORGANIZATIONAL CHART

COUNCIL

DIRECTOR OF

EMERGENCY SERVICES
(EOC DIRECTOR)

ASSISTANT DIRECTOR OF

EMERGENCY SERVICES

LEGAL OFFICER

PUBLIC INFORMATION

OFFICER
Policy
Group

LIASON OFFICER

SAFETY OFFICER
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SEMS/NIMS ORGANIZATION CHART

COUNCIL

DIRECTOR OF

EMERGENCY SERVICES
(EOC DIRECTOR)
ASST. DIR. OF

EMERGENCY SERVICES

LEGAL OFFICER

PUBLIC INFORMATION

OFFICER

LIAISON OFFICER

SAFETY OFFICER
*OPERATIONS *PLANNING/

INTELLIGENCE

LOGISTICS FINANCE

FIRE/RESCUE/ HAZMAT
POLICE

CARE & SHELTER

PUBLIC WORKS

RESOURCES

SITUATION STATUS

DOCUMENTATION

DAMAGE ASSESSMENT
ADV. PLANNING

RECOVERY

INFORMATION

TECHNOLOGY

TRANSPORTATION

PERSONNEL

SUPPLY/ PROCUREMENT

COST RECOVERY

TIME KEEPING

COMPENSATION/
CLAIMS

COST ANALYSIS

BUILDING & SAFETY
GIS

POLICY GROUP

DEMOBILIZATION
* If all elements are activated, a deputy may be appointed to provide a manageable span of control.

Field Units will be coordinating and communication with each of the Branches under the Operations Section. The Incident Command System will be used in the field.

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COMMON CHECKLISTS

1.ACTIVATION EOC
❑ Follow EOC Activation Procedures Manual found on back EOC wall and in each file drawer.

NOTE: If primary EOC is damaged, report to alternate EOC, Fire Department training room or Public Works lunchroom. Post signs.

2.ASSUME EOC JOB
❑ Set up your workstation.
❑ Open WebEOC and check in.
❑ Put on appropriate vest. Print your name on the EOC organizational chart. ❑ Obtain preliminary report of the extent of damage. (Try to obtain a “big picture” of the situation and the status of the incident).
❑ Begin your WebEOC Activity or hard duty Log (Found on H Drive, EOC Forms or in the EOC storage room). Use other forms as required. Document all actions. ❑ Read position checklist. (EOC Position Checklists can be found in an Emergency Operations Plan, WebEOC and on the H Drive/Emergency Operations Plan, on nametag and small EOC checklist book).
❑ Ensure you have all needed equipment and supplies.
❑ Establish contact with department/field/ DOC/Department head or other appropriate staff and communicate that your branch is fully operational. ❑ Obtain briefing from whatever sources available. Verify all key EOC personnel have been contacted.
❑ Ensure all EOC functions within your section are staffed. You may have to serve multiple roles until additional assistance arrives.
❑ Review the responsibilities of the other positions in your section and within the EOC. Know where to get information and support.
❑ Clarify issues regarding assignment and authority.
❑ Establish/confirm procedures for:
i. Radio communications
ii. Computer and data systems
iii. Disaster accounting
iv. Finance
v. Resource requests
❑ Coordinate staffing to support 24-hour operations (if required). Plan for two 12- hour shifts per 24 hour per period if required.
❑ Develop and implement plan to support EOC and field operations. ❑ Respond aggressively to the emergency but consider safety in all actions. ❑ Be prepared to provide input for the EOC Action Plan, meetings, or policy decisions.
❑ Maintain status boards and displays in WebEOC that you are responsible for. ❑ Keep informed on situation and response priorities as established by the EOC SEMS/NIMS Emergency Operations Plan
City of Beverly Hills Management Section - 11
Action Plan.
❑ Keep your supervisor advised of your status and activities, and on any problem areas that will require solutions.
❑ Anticipate potential situation changes; develop options for staffing and response. ❑ Request additional resources, as needed, through the Logistics Section or established ordering procedures.
❑ Carefully document information required for cost recovery. ❑ Use face-to-face communication whenever possible in the EOC, document decisions.
❑ Planning & Intelligence should ensure the City has completed the required Operational Area (OARS) reports within 60 minutes of the EOC activation. (See OARS and ESCN Manual).
❑ Proclaim local emergency if necessary.
❑ Refer media contacts to PIO.

3.COMFORT
❑ Open Kitchen.
❑ Make coffee.
❑ Put out snacks.

4.EOC SHIFT CHANGE (OFFGOING)
❑ Brief incoming personnel and identify in-progress activities which need followup:
o A snapshot of the current situation, including anything that has changed since your shift began.
o Identification of in-progress activities and follow-up requirements o A copy of the most current EOC action-plan.
❑ Submit completed logs, timecards, etc. for your Section before you leave. ❑ Log out of WebEOC.
❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached.

5. EOC SHIFT CHANGE (ONCOMING)
❑ Receive a full briefing on the current situation from the person you are relieving. ❑ Check-in with your supervisor.
❑ Sign in to WebEOC.
❑ Follow EOC activation guidelines as appropriate.
❑ Make sure you have received the most recent EOC Action Plan.

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❑ Return all supplies.
❑ Prepare proclamation for termination of the emergency, if applicable. provide input to the After-Action Report/Corrective Action Report (AAR/CAR) SEMS/NIMS Emergency Operations Plan
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MANAGEMENT

POSITION REFERENCE GUIDE

CITY COUNCIL
SUPERVISOR: Electorate
POSITION OVERVIEW:

The City Council is the senior policymaking body in the City of Beverly Hills. In the event of an emergency/disaster, the Council is responsible for proclaiming and/or ratifying local emergencies, approving emergency resolutions and orders, hosting VIPs and government officials on tours of affected areas, and providing information to the public in coordination with the Public Information Officer.

NOTE: Council members should refrain from direct involvement with Emergency Operations Center (EOC) activities. The Director of Emergency Services (EOC Director) or the Liaison Officer will provide Council members with all required information and status.

OPERATIONAL DUTIES:
• Check in at the Policy & Management Office.
• Receive incident briefing from the Liaison Officer.
• Call emergency meetings of the City Council as necessary to proclaim and/or ratify a local emergency and approve emergency orders. Guidelines:
o three (3) members of the City Council are needed for an official quorum. o proclamation of a local emergency must be ratified within seven (7) days. o Emergency Rules and Regulations made by the Director of Emergency Services must be confirmed at the earliest practicable time.
o approve extraordinary expenditure requirements as necessary. • Review, at least every 14 days, the need for continuing the Local Emergency. Proclaim the termination of the Local Emergency as soon as conditions warrant. • On request of the Public Information Officer (PIO) or Liaison Officer, host and accompany VIPs on tours of the disaster area.
• Oversee the release of official statements.
• In coordination with the PIO, conduct media interviews and provide public information. • Develop or utilize existing citizens’ advisory group to address concerns. • Consider developing an emergency planning task force to discuss concerns and disseminate pre-event planning information and post-event recovery information.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF

THIS SECTION FOR GUIDANCE ON GENERAL DUTIES, EOC

ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
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• Consider developing a plan to provide a “citizen and business aid” location, which can be utilized by residents and businesses impacted by the emergency. • Identify needs of the community and report back to the Liaison Officer • Encourage post-event discussions in the community to identify potential areas of improvement.

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MANAGEMENT

POSITION REFERENCE GUIDE

POLICY GROUP
SUPERVISOR: Director of Emergency Services (EOC Director) POSITION OVERVIEW:

The Policy Group is comprised of department directors. The Policy Group will assist in the development of policies, procedures, rules, regulations, proclamations, and orders pertaining to the disaster/emergency will ensure the continuity of government and the department’s day to day operations. The Policy Group is responsible for identifying policy issues, providing support, guidance and assisting the Director of Emergency Services (EOC Director) with decision-making, priority setting and the development and implementation of policy which includes seeking or execution of direction from the City Council.

OPERATIONAL DUTIES:
• Determine if all your department personnel have been accounted for, notified, and recalled as necessary.
• Obtain a briefing or preliminary survey (status, needs, resources) of the emergency from department staff and determine the impact on your department’s capabilities. • Organize your department; activate employee response teams as needed, check, and activate chain of command ensuring key functions from disaster table of organization are fulfilled including EOC assignments. Recommend immediate course of action. • Complete the initial Department Situation Status Report and update minimally every 12 hours. Use WEB EOC or hard copy to EOC P&I.
• Receive initial incident briefing from the Director of Emergency Services (EOC Director) and assist in developing overall City goals.
• In consultation with the Director of Emergency Services (EOC Director), develop temporary policies for managing the strategic aspects of the emergency. • Ensure Continuity of Government and Continuity of Operations and prepare the City for transition to a recovery organization to restore the City to pre-disaster conditions as quickly and effectively as possible.
• Advise and assist the Director of Emergency Services (EOC Director) and the PIO in developing messages; the release of information to the public and the media; requests for additional resources, requests for release of resources, plans for recovery, and reconstruction and demobilization.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
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• Identify and communicate to the Director of Emergency Services (EOC Director) and the Policy Group any policy issues, procedural clarifications and/or situations that need to be addressed or decided.
• Manage department’s day to day activities.

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MANAGEMENT

POSITION REFERENCE GUIDE

DIRECTOR OF

EMERGENCY SERVICES
(EOC DIRECTOR)
SUPERVISOR: City Council
POSITION OVERVIEW:

The Director of Emergency Services (EOC Director) leads the City’s overall emergency response and recovery effort. The Director of Emergency Services (EOC Director) is responsible for overseeing and managing all EOC operations; implementing the policies of the City Council; keeping the City Council fully advised on the status of the emergency/disaster; and leading the Policy Group in the development of rules, regulations, proclamations, and orders.

OPERATIONAL DUTIES:
• Serve as the Director of Emergency Services (EOC Director) for the City of Beverly Hills as specified in the Municipal Code.
• Manage the implementation of the City of Beverly Hills' Emergency Operations Plan. • Ensure the Assistant Director of Emergency Services notifies the Los Angeles County Operational Area that the EOC is activated.
• Working with the Policy Group, develop an overall strategy, to include:
o assess the situation.
o define the problem.
o establish priorities.
o estimate the incident duration.
o determine if there is a need to make an “Emergency Proclamation.” • Approve and implement the EOC Action Plan prepared by the Planning/Intelligence Section.
• Make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by the emergency, including, but not limited to, orders or regulations imposing a curfew within designated boundaries where necessary to preserve the public order and safety. If Emergency Proclamations are needed, see Part One, Section

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
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Four: Emergency Proclamations Templates
• Conduct periodic Policy Group briefings for the City Council and with the EOC Management Team to update the overall situation. Ensure that the city is carrying out its principal duties:
o ensuring the response is from a city-wide perspective. o preparing Action Plans and Status Reports
o implementing operational objectives per the EOC Action Plan o providing adequate facility and operational support
o providing administrative and fiscal record-keeping and support • Activate organizational elements of the Management Section as needed and designate leaders for each element or combination of elements:
o Assistant Director of Emergency Services
o Liaison Officer
o Legal Officer
o Public Information Officer
o Safety Officer
• Request additional personnel through the Personnel Unit to maintain 24-hour operation, if required.
• Authorize PIO to release information to the media and to access WEA/EAS and other communication tools as needed through appropriate channels. Review messages whenever possible before distribution.
• Monitor performance of EOC personnel for signs of stress or under-performance; initiate Critical Incident Stress Debriefing as appropriate in coordination with Personnel Unit of the Logistics Section.
• Ensure the Safety Officer establishes and maintains a safe working environment. • Ensure that proper security is always maintained in the EOC. • Ensure that the Liaison Officer maintains effective internal and external agency coordination.
• Set priorities for restoration of city services and the levels of service to be provided. • Establish the City Government's hours of operation.
• Establish and maintain contacts with Area "A" City Managers. • Determine if support is required from other jurisdictions; if needed, use the Logistics Section to request mutual aid from the Los Angeles County Operational Area. • Request the governor to proclaim a state of emergency when, in the opinion of the Director of Emergency Services, the locally available resources are inadequate to cope with the emergency and the city council is not in session.
• Request state aid, including, without limitation, financial aid, equipment, personnel, supplies or anything else that the state or federal government can provide to assist the city in coping with, responding to, or recovering from the emergency. • Keep the City Council fully advised as to the financial conditions and future needs of the City and make such recommendations to the Council concerning the affairs of the City. • Ensure all City laws are enforced and implement all acts of the City Council in response to the disaster.
• Exercise overall management responsibility for the coordination of the response efforts. In conjunction with the General Staff, set priorities for response efforts and ensure that all SEMS/NIMS Emergency Operations Plan
City of Beverly Hills Management Section - 19
agency actions are accomplished within the priorities established. • Ensure that multi-agency coordination and collaboration is practiced effectively within the EOC and throughout the operation. Response must come from a city-wide perspective. • Represent the City in all dealings with public or private agencies on matters pertaining to the emergency.
• Ensure rules and regulations related to disaster response and recovery are consistent with the provisions of the Municipal Code as deemed necessary for the conduct of the various departments under his supervision and direction.
• Authorize the opening of the Disaster Accounting System and supervise administration of disaster-related expenditures.
• To obtain from the other sources such vital supplies, equipment, and other properties found lacking and needed for the protection of life and property, as provided in the emergency provisions of the City’s purchasing regulations and, if required immediately, commandeer the same for public use.
• Authorize in writing the use of any gifts of services, equipment, temporary loan of equipment, supplies, goods, or other in-kind donations, as necessary to provide for the protection of life and property, regardless of whether the donation comes from public or private sources and report all such gifts used to the City council at its next regular meeting for review.
• Command the aid of as many citizens of this community as he or she deems necessary in the execution of his or her duties, and to grant to public officers, employees, and registered volunteers the authority to command the aid of citizens of this community as they deem necessary in the execution of their duties.

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MANAGEMENT

POSITION REFERENCE GUIDE

ASSISTANT DIRECTOR OF

EMERGENCY SERVICES
SUPERVISOR: Director of Emergency Services (EOC Director) POSITION OVERVIEW:

The Assistant Director of Emergency Services is responsible for assisting the Director of Emergency Services (EOC Director) in the City’s overall response and recovery effort; managing EOC operations and managing the EOC Section Chiefs; and coordinating with other agencies involved in response/recovery.

OPERATIONAL DUTIES:
• Assist the Director of Emergency Services (EOC Director) in the managing of the operation.
• Aid Section Chiefs as required. Fill vacant positions as needed. • Assist the Director of Emergency Services (EOC Director) and Policy Group in developing an overall strategy, including:
o assess the situation.
o define the problem.
o establish priorities.
o estimate the incident duration.
o determine if there is a need to make an “Emergency Proclamation.” • Assist the Planning/Intelligence Section in the development of the EOC Action Plan. • Ensure all response and recovery is in accordance with the current EOP. • Ensure the overall operation of the EOC and its components. • Monitor EOC personnel for signs of stress or under-performance; advise the Director of Emergency Services (EOC Director) and Personnel Unit as appropriate. • Ensure that all documentation is properly maintained by EOC personnel. • Facilitate the Director of Emergency Services (EOC Director)’s briefing sessions. • Work with other agencies as needed. As necessary, verify that requests for assistance have been addressed or forwarded to the appropriate section branch, unit, or external agency.
• Ensure that all required reports are made to the Los Angeles County Operational Area.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
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• Work with Finance Section in ensuring all costs are tracked and ensure appropriate claims are submitted for reimbursement.
• Assist Liaison Office in coordination with operational area county, state, and federal agencies.

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MANAGEMENT

POSITION REFERENCE GUIDE

LIAISON OFFICER
SUPERVISOR: Director of Emergency Services (EOC Director) POSITION OVERVIEW:

The Liaison Officer is responsible for serving as the point of contact to all internal and external individuals, organizations, agencies, and customers. This would include but is not limited to: City Council and other elected officials, City Commissioners, City Tenants, City Businesses and residents, the school district and all government, non-government and community and faith-based organizations and agencies. The Liaison Officer also serves as the liaison to the persons with disabilities and others with access and functional needs community. The position will work with the other EOC sections and branches/groups/units to obtain information and will ensure that all relevant information is disseminated in a timely manner. Oversee all special events, dignitary visits and field liaison positions.

OPERATIONAL DUTIES:
• Coordinate as needed with all City businesses, schools, community and faith-based organizations, non-governmental organizations, Council Members, Commissioners, dignitaries, and other agencies and entities.
• Coordinate as needed with all local, county, state, and federal agencies. • Serve as a liaison with the above entities, passing information on as appropriate to other sections, units, and departments.
• Oversee all field liaison positions.
• Function as the central point of contact for incoming agency representatives, and handle requests from other agencies to send liaison personnel to other EOCs. • Problem solves issues with the above-named groups.
• Determine with Director of Emergency Services (EOC Director) if a representative from an outside group, agency or organization is required in the EOC, such as:
o local/county/state/federal agencies
o schools
o volunteer organizations

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
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City of Beverly Hills Management Section - 23
o private sector organizations
o utilities not already represented.
• Coordinate all on-site agency representatives. Ensure that they:
o have workspace and arrange for support as necessary.
o have signed into the EOC.
o understand their assigned functions.
o know their work locations and are briefed.
o understand the EOC organization and floor plan.
• Interact with other sections and branches/groups/units within the EOC to obtain information, assist in coordination, and ensure the proper flow of information. • Arrange and coordinate VIP tours with the PIO, Police Department, Director of Emergency Services (EOC Director), and/or City Council.
• Contact representatives from organizations, agencies etc. to determine level of damage to facilities, ability to do business and obtain any intelligence or situation information that may be useful to the EOC and the disaster response and recovery process. • Compile list of agency representatives (agency, name, EOC phone) and make available to all Section Chiefs and branch/group/unit directors, hotline, PIO etc. • Maintain the following WEB EOC Status Boards: Business, Public and Private Schools, City Tenant, Critical Government Facilities, and Community Agency Assistance. • Notify and coordinate with adjacent jurisdictions on status, support, and politics. • Respond to requests from EOC sections/branches/groups/units for businesses, tenant, and agency information. Direct requesters to appropriate agency representatives. • Host and Coordinate stakeholder meetings as needed.
• The Liaison Officer is responsible for making recommendations on issues related to persons with disabilities and others with access and functional needs (DAFN) when the EOC is activated. This position will work with other EOC positions as needed to make sure that incident response and recovery functions serve all members of the community in accordance with the Americans with Disabilities Act (ADA). • Liaison Officer is responsible for working with and assisting EOC positions on issues related to DAFN, particularly three key areas: care and shelter, public information, and evacuation.
• Work to make City response and recovery functions ADA compliant. • Monitor situation reports for potential issues affecting DAFN, and proactively assess the potential needs of the community as response and recovery continue. • Work with the Care and Shelter Branch to determine shelter needs and assist in providing for the needs of the DAFN community.
• Work with the PIO to disseminate information in an accessible format, and coordinate information regarding DAFN issues.
• Work with the Transportation Unit and Police Branch to determine resources and plans for movement of DAFN, and coordinate with the Transportation Unit and Police Department to evacuate persons with disabilities.
• Contact individuals registered with the Beverly Hills Access and Functional Needs Registry and provide needed services.
• Reach out to volunteer organizations, disability organizations, and other relevant agencies as necessary to provide resources and services for DAFN community members.

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City of Beverly Hills Management Section - 24

MANAGEMENT

POSITION REFERENCE GUIDE

LEGAL OFFICER
SUPERVISOR: Director of Emergency Services (EOC Director) POSITION OVERVIEW:

The Legal Officer, normally an Assistant City Attorney, provides legal counsel to the Director of Emergency Services (EOC Director) and all City staff in all legal matters pertaining to emergency response and recovery; assists in the preparation of proclamations, ordinances, and other legal documents; and maintains the City’s legal records and reports.

OPERATIONAL DUTIES:
• Advise the Director of Emergency Services (EOC Director) and City Council on areas of legal responsibility, potential liabilities, and the legal implications of contemplated emergency actions and policies.
• Advise the Director of Emergency Services (EOC Director) regarding proclamations, emergency ordinances and other required legal documents. (For proclamations, see Part One, Section Four: Emergency Proclamations Templates.)
• In coordination with the City Clerk, prepare proclamations, emergency ordinances and other legal documents required by the City Council and the Director of Emergency Services (EOC Director).
• Develop rules, regulations and laws 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 control.
• Commence civil and criminal proceedings as necessary to implement and enforce emergency actions.
• Prepare documents relative to the demolition of hazardous structures or conditions. • Maintain legal records and reports pertaining to the emergency/disaster. • Monitor activities to ensure compliance with all applicable laws, ordinances, and regulations.

Assist in interpreting, and compliance with, the federal Robert T. Stafford Disaster Relief and Emergency Assistance Act, California Emergency Services Act, California Disaster Assistance Act, and other appropriate acts, laws, and ordinances.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan
City of Beverly Hills Management Section - 25

MANAGEMENT

POSITION REFERENCE GUIDE

PUBLIC INFORMATION

OFFICER
SUPERVISOR: Director of Emergency Services (EOC Director) POSITION OVERVIEW:

The Public Information Officer is responsible for providing news and information on the emergency/disaster to the media, the public, all departments and required agencies; and for ensuring that all information released is accurate, timely, and in accordance with legal and policy guidelines. In larger disasters, as conditions dictate, the Public Information Officer function may expand, and a representative may be sent to the Joint Information Center (JIC). The PIO oversees and supervises the Disaster Hotline. The PIO is responsible for multimedia communication messages including, but not limited to, the website, cable, television, Twitter, Nixle, Facebook, AM radio, emergency telephone notifications, WEA/EAS, citywide Outdoor Warning System and other tools.

OPERATIONAL DUTIES:

EOC Operations
• Establish PIO structure. Identify and coordinate all department representatives. • Open Disaster Hotline in coordination with AskBH. Notify all that hotline is open, including AskBH. Provide sufficient staffing and telephones to efficiently handle incoming media and public calls and to gather status information. • Keep the Director of Emergency Services (EOC Director) advised of all unusual requests for information and of all major critical or unfavorable media comments. Provide an estimate of the impact and severity and make recommendations as appropriate. • Interact with other EOC sections/branches/units to exchange information relative to PIO operations.
• Prepare briefings as required for elected officials, City Council, and the community. • Coordinate with the Situation Status Unit (Planning/Intelligence Section) and define areas of special interest for public information action. Identify means of securing the information as it is developed.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan
City of Beverly Hills Management Section - 26
• If federal emergency teams respond, coordinate activities through the Los Angeles County Operational Area to ensure consistency in local, state, and federal information dissemination. If a Joint Information Center (JIC) is established, designate a city representative to the JIC.
• Ensure copies of all information released are maintained in Web EOC and on file. • Prepare news releases and advise media representatives of points-of-contact for follow-up stories.
• Supervises and ensures operations of the Emergency Disaster Hotline.

