City Council and Successor Agency
to the Brea Redevelopment
Agency Agenda
Closed Session - 5:30 p.m.
General Session - 7:00 p.m.
Tuesday, March 3, 2026, 7:00 PM
COUNCIL CHAMBERS
1 Civic Center Circle
Brea, California 92821
Cecilia Hupp, Mayor Marty Simonoff, Mayor Pro Tem Christine Marick, Council Member Blair Stewart, Council Member Steven Vargas, Council Member This agenda contains a brief general description of each item Council will consider. The City Clerk has on file copies of written documentation relating to each item of business on this Agenda available for public inspection.
Contact the City Clerk’s Office at (714) 990-7756 or view the Agenda and related materials on the City’s website at www.cityofbrea.gov. Materials related to an item on this agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the City Clerk’s Office at 1 Civic Center Circle, Brea, CA during normal business hours. Such documents may also be available on the City’s website subject to staff’s ability to post documents before the meeting.
Procedures for Addressing the Council
The Council encourages interested people to address this legislative body by making a brief presentation on a public hearing item when the Mayor calls the item or address other items under Matters from the Audience. State law generally prohibits the City Council from responding to or acting upon matters not listed on this agenda.
The Council encourages free expression of all points of view. To allow all persons the opportunity to speak, please keep your remarks brief. If others have already expressed your position, you may simply indicate that you agree with a previous speaker. If appropriate, a spokesperson may present the views of your entire group. Council rules prohibit clapping, booing or shouts of approval or disagreement from the audience. Please silence all cell phones and other electronic equipment while the Council is in session. Thank you.
Written comments may be submitted in advance of the meeting by emailing [email protected].
Written comments received by 3 p.m. on the day of the meeting will be provided to the Council, will be made available to the public at the meeting, and will be included in the official record of the meeting.
Special Accommodations
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk’s Office at (714) 990-7757. Notification 48 hours prior to the meeting will enable City staff to make reasonable arrangements to ensure accessibility. (28 CFR 35.102.35.104 ADA Title II) Important Notice
The City of Brea shows both live broadcasts and replays of City Council Meetings on Brea Cable Channel 3 and over the Internet at www.cityofbrea.gov. Your attendance at this public meeting may result in the recording and broadcast of your image and/or voice as previously described.
1. CLOSED SESSION - EXECUTIVE CONFERENCE ROOM 3RD FLOOR - TIME 5:30 P.M.
1.A. Call to Order/Roll Call
1.B. Public Comment
1.C. Conference with Labor Negotiator (California Government Code Section 54957.6). City Representative: City Manager Kristin Griffith. Unrepresented Employee: City Attorney
2. GENERAL SESSION - COUNCIL CHAMBERS PLAZA LEVEL - 7:00 P.M.
2.A. Call to Order/Roll Call
2.B. Pledge of Allegiance: Brea Girl Scouts
2.C. Invocation: Pastor John Reeve, The Cause Church
2.D. Proclamation: National Girl Scout Week
2.E. Community Announcements
2.F. Matters from the Audience
2.G. Response to Public Inquiries
3. ADMINISTRATIVE ITEMS
This agenda category is for City Council consideration of a wide variety of topics related to the City's operations. Public comments regarding items in this section should be presented during "Matters from the Audience."
3.A. 2026 Emergency Operations Plan
— 1. Adopt Resolution No. 2026-012 rescinding the former Emergency Operations Plan adopted by Resolution No. 2020-016 and adopt the 2026 City of Brea Emergency Operations Plan. — 2. Find the proposed project exempt from the California Environmental Quality Act (CEQA) Guidelines. The Emergency Operations Plan has been assessed and determined to be exempt from the requirements to prepare additional environmental documentation per CEQA Guidelines Sections 15060(c)(2) and 15060(c)(3). As such, the proposed plan will not have a significant effect on the environment.
3.B. Ordinance to Reestablish Parking Restrictions on Public Streets for Street Sweeping — 1. Introduce by title only and waive further reading of Ordinance No. 1272, "An Ordinance of the City Council of the City of Brea Amending the Brea City Code to Reestablish Parking Restrictions on Public Streets for Street Sweeping Purposes and Approving a CEQA Exemption Determination"; and
— 2. Adopt Resolution No. 2026-013 establishing regular days and streets upon which street sweeping will occur, and establishing a fine amount for violation of the Ordinance, all as required therein.
4. CONSENT CALENDAR
The City Council/Successor Agency approves all Consent Calendar matters with one motion unless Council/Agency or Staff requests further discussion of a particular item. Items of concern regarding Consent Calendar matters should be presented during “Matters from the Audience."
4.A. February 17, 2026 Regular City Council Meeting Minutes — 1. Approve.
4.B. General Plan Annual Progress Report 2025
— 1. Receive and file the 2025 General Plan and Housing Element Annual Report; and — 2. Direct staff to submit the Housing Element Annual Report to the California Department of Housing and Community Development (HCD) and the Governor's Office of Land Use and Climate Innovation (LCI). There is no impact on the General Fund.
4.C. Cooperative Agreement with City of Anaheim, Fullerton, & Orange for the State College Boulevard/The City Drive Regional Traffic Signal Synchronization Program Project, CIP No. 7721 — 1. Approve a Cooperative Agreement with the Cities of Anaheim, Fullerton, and Orange for the State College Boulevard/The City Drive Regional Traffic Signal Synchronization Program (RTSSP) Project; and
— 2. Authorize the City Manager to execute the Cooperative Agreement and any non-monetary contract amendments and ancillary documents subsequently required to implement the Cooperative Agreement. There is no fiscal impact on the General Fund.
4.D. Designate the City Manager signing authority for all Public Provider Ground Emergency Medical Transport (PP-GEMT) and Variable Rate Range Intergovernmental Transfer (VRR-IGT) Certifications and Agreements
— 1. Authorize the City Manager to execute required certifications, agreements, and Intergovernmental Transfer (IGT) payments necessary for the City of Brea’s participation in the Public Provider Ground Emergency Medical Transportation (PP-GEMT) and Voluntary Rate Range Intergovernmental Transfer (VRR-IGT) programs administered by the California Department of Health Care Services (DHCS); and
— 2. Amend the City’s FY 2025-27 Operating Budget within the Paramedic Services Fund (174) for any reimbursement received and expenditures incurred for these programs.
4.E. Contingency Adjustment for the Integrated Crime Center (ICC) Citywide Camera Network, CIP 7719
— 1. Increase the construction contingency by $200,000 and authorize the City Engineer to issue change orders within the approved contingency. There is no fiscal impact on the General Fund.
4.F. Waive Full Reading of and Adopt Ordinance No. 1267, "An Ordinance of the City Council of the City of Brea Granting a Pipeline Franchise to Crimson California Pipeline, L.P.," and Approve a CEQA Exemption Determination
— 1. Waive full reading and adopt Ordinance No. 1267, "An Ordinance of the City Council of the City of Brea Granting a Pipeline Franchise to Crimson California Pipeline, L.P.," by title only and approve a California Environmental Quality Act exemption determination; — 2. Appropriate any revenues received as part of this franchise in the Fiscal Year 2025-26 Operating Budget; and
— 3. Authorize the City Clerk to release the current faithful performance bond upon acceptance of the new faithful performance bond once notification is received from the Public Works Department.
4.G. Approval of a Professional Services Agreement between the City of Brea and GovPath — 1. Approve a Professional Services Agreement between the City of Brea and GovPath for asneeded service and support for Accela in the amount not-to-exceed $51,800 with a 10 percent contingency;
— 2. Authorize the City Manager or designee to execute and make non-substantive changes to the Professional Services Agreement; and
— 3. Authorize the City Manager to amend and extend the term of the Professional Services Agreement for one additional one-year term. There is no new impact to the General Fund.
4.H. City Disbursement Registers for February 13 and February 20, 2026 — 1. Receive and file.
5. CITY/SUCCESSOR AGENCY - CONSENT
5.A. Successor Agency Disbursement Register for February 20, 2026 — 1. Receive and file.
6. ADMINISTRATIVE ANNOUNCEMENTS
6.A. City Manager
6.B. City Attorney
6.C. Council Requests
7. COUNCIL ANNOUNCEMENTS
7.A. Council Announcements
8. ADJOURNMENT
8.A. Meeting Adjournment
Date Posted: February 26, 2026
CITYof BREA
City Council Regular Meeting
Communication
March 3, 2026
Item No. 3A.
2026 Emergency Operations Plan
TO PREPARED BY
Honorable Mayor and City Council Members Lisa Keyworth, Emergency Preparedness Coordinator
DEPARTMENT HEAD APPROVAL CITY MANAGER APPROVAL
Jason Killebrew, Assistant City Manager/Community
Development Director
Kristin Griffith, City Manager
RECOMMENDATION
Staff recommend the City Council take the following action:
1. Adopt Resolution No. 2026-012 rescinding the former Emergency Operations Plan adopted by Resolution No. 2020-016 and adopt the 2026 City of Brea Emergency Operations Plan.
2. Find the proposed project exempt from the California Environmental Quality Act (CEQA) Guidelines. The Emergency Operations Plan has been assessed and determined to be exempt from the requirements to prepare additional environmental documentation per CEQA Guidelines Sections 15060(c)(2) and 15060(c)(3).
As such, the proposed plan will not have a significant effect on the environment.
BACKGROUND/DISCUSSION
The intent of the City of Brea’s Emergency Operations Plan (EOP) is to assist staff assigned to the City's dedicated Emergency Operations Center (EOC). The plan is detailed enough to provide for an effective response yet is flexible enough to be used in any emergency response situation. It is important to note that the intent of this plan would not address ordinary day-to-day emergencies or the established departmental procedures used to handle regular incidents. Rather, this multi-hazard plan concentrates on management, concepts and response procedures relative to large scale disasters.
The existing EOP was adopted by the City Council in 2020 and approved by the California Office of Emergency Services (CalOES). The Emergency Operations Plan is a comprehensive, all-hazard document that outlines how the City prepares for, responds to and recovers from emergencies and disasters. The plan details capabilities, authorities, and responsibilities for individuals, departments, agencies and organizations within the City of Brea. In addition, the EOP clarifies how the response will align with other local, state and federal agencies involved in much larger disasters using the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). City staff regularly train on the principles and procedures of the plan through tabletops discussions and exercises. The plan is reviewed annually and updated every five years.
In 2026, the plan has been updated to include emerging and evolving challenges because of drought, wildfires and the COVID-19 pandemic. In response to the devastating wildfires that have plagued the state over the last few years, legislation has been enacted that must be included in this plan upon its update. Two of these new laws are California AB478 and California AB741. AB478 requires local jurisdictions to designate procedures for the rescue of a pet from an area subject to an evacuation order. AB741 requires that if emergency shelters are open for human evacuees, the city must provide a minimum of one human shelter location that will accommodate persons with pets (in addition to service animals.) This requirement also applies to when the city activates a cooling center.
Since the adoption of the existing 2020 version of the plan, the City has also adopted its first ever Local Hazard Mitigation Plan (LHMP) which was approved by CalOES and the Federal Emergency Management Agency (FEMA) in July of 2024. The contents of the LHMP have been incorporated into the updated EOP. The proposed 2026 EOP (Attachment A) contains a comprehensive update and reformatted look and feel.
The plan update also includes informational overviews of evacuations and mass care and shelter. The plan was updated with the terms “Evacuation Order” for imminent threats and “Evacuation Warning” for impending threats.
This change was implemented in alignment with the National Incident Management System (NIMS) to reduce confusion and keep responses consistent across all agencies.
The adoption of the updated plan brings the City into compliance with new legislation and aligns with SEMS and NIMS requirements to remain eligible for state and federal reimbursements, grants and disaster recovery public assistance.
FISCAL IMPACT/SUMMARY
There is no financial impact to the City of Brea by adopting the resolution approving the 2026 Emergency Operations Plan. The update of this plan was completed within the Emergency Preparedness approved budget by the Emergency Preparedness Coordinator with input and review by city staff.
Attachments
Attachment 1 - Resolution 2026 Emergency Operations Plan Attachment 2 - 2026 EOP-Final.pdf
3216421.1
RESOLUTION NO.
A RESOLUTION OF THE BREA CITY COUNCIL ADOPTING THE 2026
EMERGENCY OPERATIONS PLAN
A. RECITALS:
(i) On November 21, 2006, the City Council adopted Resolution No. 06-102 to adopt the federal National Incident Management System (“NIMS”) as the City’s standard for emergency management.
(ii) The federal NIMS and the California Emergency Services Act (“CESA”) (Government Code Section 8550 et seq.) require the creation, maintenance, training, and exercising of emergency response protocols by every local government. (iii) Brea City Code Chapter 8.00 provides for the preparation and carrying out of plans for the protection of persons and property within the City’s territory in the event of an emergency; the direction of the emergency organization; and the coordination of the City’s emergency functions with all other public agencies, corporations, organizations, and affected private persons.
(iv) The City has prepared its 2026 Emergency Operations Plan, compliant with NIMS and CESA requirements, to ensure the most effective and economical allocation of resources for the maximum benefit and protection of the City’s population, and property within the City, during times of emergency.
(v) All legal prerequisites to the adoption of this Resolution have occurred.
B. RESOLUTION:
NOW, THEREFORE, the City Council finds and resolves as follows:
1. The facts set forth in the Recitals, Part A, above, are true and correct.
2. In accordance with Brea City Code Section 8.00.060, the City Council approves and adopts the 2026 Emergency Operations Plan dated [date] and attached to 3216421.1
the staff report presented to the City Council for this Resolution. The 2026 Emergency Operations Plan shall be maintained on file in the City Clerk’s office.
3. The 2026 Emergency Operations Plan supersedes emergency operations plans previously adopted by the City Council, all of which shall be of no further force or effect.
4. The City Clerk shall certify to the adoption of this Resolution.
APPROVED AND ADOPTED this _____ day of _______________, 2026. ________________________________
Cecilia Hupp, Mayor
ATTEST: _____________________________
Victoria Popescu, City Clerk
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EOP DEVELOPMENT AND DELEGATION OF AUTHORITY
The development of an Emergency Operations Plan is a cooperative effort between all City of Brea departments and agencies that have an emergency response role. The planning process is designed to ensure a commitment to the tenets contained in the plan, consider the needs of the community, incorporate the various supporting agencies capabilities and limitations, and maximize resources. Each department and stakeholder are equally engaged in the development of this EOP. They are solicited for input, best practices, and lessons learned. Each input is carefully considered and, if appropriate, incorporated into the EOP in such a way as to integrate it with the EOP’s overall purpose and structure. Draft versions of the EOP are distributed for review and comment by appropriate stakeholders. All comments are again considered, revisions made as necessary, and then the EOP is submitted to the Disaster Council1 and Mayor for approval.
The Emergency Preparedness Coordinator has the lead responsibility for EOP development and planning with responsibilities for:
• Communicating information within the City of Brea on EOP requirements and guidelines.
• Coordinating the EOP development among departments and agencies. • Identification of departments and agencies with department operations centers (DOCs).
• Coordinating with other local governments, the operational area, and volunteer and private agencies on development of the EOP.
• Incorporating SEMS and NIMS into the City of Brea’s Emergency Operations Plan and procedures.
• Incorporating SEMS and NIMS into the City of Brea’s emergency ordinances, agreements, memorandum of understandings, etc.
• Identification of special districts that operate or provide services within the boundaries of the City of Brea. The emergency role of these special districts shall be determined and provisions made for coordination during emergencies. • Identification of local volunteer and private agencies that have an emergency response role. Contacts should be made to develop arrangements for coordination during emergencies.
1The Disaster Council is responsible for developing and recommending emergency and mutual aid plans, agreements, ordinances, resolutions, rules and regulations for adoption by the City Manager. The Disaster Council consists of the Mayor (Chairman), the Director of Emergency Services, the Assistant Director of Emergency Services, Police Chief, Fire Chief and with the approval of the City Council, representatives of civic, business, labor, veterans, professional, or other organizations relevant to the documents pending approval.
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APPROVAL AND IMPLEMENTATION
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RECORD OF CHANGES
Section Page/s Update Date
Entire document reformatted
Updated all Organization Charts 6/25
Updated Resolution and Approval Page (signatures) TBD
1.1 1 Added language regarding individual responsibility of citizens 7/25
1.5 5 Added language regarding non-discrimination 9/25
2.1 5 Updated population and demographics 3/25
2.2 6
Updated language naming Assistant City Manager to
manage the Emergency Preparedness program 7/25
2.4 8
Added the creation of the Local Hazard Mitigation Plan
(LHMP) 3/25
2.4 8-20 Updated all hazards to align with LHMP 3/25
3.5 27 Removed EDIS 3/25
3.7 36 Updated succession 3/25
4.4 52 Added EOC Action Planning 1/26
4.6 62 Added section on evacuations 10/25
4.6 63 Added pet rescue during evacuations 10/25
4.7 63 Added Mass Care 10/25
4.7 64 Added language regarding human/pet co-sheltering 7/30 10 212 Added Safety Assessment Unit 3/25
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RECORD OF DISTRIBUTION
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TABLE OF CONTENTS
EOP DEVELOPMENT AND DELEGATION OF AUTHORITY................................................................................I APPROVAL AND IMPLEMENTATION .............................................................................................................V RECORD OF CHANGES..................................................................................................................................VI RECORD OF DISTRIBUTION .........................................................................................................................VII TABLE OF CONTENTS..................................................................................................................................VIII CHAPTER 1 - INTRODUCTION........................................................................................................................1
1.1 EMERGENCY OPERATIONS PLAN PURPOSE ..................................................................................1
1.2 PLAN ORGANIZATION ...................................................................................................................2
1.3 EOP DEVELOPMENT PROCESS.......................................................................................................3
1.4 DISCLOSURE EXEMPTS ..................................................................................................................4
1.5 ASSUMPTIONS ..............................................................................................................................4 CHAPTER 2 - OVERVIEW OF COMMUNITY PROFILE AND HAZARD ANALYSIS ..............................................5
2.1 COMMUNITY PROFILE...................................................................................................................5
2.2 CITY PROFILE .................................................................................................................................6
2.3 WHOLE COMMUNITY APPROACH................................................................................................7
2.4 HAZARD MITIGATION...................................................................................................................8
2.4.1 AIRCRAFT INCIDENT ..............................................................................................................8
2.4.2 CIVIL UNREST.......................................................................................................................10
2.4.3 EARTHQUAKES ....................................................................................................................10
2.4.4 DISEASE OUTBREAK (LARGE SCALE)....................................................................................11
2.4.5 FLOODING/DAM/RESERVOIR FAILURE GENERAL SITUATION.............................................12
2.4.6 HAZARDOUS MATERIALS ....................................................................................................14
2.4.7 POWER OUTAGE .................................................................................................................16
2.4.8 TERRORISM .........................................................................................................................17
2.4.9 SEVERE WEATHER ...............................................................................................................18
2.4.10 URBAN AND WILDLAND FIRES ............................................................................................19
2.4.11 GEOLOGIC HAZARDS (LANDSLIDE/SOIL EROSION)..............................................................20
2.5 MITIGATION OVERVIEW .............................................................................................................21 CHAPTER 3 – RESPONSE STRUCTURE FUNDAMENTALS .............................................................................22
3.1 GOALS OF EMERGENCY MANAGEMENT.....................................................................................22
3.2 PHASES OF EMERGENCY MANAGEMENT ...................................................................................22
3.3 SEMS AND NIMS OVERVIEW.......................................................................................................23 City of Brea
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3.3.1 FIVE SEMS ORGANIZATIONAL LEVELS.................................................................................24
3.4 SEMS/NIMS FUNCTIONS AND CONCEPTS...................................................................................27
3.5 PUBLIC NOTIFICATIONS AND ALERTS..........................................................................................28
3.5.1 SPECIAL DISTRICT INVOLVEMENT .......................................................................................33
3.5.2 COORDINATION WITH VOLUNTEER AND PRIVATE AGENCIES ............................................34
3.6 EMERGENCY PROCLAMATIONS ..................................................................................................34
3.7 CONTINUITY OF GOVERNMENT..................................................................................................37
3.7.1 SUCCESSION........................................................................................................................37
3.7.2 ALTERNATE FACILITY...........................................................................................................38
3.7.3 VITAL RECORD RETENTION .................................................................................................39
3.7.4 ELECTRONIC RECORDS ........................................................................................................39
3.8 TRAINING AND EXERCISES ..........................................................................................................40
3.8.1 TRAINING ............................................................................................................................40
3.8.2 EXERCISES............................................................................................................................42 CHAPTER 4 - CONCEPT OF OPERATIONS.....................................................................................................43
4.1 PRINCIPLES OF OPERATION ........................................................................................................43
4.2 PRIORITIZING OPERATIONS.........................................................................................................43
4.3 DIRECTION, CONTROL, AND COORDINATION.............................................................................43
4.3.1 PURPOSE .............................................................................................................................43
4.3.2 LOCATION OF PRIMARY AND ALTERNATE EOC’S................................................................44
4.3.3 ACTIVATION AND NOTIFICATION........................................................................................45
4.3.4 LEVELS OF ACTIVATION.......................................................................................................46
4.4 INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION.................................................52
4.4.1 EOC ACTION PLANNING......................................................................................................52
4.5 EMERGENCY ORGANIZATION OVERVIEW...................................................................................55
4.5.1 EMERGENCY ORGANIZATION FUNCTION AND CONCEPTS .................................................58
4.5.2 MUTUAL AID .......................................................................................................................59
4.5.3 MUTUAL AID COORDINATORS ............................................................................................59
4.5.4 BREA MUTUAL AID STRUCTURE..........................................................................................60
4.5.5 BREA MUTUAL AID POLICY..................................................................................................61
4.6 EVACUATIONS.............................................................................................................................62
4.7 MASS CARE AND SHELTER...........................................................................................................63
4.8 EOC ORGANIZATION AND RESPONSIBILITIES..............................................................................64 City of Brea
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4.8.1 MANAGEMENT SECTION.....................................................................................................65
4.8.2 OPERATIONS SECTION ........................................................................................................73
4.8.3 PLANNING & INTELLIGENCE SECTION.................................................................................76
4.8.4 LOGISTICS SECTION.............................................................................................................82
4.8.5 FINANCE/ADMINISTRATION SECTION.................................................................................86
4.9 EOC PUBLIC INFORMATION COORDINATION .............................................................................90
4.9.1 SUMMARY- PUBLIC INFORMATION DIVISION.....................................................................90
4.9.2 THE PUBLIC INFORMATION COMMUNICATIONS TEAM .....................................................90
4.9.3 ESTABLISHED COMMUNICATION DISTRIBUTION METHODS..............................................91
4.9.4 PRIMARY COMMUNICATION TARGET GROUPS..................................................................92
4.9.5 EMERGENCY OPERATIONS CENTER ACTIVATION ...............................................................92
4.10 EOC DEACTIVATION ....................................................................................................................94 CHAPTER 5 – RECOVERY OPERATIONS .......................................................................................................96
5.1 INTRODUCTION...........................................................................................................................96
5.2 PHASES OF RECOVERY.................................................................................................................97
5.2.1 SHORT-TERM (A FEW DAYS TO SIX MONTHS) ....................................................................97
5.2.2 MID-TERM (SIX MONTHS TO TWO YEARS) .........................................................................97
5.2.3 LONG-TERM (TWO TO TEN YEARS OR LONGER).................................................................97
5.3 RECOVERY ORGANIZATION.........................................................................................................98
5.4 RECOVERY RESPONSIBILITIES......................................................................................................99
5.4.1 RECOVERY DOCUMENTATION AND REPORTING ..............................................................101
5.4.2 DISASTER ASSISTANCE ......................................................................................................101
5.4.3 MITIGATION......................................................................................................................104
5.5 AFTER-ACTION REPORTING.............................................................................................................105 CHAPTER 6 - PLAN DEVELOPMENT AND MAINTENANCE .........................................................................105 CHAPTER 7 - AUTHORITIES AND REFERENCES ..........................................................................................105
7.1 CITY OF BREA AUTHORITIES......................................................................................................105
7.2 COUNTY OF ORANGE AUTHORITIES..........................................................................................106
7.3 CALIFORNIA STATE AUTHORITIES .............................................................................................106
7.4 FEDERAL AUTHORITIES .............................................................................................................107 CHAPTER 8- RELATIONSHIP TO OTHER PLANS/REFERENCES....................................................................108 CHAPTER 9 ABBREVIATIONS & GLOSSARY................................................................................................109
9.1 ABBREVIATIONS ........................................................................................................................109 City of Brea
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9.2 GLOSSARY OF TERMS................................................................................................................111 CHAPTER 10 POSITION CHECKLIST............................................................................................................131 City of Brea
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1 CHAPTER 1 - INTRODUCTION
1.1 EMERGENCY OPERATIONS PLAN PURPOSE
The City of Brea Emergency Operations Plan (EOP) establishes a comprehensive framework of policy and guidance for emergency and disaster response operations. This plan details capabilities, authorities, and responsibilities for specific individuals, divisions, departments, agencies, and organizations within the City of Brea.
The City of Brea undertakes preparedness with an understanding that, in an emergency or disaster, a broad range of individuals, agencies, organizations, and other engaged whole community stakeholders will provide the most effective response for all who live, work, and travel in the City of Brea.
The City of Brea EOP draws on the system described within the National Response Framework (NRF), which establishes vertical integration and effective coordination across local, State, and Federal resources, as well as private-sector capabilities, as necessary, to preserve the health, safety, and welfare of those persons affected during emergency or disaster situations. This plan is also based on the functions and principles of the Standardized Emergency Management System (SEMS), which is based on the FIRESCOPE Incident Command System (ICS) and the National Incident Management System (NIMS) and identifies how the City fits into the overall SEMS/NIMS structure.