Preparation of Public Information
• Coordinate as necessary to ensure that people in the affected areas receive complete, accurate, timely, and consistent information about emergency status, lifesaving procedures, health preservation instructions, and relief services.
• Prepare, update, and distribute to the public a Disaster Assistance Information Directory containing locations to obtain food, shelter, supplies, health services, etc. (See Part Two, Management Support Documentation)
• Prepare announcements and informational materials for special-needs populations, such as non-English speakers, non-readers, the elderly, hearing/sight/mobility/cognitive impaired, etc.
• Prepare materials that describe the health risks associated with each hazard, the appropriate self-help or first aid actions, and other appropriate survival measures. • Work with Fire Branch/Department to prepare instructions for people who must evacuate from a high-risk area. Include the following information for each threat: evacuation routes, locations of shelters, and suggestions on types/quantities of clothing, food, medical items, etc. that the evacuees should bring.
• During periods of increased national security concerns, work with the Police Branch/Department to prepare materials that address national security survival tips. • Broadcast emergency information/updates on local Cable Channels 10/35, either through the message board or through live taping of the Mayor, Director of Emergency Services (EOC Director), Operations Section Chief, or other appropriate personnel. • Supervise and provide updated information to the Disaster Hotline when established. • Issue timely and consistent advisories and instructions for life safety, health, and assistance:
o what to do and why
o what not to do and why
o hazardous areas and structures to stay away from
o evacuation routes, instructions, and arrangements for persons without transportation or special needs (non-ambulatory, sight-impaired, etc.) o locations of mass-care shelters, first aid stations, food, and water distribution points, etc.
o locations where volunteer workers can register and be given assignments. o street and freeway overpass conditions, congested areas to avoid, and alternate routes to take.
o instructions from the coroner and public health officials pertaining to dead bodies, potable water, human waste, and spoiled food disposal.

SEMS/NIMS Emergency Operations Plan
City of Beverly Hills Management Section - 27
o weather hazards, if appropriate
• Ensuring Emergency Alerts Are Issued When Needed. The PIO should use all the following systems to notify the public in accordance with City Policy, City Municipal Codes, State Laws, and Federal Laws:
o BEVHILLS (Office of Emergency Management, Communication Teams) o BHPDALERT (BHPD)
o Phone Calls (Nixle)
o Outdoor Siren Warning System
o Wireless Emergency Alerts (Phone alerts such as Amber Alerts) o Emergency Alert System (Alerts on Television and Radio) o Via Social Media
o Via Traditional Media
Attachments:

Attachment 1: Emergency Alert Support Contact Information Contacts For Emergency Notifications
24/7 Support Phone Email
Everbridge Tech Support
(BEVHILLS/BHPDALERT)
866-436-4911 [email protected]
Everbridge Emergency Live
Operator
Primary: 818-230-9797
Backup: 877-220-4911
IPAWS (WEA) 844-729-7522
SEMS/NIMS Emergency Operations Plan
City of Beverly Hills Management Section - 28

MANAGEMENT

POSITION REFERENCE GUIDE

SAFETY OFFICER
SUPERVISOR: Director of Emergency Services (EOC Director) POSITION OVERVIEW:

The Safety Officer is responsible for identifying and mitigating safety hazards and situations of potential City liability during EOC operations; ensuring that all facilities used in support of EOC operations have safe operating conditions; monitoring all EOC and related-facility activities to ensure that they are being conducted as safely as possible; planning for and ensuring that all employees are taken care of if injured; and stopping or modifying all unsafe operations.

OPERATIONAL DUTIES:
• Inspect all facilities used in support of EOC operations to ensure safe conditions. Advise the Director of Emergency Services (EOC Director) of any unsafe conditions and actions. • Identify through the Police Branch who is responsible for EOC security and coordinate any outstanding safety issues with him/her.
• Ensure Building & Safety is involved in all safety inspections where building damage has occurred.
• Study all facilities the city is using for disaster response and note the location of all fire extinguishers, fire hoses and emergency pull stations.
• Ensure that the EOC site is free from environmental threats, such as radiation exposure, air pollution, water impurity, etc.
• Coordinate with the Personnel Unit to ensure that all personnel are being properly signed in, to include the completion of state-mandated paperwork and the verbal provision of the Disaster Oath.
• Coordinate with the Personnel Unit to ensure that training for personnel includes safety and hazard awareness and follows OSHA requirements.
• In the event of an earthquake, provide guidance regarding actions to be taken in preparation for aftershocks. Work with Building and Safety.
• Ensure all employees are safe. If needed, establish an employee infirmary. (See Part Two, Management Supporting Documentation, Employee Emergency Infirmary Plan)

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan
City of Beverly Hills Operations Section - 1

PART TWO

OPERATIONS SECTION
PURPOSE....................................................................................................................................... 2 OVERVIEW ................................................................................................................................... 2 OBJECTIVES................................................................................................................................. 2 CONCEPT OF OPERATIONS ...................................................................................................... 2 SECTION ACTIVATION PROCEDURES................................................................................... 3 POSITION DESCRIPTIONS ......................................................................................................... 4 POSITION REFERENCE GUIDE................................................................................................. 9 OPERATIONS SECTION CHIEF ............................................................................................ 9 FIRE BRANCH ....................................................................................................................... 12 POLICE BRANCH.................................................................................................................. 15 CARE AND SHELTER BRANCH......................................................................................... 20 PUBLIC WORKS BRANCH .................................................................................................. 23 BUILDING AND SAFETY BRANCH................................................................................... 27 SEMS/NIMS Emergency Operations Plan
City of Beverly Hills Operations Section - 2

OPERATIONS SECTION

GENERAL INFORMATION

PURPOSE
The Operations Section responds to emergencies by carrying out coordinated operations based upon the EOC Action Plan. The priorities of responses shall be:
• protect life, property, and environment.
• carry out objectives of the EOC Action Plan
• ensure coordinated incident response.
• cooperate with other sections of the City’s emergency response team. • maintain a positive image for the City in its dealings with the community.

OVERVIEW
The Operations Sections primary responsibility is to manage the operations of various response elements involved in the disaster/emergency. These elements may include:
• Fire: Fire/Rescue/Hazardous Materials/Emergency Medical Services/Environmental Preservation
• Police: Coroner/Law Enforcement/Investigations/Security • Public Works: Trees, Street, Traffic, Utilities, Solid Waste, Wastewater, Parking, Facility and Vehicle Maintenance
• Building and Safety: Building Damage and Safety
• Care and Shelter: Care and Shelter, Parks

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 through channels as needed.

CONCEPT OF OPERATIONS
Operations must occur during both Peacetime and major incidents. Peacetime operations include, but are not limited to, routine house fires and traffic accidents. Major incidents include national security emergencies, earthquakes, hurricanes, and nuclear detonations. While there are numerous similarities in operational concepts for peacetime and national security emergencies, there are major differences between the two. For example, peacetime emergencies tend to not require declarations of a disaster or an emergency order. National Security Emergencies, on the other hand, typically require a declaration of a disaster or an emergency order. Some emergencies will be preceded by a build-up or warning period, providing sufficient time to warn the population and implement mitigation measures designed to preserve life (most important), preserve property, and preserve the environment. The prioritization of preserving life must be the top priority. Property and the environment must be secondary priorities.

SEMS/NIMS Emergency Operations Plan
City of Beverly Hills Operations Section - 3
Other emergencies occur with little or no warning, necessitating the immediate activation of the emergency operations plan and commitment of resources. All agencies must be prepared to respond promptly and effectively to any foreseeable emergency, including the provision and utilization of mutual aid.

SECTION ACTIVATION PROCEDURES
The Director of Emergency Services (EOC Director) or their designee is authorized to activate the Operations Section.

When to Activate
The Operations Section may be activated when the City's Emergency Operations Center (EOC) is activated or on the order of the Director of Emergency Services (EOC Director).

Where to Report
EOC responders shall report to the Primary EOC location unless otherwise directed.

When to Report
As directed.

SEMS/NIMS Emergency Operations Plan
City of Beverly Hills Operations Section - 4

OPERATIONS SECTION STAFF
The Operations Section Chief will determine, based on present and projected requirements, the need for establishing specific and/or specialized branches/units. The following branches/units may be established as the need arises:
• Fire Branch
• Police Branch
• Care and Shelter Branch
• Public Works Branch
• Building and Safety Branch
The Operations Section Chief may activate additional units as necessary to fulfill an expanded role (i.e., coroner, medical, water unit).

POSITION DESCRIPTIONS
Operations Section Chief
The Operations Section Chief, a member of the Director of Emergency Services (EOC Director)’s General Staff, oversees coordinating all City emergency response operations via implementation of the EOC Action Plan. The Operations Section Chief is responsible for understanding the current situation; establishing priorities; predicting probable resource needs; preparing alternative strategies for procurement and resources management; and coordinating all requests for mutual aid and other operational resources.

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.

The Fire Branch is also responsible for managing personnel, equipment, and resources to provide the best patient care possible and coordinating the provision of public health and sanitation. In addition, this Branch will coordinate with the Los Angeles County Operational Area for appropriate Medical/Health/Hazmat response.

Police Branch
The Police 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 assuming responsibility for the coroner function in the absence of the Los Angeles County Coroner. In addition, the Police Department is in command of the Security Officer, who is responsible for the security of all EOC and disaster facilities and personnel access.

SEMS/NIMS Emergency Operations Plan
City of Beverly Hills Operations Section - 5
Care and Shelter Branch
The Care and Shelter Branch is responsible for opening and operating evacuation centers and mass care facilities in the City until, and if, the American Red Cross assumes responsibility; coordinating efforts with the American Red Cross and other volunteer agencies; and supporting the Personnel Unit in the care and sheltering of employees and their families. Once the American Red Cross has assumed responsibility for shelter operations, the Care and Shelter Branch will work closely with and support the Red Cross and any other volunteer service agencies aiding disaster victims. The Care and Shelter Branch is also responsible for ensuring people’s pets are provided for during a disaster, in accordance with the City’s Pets Shelter Plan.

Public Works Branch
The Public Works Branch is responsible for coordinating all Public Works operations, including maintaining public facilities and vehicles, maintaining streets and streetlights, debris removal, water supply and distribution, waste, and storm water, parking structures, surviving utilities and services, and restoring (or working with the appropriate utility company to restore) utilities that have been damaged or destroyed, as applicable.

Building and Safety Branch
The Building and Safety Branch is responsible for the evaluation and damage assessment of all City-owned and private structures that may have been damaged in an incident. The Building Official in the City of Beverly Hills is the ultimate authority in determining whether a building is inhabitable or safely accessible, and those orders will be enforced by the Police Department.

SEMS/NIMS Emergency Operations Plan
City of Beverly Hills Operations Section - 6

COMMON CHECKLIST

1.ACTIVATION EOC
❑ Follow EOC Activation Procedures Manual found on back EOC wall and in each file drawer.

NOTE: If primary EOC is damaged, report to alternate EOC, Fire Department training room or Public Works lunchroom. Post signs.

Know where to get information and support.
❑ Clarify issues regarding assignment and authority.
❑ Establish/confirm procedures for:
i. Radio communications
ii. Computer and data systems
iii. Disaster accounting
iv. Finance
v. Resource requests
❑ Coordinate staffing to support 24-hour operations (if required). Plan for two 12-hour shifts per 24 hour per period if required.
❑ Develop and implement plans to support EOC and field operations. ❑ Respond aggressively to emergencies but consider safety in all actions. ❑ Be prepared to provide input for the EOC Action Plan, meetings, or policy decisions. ❑ Maintain status boards and displays in WebEOC that you are responsible for. ❑ Keep informed on situation and response priorities as established by the EOC Action Plan.
❑ Keep your supervisor advised of your status and activities, and on any problem areas that will require solutions.
❑ Anticipate potential situation changes; develop options for staffing and response.

SEMS/NIMS Emergency Operations Plan
City of Beverly Hills Operations Section - 7
❑ Request additional resources, as needed, through the Logistics Section or established ordering procedures.
❑ Carefully document information required for cost recovery. ❑ Use face-to-face communication whenever possible in the EOC, document decisions. ❑ Planning & Intelligence should ensure the City has completed the required Operational Area (OARS) reports within 60 minutes of the EOC activation. (See OARS and ESCN Manual).
❑ Proclaim local emergency if necessary.
❑ Refer media contacts to PIO.

3.COMFORT
❑ Open Kitchen.
❑ Make coffee.
❑ Put out snacks.

4.EOC SHIFT CHANGE (OFFGOING)
❑ Brief incoming personnel and identify in-progress activities which need follow-up:
o A snapshot of the current situation, including anything that has changed since your shift began.
o Identification of in-progress activities and follow-up requirements o A copy of the most current EOC action-plan.
❑ Submit completed logs, timecards, etc. for your Section before you leave. ❑ Log out of WebEOC.
❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached.

6. EOC DEACTIVATION CHECKLIST
❑ 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.
❑ Return all supplies.
❑ Prepare a proclamation for termination of the emergency, if applicable. ❑ provide input to the After-Action Report/Corrective Action Report (AAR/CAR) SEMS/NIMS Emergency Operations Plan
City of Beverly Hills Operations Section - 8

SEMS/NIMS ORGANIZATION CHART
* If all elements are activated, a deputy may be appointed to provide a manageable span of control.

Field Units will be coordinating and communication with each of the Branches under the Operations Section. The Incident Command System will be used in the field.

COUNCIL

DIRECTOR OF

EMERGENCY SERVICES
(EOC DIRECTOR)
ASST. DIR. OF

EMERGENCY SERVICES LEGAL OFFICER

PUBLIC INFORMATION

OFFICER

LIAISON OFFICER

SAFETY OFFICER
*OPERATIONS *PLANNING/

INTELLIGENCE LOGISTICS FINANCE

FIRE/RESCUE/ HAZMAT
POLICE

CARE & SHELTER

PUBLIC WORKS

RESOURCES

SITUATION STATUS

DOCUMENTATION

DAMAGE ASSESSMENT
ADV. PLANNING

RECOVERY

INFORMATION

TECHNOLOGY

TRANSPORTATION

PERSONNEL

SUPPLY/ PROCUREMENT

COST RECOVERY

TIME KEEPING

COMPENSATION/
CLAIMS

COST ANALYSIS

BUILDING & SAFETY
GIS

POLICY GROUP

DEMOBILIZATION
SEMS/NIMS Emergency Operations Plan OPERATIONS SECTION CHIEF City of Beverly Hills Operations Section - 9

OPERATIONS

POSITION REFERENCE GUIDE

OPERATIONS SECTION CHIEF
(Incident Specific)
SUPERVISOR: Director of Emergency Services (EOC Director) SECTION OVERVIEW:

Appointed by either the City Manager, Assistant City Manager, Deputy City Manager, or the Emergency Manager, the Operations Section Chief oversees coordinates all City emergency response operations via implementation of the EOC Action Plan. The Operations Section Chief is responsible for understanding the current situation; establishing priorities; predicting probable resource needs; preparing alternative strategies for procurement and resources management; and coordinating all requests for mutual aid and other operational resources.

OPERATIONAL DUTIES:

Position Operational Duties
• Activate organizational elements within your Section as needed and designate leaders for each element or combination of elements:
o Fire Branch
o Police Branch
o Care and Shelter Branch
o Public Works Branch
o Building and Safety Branch
• Carry out responsibilities of the Operations Section branches/units that are not currently staffed.
• Exercise overall responsibility for the coordination of units/group activities within the Section.
• Keep the Director of Emergency Services (EOC Director) advised of your status and activities, and on any problem areas that will require solutions. • Identify potential policy issues and submit them to the Director of Emergency Services (EOC Director).
• Meet with other activated Section Chiefs as required.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF

THIS SECTION FOR GUIDANCE ON GENERAL DUTIES, EOC

ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan OPERATIONS SECTION CHIEF City of Beverly Hills Operations Section - 10
• Participate in the Director of Emergency Services (EOC Director)’s action planning meetings.
• Establish and compile overall section objectives and submit them to the Planning/Intelligence Section for inclusion in the EOC Action Plan. • Evaluate the need for Psychological First Aid for all affected personnel, victims, and bystanders. Arrange disaster mental health workers through the Personnel Unit of the Logistics Section.
• Provide situation and resources information to the Situation/Demobilization Unit of the Planning/Intelligence Section on a periodic basis or as the situation requires. • Determine status of transportation system in and within the affected area in coordination with the Transportation Unit of the Logistics Section. Find out present priorities and estimated times for restoration of the disaster route system. Provide information to appropriate Branches/Units.
• Ensure internal coordination between branch/unit leaders. • Update status information with other sections as appropriate. • Establish and maintain staging areas for incoming resources, in conjunction with the Logistics Section as necessary.
• Anticipate your future support needs and forward it to the Director of Emergency Services (EOC Director).
• Request additional resources, as needed, through the Logistics Section or established ordering procedures.
• Review major incident reports and additional field operational information that may pertain to or affect Section operations.
• Ensure all contacts with the media are fully coordinated first with the Public Information Officer (PIO).
• Authorize Mutual Aid requests before they are forwarded to Logistics to be placed.

Coordinate Mutual Aid considerations with the Director of Emergency Services (EOC Director) so an assessment of obligation and costs can be made.

Section Operational Duties
• Establish field communications with affected areas.
• Evaluate the field conditions associated with the disaster/emergency and coordinate with the Situation/Demobilization Unit of the Planning/Intelligence Section. • Determine the need to evacuate and issue evacuation orders. • Determine the need for In-Place Sheltering, evacuation and other public information, and issue notification orders through the Public Information Officer as appropriate. (See Part Two, Operations Support Documentation-Shelter-In-Place.) • In coordination with the Situation/Demobilization Unit of the Planning/Intelligence Section, designate primary and alternate evacuation routes for each incident. • Ensure the GIS Unit displays on maps the primary and alternate evacuation routes that have been determined for the incident.
• Identify, establish, and maintain a mobilization center for Operations-related equipment and personnel. Authorize release of equipment and personnel to incident commanders in the field.
• Direct Operations Sections, Branches and Units to maintain up-to-date Incident Charts, Incident Reports and Branch specific maps. Ensure that only active, essential information is depicted on the charts and maps.

SEMS/NIMS Emergency Operations Plan OPERATIONS SECTION CHIEF City of Beverly Hills Operations Section - 11
• Provide copies of the daily Incident Report to the Documentation and Resource Unit of the Planning/Intelligence Section at end of each operational period. • Coordinate the activities of all departments and agencies involved in the operations. • Determine resources committed and resource needs. Request and/or release resources as authorized by the Director of Emergency Services (EOC Director). Coordinate resources requests with the Logistics Section.
• Receive, evaluate, and disseminate information relative to the operations of the disaster/emergency.
• Provide all relevant emergency information to the Public Information Officer. • Work closely with each Branch leader to ensure Operations Section objectives as defined in the current EOC Action Plan are being addressed.
• Ensure that intelligence information from Branch leaders is made available to the Planning/Intelligence Section.
• Ensure that unusual weather occurrences within the jurisdiction are reported to the National Weather Service (NWS).
• Coordinate with Building and Safety on building damage and animal care issues. Use Building and Safety to ensure all structures are safe before Operations Branches/Units enter.
• Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (e.g. notification of any emergency expenditures). • Review suggested list of resources to be released and initiate recommendations for their release. Notify the Documentation and Resource Unit of the Logistics Section SEMS/NIMS Emergency Operations Plan FIRE BRANCH
City of Beverly Hills Operations Section - 12

OPERATIONS

POSITION REFERENCE GUIDE

FIRE BRANCH
SUPERVISOR: Operations Section Chief
BRANCH OVERVIEW:

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.

BRANCH OPERATIONAL DUTIES:

Fire Branch operational duties are divided into the following categories: General Operations, Emergency Medical Care, Public Health and HAZMAT, Rescue and Evacuation, and Chemical/Biological/Radiological/Nuclear/Explosive (CBRNE) Incidents.

General Operations
• Coordinate the prevention, control and suppression of fires and hazardous-materials incidents within the City. Assist neighboring communities as practicable. • Provide fire protection and safety assessment of shelter facilities. • Maintain contact with established DOC, if applicable, and the dispatch center to coordinate resource and response personnel.
• Direct field units to report pertinent information (casualties, damage observations, evacuation status, radiation levels, chemical exposures, etc.) as it is obtained. • Keep field units briefed on the status of the emergency and response efforts. • Report to the Operations Section Chief on field and tactical operations, to help set Fire Department priorities based on the nature and severity of the disaster. • Assess the impact of the disaster on the Fire Department operational capacity. • Report to the Operations Section Chief when:
o significant events occur.
o The EOC Action Plan needs modification.
o additional resources are needed, or surplus resources are available.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF

THIS SECTION FOR GUIDANCE ON GENERAL DUTIES, EOC

ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan FIRE BRANCH
City of Beverly Hills Operations Section - 13
o Review and approve accident and medical reports originating within the Fire Branch.
• Attend planning meetings at the request of the Operations Section Chief. • Assist in the preparation of the EOC Action Plan.
• Coordinate outside agencies and companies that are providing additional resources. • Organize and supervise Community Emergency Response Team (CERT) operations. • If necessary, request mutual aid resources in coordination with the Operations Section Chief. Order all fire resources through the Area A Fire Mutual Aid Chief. • Coordinate with the Logistics Section to provide vehicles, shelter, food, water, sanitation, and supplies to Fire Department personnel.
• Report to the Area A Fire Mutual Aid Chief on major problems, actions taken and resources available or needed.

Emergency Medical Care
• Assess medical casualties and needs, to include the number of injuries and/or deaths. • Coordinate with the Care and Shelter Branch to establish medical care, and ensure assistance is given to those with access and functional needs at shelter facilities. • Establish and operate first aid stations for emergency workers as required. • Monitor and coordinate resources to facilitate tactical operations of triage, emergency medical care and treatment of the sick and injured resulting from the incident. • Coordinate with the Los Angeles County Department of Health Services (LADHS) in the identification, setup and staffing of field treatment areas and Casualty Collection Points (CCP). LADHS is responsible for assigning medical staff to CCPs. (See Part Two, Operations Support Documentation, CCP and FTS information.) • Obtain the status of local hospitals and facilities by coordinating with the LA County Operational Area via the West Hollywood Sheriff’s Station EOC or Watch Commander. • In conjunction with the Transportation Branch, coordinate transportation of injured persons to treatment areas.
• Provide continued medical care for patients who cannot be moved when hospitals, nursing homes and other health care facilities are evacuated. • Coordinate with the LADHS the distribution of medications and other medical supplies to shelters or treatment areas as needed.
• Coordinate with the LADHS with the implementation of appropriate disease prevention measures (i.e., inoculation, water purification, pest control, inspection of foodstuffs and other consumables, etc.).
• Coordinate with the Personnel Unit to obtain additional health/medical personnel. • If the Medical/Public Health Branch of the Operational Area EOC has obtained assistance from the National Disaster Medical System (NDMS), coordinate local medical staff with NDMS responders.
• In conjunction with the Situation Status Unit, establish a patient tracking system.

Public Health and HAZMAT
• Assist in efforts to identify spilled substances, including locating papers and placards, and contact as required: County Health, CalOES, shipper, manufacturer, CHEMTREC, etc. • Ensure that proper clean-up arrangements are made.
• Protect water sources and sanitary sewage systems from potential hazards. • Identify sources of contamination and post as required.