NIMS was adopted by City Council per Resolution No. 2006-102, which was signed on November 21, 2006. The City of Brea EOP establishes responsibilities for city departments; addresses the role of the private-sector, volunteer, and nonprofit organizations; and engages other whole community stakeholders for emergency preparedness actions.
This plan is drawn from an operational approach consistent with the organization and function of the City of Brea Emergency Operations Center (EOC), which follows the Incident Command System (ICS) and the National Incident Management System (NIMS).
Under these systems, City of Brea operations are grouped by functions and subsequently organized by agency to ensure efficient coordination and communication of response actions throughout emergency operations, as governed by the planning cycle. These functions are all assigned lead and support agencies that maintain responsibility to establish and carry out plans developed for accomplishing assigned tasks. This Emergency Operations Plan applies to any emergency situation associated with any hazard, natural or human-caused, which may affect Brea.
This plan does not substitute government services for individual responsibility. Citizens are expected to be aware of developing events and take appropriate steps to respond in a safe and timely manner. Since the City’s resources and personnel may be overwhelmed at the onset of a disaster event, individuals and organizations should be prepared to be self-sufficient following a disaster. The City will make every effort to provide information to the public via the media and other sources to assist citizens in dealing with the emergency.
City of Brea
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2 1.2 PLAN ORGANIZATION
The plan should provide any reader with a thorough understanding of the emergency organization and the process of preparing, responding to, and recovering from disasters.
Use of the plan will differ according to the needs of the reader. All personnel need to be familiar with the plan, although only a few will need all chapters. Most will focus their attention on the parts of the plan specific to their needs and responsibilities. The plan provides the basis for developing agency-specific, detailed checklists and standard operating procedures.
By using this EOP appropriately, City departments and external representatives supporting the Brea EOC should:
• Know what they and other organizations are capable of, • Know how to perform their functions,
• Avoid inefficiencies, duplications, and oversights in performing functions, and • Be able to coordinate effective response and recovery operations across organizations and jurisdictions.
This EOP is separated into three parts. Each part and its intended purpose are described below:
Part 1 – Basic Plan: The Basic Plan consists of the fundamental information that governs response and recovery operations in Brea. The Basic Plan should be reviewed and understood by EOC staff and response/recovery stakeholders well in advance of an emergency situation. The Basic Plan consists of the following:
Introduction – Provides a brief overview of the purpose and authorities of the EOP. Brea personnel should be familiar with how to use the plan and its links to other response plans.
Community Profile and Hazard Analysis – Staff should be aware of the dynamics of the Brea community and how those characteristics might impact response/recovery strategies. In addition, they should be aware that potential hazards exist and what actions can be taken to prevent, minimize or mitigate hazards and/or their consequences in case of an emergency.
Response Structure Fundamentals – The Brea EOC’s concept of operations is built upon proven response concepts and elements such as the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS), and upon existing response standards related to mutual aid, alerting and warning, and operational continuity. EOC staff should have a clear understanding of these concepts and systems as they are inherent to successful response operations. Before staff members can appropriately execute their responsibilities, they must understand the underlying systems that govern execution. These concepts should be read and understood well before an incident occurs.
City of Brea
Emergency Operations Plan
3 EOC Concept of Operations – This chapter represents the most significant element of the Basic Plan. This chapter describes how the response is organized, assigns roles and responsibilities, and identifies the EOC’s operational requirements. In an emergency situation, this is one chapter that responders should keep open to reference at all times.
Recovery Operations- Recovery refers to those measures undertaken by an entity following a disaster that will return existence back to normal, or at least as normal as possible within a given time period. Effective recovery consists of a complex array of interdependent and coordinated actions. Recovery operations are divided into three phases; short term, mid-term and long term.
Part 2 – Position Checklists and Procedures: Position checklists and procedures should be used by EOC personnel during drills (to educate and train), exercises (practice and evaluate), and actual emergencies (execution of knowledge, skills, and abilities). The checklists are designed to ensure each person assigned to a position in the EOC accomplishes his or her tasks. The position checklists do not provide explicit detail on operations, rather they are meant to keep individuals on task by providing reminders of their responsibilities. Some positions have developed procedures to complement their checklists. These procedures provide further guidance on how to perform certain functions assigned to the position. Each department that is assigned primary responsibility for a position in the EOC is responsible for the development and maintenance of position checklists and procedures. As such, some positions may have both, only one, or neither.
Part 3 – Attachments and Annexes: A variety of attachments have been included with the EOP to support EOC staff members in performing their functions. In some cases, the attachments are applicable to all positions and tasks; in other cases, they provide specific information to support the execution of a given task.
1.3 EOP DEVELOPMENT PROCESS
The development of an Emergency Operations Plan is a cooperative effort between all City of Brea departments and agencies that have an emergency response role. The planning process is designed to ensure a commitment to the tenets contained in the plan, consider the needs of the community, incorporate the various supporting agencies capabilities and limitations, and maximize resources. Each department and stakeholder are equally engaged in the development of this EOP. They are solicited for input, best practices, and lessons learned. Each input is carefully considered and, if appropriate, incorporated into the EOP in such a way as to integrate it with the EOP’s overall purpose and structure. Draft versions of the EOP are distributed for review and comment by appropriate stakeholders. All comments are again considered, revisions made as necessary, and then the EOP is submitted to the Disaster Council and Mayor for approval.
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4 The Emergency Preparedness Coordinator has the lead staff responsibility of:
• Communicating information within the City of Brea on EOP requirements and guidelines.
• Coordinating the EOP development among departments and agencies. • Identification of departments and agencies with department operations centers (DOCs).
• Coordinating with other local governments, the operational area, and volunteer and private agencies on development of the EOP.
• Assuming and compliancy of SEMS and NIMS into the City of Brea’s Emergency Operations Plan and procedures.
• Incorporating SEMS and NIMS into the City of Brea’s emergency ordinances, agreements, memorandum of understandings, etc.
• Identification of special districts that operate or provide services within the boundaries of the City of Brea. The emergency role of these special districts shall be determined and provisions made for coordination during emergencies. • Identification of local volunteer and private agencies that have an emergency response role. Contacts should be made to develop arrangements for coordination during emergencies
1.4 DISCLOSURE EXEMPTS
Portions of this document contain sensitive information pertaining to the development, mobilization, and tactical operations of the City of Brea government in response to emergencies. Although the vast majority of this plan is available for public review, certain sensitive portions that include personal privacy information or information with significant implications on county, state, or national security have been secluded to attachments that are exempt from public disclosure under the provisions of California Public Records Act §6254.
1.5 ASSUMPTIONS
• At the federal level, the Federal Emergency Management Agency (FEMA), under the Department of Homeland Security, is responsible for establishing and coordinating national policies for emergency management. This includes the development of national capabilities to mitigate, prepare for, respond to, and recover from the full range of emergencies, including natural and technological disasters and national security emergencies.
• At the state level, the California Governor’s Office of Emergency Services (Cal OES) develops and implements statewide emergency management policies and ensures coordination with federal and local partners.
• At the local level, city emergency management is responsible for implementing these policies, maintaining local emergency operations plans, and coordinating preparedness, response, and recovery activities within the jurisdiction. The City of Brea is responsible for emergency response operations and may commit all available resources to save lives, minimize injury to persons, minimize damage to property, and protect the environment.
City of Brea
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5 • The City of Brea will utilize the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) in emergency response operations.
• The Director of Emergency Services will coordinate the City's disaster response in conformance with its Emergency Services Ordinance.
• The City of Brea will participate in the Orange County Operational Area. • The resources of the City of Brea may be made available to local agencies and citizens to cope with disasters affecting this area.
• The City will commit its resources to a reasonable degree before requesting mutual aid assistance.
• Mutual aid assistance will be requested when disaster relief requirements exceed the City's ability to meet them.
• Management of all departments and agencies are aware of the existence of this EOP and the parts that are most relevant to their responsibilities. • Appropriate City staff and other stakeholders should be properly trained on this EOP, assigned emergency roles and responsibilities, and should participate in drills, and exercises
• All local activities will be carried out in accordance with federal nondiscrimination laws. It is the City’s policy that no service will be denied on the basis of race, religion, national origin, age, sex, marital status, veteran status, sexual orientation of the presence of any sensory, mental or physical disability.
CHAPTER 2 - OVERVIEW OF COMMUNITY PROFILE AND HAZARD ANALYSIS
2.1 COMMUNITY PROFILE
The City of Brea was incorporated in 1917 and operates under the Council/Manager form of government. In the early years, an oil boom brought people and jobs in to the area, forming the Brea community around a common interest. The town grew steadily through the years following its incorporation until development of the Orange (57) Freeway in the 1970’s initiated an incredible period of growth starting with the Brea Mall. Since then, Brea has become host to several retail and entertainment centers, industrial parks, restaurants and commercial complexes, including several corporate headquarters. Expansion of housing has also been evident including homes, apartments, senior facilities and designated low- income properties.
Today, the City of Brea is 12.43 square miles with a residential population of 46,912 and daytime population of approximately 120,000. Of the nearly 47,000 residents, 11.6% are under the age of 10 and 15.5% are over the age of 65.
Brea is committed to maintaining its strong commercial and industrial base and has positioned itself as a regional retail center. The diversified business sector includes manufacturing, service industries, retail and distribution outlets, as well as professional corporations. Delivery, employee and customer vehicles traveling on Brea roadways pose a variety of challenges. Traffic congestion consistently ranks in the top three concerns of City of Brea
Emergency Operations Plan
6 Brea residents, and hazardous materials issues are a natural result of this high traffic flow.
Brea is a full-service city with its own Police, Fire, and Public Works Departments. The provision of quality public safety services is the highest priority for the City Council and is reflected in both day-to-day circumstances as well as extraordinary occurrences. Concern for the environment and maintaining quality open spaces is also a priority and is reflected in on-going efforts such as recycling, use of fire and drought tolerant landscaping, and preservation and protection of our open spaces, particularly the Chino Hills State Park area.
Brea occupies a unique topographic and geographic location in the northernmost section of Orange County along the base of the Puente and Chino Hills. It is bordered to the north by Los Angeles County and to the east by San Bernardino County, with the SR-57 freeway and major arterial routes such as Imperial Hwy and Carbon Canyon Road providing easy and direct access to several adjacent communities. While most of the City is built on flat land, the Carbon Canyon area provides hillside areas that visually define and frame the community. Over the next 20 years, growth into these surrounding hillsides will influence Brea which will result in an expansion of land, population and business within the City’s sphere of influence.
The forgoing profile for the City of Brea sets the parameters for emergency planning. All of the planning scenarios and priorities set for emergency response are based upon the above information. Planners must take in to consideration not only those who live in the City, but also those who work or traverse the streets of Brea. The highway system and how to bypass normal routes is important information for emergency response planning.
2.2 CITY PROFILE
The City of Brea is located within the Orange County Operational Area, Region I, Southern Administrative Region of State Office of Emergency Services. Brea Municipal Code Ordinance 588 designates the City Manager as the Director of Emergency Services. The Director of Emergency Services has appointed the Assistant City Manager to manage the Emergency Preparedness Program for the City. The Emergency Preparedness Program handles the day-to-day emergency preparedness functions including: planning, training, exercising, fund recovery and public education. This program is staffed and managed by a full time Emergency Preparedness Coordinator.
The City uses the Standardized Emergency Management System (SEMS) to coordinate emergency preparedness and response efforts. All City departments have been trained on the SEMS system, which includes emphasis on the five primary functions:
Management, Operations, Planning/Intelligence, Logistics and Finance/Administration.
The Emergency Preparedness Program is also responsible for maintenance and training for the City Emergency Operations Center (EOC), located in the Civic & Cultural Center, Level 2. While responsibility for the overall emergency preparedness effort rests in the Management Services Department, each City department is responsible for developing City of Brea
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7 their own department recall procedures, Standard Operating Procedures (SOP’s), and training and exercising their employees to the degree necessary to prepare them to perform their duties as assigned in the Emergency Organization Responsibility Matrix. In addition, the City participates fully in the Orange County Operational Area in disaster preparedness, response, and recovery activities.
The City of Brea recognizes that the planning process must address each hazard that threatens the City. Brea is vulnerable to a wide range of threats. There are three broad categories of hazards: natural, technological or man-made, and national security.
2.3 WHOLE COMMUNITY APPROACH
Brea continues to strive to unify the Whole Community model within our emergency planning. When planning for the Whole Community, Brea’s diversities within the city are incorporated into the planning process.
The City of Brea adopts the Orange County Operating Area (OA) definition of people with disabilities and those with access and/or functional needs:
“Populations whose members may have additional needs before, during, and after an incident in functional areas, including but not limited to: maintaining independence and the ability to perform the activities of daily living, communication, transportation, supervision, and medical care. Individuals in need of additional response assistance may include those who have disabilities; who live in institutionalized settings; who are elderly; who are children; who are from diverse cultures; who have limited English proficiency or are non-English speaking; or who are transportation disadvantaged.” The City of Brea is committed to working with our community partners to engage public and private groups, along with government and healthcare organizations to promote coordinated efforts and partnerships ensure that people with disabilities and those with access and/or functional needs are met before, during, and after disasters.
Having recognized the need to be inclusive in its emergency planning, the Orange County Operational Area formed the Orange County Disabilities and Access and Functional Needs Working Group in 2011 to strengthen partnerships with the disability community and others with access and functional needs. This team includes representatives from county agencies, local jurisdictions and nonprofit organizations serving people with disabilities and those with access and/or functional needs in Orange County. This group’s instrumental efforts have turned the OA towards more inclusive emergency planning for the Whole Community.
In order to meet the unique needs of children in disasters, the Operational Area formed the Kids in Disasters (KIDS) Working Group as a sub-committee of the Disabilities, Access and Functional Needs Working Group. The mission of the working group is to engage public and private community, government and healthcare organizations and individuals to promote coordinated efforts and partnerships to ensure that infants’ and children’s needs are met before, during, and after disasters. Integrating children (0-18) City of Brea
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8 into disaster planning requires special emergency preparedness and planning. Disasters have proven evident that children are vulnerable and require additional support during emergency situations, especially when displaced from their parents or guardians. The physical and psychological damage sustained by children can far outweigh the same effects inflicted on grown members of society, including children with disabilities and access and functional needs. The KIDS Working Group will assist in identifying and supporting community programs that help meet the physical, mental, and emotional needs of children in disasters.
The City adheres to the policy summarized below. In addition, considerations for special needs populations are built into the responsibilities of each member of the EOC organization and are also addressed in supporting SOPs and checklists. • Disability will not prevent accessibility to services or facilities provided by the City of Brea.
• Brea will not exclude or deny benefits of any sort to special populations or those with disabilities.
• Brea will work to accommodate special populations and those with disabilities in the most integrated setting appropriate to their needs. • During emergency situations, Brea will make reasonable modifications to policies, practices, and procedures if necessary to avoid discrimination. • Brea will attempt to house special populations and those with disabilities with their families, friends, and/or neighbors when in mass care shelters and they will not be diverted to special shelters.
• Eligibility for mass care shelters will not be dependent on a personal care attendant.
• Special populations and those with disabilities will never be forced by the City to occupy a specific shelter or take a particular action designed for their benefit. • During preparedness and mitigation activities, Brea will conduct outreach activities to residents with special needs to ensure they are prepared in times of crisis.
2.4 HAZARD MITIGATION
Hazard mitigation has indicated that the City of Brea is at risk from numerous hazards associated with natural disasters and technological incidents. Many of the hazards which exist in or adjacent to the City of Brea have the potential for causing disasters exceeding any one jurisdiction’s capabilities to successfully respond making centralized command and control and the support of the City and its departments’ essential functions. The City has developed a Local Hazard Mitigation Plan and will review and update it annually in conjunction with the review of this Emergency Operations Plan (EOP). The following specific threat assessments identify and summarize the hazards with moderate to high potential for severity which could impact the City of Brea.
2.4.1 AIRCRAFT INCIDENT
A major air crash that occurs in a heavily populated residential area can result in considerable loss of life and property. The impact of a disabled aircraft as it strikes the City of Brea
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9 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 affected 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. Investigators from the National Transportation and Safety Board and the Orange County Coroner’s Office will have short- term jurisdiction over the crash area and investigations will be completed before the area is released for clean-up. The clean-up operation may consist of the removal of large debris, clearing roadways, demolishing unsafe structures, and towing demolished vehicles.
It can be anticipated that the mental health needs of response personnel, survivors, and the surrounding residents will greatly increase due to the trauma associated with such a catastrophe. A coordinated response team of mental health professionals will take a proactive approach toward identifying and addressing mental health needs stemming from any traumatic disaster.
It is impossible to prepare totally, either physically or psychologically, for the aftermath of a major air crash. However, since Southern California has become one of the nation's most overcrowded airspaces, air crash incidents are no longer a probability but a reality.
Therefore, air crash incidents must be included among other potential disasters. The airports nearest to Brea which handle the greatest amount of air traffic are as follows:
• Los Angeles International Airport (LAX) LAX is the fifth busiest airport in the world and has experienced a four percent air traffic growth rate. Planes arrive and depart at a rate of one per minute.
• Long Beach Airport (LGB) LGB is ranked the 12th busiest airport nationally in terms of the air traffic that it handles and is experiencing a 0.5 percent decrease in the rate of traffic. Planes arrive and depart at a rate of 1.5 every two minutes. • John Wayne Airport (SNA) JWA is ranked tenth nationally in terms of the air traffic that it handles and has experienced a growth increase that is expected to continue to increase.
• Ontario International Airport (ONT) ONT is ranked 46th busiest airport nationally in terms of the air traffic that it handles and is experiencing a 3 percent growth rate which is projected to continue.
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10 • Fullerton Airport- The Fullerton Airport is the only general aviation airport in Orange County. It is located adjacent to Interstate 5 and Highway 91. Aircraft flying in and out of Fullerton Airport are likely to be smaller personal craft than those at other commercial airports nearby. The Fullerton Airport is open 24 hours; the control tower is operational from 0700-2100 hours.
2.4.2 CIVIL UNREST
The spontaneous disruption of normal, orderly conduct and activities in urban areas or a large outbreak of rioting or violence is referred to as civil unrest. Civil Unrest is usually noted by the fact that normal, on–duty police and safety forces cannot adequately deal with the situation until additional resources can be acquired. This is the time that civil unrest can grow to large proportions. Threat to law enforcement and safety personnel can be severe and bold in nature. Securing essential facilities and services is necessary.
Looting and fires can take place as a result of perceived or actual non-intervention by authorities.
2.4.3 EARTHQUAKES
Earthquakes are considered a major threat to the City of Brea due to the proximity of several major regional fault zones, notably the San Andreas Fault Zone and the San Joaquin Hills Fault Zones. Brea has two known faults that traverse the City: the Whittier Fault and the Elysian Park Thrust fault. The Whittier fault cuts across the hills and through the eastern half of the City in a northwesterly direction, which is considered active and contains an Alquist Priolo special study zone. The Elysian Park Thrust fault is buried approximately 6 to 10 miles below the surface, representing the greater threat potential of a large-magnitude earthquake. A significant earthquake along one of the major faults could cause substantial casualties, extensive damage, and other threats to life and property. The shaking of the ground can also damage or destroy underground utilities or pipelines, potentially leading to the release of hazardous materials and flooding if water lines are breached. The effects could be aggravated by aftershocks and by secondary effects such as fire, landslides, and dam failure. A major earthquake could be catastrophic in its effect on the population and could exceed the response capability of the local communities and even the State.
Following a major earthquake event, extensive search and rescue operations may be required to assist trapped or injured persons. Emergency medical care, food and temporary shelter would be required for injured or displaced persons. In the event of a truly catastrophic earthquake, identification and burial of the dead would pose difficult problems. Mass evacuation may be essential to save lives, particularly in areas below dams. Many families could be separated, particularly if the earthquake should occur during work hours, and a personal inquiry or locator system would be essential to maintain morale. Emergency operations could be seriously hampered by the loss of communications and damage to transportation routes within, and to and from, the disaster area and by the disruption of public utilities and services.
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11 Extensive federal assistance could be required and could continue for an extended period. Efforts would be required to remove debris and clear roadways, demolish unsafe structures, assist in reestablishing public services and utilities, and provide continuing care and welfare for the affected population, including temporary housing for displaced persons.
In general, the population is less at risk during non-work hours (if at home), since woodframe structures are relatively less vulnerable than typical commercial and industrial buildings to major structural damage. Transportation problems are intensified if an earthquake occurs during work hours, since significant numbers of Orange County residents commute to work in Los Angeles County. Similarly, a somewhat smaller number of Los Angeles residents commute to work in Orange County.
Additional details on faults in Southern California, and the vulnerability of region, can be found on the Southern California Earthquake Center’s website at http://www.scec.org .
2.4.4 DISEASE OUTBREAK (LARGE SCALE)
General Situation
A disease outbreak arises when the incidence of disease within a defined community or geographical area/region during a specified time period (e.g. influenza season) exceeds what would normally be expected. An outbreak may occur with a single case of a disease long absent from a population (e.g. smallpox), an agent (e.g. bacterium or virus) not previously recognized in that community or geographical area, a previously endemic disease for which immunity has decreased due to lack of wild-type circulation and decreased immunization rates, or the emergence of a previously unknown disease within a community. The outbreak may occur in a restricted or specific geographical area, may extend over several countries and continents; may occur naturally, be introduced intentionally (e.g. bioterrorism); and may last for a few days, weeks, or for several years.
Bioterrorism is a significant concern throughout Orange County. The intentional release of smallpox or other highly communicable diseases would tax all available medical resources. Such an incident could cause a significant impact on life, safety, and the economy of Brea.
Specific Situation
Currently the diseases of concern for pandemic/epidemic in Brea and the Orange County area include: COVID-19, Severe Acute Respiratory Syndrome (SARS 2), Measles, Hepatitis A, Pertussis (Whooping Cough) and Influenza.
The global COVID-19 pandemic has spread to 223 countries, areas, or territories with over 100 million cases and millions of deaths reported worldwide. The United States has over 30 million cases and over 500,000 COVID-19 associated deaths. As of April 2023, there have been 717,154 cases reported and 8,090 deaths in Orange County. There were 322,881 cases were reported in 2022.
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12 Widespread illness throughout Brea, the county, and the state not only poses severe health risks, but is a major threat to the human infrastructure that staff critical facilities. It will have severe economic and social consequences
The timeframe for a disease outbreak could range from several months to more than a year. An effective vaccine may take up to six months to develop, produce, and distribute.
2.4.5 FLOODING/DAM/RESERVOIR FAILURE GENERAL SITUATION
Flooding
Flooding occurs when an area becomes inundated with more water than it can drain in a specified period. This can range from a small, confined area, such as a grassy field in a park that floods for a few hours after a rainstorm, to whole city sections, such as streets becoming impassable because of floodwaters. When floods are small, they may only represent a minor inconvenience as some recreational pathways and curb cuts become flooded. These smaller instances of flooding where water collects into a pool of standing water are referred to as “ponding.” On the other hand, larger flood events can hamper a city’s operations. For example, if multiple streets flooded simultaneously, the results could prevent emergency workers from reaching people needing assistance. Flooding also has the destructive potential to damage critical infrastructure. For instance, unprotected electronic equipment can short-circuit if it becomes inundated by floodwaters. This could lead to outages in street lighting, traffic signals, and even city and government computer systems.
Flooding has the potential to occur from multiple sources. In Southern California, the primary cause of flooding is usually heavy rain occurring during the winter storm season.
Most precipitation in California arrives either via atmospheric rivers or the El NiñoSouthern Oscillation (ENSO) cycle. Atmospheric rivers are channels of moist air located high in the atmosphere. The ENSO cycle is a regional meteorological phenomenon in the southern Pacific Ocean consisting of ocean water and air temperature variations. These variations give rise to two distinct phases: El Niño, the warm and wet phase, and La Niña, the dry and cold phase. When the El Niño phase is active, California will likely receive higher than normal precipitation levels. These higher-than-normal levels of rainfall can quickly overwhelm the capacity of certain sections of land to drain the precipitation before the rainwater begins to pool effectively.
A failure in infrastructure may also cause flooding. For example, a water main or sewage pipeline that bursts could cause flooding if left uncontained for a significant period of time.
A more serious infrastructure failure, such as the failure of dams, reservoirs, or levees, could cause extensive flooding.
Dam, reservoir, and levee failure can result from several causes, such as earthquakes, rapidly rising floodwaters, and structural design flaws. These hazards can occur instantaneously or very gradually, depending on the source of the failure. Inundation associated with these events can cause loss of life, damage property, and result in other City of Brea
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13 impacts, such as displacement of persons residing in the inundation path and loss of critical infrastructure.
The Federal Emergency Management Agency (FEMA) designates which areas in the United States are susceptible to flooding and how likely they are to experience flooding.
FEMA uses a complex classification system to categorize the level of risk for each section of land. The two most well-known measures of flood event likelihood are the 100-year flood and 500-year flood zones. These designations do not refer to floods that occur every 100 or 500 years but to the likelihood of occurring yearly. For example, a 100-year flood zone has a 1 in 100—or 1% chance—of occurring in any given year, while a 500-year zone has a 1 in 500—or 0.2% chance—of occurring in any given year. These likelihood measures are combined with each locale's specific geography to produce specific flood “zone” designations.
FEMA also uses Base Flood Elevation (BFE) to determine the minimum depth of the floodwaters during one of these flood events. For example, an area with a three-foot BFE can expect to see a minimum floodwater depth of three feet with potentially additional depth in particularly severe flood events.