SEMS/NIMS Emergency Operations Plan FIRE BRANCH
City of Beverly Hills Operations Section - 14
• Coordinate the inspection of health hazards in damaged buildings. • Alert all emergency responders, through Safety Messages, to the dangers associated with hazardous materials and fire.
• Coordinate preventive health services and other health-related activities with LADHS, Advise and coordinate with Public Works regarding general sanitation matters. • Coordinate with LADHS if an outbreak is evident to outline medical prophylaxis and treatment measures and to develop or implement policies to prevent the spread of infectious disease or antimicrobial resistance which may include quarantine and isolation. • Coordinate with Personnel Unit Section to obtain additional Public Health personnel. • Act as Liaison with DHS for all City Departments regarding Public Health issues:
communicable diseases, segregation of patients, quarantine, water quality, etc. • Working with the PIO, disseminate health education to the public. • Coordinate disease surveillance and detection, and epidemiological investigation.

Rescue and Evacuation
• Coordinate all search and rescue operations. Provide heavy equipment crews to assist in rescuing trapped persons.
• Assist Police with the direction and management of population evacuation; assist in evacuating non-ambulatory persons.
• Provide information on the disaster routes established within the EOC Action Plan to local hospitals, health care facilities, health care facilities, ambulance companies, etc. • Determine if current and forecasted weather conditions will complicate large and intense fires, HAZMAT releases, major medical incidents and/or other potential problems. • Coordinate with the Public Information Officer to disseminate information and warnings to the public, to include the locations of shelters, first aid facilities, Casualty Collection Points (CCPs), Field Treatment Sites, public health hazards and mitigation procedures. • In the event of flooding, identify health facilities and critically fragile populations subject to flooding, and prepare to move people from those facilities. • Coordinate with Building and Safety, who will work with Los Angeles County Animal Control, to remove and dispose of dead/injured animals.

Chemical/Biological/Radiological/Nuclear/Explosive (CBRNE) Incident:
• Identify patients and notify hospitals if contaminated or exposed patients are involved. • Implement the Radiological Protection Procedures as needed. (See Part Two, Operations Support Documentation – Radiological Protection Procedures.) • Provide support for radiation monitoring and decontamination operations. (See Part Two, Operations Support Documentation.)
• Ensure hospital/ambulance staff take appropriate measures to ensure that contamination from victims can be isolated. Ensure decontamination areas, treatment areas and a plan for crowd control has been instituted.
• Coordinate with LADHS to if you decide that an unusual event has occurred, review baseline criteria to assist with identifying the potential cause and the population that is at risk. Use bio-surveillance tools to assess unusual epidemiological activity or disease outbreaks at emergency rooms, pediatricians, infectious disease doctors, veterinary clinics and activate the Epidemiological Plan if necessary SEMS/NIMS Emergency Operations Plan POLICE BRANCH
City of Beverly Hills Operations Section - 15

OPERATIONS

POSITION REFERENCE GUIDE

POLICE BRANCH
SUPERVISOR: Operations Section Chief
BRANCH OVERVIEW:

The Police 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 assuming responsibility for the coroner function in the absence of the Los Angeles County Coroner. In addition, the Police Department is in command of the Security Officer, who is responsible for the security of EOC and all disaster facilities and personnel access.

The City of Beverly Hills is linked to the Los Angeles County Operational Area via OARRS, and through the West Hollywood Sheriff’s Station:

West Hollywood Sheriff’s Department
720 N San Vicente Blvd
West Hollywood, CA 90069
(310) 855-8850
Contact the on-duty Watch Commander if the EOC is not activated.

BRANCH OPERATIONAL DUTIES:

Police Branch operational duties are divided into the following categories: Mobilization, Initial Response, Alerting/Warning the Public, Evacuation, Security, Coroner and Additional Actions in Response to Hazardous Materials, Air Crash, or Flooding/Dam Failure.

Mobilization
• Ensure that all on-duty Police and Public Safety personnel have been alerted and notified of the current situation.
• Ensure that all off-duty Police and Public Safety personnel have been notified of callback status, and when they should report in accordance with current emergency procedures.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF

THIS SECTION FOR GUIDANCE ON GENERAL DUTIES, EOC

ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan POLICE BRANCH
City of Beverly Hills Operations Section - 16
• Ensure that Police and Public Safety personnel have completed status checks on equipment, facilities, and operational capabilities.
• Alter normal patrol procedures, as necessary, to accommodate the emergency. • Oversee the operation of amateur radio services working in support of the EOC.

Initial Response
• Work with the Building and Safety Branch to ensure that field units begin safety/damage assessment survey of critical facilities.
• Notify West Hollywood Sheriff’s Station EOC or their Watch Commander of status. • Coordinate with the appropriate units of the Logistics Section for supplies, equipment, personnel, and transportation for field operations.
• Provide windshield surveys of damage, especially at designated critical facilities.

Coordinate with Field Operations staff. Keep the Operations Chief informed of status. • Establish a multi-purpose staging area as required.
• Maintain contact with established DOCs to coordinate resources and response personnel. • Direct field units to report pertinent information (casualties, damage observations, evacuating status, radiation levels, chemical exposure, etc.) to the appropriate Operations Branch.
• Approve all EOC visits. (See EOC Visitation Policy in support documentation).

Alerting/Warning the Public
(See Part Two, Operations Support Documentation: Alert and Warning) • Designate area to be warned and/or evacuated.
• Develop the warning/evacuation message to be delivered. At a minimum the message should include:
o nature of the emergency and exact threat to public
o threat areas
o time available for evacuation
o evacuation routes
o location of evacuee assistance center
o radio stations carrying instructions and details.
• Check vacated areas to ensure that all people have received warnings. • Coordinate all emergency warning and messages with the Director of Emergency Services (EOC Director) and the PIO. The Director of Emergency Services (EOC Director) will consider following dissemination methods:
o notifying police units to use loudspeakers and sirens to announce warning messages.
o determining if helicopters are available and/or appropriate for announcing warnings.
o using AM Radio 1500, cable override system, Everbridge, cable TV, and local radio stations to deliver warning or emergency messages upon approval of the Director of Emergency Services (EOC Director)
o using the Emergency Alert System (EAS) for local radio and television delivery of warnings. (See Part Two, Operations Support Documentation: Alert and Warning)
o using volunteers and other City personnel as necessary to help with warnings (Request through the Logistics Section – Personnel Branch) SEMS/NIMS Emergency Operations Plan POLICE BRANCH
City of Beverly Hills Operations Section - 17
o Ensure that dispatch notifies special facilities requiring warning and/or notification (i.e. City facilities, schools, hotels, etc.) o Warn all non-English speaking, visually impaired and hearing-impaired persons of the emergency/hazard by:
• 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
• Using registry book to determine if there are additional populations that have access and functional needs that need to be considered.

Evacuation
• Implement the evacuation portion of the EOC Action Plan. • Establish emergency traffic routes in coordination with the Public Works Branch, utilizing the County Operational Area Disaster Route Priority Plan. • Coordinate with the Public Works Branch traffic engineering to determine capacity and safety of evacuation routes and time to complete evacuation. • Ensure that evacuation routes do not pass through hazard zones. Identify alternate evacuation routes where necessary.
• Through field unit requests, identify persons/facilities that have special evacuation requirements, i.e. disabled, hospitalized, elderly, institutionalized, incarcerated etc. Check status. Evacuate if necessary. Coordinate with the Logistics Section - Transportation Unit for transportation.
• Responsible for evacuation of access and functional needs population utilizing registry. • Consider the use of City vehicles if threats are imminent. Coordinate use of City vehicles (trucks, vans, etc.) with the Transportation Unit of the Logistics Section. Encourage the use of private vehicles if possible.
• Establish evacuation assembly points.
• Coordinate the evacuation of hazardous areas with neighboring jurisdictions and other affected agencies.
• Coordinate with Care and Shelter Branch to open evacuation centers. • Establish traffic control points and provide traffic control for evacuation and perimeter control for affected areas.
• Place towing services on stand-by to assist disabled vehicles on evacuation routes. • Monitor status of warning and evacuation processes.
• Coordinate with the Public Works Branch to obtain necessary barricades and signs. • Establish unit under PD Branch to coordinate with Logistics for transportation for all populations including those with access and functional needs.

Security
• Enforce curfew and other emergency orders, as identified in the EOC Action Plan. • Request mutual aid assistance, as needed, through the West Hollywood Sheriff’s Station EOC or their Watch Commander.
• Coordinate security in the affected areas to protect public and private property.

SEMS/NIMS Emergency Operations Plan POLICE BRANCH
City of Beverly Hills Operations Section - 18
• Coordinate security for critical facilities and resources. • Coordinate with the Public Works Branch for street closures and boarding up of Cityowned buildings and properties . • Coordinate police and crowd control services at mass care and evacuation centers. • 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.
• Consider vehicle security and parking issues at incident facilities and coordinate security if necessary.
• Develop conditions and procedures for safe re-entry into evacuated areas. • Ensure the security of the EOC. Maintain oversight of EOC Security Officer(s).

Coroner
• Consider activation of the Coroner’s Mass Casualty Trailer located in the Fire Department.
• Ensure that Coroner notification has been made to the Los Angeles County Operational Area, via the West Hollywood Sheriff’s Station EOC or their Watch Commander.

Determine the expected time of arrival.
• Establish and maintain contact with the County Coroner to advise of condition and needs.

Return control of function as soon as possible to that office. • Establish temporary morgue facilities, if required.
• Coordinate with local morticians for assistance.
• Coordinate with the Supply and Procurement and Transportation Units of the Logistics Section to arrange for cold storage locations and transportation for temporary body storage.
• Coordinate with the Supply and Procurement Unit for procurement of body bags, tags, gloves, masks, stretchers, and other support items.
• Coordinate with the branches of Building Safety, Fire, and Public Works 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 Two, Operations Support Documentation, Police: Coroner.
• Monitor assigned personnel and volunteers 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 Branch of the Logistics Section. • Maintain a 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. • Aid 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 West Hollywood Sheriff’s Station EOC or their Watch Commander. • In a hazardous materials incident, determine if special body handling procedures will be required to avoid contamination.
• Maintain contact with established field Incident Command Post, DOC, and the dispatch center to coordinate resources and response personnel.

SEMS/NIMS Emergency Operations Plan POLICE BRANCH
City of Beverly Hills Operations Section - 19
• Direct field units to report pertinent information (casualties, damage observations, evacuation status, radiation levels, chemical exposures, etc.) to the appropriate EOC Operations Branch.

Additional Actions in Response to Hazardous Materials Incidents • Ensure that all personnel remain upwind or upstream of the incident site. This may require repositioning of 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 and Demobilization Unit of the Planning/Intelligence Section for updates. • Assist with the needs at the Unified Command Post as requested. Coordinate with Fire Department as appropriate.
• Assist in efforts to identify spilled substances, including locating papers and placards, and contact as required: County Health, CalOES, shipper, manufacturer, CHEMTREC, etc.

Additional Actions in Response to a Major Air Crash
• Notify the Federal Aviation Agency and National Transportation Safety Board. (See Part Three, Miscellaneous: National Transportation Safety Board, Federal Family Assistance Plan)
• Secure crash site and do not move/disturb debris field, except to rescue survivors. • Deny all access and photos of military aircraft; that includes the Press. • Remember that the crash site is a HAZMAT scene.
• Request temporary flight restrictions.
• Work with Federal Agencies, e.g. FBI and National Transportation Board. (See Part Two, Operations Support Documentations: National Transportation Board, Federal Family Assistance Plan)
• Request support from Los Angeles Police Department Air Support Division/Los Angeles County AFRD Bureau.

Additional Actions in Response to Flooding and/or Dam Failure • Notify all units in and near inundated areas of flood arrival time. • Direct mobile units to warn the public to move to higher ground immediately. Continue warning as long as needed.
• Coordinate with PIO to notify radio stations to broadcast warnings.

SEMS/NIMS Emergency Operations Plan CARE AND SHELTER BRANCH City of Beverly Hills Operations Section - 20

OPERATIONS

POSITION REFERENCE GUIDE

CARE AND SHELTER BRANCH
SUPERVISOR: Operations Section Chief
BRANCH OVERVIEW:

The Care and Shelter Branch is responsible for opening and operating evacuation centers and mass care facilities in the City until, and if, the American Red Cross assumes responsibility; coordinating efforts with the American Red Cross and other volunteer agencies; and supporting the Personnel Unit in the care and sheltering of employees and their families. Once the American Red Cross has assumed responsibility for shelter operations, the Care and Shelter Branch will work closely with and support the Red Cross and any other volunteer service agencies aiding disaster victims.

The Los Angeles County Department of Public Social Services has the Operational Area responsibility for Care and Shelter. 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 City of Beverly Hills is within the jurisdiction of the American Red Cross Los Angeles Region:

American Red Cross Los Angeles Region
11355 Ohio Ave
Los Angeles, CA 90025
(310) 445-9900
BRANCH OPERATIONAL DUTIES:
• Identify the care and shelter needs of the community, in coordination with the other Operations Section branches.
• If need is established, contact the American Red Cross Los Angeles Region, and request a liaison for the City EOC. (The Red Cross will arrange for a liaison at the Operational Area EOC that may satisfy the City’s needs.)
• Determine the need for an evacuation center or mass care shelter. Contact the American Red Cross when considering opening such a facility.
• Identify and prioritize which designated mass care facilities will be needed and if they are functional.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF

THIS SECTION FOR GUIDANCE ON GENERAL DUTIES, EOC

ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan CARE AND SHELTER BRANCH City of Beverly Hills Operations Section - 21
• Ensure that Building & Safety has inspected each shelter site prior to occupancy following an earthquake and after each significant aftershock. • If evacuation is ordered, in conjunction with the American Red Cross (if available), open evacuation centers in low-risk areas and inform public of locations. • In conjunction with the American Red Cross, manage care and shelter activities (staffing, registration, shelter, feeding, pertinent evacuee information, etc.) (See Part Two, Operations Support Documentation: Care and Shelter)
• In conjunction with the American Red Cross, ensure shelter management teams are organized and facilities are ready for occupancy, meeting all health, safety, and ADA standards.
• Coordinate with the Personnel Branch of the Logistics Section to contact volunteers and recall City staff to assist with mass care functions including basic first aid, shelter and feeding of evacuees.
• Coordinate with the Los Angeles County Operational Area Care and Shelter and Medical Health Branch for sheltering of residential care and special-needs populations. • Provide and maintain shelter and feeding areas that are free from contamination and meet all health, safety, and ADA standards.
• Coordinate with the American Red Cross, the Los Angeles County Operational Area Care and Shelter Branch, and other volunteer agencies as needed for assistance with emergency mass feeding operations.
• Notify the Post Office to divert incoming mail to designated relocation areas or mass care facilities, as necessary.
• Coordinate with Building and Safety Branch for the care of animals including sheltering. • Coordinate with the Transportation Branch of the Logistics Section for 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 Operations Section will determine the reporting period. (See Part Two, Operations: Care and Shelter.) • In the event of further hazardous conditions near mass-care facilities, coordinate the evacuation and relocation, or shelter-in-place, of such facilities. • Request that the American Red Cross establish Reception Center as required to reunite rescued individuals with their families and to provide other necessary support services. • Via the PIO, encourage residents to go to the shelter nearest to their residence. • Support the Personnel Unit in the care and sheltering of employees and their families.

Potential Shelter Facilities
Potential shelter facilities should:
• Be pre-identified as potential sites with Site Surveys completed. (See Part Two, Operations Support Documentation: Care and Shelter/Site Survey) • In conjunction with the 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 Community Development Building and Safety.
o OSHA safety inspection for safety of shelter users and workers o Facility Walk-Through Survey
SEMS/NIMS Emergency Operations Plan CARE AND SHELTER BRANCH City of Beverly Hills Operations Section - 22
• Examples of suitable potential shelter sites:
o City-owned facilities: La Cienega and Roxbury Parks
o churches and other privately owned facilities
o 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:
o an open space suitable for cots, tables, etc.
o sanitation and hygiene facilities, as available
o Can be used by all persons including those with access and functional needs by following ADA requirements.

See Part Two, Operations Support Documentation: Care and Shelter for City of Beverly Hills 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.

Recreation and Parks centers and other City-owned facilities are 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 returns 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 Two, Operations Support Documentation: Care and Shelter for legislation regarding use of buildings as shelters.

SEMS/NIMS Emergency Operations Plan PUBLIC WORKS BRANCH City of Beverly Hills Operations Section - 23

OPERATIONS

POSITION REFERENCE GUIDE

PUBLIC WORKS BRANCH
SUPERVISOR: Operations Section Chief
BRANCH OVERVIEW:

The Public Works Branch is responsible for coordinating all Public Works operations, including maintaining public facilities and vehicles, maintaining streets and streetlights, debris removal, water supply and distribution, waste, and storm water, parking structures, surviving utilities and services, and restoring (or working with the appropriate utility company to restore) utilities that have been damaged or destroyed, as applicable.

BRANCH OPERATIONAL DUTIES:

Public Works Branch operational duties are divided into the following categories: Field Resource Management, Facility Management, Engineering and Vehicles, Debris Removal, and Water/Sanitation/Stormwater.

Field Resource Management
• Receive and process all field requests for Public Works resources. Coordinate acquisition with the Logistics Section, utilizing the mutual aid process when appropriate. • Communicate your needs for the following resources to the appropriate EOC positions:
o Equipment, material, and supplies – Logistics: Supply/Procurement Unit o Personnel – Logistics: Personnel Unit
o Transportation – Logistics: Transportation Unit, other departments as applicable o IT and communications – Logistics: Information Technology Branch o Security – Operations: Police Branch
• Prioritize the allocation of resources to individual incidents. Monitor resource assignments. Adjust assignments based on requirements.
• Ascertain location of all key Public Works Department personnel. Ensure they have completed status checks on equipment, facilities, and operational capabilities. • Close the entrance to 221 North Crescent until inspected for structural integrity and exhaust fans are fully operational. Without fans, there is a potential for carbon monoxide poisoning of occupants. Police support would be needed to maintain closure. • Ensure that all emergency equipment has been moved from unsafe areas.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF

THIS SECTION FOR GUIDANCE ON GENERAL DUTIES, EOC

ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan PUBLIC WORKS BRANCH City of Beverly Hills Operations Section - 24
• Determine the need for and location of general staging areas for unassigned resources. • Mobilize personnel, heavy equipment, and vehicles to designated general staging areas. • In coordination with the Los Angeles County Department of Public Works, determine status of the Disaster Routes and other transportation routes into and within the affected area. Determine present priorities and estimated times for restoration. Clear and reopen Disaster Routes on a priority basis.
• Coordinate with the Police Branch to ensure the safety and availability of evacuation routes.

Facility Management
• Establish, set up, account for, and maintain facilities used in support of disaster operations, including buildings, vehicles, and other City assets. • Upon direction from the Personnel Unit, provide facilities for sheltering essential workers, and volunteers.
• Coordinate the management and support of the EOC facility, as well as other facilities and sites used for emergency operations.
• Coordinate with EOC branches/groups/units for support required for City facilities and vehicles.
• Maintain back-up power in the EOC and other City facilities. • Coordinate with utility companies for restoration of services to critical facilities. • Coordinate with Finance Administration Section and the Department of Project Administration on any claims or fiscal matters relating to facility operations and damage. • Coordinate the response to damage related to City owned tenant occupied properties. • Ensure that adequate facilities are provided for the response effort, including securing access to the facility, and providing staff, furniture, supplies, and materials necessary to configure the facility in a manner adequate to accomplish the mission. • Maintain information in the Unit regarding facilities opened and facilities, 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.
• In coordination with the Operations Section Chief, provide support to facilities used for disaster response and recovery operations, i.e., staging areas, shelters, disaster application centers (DACs), etc.
• Ensure that operational capabilities are maintained at facilities. • Ensure that basic sanitation and health needs are met at all facilities. • Coordinate water resources for consumption, sanitation, and firefighting at all facilities. • Ensure that access and other related assistance for residential care and special needs people are provided in facilities.

Engineering and Vehicles
• Evaluate City reservoirs. Report problems to the Building & Safety Branch immediately. • Evaluate all streets, alleys & sidewalks for any damage or obstructions. • Establish closures and detours for streets, alleys & sidewalks as necessary to ensure public safety and efficient mobility.
• Develop plans and schedules for clearing debris or repairs from streets, alleys & sidewalks.

SEMS/NIMS Emergency Operations Plan PUBLIC WORKS BRANCH City of Beverly Hills Operations Section - 25
• Inspect Rexford/Civic Center for safety and clear for staff parking. • Inspect all other parking structures for safety. Report problems to the Building & Safety Branch immediately.
• Ensure all City vehicles are in working order.
• Provide back-up inspectors to the Building & Safety Branch.

Debris Removal
• Clear debris from appropriate areas. Drain flooded areas as needed. • Support all cleanup and recovery operations.
• Develop a debris removal plan to facilitate City clean-up operations, which addresses:
o Disaster Event Analysis and Waste Characterization Analysis:
• conduct field assessment survey.
• use video and photographs.
• quantify and document amounts and types of disaster debris. • coordinate with Building and Safety Branch and track their information on damaged buildings inspected to determine the location, type, and amount of potential debris.
• expect normal refuse volumes to double after a disaster. • develop a list of materials to be diverted.
• make diversion programs a priority.
• get pre-approval from FEMA, if federal disaster, for recycling programs.

Coordinate this with County Office of Emergency Services (OES) o Evaluation of needs for debris removal, building deconstruction and demolition:
• coordinate with Building and Safety to determine if a City contractor will be needed to remove debris from private property or perform demolition services.
• Building and Safety should seek reimbursement if property owner does have to coordinate with Building and Safety to include separation and salvaging. o Selection of debris management program(s) from the following:
• curbside collection - source separation of wood, concrete, brick, metals, and Household Hazardous Waste
• drop-off sites for the source separation of disaster debris • Household Hazardous Waste - collection event or curbside program o Identification of temporary storage and processing sites, if necessary:
• Coordinate with surrounding cities and the County
• Determine capacity needs.
• Selection of sites will depend on the type of debris and proximity to where debris is generated.
• Coordinate with FEMA regarding reimbursement for temporary sites and sorting which may require moving materials. Coordinate this activity through County OES.
o Identification of and cooperation with landfills. Consider fee waivers, modification of landfill operating hours and public concerns. o Cooperation with various waste management regulatory agencies o Evaluation of potential recycling of debris
• Determine contract needs.

SEMS/NIMS Emergency Operations Plan PUBLIC WORKS BRANCH City of Beverly Hills Operations Section - 26
o Develop estimates of types and quantities of debris, location of debris and unit cost data for contracts
o Document how contract price was developed.
• Establish a public information program for debris removal. Prepare report of program activities, results, and documentation for reimbursement Water, Sanitation, and Stormwater
• Evaluate and prioritize potable water needs (quantity/location/duration: minimum 2 gallons per person per day).
• Provide for the procurement and distribution of potable water supplies and coordinate with the Health Branch, if established, on water purification notices. (See Part Two, Operations Support Documentation, Water Distribution). Coordinate mutual aid requests as necessary.
• Identify and secure locations for water distribution (e.g., parks, City hall, shelters, etc.). • Ensure that water sources and sanitary sewage systems are protected from potential hazards. (See Part Two, Operation Support Documentation, Water Distribution) • In coordination with the Logistics Section, identify and secure staff resources needed to operate water distribution points. (If necessary, recommend that the Director of Emergency Services (EOC Director) request mutual aid to obtain required staff resources.)
• Determine the need to staff a water task group and secure resources through the Logistics Section. (See Part Two, Operations Support Documentation, Water Distribution) • Contact DHS District Office of Drinking Water, local health department, local water utilities, Public Works, Fire Department, Police Department, and other sources to compile situation information including:
o cause and extent of water system damage
o estimated duration of system outage
o geographical area affected.
o population affected.
o actions taken to restore system.
o resources needed to reactivate the system.
o emergency potable water needs (quantity and prioritized areas) • Notify the Los Angeles County Operational Area EOC (OAEOC) of the situation and need for mutual aid and participate in OAEOC Water Chief conference calls as requested. • Consult with DHS District Office, water utilities and PIO for appropriate public information announcements and media interface.
• Transmit to Finance/Administration Section data on costs incurred in EOC effort to purchase and distribute potable water.

Please note: Going directly to the State water agency (DHS District Office of Drinking Water) is not the normal channel of coordination. However, the local level must coordinate directly with and obtain approval of the State water quality agency for water system restoration.

SEMS/NIMS Emergency Operations Plan BUILDING AND SAFETY BRANCH City of Beverly Hills Operations Section - 27

OPERATIONS

POSITION REFERENCE GUIDE

BUILDING AND SAFETY
BRANCH
SUPERVISOR: Operations Section Chief
BRANCH OVERVIEW:

The Building and Safety Branch is responsible for the evaluation and damage assessment of all City-owned and private structures that may have been damaged in an incident. The Building Official in the City of Beverly Hills is the ultimate authority in determining whether a building is inhabitable or safely accessible
BRANCH OPERATIONAL DUTIES:
• Begin immediate inspections for re-occupancy of key City facilities. • Provide engineering support as requested for other Operations Section branches and teams (e.g. Urban Search and Rescue teams).
• Coordinate investigation and safety assessment of damage to buildings, structures, and property within the City. Alert and stage safety assessment teams as needed. • Use a three-phase approach to inspection based upon existing of disaster intelligence:
• General Area Survey of structures
• ATC-20 Rapid Inspection
• ATC-20 Detailed Inspection
• Inspect and identify buildings and property for re-occupancy. • Identify life-threatening and other hazardous conditions for immediate abatement.

Assess the need to require potentially unsafe structures to be vacated. • Implement procedures for posting of building occupancy safety status using ATC-20 guidelines.
• Estimate the percentage of damage to all buildings, structures, and properties. • Be prepared to start inspections over in the event of aftershocks.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF

THIS SECTION FOR GUIDANCE ON GENERAL DUTIES, EOC

ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan BUILDING AND SAFETY BRANCH City of Beverly Hills Operations Section - 28
• Provide safety assessment information and statistics to the Planning and Intelligence Section.
• 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.
• Coordinate investigation of building code performance. Estimate the extent of damage to buildings and structures and develop recommendations for building code changes. • Impose emergency building regulations as determined from performance of structures. • Request through the Personnel Unit any additional staff resources needed. • Activate the Operational Area Safety/Damage Assessment Plan, to include inspection of critical facilities first.
• After completion of the safety/damage survey, develop a preliminary estimate of the need for mutual aid assistance.
• Activate data tracking system to document and report safety assessment information and forward it to the Damage Assessment Unit of the Planning/Intelligence Section. • Arrange the necessary communications equipment from the Information Technology Branch of the Logistics Section and distribute it to all field personnel. • Brief all personnel on Department Emergency Operating Procedures and assignments. • Provide structural evaluation of mass care and shelter facilities to the Shelter Branch. • Provide public school inspection reports to the state Architect. This must be discussed with the Director of Emergency Services (EOC Director). The City inspects and lists all schools as shelters to ensure that the schools have a preliminary inspection done early. • Consider establishing an area field site to direct and coordinate safety assessment and inspection teams.
• Coordinate with the Public Works Branch on immediate post-event issues (debris removal, demolition, fences, etc.).
• Provide policy recommendations on the following to the Director of Emergency Services (EOC Director):
• emergency Building and Safety ordinances
• expediting plan checking and permit issuance on damaged buildings • Utilize AskBH as a 24-hour inspection call-in line to take damage reports and requests for safety inspections.
• Direct field personnel to advise property owners and tenants that multiple inspections of damage property will be required by various assisting agencies, including the American Red Cross, FEMA, CalOES, local Building and Safety, insurance carriers, and other local, state, and federal agencies.
• If needed, request police escort of safety assessment and inspection personnel.

SEMS/NIMS Emergency Operations Plan LOGISTICS SECTION
City of Beverly Hills Logistics Section - 1

PART TWO

LOGISTICS SECTION
PURPOSE ........................................................................................................................................ 2 OVERVIEW..................................................................................................................................... 2 OBJECTIVES .................................................................................................................................. 2 CONCEPT OF OPERATIONS........................................................................................................ 2 SECTION ACTIVATION PROCEDURES .................................................................................... 3 POSITION DESCRIPTIONS........................................................................................................... 4 COMMON CHECKLIST................................................................................................................. 6 POSITION REFERENCE GUIDE .................................................................................................. 9 LOGISTICS SECTION CHIEF .................................................................................................. 9 INFORMATION TECHNOLOGY BRANCH......................................................................... 11 PERSONNEL UNIT ................................................................................................................. 13 TRANSPORTATION UNIT..................................................................................................... 15 SUPPLY AND PROCUREMENT UNIT ................................................................................. 17 SEMS/NIMS Emergency Operations Plan LOGISTICS SECTION
City of Beverly Hills Logistics Section - 2

LOGISTICS SECTION

GENERAL INFORMATION

PURPOSE
To provide resources to support the City’s disaster response, including, but not limited to, personnel, vehicles, and equipment. It is the policy of this section that the priorities are to be:
• protect life, property, and environment.
• 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 the disaster sites, public shelters, EOC, DOC's, 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 Director of Emergency Services (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 CalOES/FEMA filing requirements.

CONCEPT OF OPERATIONS
The Logistics Section will operate under the following policies during a disaster/emergency as the situation dictates:
• The Standardized Emergency Management System (SEMS) and the National Incident SEMS/NIMS Emergency Operations Plan LOGISTICS SECTION
City of Beverly Hills Logistics Section - 3
Management System (NIMS) will be followed.
• All existing City and departmental fiscal operating procedures will be adhered to unless modified by the City Council or Director of Emergency Services (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 their regular schedule or as otherwise directed by the Director of Emergency Services (EOC Director) or appropriate supervisor.
• While in disaster mode, operational periods will be 12 hours for the duration of the event.

Operational Periods will normally change at 6:00 a.m. and 6:30 p.m. Operational Periods should be event driven.
• Non-fire and non-law enforcement mutual aid will be accessed through the Los Angeles County Operational Area via OARRS. The Resources Unit of the Planning/Intelligence Section will assist in making these requests.

SECTION ACTIVATION PROCEDURES
The Director of Emergency Services (EOC Director) is authorized to activate the Logistics Section.

When to Activate
The Logistics Section may be activated when the City's Emergency Operations Center (EOC) is activated or on the order of the Director of Emergency Services (EOC Director).

Where to Report
EOC responders shall report to the Primary EOC location unless otherwise directed.

When to Report
As directed.

SEMS/NIMS Emergency Operations Plan LOGISTICS SECTION
City of Beverly Hills Logistics Section - 4

LOGISTICS SECTION STAFF
The Logistics Section Chief will determine, based on present and projected requirements, the need for establishing specific and/or specialized units. The following units may be established as the need arises:
• Information Technology Branch
• Personnel Unit
• Transportation Unit
• Supply & Procurement Unit
The Section Chief may activate additional branches/units/groups as necessary to fulfill an expanded role. A Facilities Unit is often found in this section; instead, disaster facilities will be coordinated through the Public Works Branch of the Operations Section.

POSITION DESCRIPTIONS
Logistics Section Chief
The Logistics Section Chief, a member of the Director of Emergency Services (EOC Director)’s General Staff, is responsible for managing and coordinating logistical response efforts and the acquisition, transportation, and mobilization of resources. Information is needed to understand the current situation, to predict probable resource needs, and to prepare alternative strategies for resource management and procurement.

Information Technology Branch
The Information Technology Branch is responsible for managing all computing needs including desktop/laptop computers, network, and communications (internet/wireless, telephones, radios, etc.), printing, and related needs.

Personnel Unit
The Personnel Unit is responsible for obtaining, coordinating, and allocating all non-fire and nonlaw-enforcement mutual aid personnel support requests; for registering volunteers as Disaster Services Workers; for feeding and caring for all emergency workers; and for the overall coordination and care of all City staff, both paid and volunteer.

Transportation Unit
The Transportation Unit is responsible for coordinating the allocation of transportation resources required to move people, equipment and essential supplies during emergency response and recovery operations. This includes planning, assigning, and coordinating all transportation operations concerning deployment and utilization of City shuttle buses; dissemination of local and regional information pertaining to transportation, transit, and parking; transportation of emergency personnel, equipment, and supplies; development of traffic plans surrounding incidents and disaster SEMS/NIMS Emergency Operations Plan LOGISTICS SECTION
City of Beverly Hills Logistics Section - 5
facilities; and distribution of information to EOC sections and branches. Parking Enforcement is responsible for aiding and assisting the Police Department with execution of the Disaster Route Priority Plan, for traffic control and other necessary Police operations as requested.

Supply and Procurement Unit
The Supply and Procurement Unit is responsible for obtaining and delivering all non-fire and nonlaw-enforcement mutual aid materials, equipment and supplies to support emergency operations.

SEMS/NIMS Emergency Operations Plan LOGISTICS SECTION
City of Beverly Hills Logistics Section - 6

COMMON CHECKLIST

1. ACTIVATION EOC
❑ Follow EOC Activation Procedures Manual found on back EOC wall and in each file drawer.

NOTE: If primary EOC is damaged, report to alternate EOC, Fire Department training room or Public Works lunchroom. Post signs.

2. ASSUME EOC JOB
❑ Set up your workstation.
❑ Open WebEOC and check in.
❑ Put on an appropriate vest. Print your name on the EOC organizational chart. ❑ Obtain preliminary report of the extent of damage. (Try to obtain a “big picture” of the situation and the status of the incident).
❑ Begin your WebEOC Activity or hard duty Log (Found on H Drive, EOC Forms or in the EOC storage room). Use other forms as required. Document all actions. ❑ Read position checklist. (EOC Position Checklists can be found in an Emergency Operations Plan, WebEOC and on the H Drive/Emergency Operations Plan, on nametag and small EOC checklist book).
❑ Ensure you have all the necessary equipment and supplies. ❑ Establish contact with department/field/ DOC/Department head or other appropriate staff and communicate that your branch is fully operational.
❑ Obtain briefing from whatever sources available. Verify all key EOC personnel have been contacted.
❑ Ensure all EOC functions within your section are staffed. You may have to serve multiple roles until additional assistance arrives.
❑ Review the responsibilities of the other positions in your section and within the EOC. Know where to get information and support.
❑ Clarify issues regarding assignment and authority.
❑ Establish/confirm procedures for:
i. Radio communications
ii. Computer and data systems
iii. Disaster accounting
iv. Finance
v. Resource requests
❑ Coordinate staffing to support 24-hour operations (if required). Plan for two 12-hour shifts per 24 hour per period if required.
❑ Develop and implement plans to support EOC and field operations. ❑ Respond aggressively to emergencies but consider safety in all actions. ❑ Be prepared to provide input for the EOC Action Plan, meetings, or policy decisions. ❑ Maintain status boards and displays in WebEOC that you are responsible for. ❑ Keep informed on situation and response priorities as established by the EOC Action Plan. ❑ Keep your supervisor advised of your status and activities, and on any problem areas that will require solutions.
❑ Anticipate potential situation changes; develop options for staffing and response.

SEMS/NIMS Emergency Operations Plan LOGISTICS SECTION
City of Beverly Hills Logistics Section - 7
❑ Request additional resources, as needed, through the Logistics Section or established ordering procedures.
❑ Carefully document information required for cost recovery. ❑ Use face-to-face communication whenever possible in the EOC, document decisions. ❑ Planning & Intelligence should ensure the city has completed the required Operational Area (OARS) reports within 60 minutes of the EOC activation. (See OARS and ESCN Manual). ❑ Proclaim local emergency if necessary.
❑ Refer media contacts to PIO.

3. COMFORT
❑ Open Kitchen.
❑ Make coffee.
❑ Put out snacks.

4. EOC SHIFT CHANGE (OFFGOING)
❑ Brief incoming personnel and identify in-progress activities which need follow-up:
o A snapshot of the current situation, including anything that has changed since your shift began.
o Identification of in-progress activities and follow-up requirements o A copy of the most current EOC action-plan.
❑ Submit completed logs, timecards, etc. for your Section before you leave. ❑ Log out of WebEOC.
❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached.

SEMS/NIMS Emergency Operations Plan LOGISTICS SECTION
City of Beverly Hills Logistics Section - 8

SEMS/NIMS ORGANIZATIONAL CHART
* If all elements are activated, a deputy may be appointed to provide a manageable span of control.

Field Units will be coordinating and communication with each of the Branches under the Operations Section. The Incident Command System will be used in the field.

COUNCIL

DIRECTOR OF

EMERGENCY SERVICES
(EOC DIRECTOR)
ASST. DIR. OF

EMERGENCY SERVICES LEGAL OFFICER

PUBLIC INFORMATION

OFFICER

LIAISON OFFICER

SAFETY OFFICER
*OPERATIONS *PLANNING/

INTELLIGENCE LOGISTICS FINANCE

FIRE/RESCUE/ HAZMAT
POLICE

CARE & SHELTER

PUBLIC WORKS

RESOURCES

SITUATION STATUS

DOCUMENTATION

DAMAGE ASSESSMENT
ADV. PLANNING

RECOVERY

INFORMATION

TECHNOLOGY

TRANSPORTATION

PERSONNEL

SUPPLY/ PROCUREMENT

COST RECOVERY

TIME KEEPING

COMPENSATION/
CLAIMS

COST ANALYSIS

BUILDING & SAFETY
GIS

POLICY GROUP

DEMOBILIZATION
SEMS/NIMS Emergency Operations Plan LOGISITICS SECTION CHIEF City of Beverly Hills Logistics Section - 9

LOGISTICS

POSITION REFERENCE GUIDE

LOGISTICS SECTION CHIEF
SUPERVISOR: Director of Emergency Services (EOC Director) POSITION OVERVIEW:

The Logistics Section Chief, a member of the Director of Emergency Services (EOC Director)’s General Staff, is responsible for managing and coordinating logistical response efforts and the acquisition, transportation, and mobilization of resources. Information is needed to understand the current situation, to predict probable resource needs, and to prepare alternative strategies for resource management and procurement.

OPERATIONAL DUTIES:
• Ensure the logistics function is carried out consistent with SEMS/NIMS guidelines, including:
o Obtaining all materials, equipment and supplies to support emergency operations. o Managing all computing needs including desktop/laptop computers, network, and communications (internet/wireless, telephones, radios, etc.), printing, and related needs
o Coordinating transportation needs and issuing the Disaster Route Priority Plan o Managing personnel, registering volunteers as Disaster Services Workers, and ensuring care of all staff
• Keep the Director of Emergency Services (EOC Director) advised of your status and activities, and on any problem areas that will require solutions. • Activate organizational elements within your Section as needed and designate leaders for each element or combination of elements:
o Information Technology Branch
o Personnel Unit
o Transportation Unit
o Supply & Procurement Unit
• Exercise overall responsibility for the coordination of branch/group/unit activities within the Section.
• Prepare work objectives for Section staff and make staff assignments. • Be prepared to form additional units/groups as dictated by the situation.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan LOGISITICS SECTION CHIEF City of Beverly Hills Logistics Section - 10
• Carry out any responsibilities of the Logistics Section unit that are not currently staffed. • Establish and compile overall section objectives and submit them to the Planning/Intelligence Section for inclusion in the EOC Action Plan. • Provide situation and resources information to the Situation Status and Resource Unit of the Planning/Intelligence Section on a periodic basis or as the situation requires. • Establish/confirm the resource request process.
• Meet with Finance/Administration Section Chief and review financial and administration support needs and procedures. Determine level of purchasing authority to be delegated to Logistics Section.
• Ensure EOC purchasing system has been established.
• Confirm with Planning/Intelligence Section Chief the Resources Unit’s ability to request resources through the Los Angeles County Operational Area via OARRS. • Following 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 Operational Area Logistics Coordinator apprised of overall situation and status of resource requests.
• Coordinate logistical support for the EOC and all field sites. • Identify service/support requirements for planned and expected operations. • Oversee the allocation of personnel, equipment, services, and facilities required to support emergency management activities.
• Resolve problems associated with requests for supplies, facilities, transportation, communication, and food.

SEMS/NIMS Emergency Operations Plan INFORMATION TECHNOLOGY BRANCH City of Beverly Hills Logistics Section - 11

LOGISTICS

POSITION REFERENCE GUIDE

INFORMATION TECHNOLOGY
BRANCH
SUPERVISOR: Logistics Section Chief
BRANCH OVERVIEW:

The Information Technology Branch is responsible for managing all computing needs including desktop/laptop computers, network, and communications (internet/wireless, telephones, radios, etc.), printing, audio/visual, and cameras of the city and the Emergency Operations Center (EOC), all incident facilities, and field units.

BRANCH OPERATIONAL DUTIES:
• Notify support agencies and oversee the installation, activation and maintenance of all computing, network, and communications services inside of the EOC, field sites, and between the EOC and outside agencies.
• Monitor the operations of both field and EOC computing, network, and communications systems. Obtain additional communications capability as needed. • Ensure continuous 24-hour operation and support of all communications services. • Manage and operate all audio/visual components of the EOC. • Make special assignment of data and telephone services as directed by the Director of Emergency Services (EOC Director).
• Coordinate all non-public safety and public safety radio issues and requests. • Coordinate with all sections and branches/groups/units on operating procedures for use of computing, network, and communications systems. Receive any priorities or special requests.
• Coordinate requests for, and the acquisition of, new technologies that will enhance operations.
• Supervise EOC Radio Room.
• Provide communications briefings and technology status reports as requested at action planning meetings.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan INFORMATION TECHNOLOGY BRANCH City of Beverly Hills Logistics Section - 12
• Coordinate frequency and network activities with Los Angeles County Operational Area. • Participate in developing the EOC Communication Plan. • Maintain up to date information on the status of all citywide technologies.

SEMS/NIMS Emergency Operations Plan PERSONNEL UNIT
City of Beverly Hills Logistics Section - 13

LOGISTICS

POSITION REFERENCE GUIDE

PERSONNEL UNIT
SUPERVISOR: Logistics Section Chief
UNIT OVERVIEW:

The Personnel Unit is responsible for obtaining, coordinating, and allocating all non-fire and nonlaw-enforcement mutual aid personnel support requests; for registering and coordinating volunteers as Disaster Services Workers; for feeding and caring for all emergency workers; and for the overall coordination and care of all City staff, both paid and volunteer.

UNIT OPERATIONAL DUTIES:
• Coordinate all personnel support requests received at or within the EOC, including any category of personnel support requested for EOC operations or from City response elements in the field.
• Identify sources and maintain an inventory of personnel support and volunteer resources, request personnel resources from those departments or external agencies. • Ensure that all Disaster Service Workers and volunteers are registered and integrated into the emergency response system. (See Part Two, Logistics Support Documentation – Volunteers).
• Coordinate Emergency Management Mutual Aid (EMMA), and other personnel mutual aid requests as necessary through the Los Angeles County Operational Area via OARRS. • Ensure the care of all disaster workers including sleeping and eating. • Track, record, and report staff-time for all personnel/volunteers working at the emergency/disaster.
• Work with departments utilizing volunteers to manage all volunteer activities: recruitment, registration, mobilization, and assignment to tasks. Establish a Volunteer Management Center if needed.
• Establish and maintain a file for all personnel working at the emergency/disaster. • Track, record and report equipment usage and time.
• Working with the PIO, ensure all employees are kept abreast of the developing disaster situation.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan PERSONNEL UNIT
City of Beverly Hills Logistics Section - 14
• 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. Determine an estimated time of arrival and inform the requesting departments.
• Develop a system for tracking personnel/volunteers processed by the Unit. Maintain signin/out logs. Process personnel/volunteers relieved from assignments. • Maintain information regarding personnel/volunteers processed, personnel/volunteers allocated and assigned by agency/location, personnel/volunteers on standby, and special personnel requests not filled.
• Ensure initial briefings are provided to assigned response staff and volunteers to perform emergency functions. Coordinate with Safety Officer to ensure that training for personnel includes safety and hazard awareness and follows OSHA requirements. • Coordinate all feeding operations for the EOC, support and field personnel:
o Establish and disseminate a feeding plan that identifies cost limits, authorized vendors and catering companies, types of food, etc. Be aware of special diets. o Set meal schedules. Consider the impact of curfews on businesses you may use. o Set up and manage eating areas for EOC, staff and field personnel. o Establish a personnel-feeding account for EOC, support and field personnel at local restaurants.
o Brief all EOC personnel on the location, cost limitations and incident number to be used for each restaurant or caterer.
• Obtain crisis counseling for emergency workers. Assistance can be obtained at the Maple Counseling Center, 9107 Wilshire Blvd, (310) 271-9999.
• Establish a plan for childcare and pets for City employees as needed. • Assist and support employees and their families who are also disaster victims. • Ensure the recruitment, registration, mobilization, and assignment of volunteers. (See Part Two, Logistics Support Documentation – Volunteers)
• Establish Disaster Service Worker and Volunteer registration and interview locations.

Assign staff to accomplish these functions. Use the HR Training Room or other available room.
• Issue ID cards to Disaster Service Workers.
• Coordinate transportation of personnel and volunteers with the Transportation Unit. • If a call for volunteers is needed, coordinate with the PIO 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, 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. • Request technical expertise resources not available within the jurisdiction (hazardous materials, environmental impact, structural analysis, geo-technical information, etc.) through established channels, mutual aid channels or the Los Angeles County Operational Area
SEMS/NIMS Emergency Operations Plan TRANSPORTATION UNIT City of Beverly Hills Logistics Section - 15

LOGISTICS

POSITION REFERENCE GUIDE

TRANSPORTATION UNIT
SUPERVISOR: Logistics Section Chief
UNIT OVERVIEW:

The Transportation Unit is responsible for coordinating the allocation of transportation resources required to move people, equipment and essential supplies during emergency response and recovery operations. This includes planning, assigning, and coordinating all transportation operations concerning deployment and utilization of City shuttle buses; dissemination of local and regional information pertaining to transportation, transit, and parking; transportation of emergency personnel, equipment, and supplies; development of traffic plans surrounding incidents and disaster facilities; and distribution of information to EOC sections and branches. Parking Enforcement is responsible for aiding and assisting the Police Department with execution of the Disaster Route Priority Plan, for traffic control and other necessary Police operations as requested.