FEMA has designated most Brea as lying within Zone “X,” generally meaning the City is not in danger of a 500-year flood. The City is at risk of flooding due to surface drainage through the streets and storm drains. The drainage pattern in the City varies, with most runoff conveyed on street surfaces and local storm drain facilities maintained by the Street, Sewer, Storm Drain and Sanitation Division of the Public Works Department through its stormwater management plan, to the regional facilities owned and maintained by the Orange County Flood Control District. The Orange County Flood Control District has constructed and maintains several improved flood control channels within Brea, most notably Brea Creek Channel west of and parallel to Brea Boulevard and the Loftus Channel east of SR-57, below Birch Street. The Brea Creek Channel captures and conveys significant runoff from the hillsides. Any new development that would affect the volume or speed of runoff within the creek’s tributary to the Brea Creek Channel would be required to maintain channel capacity and function to protect adjacent and downstream properties. The area upstream from Carbon Canyon Dam is open space specifically designed and intended to accommodate flood waters. Brea has experienced minor flooding on city streets, residential mud run-off, brownouts, repeated closure, and significant damage along Carbon Canyon Road (State Highway 142), which accesses Olinda Village and Chino Hills. This road is particularly prone to problems during heavy rain - if not from the storm directly, then also from resulting mudslides, loose rocks, and car accidents. Ponding events can occur on any flat surface where sufficient drainage is unavailable. These include parking lots, landscaped areas, lawns, or roadways. Since ponding is so small in scale, it is impossible to predict exactly where in the City they will occur or how severe they will be.
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14 Dam Failure
Inundation from the following dams and reservoirs could potentially result in flooding in Brea in the event of failure:
• Carbon Canyon Dam – Carbon Canyon Dam is located near the northern edge of Orange County, California. The dam is on the east end of the city of Brea and approximately 12 miles north of the city of Santa Ana. Carbon Canyon Dam and Reservoir was constructed and is owned and operated by the U.S. Army Corps of Engineers, Los Angeles District (LAD). Construction of this dam started in April 1959. It was completed on May 9, 1961, under the authority of the Flood Control Act of 1936, based on the July 29, 1935 report of the Orange County Flood Control District (OCFCD) in connection with an application for a grant under the Federal Emergency Relief Appropriation Act of 1935. Its primary purpose is for flood control in and around the drainage basin. In conjunction with Brea and Fullerton Dams, Carbon Canyon Dam is vital for the flood protection of portions of the coastal plains in Orange County, including the cities of Brea, Fullerton, Placentia, and Anaheim.
Currently, no facilities exist for hydroelectric power generation at Carbon Canyon Dam, nor are any contemplated. LAD is responsible for operating and maintaining the dam, reservoir, and outlet works. LAD is also responsible for developing the flood control regulation plan for Carbon Canyon Dam and Reservoir and the dam's operation.
• Orange County Reservoir - Used for water storage, is owned by the cities of Brea (40%), La Habra (20%), and Fullerton (40%) and is operated by the Metropolitan Water District. The reservoir covers 7 acres and has a capacity of 217 acre-feet. Like Carbon Canyon Dam, this dam receives periodic inspections. Should the dam fail, the flood inundation path would largely affect residential properties.
There are also five reservoir tanks located in the hills above the city. These reservoirs contain a total of 67.3 million gallons of water, which is for domestic use by the residents of the city. According to the City of Brea 2021 Safety Element, all these reservoirs except the Valencia reservoir were built to meet all current seismic hazard codes and standards.
2.4.6 HAZARDOUS MATERIALS
The City of Brea faces the potential for incidents from the stationary hazardous materials users, as well as transportation accidents, pipeline ruptures, and illegal dumping. The significance of the effects on the environment, property, or human health is dependent on the type, location, and quantity of hazardous material released. Brea’s level of exposure to hazardous materials can be understood by examining the city’s type of businesses, commercial traffic routes, and highways.
Division 20, Chapter 6.95, Section 25500 et seq., California Health and Safety Code, and Title 19, California Code of Regulations, describe the State of California Hazardous Material Emergency Planning and Community Right-to-Know program.
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15 The ongoing use, production, and transportation of hazardous materials in and through the city pose constant and real threats to the safety of the community. An accidental release of hazardous substances into the urban environment has the potential to cause localized or widespread impacts.
In recognition of the dangers associated with keeping hazardous substances in urbanized areas, the State legislature has enacted several laws regulating the use and transport of identified hazardous materials. In particular, Chapter 6.95 of the Health and Safety Code requires all businesses using these materials to inform local government agencies of the types and quantities of materials stored on site. This disclosure enables emergency response agencies to respond quickly and appropriately to accidents involving dangerous substances.
Accidents, which result in chemical clouds or release of hazardous materials into public water or sewer systems, may affect outlying neighborhoods or the community at large.
Depending upon the scale of the accident, large segments of the residential and business populations may need to be evacuated quickly for extended periods of time. Effective emergency planning with regard to hazardous materials, therefore, requires the concentrated efforts of the City Fire and Police Departments, as well as other public safety officials and private organizations, such as the Red Cross.
The City will continue to use zoning and other land use regulation techniques to separate sensitive land areas, such as residences and schools, from potentially harmful industrial and commercial areas.
In the event of a hazardous material incident in the City of Brea, Brea Fire will act as the lead agency within the City limits, and will provide an incident commander. The Brea Police Department and the Public Works Department will provide support. The Anaheim Fire and Rescue Hazardous Material Response Team will be notified and requested to respond, via Fire Dispatch. Generally, response at the City level will include containment, situation analysis, appropriate mitigation, decontamination, and possibly, evacuation of the threatened population.
Substances that might be encountered in a hazardous material incident include, but are not necessarily limited to, the following:
• Flammable gases • Oxidizers
• Flammable liquids • Organic peroxides
• Nonflammable gases • Poison gases
• Corrosives • Radioactive materials
• Poisons, Class A & B • Etiologic agents
• Flammable solids
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16 Detailed response procedures are contained in the departmental standard operating procedures (SOPs) of Brea Fire and the Orange County Fire Service’s Hazardous Materials Emergency Response Plan. The following agencies maintain Hazardous Materials Response Teams within Orange County and are available for response:
Anaheim Fire and Rescue Huntington Beach Fire Department Orange County Fire Authority
Hazardous Materials Sites & Contacts within the City
Fire and life safety inspection records are located in the Fire Administration office. All businesses and facilities are inspected annually for compliance. All hazardous material business plans are held by Orange County Health Care Agency as part of the CUPA plan.
A Geographical Information System (GIS) identifies all hazardous material locations and the types of chemicals stored within each facility.
2.4.7 POWER OUTAGE
An energy/power failure is an event that occurs within an electric power system when the total real or reactive power of the power plants in the system is insufficient to supply all consumers with electric power of the required quality. These events are considered a lifeline system failure. These failures or outages can be the primary hazard, or these events can directly result from another hazard, such as an earthquake, extreme weather event, or flood. These failures can also be in conjunction with other lifeline system failures such as natural gas, communication, drinking water, wastewater disposal, or transportation. Power failure can exacerbate and or create detrimental effects on these various operational and lifeline systems. For this hazard profile discussion, energy/power failure incidents are the primary hazard of concern; however, power failure associated with other hazard events is a concern for many hazards.
Generally, these power failure events are the direct result of events beyond the control of the City. These events often occur during a time of extreme demand/need for power, such as an extreme heatwave that creates an enormous strain on the power grid as residents try to stay cool. Most of these energy outages are short-term but can last for weeks if the situation is dire. There are three (3) types of power/energy failures or outages; each of them is categorized based on duration and the actual effect of the failure/outage event:
• Permanent - a massive loss of power typically caused by a fault on a powerline; however, power is restored automatically once the fault has been cleared. • Brownout - a sag (or drop) in voltage in an electrical power supply. They can cause equipment or various operational systems to perform poorly. • Blackout - a total loss of power in an area; the worst form of a power outage.
Blackouts can last from a few minutes to multiple weeks, depending on the nature of the causing event and the configuration of the actual electric network.
City of Brea
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17 Another reason for power outages is a Public Safety Power Shutoff by Southern California Edison. A Public Safety Power Shutoff (PSPS) is an operational practice that SCE may use to preemptively shut off power in high fire risk areas to reduce fire risk during extreme and potentially dangerous weather conditions. These conditions would typically involve weather conditions such as relatively low humidity, strong winds, and hot temperatures in combination with dry fuels.
In advance of PSPS events, SCE will inform local governments about the PSPS protocol, including the location of circuits in their jurisdictions that may be shut off during an event.
Notification is provided to residents 48 hours before the potential PSPS event, with followup notification occurring 24 hours before the power is shut off. Communication notifications will be made throughout the outage when power has been shut off and then finally again when it is restored. However, as extreme weather can be unpredictable, sometimes advance notification and coordination do not conform to this protocol.
Notification may occur by phone call, text, the SCE.com website, email, and/or social media accounts.
2.4.8 TERRORISM
Terrorism is the use or threat of force to achieve a particular social or political outcome.
The goals of terrorism may sometimes be the overturning of a government, the reversal of a public policy, the release of political prisoners, and other such motives. Acts of terror may overlap with acts of war or hate crimes. Generally, terrorism involves an attempt to kill or seriously harm people or disrupt civil society by destroying property or infrastructure, attacking government operations at all levels, interrupting essential public services, creating chaos, or a combination of some or all these goals. Firearms and explosives are the most common weapons used among terrorists. In extreme situations, terrorists may gain access to weapons of mass destruction, including bioweapons, chemical agents, radioactive materials, or high-yield explosives. It should be noted that these events are very rare. While incidents of terror caused by foreign individuals or groups receive significant media and public attention, most acts of terror in the United States have been caused by domestic terrorists.
A mass casualty incident describes an incident within the United States in which emergency medical services resources, such as personnel and equipment, are overwhelmed by the number and severity of casualties. The more commonly recognized events of this type include building collapses, train and bus collisions, plane crashes, earthquakes, and other large-scale emergencies. Terrorism, mass transportation accidents, or natural disasters generally cause the most common types.
Mass Casualty Incidents can occur anywhere, although public spaces and locations where many people congregate (parks, schools, places of worship, government facilities, shopping centers, and public gathering areas) are most common. Key locations in Brea may be large shopping and entertainment centers (i.e., Brea Mall, Brea Downtown), governmental facilities (i.e., Civic Center), schools, medical facilities, and parks (i.e., Carbon Canyon Regional Park).
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18 Acts of terrorism may be located at the locations listed above; however, the perpetrators may also choose high-value targets such as electric substations, water treatment plants, levees or reservoirs, airports, highways, and other facilities that could impact governmental services. Mass Casualty Incidents and acts of terrorism are typically measured by the fatalities, injuries, and destruction they cause, but no universal scale is used to measure these events.
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2.4.9 SEVERE WEATHER
Windstorms and severe weather pose a risk to life and property in the region by creating conditions that disrupt essential systems such as public utilities, telecommunications, and transportation routes. High winds can and do occasionally cause tornado-like damage to local homes and businesses. Severe windstorms can present a very destabilizing effect on the dry brush that covers local hillsides and urban-wildland interface areas. High winds can have destructive impacts, especially on trees, power lines, and other utility services.
In Brea, severe weather patterns, such as Santa Ana Wind conditions, are recognized hazards.
Wind is simply the movement of air caused by differences in atmospheric temperature.
High-pressure air will naturally move to areas of low pressure.
Usually, the distance between these high and low-pressure zones is far; however, these low and high-pressure zones may occasionally be near one another. When this happens, air will flow dramatically, creating high-speed winds.
In Southern California, the most common type of windstorm event is called the Santa Ana winds. During the fall and winter months, high pressure over Nevada and Utah forces air currents down from the high desert toward the ocean. As the winds descend, they heat up and increase in speed, sometimes carrying particulate matter and aggravating the respiratory health of those with allergies. The entirety of the City can be affected by windstorms. Usually, they cause minimal damage; however, severe storms can cause massive damage to the City and personal property. Brea is often affected by Santa Ana winds blowing through the San Joaquin Hills. Santa Ana winds are a leading cause of wildfires in California.
The impact of the Santa Ana Winds can cause property damage to homes, public facilities, utilities, and other infrastructure. They can also uproot or topple mature trees or pick up debris and send it careening through the air. This debris can injure or even kill bystanders who may find themselves stranded outside. High-speed winds can deposit this debris in the middle of rights-of-way, such as roads, freeways, and railways, blocking exit routes for would-be evacuees or impeding access to first responders trying to reach wounded people.
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19 2.4.10 URBAN AND WILDLAND FIRES
Urban Fires
An urban fire is a fire that causes damage to buildings or infrastructure in an urbanized area. In some minor situations, the fire prompts the evacuation of the building’s occupants, and the fire is contained within a short amount of time by firefighting teams or the building’s fire suppression systems. In severe cases, the fire leads to the complete destruction of the building and can spread to other surrounding properties. Common causes of urban fires include stoves that are accidentally left on, short-circuited electrical equipment, or mishandling of household tools. Breaches in gas pipelines may cause larger urban fires, large transportation accidents, or downed electrical transmission wires.
Arsonists may intentionally start fires.
Wildland/Urban Interface Fires
Wildfires are not measured on a specific scale and are usually classified by size (e.g., acres burned) or impact (buildings destroyed or damaged, injuries or deaths, cost of damage, etc.). The California Department of Forestry and Fire Protection (Cal Fire) defines the wildfire hazard zones on a three-tier scale of fire hazard severity zones (FHSZs): very high, high, and moderate. These zone classifications do not correspond to a specific risk or intensity of fire but are qualitative terms that consider many factors. Fireprone areas are also classified by the agency responsible for fire protection. Federal Responsibility Area (FRA) falls to federal agencies such as the US Forest Service, the Bureau of Land Management, and the National Park Service. State Responsibilities Area (SRA), which includes unincorporated land within counties with statewide watershed value, falls to the Cal Fire. Local Responsibility Area (LRA), which includes portions of incorporated cities with identified wildfire hazard zones, falls to local governments.
Due to the topography in and around Carbon Canyon (including neighboring Chino Hills State Park), Brea is in an area susceptible to wildfires, and portions of the community are within the wildland-urban interface (WUI). The WUI is the zone of transition between the wilderness and human-developed lands. Wildfires present a significant threat to the city and the county in or near the WUI, as it has relatively high temperatures, low humidity, and low precipitation during the summer. The fall brings with it the Santa Ana winds, which exacerbate the area's already dry conditions, increasing the foothills and canyons’ susceptibility to wildfire. Fire threat assessment and Geographic Information System (GIS) mapping for Brea identifies the WUI as the area within the city with the highest fire risk. Residential and commercial encroachment into the Wildland/Urban Interface (WUI) has increased the potential for disastrous fires in the city’s hill and canyon area.
The City of Brea Municipal Code identifies properties that are designated as “Very High” or “High” Fire Hazard Severity Zones. Very High and High Fire Hazard Severity Zones include the northern most end of the city limits across the entirety of the city, west to east.
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20 The current structural fire risk (the risk of a fire occurring within a structure) in the hill and canyon area is estimated to be a low probability/moderate consequence event. This means that relatively few fires occur in well-maintained communities with mostly owneroccupied homes that have relatively few occupants compared to the size of the structure.
When a fire does occur, it is usually confined to one room (kitchen or bedroom) and does not spread beyond the structure of origin.
California experiences large, destructive wildland fires almost every year and Brea is no exception. Wildland fires have frequently occurred within the county, particularly in the fall, and range from small, localized fires to disastrous fires covering thousands of acres.
Other factors contributing to the severity of fires include weather and winds. The timing of Santa Ana Winds often overlaps with the fire season, which is typically from June to the first significant rain in November. Such “fire weather” is typically characterized by several days of hot dry weather and high winds, resulting in low fuel moisture in vegetation.
A variety of fire protection challenges exist within the City of Brea. The City is comprised of residential areas and high-density residential areas, industrial complexes, and several large shopping centers. Additionally, there are several thousand acres of wildland and wildland/urban interface areas. There are a number of natural conditions that might increase the possibility of wildland fires. Three such conditions are weather, topography, and the fuel type and condition of wildland vegetation.
Weather elements have many complex and important effects on fire intensity and behavior. Wind is of primary importance; as wind increases in velocity, the rate of fire spread also increases. Relative humidity (i.e., relative dryness of the air) also has a direct effect: the drier the air, the drier the vegetation and the more likely the vegetation will ignite and burn. Precipitation (its annual total, seasonal distribution and storm intensity) further affects the moisture content of dead and living vegetation, which influences fire ignition and behavior.
Many wildland fires have been associated with adverse weather conditions. In the Freeway Complex Fire in 2008, 215 homes and 123 vehicles were destroyed, an additional 161 structures damaged and over 28,000 acres burned. The Santa Ana Winds during the time of this fire were approximately 50-55 mph, making the fire difficult to contain.
2.4.11 GEOLOGIC HAZARDS (LANDSLIDE/SOIL EROSION)
Landslides occur when slopes become destabilized, typically after heavy rains. If precipitation saturates soils, they can become unstable, or landslides can occur when significant erosion from rainfall destabilizes the ground. Slopes that have recently burned face a greater risk from rain induced landslides, as the loss of vegetation can destabilize the earth. Earthquakes may also be a source of landslides as the shaking can destabilize steep hillsides covered in loose soils and weak rock layers.
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21 Landslides can be broken down into two categories: (1) rapidly moving (generally known as debris flows), and (2) slow moving. Rapidly moving landslides or debris flows present the greatest risk to human life, and people living in or traveling through areas prone to rapidly moving landslides are at increased risk of serious injury. Slow-moving landslides can cause significant property damage but are less likely to result in serious human injuries.
Soil erosion is a gradual process of movement and transport of the upper layer of soil (topsoil) by different agents – particularly water, wind, and mass movement – causing its deterioration in the long term. Soil erosion is a complex process that depends on soil properties, ground slope, vegetation, and rainfall amount and intensity. The agents of soil erosion are the same as those of all types of erosion: water, wind, ice, or gravity. Running water is the leading cause of soil erosion because water is abundant and has a lot of power. Wind is also a leading cause of soil erosion because wind can pick up soil and blow it far away. Activities that remove vegetation (such as farming, grazing, logging, mining, recreation activities, and construction), disturb the ground, or allow the ground to dry are activities that increase erosion.
Identifying hazardous locations is an essential step toward implementing more informed mitigation activities. The city’s foothill areas, as well as the structures and people in these areas, are vulnerable to slope instability. According to the study performed in 2004 by the United States Geological Survey (USGS) and the California Geological Survey (CGS), slope instability is a concern in the Santa Ana Quadrangle, which encompasses the City of Brea. Slope stability hazards in the city correspond primarily to the city's sloped and undeveloped areas, as grading activities and soil remediation techniques have been used to mitigate these hazards before development.
Landsliding and the accompanying debris/mud flows are the dominant geologic hazard risk in the City of Brea. The city's hilly and canyon-like topography lends itself to landslide susceptibility. In addition, factors that contribute to slope instability and landslides include rainfall and earthquakes. Debris flows can occur rapidly and without warning during periods of exceptionally high rainfall. Rockfall and mudflow hazards are more likely to occur, especially along Carbon Canyon Road and Brea Canyon.
Erosion conditions exist in all the same areas in the City where landslide susceptibility is present. This is especially a concern in the City's Brea Canyon and Carbon Canyon areas.
2.5 MITIGATION OVERVIEW
Mitigation efforts occur both before and after emergencies or disasters. Post-disaster mitigation is actually part of the recovery process. This includes eliminating or reducing the impact of hazards that exist within the City of Brea.
Mitigation efforts include, but are not limited to:
• Amending local ordinances and statutes, such as zoning ordinances, building codes, and other enforcement codes.
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22 • Initiating structural retrofitting measures
• Assessing tax levies or abatements
• Emphasizing public education and awareness
• Assessing and altering land use planning
*Refer to the Local Hazard Mitigation Plan for further information on mitigation.
CHAPTER 3 – RESPONSE STRUCTURE FUNDAMENTALS
3.1 GOALS OF EMERGENCY MANAGEMENT
The goals of emergency management are to:
• Provide effective life safety measures, reduce property loss, and protect the environment.
• Provide for the rapid resumption of impacted businesses and community services. • Provide accurate documentation and records required for cost recovery efforts
3.2 PHASES OF EMERGENCY MANAGEMENT
This EOP addresses the spectrum of response contingencies, ranging from relatively minor incidents to large-scale disasters. Some emergencies will be preceded by a buildup or warning period, providing sufficient time to warn the public and implement mitigation measures designed to reduce loss of life, property damage, and effects on the environment. Other emergencies occur with little or no advance warning, thus requiring immediate activation of the EOP and efficient and coordinated mobilization and deployment of resources. All departments and agencies of the City must be prepared to promptly and effectively respond to any emergency and take all appropriate actions, including requesting and providing mutual aid.
Emergency management activities during peacetime and emergencies are often associated with the Federal Emergency Management Agency (FEMA)’s mission areas and phases of emergency management. FEMA defined phases and Mission areas as:
Mission Areas Phases of
Prevention Preparedness
Preparedness Response Phase
Response Phase Recovery Phase
Recovery Phase Mitigation Phase
Mitigation Phase
Prevention Phase
The prevention phase includes activities taken in advance that reduces or eliminates the potential for an emergency.
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23 Preparedness Phase
The preparedness phase includes activities taken in advance of an emergency to develop, support and enhance operational capabilities, to facilitate an effective and efficient response and recovery from an emergency situation.
Response Phase
The response phase includes any action taken before, during or after an emergency situation to reduce casualties, save lives, minimize damage to property and enhance the effectiveness and speed of recovery.
Recovery Phase
The recovery phase of an emergency includes any short-term activity that will return vital life support systems and critical infrastructure to minimum operating standards and in the long- term, any activity designed to return life to normal or to an improved state.
Mitigation Phase
The mitigation phase includes activities taken to eliminate or reduce the risk to human life and property from natural, technological and human caused hazards.
3.3 SEMS AND NIMS OVERVIEW
SEMS and NIMS are based on the Incident Command System (ICS), which was adapted from the system originally developed by the Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE) program. The City of Brea will comply with SEMS and NIMS in order to be eligible for state and federal funding and to ensure the ability to coordinate amongst responding agencies in Brea and from mutual aid providers. Brea will:
• Use SEMS/NIMS when an emergency is declared or proclaimed, or the EOC is activated.
• Establish coordination and communications with the Incident Commander(s), either through Department Operating Centers (DOCs) to the EOC, or directly to the EOC, when activated.
• Use existing mutual aid systems for coordinating fire and rescue, law enforcement, public works, and medical/health resources.
• Use multi-agency or inter-agency coordination to facilitate decisions for overall local government emergency response activities.
SEMS, NIMS and ICS will be used in all Brea emergency operations. SEMS is the system required by California Government Code Section 8607(a) for managing response to multiagency and multi-jurisdiction emergencies in California. SEMS has been adopted by the City for managing response to multi-agency and multi-jurisdiction emergencies and to facilitate communications and coordination between all levels of the system and amongst all responding agencies. Chapter 1 of Division 2 of Title 19 of the California Code of City of Brea
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24 Regulations establishes the standard response structure and basic protocols to be used in emergency response and recovery.
Similarly, NIMS provides a consistent nationwide template to enable all government, private sector, and non-governmental organizations to work together during domestic incidents. The intent of NIMS is to be applicable to all domestic incidents and improve coordination and cooperation between public and private entities during such incidents.
The six key components of NIMS are: command/management, preparedness, resource management, communications and information, supporting technologies, and ongoing management and maintenance.
3.3.1 FIVE SEMS ORGANIZATIONAL LEVELS
When fully activated, the SEMS consists of five levels: field response, local government, operational area (countywide), Cal OES Mutual Aid Regions, and state government. For the City of Brea, those levels are assigned as follows:
Field: Brea Field Command
Local: City Emergency Operations Center
Operational Area: Orange County OA EOC
Region: Region I REOC
State: State Operations Center
Field Response Level
The field response level is where emergency response personnel and resources, under the command of an appropriate authority, carry out tactical decisions and activities in direct response to an incident or threat. SEMS regulations require the use of the ICS at the field response level. Field response may include establishing a Department Operations Center (DOC) to serve as a coordination point for agency resources and facilities during major incidents and planned events. DOCs consolidate department-level updates and forward them to the EOC to support situational awareness, resource tracking, and coordinated response. The ICS field functions to be used for emergency management include Command, Operations, Planning/Intelligence, Logistics, and Finance/ Administration.
Local Government Level
Local governments include cities, counties, and special districts. Local governments manage and coordinate the overall emergency response and recovery activities within their jurisdiction and amongst their field responders. Local governments are required to use SEMS when their EOC is activated or a local emergency is proclaimed in order to be eligible for state funding of response-related personnel costs. In SEMS, the local government emergency management organization and its relationship to the field response level may vary depending upon factors related to geographical size, population, function, and complexity. Local jurisdictions are also responsible for the overall direction City of Brea
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25 of personnel and equipment provided for emergency operations through mutual aid (Government Code Section 8618).
Local governmental levels shall provide the following functions: Management, Operations, Planning/Intelligence, Logistics, and Finance/Administration. Additional details relative to the organization and responsibilities of the SEMS elements in the City EOC are provided in Chapter 4, EOC Concept of Operations, as well as the position checklists and procedures in Part II of this EOP.
Operational Area Level
Section 8605 of the California Emergency Services Act designates each county area as an Operational Area (OA). California is comprised of 58 OAs – one for each geographic county. The OA is the intermediate level of the state's emergency services organization, and is made up of the county government, local (city) governments and special districts, which are located within the county area.
During a State of Emergency, a State of War Emergency, or a Local Emergency, OAs are used to coordinate resources, priorities, and information, and serve as a coordination/communication link to the State Mutual Aid System. As of December 1, 1996, per SB 1841, the utilization of the OA during emergencies is mandatory for local governments who wish to receive financial reimbursement for personnel-related response costs. There are 115 signatories to the Orange County OA Agreement. The OA is responsible for:
• Coordinating information, resources, and priorities amongst local governments within the operational area.
• Coordinating information, resources, and priorities between the regional level (Cal OES responsibility) and the local government level.
• Using multi-agency or inter-agency coordination to facilitate decisions for overall OA level emergency response activities.