UNIT OPERATIONAL DUTIES:
• Receive, record, and process all resource requests for Transportation resources. • Assess the need for and location of mobilization and staging areas for unassigned resources (e.g., transportation vehicles, City shuttle buses, and other available transit vehicles).

Coordinate the transportation of emergency personnel and resources within the city by all available means.
• Coordinate all public transportation resources.
• Establish a transportation and tracking plan for movement of:
o personnel, supplies and equipment to the EOC, field units, shelters, and Casualty Collection Points (CCPs) and Field Treatment Sites (FTS) o individuals to medical facilities
o emergency workers and volunteers to and from risk area o evacuees
• Identify the location of all Transportation vehicles. Maintain list of transportation resources.
• Establish traffic plans for all shelters and disaster sites.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan TRANSPORTATION UNIT City of Beverly Hills Logistics Section - 16
• Communicate with the Planning/Intelligence and Operations Sections to determine which disaster routes are available for emergency use. (See Part Two, Operations Support Documentation, Disaster Route Priority Plan.)
• Coordinate use of disaster routes with the Operations Section. • Coordinate with the Operations Section on the movement of the public including the disabled and elderly.
• Coordinate transportation of household pets as appropriate. • Coordinate with local transportation agencies to establish availability of resources for use in evacuations and other operations as needed.
• As reports are received from field staff and EOC sections and as sufficient information develops, analyze the situation, and anticipate transportation requirements. • Arrange for fueling of all transportation resources.
• Coordinate with staff and other agency representatives to ensure adherence to service and repair policies.
• Ensure that all vehicle usage is documented by activity, date, and hours in use.

SEMS/NIMS Emergency Operations Plan SUPPLY AND PROCUREMENT UNIT City of Beverly Hills Logistics Section - 17

LOGISTICS

POSITION REFERENCE GUIDE

SUPPLY AND PROCUREMENT
UNIT
SUPERVISOR: Logistics Section Chief
UNIT OVERVIEW:

The Supply and Procurement Unit is responsible for obtaining and delivering all non-fire and nonlaw-enforcement mutual aid materials, equipment and supplies to support emergency operations.

UNIT OPERATIONAL DUTIES:
• Coordinate and oversee 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. The procurement of resources will follow the priority outlined below:
o Resources within the City inventory (City-owned)
o Other sources that may be obtained without direct cost to the city. o Resources that may be leased/purchased within spending authorizations. o Mutual Aid within Area A
o Mutual Aid through Los Angeles County Operational Area • Consult the Resource Directory (at the end of this section) for information on resource procurement and vendor contact lists.
• Provide supplies for the EOC, field operations and other necessary facilities and disaster sites.
• Purchase items within limits of delegated authority from Finance/Administration Section.

Coordinate with the Finance/Administration Section on actions necessary to purchase or contract for items exceeding delegated authority.
• Arrange for the delivery of the items requisitioned, contracted for, or purchased. Coordinate with Transportation as required.
• Maintain records to ensure complete accounting of supplies procured and funds expended.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan SUPPLY AND PROCUREMENT UNIT City of Beverly Hills Logistics Section - 18
• Process purchase orders and controls in coordination with the Finance/Administration Section.
• Coordinate activities with Finance/Administration Section Chief and determine purchasing authority to be delegated to Supply and Procurement Unit. Review emergency purchasing and contracting procedures.
• Notify Finance/Administration Chief of procurement needs that exceed delegated authority.

Obtain needed authorizations and paperwork.
• Review, verify and process requests from other sections for resources. Coordinate with other branches/groups/units to ensure there is no duplication of efforts on requests. • Maintain current information on resources readily available, resource requests, status of shipments, priority resource requirements, and shortfalls. • Ensure that a system is in place that meets the City’s property management requirements.

Ensure proper accounting for all new property.
• Be prepared to provide supplies for veterinary care and feeding of animals. (See Part Two, Support Documentation, Animal Care.)
• Provide updated reports on resource status to the Documentation Unit. • Arrange for storage, maintenance and replenishment/replacement of equipment and materials as needed.
• Coordinate with Operations Section on 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 (toilets, showers, etc.) as requested by Operations Section.
• Procure and coordinate water resources for consumption, sanitation, and firefighting. • Coordinate supplies and resources with relief agencies (American Red Cross, etc.) • Obtain and coordinate necessary medical supplies and equipment for community members especially DAFN persons.
• 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 of 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) or Field Treatment Sites (FTS’s).
• Coordinate with the Resources Unit of the Planning/Intelligence Section to submit all nonpublic safety requests to the Los Angeles County Operational Area. • Be prepared to provide supplies for access and functional needs. • Ensure all information pertaining to supplies and procurement is recorded on WebEOC.

SEMS/NIMS Emergency Operations Plan PLANNING/INTELLIGENCE SECTION City of Beverly Hills Planning/Intelligence Section - 1

PART TWO

PLANNING/INTELLIGENCE SECTION
PURPOSE....................................................................................................................................... 2 OVERVIEW ................................................................................................................................... 2 OBJECTIVES................................................................................................................................. 2 CONCEPT OF OPERATIONS ...................................................................................................... 3 SECTION ACTIVATION PROCEDURES................................................................................... 3 POSITION DESCRIPTIONS ......................................................................................................... 4 COMMON CHECKLISTS............................................................................................................. 6 POSITION REFERENCE GUIDE................................................................................................. 9 SECTION CHIEF ...................................................................................................................... 9 RESOURCES UNIT................................................................................................................ 12 SITUATION STATUS UNIT.................................................................................................. 13 DOCUMENTATION UNIT.................................................................................................... 15 DAMAGE ASSESSMENT UNIT........................................................................................... 16 ADVANCE PLANNING UNIT.............................................................................................. 17 RECOVERY PLANNING UNIT............................................................................................ 19 GIS UNIT................................................................................................................................. 21 DEMOBILIZATION UNIT..................................................................................................... 22 SEMS/NIMS Emergency Operations Plan PLANNING/INTELLIGENCE SECTION City of Beverly Hills Planning/Intelligence Section - 2

PLANNING/INTELLEGENCE SECTION

GENERAL INFORMATION

PURPOSE
To coordinate, collect, display, plan, and document all current and future EOC operations.

OVERVIEW
The Planning/Intelligence Section's primary responsibility is to collect, evaluate, analyze, display, and disseminate incident information and status of all assigned and available resources.

This section functions as the primary support for decision-making to the overall emergency organization. This section also provides anticipatory appraisals and develops plans necessary to cope with changing events. This Section primarily gathers and documents information to answer critical questions: Where are the incidents? How bad are the incidents? How much worse will the incidents become? How can we best manage the incidents? Department Heads will provide department status reports. The Planning/Intelligence section also leads status planning meetings as well as the development and dissemination of the EOC Action Plan.

OBJECTIVES
The Planning/Intelligence Section ensures that safety/damage assessment information is compiled, assembled, and reported in an expeditious manner to the various EOC sections, City departments, and the Los Angeles County Operational Area. The Planning/Intelligence Section is responsible for the preparation and documentation of the EOC Action Plan (with input from the Management Section, Section Chiefs, and other appropriate agencies). The Planning/Intelligence Section is also responsible for the detailed recording (Documentation Unit) of the entire response effort and the preservation of these records during and following the disaster. The Planning/Intelligence Section will accomplish the following specific objectives during a disaster/emergency:
• Collect initial situation and safety/damage assessment information. • Display situation and operational information in the Emergency Operations Center (EOC) using maps, visual aids, and WebEOC.
• Disseminate intelligence information to the Director of Emergency Services (EOC Director), Public Information Officer, General Staff, and the Los Angeles County Operational Area via Operational Area Response and Recovery System (OARRS). • Conduct mapping, geographic analysis and recording operations. • Prepare summary safety/damage assessment reports for dissemination to other sections, City departments, CalOES, FEMA and the Los Angeles County Operational Area via OARRS.
• Monitor OARRS and make required reports and resource requests to Los Angeles County.
• Prepare required reports identifying the extent of damage and financial losses. • Determine the City's post-event condition.
• Provide planning/intelligence support to other sections. • Ensure accurate recording and documentation of the incident. • Prepare the City’s EOC action plan.

SEMS/NIMS Emergency Operations Plan PLANNING/INTELLIGENCE SECTION City of Beverly Hills Planning/Intelligence Section - 3 • Prepare the City’s After-Action Report.
• Prepare the City’s post-disaster recovery plan.
• Maintain proper and accurate documentation of all actions taken to ensure that all required records are preserved for future use and CalOES/FEMA filing requirements. • Acquire technical experts for special interest topics or special technical knowledge subjects.
• Provide regional and local geospatial situational awareness, which involves real-time data aggregation, visualization, analysis, and reporting.

CONCEPT OF OPERATIONS
The Planning/Intelligence Section 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 existing City and departmental operating procedures will be adhered to unless modified by the City Council or Director of Emergency Services (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 their regular schedule or as otherwise directed by the Director of Emergency Services (EOC Director) or appropriate supervisor.
• While in disaster mode, operational periods will be 12 hours for the duration of the event.

Operational Periods will normally change at 6:00 a.m. and 6:30 p.m. Operational Periods should be event driven.

SECTION ACTIVATION PROCEDURES
The Director of Emergency Services (EOC Director) is authorized to activate the Planning/Intelligence Section.

When to Activate
The Planning/Intelligence Section may be activated when the City's Emergency Operations Center (EOC) is activated or upon the order of the Director of Emergency Services (EOC Director).

Where to Report
EOC responders shall report to the Primary EOC location unless otherwise directed.

When to Report
As directed.

SEMS/NIMS Emergency Operations Plan PLANNING/INTELLIGENCE SECTION City of Beverly Hills Planning/Intelligence Section - 4

PLANNING/INTELLEGENCE SECTION STAFF
The Planning/Intelligence Section Chief will determine, based on present and projected requirements, the need for establishing specific and/or specialized branches/groups/units. The following may be established as the need arises:
• Resources Unit
• Situation Status Unit
• Documentation Unit
• Damage Assessment Unit
• Advance Planning Unit
• Recovery Planning Unit
• Geographic Information System (GIS) Unit
• Demobilization Unit
• Technical Specialist
The Planning/Intelligence Section Chief may activate additional branches/groups/units as necessary to fulfill an expanded role.

POSITION DESCRIPTIONS
Planning/Intelligence Section Chief
The Planning/Intelligence Section Chief, a member of the Director of Emergency Services (EOC Director)’s General Staff, is responsible for managing the collection, documentation, evaluation, forecasting, dissemination, and use of information about the development of the incident and status of resources. Information is needed to understand the current situation, predict probable course of incident events, and prepare alternative strategies for the incident.

Resources Unit
The Resources Unit is responsible for assisting the Operations and Logistics sections to maintain detailed tracking records of resource allocation and use, to include resources available, resources assigned, resources requested but not yet on scene, “out-of-service” resources, and estimates of future resource needs; for maintaining logs and invoices to support the documentation process; for submitting mutual aid resource requests to Los Angeles County Operational Area via OARRS; and for keeping information current on the resource status display boards and maps in the EOC.

Situation Status Unit
The Situation Status Unit is responsible for the collection, evaluation, organization, analysis, and display of incident status and situation information, and for compiling Department Status Reports.

Documentation Unit
The Documentation Unit is responsible for maintaining complete documentation of the emergency, to include damage assessment reports, EOC action reports, after action and SEMS/NIMS Emergency Operations Plan PLANNING/INTELLIGENCE SECTION City of Beverly Hills Planning/Intelligence Section - 5 corrective action reports, and other incident files; for the duplication of materials; and for the preservation of incident files for legal, analytical, and historical purposes.

Damage Assessment Unit
The Damage Assessment Unit is responsible for compiling, reviewing, and maintaining detailed records of safety/damage assessment information. It works closely with the Operations Section, especially the Building & Safety Branch, in support of the documentation process.

Advance Planning Unit
The Advance Planning Unit is responsible for developing reports and recommendations for future time periods and for preparing reports and briefings for use in strategy and/or planning meetings.

Recovery Planning Unit
The Recovery Planning Unit is responsible for planning, preparing, and developing the City’s Disaster Recovery Plan; for conducting all initial recovery operations; and for preparing the EOC organization for transition to a recovery operations organization, to restore the City to predisaster condition as quickly and effectively as possible.

The Geographic Information System (GIS) Unit
The GIS Unit provides geospatial information services for all aspects of incidence response and recovery. This includes data collection, visualization, analysis and generating reports (maps, statistics, graphs). The unit maintains Beverly Hills EOC Geoportal to disseminate real-time situational awareness on a standard common operating platform for DOC and EOC staff. The GIS Unit both supports Geoportal users to analyze and answer what-if questions and produces requested maps and decision support reports.

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 field or function not addressed elsewhere or by any other discipline. Technical Specialists (which may or may not be employees of a public or private agency) may report to the Planning/Intelligence Section Chief; may function within an existing unit such as the Situation Status Unit; may form a separate unit; or may be reassigned to other parts of the organization, i.e., Operations, Logistics, or Finance/Administration.

SEMS/NIMS Emergency Operations Plan PLANNING/INTELLIGENCE SECTION City of Beverly Hills Planning/Intelligence Section - 6

COMMON CHECKLISTS

1. ACTIVATION EOC
❑ Follow EOC Activation Procedures Manual found on back EOC wall and in each file drawer.

NOTE: If primary EOC is damaged, report to alternate EOC, Fire Department training room or Public Works lunchroom. Post signs.

2. ASSUMING EOC ROLE
❑ Set up your workstation.
❑ Open WebEOC and check in.
❑ Put on an appropriate vest. Print your name on the EOC organizational chart. ❑ Obtain preliminary report of the extent of damage. (Try to obtain a “big picture” of the situation and the status of the incident).
❑ Begin your WebEOC Activity or hard duty Log (Found on H Drive, EOC Forms or in the EOC storage room). Use other forms as required. Document all actions. ❑ Read position checklist. (EOC Position Checklists can be found in an Emergency Operations Plan, WebEOC and on the H Drive/Emergency Operations Plan, on nametag and small EOC checklist book).
❑ Ensure you have all the necessary equipment and supplies. ❑ Establish contact with department/field/ DOC/Department head or other appropriate staff and communicate that your branch is fully operational.
❑ Obtain briefing from whatever sources available. Verify all key EOC personnel have been contacted.
❑ Ensure all EOC functions within your section are staffed. You may have to serve multiple roles until additional assistance arrives.
❑ Review the responsibilities of the other positions in your section and within the EOC. Know where to get information and support.
❑ Clarify issues regarding assignment and authority.
❑ Establish/confirm procedures for:
i. Radio communications
ii. Computer and data systems
iii. Disaster accounting
iv. Finance
v. Resource requests
❑ Coordinate staffing to support 24-hour operations (if required). Plan for two 12-hour shifts per 24 hour per period if required.
❑ Develop and implement plans to support EOC and field operations. ❑ Respond aggressively to emergencies but consider safety in all actions. ❑ Be prepared to provide input for the EOC Action Plan, meetings, or policy decisions. ❑ Maintain status boards and displays in WebEOC that you are responsible for. ❑ Keep informed on situation and response priorities as established by the EOC Action Plan. ❑ Keep your supervisor advised of your status and activities, and on any problem areas that will require solutions.
❑ Anticipate potential situation changes; develop options for staffing and response.

SEMS/NIMS Emergency Operations Plan PLANNING/INTELLIGENCE SECTION City of Beverly Hills Planning/Intelligence Section - 7 ❑ Request additional resources, as needed, through the Logistics Section or established ordering procedures.
❑ Carefully document information required for cost recovery. ❑ Use face-to-face communication whenever possible in the EOC, document decisions. ❑ Planning & Intelligence should ensure the city has completed the required Operational Area (OARS) reports within 60 minutes of the EOC activation. (See OARS and ESCN Manual). ❑ Proclaim local emergency if necessary.
❑ Refer media contacts to PIO.

3. COMFORT
❑ Open Kitchen.
❑ Make coffee.
❑ Put out snacks.

4. EOC SHIFT CHANGE (OFFGOING)
❑ Brief incoming personnel and identify in-progress activities which need follow-up:
o A snapshot of the current situation, including anything that has changed since your shift began.
o Identification of in-progress activities and follow-up requirements o A copy of the most current EOC action-plan.
❑ Submit completed logs, timecards, etc. for your Section before you leave. ❑ Log out of WebEOC.
❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached.

6. EOC DEACTIVATION CHECKLIST
❑ 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.
❑ Return all supplies.
❑ Prepare a proclamation for termination of the emergency, if applicable. ❑ Provide input to the After-Action Report/Corrective Action Report (AAR/CAR).

SEMS/NIMS Emergency Operations Plan PLANNING/INTELLIGENCE SECTION City of Beverly Hills Planning/Intelligence Section - 8

SEMS/NIMS ORGANIZATIONAL CHART
* If all elements are activated, a deputy may be appointed to provide a manageable span of control.

Field Units will be coordinating and communication with each of the Branches under the Operations Section.

The Incident Command System will be used in the field.

COUNCIL

DIRECTOR OF

EMERGENCY SERVICES
(EOC DIRECTOR)
ASST. DIR. OF

EMERGENCY SERVICES LEGAL OFFICER

PUBLIC INFORMATION

OFFICER

LIAISON OFFICER

SAFETY OFFICER
*OPERATIONS *PLANNING/

INTELLIGENCE LOGISTICS FINANCE

FIRE/RESCUE/ HAZMAT
POLICE

CARE & SHELTER

PUBLIC WORKS

RESOURCES

SITUATION STATUS

DOCUMENTATION

DAMAGE ASSESSMENT
ADV. PLANNING

RECOVERY

INFORMATION

TECHNOLOGY

TRANSPORTATION

PERSONNEL

SUPPLY/ PROCUREMENT

COST RECOVERY

TIME KEEPING

COMPENSATION/
CLAIMS

COST ANALYSIS

BUILDING & SAFETY
GIS

POLICY GROUP

DEMOBILIZATION
SEMS/NIMS Emergency Operations Plan PLANNING/INTEL SECTION CHIEF City of Beverly Hills Planning/Intelligence Section - 9

PLANNING/INTELLIGENCE

POSITION REFERENCE GUIDE

PLANNING/INTELLIGENCE

SECTION CHIEF
SUPERVISOR: Director of Emergency Services (EOC Director) POSITION OVERVIEW:

The Planning/Intelligence Section Chief, a member of the Director of Emergency Services (EOC Director)’s General Staff, is responsible for managing the collection, documentation, evaluation, forecasting, dissemination, and use of information about the development of the incident and status of resources. Information is needed to understand the current situation, to predict probable the course of incident events, and to prepare alternative strategies for incident response and recovery.

OPERATIONAL DUTIES:

Position Operational Duties
• Ensure that the Planning/Intelligence function is performed consistent with SEMS/NIMS Guidelines, including:
o collecting, analyzing, and displaying situation information. o preparing periodic situation reports.
o initiating and documenting the City’s Action Plan and After-Action Report. o advance planning.
o planning for demobilization.
o providing Geographic Information Services and other technical support services to the various organizational elements within the EOC.
• Upon EOC Activation, ensure the City has submitted all required Operational Area (OARRS) reports within 1-2 hours. (See OARRS Guide.)
• Report to the Director of Emergency Services (EOC Director) on all matters pertaining to Section activities.
• Meet with other activated Section Chiefs as required. • Participate in the Director of Emergency Services (EOC Director)’s action planning meetings.
• Keep the Director of Emergency Services (EOC Director) advised of your status and

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan PLANNING/INTEL SECTION CHIEF City of Beverly Hills Planning/Intelligence Section - 10 activities, and on any problem areas that will require solutions. • Activate organizational elements within your Section as needed and designate leaders for each element or combination of elements:
o Resources Unit
o Situation Status Unit
o Documentation Unit
o Damage Assessment Unit
o Advance Planning Unit
o Recovery Unit
o Demobilization Unit
o Technical Specialist
• Exercise overall responsibility for the coordination of units/group activities within the Section.
• Prepare work objectives for Section staff and make staff assignments. • Carry out any responsibilities of the Planning/Intelligence Section unit that are not currently staffed.
• Direct the Situation Status leader to initiate collection of information on significant disaster events, maintenance of a current display of event information, and dissemination of such information to other EOC Sections and responsible agencies as needed. • Direct the Documentation leader to initiate compilation of disaster information and maintenance of an accessible file of events, incidents, developments, and actions. • Review major incident reports and additional field operational information that may pertain to or affect Section operations.
• Keep informed on situation and response priorities as established by the EOC Action Plan.

Section Operational Duties
• Assess the impact of the disaster/emergency on the City of Beverly Hills, including the initial windshield surveys/safety/damage assessment by field units. • Develop damage assessment information on the impact of the emergency from the following sources:
o Fire Department
o Police Department
o Public Works Department
o Community Development: Building & Safety Department
o Community Services: Recreation & Parks Department
o Beverly Hills Unified School District
o American Red Cross, Los Angeles Chapter
o Disaster Communications System (DCS)
o Media (radio and television)
o Community Emergency Response Teams (C.E.R.T.)
o Just In Case Beverly Hills (J.I.C.B.H.)
• Ensure that pertinent disaster/emergency information is disseminated through appropriate channels to response personnel, City EOC section staff, City departments, the public, and Los Angeles County Operational Area via OARRS.

SEMS/NIMS Emergency Operations Plan PLANNING/INTEL SECTION CHIEF City of Beverly Hills Planning/Intelligence Section - 11 • Review, approve, and submit situation status reports for transmission by the Situation Status Unit to the Los Angeles County Operational Area via OARRS. • Working with the EOC Management Section Plan and the Documentation Unit, prepare an EOC Action Plan to identify priorities and objectives. (See Part Two, Planning & Intelligence Support Documentation, Action Planning)
• Assemble information on alternative strategies.
• Initiate EOC Action Plan development for the current and forthcoming operational periods. Each Section Chief will provide specific objectives for their respective sections to be incorporated into the EOC Action Plan.
• Direct the coordination of periodic disaster and strategy plans briefings to the Director of Emergency Services (EOC Director) and General Staff, including analysis and forecast of incident potential.
• Ensure coordination of collection and dissemination of disaster information and intelligence with other sections.
• Begin planning for recovery.
• Ensure After Action and Corrective Action reports are completed. (See Part Two, Planning & Intelligence, Support Documentation, After Action and Corrective Action Reports)
SEMS/NIMS Emergency Operations Plan RESOURCES UNIT
City of Beverly Hills Planning/Intelligence Section - 12

PLANNING/INTELLIGENCE

RESOURCES UNIT
SUPERVISOR: Planning/Intelligence Section Chief
UNIT OVERVIEW:

The Resources Unit is responsible for assisting the Operations and Logistics sections to maintain detailed tracking records of resource allocation and use, to include resources available, resources assigned, resources requested but not yet on scene, “out-of-service” resources, and estimates of future resource needs; for maintaining logs and invoices to support the documentation process; for submitting mutual aid resource requests to Los Angeles County Operational Area via OARRS; and for keeping information current on Web EOC or the resource status display boards and maps in the EOC.