SEMS regulations specify that the County Board of Supervisors is responsible for the establishment of an OA. The Orange County Sheriff-Coroner Department is the lead agency for the Orange County OA. All local governments should cooperate in organizing an effective Operational Area, but the Operational Area’s authority and responsibility are not affected by the nonparticipation of any local government.
Activation of the OA EOC during a State of Emergency or a Local Emergency is required by SEMS regulations under the following conditions:
• A local government within the operational area has activated its EOC and requested activation of the operational area EOC to support their emergency operations.
• Two or more cities within the operational area have activated their EOCs. • The county and/or one or more cities have proclaimed a local emergency.
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26 • A city, city and county, or county has requested a governor's proclamation of a State of Emergency, as defined in the Government Code Section 8558(b). • A State of Emergency is proclaimed by the governor for the county or two or more cities within the Operational Area.
• The Operational Area is requesting resources from outside its boundaries. This does not include resources used in normal, day-to-day operations that are obtained through existing mutual aid agreements.
• The Operational Area has received resource requests from outside its boundaries.
This does not include resources used in normal, day-to-day operations that are obtained through existing mutual aid agreements.
If the Orange County OA EOC is activated, a Director of Emergency Services or Operational Area Coordinator will be appointed depending on the type of hazard and will have the overall responsibility for coordinating resources on behalf of OA members and supporting emergency operations within the county. The Orange County EOC located at Loma Ridge fulfills the role of the OA EOC.
Brea signed the Orange County Operational Area Agreement in 1999, agreeing to participate in the OA and to support the Orange County Emergency Management Division operations at Loma Ridge.
Regional Level
Because of its size and geography, California has been divided into six mutual aid regions. The purpose of a mutual aid region is to provide for more effective application and coordination of mutual aid and other emergency-related activities. Orange County and Brea City are part of Region I for both law enforcement and fire and rescue mutual aid systems.
The California Governor’s Office of Emergency Services (Cal OES) has also established three Administrative Regions (Coastal, Inland, and Southern). These Administrative Regions are the means by which state Cal OES maintain day-to-day contact with emergency services organizations at local and county levels and within the private sector.
Orange County including Brea is in the Southern Administrative Region. In SEMS, the regional level manages and coordinates information and resources among operational areas within the mutual aid region and also between the operational areas and the state level. The regional level also coordinates overall state agency support for emergency response activities within the region.
State Level
The state level of SEMS manages state resources in response to the emergency needs of 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, including City of Brea
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27 linking to other states through the Emergency Management Assistance Compact (EMAC).
Federal Level
Beyond SEMS and using NIMS, the President has assigned emergency preparedness and operating responsibilities to certain federal agencies. Overall responsibility is assigned to the Federal Emergency Management Agency (FEMA). Other federal agency assignments are based on their regular functions and capabilities and are detailed in the National Response Framework (NRF). Federal emergency management includes the administration of natural disaster relief programs for incidents requiring federal assistance.
Initial requests for federal assistance will be made to and coordinated with the FEMA Region IX, Regional Response Coordination Center (RRCC) by the Cal OES State Operations Center (SOC), unless other more specific procedures are agreed upon and contained in mutually approved contingency plans.
Other Federal interactions with the Operational Areas and OA Members may include the:
• Environmental Protection Agency during hazardous materials incidents • U.S. Coast Guard on oil spills
• FBI in law enforcement operations
• Forest Service during wildfires
• Health and Human Services in public health emergencies
3.4 SEMS/NIMS FUNCTIONS AND CONCEPTS
SEMS/NIMS require five functions: Management, Operations, Planning/Intelligence, Logistics, and Finance/Administration. The term command is used in the field and management is used in multiagency coordination centers (e.g., EOCs). These functions are the basis for structuring the Brea EOC organization:
Management: Responsible for overall emergency policy and coordination through the joint efforts of
governmental agencies and private organizations.
Operations: Responsible for coordinating all jurisdictional tactical operations in support of the emergency
response through implementation of the applicable
Incident Action Plan (e.g., EOC, Field, etc.).
Planning/Intel: Responsible for collecting, evaluating, and disseminating information; developing the Incident
Action Plans (e.g., field, EOC, etc.) and AfterAction Reports in coordination with other functions; and maintaining documentation.
Logistics: Responsible for providing facilities, services, personnel, equipment, and materials.
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28 Finance/Admin: Responsible for financial activities and other administrative aspects.
3.5 PUBLIC NOTIFICATIONS AND ALERTS
Methods of warning the public of specific emergency conditions are described below.
These systems may also be primary ways that state and local governments become aware of emergency information. All public notifications and alerts issued by the City of Brea will be coordinated in accordance with the City’s Public Information Officer.
Public communications such as emergency information, warnings, and actions for an event will be broadcasted to the public by any one of the following methods:
• Emergency Alert System (EAS)
• Wireless Emergency Alert (WEA)
• Integrated Public Alert and Warning System (IPAWS)
• AlertOC
• Social Media/Website
• Media-releases – Though the City PIO office
All public notifications and alerts made by the City of Brea will be in coordination with the incident’s Public Information Officer along with coordination for people with DAFNs.
Considerations will be made toward language barriers when developing warning messages and updates for the public. Media release should be given in several languages that are appropriate for the impacted population. The Public Information Officer will need to work with media outlets to ensure that closed captioning will be used to ensure that the hearing impaired are notified of events, along with using American Sign Language during press conferences.
Integrated Public Alert and Warning System (IPAWS)
IPAWS is an internet-based alert and warning gateway operated by FEMA. Organizations with a responsibility for alerting the public may request approval to send alerts to IPAWS when authorized to do so under their state or local EAS plan. To use IPAWS a jurisdiction must acquire software from a third-party vendor, file a Memorandum of Agreement (MOA) with FEMA and submit a request for Public Alerting Authority to Cal OES. Upon approval, jurisdictions will receive a Collaborative Operating Group (COG) identification number and an electronic security certificate which will allow their software to connect to the IPAWS gateway.
IPAWS messages are geographically targeted to a specific county and are electronically transmitted over the internet to the requesting alerting system. Jurisdictions can use their connection to IPAWS to route alerts in the EAS and Wireless Emergency Alert (WEA) system.
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29 Orange County Operational Area has been approved and has the authority to implement EAS and WEA for alerting the public.
Emergency Alert System (EAS)
The Emergency Alert System (EAS) is designed for the broadcast media to disseminate emergency public information. This system enables the President, and federal, state and local governments to communicate with the general public through commercial broadcast stations.
This system uses the facilities and personnel of the broadcast industry on a volunteer basis. EAS is operated by the broadcast industry according to established and approved EAS plans, standard operating procedures and within the rules and regulations of the Federal Communications Commission (FCC). FCC rules and regulations require all participating stations with an EAS operating area to broadcast a common program. Each broadcast station volunteers to participate in EAS and agrees to comply with established rules and regulations of the FCC.
The FCC has established committees of broadcast industry personnel at each governmental level to develop EAS plans. These include:
Federal: The EAS Advisory Committee
State: State Emergency Communications Committee
Local: Operational Area Emergency Communications
EAS can be accessed at federal, state, and local levels to transmit essential information to the public. Message priorities under Part 73.922(a) of the FCC’s rules are as follows:
Priority 1: Presidential Messages (carried live)
Priority 2: Operational (Local) Area Programming
Priority 3: State Programming
Priority 4: National Programming and News
Presidential messages, national programming, and news will be routed over established network facilities of the broadcast industry. State programming will originate from the state operations center and will be transmitted through the state using the state's California Law Enforcement Radio System (CLERS) Very High Frequency/Ultra High Frequency (VHF/UHF) radio relay stations.
Emergency information at the local/OA level is broadcasted directly through the South Coast Air Quality Management District (SCAQMD) transmitters (primarily used for broadcasting smog alerts) to all broadcasters in Orange County simultaneously and also to others who by law must monitor this frequency (school districts and businesses with more than 100 employees). A decoder is also available to alert such organizations that City of Brea
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30 an emergency broadcast is about to be transmitted to eliminate the need for constant monitoring of the frequency.
Examples of emergencies identified by the Orange County OA which may warrant EAS activation by the broadcast industry include earthquake, serious fires, heavy rains and flooding, widespread power failures, severe industrial accidents, and hazardous material accidents. The context of any emergency broadcast transmitted on EAS should be of concern to a significant segment of the population of Orange County. The message must be a voice message, it may be prerecorded and it must originate from the Sheriff’s Communications Center.
EAS activation can be authorized by any one of the following parties:
• Sheriff of Orange County or designee
• Chairman of the Orange County Board of Supervisors or designee • Mayor of the City of Brea or designee
• Chief of Police or Fire Chief of the City of Brea or designee, authorized public official of the incorporated cities of Orange County
• Authorized representative of the National Oceanic and Atmosphere Administration (NOAA)
The Sheriff of Orange County, while not the originator of the EAS material, is responsible for the content and authenticity of the information broadcast over the local EAS. Local broadcast stations have the right to edit or use any or all of an EAS broadcast. Any jurisdiction may make separate programming arrangements with any broadcast station independent of the EAS.
National Weather Service (NWS)
The National Weather Service transmits continuous weather information on 162.40, 162.475, and 162.55 MHz frequencies. Weather Service severe weather broadcasts are preceded with a 1,050 MHz tone that activates weather monitor receivers equipped with decoders. The Weather Service can also access NAWAS to announce severe weather information.
Local Notification Systems
Cable Television
Municipal Cable Channel “3” is the local government channel that will be used to provide the public with alerts and notification of various disaster situations in and around Brea.
Alert OC
AlertOC is a mass emergency notification system designed to keep Orange County residents and businesses informed of emergencies. AlertOC, broadcasts time-sensitive voice messages from the County or City home, cell or business phones. Text messages may also be sent to cell phones, e-mail accounts and hearing-impaired receiving devices.
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31 Communication facilities will be continuously staffed during emergencies, either by volunteers or city staff. The EOC Logistics Section is responsible for communications.
Telephones
The EOC has 11 phones. Repair of the City’s system is the City’s responsibility. There is also a conference call phone available for communications, which should be requested through the Logistics Section/Communication Unit.
Cellular Phones
Some personnel are provided with City-issued cellular phones, and most carry personal cell phones. If primary systems fail during an emergency situation, the use of all forms of redundant communication is encouraged. Noise is a constant issue in EOC environments and cellular phones should be kept on vibrate while working in the EOC. 800 MHZ Radio
Brea’s radios have been programmed in accordance with the 800 MHz Countywide Coordinated Communications System. This system provides the City with access to the county’s eight talk groups, four conventional repeater/transportable repeater channels, and four talk around channels that are specifically assigned and shared by each city and county law enforcement, fire service, lifeguard/marine safety, and public works agency for interoperable common and mutual aid communications. Details on each can be found in the 800 MHz SOP, which is available through the County’s dispatch/communications center, Control One. During an emergency, City radios should be limited to emergency radio traffic only.
EOC - OA EOC Radio
Brea has an EOC to OA EOC radio (PD Dispatch) that allows the Brea EOC to communicate with the Operational Area on frequencies OA1 and OA2. These frequencies are always monitored by the Operational Area, but can also be by other OA Members (municipalities and special districts) EOCs. As such, they can serve as back-up communications with other jurisdictions if the other jurisdictions are first prompted to continuously monitor the frequency.
Satellite Phone
Satellite phones are available in the Police Department Watch Commander’s office and the Fire Battalion Chief command vehicle. These can be used as back-up communication if telephones, cellular phones, radios, or other devices fail. It is not necessary to notify stakeholders that the satellite phone is being used because calls are rolled over from commercial telephone to the satellite system automatically.
City of Brea
Emergency Operations Plan
32 Radio Amateur Civil Emergency Services (RACES)
The City’s Emergency Preparedness Coordinator manages volunteer amateur radio (ham radio) operators who are committed to assisting with emergency communications in the time of a disaster. This group can provide auxiliary communications for police, fire, public works, utilities and community services departments. They are also the primary contact with the CERT Volunteers in the field.
WinLink
Winlink is an amateur radio system that sends packets of text via radio signal. This system may be used by licensed amateur radio operators for delivering text messages similar to email. The County has established a backbone Winlink system and connectivity exists with RACES member cities.
California Law Enforcement Mutual Aid Radio System (CLEMARS) CLEMARS provides common police radio frequencies for use statewide by state and local law enforcement agencies during emergencies where inter-agency coordination is required. It operates under appropriate FCC rules and regulations and is administered by the State of California through the Emergency Management Agency. Participation in CLEMARS is open to all California Law Enforcement agencies which are eligible to operate on radio frequencies authorized by the FCC for the Police Radio Service.
The Regional Law Enforcement Coordinator is responsible for coordination of use of the system within the Mutual Aid Region as written by the Law Enforcement Division and Telecommunications Division. Brea maintains CLEMARS access through the Police Department dispatch center.
WebEOC®
Brea currently uses WebEOC® as its crisis information management system for real-time information sharing. WebEOC® is a software program for electronically sharing disaster information within jurisdictions and from Brea to the Operational Area or with other jurisdictions. WebEOC® is accessed through the internet and is thereby accessible from any computer with internet access as long as the user has an appropriate username and password. The system is used for, but not limited to:
• Maintaining individual activity logs by each position in the EOC. • Monitoring and posting significant events taking place in the City. • Communicating designated significant events to the Operational Area. • Monitoring who is supporting the response, accessing their contact information, and tracking their time by the time/cost unit.
• Providing status information on operational shelters (e.g., location, capacity, accessibility, significant events, and other special considerations).
City of Brea
Emergency Operations Plan
33 California Law Enforcement Teletype System (CLETS)
CLETS is a high-speed message switching system that became operational in 1970.
CLETS provides law enforcement and criminal justice agencies with access to various databases. It also provides the ability to transmit and receive point-to-point administrative messages to other agencies within California or via the National Law Enforcement Telecommunications System (NLETS) to other states and Canada.
Broadcast messages can be transmitted between states to participating agencies in the Group Bulletin Network and to regions nationwide via NLETS. CLETS has direct interface with the Federal Bureau of Investigation’s National Crime Information Center (NCIC), NLETS, the Department of Motor Vehicles, and the states of Oregon and Nevada. The Orange County Sheriff’s Department – Communications Bureau, Control one will send out alerts and messages via the CLETS to public safety answering points (PSAP’s) throughout the State.
Email
Most employees have an email account. Like cellular telephones, if other primary means of data or voice communications fail, e-mail should be considered a sufficient back-up.
Before using e-mail, however, personnel should confirm that the intended recipient(s) has access to and is checking their email. Critical information should never be sent over email unless confirmation exists that the intended recipient is receiving the messages.
Social Media
Social media has proven to be a powerful tool in information dissemination. In the event of an emergency or disaster, the City of Brea together with Brea Fire and Brea Police Departments will utilize their respective social media platforms to engage the public and provide situational awareness. Integrating critical information being received from verified accounts into the emergency organization can help to increase situational awareness and gain a better common operating picture for both public safety responders as well as the general public.
Therefore, information released by the City of Brea to such sites will be approved by the EOC Management and distributed through a variety of traditional media efforts such as press releases and the respective city websites as well as the City’s social media platforms. Only authorized City representatives may post to the social media outlets however, volunteers may be utilized to mine information related to disaster impacts related to the City.
3.5.1 SPECIAL DISTRICT INVOLVEMENT
Special districts wholly contained within the City of Brea should have a liaison represented in the City’s EOC and direct communications should be established between the special district’s EOC and the City’s EOC.
City of Brea
Emergency Operations Plan
34 Typically, special district boundaries cross municipal boundary lines. A special district may serve several cities and county unincorporated areas. Some special districts serve more than one county. In such a situation, the special district may wish to provide a liaison representative to the Operational Area EOC to facilitate coordination and communication with the various entities it serves.
3.5.2 COORDINATION WITH VOLUNTEER AND PRIVATE AGENCIES
Volunteer agencies and private agencies may participate in the mutual aid system along with governmental agencies. The disaster medical mutual aid system relies heavily on private sector involvement for medical/health resources. Some volunteer agencies, such as the American Red Cross (ARC), The Salvation Army, and others, are an essential element of the statewide emergency response to meet the needs of disaster victims.
Volunteer agencies mobilize volunteers and other resources through their own systems.
They also may identify resource needs that are not met within their own systems that would be requested through the mutual aid system. The EOC will generally be a focal point for coordination of response activities with many nongovernmental agencies.
If established by Volunteer Organizations Active in Disasters (VOAD), a volunteer center connects individuals, nonprofits, and businesses with opportunities and resources needed to support local communities. Agencies that play key roles in the response should have representatives at the City’s EOC or within the Operational Area EOC. If an agency supports several functions and has only one representative, the agency representative should be located in the area designated for Agency Representative. If an agency is supporting one function only, its representative may be located within that functional element. Some agencies may have several personnel participating in functional elements in the EOC. For example, American Red Cross personnel may be part of the staffing for the Care and Shelter element of the EOC. Agencies that have countywide response roles and cannot respond to the numerous city EOCs in the County should be represented at the Operational Area EOC.
The City will develop a communication plan with Volunteer Organizations Active in Disasters (VOAD) for communicating with the different agencies. Coordination with volunteer and private agencies that do not have representatives at the EOC and/or not a part of VOAD will be accomplished through telecommunications, liaison with community councils that represent several agencies or involvement of agencies in special multiagency groups on specific issues.
3.6 EMERGENCY PROCLAMATIONS
The California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code), 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.
City of Brea
Emergency Operations Plan
35 Local Emergency
A Local Emergency may be proclaimed by the City Council or by the City Manager as specified by the ordinance adopted by the City Council. A Local Emergency proclaimed by the City Manager must be ratified by the City Council within seven days. The governing body must review the need to continue the proclamation at least every 30 days until the Local Emergency is terminated. The Local Emergency must be terminated by resolution as soon as conditions warrant. Proclamations are normally made when there is an actual incident, threat of disaster, or extreme peril to the safety of persons and property within the city, caused by natural or man-made situations.
In the event that County of Orange (OA) proclaims an emergency, the City of Brea will be covered under the OA proclamation. The City of Brea may still make a proclamation of a Local Emergency providing the governing body with the legal authority to:
• If necessary, request that the Governor proclaim a State of Emergency. • Promulgate or suspend orders and regulations necessary to provide for the protection of life and property, including issuing orders or regulations imposing a curfew within designated boundaries.
• Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements. • Request that state agencies and other jurisdictions provide mutual aid. • Require any local official or employee to provide emergency services support. • Requisition necessary personnel and materials from any local department or agency.
• Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use.
• Impose penalties for violation of lawful orders.
• Conduct emergency operations without incurring legal liability for performance, or failure of performance. (Note: Article 17 of the Emergency Services Act provides for certain privileges and immunities.)
State of Emergency
A State of Emergency may be proclaimed by the Governor when:
• Conditions of disaster or extreme peril exist which threaten the safety of persons and property within the state caused by natural or man-made incidents. • The Governor is requested to do so by local authorities. • The Governor finds that local authorities are inadequate to cope with the emergency.
When the Governor proclaims a State of Emergency, the following conditions apply:
• Mutual aid shall be rendered in accordance with approved emergency plans when the need arises in any county, city and county, or city for outside assistance.
City of Brea
Emergency Operations Plan
36 • The Governor shall, to the extent deemed necessary, have the right to exercise all police power vested in the state by the Constitution and the laws of the State of California within the designated area.
• Jurisdictions may command the aid of citizens as deemed necessary to cope with an emergency.
• The Governor may suspend the provisions of orders, rules, or regulations of any state agency and any regulatory statute or statute prescribing the procedure for conducting state business.
• The Governor may commandeer or make use of any private property or personnel (other than the media) in carrying out the responsibilities of their offices. • The Governor may promulgate, issue, and enforce orders and regulations deemed necessary.
State of War Emergency
Whenever the Governor proclaims a State of War Emergency, or if a State of War Emergency exists, all provisions associated with a State of Emergency apply. In addition, 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/her authority as provided for in the Emergency Services Act.
Presidential Declaration of Emergency/Major Disaster
Definitions
Major disaster: A major disaster is defined as "any natural catastrophe (including any hurricane, tornado, storm, high water, wind driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, or drought), or, regardless of cause, any fire, flood, or explosion, in any part of the U.S. which in the determination of the President causes damage of sufficient severity and magnitude to warrant major disaster assistance under this Act 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."
Emergency: An emergency is defined as "any occasion or instance for which, in the determination of the President, Federal assistance is needed to supplement state and local efforts and capabilities to save lives and to protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the U.S." Process
In order for the President to declare a federal major disaster or emergency, the Governor of California must submit the following:
• Brea’s Local Emergency Proclamation
• The California State of Emergency Proclamation
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Emergency Operations Plan
37 • The Governor's written request for federal assistance must also include:
o Certification of implementation of the State Emergency Plan o Description of how the disaster caused needs beyond state/local capabilities
o A description of state/local resources already committed o Preliminary estimates of supplementary federal assistance needed o Certification of compliance with cost-sharing requirements of the Stafford Act
Basis for Request
The situation is of such severity and magnitude that effective response is beyond the capabilities of the state and affected local governments, and federal assistance under the Stafford Act is necessary to supplement the efforts and available resources of the state, affected local governments, disaster relief organizations, and compensation by insurance.
3.7 CONTINUITY OF GOVERNMENT
A major disaster or national security emergency could result in the death or injury of key government officials and/or the partial or complete destruction of established seats of government, and public and private records essential to continued operations of government. Government at all levels is responsible for providing continuity of effective leadership, authority, and adequate direction of emergency and recovery operations. The California Government Code Section 8643(b) and the Constitution of California provide the authority for state and local government to reconstitute itself in the event incumbents are unable to serve.
3.7.1 SUCCESSION
The first step in assuring continuity of government is to have personnel who are authorized and prepared to carry out emergency actions for the government in the event of a natural, technological, or national security disaster. Article 15, Section 8638 of the Emergency Services Act authorizes governing bodies to designate and appoint three standby officers for each member of the governing body and for the chief executive, if not a member of the governing body. Standby officers may be residents or officers of a political subdivision other than that to which they are appointed.
The City Manager is designated as the Director of Emergency Services. A successor to the position of Director of Emergency Services is appointed by City Council. Should the director be unavailable or unable to serve, the positions listed below, in order, shall act as the Director of Emergency Services. Should these positions be unavailable or unable to serve, the individuals who hold permanent appointments to the following positions in the city will automatically serve as acting director in the order shown. The individual who serves as acting director shall have the authority and powers of the Director, and will serve until the Director is again able to serve, or until a successor has been appointed by the City Council.
City of Brea
Emergency Operations Plan
38 First Alternate: Assistant City Manager
Second Alternate: Fire Chief
Third Alternate: Police Chief
Fourth Alternate: Public Works Director
Notification of any successor changes shall be made through the established chain of command. Article 15, Section 8637 of the Emergency Services Act that authorizes political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety. Article 15, Sections 8637- 8644 of the Emergency Services Act establishes a method for reconstituting the governing body. It establishes that, should all members, including all standbys be unavailable, temporary officers shall be appointed as follows:
1. By the chairman of the board of the county in which the political subdivision is located.
2. By the chairman of the board of any other county within 150 miles (nearest and most populated down to farthest and least populated).
3. By the mayor of any city within 150 miles (nearest and most populated down to farthest and least populated).
Article 15, Section 8642 of the Emergency Services Act authorizes local governing bodies to convene as soon as possible whenever a State of War Emergency, State of Emergency, or Local Emergency exists, and at a place not necessarily within the political subdivision. Article 15, Section 8643 of the Emergency Services Act describes the duties of a governing body during emergencies as follows:
• Ascertain the damage to the jurisdiction and its personnel and property • Reconstitute itself and any subdivisions
• Perform its function in preserving law and order and furnishing local services
3.7.2 ALTERNATE FACILITY
Section 23600 of the California Government Code provides, among other things that:
• The City Council shall designate alternative city seats, which may be located outside city boundaries.
• Real property cannot be purchased for this purpose.
• A resolution designating the alternate city seats must be filed with the Secretary of State.
• Additional sites may be designated subsequent to the original site designations if circumstances warrant.
In the event the primary location is not usable because of emergency conditions, the temporary seat of city government will be as follows:
City of Brea
Emergency Operations Plan
39 First Alternate: Brea Lions Scout House
401 S. Brea Blvd
Second Alternate: Brea Museum and Historical Society
495 S. Brea Blvd
3.7.3 VITAL RECORD RETENTION
• All records are identified in the Retention Schedule. • Records are properly labeled.
• Records can be retrieved, when needed.
• Transportation and movement of City records to an alternate location may be arranged, if necessary.
• Retrieved records are usable and reproducible.
It is the responsibility of Department Heads to identify and store their vital records. These are indicated in Record Retention Schedule in the “vital” column after the record series name. Every record should identify the media option (e.g., Magnetic Media; Microforms; Paper; or Optical Disk, CD-r, DVD-r, and WORM).
3.7.4 ELECTRONIC RECORDS
The City utilizes a virtual infrastructure environment for our electronic documents/data storage. These virtual machines (VMs) and the associated data is backed up locally and is also sent offsite to a cloud data hosting facility on a nightly basis.
To recover records, our IT staff uses the backup systems client interface to recover the data locally, or from the cloud backup. In the event that we need to restore an entire VM, that can also be done by using the backup systems software.
City personnel may not have immediate access to their normal work site and the City’s computers due to:
• The need to assess structural integrity of the building • Toxic contamination
• Crime scene or forensic investigations
• Power failures
• Flooding
• Partial or complete collapse of structures
In several of these cases, such as a hazardous materials incident, access may be denied for several weeks or longer. In the case of a serious earthquake, explosion, or radiological fallout, severe damage may prevent personnel from ever re-entering the building. If not affected by incident, city personnel can use the City’s Disaster Recovery location to continue city business.