UNIT OPERATIONAL DUTIES:
• Ensure resource reporting system is established for field and EOC units. • Assist branches as requested, track resources available, assigned, requested but not yet on scene, and out-of-service.
• Maintain Web EOC displays, charts and lists that reflect the status and location of all resources. Maintain a master list that is done by Web EOC of all resources reported. • Provide an authentication system in case of conflicting resources status reports. • Provide a resource overview and summary information to the Situation Status Unit of the Planning/Intelligence Section as requested, as well as written status reports on resource allocations as requested by the Section Chiefs.
• Provide information to assist the Situation Status and Documentation Units of the Planning/Intelligence Section in strategy planning and briefing presentations. Strategy planning inputs should be based on the evaluation of resource allocation, resources en route, and projected resource shortfalls.
• Ensure that available resources are not overlooked by the Operations Section staff. • Identify and make recommendations to the Planning and Intelligence Section Chief on resources that are not deployed or should be activated. • Develop and monitor resource status boards.
• Submit all requests through OARRS and other appropriate means for mutual aid requests to the county.
• Maintain and update a record of all mutual aid requests completed through OARRS, etc. to the LA County Operational Area.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan SITUATION STATUS UNIT City of Beverly Hills Planning/Intelligence Section - 13

PLANNING/INTELLIGENCE

SITUATION STATUS UNIT
SUPERVISOR: Planning/Intelligence Section Chief
UNIT OVERVIEW:

The Situation Status Unit is responsible for the collection, evaluation, organization, analysis, and display of incident status and situation information, and for compiling Department Status Reports. Most will be done using Web EOC.

UNIT OPERATIONAL DUTIES:
• Collect, organize, and analyze situation information from EOC sources. • Provide current situation assessments based on analysis of information received from a variety of sources and reports.
• Develop situation reports for dissemination to Planning/Intelligence Section Chief, Director of Emergency Services (EOC Director) and other section Chiefs to initiate the action planning process.
• Using OARRS, transmit Jurisdictional Situation Status Report and major incident reports to the Los Angeles County Operational Area.
• Work with GIS to ensure appropriate maps are developed and maintained. • Prepare and maintain EOC displays, mostly using Web EOC, including the significant events board.
• Assess, verify, and prioritize situation information into situation intelligence briefings and situation status reports.
• Seek from any verifiable source available information which may be useful in the development of current situation assessments of the affected area. • Evaluate the content of all incoming field situations and major incident reports. Review Web EOC boards on a regular basis. Follow-up on any discrepancy gaps in information.

Provide incoming intelligence information directly to appropriate EOC Sections, summarize and provide current information on central maps and displays. • Monitor and ensure the orderly flow of disaster intelligence information within the EOC. • Direct the collection, organization, and display of status of disaster events according to the format that the Documentation Unit and Resources Unit is utilizing, including:
o Location and nature of the disaster/emergency.
o Special hazards.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan SITUATION STATUS UNIT City of Beverly Hills Planning/Intelligence Section - 14 o Number of injured and deceased persons.
o Road closures and disaster routes.
o Structural and personal property damage (estimated dollar value). o City of Beverly Hills resources committed and available to the disaster/emergency.
o Assistance provided by outside agencies and resources committed. o Shelters, type, location, and number of people that can be accommodated. o Ensure all is being recorded on the Web EOC.
• Possible Information Sources include:
o Disaster briefings
o EOC Action Plan
o Section Reports
o Intelligence Reports
o Field Observations
o Casualty Information
o Resource Status Reports
o Aerial Reports and Photographs (city drones, etc.)
o Values and Hazards Information
o On Duty Personnel from other Sections
• Develop a system to post significant events log casualty information, health concerns, property damage, fire status, size of risk area, scope of the hazard to the public, number of evacuees, etc.
• Develop sources of information and assist the Planning/Intelligence Section Chief in collecting, organizing, and analyzing data from the other EOC sections. • Provide for an authentication process in case of conflicting status reports on events. • Meet with the Planning/Intelligence Section Chief and the Director of Emergency Services (EOC Director) to determine needs for planning meetings and briefings.

Determine if there are any special information needs.
• Direct the collection of photographs, videos, and/or sound recordings or disaster events, as appropriate.
• Meet with the PIO to determine the best methods for developing media and other briefings, exchanging information, and providing the PIO with Situation Status Unit information.
• Establish and maintain an open file of situation reports and major incident reports. • Determine weather conditions, both current and upcoming. Keep up-to-date weather information posted.
• Prepare an evaluation of the disaster situation and a forecast on the potential course of the disaster event(s) at periodic intervals or upon request of the Planning/Intelligence Section Chief.
• Prepare written situation reports at periodic intervals at the direction of the Planning/Intelligence Section Chief.
• Assist at planning meetings as required. Provide technical assistance. • During a radiological incident, activate the Radiological Protection Procedures as needed for reporting and documentation.

SEMS/NIMS Emergency Operations Plan DOCUMENTATION UNIT
City of Beverly Hills Planning/Intelligence Section - 15

PLANNING/INTELLIGENCE

DOCUMENTATION UNIT
SUPERVISOR: Planning/Intelligence Section Chief
UNIT OVERVIEW:

The Documentation Unit is responsible for maintaining complete documentation of the emergency, to include damage assessment reports, EOC action reports, after action and corrective action reports, and other incident files; for the duplication of materials; and for the preservation of incident files for legal, analytical, and historical purposes.

UNIT OPERATIONAL DUTIES:
• Maintain an accurate and complete record of significant disaster events. • Assist other parts of the EOC organization in setting up and maintaining files, journals, and special reports.
• Collect and organize all written forms, logs, journals, and reports at completion of each shift from all sections.
• Provide documentation services to EOC staff, such as taking notes at initial and ongoing briefings and EOC planning meetings.
• Maintain and preserve disaster/emergency files for legal, analytical, and historical purposes.
• Compile, copy, publish and distribute the final EOC Action Plans and After-Action Reports as directed by the Section Chiefs.
• Meet with the Planning/Intelligence Section Chief to determine what EOC materials should be maintained for official records.
• Contact other EOC sections and inform them of the requirements 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.
• Ensures all branches/units are submitting and updating the status reports. • Assists the Advance Planning Unit with completing the EOC Action Plan.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan DAMAGE ASSESSMENT UNIT City of Beverly Hills Planning/Intelligence Section - 16

PLANNING/INTELLIGENCE

DAMAGE ASSESSMENT UNIT
SUPERVISOR: Planning/Intelligence Section Chief

UNIT OVERVIEW:

The Damage Assessment Unit is responsible for compiling, reviewing, and maintaining detailed records of safety/damage assessment information. It works closely with the Operations Section, especially the Building & Safety Branch, in support of the documentation process.

UNIT OPERATIONAL DUTIES:
• Collect safety/damage assessment information from the Building and Safety Branch in the Operations Section and other verifiable sources and prepare appropriate reports. • Provide safety/damage assessment information to the Planning/Intelligence Section Chief.
• Coordinate with the Building and Safety Branch, Public Works Branch of the Operations Section for exchange of information.
• Coordinate with Los Angeles County Operational EOC to provide damage assessment information and cost estimates.
• Coordinate collection of safety / damage assessment information with the Building and Safety Branch of Operations Section.
• Collect and record total damage, type of damage, location and estimate value of damage. • Coordinate with the Real Time Watch Center (RTWC) to utilize the City’s drone to obtain damage assessment reports.
• Prepare safety/damage assessment information and provide it to the Planning/Intelligence Section Chief for approval.
• Document those structures requiring immediate demolition to ensure the public safety through inspection records, videos, photographs, etc.
• Provide documentation to Legal Advisor/Officer on those structures which may need to be demolished in the interest of public safety.
• Coordinate with the American Red Cross, utility companies, any volunteers, and other sources for additional safety/damage assessment information. • Coordinate with all Operations branches (Police, Fire, Public Works, Care and Shelter, Building and Safety) for possible information on damage to structures. • Provide final safety/damage assessment reports to the Documentation Unit.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan ADVANCE PLANNING UNIT City of Beverly Hills Planning/Intelligence Section - 17

PLANNING/INTELLIGENCE

ADVANCE PLANNING UNIT
SUPERVISOR: Planning/Intelligence Section Chief

UNIT OVERVIEW:

The Advance Planning Unit is responsible for developing reports and recommendations for future time periods and for preparing reports, development of the EOC Action Plan, and briefings for use in strategy and/or planning meetings.

UNIT OPERATIONAL DUTIES:
• Develop reports and requirements for future time periods, normally 36-72 hours in advance.
• Prepare special reports and briefings as necessary for strategy and/or planning meetings. • Monitor action planning activity to determine the shift in operational objectives from response to recovery.
• Obtain current briefing on the operational situation from the Situation Status Unit.

Determine best estimate of duration of the situation from available information. • Determine current priorities and policies from the Planning/Intelligence Section Chief and Director of Emergency Services (EOC Director) or Assistant Director of Emergency Services (Deputy EOC Director).
• In coordination with other EOC sections, develop written forecasts for future time periods as requested. These should include any or all the following:
o Best estimate of likely situation in 36 to 72 hours given current direction and policy.
o Determine top priorities for actions and resources. (See Part Two – Planning/Intelligence Support Documentation – Advance Planning Reports.) o Identify any recommended changes to EOC policy, organization, or procedures to better address the possible situation.
o Identify any issues and constraints that should be addressed now considering the probable situation in 36-72 hours.
• Provide reports as needed to the Planning/Intelligence Section Chief. • Develop specific recommendations on areas and issues which will require continuing and/or expanded City involvement.
• Periodically evaluate the operational situation and assist the Planning/Intelligence Section staff in making recommendations on priority response and recovery actions.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan ADVANCE PLANNING UNIT City of Beverly Hills Planning/Intelligence Section - 18 • Compile, copy, publish, and distribute the EOC action plan. Work with all sections. The documentation unit will provide support.

SEMS/NIMS Emergency Operations Plan RECOVERY PLANNING UNIT City of Beverly Hills Planning/Intelligence Section - 19

PLANNING/INTELLIGENCE

RECOVERY PLANNING UNIT
SUPERVISOR: Planning/Intelligence Section Chief

UNIT OVERVIEW:

The Recovery Planning Unit is responsible for planning, preparing, and developing the City’s Disaster Recovery Plan; for conducting all initial recovery operations; and for preparing the EOC organization for transition to a recovery operations organization, to restore the City to predisaster condition as quickly and effectively as possible.

UNIT OPERATIONAL DUTIES:
• Ensure that the City of Beverly Hills is prepared to participate jointly with FEMA, CalOES, the Los Angeles County Operational Area, and other non-profit organizations to expedite disaster assistance for individuals, families, businesses, public entities, and others entitled to disaster assistance.
• Ensure that required and/or approved mitigation measures are carried out. • Consider taking advantage of disaster-caused opportunities to correct past poor land-use practices, while ensuring that legal safeguards for property owners and the jurisdiction are observed.
• Identify issues to be prioritized by the Command Staff and General Staff on restoration of services to the City.
• Be alert for opportunities to implement actions to alleviate/remedy previous zoning practices that have caused incompatible land uses.
• Maintain contact with the Los Angeles County Operational Area, CalOES, and FEMA sources for advice and assistance in obtaining maximum eligible funds for disaster costs. • In coordination with the Building and Safety Branch of the Operations Section, establish criteria for temporary entry of “posted” buildings so owners/occupants may retrieve business/personal property.
• In coordination with the Building and Safety Branch of the Operations Section, establish criteria for re-occupancy of “posted” buildings. Posted includes, as a minimum, the categories of “Inspected”, “Restricted Access” and “Unsafe”. • In coordination with the Building and Safety Branch of the Operations Section, establish criteria for emergency demolition of buildings/structures that are an immediate and major danger to the population or adjacent structures. Ensure that homeowners’ and business

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan RECOVERY PLANNING UNIT City of Beverly Hills Planning/Intelligence Section - 20 owners’ rights are fully considered and that arrangements are made for appropriate hearings, if possible.
• Ensure that buildings considered for demolition that fall under “Historical Building” classification follow the special review process.
• With Section Chiefs, develop a plan for initial recovery operations. • Prepare the EOC organization for transition to Recovery Operations. • Coordinate with Community Development for all land use and zoning variance issues; permits and controls for new development; revision of building regulations and codes; code enforcement; plan review; and building and safety inspections. • Coordinate with L.A County Department of Health Services for restoration of medical facilities and associated services; continue to provide mental health services; and perform environmental reviews.
• Coordinate with Public Works for debris removal; demolition; construction; management of and liaison with construction contractors; and restoration of utility services. • Coordinate with Public Works and Community Services for housing for the needy; oversight of care facility property management; and low income and special housing needs.
• Coordinate with the Finance Department for public finance; budgeting; contracting; accounting and claims processing; taxation; and insurance settlements. • Coordinate with Community Development for redevelopment of existing areas; planning of new redevelopment projects; and financing new projects. • Coordinate applications for disaster financial assistance; liaison with assistance providers, onsite recovery support; and disaster financial assistance project manager with the Finance Department.
• Coordinate with City Attorney on emergency authorities; actions, and associated liabilities; preparation of legal opinions; and preparation of new ordinances and resolutions.
• Coordinate with the City Manager’s Office for continuity of operations and communications; space acquisition; supplies and equipment; vehicles; personnel; and related support.

SEMS/NIMS Emergency Operations Plan GIS UNIT
City of Beverly Hills Planning/Intelligence Section - 21

PLANNING/INTELLIGENCE

GIS UNIT
SUPERVISOR: Planning/Intelligence Section Chief
UNIT OVERVIEW:

The GIS Unit provides geospatial information services for all aspects of incident response and recovery. This includes data collection, visualization, analysis and generating reports (maps, statistics, graphs). The unit maintains Beverly Hills EOC Geoportal to disseminate real-time situational awareness on a standard common operating platform for EOC and DOC staff. The GIS Unit both supports Geoportal users to analyze and answer what-if questions and produce requested products.

UNIT OPERATIONAL DUTIES:
• Ensure the current situation and all significant events are mapped. • Provide data and maps as requested.
• Incorporate all relevant data to produce map products, statistical data for reports, and/or analyses.
• Determine the availability of needed GIS support products. • Respond to requests from approved sources for GIS products. • Collect, display, analyze and disseminate spatial information. • Prepare GIS summary report consisting of all incident GIS products and forward it to the Documentation Unit.
• Support the operation of the Virtual Beverly Hills system. • In coordination with the Operations Section, estimate the number of people who will require transportation out of the risk areas. Coordinate with the Transportation Branch of the Logistics Section on transportation methods and the status of evacuation routes and conduct similar decision support analysis like damage assessment. • Provide location-based regional situational awareness information via Geoportal, such as ShakeMap, weather, plume, ICBRNE readings, fire perimeter, national alerts/warnings, fire truck tracking, etc.
• Provide analytic and mapping support for advance planning.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan DEMOBILIZATION UNIT City of Beverly Hills Planning/Intelligence Section - 22

PLANNING/INTELLIGENCE

DEMOBILIZATION UNIT
SUPERVISOR: Planning/Intelligence Section Chief

UNIT OVERVIEW:

The Demobilization Unit is responsible for preparing a Demobilization Plan to ensure an orderly, safe, and cost-effective release of personnel and equipment.

UNIT OPERATIONAL DUTIES:
• Aid the Planning/Intelligence Section Chief and Director of Emergency Services (EOC Director) in planning for the EOC demobilization.
• Develop demobilization strategy and brief with the approval of the Planning/Intelligence Section Chief.
• Prepare written demobilization plan or procedures for all responding departments and agencies if necessary.
• Follow through on the implementation of the plan and monitor its operation. • Review the organization and current staffing to determine the likely size and extent of demobilization effort.
• Request the General Staff to assess long-term staffing needs within their sections and provide a listing of positions and personnel for release by priority. • Coordinate with Agency Representatives to determine demobilization format and needs. • Evaluate logistics and transportation capabilities to support the demobilization effort. • Prepare a Demobilization Plan to include the following:
o Release plan strategies and general information.
o Priorities for release (according to agency and kind and type of resource). o Phase over or transfer of authorities.
o Completion and submittal of all required documentation. o Notify Los Angeles County Operational Area of demobilization plan. • Obtain approval of the Demobilization Plan from Director of Emergency Services (EOC Director). Ensure that the plan, once approved, is distributed. • Establish “check-in” stations, as required, to facilitate the return of supplies, equipment, and other resources.
• Identify surplus resources.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan FINANCE/ADMINISTRATION SECTION City of Beverly Hills Finance/Administration Section - 1

PART TWO

FINANCE/ADMINISTRATION SECTION
PURPOSE....................................................................................................................................... 2 OVERVIEW ................................................................................................................................... 2 OBJECTIVES................................................................................................................................. 2 CONCEPT OF OPERATIONS ...................................................................................................... 3 SECTION ACTIVATION PROCEDURES................................................................................... 4 COMMON CHECKLIST............................................................................................................... 7 POSITION REFERENCE GUIDE............................................................................................... 10 FINANCE/ADMINISTRATION SECTION CHIEF........................................................... 10 COST ANALYSIS / RECOVERY UNIT ............................................................................ 12 TIME KEEPING UNIT ........................................................................................................ 14 COMPENSATION/CLAIMS UNIT .................................................................................... 16 SEMS/NIMS Emergency Operations Plan FINANCE/ADMINISTRATION SECTION City of Beverly Hills Finance/Administration Section - 2

FINANCE/ADMINISTRATION SECTION

GENERAL INFORMATION

PURPOSE
To respond to emergencies by providing financial support and coordination to City emergency operations and coordinating the recovery of costs as allowed by Federal and State law. It is the policy of this section that the priorities are to be:
• protect life, property, and the environment.
• provide continuity of financial support to the city and community • cooperate with the other sections of the city's emergency response team. • documentation of city costs and recovery of those costs as allowable • maintain a positive image for the city in its dealings with the community.

OVERVIEW
The Finance/Administration Sections primary responsibility is to maintain to the greatest extent possible the financial systems necessary to keep the City functioning during a disaster/emergency.

These systems include:
• payroll
• payments for goods and services
• revenue collection
• claim processing.
• cost recovery documentation
• recording financial transactions
The Section also works and coordinates with the Logistics Section: Supply and Procurement Unit to supervise the negotiation and administration of vendor and supply contracts and procedures.

The extent of the disaster/emergency will determine the extent to which the Finance/ The Administration Section will mobilize. In a low-level emergency, only part of the section will mobilize. In a widespread disaster with heavy damage, the entire section will mobilize.

Department liaisons can be activated at any level including non-activation of the EOC.

OBJECTIVES
The Finance/Administration Section acts in a support role in all disasters/emergencies to ensure that all required records are preserved for future use and that CalOES and FEMA filing requirements are followed through maintenance of proper and accurate documentation. The Finance/Administration Section will accomplish the following objectives during a disaster/emergency:

A. For all disasters/emergencies:

1. Notify the other sections and City departments that the Disaster Accounting System is to be used for the disaster/emergency.

2. Determine the extent to which the City's computer Finance systems are accessible and/or usable.

SEMS/NIMS Emergency Operations Plan FINANCE/ADMINISTRATION SECTION City of Beverly Hills Finance/Administration Section - 3

3. Determine if the City's bank can continue handling financial transactions.

4. Maintain, as best possible, the financial continuity of the City (payroll, payments, and revenue collection).

5. Disseminate information about the Disaster Accounting System to other sections and departments as necessary.

6. Upon declaration of a disaster by the State and/or Federal Governments, coordinate with disaster agencies to initiate the recovery process of City costs.

7. Coordinate with the other sections and departments the collection and documentation of costs pertaining to the disaster/emergency.

8. Coordinate with the disaster assistance agencies for the required inspections, documentation, audits, and other necessary work to recover costs.

B. For disasters/emergencies where the City's computer financial systems and bank are accessible and usable:

1. Inform the other sections and City departments that the payroll and payments processing will be handled on a "business-as-usual" basis except that the Disaster Accounting System will be used for disaster/emergency-related costs.

2. Continue with objectives A.5. through A.8. above.

C. For disasters/emergencies where the City's computer financial systems and/or bank are either inaccessible or unusable for a short period of time, i.e., less than one week:

1. Inform the other sections and City departments that payroll and payments will be on hold for a short time and that processing will continue a normal basis as of a specified date.

2. Inform the other sections and City departments how to handle the purchase process etc.

3. Determine if bank can or cannot provide cash/advance to be used in emergency.

4. Determine if the cash in the Emergency Management safe should be accessed. If so, follow procedures to prevent risk of threat or fraud while accessing cash.

5. Determine if handwritten checks are needed and follow procedures to prevent risk of threat and fraud.

6. Continue with objectives A.4 through A.8
D. For disasters/emergencies where the City's computer financial and/or bank systems are either inaccessible or unusable for an extended period, i.e., one week or more:

1. Inform the other sections and City departments that disaster accounting procedures will be necessary for the next payroll and all critical payments.

2. Inform the other sections and City departments how to handle the purchase process etc.

7. Activate other Finance/Administration Section Units as necessary.

8. Continue with objectives A.4. through A.8. above.

CONCEPT OF OPERATIONS
The Finance/Administration Section 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 existing City and departmental fiscal operating procedures will be adhered to unless modified by the City Council or Director of Emergency Services (EOC Director). • All on-duty personnel are expected to remain on duty until properly relieved of duty.

SEMS/NIMS Emergency Operations Plan FINANCE/ADMINISTRATION SECTION City of Beverly Hills Finance/Administration Section - 4 • Off-duty personnel will be expected to return to work in accordance with their regular schedule or as otherwise directed by the Director of Emergency Services (EOC Director) or appropriate supervisor.
• While in disaster mode, operational periods will be 12 hours for the duration of the event.

Operational Periods will normally change at 6:00 a.m. and 6:30 p.m. Operational Periods should be event-driven.
• For disasters/emergencies that leave the accounting systems accessible and usable, normal working hours will be retained for all but the Cost Recovery Unit. This unit will function on the schedule determined necessary to perform its objectives. • For disasters/emergencies that render the accounting systems either inaccessible or unusable for any period, appropriate personnel in the activated units will be on an operational period determined by the Finance/Administration Section Chief. This may be a period of 12 hours. If so, then these periods will normally change at 6:00 a.m. and 6:00 p.m. (0600 and 1800 hours respectively in military time). The financial department liaisons should function on standby awaiting instructions.

SECTION ACTIVATION PROCEDURES
Authorization
The Director of Emergency Services is authorized to activate the Finance/Administration Section for response to a disaster/emergency. It is assumed that the Disaster Accounting System will be activated on a Level II EOC Activation.

When to Activate
The Finance/Administration Section may be activated when the City's Emergency Operations Center (EOC) is activated or upon the order of the Director of Emergency Services (EOC Director).

In all cases of EOC activation the Cost Recovery Documentation Unit will be activated, and other units will be activated only as conditions necessitate. The Cost Recovery Documentation Unit and the Department Liaisons may continue to function when the EOC is not activated.

Where to Report
EOC responders shall report to the Primary EOC location unless otherwise directed.

When to Report
As directed.