City of Brea
Emergency Operations Plan
40 The City of Brea Records Management System is Laserfiche. Laserfiche is a long-term document accessibility and preservation storing system where only one copy of a record is kept in a centralized repository. Not all records are kept in the system at this time.
3.8 TRAINING AND EXERCISES
Brea has a basic philosophy on training and exercises that lies at the foundation of our EOC preparedness. Below are some of the policies that Brea has institutionalized to ensure its readiness:
• Exercises are conducted frequently and in accordance with procedures to ensure people remember what to do and how to perform tasks. In addition, repetitive training is necessary for learning. Personnel cannot be expected to learn something once and retain it.
• Training is provided to more people than we think will be needed to ensure redundancy when certain people cannot respond.
• We take advantage of every activation, including small events, to practice response procedures, train staff, and catch issues and problems before they can become big issues during larger activations.
• All equipment is checked at least once a month to ensure that phones, computers, and other equipment are operational.
• The staff alert and notification system are periodically tested to ensure efficient activation in an actual incident.
3.8.1 TRAINING
All local government staff who may participate in emergencies in the Emergency Operations Center, in Department Operations Centers (DOCs) or at the field level must receive appropriate SEMS, NIMS, and other specialized training as required by SEMS regulations, NIMS policy, or their job function, respectively. Individual departments are responsible for coordinating and executing training or sending employees to attend appropriate training programs. With regard to SEMS and NIMS, a pre- designated list of approved courses has been identified below. SEMS/NIMS training are ongoing to ensure all emergency response personnel are trained in SEMS/NIMS and the EOP. Training is scheduled as needed and to accommodate personnel changes. Specialized training courses (e.g., fire suppression, tactical operations, etc.) for first responders or other City employees are the responsibility of individual departments to identify, develop, and/or execute/attend.
As required by the City of Brea, each department shall coordinate the following NIMS training at relevant levels for emergency personnel:
Entry Level
• FEMA IS-700: NIMS, An Introduction
• ICS-100: Introduction to ICS or equivalent
• Introduction to SEMS (G606)
City of Brea
Emergency Operations Plan
41 First Line, Single Resource, Field Supervisors
• FEMA IS-700: NIMS, An Introduction
• ICS-100: Introduction to ICS or equivalent
• ICS-200: Basic ICS or equivalent
• Introduction to SEMS (G606)
Middle Management: Strike Team Leaders, Division Supervisors, EOC Staff, etc. • FEMA IS-700: NIMS, An Introduction
• FEMA IS-800: National Response Framework
• ICS-100: Introduction to ICS or equivalent
• ICS-200: Basic ICS or equivalent
• ICS-300: Intermediate ICS or equivalent
• Introduction to SEMS(G606)
Command and General Staff; Area, Emergency and EOC Managers • FEMA IS-700: NIMS, An Introduction
• FEMA IS-800: National Response Framework
• ICS-100: Introduction to ICS or equivalent
• ICS-200: Basic ICS or equivalent
• ICS-300: Intermediate ICS or equivalent
• ICS-400: Advanced ICS
• Introduction to SEMS (G606)
As required by the City of Brea, each department shall coordinate the following SEMS training at relevant levels for emergency personnel (some of the SEMS and NIMS training requirements overlap):
City of Brea
Emergency Operations Plan
42 COURSE NAME TARGET
SEMS Introductory Course For all personnel that may become involved in multi- agency or multijurisdictional response at any level.
ICS Orientation IS-100 A general orientation to ICS for personnel working in support roles, and
for off incident personnel who require a
minimum of ICS orientation.
ICS Basic IS-200 Personnel who respond to an incident to assist or support the organization but do
not normally supervise others.
ICS Intermediate IS-300 Personnel who supervise an ICS branch, division, group or unit, or are members of
the Command Staff.
ICS Advanced IS-400 Personnel who will supervise sections; Command Staff; Incident or Area
Commanders, also those who may
assume key agency management roles
over incidents.
SEMS Executive Course Executives, administrators, and policy makers within agencies that are required
Department heads and the Emergency Preparedness Coordinator have the responsibility for documenting SEMS and NIMS training in the City of Brea. Copies of SEMS/NIMS training records are maintained by the Emergency Preparedness Coordinator for verification. Training records will be maintained using the following guidelines:
• An individual training record will be maintained for each person, kept either in his or her personnel file, or in a separate training record file. • The name of each course, instructor, location and date of each course will be identified in the training record.
• The individual training record will be maintained for as long as the person is employed in a position that involves an emergency response role. • Records of personnel involved in an actual emergency will be archived for five years after the close of a disaster or indefinitely.
• Documentation of the agency’s SEMS/NIMS training program, including copies of the training materials used, such as instructor syllabus, lesson plans, student notebook, exercise materials, and tests will be maintained by the department providing the training.
3.8.2 EXERCISES
City-wide, multi-agency, or regional exercises will be conducted at least annually to ensure departments are able to efficiently perform emergency functions and work City of Brea
Emergency Operations Plan
43 together and with external organizations. These larger scale exercises are coordinated by numerous groups, including the Emergency Preparedness Coordinator, the Orange County Emergency Management Division, the Urban Area Working Group, and others.
Exercises are conducted to maintain the readiness of operational procedures. Exercises provide personnel with an opportunity to become thoroughly familiar with relevant procedures, facilities, and systems which will actually be used in emergency situations.
CHAPTER 4 - CONCEPT OF OPERATIONS
4.1 PRINCIPLES OF OPERATION
The goals of emergency management are to:
• Provide effective life safety measures, reduce property loss, and protect the environment.
• Provide for the rapid resumption of impacted businesses and community services. • Provide accurate documentation and records required for cost recovery efforts. • Coordinate resources within the city
• Coordinate mutual aid within the city
4.2 PRIORITIZING OPERATIONS
The priorities that guide decision making within the EOC environment are as follows:
• Stabilizing the emergency
• Saving human lives
• Protecting property
• Restoring essential services
• Providing public information
• Protecting and restoring the environment
• Preserving government
• Providing for the needs of survivors
4.3 DIRECTION, CONTROL, AND COORDINATION
4.3.1 PURPOSE
The Emergency Operations Center (EOC) serves as the centralized point to manage and support overall city response to major disasters. The EOC operates under the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). EOC staff coordinates interdepartmental activity, implements city policy, determines the mission and priorities, engages in long range planning and coordination with outside agencies, and provides direction and authority to act. The EOC serves as the link between the city and outside resources. The EOC also provides the cost recovery efforts for the city by tracking and reporting the personnel, supplies, and equipment used by various departments and agencies during response and recovery efforts.
City of Brea
Emergency Operations Plan
44 Under the SEMS/NIMS, the City has responsibilities at two levels, including the field response and local government levels. At the field response level, all department and agencies will use the Incident Command System (ICS) to standardize the emergency response and report emergency related information to the emergency management organization in the City’s EOC. Communication and coordination between the field and the City EOC takes place through coordination between field units, Department Operation Centers (DOC), and the EOC, with information flowing up through DOCs to the EOC and operational direction flowing back down. The Brea EOC reports to the Orange County Operational Area (OA).
The City of Brea is responsible for coordinating with other local governments, the field response level and the Operational Area, and for providing mutual aid within its capabilities.
4.3.2 LOCATION OF PRIMARY AND ALTERNATE EOC’S
The locations of the primary and alternate EOCs are identified within this plan. The EOC is the responsibility of the Emergency Preparedness Coordinator and includes maintaining the operational readiness of the primary EOC. The Emergency Preparedness Coordinator will provide guidance to the managers of alternate EOC facilities related to maintaining the operational readiness of those facilities. An alternate EOC will be activated only when the primary EOC is damaged, inaccessible, and/or if evacuation of EOC staff members becomes necessary. When the use of an alternate EOC site becomes necessary, those occupying the primary EOC will be asked to relocate to the alternate EOC site. If the primary EOC is unusable before its activation, staff members will be asked to report directly to an alternate EOC site.
The EOC Logistics Section will arrange for relocation of EOC staff members to the alternate EOC. The Director of Emergency Services (DES) will transfer direction and control authority from the primary EOC to an alternate EOC when necessary. All EOC Section Chiefs will advise their emergency response field forces of the transition to the alternate EOC. As many supplies as possible will be transferred from the primary EOC to the alternate EOC. The operational capabilities of the alternate EOC will be similar to those of the Primary EOC. The primary location of the EOC is a designated site at the Brea Civic & Cultural Center, 1 Civic Center Circle, but may be in another site (including mobile) as determined by the Director of Emergency Services. The anticipated EOC locations are as follows:
1. Primary EOC EOC/FIRE ADMIN
Brea Civic & Cultural Center
1 Civic Center Circle
Brea, CA 92821
City of Brea
Emergency Operations Plan
45 4.3.3 ACTIVATION AND NOTIFICATION
EOC activation should be considered whenever one or more of the following apply to an incident:
• The response of two or more City agencies is required – outside of normal operating procedures
• There is a possibility the incident will escalate
• There is a possibility that the City’s resources may be overtaxed and/or exhausted, requiring the activation of mutual aid
• The anticipated duration of the incident is greater than 8 hours • The number of involved agencies, departments, and/or organizations may require a centralized coordination location
• Protective and/or response measures being implemented are of significant magnitude
• There is a possibility for the involvement of external (from outside the City) agencies/organizations in the response
• Any incident which requires an evacuation that requires the use of shelters.
The EOC may be activated when:
• An impending or declared State of War emergency exists • An earthquake causing widespread damage occurs
• In the event of local dam or reservoir failure or other flooding condition Examples of situations which may occur that could prompt an EOC activation are:
• Civil disturbance
• Terrorist activity or threat
• Major industrial accident
• Hazardous materials or transportation spill
• Epidemic or Pandemic
• Earthquake
• Fire
• Flood
• Systems failure
2. Secondary EOC Brea City Service Center
545 N. Berry St.
Brea, CA 92821
(714)990-7691
City of Brea
Emergency Operations Plan
46 The Director of Emergency Services, or his/her designee, orders the mobilization of the City’s emergency response as required to provide for increased readiness in event of the threatened existence of an emergency and prior to the activation of this plan.
The Director of Emergency Services is the primary individual responsible for activation, however the following are also authorized to activate the EOC:
Fire Chief or designee
Police Chief or designee
Emergency Preparedness Coordinator
Public Works Director or designee
Police Watch Commander
Fire Battalion Chief
4.3.4 LEVELS OF ACTIVATION
EOC Level 3 Activation (Low)
This is the minimum activation level of the EOC. This level is considered to be a monitoring/alert/watch phase.
• A minor to moderate incident for which local resources are adequate and available. • A Local Emergency may or may not be proclaimed.
• Off-duty personnel may be recalled.
The following EOC positions will be automatically staffed and appropriate personnel recalled via AlertOC:
• Director of Emergency Services
• EOC Director
• Public Information Officer/Emergency Information Hotline • Liaison Officer
• EOC Coordinator
• Operations Section Chief
• Planning Section Chief
• Finance & Administration Section Chief
• Logistics Section Chief
• Technical Specialists
City of Brea
Emergency Operations Plan
47 City of Brea
Emergency Operations Plan
48 EOC Level 2 Activation (Partial)
• A moderate to severe emergency for which local resources are not adequate and mutual aid may be required on a regional or even statewide basis. • Key management level personnel from the principal agencies will relocate to the EOC to provide jurisdictional or multi-jurisdictional coordination. • After providing the Policy Group, Management, and General Staff with an incident briefing, the Director of Emergency Services may choose to de- activate the EOC and release emergency management staff while maintaining contact via phone, or another method of communication, or may activate to a Level 1. • Off-duty personnel may be recalled.
• A Local Emergency may be proclaimed and State of Emergency may be proclaimed.
The following EOC positions will be automatically staffed and appropriate personnel recalled via AlertOC during Level 2 activation:
• Director of Emergency Services (City Manager)
• EOC Coordinator
• Public Information Officer/Public Inquiry Line
• Liaison Officer
• EOC Manager
• Operations Section Chief
• Planning Section Chief
• Logistics Section Chief
• Finance & Administration Section Chief
• Technical Specialists (as identified by the DES or EOC Director if necessary) • Branch Directors/Unit Leaders (as identified by the DES or EOC Director if necessary)
City of Brea
Emergency Operations Plan
49 City of Brea
Emergency Operations Plan
50 EOC Level 1 Activation (Full)
• A major local or regional disaster where resources in or near the impacted area are overwhelmed and extensive state or federal resources are required. • The EOC would be fully activated and EOC positions filled as needed. • A Local Emergency will be proclaimed.
• A State of Emergency and a Presidential Declaration of an Emergency or Major Disaster may be proclaimed and/or requested, respectively. • All response and early recovery activities will be directed from the EOC. • Off-duty personnel will be recalled as needed.
All Brea EOC positions as required by the event/situation will be automatically staffed and appropriate personnel recalled via AlertOC during a Level 1 activation.
City of Brea
Emergency Operations Plan
51 City of Brea
Emergency Operations Plan
52 4.4 INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION Prior to the EOC being activated the City of Brea can directly receive alert and warning notifications from several sources such as, the State Warning Center, the National Weather Service and city/county departments and agencies, as well as the public media.
The Emergency Preparedness Coordinator has the responsibility to collect and disseminate these notifications based upon current plans and procedures.
Upon activation of the EOC, the Planning and Intelligence Section will be responsible for gathering timely, accurate, accessible and consistent intelligence during an emergency.
EOC Action Plans (EAP) will be utilized to create a common operating picture and be used to adjust the operational goals, priorities and strategies.
4.4.1 EOC ACTION PLANNING
Action planning is an important management tool that provides responding personnel with knowledge of the objectives to be achieved and the steps required for achievement.
Action plans provide direction to responders and provide a basis for measuring achievement of objectives and overall system performance. Action planning involves two essential elements:
• A process for identifying priorities and objectives for emergency efforts. • Determining specific tasks, assignments and resources required to meet the objectives.
Action plans are developed for a specified operational period, which may range from a few hours at the start of an event or an event of short duration, to multiple days as an event stabilizes and response transitions to recovery. Operational periods frequently correspond to shift changes, but are not required to. The typical operational period is 12 hours, but specifically may be determined by:
• Establishing and prioritizing the actions that need to be taken, • Assessing the resources available to perform the actions, • Determining what actions the available resources can accomplish before requiring shift change, rest, resupply or other transition There are two kinds of Action Plans—Incident Action Plans in the field and EOC Action Plans in the EOC. The format and content for action plans at the incident level and EOC level will vary but the process for developing action plans is similar.
Incident Action Plans (Field Level)
At the field level, action plans developed for use at incident scenes are called Incident Action Plans (IAPs). Incident Action Plans are required for each operational period and may be verbal or written. Written Incident Action Plans are recommended for complex incidents, multi-agency or multi-jurisdictional incidents or long-term incidents with operational periods and shift changes.
City of Brea
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53 Specific ICS forms are used to prepare written Incident Action Plans. The format for an Incident Action Plan generally includes these elements:
• Incident scenario or briefing
• Incident objectives and priorities.
• Primary and alternative strategies to achieve incident objectives. • Specific tactics appropriate to the selected strategy. • The kinds and number of resources to be assigned (determined by the tactics to be used).
• The operational organization needed to accomplish the strategy and tactics, including the support organization of logistical, planning and finance/administration functions.
• A communication plan.
• Other supporting documentation needed (an incident map, key facilities, safety messages, medical support plan, weather reports, etc.)
EOC Action Plans (EOC Level)
The primary focus of the EOC Action Plan is on jurisdictional issues. The plan sets overall objectives for the City and establishes priorities as determined by the Director of Emergency Services/EOC Director and EOC Section Chiefs, focusing on supporting response operations in the field and restoring and maintaining City functions and services.
It can include mission assignments to City departments; provide policy and cost constraints; provide for inter-agency/interjurisdictional coordination; and support public information and messaging. The EOC Action Plan becomes an essential input to developing objectives and task assignments for City departments and agencies.
The EOC Planning & Intelligence Section is primarily responsible for developing the action plan and facilitating action planning meetings, although all EOC sections contribute to the plan. Action planning at the EOC level also uses operational periods. The length of the operational period for the EOC is determined by first establishing a set of objectives and priority actions that need to be performed, and then establishing a reasonable time frame for accomplishing those actions with the resources available.
EOC Action Plans should not be complex or require a time-consuming process. The initial EOC Action Plan may be a verbal plan put together immediately after EOC activation.
Once the EOC is fully activated, EOC Action Plans should be written. The format may be simpler than IAPs at the field level, but the EOC Action Plan generally covers the same elements:
• Incident scenario or briefing
• Listing of priorities and objectives to be accomplished. • Strategies to achieve the incident objectives.
• Assignments, actions and resources necessary to implement the strategies. • Operational period to accomplish the actions.
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54 • Organizational elements to be activated to support the assignments. Later EOC Action Plans may list organizational elements to be deactivated during or at the end of the period.
• A communication plan.
• Other supporting documentation needed (incident map, key facilities, safety messages, medical support plan, weather reports, etc.)
Action planning in the EOC follows a specific process that repeats in a cycle for each operational period throughout the duration of the emergency. This cycle, called the “Planning P”, is depicted in below:
City of Brea
Emergency Operations Plan
55 The Planning P consists of 10 planning steps arranged into five phases. These phases and steps are:
• Phase 1 - Understand the Situation
o Step 1 - Incident Occurs
o Step 2 - EOC Activation
o Step 3 - Initial Briefing
• Phase 2 - Establish Incident Objectives
o Step 4 - Objectives and Policies Meeting
• Phase 3 - Develop the Plan
o Step 5 - Resource Meeting / Determine EOC Resource Needs • Phase 4 - Prepare and Disseminate the Plan
o Step 6 - Planning Meeting / Validate Objectives and Resources o Step 7 - Compile and Assemble the Plan
o Step 8 - Approve and Distribute the Plan
• Phase 5 - Execute, Evaluate and Revise the Plan
o Step 9 - EOC Staff Briefing
o Step 10 - Operational Period Begins
Phase 1 (Steps 1-3), represented by the leg of the P, is the Initial Response to the emergency and is only performed once at the onset of the event. For each additional operational period, this phase drops off and phases 2-5 repeat in a “Planning O” cycle.
4.5 EMERGENCY ORGANIZATION OVERVIEW
The California Emergency Services Act requires the City of Brea to manage and coordinate the overall emergency response and recovery activities within its jurisdiction.
During disasters, it is required to coordinate emergency operations with the Orange County Operational Area (OA) and, in some instances, other local governments.
Under the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS), the city has responsibilities at two levels: the field response and local government levels. At the field response level, all departments and agencies will use the Incident Command System (ICS) and NIMS to standardize the Emergency response and report emergency-related information to their respective Department Operation Centers (DOCs) and/or the emergency management organization in the City Emergency Operations Center (EOC).
The City EOC manages the overall city response to major disasters and coordinates interdepartmental activities, implements city policy, determines the mission and priorities, and provides direction and the authority to act. The EOC engages in long-range planning and coordination with outside agencies. The EOC is also the source of information coordination for dissemination to the public, and provides support for cost recovery efforts for the city by tracking and reporting the personnel, supplies, and equipment used by the various city departments.
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56 The City EOC shares information and passes requests to the OA EOC, which is managed by the Orange County Sheriff’s Department Emergency Management Division. The OA EOC shares information and passes requests to the California Office of Emergency Services (Cal OES) Regional Emergency Operations Center (REOC). California is divided into 6 Regions. Area is in Region I, which includes Orange, Los Angeles, Ventura, Santa Barbara, and San Luis Obispo Counties. The Region I REOC is located in Los Alamitos.
Any communications method available will be used to communicate and share information between operational elements – field incident command posts, DOCs, City EOC, OA, State Cal OES, and other jurisdictions. These methods include radio, cellular phone, telephone, fax, or WebEOC®.
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57 Cal OES Administrative, Law Enforcement/Coroner, and Fire & Rescue Regions City of Brea
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58 4.5.1 EMERGENCY ORGANIZATION FUNCTION AND CONCEPTS
Organization Flexibility- Modular Organization
The five essential SEMS functions are established as “sections” within the Brea EOC. All other functions will be organized as branches, groups, or units within sections. The activated functions and their relationship to one another will depend upon the size and nature of the incident. Only those functional elements that are required to meet current objectives will be activated. Those functions that are needed but not staffed will be the responsibility of the next higher element in the organization.
Management of Personnel- Unity of Command/Span of Control Each activated function will have only one person in charge of it (unity of command), but a supervisor may be in charge of more than one functional element. Every individual will have only one supervisor to eliminate any potential for conflicts/confusion among supervisors, and each supervisor will be responsible for no more than seven persons/ functions, with the ideal span of control being three to five.
Brea EOC Section Chiefs for Operations, Planning/Intelligence, Logistics, and Finance/ Administration constitute the EOC General Staff. The General Staff are responsible for:
• Overseeing the internal functioning of their section, and • Interacting with each other, the DES, EOC Director, and other entities within the Brea EOC to ensure the effective functioning of the EOC organization.
Unified Command/Area Command Concepts
Unified Command (UC) is an ICS application used when more than one agency has incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the UC, often the senior person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and strategies and a single Incident Action Plan (IAP) (e.g., EOC, Field, etc.). This is accomplished without losing or abdicating agency authority, autonomy, responsibility, or accountability.
This occurs most frequently at the field level, in large-scale events, that involve more than one jurisdiction.
An Area Command is an organization established to oversee the management of multiple incidents that are each being handled by an ICS organization, or to oversee the management of large or multiple incidents to which several Incident Management Teams have been assigned. The Area Command has the responsibility to set overall strategy and priorities, allocate critical resources according to priorities, ensure that incidents are properly managed, and ensure that objectives are met and strategies followed. Area Command becomes Unified Area Command when the multiple incidents under the control of the Area Command are multi-jurisdictional. Area Commands are typically established at EOCs or some location other than an incident command post.
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59 The Brea EOC could become a Unified Command depending on the situation and the types of disciplines requiring involvement in the coordination of response activities.
Typically, the EOC does not serve as an Area Command; however, it is an option based on the flexible nature of ICS and the given situation. Brea may also be integrated into a UC or Area Command established in another jurisdiction during an incident in which it is involved in.
Multi-Agency and Organizational Level Coordination
An integral part of SEMS is the use of multi/inter-agency coordination. Within the context of SEMS, this involves prioritizing and assigning resources, handling competing demands, and maximizing resources amongst numerous response organizations, disciplines, and levels.
4.5.2 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 are provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation. The basis for the system is the California Disaster and Civil Defense Master Mutual Aid Agreement as provided for in the California Emergency Services Act. This Agreement was developed in 1950 and has been adopted by the state, all 58 counties and most incorporated cities in the State of California. The Master Mutual Aid Agreement creates a formal structure wherein each jurisdiction retains control of its own facilities, personnel and resources, but may also receive or render assistance to other jurisdictions within the state. State government is obligated to provide available resources to assist local jurisdictions in emergencies.
4.5.3 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.
Mutual aid coordinators may function from an Emergency Operations Center (EOC), their normal departmental location or other locations depending on the circumstances. Some incidents require mutual aid but do not necessitate activation of the affected local government or operational area EOC because of the incident's limited impacts. In such cases, mutual aid coordinators typically handle requests from their normal work location.
When EOCs are activated, all activated, discipline-specific mutual aid systems should establish coordination and communications with the EOCs as follows:
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60 • When an OA EOC is activated, operational area mutual aid system representatives should be at the OA EOC to facilitate coordination and information flow. • When a state Cal OES or regional EOC (REOC) is activated, regional mutual aid coordinators should have representatives in the REOC unless it is mutually agreed that effective coordination can be accomplished through telecommunications. • State agencies may be requested to send representatives to the REOC to assist Cal OES regional staff in handling mutual aid requests for disciplines or functions that do not have designated mutual aid coordinators.
• When the State Operations Center (SOC) is activated, state agencies with mutual aid coordination responsibilities will be requested to send representatives to the SOC.
Discipline-Specific Mutual Aid System
The statewide mutual aid system includes several discipline-specific mutual aid systems, such as fire and rescue, law, medical, emergency management, and public works. These systems work through local government, operational areas, regional, and state levels consistent with the SEMS/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.
California Mutual Aid regions are established under the Emergency Services Act by the Governor. Six mutual aid regions numbered I-VI have been established within California.
The City of Brea is located in Region I.
4.5.4 BREA MUTUAL AID STRUCTURE
Brea Fire Department
Brea Fire has a Mutual Aid Agreement under the State of California Emergency Management Agency Mutual Aid Plan. Brea is in Mutual Aid Region I. All Brea Fire Department requests for additional resources would be initiated by the Brea Incident Commander to Fire Dispatch, who would contact the Region l Coordinator. If the Region 1 Coordinator was unable to comply with requests the Coordinator would search all other Areas in Region 1 for the resources requested. If that proved unsuccessful, the Coordinator would contact the other Regions until the resources were acquired.
Brea Police Department
California’s Law Enforcement Mutual Aid Plan was formulated in the early 1950's and enacted into law as part of the Government Code in 1970. One of the most important features of the Law Enforcement Mutual Aid Plan is the role of the requesting law enforcement official. Operational responsibility remains with the requestor. All of Brea’s requests for additional resources will be initiated by the Police Watch Commander, who will request assistance from the Orange County Sheriff’s Department. Brea is in Law Enforcement and Coroner Mutual Aid Region I.
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61 Emergency Managers Mutual Aid (EMMA)
This statewide plan allows for rapid deployment of skilled Emergency Managers and Coordinators from various jurisdictions in the State of California to aid other jurisdictions impacted by disaster. The EMMA Plan was approved by the California Emergency Council on November 21, 1997. The Plan is consistent with the Natural Disaster Assistance Act and the California Emergency Services Act.
Emergency Management Assistance Compact (EMAC)
The Emergency Management Assistance Compact (EMAC), is a congressionally-ratified organization that provides form and structure to interstate mutual aid. Through EMAC, a disaster- impacted state can request and receive assistance from other member states quickly and efficiently, resolving two key issues upfront: liability and reimbursement.
Volunteer and Private Agencies
Volunteer agencies and private agencies may participate in the mutual aid system along with governmental agencies. 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. The American Red Cross may have liaisons assigned to the Brea EOC. Community Emergency Response Teams (CERT) and Radio Amateur Civil Emergency Services (RACES) are two volunteer organizations that provide support and emergency communications and may have liaisons assigned to the EOC.
Business and industry in the private sector own or have access to substantial response and support resources. Community Based Organizations (CBOs), or Non-Governmental organizations (NGOS) provide valuable resources before, during, and after a disaster.
These resources can be effective assets at any level. Some private agencies have established mutual aid arrangements to assist other private agencies within their functional areas. For example, electric and gas utilities have mutual aid agreements within their industry and have established procedures for coordinating with governmental EOCs.
Mutual aid arrangements may include both governmental and private agencies.
Mutual aid system representatives at the Brea EOC may be located in various functional elements (sections, branches, groups or units) or serve as an agency representative, depending on the incident and the extent to which the EOC is activated.
4.5.5 BREA MUTUAL AID POLICY
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 levels. Within Orange County, the 800 MHz communications system is used by all Orange County agencies.
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Emergency Operations Plan
62 The City of Brea will make mutual aid requests through the Orange County Operational Area. 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
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
• Emergency Managers Mutual Aid (EMMA)
• Southern California Public Works Mutual Aid Statewide • Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93- 288, as amended) for federal support to state and local disaster activities
4.6 EVACUATIONS
Brea faces a broad spectrum of hazards and threats that may warrant evacuation orders to protect life. Most of these hazards have the likelihood to occur with little to no advance notice. While large scale incidents that require significant evacuations are less likely to occur, small to moderate scale incidents are more likely to affect a portion of the population at any given time and will likely require coordination and support. The hazards that create the most risk for moderate to large-scale evacuations include, but are not limited to the following:
• Wildfires
• Flood/Debris Flow
• Earthquake
• Domestic/International Terrorism Incidents
Evacuations should remain a last resort option to protect life. In some cases, sheltering in place may be a more appropriate protective measure.
When a decision is made by Unified Incident Command that evacuation of the community is necessary, the official(s) issuing an evacuation order needs to establish a clearly understandable evacuation area to the public. This information shall be provided (as soon as it is issued) to the local/City Emergency Manager or EOC and the Operations Section by a representative in the field, for rapid dissemination through all appropriate means.
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Emergency Operations Plan
63 The city of Brea uses the terms Evacuation Order for imminent threats and Evacuation Warning for impending threats. A common terminology approach will be implemented during evacuation orders amongst the affected jurisdictions in alignment with the National Incident Management System (NIMS) to reduce confusion and keep responses consistent across all agencies.
The city (effective January 1, 2026) is required to designate procedures for the rescue of a pet, as defined, from an area subject to an evacuation order, subject to approval by the Incident Commander in coordination with Emergency Management, that at the time of the evacuation the pet’s owner believed to be alive. The city is to establish timelines or conditions in which rescues can occur as safely as possible. Nothing in these provisions is to be construed to grant any person the absolute right to reenter an evacuation zone, and would require all reentry to be subject to incident conditions and approval by the designated Incident Commander in coordination with Emergency Management. The city is required to designate a person or entity for a person with a residence in an area subject to an evacuation order to call if the person needs information regarding pets during an evacuation, as specified. The city needs to make available to the public by posting on its internet website, among other things, contact information for the above-described person or entity designated to provide information regarding evacuating pets during an evacuation.
*See Evacuation Annex for more detailed information.
4.7 MASS CARE AND SHELTER
The Emergency Operations Center (EOC) or a Department Operations Center (DOC) may request activation of a shelter to support displaced residents or visitors after a disaster or other emergency. Additionally, American Red Cross may request activation of a shelter in response to a community-generated need or outside of the city emergency.
The City of Brea and surrounding jurisdictions have pre-identified locations that have been surveyed and vetted by the ARC to ensure they fit the needs of a shelter. These locations include city owned facilities, private property, as well as public and private schools. The owner of the shelter location being considered should be included in the decision-making process. The determination of the shelter location will be based on numerous factors including the safety of the structure and availability. A shelter location is not the designated shelter location until approved by the American Red Cross and/or the City Manager.
Factors that will be considered may include:
• The scope and size of the hazard, including potential for expansion. • The scope, size and demographics of the impacted population. • The anticipated length of time in which shelter operations will last. • The proximity of facility to the affected areas and populations.
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64 • The availability of the site and authorization from the site’s point of contact. • Accessibility of the site, transportation and any accessibility issues to address. • Shelter locations non-disaster uses i.e. school in session, events pre-booked at the Brea Community Center.
If the city’s Emergency Operations Center is activated, the decision to open a shelter will be made in close coordination with the Operations Section/Care and Shelter Branch.
If the city’s Emergency Operations Center is not activated, the decision to open a shelter will be made in close relationship with the Emergency Operations Center Coordinator and the Community Services Director, or designee.
The overall objectives of establishing a shelter include:
• Provide food, shelter or temporary housing, first aid, child care and other basic necessities of life for displaced residents and visitors. • Provide food, shelter or temporary housing, first aid and other basic necessities of life on a mass care basis until other resources are available to individuals who were unable to care for themselves as a result of a disaster. • Designate an area for pets and food.
• Coordinate activation, operation and support of shelters with the American Red Cross (ARC).
If shelters are open for human evacuees, the city must provide a minimum of one human shelter location that will accommodate persons with pets (in addition to service animals) in accordance with AB781 (2024). Additionally, whenever the city designates any number of cooling centers, it shall, to the extent practical, designate at least one cooling center, as applicable that can accommodate persons with pets. Pets are defined as domesticated animals, such as a dog or cat, that are commonly kept in the home for pleasure rather than for commercial purposes.
Animals housed at co-sheltering sites should be housed indoors in temperature-controlled rooms to avoid both animals and volunteers from being exposed to high/low temperatures, poor air quality, etc. Public information regarding shelters should include information on if the shelter site will accept pets. Service animals are always allowed. *See Care and Shelter Plan for more detailed information.
4.8 EOC ORGANIZATION AND RESPONSIBILITIES
This section describes the organization of the Brea EOC and includes clear descriptions of each position’s roles and responsibilities, as well as the identification of those organizations and/or individuals responsible for staffing each position or serving as a successor/alternate.
The requirement to use NIMS/SEMS/ICS includes fulfilling the management and coordination role of local government, and providing for the five essential functions:
City of Brea
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65 Management, Operations, Planning/Intelligence, Logistics and Finance/Administration. In an emergency situation requiring activation of the EOC, an emergency requiring response by more than one Department/Agency (whether or not the EOC is activated), or in cases where a Local Emergency, State of Emergency, or State of War Emergency is proclaimed, the command relationships described in this section will apply. The Brea EOC organization chart illustrates the City EOC’s organizational structure on the next page.
It is important to note that the organizational structure described in this section describes Brea’s ultimate capability and full staffing of all potential positions. Because of the flexible, modular nature of ICS it will be rare that every position and organizational element identified in this section will be active simultaneously. The incident will define which elements need to be staffed. In addition, it may be discovered that one element of the organization can manage the responsibilities of those elements under it. For example, the Finance/Administration Section Chief may be able to handle the responsibilities of the Procurement, and Time/Cost Units. In that case, the supporting Units will not be staffed, but the Finance/Administration Section Chief will have responsibility for performing the functions of those Units if necessary. If the organization is not fully expanded, then supervisory positions are responsible for performing the functions of the unstaffed Units, Groups, Branches, and/or Sections (as applicable) they oversee.
The City of Brea’s Emergency Management Organization is comprised of the City’s departments and agencies and may be expanded to include other stakeholders as necessary.
4.8.1 MANAGEMENT SECTION
In an Incident Command organization, the Management Staff consists of the Director of Emergency Services, an EOC Director, and various special staff positions and/or groups.
The Command Staff element (the term “Command” is used in the field; “Management” is used in the EOC) is provided through special staff positions and groups that are specifically designated, report directly to the DES or EOC Director, and are assigned responsibility for key activities that are not a part of the ICS General Staff functional elements. The special staff positions and groups pre-identified for the Brea EOC are: (1) Policy Group, (2) Public Information Officer, (4) Safety Officer, (5) Liaison Officer, and (6) EOC Security Officer and (7) EOC Coordinator.
DIRECTOR OF EMERGENCY SERVICES
The emergency management staff operates from the EOC and is directed by the City Manager, or designee, who serves as the Director of Emergency Services (DES). The DES is responsible to the City Council and Disaster Council per Brea Ordinance 0588.
The Director of Emergency Services has the authority to direct all EOC activity and is responsible for the City’s overall emergency management policy and coordination.
Responsibilities:
• Serve as the Director of Emergency Services for the City of Brea.
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66 • Make executive decisions based on policies of the City Council. • Develop and issue rules, regulations, proclamations and orders. • Establish the appropriate level of organization, and continuously monitor the effectiveness of that organization. Make changes as required. • Exercise overall management responsibility for the coordination of the response efforts within the affected area. In conjunction with the Management and General Staff, set priorities for response efforts, and ensure that all agency actions are accomplished within the priorities established.
• Ensure that multi-agency or inter-agency coordination is accomplished effectively within the EOC.
• Support and coordinate a multi-agency disaster response including federal, state, regional and outside agency resources.
• With assistance provided by the EOC:
o Operates communications and warning systems.
o Provides information and guidance to the public.
o Maintains information on the status of resources, services, and operations.
o Identifies and analyzes potential hazards and recommend appropriate countermeasures.
o Collects, evaluates, and disseminates damage assessment and other essential information.
o Provides status and other reports to the Orange County Operational Area.
Assignment of Primary Responsibility:
The City Council has appointed the City Manager as the Director of Emergency Services per Brea Ordinance 0588 (City of Brea Emergency Plan).
Position Successors:
A successor to the position of Director of Emergency Services is appointed by the City Council. Should the director be unavailable or unable to serve, the positions listed below, in order, shall act as the Director of Emergency Services. Should these positions be unavailable or unable to serve, the individuals who hold permanent appointments to the following positions in the City will automatically serve as Acting Director in the order shown. The individual who serves as Acting Director shall have the authority and powers of the Director, and will serve until the Director is again able to serve, or until a successor has been appointed by the City Council.
First: Assistant City Manager
Second: Fire Chief
Third: Police Chief
Fourth: Public Works Director
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67 POLICY GROUP
Proclaim and/or ratify a local emergency, approve emergency orders and serve as City Officials. Policy issues that may need to be addressed during activation may include; crisis communication issues, declarations, restrictions, contingency funding, donations/ volunteer management, restoration, resource allocation and response and recovery priorities, etc.
The Policy Group will operate from the City Manager’s Conference Room to ensure confidentiality during discussions. The Emergency Services Director will ensure communications between the EOC and the Policy Group are maintained throughout the entire activation.
The Director of Emergency Services will consider implications of the disaster and communicate with the Policy Group especially in relation to coordination for response and recovery efforts, and especially legal issues.
Responsibilities:
• Establishes basic policies which govern the manner and means in which the City will respond to an actual and/or perceived disaster.
• Provides support to the Director of Emergency Services (DES). • Acts as advisors and furnish the Emergency Operations Manager with critical data to view the incident from different perspectives.
• Assists in making executive decisions based on policies of the City Council. • Assists the DES in the development of rules, regulations, proclamations and orders.
The Policy Group consists of the following members:
• City Manager (Director of Emergency Services)
• Assistant City Manager
• City Attorney
• Risk Manager
• Fire Chief
• Police Chief
• Public Works Director
• Affected Department Heads (as appropriate)
The Director of Emergency Services (City Manager) serves as the Chairperson of the Policy Group.
EOC DIRECTOR
An EOC Director is assigned to the City’s Emergency Operations Center as the citywide commander of all emergency response forces. Although the Director of Emergency City of Brea
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68 Services has legal obligation and ultimate authority to control response operations, it is generally accepted that the EOC Director conceives strategic objectives and response strategies, and implements response measures. The Brea response environment is one built on collaboration, full and complete understanding, and use of a common operating picture. Therefore, the EOC Director is provided advice from the Policy Group and seeks approval/validation for response strategies and objectives through the DES and Policy Group.
Responsibilities
• Report to the Director of Emergency Services for the City of Brea. • Implement executive decisions based on policies of the Director of Emergency Services and the City Council.
• Establish the appropriate level of the EOC organization, and continuously monitor the effectiveness of that organization.
• Make changes as required.
• Be prepared to form additional branches/groups/units as dictated by the situation • Exercise overall management responsibility for the coordination of the response efforts within the affected area.
• In conjunction with Management and the General Staff, develop priorities for response efforts, and ensure that all agency actions are accomplished within the priorities established
• Directs all other departments and city resources in a disaster operation. • Approves the EOC Action Plan and ensures all requests for action are completed. • Ensure that multi-agency or inter-agency coordination is accomplished effectively within the EOC.
• Coordinate with Agency Representatives assigned to the EOC and handle requests from other agencies for sending liaison personnel to other EOCs • Support and coordinate a multi-agency disaster response including federal, state, regional and outside agency resources.
Assignment of Primary Responsibility:
The type of incident will determine whether staffing for the position of EOC Director will be the Fire Chief, Police Chief, the Public Works Director, or a Unified Command. The lead city department during a disaster shall be the department normally in charge of the response efforts for the specific incident, such as the Police Department, Fire Department, or Public Works. The figure below identifies which individual(s) has/have primary responsibility for the role of Emergency Operations Manager or serve as joint EOC Directors in a Unified Command in various situations:
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69 EOC Director Assignment
Type of Emergency EOC Director Unified Command
Aircraft Accident Fire Chief/Police Chief
Civil Disturbance Police Chief
Earthquake Fire Chief/Police Chief
Tsunami Fire Chief/Police Chief
Epidemic/Pandemic Fire Chief
Flood/Dam Failure Fire Chief
HazMat Incident Fire Chief
Industrial Accident Fire Chief
Major Oil Spill Fire Chief
Radiological Incident Fire Chief
Severe Weather Fire Chief
State of War Police Chief
Storm/Drain/Sewer
Discharge
Fire Chief/Public Works
Director
Terrorism/Bomb Threat Police Chief
Traffic/Transportation
Accident
Police Chief
Urban/Wildland Fire Fire Chief
Debris Management Fire Chief/Police
Chief/Public Works
Director
Utilities Disruption/
Emergency
Fire Chief/Police
Chief/Public Works
Director
LIAISON
The Liaison Officer serves as the point of contact for Agency Representatives from assisting organizations and agencies outside the city government structure; aids in coordinating the efforts of these outside agencies to reduce the risk of their operating independently. Any state and/or federal emergency official should contact the field or EOC Liaison Officer to ensure continuity of operations.
Multi-agency or inter-agency coordination is defined as the participation of agencies and disciplines involved at any level of the SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.
Responsibilities:
• Coordinate with Agency Representatives assigned to the EOC and handle requests from other agencies for sending liaison personnel to other EOCs.
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70 • Function as a central location for incoming Agency Representatives, provide work space and arrange for support as necessary.
• Interact with other sections and branches/groups/units within the EOC to obtain information, assist in coordination and ensure the proper flow of information. • Ensure that all developed guidelines, directives, action plans and appropriate situation information is disseminated to Agency Representatives. • Acts as a point of contact for the following types of agencies/external organizations:
o American Red Cross
o Businesses
o Cal OES
o FEMA
o Hospitals
o OC Health Care Agency
o Orange County Animal Control
o Orange County Operational Area
o Salvation Army
o School Districts Other
Assignment of Primary Responsibility:
Economic Development Manager
PUBLIC INFORMATION OFFICER
Ensure that information support is provided on request; that information released is consistent, accurate, and timely and that appropriate information is provided to all required agencies.
Responsibilities:
• Serve as the dissemination point for all media releases within the affected area.
Other agencies wishing to release information to the public should coordinate through the Public Information function.
• Assist the Planning and Intelligence Section with the monitoring and maintenance of the EOC Status boards to ensure timely and consistent information is presented. • Coordinate as necessary to ensure that the public within the affected area receives complete, accurate, timely, and consistent information about lifesaving procedures, health preservation instructions, emergency status and other information, and relief programs and services. Information released should be posted in the EOC.
• Review and coordinate all related public information and media releases, including dissemination of emergency information to city departments to keep employees apprised of the situation.
City of Brea
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71 • Follow the Joint Information System (JIS) protocols, which include protocols for the Joint Information Center (JIC).
• If an Orange County Operational Area JIC is activated, ensure that the City’s public information efforts are coordinated with the JIC as appropriate.
Assignment of Primary Responsibility:
Management Services, Communications and Marketing Manager
EMERGENCY OPERATIONS CENTER (EOC) COORDINATOR
Facilitate the overall functioning of the EOC, coordinate with other agencies and SEMS levels and serve as a resource to the Emergency Services Director and/or the EOC Director.
Serve as the point of contact for Agency Representatives from assisting organizations and agencies outside the city government structure; aid in coordinating the efforts of these outside agencies to reduce the risk of their operating independently. Any state and/or federal emergency official should contact the Liaison Officer to ensure continuity of operations.
Responsibilities:
• Ensures physical set-up for and staffing of support staff in the City EOC. • Activates a WebEOC® event log if not already done so. • Works with the Situation and Resource Status Units and other Sections to ensure up-to-date information is posted to WebEOC® and other information sharing boards/systems.
• Manages or assigns someone to manage WebEOC®.
• Directs and coordinates EOC support staff/personnel.
• Interacts with other sections and branches/groups/units within the EOC to obtain information to assist in coordination and ensure the proper flow of information. • Ensures that the EOC remains administratively functional by coordinating facility needs such as feeding, cleaning, and equipping.
• Coordinates the servicing of or repairs to equipment, systems, and software. • Restocks supplies.
Assignment of Primary Responsibility:
Emergency Preparedness Coordinator
City of Brea
Emergency Operations Plan
72 SAFETY OFFICER
Identify and mitigate safety hazards and situations of potential City liability during EOC operations and ensure a safe working environment in the EOC.
Responsibilities:
• Ensures all emergency response personnel follow and demonstrate appropriate safety precautions during an emergency.
• Ensures that all facilities used in support of EOC operations have healthy and safe operating conditions.
• Ensures that all facilities meet Americans with Disabilities Act (ADA) requirements. • Identifies hazardous situations associated with the incident. • Reviews the EOC Action Plan for safety implications and provides safety messages in the EOC Action Plan.
• Exercises emergency authority to stop any activity deemed unsafe and/o prevent unsafe acts.
• Identifies and mitigates safety hazards and situations of potential City liability. • Investigates accidents that have occurred within the incident area or at sites/facilities supporting response operations.
Assignment of Primary Responsibility:
Fire Marshal
SECURITY OFFICER
Responsibilities:
• Provides 24-hour security for EOC facilities.
• Controls personnel access to facilities in accordance with policies established by the Director of Emergency Services and/or Emergency Operations Manager. • Checks identification of EOC staff and visitors.
• Manages personnel sign in upon arrival and sign out when leaving the EOC facility.
Assignment of Primary Responsibility:
Brea Police Department Officer
City of Brea
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73 4.8.2 OPERATIONS SECTION
The EOC Operations Section’s primary responsibility is to manage the tactical operation of various response elements involved in the disaster/emergency.
The Operations Section is responsible for coordination of all response elements applied to the disaster/emergency. The EOC Operations Section carries out the objectives of the EOC Action Plan and requests additional resources as requested.
OPERATIONS SECTION CHIEF
The Operations Section Chief is responsible for the coordination and support of all incident- related operational activities and the management of the EOC Operations Section. An Ops Chief should be designated for each operational period and should have direct involvement in the preparation of the EOC Action Plan for the corresponding period of responsibility.
Responsibilities:
• Ensure that the EOC Operations Function is carried out, including the coordination of response for all operational functions assigned to the EOC, such as Fire, Law, Medical/Health, Care and Shelter, Public Works and Building and Safety. • Ensure that operational objectives and assignments identified in the EOC Action Plan are carried out effectively.
• Establish the appropriate level of Unit organization within the EOC Operations Section, continuously monitoring the effectiveness and modifying accordingly. • Exercise overall responsibility for the coordination of Unit activities within the EOC Operations Section.
• Ensure that the EOC Planning/Intelligence Section is provided with status reports and major incident reports with current information.
• Conduct periodic EOC Operations briefings for the Emergency Services Director as required or requested.
• Overall supervision of the EOC Operations Section.
Assignment of Primary Responsibility:
The EOC Director and the Operations Section Chief should be from the same discipline and agency/department. Since the EOC Director is determined by the type of incident, the Operations Section Chief will also be determined by the type of incident. If it is an aircraft or utilities emergency requiring the establishment of a Unified Command, then the Fire Department will have the lead in staffing this position for an aircraft emergency and the Public Works Department will have the lead for a utility’s emergency.
FIRE BRANCH
Coordinate personnel, equipment and resources committed to the fire, field medical, search and rescue and hazardous materials elements of the incident.
City of Brea
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74 Responsibilities:
• Coordinate the prevention, control and suppression of fires and hazardous materials incidents.
• Coordinate the provision of emergency medical care.
• Coordinate and conduct all urban search and rescue operations. • Implement the portion of the EOC Action Plan appropriate to the Fire Branch. • Monitors and supports field operations related to:
o Urban search and rescue
o Heavy rescue
o Fire suppression and control
o Paramedic First-Aid service
o Hazardous materials incidents
o Radiological defense services
• Takes overall responsibility for all Fire Department activities. • Assists in directing tactical forces and resources in addressing multiple fire hazards.
• Supports activities to prevent, control, and suppress fires. • Assists in directing search and rescue operations.
• Provides and coordinates medical aid and medical transportation. • Controls and manages hazardous materials incidents.
• Provides and coordinates radiological monitoring.
• Provides logistical support to Fire Departments.
• Maintains lists of available fire services resources from neighboring jurisdictions, other government agencies, and the volunteer and private sectors. • Ensures the location of, provision of immediate care to, and safe removal of endangered, trapped, injured, and/or isolated persons.
• Coordinates directly with Group Supervisors in the EOC, or with representatives at the Fire Department Operations Center (if it is activated) tasked with staffing Group assignments.
• Ensures that the EOC Action Plan has been distributed and is being followed.
Assignment of Primary Responsibility:
Brea Fire Division Chief
LAW BRANCH
Alert and warn the public, coordinate evacuations, enforce laws and emergency orders, establish safe traffic routes, ensure that security is provided at incident facilities, ensure emergency access control to damaged areas, order and coordinate appropriate mutual aid resources, and assume responsibility for the management of fatalities in the absence of the Orange County Coroner. Necessary units or groups may be activated as needed to carry out these functions.
City of Brea
Emergency Operations Plan
75 Responsibilities:
• Coordinate movement and evacuation operations during the disaster. • Alert and notify the public of the pending or existing emergency. • Activate any public warning systems.
• Coordinate all law enforcement and traffic control operations during the disaster. • Ensure the provision of security at incident facilities. • Coordinate incoming law enforcement mutual aid resources during the emergency. • Coordinate and assume responsibility as necessary for Fatalities Management in the event the Coroner is delayed in responding.
Assignment of Primary Responsibility:
Brea Police Department, Police Captain
PUBLIC WORKS BRANCH
Coordinate all Public Works operations; maintain public facilities, operating utilities and services, as well as restore those that are damaged or destroyed; assist other functions with traffic issues, search and rescue, transportation, etc. as needed. Necessary units or groups may be activated as needed to carry out these functions.
Responsibility:
• Receive and process all field resource requests for Public Works resources.
Coordinate those requests internally and externally as necessary to make sure there are no duplicate orders.
• Coordinate with the EOC Logistics Section on the acquisition of all resources and support supplies, transportation, materials and equipment. • Determine the need for and location of general staging areas for unassigned resources.
• Coordinate with the Facilities Unit of the EOC Logistics Section and participate in any action planning meetings pertaining to the establishment of additional locations.
• Report and obtain all gas and power utility damage reports. Coordinate and prioritize response activities.
• Prioritize the allocation of resources to individual incidents. Monitor resource assignments. Adjust assignments based on requirements.
• As needed, provide for the procurement and distribution of potable water supplies.
SHELTER BRANCH
Provide care and shelter for disaster victims and coordinate efforts with the American Red Cross and other volunteer agencies.
City of Brea
Emergency Operations Plan
76 Responsibilities:
• Identify the care and shelter needs of the community. • Work with the Orange County Chapter of the American Red Cross to establish shelters as required.
• Coordinate with the American Red Cross and other emergency welfare agencies to identify, set up, staff and maintain evacuation centers and mass care facilities for disaster victims.
• Via the media/social media, encourage residents to go to the shelter nearest their residence (through the PIO).
• Coordinate Animal Care issues.
Assignment of Primary Responsibility:
Community Services Manager
DISPATCH GROUP
Monitoring communications via the 9-1-1 Dispatch Center for trends and impact to field responders. Assist EOC staff in developing priorities, responding to situations, and obtaining resources as dictated by the situation.
Responsibilities:
• Monitor and coordinate all City radio traffic – Fire, Law, Public Works, Building and Safety.
• Respond to 9-1-1 requests for assistance via telephone. Dispatch emergency response units as available.
• Answer calls from the public on non-emergency Dispatch phone lines. Respond and route as appropriate.
• Distribute messages, information and intelligence received via radio or other electronic means to appropriate EOC and field staff.
• Identify patterns in calls to the 9-1-1 Dispatch Center.