SEMS/NIMS Emergency Operations Plan FINANCE/ADMINISTRATION SECTION City of Beverly Hills Finance/Administration Section - 5

FINANCE/ADMINISTRATION SECTION STAFF
The Finance/Administration Section Chief, a member of the Director of Emergency Services (EOC Director)’s General Staff, will determine, based on present and projected requirements, the need for establishing specific and/or specialized branches/groups/units. The following may be established as the need arises:
• Cost Recovery Unit
• Time Keeping Unit
• Compensation/Claims Unit
• Cost Analysis Unit
The Finance/Administration Section Chief may activate additional branches/groups/units to fulfill an expanded role if necessary.

POSITION DESCRIPTIONS
Finance/Administration Section Chief
The Finance/Administration Section Chief, a member of the Director of Emergency Services (EOC Director)’s General Staff, is responsible for the financial support, response, and recovery for the disaster/emergency. This includes ensuring that the payroll and revenue collection process continues and activating the Disaster Accounting System.

Cost Recovery Unit
The Cost Recovery Documentation Unit should be activated at the onset of any disaster/emergency and is responsible for executing procedures to capture and document costs relating to a disaster/emergency; maintaining the Disaster Accounting System; liaising with the disaster assistance agencies; coordinating the recovery of costs as allowed by law; and maintaining accurate and timely documentation in support of financial recovery. The Department Liaisons report to this unit.

Cost Analysis Unit
The Cost Analysis Unit is responsible for providing cost analysis data for the incident to help the planning and recovery efforts. The Unit must ensure that all pieces of equipment and personnel that require payment are properly identified; obtain and record all cost data; analyze and prepare estimates of incident costs; and maintain accurate records of incident costs. As the recovery proceeds, the Cost Analysis Unit will be increasingly tasked to support the planning function in terms of cost estimates of resources used.

Time Keeping Unit
The Time Keeping Unit is responsible for working with all Department Liaisons and sections to ensure field units track hours worked by paid personnel and volunteers; preparing daily personnel time recording documents; ensuring compliance with any applicable agency time policies; ensuring that time and equipment records identify the scope and location of work in a manner consistent with initial damage and safety assessment records; and collecting and processing applicable time records.

SEMS/NIMS Emergency Operations Plan FINANCE/ADMINISTRATION SECTION City of Beverly Hills Finance/Administration Section - 6 Compensation/Claims Unit
The Compensation/Claims Unit is responsible for investigating and processing physical-injury and property-damage claims arising out of an emergency/disaster; completing all forms required by worker’s compensations programs and local agencies; maintaining a file of injuries and illnesses associated with the incident; and for issuing checks upon settlement of claims.

SEMS/NIMS Emergency Operations Plan FINANCE/ADMINISTRATION SECTION City of Beverly Hills Finance/Administration Section - 7

COMMON CHECKLIST

1. ACTIVATION EOC
❑ Follow EOC Activation Procedures Manual found on back EOC wall and in each file drawer.

NOTE: If primary EOC is damaged, report to alternate EOC, Fire Department training room or Public Works lunchroom. Post signs.

Know where to get information and support.
❑ Clarify issues regarding assignment and authority.
❑ Establish/confirm procedures for:
i. Radio communications
ii. Computer and data systems
iii. Disaster accounting
iv. Finance
v. Resource requests
❑ Coordinate staffing to support 24-hour operations (if required). Plan for two 12-hour shifts per 24 hour per period if required.
❑ Develop and implement plan to support EOC and field operations. ❑ Respond aggressively to the emergency but consider safety in all actions. ❑ Be prepared to provide input for the EOC Action Plan, meetings or policy decisions. ❑ Maintain current status boards and displays in WebEOC that you are responsible for. ❑ Keep informed on situation and response priorities as established by the EOC Action Plan. ❑ Keep your supervisor advised of your status and activities, and on any problem areas that will require solutions.
❑ Anticipate potential situation changes; develop options for staffing and response.

SEMS/NIMS Emergency Operations Plan FINANCE/ADMINISTRATION SECTION City of Beverly Hills Finance/Administration Section - 8 ❑ Request additional resources, as needed, through the Logistics Section or established ordering procedures.
❑ Carefully document information required for cost recovery. ❑ Use face-to-face communication whenever possible in the EOC; document decisions. ❑ Planning & Intelligence should ensure the City has completed required Operational Area (OARS) reports within 60 minutes of the EOC activation. (See OARS and ESCN Manual). ❑ Proclaim local emergency if necessary.
❑ Refer media contacts to PIO.

3. COMFORT
❑ Open Kitchen.
❑ Make coffee.
❑ Put out snacks.

4. EOC SHIFT CHANGE (OFFGOING)
❑ Brief incoming personnel and identify in-progress activities which need follow-up:
o A snapshot of the current situation, including anything that has changed since your shift began.
o Identification of in-progress activities and follow-up requirements o A copy of the most current EOC action-plan.
❑ Submit completed logs, time cards, etc. for your Section before you leave. ❑ Log out of WebEOC
❑ Determine when you should return for your next work shift. ❑ Leave contact information where you can be reached.

6. EOC DEACTIVATION CHECKLIST
❑ 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.
❑ Return all supplies.
❑ Prepare proclamation for termination of the emergency, if applicable. ❑ provide input to the After-Action Report/Corrective Action Report (AAR/CAR) SEMS/NIMS Emergency Operations Plan FINANCE/ADMINISTRATION SECTION City of Beverly Hills Finance/Administration Section - 9

SEMS/NIMS ORGANIZATION CHART
* If all elements are activated, a deputy may be appointed to provide a manageable span of control.

Field Units will be coordinating and communication with each of the Branches under the Operations Section. The Incident Command System will be used in the field.

COUNCIL

DIRECTOR OF

EMERGENCY SERVICES
(EOC DIRECTOR)
ASST. DIR. OF

EMERGENCY SERVICES LEGAL OFFICER

PUBLIC INFORMATION

OFFICER

LIAISON OFFICER

SAFETY OFFICER
*OPERATIONS *PLANNING/

INTELLIGENCE LOGISTICS FINANCE

FIRE/RESCUE/ HAZMAT
POLICE

CARE & SHELTER

PUBLIC WORKS

RESOURCES

SITUATION STATUS

DOCUMENTATION

DAMAGE ASSESSMENT
ADV. PLANNING

RECOVERY

INFORMATION

TECHNOLOGY

TRANSPORTATION

PERSONNEL

SUPPLY/ PROCUREMENT

COST RECOVERY

TIME KEEPING

COMPENSATION/
CLAIMS

COST ANALYSIS

BUILDING & SAFETY
GIS

POLICY GROUP

DEMOBILIZATION
SEMS/NIMS Emergency Operations Plan FINANCE/ADMIN SECTION CHIEF City of Beverly Hills Finance/Administration Section - 10

FINANCE/ADMINISTRATION

POSITION REFERENCE GUIDE

FINANCE/ADMINISTRATION

SECTION CHIEF
SUPERVISOR: Director of Emergency Services (EOC Director) POSITION OVERVIEW:

The Finance/Administration Section Chief, a member of the Director of Emergency Services (EOC Director)’s General Staff, is responsible for the financial support, response and recovery for the disaster/emergency. This includes ensuring that the payroll and revenue collection process continues and activating the Disaster Accounting System.

OPERATIONAL DUTIES:

Position Operational Duties
• Ensure that the Finance/Administration function is performed consistent with SEMS/NIMS Guidelines, including:
• implementing a Disaster Accounting System (See Part Two, Finance: Disaster Accounting System)
• maintaining financial records of the emergency
• tracking and recording of all staff time
• support and provide guidance on the processing of purchase orders and contracts to the Logistics Section
• handling travel and expense claims
• providing administrative support to the EOC
• Ensure that worker’s compensation claims received at the EOC are processed. • Ensure that the City of Beverly Hills receives allowance assistance and disaster recovery costs for which it is eligible.
• Report to the Director of Emergency Services (EOC Director) on all matters pertaining to Section activities.
• Meet with other activated Section Chiefs as required. • Participate in the Director of Emergency Services (EOC Director)’s action planning meetings.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan FINANCE/ADMIN SECTION CHIEF City of Beverly Hills Finance/Administration Section - 11 • Establish and compile overall section objectives and submit to the Planning/Intelligence Section for inclusion in the EOC Action Plan.
• Keep the Director of Emergency Services (EOC Director) advised of your status and activities, and on any problem areas that will require solutions. • Activate organizational elements within your Section as needed and designate leaders for each element or combination of elements.
• Cost Recovery Unit
• Time Keeping Unit
• Compensation/Claims Unit
• Cost Analysis Unit
• Prepare work objectives for Section staff and make staff assignments. • Be prepared to form additional units/groups as dictated by the situation. • Carry out any responsibilities of the Finance/Administration Section that are not currently staffed.
• Coordinate with the Logistics Section on donated goods and donated money. • Coordinate all printing of materials needed to support the disaster operation, including signage.

Section Operational Duties
• Authorize use of the Disaster Accounting System. (See Part Two, Finance Support Documentation, Disaster Accounting System)
• Ensure that the payroll process continues.
• Ensure that the revenue collection process continues. • Collect your Section personnel and equipment time records and records of expendable materials used and provide copies to the Time and Cost Analysis Units at the end of each operational period.
• Ensure that all personnel and equipment time records and records of expendable materials used are received from other Sections at the end of each operational period. • Organize, manage, coordinate and channel the donations of money received during and following the emergency from individual citizens and volunteer groups. • Make recommendations for cost savings to the General Staff. • Meet with assisting and cooperative agency representatives as required. • Provide input in all planning sessions on finance and cost analysis matters. • Ensure that all obligation documents initiated during the emergency/disaster are properly prepared and completed.
• Keep the General Staff apprised of overall financial situation.

SEMS/NIMS Emergency Operations Plan TIME KEEPING UNIT
City of Beverly Hills Finance/Administration Section - 12

FINANCE/ADMINISTRATION

POSITION REFERENCE GUIDE

COST ANALYSIS / RECOVERY
UNIT
SUPERVISOR: Finance/Administration Section Chief
UNIT OVERVIEW:

The Cost Recovery Unit function should be activated at the onset of any disaster/emergency and is responsible for executing procedures to capture and document costs relating to a disaster/emergency; maintaining the Disaster Accounting System; liaising with the disaster assistance agencies; coordinating the recovery of costs as allowed by law; and maintaining accurate and timely documentation in support of financial recovery. The Department Liaisons report to this unit.

The Cost Analysis Unit function is responsible for providing cost analysis data for the incident to help the planning and recovery efforts. The Unit must ensure that all pieces of equipment and personnel that require payment are properly identified; obtain and record all cost data; analyze and prepare estimates of incident costs; and maintain accurate records of incident costs. As the recovery proceeds, the Cost Analysis Unit will be increasingly tasked to support the planning function in terms of cost estimates of resources used.

COST RECOVERY UNIT FUNCTION OPERATIONAL
DUTIES:
• Activate and maintain the Disaster Accounting System to capture and document costs relating to the disaster/emergency in coordination with other sections and departments. (See Part Two, Finance Supporting Documentation, Disaster Accounting System) • Inform all sections and departments that the Disaster Accounting System is to be used. • Coordinate cost documentation and make decisions on costs codes and items to be tracked by the Disaster Accounting System.
• Coordinate with disaster assistance agencies on the recovery of costs as allowed by law.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan TIME KEEPING UNIT
City of Beverly Hills Finance/Administration Section - 13 • Prepare all required state and federal documentation to recover allowable disaster costs. • Provide analysis, summaries and estimates of costs for the Finance/Administration Section Chief, Director of Emergency Services (EOC Director), and the Los Angeles County Operational Area as required.
• Work with EOC sections and appropriate departments to collect all required documentation. Receive and allocate payments.
• Keep all records organized and prepared for final audit. • All departments are responsible for designating liaisons to the Cost Recovery Unit who are responsible for:
o preparing all necessary paperwork on department expenditures for FEMA reimbursement including dates of expenditure for equipment, labor, and supplies o keeping and submitting to the Cost Recovery Unit all above paperwork, including pictures for submittal to FEMA
The Cost Recovery Unit is responsible for providing direction, guidance and information to these department liaisons on the reimbursement process.

COST ANALYSIS UNIT FUNCTION OPERATIONAL
DUTIES:
• Maintain a fiscal record of all expenditures related to the emergency/disaster. • Prepare and provide periodic cost summaries for the Finance/Administration Section Chief and the Director of Emergency Services (EOC Director).
• Maintain cumulative emergency/disaster cost records.
• Ensure that all financial obligation documents are accurately prepared. • Ensure that all pieces of equipment under contract and dedicated personnel are properly identified.
• Make recommendations for cost savings to the Finance/Administration Section Chief.

SEMS/NIMS Emergency Operations Plan TIME KEEPING UNIT
City of Beverly Hills Finance/Administration Section - 14

FINANCE/ADMINISTRATION

POSITION REFERENCE GUIDE

TIME KEEPING UNIT
SUPERVISOR: Finance/Administrator Section Chief
UNIT OVERVIEW:

The Time Keeping Unit is responsible for working with all Department Liaisons and sections to ensure field units track hours worked by paid personnel and volunteers; preparing daily personnel time recording documents; ensuring compliance with any applicable agency time policies; ensuring that time and equipment records identify the scope and location of work in a manner consistent with initial damage and safety assessment records; and collecting and processing applicable time records.

UNIT OPERATIONAL DUTIES:

Personnel Time Recorder
• Assist EOC Branches to ensure that they track, record and report staff time for all personnel/volunteers working at the emergency/disaster. (See Finance Support Documentation, Labor Record Forms)
• Establish and maintain a file for employee time records within the first operational period for each person.
• Ensure that all records identify the scope and site-specific location of work performed. • Ensure that daily personnel time recording documents are accurate and prepared in compliance with City policy.
• Ensure that all employee identification information is verified on the time report. • Ensure that all volunteers assigned as Disaster Service Workers maintain detailed and accurate time cards.
• Maintain separate logs for overtime hours.
• Maintain security of records.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
SEMS/NIMS Emergency Operations Plan TIME KEEPING UNIT
City of Beverly Hills Finance/Administration Section - 15 Equipment Time Recorder
• Assist sections and branches/groups/units in establishing a system for collecting equipment time reports and service records. Design and distribute Force Account and Rented Equipment Records. (See Finance Support Documentation, Force Account and Rented Equipment Record Forms)
• Ensure that all records identify scope and site-specific location of work performed. • Establish and maintain a file of time reports on owned, rented, donated and mutual aid equipment. Track the type of equipment used, make/model numbers, date and time of usage, operator name/agency affiliation, charges for fuel, parts, and services. Track cityowned equipment separate from rented equipment. • Maintain list of damaged or lost equipment (for billing and claims purposes)-in coordination with Planning/Resources.
• Maintain security of records.

SEMS/NIMS Emergency Operations Plan COST ANALYSIS UNIT
City of Beverly Hills Finance/Administration Section - 16

FINANCE/ADMINISTRATION

POSITION REFERENCE GUIDE

COMPENSATION/CLAIMS UNIT
SUPERVISOR: Finance/Administration Section Chief
UNIT OVERVIEW:

The Compensation/Claims Unit is responsible for investigating and processing physical-injury and property-damage claims arising out of an emergency/disaster; completing all forms required by worker’s compensations programs and local agencies; maintaining a file of injuries and illnesses associated with the incident; and for issuing checks upon settlement of claims.

UNIT OPERATIONAL DUTIES:
• Coordinate cost recovery with disaster assistance agencies and insurance companies. • Maintain a log of all injuries occurring during the disaster/emergency. • Accept as agent for the City claims resulting from an emergency/disaster. • Develop and maintain a log of potential and existing claims. • Provide investigative support in areas of claims for bodily injury and property damage compensation presented to the City.
• Periodically review all logs and forms to ensure:
o Work is complete
o Entries are accurate and timely
o Work is in compliance with City requirements and policies. • Prepare claims relative to damage to City property and file the claims with insurers.

Obtain all witness statements pertaining to claims and review for completeness. • Evaluate the need for compensation-for-injury and claims specialists, request if needed. • Manage and direct all Workers Compensation and claims specialists assigned to the emergency/disaster.
• Ensure that the Personnel Unit of the Logistics Section completes claims for any injured personnel or volunteers working at the emergency.
• Provide report of injuries and coordinate with the City’s Risk Manager for mitigation of hazards.

REFER TO THE COMMON CHECKLISTS IN THE BEGINNING OF
THIS SECTION (PAGE 7) FOR GUIDANCE ON GENERAL DUTIES,

EOC ACTIVATION, EOC DEACTIVATION, AND SHIFT CHANGE
Attachment 2
1 A City Council
Handbook
for
Emergencies and
Disasters
Office of Emergency Management, Resilience, and Recovery Meena Janmohamed
(310) 285-1021
[email protected]
A City Council Handbook for Disasters and Emergencies
1 TABLE OF CONTENTS
INTRODUCTION .............................................................................................................. 2 PHASES OF EMERGENCY MANAGEMENT................................................................ 3 MITIGATION PHASE................................................................................................... 3 PREPAREDNESS PHASE............................................................................................. 4 RESPONSE PHASE....................................................................................................... 4 GOALS ............................................................................................................................... 4 ASSUMPTIONS............................................................................................................. 5 RECOVERY PHASE ..................................................................................................... 6 EMERGENCY MANAGEMENT ORGANIZATION ...................................................... 7 EMERGENCY MANAGEMENT SYSTEMS............................................................... 7 INCIDENT COMMAND SYSTEM (ICS)..................................................................... 7 STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS)................... 8 NATIONAL INCIDENT MANAGEMENT SYSTEM ..................................................... 8 ICS/SEMS/NIMS ORGANIZATIONAL CHART ........................................................ 8 MUTUAL AID ............................................................................................................... 9 CITY OF BEVERLY HILLS EMERGENCY OPERATIONS PLAN ............................ 10 EMERGENCY OPERATIONS CENTER ....................................................................... 10 ROLES OF CITY COUNCIL........................................................................................... 14 CITY COUNCILMEMBER ROLES ........................................................................... 16 EMERGENCY SERVICES ORDINANCE ..................................................................... 18 CITY COUNCIL SUCCESSION PLAN.......................................................................... 18 OTHER CITY DISASTER RELATED ORDINANCES................................................. 19 CONCLUSION................................................................................................................. 20 APPENDICES .................................................................................................................. 21 PROCLAIMING A LOCAL EMERGENCY............................................................... 21 EMERGENCY MEETINGS OF THE CITY COUNCIL ............................................ 23 DISASTER MYTHS .................................................................................................... 25 A City Council Handbook for Disasters and Emergencies
2 INTRODUCTION
This handbook is designed to provide you, a member of the Beverly Hills City Council, with information related to your roles, authorities, and responsibilities during and after disasters and emergencies, and to assist in your disaster related decision-making process.

Councilmembers have a significant role in the City of Beverly Hills’ emergency management organization. Your actions ensure the continuation of government, influence the community, both residential and business, and directly impact our City’s ability to protect lives, property, and the environment, both during and after a disaster or emergency.

The City Council’s primary role during a disaster is one of policymaker, communicator, liaison, and spokesperson to the community, outside government agencies, and non-governmental agencies. To help you fulfill and to better understand these roles, this handbook provides information on disaster response, recovery, and the emergency management organization of the City.

Additional information can be found in the City’s Emergency Operations Plan (EOP). Councilmembers should have copies of this document in their respective offices. The City’s EOP addresses the City of Beverly Hills’ planned response to situations associated with all hazards such as natural disasters, technological incidents, and national security emergencies.

As with all Disaster Service Workers, your ability to support emergency response and recovery efforts will depend directly upon your preparedness at home and at work. Please take the time to prepare your home and family.

Any questions regarding the information within this handbook should be directed to Emergency Management. It is the Office of Emergency Management, Resilience, and Recovery’s hope that this handbook will provide a framework for you as a Councilmember, so that you may better understand the emergency management structure and your roles and responsibilities.

This guide refers to disasters and emergencies. They are defined as:

EMERGENCY: An unplanned event that can cause death/injury to employees, customers, and/or can shut down or disrupt operations, cause physical/environmental damage or threaten the facilities in the structure or public image.

DISASTER: A condition of extreme peril; a disaster occurs when a disruption reaches such that there are injuries, deaths, or property damage and when a disruption affects many or all of the community’s essential functions A City Council Handbook for Disasters and Emergencies
3 Phases of Emergency Management
There are four phases of emergency management that make up the “emergency life cycle”: mitigation, preparedness, response, and recovery. These phases represent the various elements of a disaster. All phases are interconnected and everyone in government has responsibilities in all four phases, including the City Council. The following sections discuss the four phases and present the different ways that City Councilmembers should be involved in these four phases.

MITIGATION AND PREVENTION: reducing long-term risk to life and property
PREPAREDNESS: the activities done before a disaster; such as training, planning, and community education and exercises.

RESPONSE: actions taken to save lives and property during an emergency.

RECOVERY: cleanup and restoration of activities to return to normal.

Mitigation Phase
Mitigation is any sustained action taken to reduce or eliminate long-term risk to life and property from a hazardous event. Mitigation can protect critical facilities, reduce exposure to liability, and minimize community disruption. The City Council approved the latest Hazard Mitigation Plan in January 2019. Similar to the General Plan Safety Element, the Hazard Mitigation Plan identifies specific hazards to Beverly Hills and develops strategies, plans, projects, and activities to reduce the risk of these hazards in our community.

The City Council can assist in this phase by considering and advising on mitigation strategies, reviewing requirements for special legislation and development of policy, and supporting future City actions in mitigation.

A City Council Handbook for Disasters and Emergencies
4 Preparedness phase
Preparedness involves activities that are done before a disaster or emergency; such as training, planning, exercises, and community and employee education that is designed to save lives and to minimize damage when an emergency occurs.

Councilmembers are asked to support and participate in trainings and exercises held to enhance the City’s readiness. The City Council can also assist in the preparedness phase by developing a family disaster plan for themselves and gathering emergency supplies for their own homes and workplace. The City Council should also encourage others to have plans and emergency supplies ready and to become more involved in their community to promote a neighborhood approach to emergency preparedness. The City’s Health and Safety Commission will also help share the emergency preparedness message with the community.

The Office of Emergency Management, Resilience, and Recovery (OEM), with the City’s goal of being the safest and the most prepared City in America, continues to work to ensure that the City is ready for a disaster or emergency. In coordination with all City Departments, the Office has placed an emphasis on emergency planning, training, exercises, public awareness and education as part of this preparedness phase. Also, the Office continues to work with other departments to ensure that they are ready to respond when an emergency or disaster occurs.

Response Phase
The response phase covers the period during and immediately after a disaster.

During this phase, the City provides emergency assistance to victims of the event and tries to reduce the likelihood of further damage.

The community’s expectations may not match the capabilities of the local, state, and federal government’s ability to respond after a disaster. Additionally, the news media may choose to edit information related to the incident, make it inaccurate, or not to use it at all. Thus, it is important for Councilmembers to ensure that timely and accurate information is given to the community. Other specific City Council roles in the response phase will be discussed later in this document.

GOALS
The following are the emergency management goals for disaster response:
• To provide effective life safety measures, reduce property loss, and protect the environment
• To provide a basis for the direction and control of emergency operations • To plan for the continuity of government
• To provide for the rapid resumption of impacted businesses and community services
A City Council Handbook for Disasters and Emergencies
5 • To provide accurate documentation and records required for cost recovery efforts
• To provide for the protection, use and distribution of remaining resources • To coordinate operations with the emergency services organizations in other jurisdictions, if necessary.