Assignment of Primary Responsibility:
Dispatch Supervisor
4.8.3 PLANNING & INTELLIGENCE SECTION
The EOC Planning/Intelligence Section's primary responsibility is to collect, evaluate, display and disseminate incident information and status of 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 City of Brea
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77 necessary to cope with changing field events. During a disaster/emergency, other department heads will advise the EOC Planning/Intelligence Chief on various courses of action from their departmental level perspective.
The EOC Planning/Intelligence Section is responsible for overall supervision of collecting, verifying and analyzing, and displaying situation information; preparing periodic situation reports; preparing and distributing the City EOC Action Plan and facilitating the action planning meeting; conducting recovery and advanced planning activities; providing technical support services to the various EOC sections and units, and documenting and maintaining files on all EOC activities.
The information gathered needs to be reported in an expeditious manner to the various EOC sections, City departments and the Orange County Operational Area. The EOC Planning/Intelligence Section is also responsible for the detailed recording of the response effort and the preservation of these records during and following the disaster.
PLANNING/INTELLIGENCE SECTION CHIEF
Collect, evaluate, forecast, formulate, disseminate and use of information about the development of the incident and status of resources.
Responsibilities:
Ensure that the Planning/Intelligence function is performed consistent with SEMS Guidelines, including:
• Collecting, analyzing and displaying situation information. • Preparing periodic situation reports.
• Initiating and documenting the EOC Action Plan and After-Action Report. • Planning for long term response and advanced planning. • Planning for demobilization.
• Providing Geographic Information Services and other technical support services to the various organizational elements within the EOC.
• Establish the appropriate level of organization within the Section, and continuously monitor the effectiveness of that organization. Make changes as required. • Exercise overall responsibility for the coordination of branch/group/unit activities within the Section.
• Report to the Emergency Services Director on all matters pertaining to Section activities.
Assignment of Primary Responsibility:
The EOC Director and EOC Planning/Intelligence Section Chief would ideally be from the same discipline and agency/department. Since the EOC Director is determined by the type of incident, the Planning/Intelligence Section Chief should also be determined by the City of Brea
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78 type of incident. If it is an aircraft or utilities emergency requiring the establishment of a Unified Command, then the Fire Department will have the lead in staffing this position for an aircraft emergency and the Public Works Department will have the lead for a utility emergency.
DOCUMENTATION UNIT
Compile and distribute the City’s EOC Action Plans and After-Action Reports; maintain accurate and complete incident files; establish and operate an EOC Message Center; provide copying services to EOC personnel and preserve incident files for legal, analytical and historical purposes.
Responsibilities:
• 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.
• Establish and operate a Message Center at the EOC, and assign appropriate internal and external message routing.
• Provide documentation and copying services to EOC staff. • Maintain and preserve disaster/emergency files for legal, analytical, and historical purposes.
• Compile, copy and distribute the EOC Action Plans as directed by the Section Chiefs.
• Compile, copy and distribute the After-Action Report with input from other sections/units.
• Assists in financial recovery/maintains official records and reports.
Assignment of Primary Responsibility:
City Clerk
SITUATION STATUS UNIT (SITSTAT UNIT)
Collect and organize incident status and situation information and evaluate, analyze, and display information for use by EOC staff.
• Provide current situation assessments based on analysis of information received from a variety of sources and reports.
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79 • Develop situation reports for dissemination to EOC Planning/Intelligence Section Chief, Emergency Services Director and other section Chief’s to initiate the action planning process.
• Transmit approved reports to the Orange County Operational Area. • Develop and maintain current maps and other displays (locations and types of incidents).
• Assess, verify and prioritize situation information into situation intelligence briefings and situation status reports.
• Seek from any verifiable source available information that may be useful in the development of current situation assessments of the affected area. • Evaluate the content of all-incoming field situation and major incident reports.
Provide incoming intelligence information directly to appropriate EOC Sections, summarize, and provide current information on centralized maps and displays. • Monitor and ensure the orderly flow of disaster intelligence information within the EOC.
Assignment of Primary Responsibility:
Community Development Analyst
RESOURCE STATUS UNIT
The Resource Status Unit Leader is responsible for tracking the location and status of all resources acquired by the EOC. The Resource Status Unit Leader provides situational awareness to EOC staff on acquired resources by keeping a master list of all resources en route or committed to emergency operations. They will coordinate with the Situation Status Unit for updating status boards to reflect changing resource status, and with the Operations and Logistics Sections to review resource requests/procurements to avoid duplication of effort.
Responsibilities:
• Verifying proper check-in and check-out of personnel. • Preparing and maintaining displays, charts, and lists reflecting current status and location of personnel, critical resources, transportation, and support equipment. • Maintaining a master list of resources assigned to the incident. • Physical resources consist of personnel, teams, facilities, supplies, and major items of equipment available for assignment to or employment during incidents. • Makes certain that all assigned personnel and other resources have checked in at the incident.
• Posts personnel status information.
• Maintains a system for tracking the current location and status of all assigned resources.
• Prepares and processes resource status change information.
City of Brea
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80 • Prepares and maintains displays, charts, and lists which reflect the current location and status of resources.
• Establishes contact with facilities by telephone or through a Communications Center.
• Prepares Organization Assignment List and Organization Chart. • Reports on current status of injured personnel, damaged response structures, and/or resources, etc.
• Provides guidance relative to the collection and reporting of resources needed and being used in an incident.
Assignment of Primary Responsibility:
Police Lieutenant
SAFETY ASSESSMENT UNIT
Responsibilities:
• Collect safety/damage assessment information from the EOC Operations Section and other verifiable sources and prepare appropriate reports. • Provide safety/damage assessment information to the EOC Planning/Intelligence Section Chief.
• Coordinate with the Building and Safety Branch of the EOC Operations Section for exchange of information.
• Coordinate with Orange County Public Works Inspection Division representative when assigned to the City.
• Utilize the Orange County Operational Area safety/damage assessment procedures and forms.
• Compiles and reports on total financial, human, and infrastructure damage.
Assignment of Primary Responsibility:
Building/Safety Manager
RECOVERY/ADVANCED PLANNING UNIT
Ensure that the City of Brea receives all emergency assistance and disaster recovery costs for which it is eligible; conduct all advanced planning for long term operations and initial recovery operations and prepare the EOC organization for transition to a recovery operations organization to restore the City to pre-disaster conditions as quickly and effectively as possible.
City of Brea
Emergency Operations Plan
81 Responsibilities:
• Ensure that the City of Brea is prepared to participate jointly with FEMA, Cal OES, Orange County Operational Area and 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.
• Considers the needs of citizens, particularly the disabled and/or those with special needs, in developing recovery strategies.
Assignment of Primary Responsibility:
City Planner
TECHNICAL SPECIALISTS/TECHNICAL SPECIALISTS UNIT
Technical Specialists are advisors with special skills and are activated only when needed.
Specialists may serve anywhere within the organization, including the Management Staff.
No minimum qualifications are prescribed, as technical specialists normally perform the same duties during an incident that they perform in their everyday jobs, and they are typically specially certified in their fields or professions.
Technical specialists assigned to the Planning Section may report directly to its Chief, may report to any function in an existing unit, or may form a separate unit within the Planning Section, depending on the requirements of the incident and the needs of the Section Chief. Technical specialists may also be assigned to other parts of the organization (e.g., to the Operations Section to assist with tactical matters or to the Finance/Administration Section to assist with fiscal matters). Generally, if the expertise is needed for only a short period and normally involves only one individual, that individual should be assigned to the Situation Unit. If the expertise will be required on a long-term basis and may require several personnel, it is advisable to establish a separate Technical Specialist Unit in the Planning Section.
Responsibilities:
• Provides technical expertise to the EOC Planning/Intelligence Section and others as required.
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82 • Provides support specific to a field or function not addressed elsewhere or by any other discipline in the EOC.
Assignment of Primary Responsibility:
IT Staff
DEMOBILIZATION UNIT
Responsibilities:
• Properly “checks out” and “releases” personnel assigned to the incident. • Ensures safety inspections have been completed for all vehicles assigned to an incident.
• Develops an Incident Demobilization Plan that includes specific instructions for all personnel and resources that will require demobilization. • Creates rosters of personnel and resources and obtains any missing information during the check- in process to identify gaps/concerns early on. • Develops incident check-out procedures.
• Coordinates Demobilization with Agency Representatives.
Assignment of Primary Responsibility:
Police Lieutenant
4.8.4 LOGISTICS SECTION
The Logistics Section provides support to all the other sections within the Brea Emergency Organization for the duration of the incident. Any personnel, equipment, supplies, or services required by the other sections will be ordered through the EOC Logistics Section.
The EOC Logistics Section’s primary responsibility is to provide all necessary personnel, supplies, equipment, support, transportation, and mobilization of resources to support the response effort at the disaster sites, public shelters, EOC, etc. 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 according to established Disaster Accounting procedures developed by the Finance/Administration Section in the EOC, unless authorized by the Emergency Services Director or emergency orders of the City Council. Due to the need to closely coordinate with the Finance Section, it is highly desired that the Logistics and Finance Sections are co-located in the EOC.
The Logistics Section can be divided into two Branches – Service and Support – that are managed by Branch Directors. When activated, these Branch Directors work under the supervision of the Logistics Section Chief, and are responsible for the management of all City of Brea
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83 service and support activities in the EOC and supporting the incident. The Service Branch Director supervises the operations of the Communications and Food Units. The Support Branch Director supervises the operations of the Transportation, Supply, and Facilities Units. The primary responsibilities of the Branch Directors are to determine the level of service required to support operations, organize and prepare assignments for Branch personnel, coordinate activities of Branch Units, and resolve Branch problems. If there is not a need to activate the Branch Director level positions, the Logistics Section Chief would be responsible to supervise the Branch Units as required.
LOGISTICS SECTION CHIEF
Support the response effort and oversee the acquisition, transportation, and mobilization of resources. Identify and mitigate safety hazards and situations of potential City liability during EOC operations and ensure a safe working environment in the EOC.
Ensure the logistics function is carried out consistent with SEMS guidelines.
Responsibilities:
• Managing all radio, data and telephone needs of the EOC. • Coordinating transportation needs, issues and the Traffic Plan. • Managing personnel issues and registering volunteers as Disaster Services Workers.
• Obtaining all materials, equipment and supplies to support emergency operations. • Coordinating management of facilities used during disaster response and recovery.
• Establish the appropriate level of organization within the Section, and continuously monitor the effectiveness of that organization. Make changes as required. • Exercise overall responsibility for the coordination of branch/group/unit activities within the Section.
• Coordinate the provision of logistical support for the EOC. • Coordinate activities with the Finance Section.
• Manage the collection and disbursement of donations.
• Report to the Emergency Services Director on all matters pertaining to Section activities.
• Ensure that all facilities used in support of EOC operations have safe operating conditions.
• Monitor all EOC and related facility activities to ensure that they are being conducted in as safe a manner as possible under the circumstances that exist. • Stop or modify all unsafe operations.
• Ensure for the security of the EOC, the EOC personnel and adjacent parking areas.
Assignment of Primary Responsibility:
Public Works Staff
City of Brea
Emergency Operations Plan
84 SERVICES- COMMUNICATIONS UNIT
Manage all radio, data, and telephone needs of the EOC staff. Establish and manage all necessary computer support to the EOC staff and field units.
Responsibilities:
• Notify support agencies and oversee the installation, activation and maintenance of all radio, data and telephone communications services inside of the EOC and between the EOC and outside agencies.
• Determine the appropriate placement of all public safety pac sets brought to the EOC to support operations. Approve all radio frequencies to minimize interference conditions.
• Provide necessary communication system operators, and ensure effective continuous 24-hour operation of all communications services. • Copy and log incoming radio, data and telephone reports on situation reports, major incident reports, resource requests, and general messages. • Make special assignment of radio, data, and telephone services as directed by the Emergency Services Director.
Assignment of Primary Responsibility:
IT Manager
SERVICES- FOOD UNIT
The Food Unit is responsible for supplying the food needs for the entire incident, including the EOC and all remote locations (e.g., Staging Areas), as well as providing food for personnel unable to leave tactical field assignments.
Responsibilities:
• Determine food and water requirements.
• Determine the method of feeding to best fit each facility or situation. • Obtain necessary equipment and supplies and establish cooking facilities. • Ensure that well-balanced menus are provided.
• Order sufficient food and potable water from the Supply Unit. • Maintain an inventory of food and water.
• Maintain food service areas, ensuring that all appropriate health and safety measures are being followed.
• Supervise caterers, cooks, and other Food Unit personnel as appropriate.
Assignment of Primary Responsibility:
Community Services Supervisor
City of Brea
Emergency Operations Plan
85 SUPPORT- FACILITIES/GROUND SUPPORT UNIT
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.
Responsibilities:
• Coordinate and oversee the management of and support to the EOC and other essential facilities and sites used during disaster operations. • Coordinate with other EOC branches/groups/units for support required for facilities.
• Support activities for restoration of disrupted services and utilities to facilities. • Coordinate with EOC Finance/Administration Section on any claims or fiscal matters relating to facilities’ operations.
• Close out each facility when no longer needed.
Assignment of Primary Responsibility:
Public Works Manager
SUPPORT- TRANSPORTATION UNIT
The Transportation Unit is responsible for transportation of emergency personnel, food, equipment, and supplies, as well as coordinates and implements the Traffic Plan. This position also supports out-of-service resources and the fueling, service, maintenance, and repair of vehicles and other ground support equipment.
Responsibilities:
• Develop and implement the Traffic Plan.
• Support out-of-service resources.
• Notify the Resources Unit of all status changes on support and transportation vehicles.
• Arrange for and activate fueling, maintenance, and repair of ground resources. • Maintain Support Vehicle Inventory and transportation vehicles. • Provide transportation services, in accordance with requests from the Support Branch Director or the Logistics Section Chief.
• Collect use information on rented equipment.
• Requisition maintenance and repair supplies (e.g., fuel, spare parts). • Maintain incident roads.
Assignment of Primary Responsibility:
Public Works Fleet Manager
City of Brea
Emergency Operations Plan
86 SUPPORT- PERSONNEL/VOLUNTEER UNIT
Receive and process all incoming requests for personnel and volunteer support. Register volunteers as Disaster Service Workers.
Responsibilities:
• Oversees the operations of the Human Resources Unit and coordinates with the Logistics Section Chief.
• Provides additional personnel for response and recovery operations, as requested. • Manages personnel issues and sets personnel policies during emergency situations.
• Ensures that emergency personnel (including volunteers) are properly credentialed and skilled/trained for their intended assignments. • Oversees communications, coordination, mobilization and use of volunteers.
Assignment of Primary Responsibility:
Human Resources Manager
SUPPORT- SUPPLY UNIT
Obtain all non-fire and non-law enforcement mutual aid material, equipment, and supplies to support emergency operations and arrange for delivery of those resources.
Responsibilities:
• 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.
• Maintain records to ensure a complete accounting of supplies procured and monies expended.
Assignment of Primary Responsibility:
Public Works Staff
4.8.5 FINANCE/ADMINISTRATION SECTION
The EOC Finance/Administration Section’s 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 Revenue collection
• Claim processing
• Cost recovery documentation
City of Brea
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87 • Revenue Collection
• Documentation, Timekeeping and Cost Tracking
The Section also supervises the negotiation and administration of vendor and supply contracts and procedures.
The extent of the disaster/emergency will determine the extent to which the EOC Finance/ Administration Section will mobilize. In a low-level emergency, only part of the section will mobilize. In a wide-spread disaster that damages communications and systems, the entire section will mobilize. Due to the need to closely coordinate with the Logistics Section, it is highly desired that the Finance and Logistics Sections are co-located in the EOC.
The EOC Finance/Administration Section acts in a support role in all disasters to ensure that required records are preserved for future use and CalOES and FEMA requirements through maintenance of proper and accurate documentation of all actions taken.
FINANCE/ADMINISTRATION SECTION CHIEF
Supervise the financial support, response, and recovery for the disaster/emergency; ensure that the payroll and revenue collection process continue and activate the Disaster Accounting System.
Responsibilities:
• Implementing a Disaster Accounting System.
• Maintaining financial records of the emergency.
• Tracking and recording of all agency staff time.
• Processing purchase orders and contracts in coordination with EOC Logistics Section.
• Processing worker’s compensation claims received at the EOC. • Handling travel and expense claims.
• Providing administrative support to the EOC.
Assignment of Primary Responsibility:
Brea Administrative Services Director
COST RECOVERY DOCUMENTATION UNIT
Maintain the Disaster Accounting System and procedures to capture and document costs relating to a disaster/emergency in coordination with other sections and departments; act as liaison with the disaster assistance agencies and coordinate the recovery of costs as City of Brea
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88 allowed by law and maintain records in such a manner that will pass audit. The Cost Recovery Unit should be activated at the onset of any disaster/emergency. Accurate and timely documentation is essential to financial recovery.
Assignment of Primary Responsibility:
Senior Accountant
TIME KEEPING UNIT
Track hours worked by paid personnel, volunteers, contract labor, mutual aid and all others and ensure that daily personnel time recording documents are prepared and compliance to agency’s time policy is being met. Ensure that time and equipment use records identify scope of work and site-specific work location consistent with initial safety/damage assessment records, sites and Damage Survey Reports (DSRs).
Responsibilities:
• Track, record and report staff time for all personnel/volunteers working at the emergency/disaster.
• Establish and maintain a file for all personnel working at the emergency/disaster. • Ensure that daily personnel time recording documents are prepared and are compliant with specific City, Cal OES, and FEMA time recording policies. • Track, record, and report equipment uses and time.
Assignment of Primary Responsibility:
Senior Accountant
PROCUREMENT UNIT
Administration of all financial matters pertaining to purchases, vendor contracts, leases, fiscal agreements, and tracking expenditures. Identify sources of expendable materials and equipment, prepare and sign equipment rental agreements, and process all administrative paperwork associated with equipment rental and supply contracts, including incoming and outgoing mutual aid resources. Ensure that all records identify scope of work and site- specific work location.
Responsibilities:
• Identify sources for equipment, expendable materials and resources. • Manage all equipment rental agreements.
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89 • Initiate vendor contracts associated with EOC activities within purchase authority limits established by City Council or Emergency Services Director. • Process all administrative paperwork associated with equipment rental and supply contracts.
Assignment of Primary Responsibility:
Purchasing Agent
COMPENSATION & CLAIMS UNIT
Manage the investigation and compensation of physical injuries and property damage claims involving the City of Brea arising out of an emergency/disaster, including completing all forms required by worker’s compensations programs and local agencies, maintaining a file of injuries and illnesses associated with the incident, providing investigative support of claims, and issuing checks upon settlement of claims.
Responsibilities:
• Accept as agent for the City of Brea claims resulting from an emergency/disaster. • Collects information for all forms required by Workers Compensation and local agencies.
• Maintain a file of injuries and illness associated with the personnel activity at the EOC and maintains a file of written witness statements on injuries. • Manage and direct all compensation for injury specialists and claims specialists assigned to the emergency/disaster.
• Provide investigative support in areas of claims for bodily injury and property damage compensation presented to the City of Brea.
Assignment of Primary Responsibility:
Senior Human Resources Analyst
COST ANLYSIS UNIT
Provide cost analysis data for the incident to help the planning and recovery efforts.
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.
The Cost Analysis Unit will be increasingly tasked to support the planning function in terms of cost estimates of resources used. The Unit must maintain accurate information on the actual costs for the use of all assigned resources.
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90 Responsibilities:
• Provide all cost analysis activity associated with EOC operation. • Obtain and record all cost data for the emergency/disaster. • Ensure the proper identification of all equipment and personnel requiring payment. • Analyze and prepare estimates of EOC costs.
• Maintain accurate record of EOC costs.
Assignment of Primary Responsibility:
Management Analyst
4.9 EOC PUBLIC INFORMATION COORDINATION
4.9.1 SUMMARY- PUBLIC INFORMATION DIVISION
(Pre-incident Protocol)
• The City of Brea Communications & Marketing and Public Information Office, a division of Management Services, has the primary responsibility for the dissemination of information to the public, media, partner agencies and other stakeholders. The Public Information Officer (PIO) assesses the need for communication on a particular topic and/or as assigned by the City Manager. The PIO researches, designs, writes and executes the communication strategy using a variety of distribution methods as applicable.
• The PIO is the official Webmaster for the City of Brea website (cityofbrea.gov) along with the Information Technology Manager. The PIO and designees are responsible for overseeing the content, design, photography, video and all other aspects of the website. The PIO may approve or deny submissions from other departments based on Website Policy and Public Information protocol, and CMS compatibility.
• The goal of the division is to consistently provide professional, widely-accessible, accurate, proactive, timely, and transparent information via multi communication channels in order to educate and increase awareness of city business and activities. Additionally, Communications and Marketing Division personnel consults the City Council, City Manager and Directors in regard to communication issues, makes recommendations, develops a plan and executes communication strategies.
• To reach the entire Brea community, as necessary, information is translated in Spanish and Korean languages.
4.9.2 THE PUBLIC INFORMATION COMMUNICATIONS TEAM
The Public Information Officer (PIO) reports directly to the City Manager. The PIO manages the Communications Team, which consists of:
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91 o Management Analyst (Assistant PIO; Bilingual)
o Senior Media Services Specialist (Graphics)
o Senior Media Services Specialist (Audio Visual; Videographer) o Media Specialist (PIO and AV Support/Social Media)
• The City Manager is the official spokesperson for the City, with support from the Public Information Office and/or designees.
• In the event of an emergency incident, this team is expanded with personnel from other divisions in Management Services. In a prolonged emergency incident, personnel from other departments may be utilized in a role suitable to their training. • The Brea Police Department and the Brea Fire Department have assigned sworn personnel to serve as PIOs for their departments, in the field during an incident and during routine department business. During multi-agency events, the City PIO, Fire PIO, Police PIO, and partner agencies coordinate to ensure unified and consistent messaging.
• City Departments have assigned personnel to manage targeted social media platform to support routine department business.
4.9.3 ESTABLISHED COMMUNICATION DISTRIBUTION METHODS
• City of Brea’s website: cityofbrea.gov
o “Notify Me” e-mail subscription module
o Emergency Alert notification module
• Live and on-demand streaming
• Brea Line (Official city newsletter, quarterly)
• Social Media (Twitter, Facebook, Instagram and You Tube) • Marquee/Reader board (Routine Purpose: Cultural Arts Messaging. In an emergency, the reader board would be commandeered for emergency messaging. • BCC Visix (Routine Purpose: Promote City activities to BCC participants. In an emergency, the Visix may be used for emergency messaging to participants and/or evacuees sheltering that the BCC-Designated Red Cross Shelter.) • Media Relations-E-mail/Digital news releases
• Video (Breatv streaming app, You-Tube Channel)
• “Brea Talks” Podcast
• Government Access Channel (24/7)
• Live and streamed content
• Digital Bulletin Board (Brea TV)
• Direct Mailing
• Advertising (Print, Digital)
• Alert OC (Emergency Incidents Only)
• Information Line: (714) 990-7732 (Routine Purpose: Carbon Canyon Rd messages. In an Emergency, the phone line may be used for emergency messaging.)
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Internal
• City Manager
• City Management
• Employees
• City Council
• City Commissions & Committees
External
• Brea Residents
• Brea Businesses
• Media Outlets
• Brea Service Groups and Not-for-Profit Organizations
• Brea Chamber of Commerce
• Brea Olinda School District
• Private Schools
• Major Employers
• Regional Elected Officials and Stakeholders
Emergency Incident
Depending on the nature of the emergency, part or all of these groups may be targeted with general or customized communication.
In an emergency, additional groups would be included in the outreach, including:
• Orange County Operational Area
• County-wide Public Safety Agencies
• Hospitals
• Shelters/Evacuees/Victims
• Brea CERT
4.9.5 EMERGENCY OPERATIONS CENTER ACTIVATION
During an EOC evacuation, all information shall be funneled through the PIO. The PIO shall work with the Incident Commander, or designee in order to gather, verify and disseminate information following established Public Information Protocol and using communication distribution methods, as applicable.
A comprehensive emergency Public Information Program provides information to help reduce deaths, injuries, and property damage, as well as providing long-term public education about disaster and hazard awareness. This information must be coordinated and integrated across all jurisdictions, agencies, and organizations involved in the City of Brea
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All other informal communication assignments and activities will be suspended in regard to the emergency incident, unless directed by the PIO, or EOC Director. The PIO is responsible to ensure that communications support is provided on request; that information released is consistent, accurate, and timely and that appropriate information is provided to all required agencies.
The Emergency Public Information function may, based on conditions and/or activation levels require expansion. The incident may dictate a need for a Joint information Center (JIC) to be established regionally through the EOC Operation Area. In this case, the JIC would be established to coordinate critical emergency information, crisis communications, and public affairs functions throughout the County and/or area of impact. The Joint Information Center would then be central point of contact for all news media.
Field personnel should be in contact with the EOC to provide information so that EOC personnel may handle requests and provide appropriate communication outreach and support. It is essential that all information be properly verified and vetted prior to its release.
Initial Communication Phase
• Check in the EOC Director; identify EOC briefing schedule • Collect incident information; verify; identify rumors. • Determine Public Information staffing needed.
• Determine the communication response. (Timely and accurate facts.) • Coordinate interviews as applicable.
• Track information, responses and contacts.
• Maintain contact with the Operational Area. Post incident, changes and requests on WebEOC.
• Provide emergency courses of action, including how and where to get more information.
• Coordinate with other response groups and agencies. Keep employees informed, as they will be fielding public questions. Instruct employees on appropriate responses.
• Anticipate situations and problems and develop a communication response. • Follow all Public Information Protocol.
“Maintenance” Phase
• This phase is generally when the incident is contained and the intensity of the crisis begins to subside. It is important to stay consistent on messaging and continue to City of Brea
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94 communicate regularly with all of the established groups. Stay on top of the information flow.