ASSUMPTIONS
The following assumptions are held related to the City’s response to an emergency or disaster and reflect the City’s most probable course of action:
• The City of Beverly Hills is primarily responsible for reasonable emergency actions and will commit all available resources, as necessary, to save lives, minimize injury to persons, and minimize damage to property and the environment.
• The City of Beverly Hills will utilize ICS, SEMS and NIMS in emergency response operations.
• The Director of Emergency Services, aka the City Manager, will coordinate the City’s disaster response in conformance with the Emergency Services Ordinance.
• The City of Beverly Hills will participate in the Los Angeles County Operational Area.
• The resources of the City of Beverly Hills will be made available to local agencies and citizens to cope with disasters affecting this area. • The City of Beverly Hills will commit its resources to a reasonable and necessary degree before requesting mutual aid assistance. • Mutual aid assistance will be requested when disaster relief requirements exceed the City’s ability to meet them.

The emergency management organization will give priority to the following operations:
• dissemination of accurate and timely emergency public information and warning to the public
• situation analysis
• resource allocation and control
• evacuation and rescue operations
• medical care operations
• coroner operations
• care and shelter/ family assistance and reunification operations • access and perimeter control
• public health operations
• restoration of vital services and utilities
A City Council Handbook for Disasters and Emergencies
6 RECOVERY PHASE
The recovery phase involves the cleanup and restoration activities that are necessary to return the City to normal. This means working to heal damages, repairs, utilities restored, and debris cleaned up throughout the City. The recovery phase has many objectives such as reinstatement of family autonomy, the provision of essential public services, permanent restoration of private and public property, and recovery of costs associated with response and recovery.

According to experts, response is 10% of the complete disaster. Recovery is often the hardest phase of a disaster and may continue for an extended time.

Since the disaster recovery process is a financially, physically, and emotionally exhausting process for everyone involved, confusion and misinformation about relief programs can become an enormous source of frustration. Residents may also have priorities different from those of the City and they may have unrealistic expectations about what the City will be able to provide during the recovery process. The City Council will assist in a variety of ways during the recovery phase by referring residents to the information and resources that they will need, providing accurate and current information to the community, and supporting policy decisions that enables the City to recover quickly.

A City Council Handbook for Disasters and Emergencies
7 Emergency Management Organization
The City of Beverly Hills’ emergency management organization uses the Incident Command System (ICS), the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). The City is part of the Los Angeles County Operational Area and the Southern Region of the Governor’s Office of Emergency Services (State OES).

The City Manager serves as the Director of Emergency Services and is responsible for implementing the City’s Emergency Operations Plan through the efforts of the City’s Office of Emergency Management, Resilience, and Recovery.

Within the emergency organization, departments and agencies have specified roles and responsibilities for specific functions.

Emergency Management Systems
There are three emergency management systems used to organize response during an emergency or disaster: ICS, SEMS, and NIMS. Each system is described below. Training is available in each of the systems through the Office of Emergency Management, Resilience, and Recovery at bi-annual training sessions or the City Council may arrange a special training session. The City Council are encouraged to take the ICS and NIMS class online through the FEMA independent study portal at: http://training.fema.gov. The Office of Emergency Management, Resilience, and Recovery will provide Councilmembers with a manual to assist in this process, if requested. The City Council adopted a resolution approving the use of these systems.

Incident Command System (ICS)
The Incident Command System is an all scene, all hazard, flexible framework created to manage all types of incidents from emergencies and disasters to parades and celebrations. The City has adopted the use of ICS. ICS allows departments to meet the needs of incidents of any size, allow personnel from a variety of agencies to meld rapidly into a common management structure, and to be cost effective by avoiding duplication of efforts. ICS is also built around “best business practices” ensuring the full utilization of resources by maintaining a manageable span of control, establishing pre-designated incident locations and facilities, implementing resource management practices, and using common terminology (no jargon or radio codes). ICS serves as the basis for the State Emergency Management System (SEMS) and the National Incident Management System (NIMS).

A City Council Handbook for Disasters and Emergencies
8 Standardized Emergency Management System (SEMS)
The Standardized Emergency Management System (SEMS) is a state law that was adopted by the City Council in 1996 for managing emergencies involving multiple jurisdictions and agencies. SEMS is intended to facilitate the flow of information within and between levels of the government, and to facilitate coordination among all responding agencies. SEMS is designed to be flexible and adaptable to the varied disasters that occur in California and to the needs of all emergency responders. SEMS consists of five organizational levels: field response, local government, Operational Area (countywide), Region, and State.

The various levels are activated beginning at the Field Level and move up in size as the incident size increases and additional resources are needed. Below is an illustration of the five organizational levels of SEMS.

Organizational Levels of SEMS
National Incident Management System
The National Incident Management System (NIMS) is a nationwide standardized approach to incident management and response. It establishes a uniform set of processes and procedures that emergency responders at all levels of government will use to conduct response operations. The City Council adopted the use of NIMS in 2006 and all City employees have been trained in SEMS and NIMS.

ICS/SEMS/NIMS Organizational Chart
Under ICS/SEMS/NIMS, management of an incident is separated into five sections: Management, Operations, Planning/Intelligence, Logistics, and Finance. Each department is assigned to positions in these sections. The following chart shows the five functions:

Management
Operations
Planning/
Intelligence
Section
Logistics Section Finance/
Administration
Section
A City Council Handbook for Disasters and Emergencies
9 The City Council falls under the Management Section as part of the SEMS/NIMS emergency organization.

Mutual Aid
As part of all three systems, mutual aid plays an important role. After an emergency or disaster, response and recovery needs may outpace jurisdictional resources. The City may be asked to provide resources to other jurisdictions or may request additional resources from other jurisdictions under mutual aid. The foundation of California’s emergency planning and response is a statewide mutual aid system which is designed to ensure that adequate resources, facilities, and other support is 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 (on file), as provided for the California Emergency Services Act (CESA).

The statewide mutual aid system, operating within the framework of the Master Mutual Aid Agreement, allows for the progressive mobilization of resources to and from emergency response agencies, local governments, operational areas, regions, and states with the intent to provide requesting agencies with adequate resources.

For example, if the City’s internal assets have been exhausted and are not capable of providing required services, the City will make requests to Area A cities: Santa Monica, West Hollywood, and Culver City, and in some cases Los Angeles, for pre-arranged mutual aid. If Area A resources are not sufficient, then the City of Beverly Hills will make mutual aid requests through the Los Angeles County Operational Area. If additional resources are needed, requests will be made progressively to the next highest level of government until reaching the Federal level. The Federal government does not assume command for local emergency management, but rather provides support. Below is an illustration of this process. All responses to disasters and emergencies start and end at the local level and are typically handled at the lowest possible geographic, organizational, and jurisdictional level.

A City Council Handbook for Disasters and Emergencies
10 Chart of Mutual Aid Resources Available to the City
City of Beverly Hills Emergency Operations Plan
The City of Beverly Hills Emergency Operations Plan, last approved by the City Council in August 2013, addresses the City’s planned response to extraordinary emergency situations associated with all hazards (natural and manmade disasters), such as but not limited to earthquakes, acts of terrorism, fires, floods, landslides, hazardous material incidents, technological incidents, and/or national security emergencies. This plan is a preparedness document designed to be read, understood, and exercised prior to an emergency. Each Councilmember has been given a copy of the City of Beverly Hills Emergency Operations Plan.

Emergency Operations Center
An Emergency Operations Center (EOC) is a location from which centralized emergency management can be performed during a major emergency or disaster. It is a central location of authority and information, and allows for faceto-face coordination among personnel who must make emergency decisions.

This facilitates a coordinated response by the Director of Emergency Services, Public Safety, Emergency Management Staff, and representatives from organizations that are assigned emergency management responsibilities. The level of staffing in the EOC depends upon the specific emergency situation. The following functions are performed by the City of Beverly Hills’ EOC:
• Managing and coordinating emergency operations.
• Receiving and disseminating warning information.
• Developing emergency policies, procedures, and action plans. • Collecting intelligence from, and disseminating information to, the various EOC representatives and the City Council, and, as appropriate, to County, A City Council Handbook for Disasters and Emergencies
11 City, special district, non-profit and community based organizations, state agencies, military, and federal agencies.
• Preparing intelligence/information summaries, situation reports, operational reports, and other reports as required.
• Maintaining general and specific maps, information display boards, and other data pertaining to emergency operations.
• Continuing analysis and evaluation of all data pertaining to emergency operations.
• Controlling and coordinating the operational and logistical support of departmental resources committed to the emergency.
• Maintaining contact and coordination with support department operations centers (DOC), other non-governmental agencies and the
County/Operational Area EOC.
• Providing emergency warnings, alerts, information, and instructions to the public, making official releases to the news media and scheduling press conferences as necessary.

The standing objectives of the Emergency Operations Center are as follows:
• Situation Awareness & Situation Analysis
• Determine Priority of Incidents
• Acquire/Allocate Critical Resources
• Crisis Information Management
• Develop/Advise/Support Policy Level Decisions
• Coordinated with Elected/Appointed Officials
• Coordinate with Systems Components
Management of the Emergency Operations Center and alternate facilities is the responsibility of the Office of Emergency Management, Resilience, and Recovery. This responsibility includes managing all facility functions, support systems, and operational readiness issues. Organization of the EOC and staff is based on the Standardized Emergency Management System (SEMS). The City Manager, or their designee, serves as the Director of Emergency Services (DES). The Director of Emergency Services has the primary responsibility of ensuring that the City Council is kept apprised of the situation and bring major policy issues to the City Council for review and decision. The Liaison Officer will assist the Director in working with the City Council.

A City Council Handbook for Disasters and Emergencies
12 CITY COUNCIL

DIRECTOR OF

EMERGENCY SERVICES
DEP. DIR. OF

EMERGENCY SERVICES

LEGAL OFFICER

PUBLIC INFORMATION OFFICER LIAISON OFFICER
*OPERATIONS *PLANNING/ INTELLIGENCE LOGISTICS FINANCE

FIRE/RESCUE/ HAZMAT
POLICE

CARE & SHELTER

PUBLIC WORKS

RESOURCES

SITUATION STATUS

DOCUMENTATION

DAMAGE ASSESSMENT
ADV. PLANNING

RECOVERY

INFORMATION TECHNOLOGY

TRANSPORTATION

PERSONNEL

SUPPLY/ PROCUREMENT

COST RECOVERY

TIME KEEPING

COMPENSATION/ CLAIMS

COST ANALYSIS

BUILDING & SAFETY
GIS

POLICY GROUP

DEMOBILIZATION

SAFETY OFFICER
SEMS/NIMS EOC Table of Organization
The following chart shows the EOC Table of Organization. These positions are staffed by various departments.

A City Council Handbook for Disasters and Emergencies
13 Management Section Chart
The City Council is part of the Management Section. The following chart shows the organizational chart for the management section and the title of the person who serves in each position.
(Emergency Manager)
A City Council Handbook for Disasters and Emergencies
14 Roles of City Council
This Section describes duties that the City Council will perform and roles that it will fill during an emergency or disaster.

The following two pages are taken from Part Two: Management Section of the Beverly Hills Emergency Operations Plan and outlines the City Council’s general duties during an emergency or disaster.

MANAGEMENT

CITY COUNCIL
POSITION OVERVIEW:

NOTE: Councilmembers should refrain from direct involvement with Emergency Operations Center (EOC) activities. The Director of Emergency Services (EOC Director) or the Liaison Officer will provide Councilmembers with all required information and status.

Guidelines:
o three (3) members of the City Council are needed for an official quorum
o proclamation of a local emergency must be ratified within seven (7) days
o Emergency Rules and Regulations made by the Director of Emergency Services must be confirmed at earliest practicable time o approve extraordinary expenditure requirements as necessary • Review, at least once every 60 days, the need for continuing the Local Emergency. Proclaim the termination of the Local Emergency as soon as conditions warrant. (CA Gov. Code, § 8630)
A City Council Handbook for Disasters and Emergencies
15 • On request of the Public Information Officer (PIO) or Liaison Officer, host and accompany VIPs on tours of the disaster area.
• Oversee the release of official statements.
• In coordination with the PIO, conduct media interviews and provide public information.
• Develop or utilize existing citizens’ advisory group to address concerns. • Consider developing an emergency planning task force to discuss concerns and disseminate pre-event planning information and post-event recovery information.
• Serve as a liaison to all stakeholders.
• Identify needs of the community and report back to the Liaison Officer • Encourage post-event discussions in the community to identify potential areas of improvement.
• Visit impacted areas, shelters, and other temporary facilities to identify problems and special needs.

When to report
As directed by the Director of Emergency Services (City Manager), or at the onset of a major disaster/emergency.

Where to report
Report to the fourth floor of City Hall. If unable to get in or it is unsafe, report to the Emergency Operations Center (EOC).

Report to
The Liaison Officer with support from the Administrative City Council Liaison position, will assist the City Council with their disaster related functions.

In the event City Hall is rendered unusable by an emergency, the temporary office of City government will be as follows:
1 st Alternate: Fire Station, Administration Offices
2 nd Alternate: Public Works Facility
3 rd Alternate: Beverly Gardens
4 th Alternate: Greystone Mansion
5 th Alternate: Horace Mann Elementary (or other school site) 6 th Alternate: Santa Monica City Hall
7 th Alternate: Santa Clarita City Hall
8 th Alternate: Huntington Beach City Hall
9 th Alternate: Palm Springs City Hall
A City Council Handbook for Disasters and Emergencies
16 City Councilmember Roles
When a disaster strikes, the City Council will often serve as the primary conduit between government and the public both during and after the event. The Council may attend public meetings to conduct business relevant to response and recovery from the disaster (for example, the adoption of ordinances) and to hear from and/or communicate with the public. Additionally, the Council may review potential or threatened litigation and provide general direction to the Director of Emergency Services in such matters. In addition to the general duties listed in the City Council job description in the Emergency Operations Plan, other specific responsibilities of the City Council include:
• Receive regular updates and briefings from the Director of Emergency Services and possibly through the Liaison Officer.
• Serve as a liaison with other City, County, State and/or Federal government representatives.
• Review and approve the Proclamation of Local Emergency. • Attend public meetings to determine public needs and identify current or future City actions related to the disaster.
• Receive information and assistance from the Director of Emergency Services and City Public Information Officer (PIO) to assist with public information outreach.
• Visit impacted areas, shelters, and other temporary facilities to identify problems and special circumstances (Make arrangements with Liaison Officer first).
• Review requirements for special legislation and development of policy. • Consider and advise both short and long term recovery strategies. • Serve as the liaison with public or community organizations. • Survey problem sites in Beverly Hills and assist residents and the City in finding solutions to problems resulting from the disaster. • Participate in required training as required by State & Federal law.

In addition to these duties, the City Council may also serve in other roles and capacities such as:
1) Providing policy direction for the Director of Emergency Services, 2) Providing leadership, condolences, comfort, and encouragement for the community,
3) Meeting with the media to discuss the community’s strengths and resilient spirit,
4) Hosting visiting dignitaries.

A City Council Handbook for Disasters and Emergencies
17 Involvement in Response
Primarily, the Council’s role is in policy direction and community leadership.

Councilmembers should resist the temptation to speed to the scene of an emergency or disaster. Should it be necessary to visit the scene of an emergency or a disaster, the decision should be made in consultation and coordination with the Director of Emergency Services (City Manager) or Liaison Officer.

Also, Councilmembers should avoid the direct decision making process in disasters and emergencies and should not expect to participate in the operation of the Emergency Operations Center (EOC). EOC staff have specialized training in emergency management and the presence of untrained personnel can interfere with operations in the EOC. To maintain unity of command and the safety of the responders, the chain of command cannot be bypassed. It’s most important that the Mayor and City Council becomes the face of the City and united in the City messaging and leadership.

Providing Policy Direction to Director of Emergency Services After a disaster or an emergency, the City can face great loss of property and life.

The City Council should expect to provide policy direction for the financial, physical, and emotional recovery of the City. Councilmembers must ensure that emergency managers have a clear policy direction to follow as part of the recovery process. In non-disaster times, Councilmembers can also assist by providing policy guidance to ensure that the City is disaster prepared at all times and that training and exercises are supported to keep the City at a high level of readiness.

Providing Leadership, Condolences, Comfort, and Encouragement to the Community
Since disasters and emergencies are high profile events and the community may face a huge loss of life and property, the community will need leadership to provide comfort, caring, and encouragement to the City’s residents. Leadership is important to instill confidence in the public that the incident is being managed effectively. Leadership from City Councilmembers can also be provided by motivating and supporting employees, so that they can accomplish difficult tasks under dangerous and stressful circumstances.

Meeting with the Media and the Public to Discuss the Community’s Strength and Resilient Spirit
All media contacts should be coordinated through the City’s Public Information Officer (PIO). The PIO can assist with ensuring your information is adequate and accurate. The following are some suggestions when working with the media and the community:
• Seek out victims at shelters and reception centers to offer comfort and sympathy;
A City Council Handbook for Disasters and Emergencies
18 • Set realistic expectations for government response • Do not make specific promises for recovery assistance • Do not make comparisons to other disasters
• Demonstrate concern for the community
• Speak with one voice
• Avoid answering questions about specific cases regarding disaster assistance and response and defer to subject matter experts / public safety representatives
Hosting Visiting Dignitaries
High level federal and state level officials, mayors, and other leaders may visit the City after a disaster. The Council may have to greet these dignitaries and should coordinate with the Liaison Officer before any visits.

Emergency Services Ordinance
The Council readopted the Emergency Services Ordinance (No. 07-O-2521) in July 2007, which revised the original ordinance adopted in 1988. The ordinance creates the Disaster Council, establishes its powers, places the City Manager as the Director of Emergency Services, establishes a succession plan, authorizes the Council to adopt a resolution on the threshold amount for use during emergencies, and has a change regarding temporary installation antennae facilities.

Additionally, this ordinance gives the Director of Emergency Services (City Manager) the authority to proclaim a local emergency if an emergency occurs when the City Council is not in session. The City Council must then ratify the proclamation within seven days.

City Council Succession Plan
There are two formal City Council decisions that discuss a succession plan for City Councilmembers: the Emergency Services Ordinance (No. 07-O-2521) and Resolution 06-12219 appointing Standing Officers for the City Council. These decisions provide for the continuance of the legislative functions of the City during a state or local emergency.

The Emergency Services Ordinance provides that if the Mayor is unavailable, the Mayor is replaced by the Vice Mayor or next available senior City Councilmember. If no Councilmembers are available, then the successors for Mayor and Vice Mayor take on those roles.

A City Council Handbook for Disasters and Emergencies
19 Should a Councilmember become unavailable, the Standing Officer Ordinance allows each City Councilmember to appoint, pre-disaster or emergency, three qualified standby officers. The term “unavailable” means that a Councilmember or a standby officer “is killed, missing, or so seriously injured as to be unable to attend meetings and otherwise perform his duties” (Cal. Gov't Code § 8640.) Standby officers serve at the City Council's pleasure and may be removed and replaced at any time with or without cause. (Cal. Gov't Code § 8640.) Standby officers receive no compensation for the performance of their duties except as provided by law. The City Clerk will administer the oath of office to the standby officer at the time of appointment. The City Clerk’s Office maintains the list, provided by Councilmembers, of standby officers. Councilmembers should promptly notify the City Clerk of changes to their selections.

Other City Disaster Related Ordinances
• The City of Beverly Hills Resolution adopting the Master Mutual Aid Agreement adopted April 1952
• Resolution No. 1279 designating the City of Beverly Hills as an accredited Disaster Council, adopting a volunteer Disaster Service Worker registration plan, and invoking Worker’s Compensation Benefits for Disaster Service Workers, adopted January 21, 1947
• Resolution No. 96-R-9526 approving the use of the Standardized Emergency Management System (SEMS) as part of the City of Beverly Hills’ Multi-Hazard Functional Plan, adopted November 26, 1996 • Public Works Mutual Aid Agreement between Los Angeles County, Orange County, the City of Beverly Hills and other public entities, adopted June 26, 1990
• Resolution No.06-R-12046 adopting the use of the National Incident Management System in the City of Beverly Hills, adopted February 21, 2006
• Resolution No. 11-R-12814 appointing Standing Officers for the City Council, adopted May 24, 2011
• Resolution No. 07-R 12359 reaffirming (1) the City of Beverly Hills as an accredited Disaster Council, (2) the volunteer Disaster Service Worker registration plan, and (3) Worker’s Compensation Benefits Eligibility for Disaster Service Workers, adopted June 19, 2007
• Emergency Services Ordinance No. 07-O-2521, title 2, chapter 4, article 1 of the Beverly Hills Municipal Code, adopted July 10, 2007 by the City Council
• Anti-Price Gouging Ordinance No. 07-O-2522, title 2, chapter 4, article 2 of the Beverly Hills Municipal Code, adopted July 10, 2007 by the City Council
• Public Works Contracts – Emergency Procurement, Ordinance, Ord. 06- A City Council Handbook for Disasters and Emergencies
20 O-2504, eff. 10-20-2006; amd. Ord. 21-O-2835, eff. 4-16-2021,, title 3, chapter 3, article 3, section 3-3-303 of the Beverly Hills Municipal Code, adopted by the City Council
• Purchasing of Supplies – Emergencies, Ordinance 06-O-2504, eff. 10-20- 2006; amd. Ord. 21-O-2835, eff. 4-16-2021, , title 3, chapter 3, article 2, section 3-3-206 of the Beverly Hills Municipal Code, adopted by the City Council
• Resolution No. DC-07-01 delegating to certain employees of the City of Beverly Hills the authority to administer the oath of office to Disaster Service Workers, adopted October 3, 2007.

Conclusion
City Councilmembers will play any number of roles during and after a disaster or emergency ranging from: policymaker, communicator, liaison, and spokesperson to the community, outside government agencies, and non-governmental agencies. Councilmembers’ actions influence community members as well as employees and directly impact our City’s ability to protect lives, property, and the environment. While Councilmembers should not participate at the scene of an emergency or directly in the activities of the Emergency Operations Center, Councilmembers have a significant role in the City of Beverly Hills emergency response and recovery operation.

The Office of Emergency Management, Resilience, and Recovery hopes that this guide has helped the City Council have a better understanding of their roles, authorities, and responsibilities to ensure the City continues to prepare for, mitigate against, respond to and recover from any stress, emergency, or disaster.

A City Council Handbook for Disasters and Emergencies
21 Appendices
Proclaiming a Local Emergency
Proclamations of a Local Emergency are normally made when there is extreme peril, caused by natural or man-made situations, to the safety of persons and property within the City. A local emergency may be proclaimed by the City Council or by the Director of Emergency Services (BHMC Section 2-4-107). A local emergency proclaimed by the Director of Emergency Services must be ratified by the City Council within seven (7) days. The City Council body must review the need to continue the proclamation at least every twenty-one (21) days, until the local emergency has been terminated, but if the City Council meets weekly, the review must take place at least every fourteen (14) days (Section 8630).

Beverly Hills City CouncilApril 22, 2025

Beverly Hills City Council
April 22, 2025