• The content of the messaging may change to general education messages, potential health and safety recommendations. Other topics may include:
o Recovery Plans
o Services
o Transportation
• Public questions, rumors and criticism of the response and communication outreach may arise during this time as the crisis begins to diminish. Remain professional and provide timely, factual responses without being defensive. Keep the City Manager informed.
• Monitor social media.
Post Incident
• Debrief
• Evaluate effectiveness of the Emergency Public Information protocol and make recommendations as applicable.
• Deactivate EOC Public Information function; Report deactivation on WebEOC. • Continue messaging. Content of communication will change:
o Public awareness instruction re: recovery plans
o How to access financial/social services, health services assistance if applicable.
o Building and safety information, as applicable.
o Emergency Preparedness Information.
o Response to public, media, elected officials and employee questions o Promote the activities and capabilities of the organization; the response and recovery. Help reinforce the values of the organization and its mission to provide excellent public service.
o Train, re-train staff as necessary.
4.10 EOC DEACTIVATION
The individual acting as Director of Emergency Services or EOC Director during the incident has the authority to determine when it is appropriate to deactivate the EOC.
The duration of an EOC activation is unknown. For pre-planned events or smaller incidents with few recovery concerns the activation might be limited to days or even hours.
Following significant emergencies (e.g., a major earthquake) the EOC may be activated for months and potentially a year or longer as operations shift from response to supporting long-term recovery of the community.
Following smaller incidents, deactivation of the EOC will typically take place after onscene incident management activities have ceased, when it is determined that on-scene personnel have the incident fully contained and there is limited or no possibility of escalation, or when the incident has become small and specific enough that a single City of Brea
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95 Department Operations Center can manage the incident alone. In either case, the Director of Emergency Services and/or EOC Director in consultation with the Policy Group will determine the appropriate time to deactivate the EOC.
Once the decision has been made to deactivate the EOC, ramping it down will occur in a phased process. Depending on the magnitude of the incident and the associated response, this phased process may be implemented over months, days, hours, or even minutes. The precise timing of each phase will be determined by the Director of Emergency Services or EOC Director. The five phases are as follows:
1. Operations Section: The Operations Section will typically be the first to deactivate and tactical teams and field personnel should account for equipment and emergency workers and then return to their home bases. Demobilization of field personnel will typically take place on a first in/first out basis. The specifics of this demobilization will be determined by the Operations Section Chief and on-scene Command in accordance with the Demobilization Plan developed by the Planning Section/Demobilization Unit.
2. Logistics Section: The Logistics Section will support the Operations Section’s deactivation. It will begin closing down facilities and reclaiming or disposing of resources that were used to support emergency workers (e.g., feeding locations, lodging, sanitation, etc.). It will also assist in accounting for resources, determining their status, returning or disposing of response resources, and reporting status, costs, and losses to the Finance/Administration Section.
3. Planning Section: Following the deactivation of the Operations and Logistics Sections without incident, the planning section will cease operations. The Planning Section remains active while the Operations and Logistics Sections deactivate in case complications with field demobilization or resource management arise that might need to be addressed strategically. In addition, the Planning Section/Demobilization Unit is responsible for developing the demobilization plan that is being used by the Operations and Logistics Sections. Should questions arise or revised strategies be needed, the Planning Section will be available during this critical time.
4. Finance/Administration Section: The Finance and Administration Section is the last General Staff functional element to cease operations because it is responsible for gathering all documentation related to the incident, identifying all associated costs (including demobilization costs), and leading cost recovery efforts. It may sometimes take considerable time to ensure all appropriate documentation is gathered from the other sections and to validate costs. Furthermore, complete accountability for the operation cannot be determined until all other sections have fully deactivated. This function may transition to the Emergency Preparedness Coordinator and City Finance Department after the incident period has ended.
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96 5. Management Function: Because the Director of Emergency Services and EOC Director are accountable for all emergency management activities – from start to finish – the Management function is the last to deactivate. At any time throughout the deactivation process, the DES and/or EOC Director may choose to dismiss elements of the Management Function (e.g., Policy Group, Liaison Officer, etc.), however, one of the command positions (DES or EOC Director) must be maintained to ensure all activities are fully and successfully executed and then terminated. The DES or EOC Director will typically receive a debriefing from the Section Chiefs as they cease operations. Once the last Chief has reported out and the DES or EOC Director is confident that operations are terminated and all things are accounted for, then official operational termination/deactivation may result.
As individuals are released from the EOC, they will perform the following activities in accordance with the SEMS’ Generic Demobilization Phase Checklist:
• Close out logs and log out of WebEOC® when authorized by the EOC Director or an appropriate supervisor.
• Complete all required forms, reports, and other documentation. Submit all forms and logs to the Planning/Intelligence Section Documentation Unit, as appropriate, prior to departure.
• Be prepared to provide input to the after-action report. • Clean up work area before leaving.
• Leave a forwarding phone number with the EOC Coordinator as necessary. • Notify other appropriate organizations of the deactivation. • Ensure that any open actions not yet completed will be handled after deactivation. • Proclaim termination of the position/organizational element (e.g., Unit, Branch, etc.) and resume normal agency operations.
Following an EOC activation and deactivation, the Emergency Preparedness Coordinator will be responsible for restoring the City EOC to a state of readiness. This may include:
• Coordinating cleaning services
• Servicing equipment or coordinating repairs
• Restocking supplies
• Reorganizing/rearranging furniture or other resource
CHAPTER 5 – RECOVERY OPERATIONS
5.1 INTRODUCTION
Recovery refers to those measures undertaken by an entity following a disaster that will return existence back to normal, or at least as normal as possible within a given time period. Effective recovery consists of a complex array of interdependent and coordinated actions. Recovery operations are divided into three phases; short term, mid-term and long term.
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5.2.1 SHORT-TERM (A FEW DAYS TO SIX MONTHS)
Short-term recovery is associated with periods ranging from a few days to approximately six months after a disaster. Activities include rapid damage assessment, debris removal, temporary relocation of residents and businesses, immediate restoration of services, temporary financial relief to disaster victims, immediate abatement of extreme hazards, and crisis counseling to disaster victims. The restoration of infrastructure is also one of the highest priorities because it impacts many other elements of the recovery. In particular, focus should be placed on the restoration of:
• Electric power
• Communications
• Water and sewer
• Facilities designated as critical or essential to the City • High impact areas and special districts, schools, and hospitals • Economic and social systems of the community
Since these restoration activities will have been initiated during the response phase, continued coordination into the recovery phase is necessary to follow-though with high priority areas for service resumption.
5.2.2 MID-TERM (SIX MONTHS TO TWO YEARS)
In the mid-term phase of recovery, the most vital services have been restored, but life may not be characterized as "back to normal." This period, which ranges from months to two years, may be characterized by the following:
• Large numbers of displaced persons may still be living in temporary housing. • Businesses are once again open, but they may be operating from temporary facilities.
• Transportation arteries may be open, but they are not fully restored. • Government, private and non-profit sectors, and individuals may have applied for grants and loans but have not received the money.
Behavioral health services become paramount during this time since disaster victims experience the stresses related to coping with the ongoing disaster effects.
5.2.3 LONG-TERM (TWO TO TEN YEARS OR LONGER)
Long term recovery and reconstruction takes many months to many years to accomplish.
Tasks may involve the following:
• Reconstruction of damaged buildings
• Permanent re-establishment of public, private, and non-profit services • Economic rebound
• Long-range planning for hazard mitigation and land use • Treatment of physical and psychological injuries
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98 Long-term recovery for severely traumatized victims may involve bringing those individuals into the county mental health system for care. Additional long-term considerations include updating plans based on lessons learned and conducting postincident assessments.
5.3 RECOVERY ORGANIZATION
In the aftermath of a disaster, all departments will be responsible for carrying out some portion of the recovery and reconstruction duties. Some departments may even be expected to defer some of their normal day-to-day operations in order to devote personnel and equipment to carrying out functions during the initial phase of recovery.
Any City department, whether or not it has been assigned specific recovery role, may be called upon to provide recovery assistance to other departments. Some departments may be designated to coordinate or assist in coordinating recovery functions between departments and/or outside agencies. All departments will be expected to comply immediately with reasonable requests for assistance.
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5.4 RECOVERY RESPONSIBILITIES
Damage Assessment
During the early phase of a disaster, the initial damage from the disaster is estimated due to time constraints related to the response. Plans should include procedures for conducting more detailed surveys to be used in disaster project applications once the recovery process begins. The procedures should include the following:
FINANCE AND
ADMINISTRATION
SECTION
LOGISTICS
SECTION
PLANNING AND
INTEL
SECTION
OPERATIONS
SECTION
OTHER AGENCIES Orange County
Operational Area
LEGAL ADVISOR DIRECTOR OF EMERGENCY
SERVICES CITY COUNCIL
CALIFORNIA OFFICE OF
EMERGENCY SERVICES
FEDERAL EMERGENCY
MANAGEMENT AGENCY
Claims Review/
Approval/Denial
Claims
Authorization
Public
Assistance
Claims
Support
Public
Assistance
Claims
Documentation
and Submittals
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Safety Concerns
Safety precautions that will contribute to recovery operations include:
• Ensuring gas, water, sewer leaks are identified
• Ensuring utilities are turned off in unsafe or damaged structures • Securing hazardous materials sites and preparing clean-up plan; ensuring unsafe buildings are vacated, clearly marked and access is restricted • Identifying safety precautions to be undertaken by emergency workers Structural Damage
Checklists and procedures for survey teams should include the following terms when describing damages, which are limited to the structure and not contents:
• Destroyed - Cost of repair is more than 75% of value
• Major Damage - Cost of repair is greater than 10% of value • Minor Damage - Cost of repair is less than 10% of value.
Recovery Activities
Common terms for recovery activities are listed below:
Category A: Debris Clearance - Clearance of debris, wreckage, demolition, and removal of buildings damaged beyond repair.
Category B: Protective Measures - Measures to eliminate or lessen immediate threats to life, public health, and safety.
Category C: Roads & Bridges - All non-emergency work and any that may require more time for decision-making, preparation of detailed design, construction plans, cost estimates, and schedules.
Water Control Facilities - Includes flood control, drainage, levees, dams, dikes, irrigation works, and bulkheads.
Category E: Public Buildings and Equipment - Buildings, vehicles or other equipment, transportation systems, fire stations, supplies or inventory, higher education facilities, libraries, and schools.
Category F: Utilities - Water supply systems, sanitary sewerage treatment plants, storm drainage, and light/power.
Category G: Other - Park facilities, public and private non-profit facilities, recreational facilities, and playground equipment.
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List of Damages
Once a Presidential Disaster Declaration has been made a complete and comprehensive list of all the damage that has occurred needs to be completed by each jurisdiction and transmitted to the Operational Area. The Operational Area will transmit the damage information to the Cal OES Region, who will in turn send it to the State and FEMA. It should include:
• Location of Action/Damage - Geographical location of damaged facility or emergency work
• Description of Action/Damages - Narrative description explaining the nature of the disaster related problem (engineering details are not needed) • Estimates of Cost - A separate estimate for each facility or system affected
5.4.1 RECOVERY DOCUMENTATION AND REPORTING
Recovery documentation and reporting is the key to recovering eligible emergency response and recovery costs. Timely safety and damage assessments, documentation of all incident activities and accurate reporting are critical in establishing the basis for eligibility of disaster assistance programs.
Recovery Documentation
The recovery documentation information should include the location and extent of damage, and estimates of costs for debris removal, emergency work, and repairing or replacing damaged facilities to a non-vulnerable and mitigated condition. The cost of compliance with building codes for new construction, repair, and restoration will also be documented. The cost of improving facilities may be provided under federal hazard mitigation grant programs. Documentation is the key to recovering expenditures related to emergency response and recovery operations. Documentation must begin at the field response level and continue as the disaster unfolds. Included in the EOC Planning/Intelligence Section is a Documentation Branch that will coordinate the collection of all incident documentation for dissemination and filing.
5.4.2 DISASTER ASSISTANCE
Disaster assistance is divided into two forms: Individual and Public Assistance. Recovery plans should address both types of assistance, methods of acquiring help, restrictions, and other pertinent information.
Government Assistance to Individuals
Individual assistance consists of services provided to individuals and private sector businesses.
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Federal Programs
• Disaster Housing Assistance Program - This is a federal program administered by FEMA that provides temporary housing to disaster victims during presidentially declared disasters
• Disaster Mortgage and Rental Assistance Program - This program provides grants for home related mortgage or rent payments to disaster victims, who as a result of a disaster have lost their job or business and face foreclosure or eviction from their homes. It is a federal program available under a presidentially declared disaster • Housing and Urban Development (HUD) Program - This program is offered to families that meet certain income guidelines and may provide a percentage of the rental cost for a limited period of time to disaster victims. It is also available under a presidentially declared disaster
• Small Business Administration (SBA) - This program is automatically implemented following a presidential disaster declaration for Individual Assistance, or may be implemented at the request of the governor. It provides low interest loans to businesses and individuals who have suffered disaster losses • Individual and Family Grant Program (IFGP) - This is authorized only by a federal disaster declaration. It provides grants to disaster victims who are not eligible for SBA loans
• Cora Brown Fund - This is authorized only by a federal disaster declaration. The fund provides disaster victims with assistance provided they are not eligible for any other disaster assistance award from the government or other organizations These are only a few federal programs that can be activated under a presidentially declared disaster. Disaster assistance may also be altered by legislation passed at the time of the event. Other types of assistance may also be made available depending on the disaster.
Non-Profit Volunteer Charitable Organizations
Volunteer charitable organizations, including the American Red Cross, Salvation Army, and others, may provide assistance to individuals outside the scope of the City of Brea Recovery Organization.
Public Assistance
Public assistance consists of various programs of disaster relief to the public sector.
Public sector includes state and local government (city, county, special district).
State – California Disaster Assistance Act (CDAA)
The State Public Assistance Program provides funding to cities, counties, special districts, school districts, community colleges, and certain private nonprofit organizations in the event of a state disaster. The California Disaster Assistance Act (CDAA) authorizes the Director of the California Governor’s Office of Emergency Services (Cal OES) to administer a disaster assistance program that provides financial assistance from the state City of Brea
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for costs incurred by local governments as a result of a disaster event. Funding for the repair, restoration, or replacement of public real property damaged or destroyed by a disaster is made available when the Director concurs with a local emergency proclamation requesting state disaster assistance. The program also provides for the reimbursement of local government costs associated with certain emergency activities undertaken in response to a state of emergency proclaimed by the Governor. In addition, the program may provide matching fund assistance for cost sharing required under federal public assistance programs in response to a Presidential Major Disaster or Emergency Declaration.
Federal – Robert T Stafford Disaster Relief Act of 1974 The following is a brief overview of this program:
A Presidential Declaration of Major Disaster or Emergency is required to activate the provisions of this law. Eligible Applicants Eligible applicants include the following:
• State agencies
• Counties
• Cities
• Special districts
• Schools K-12
• Colleges and institutions of higher education
• Private non-profit organizations organized under § 501(c) 3 of the Internal Revenue Code
• Utilities
• Emergency agencies
• Medical agencies
• Custodial care organizations
• Government services such as: community centers, libraries, homeless shelters, senior citizen centers, and similar facilities open to the general public Hazard Mitigation Grant Programs
The Hazard Mitigation Grant Program (HMGP) activities are aimed at reducing or eliminating future damages. Activities include hazard mitigation plans approvable by FEMA and cost-effective hazard mitigation projects. HMGP grants are provided on a costshare of 75% federal share and 25% non-federal share.
The Disaster Mitigation Act of 2000 (DMA2000) states that each jurisdiction (counties, cities, towns, and special districts) must have a Local Hazard Mitigation Plan (LHMP) approved by Cal OES in order to be eligible for FEMA pre and post disaster mitigation funds. The objective of the LHMP is “to save lives, preserve property and protect the environment, during times of disaster.”
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Federal funding is provided under the Robert T. Stafford Emergency Assistance and Disaster relief Act (The Stafford Act) through FEMA and Cal OES. Cal OES is responsible for identifying program priorities, reviewing applications and forwarding recommendations for funding to FEMA. FEMA has final approval for activity eligibility and funding. The federal regulations governing the HMGP are found in Title 44 of Code of Federal Regulations (44CFR) Part 206 and Part 13. For specific information regarding current HMGP activities, refer to the Cal OES website: www.CalOES.ca.gov.
Disaster Field Office
Following a Presidential Declaration of a Major Disaster or Emergency, a Disaster Field Office (DFO) will be established in the proximity of the disaster area. The DFO provides the direction and coordination point for federal assistance. Typical functions of the DFO include:
• Management - Coordination of the overall federal assistance programs for Individual and Public Assistance, as well as any existing emergency work • Public Information - Overall direction of public news releases on the progress of the emergency recovery actions, public notices on obtaining assistance, problems, and other pertinent information
• Liaison - Provides coordination and cooperation with other federal and state agencies
• Operations - Responsible for damage survey teams, outreach activities, and program implementation (i.e., Public Assistance, Individual Assistance, Hazard Mitigation, etc.)
• Planning/Intelligence - Develops action plans, identifies priorities, potential problems, documents the overall recovery actions
• Logistics - Provides materials and resources to perform the tasks associated with recovery
• Finance/Administration - Tracks and monitors costs, approves purchases, audits activities as needed
5.4.3 MITIGATION
This aspect of recovery operations is critical in reducing or eliminating disaster-related property damage and loss of lives from reoccurring. The immediate post-disaster period presents a rare opportunity for mitigation. During this time, officials and citizens are more responsive to mitigation recommendations, and unique opportunities to rebuild or redirect development may be available. Recovery plans would benefit from addressing mitigation planning as part of the recovery process. The following issues represent some information that would be useful in recovery sections of emergency plans:
Forms of Mitigation
• Changes in building codes
• Variances or set-backs in construction
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• Zoning, to reduce types of construction in high hazard areas • Relocation or removal of structures from high hazard zones
5.5 AFTER-ACTION REPORTING
SEMS regulations require that jurisdictions complete an After-Action Report (AAR) within 120 days after each emergency proclamation. Furthermore, the SEMS regulations under Title 19, Division 2, Chapter 1, Section 2450(a) requires any federal, state, or local jurisdiction proclaiming or responding to a Local Emergency for which the governor has declared a State of Emergency or State of War Emergency shall complete and transmit an AAR to Cal OES within 90 days of the close of the emergency period. Upon completion of the AAR, corrective actions are identified to make recommendations for correcting problems noted in the response/recovery effort, or during exercises and training.
Depending on the level of the AAR, corrective action may encompass anything from detailed recommendations for improving individual agency plans and procedures to broader system-wide improvements. Priority corrective actions are assigned to relevant stakeholders and tracked to ensure the identified problem has been addressed.
CHAPTER 6 - PLAN DEVELOPMENT AND MAINTENANCE
The EOP is a living document, subject to revision based on agency reorganization, new laws, experience with exercises, and actual disasters. The EOP will be reviewed annually to ensure that plan elements are valid and current. Each responsible organization or agency will review and update its portion of the EOP and/or modify its Standard Operating Procedures (SOP)/Emergency Operating Procedures as required based on deficiencies identified during drills, exercises or actual occurrences. Changes in government structure and emergency response organizations will also be considered in the EOP revisions. The Emergency Preparedness Coordinator is responsible for revising the EOP that will enhance the conduct of response and recovery operations. In addition, the Emergency Preparedness Coordinator is responsible for maintaining records of all revisions to the EOP.
CHAPTER 7 - AUTHORITIES AND REFERENCES
7.1 CITY OF BREA AUTHORITIES
• Brea Municipal Code, Chapter 8.00.060 (Emergency Plan) City of Brea, Resolution No. 06-102, Adopting the National Incident Management System and National Response Plan, November 21, 2006
• City of Brea, Letter of Promulgation adopting the City of Brea's Emergency Operations Plan, 2004
• City of Brea Emergency Services Ordinance No. 0588, (Ch. 8 of the Municipal Code), April 20, 1976
o Declared purposes of this ordinance are to provide for the preparation and carrying out of plans designed for the protection of persons and property within this city in the event of an emergency.
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o City Code section 8.00.010 further provides for the establishment of an emergency organization and the coordination of the emergency functions of the City with all other public agencies and affected private persons, corporations, and organizations.
o Section 8.00.030 states, “The City Disaster Council shall be responsible for the development of the city emergency plan, which plan shall provide for the effective mobilization of all of the resources of this city, both public and private, to meet any condition constituting a local emergency, state of emergency or state of war emergency and shall provide for the organization, powers and duties, services and staff of the emergency organization. Such plan shall take effect upon adopting by resolution of the City Council.” • Appoints the City Manager as the Director of Emergency Services. City of Brea Resolution adopting Orange County’s Operational Area Agreement, 1999 • City of Brea Resolution No. 547, adopting the California Master Mutual Aid Agreement, December 6, 1950
• City of Brea Resolution - Workers Compensation Insurance for Registered Volunteer Disaster Service Worker
7.2 COUNTY OF ORANGE AUTHORITIES
• Orange County Operational Area Plan, December 2007
• Orange County Fire Service Operational Area Mutual Aid Plan, December 1, 1997 • Orange County Law Enforcement Mutual Aid Contract, December 1977 • Orange County Operational Area Emergency Alert System (EAS) Plan • San Onofre Nuclear Generating Station Emergency Plan (SONGS), 200
7.3 CALIFORNIA STATE AUTHORITIES
• California State Emergency Plan
o Promulgated by the Governor, provides overall statewide authorities and responsibilities, and describes the functions and operations of government at all levels during extraordinary emergencies, including wartime. Section 8568 of the Act states, in part, that "the State Emergency Plan shall be in effect in each political subdivision of the state, and the governing body of each political subdivision shall take such action as may be necessary to carry out the provisions thereof." Local emergency plans are, therefore, considered to be extensions of the California Emergency Plan. • Standardized Emergency Management System (SEMS) Regulations (Chapter 1 of Division 2 of Title 19 of the California Code of Regulations 2400-2450 and Government Code Section 8607[a])
• Standardized Emergency Management System (SEMS) Guidelines • California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code and Government Code 8660 – Good Samaritan Act) o Provides the basic authorities for conducting emergency operations following a declaration 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.
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o Article 10, Local Disaster Councils, Section 8610, "Creation by Ordinance; Plan Development, cities and counties create disaster councils by ordinance. A disaster council shall develop plans for meeting any condition constituting a local emergency or state of emergency."
• California Government Code 8607 (a) California Oil Spill Contingency Plan • California Natural Disaster Assistance Act (Chapter 7.5 of Division 1 of Title 2 of the Government Code)
• California Hazardous Materials Incident Contingency Plan • California Health and Safety Code, Division 20, Chapter 6.5, Sections 25115 and 25117, Chapter 6.95, Sections 2550 et seq., Chapter 7, Sections 25600 through 25610, dealing with hazardous materials
• Orders and Regulations which may be Selectively Promulgated by the Governor during a State of Emergency
• Orders and Regulations Promulgated by the Governor to Take Effect upon the Existence of a State of War Emergency
• California Master Mutual Aid Agreement
• Chapter 8, Division 4 of Title 1, Section 3100 of the California Government Code, “all public employees are hereby declared to be disaster service workers subject to such disaster activities as may be assigned to them by their superior or by law” • California Fire Service and Rescue Emergency Mutual Aid Plan (Cal OES) • California Law Enforcement Mutual Aid Plan
• California Emergency Resources Management Plan Disaster Assistance Procedure Manual (State Cal OES)
• State of California Hazardous Materials Plan
• Cal OES Earthquake Recovery Manual for Local Governments, 1993
7.4 FEDERAL AUTHORITIES
• Homeland Security Act of 2002
• Homeland Security Presidential Directive/HSPD 5, Management of Domestic Incidents
• Homeland Security Presidential Directive/HSPD 8, National Preparedness United States Department of Homeland Security (USDHS)
• National Incident Management System (NIMS)
• United States Department of Homeland Security (USDHS), National Response Framework (NRF)
• Presidential Directives 39 and 62 (directing primary terrorism investigative authority to the U.S. Department of Justice/FBI, authority reference in Terrorism Annex)
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law 93-288, as amended)
• Federal Civil Defense Act of 1950 (Public Law 920), as amended o Provides the basic elements to build an emergency management capability at the State and Local levels. The City’s EOP was developed in accordance with the State Local Emergency Planning Guide and the USDHS directives.
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• Federal Disaster Relief Act of 1974
• Public Law 84-99 (U.S. Army Corps of Engineers-Flood Fighting) • NRT-1, Hazardous Materials Emergency Planning Guide and NRT-1A Plan Review Guide (Environmental Protection Agency's National Response Team) CHAPTER 8- RELATIONSHIP TO OTHER PLANS/REFERENCES
This EOP is the primary document used by the City of Brea to describe the conduct of emergency management activities. The EOP provides a conceptual framework for all other emergency management planning within the City.
The EOP also contributes to the Orange County’s Emergency Management program by describing how activities will be conducted within the City limits, and how support will be requested and provided - in the form of mutual aid - by the City. When emergencies or disasters necessitate resource support from federal, state, international, private or nonprofit sources, the EOP will serve as the primary guide to managing those resources.
At the same time, this EOP is not a stand-alone document. As the complexity of an emergency grows and requires the participation of external organizations or teams with specialized capabilities, this plan will integrate with the plans of other entities brought in to support Brea. This plan is designed to be flexible enough that the City’s capabilities can adapt to a changing response environment and to the needs of supporting organizations. Some of the plans and guidelines that this EOP will frequently support/complement include:
• National Response Framework (NRF)
• Disaster Assistance Procedure Manual (Cal OES)
• California Emergency Resources Management Plan
• California Master Mutual Aid Agreement
• California Law Enforcement Mutual Aid Plan
• California Fire and Rescue Operations Plan
• Emergency Managers Mutual Aid Plan California State Emergency Plan • Orange County Operational Area Emergency Operations Plan Standard Operating Procedures (SOPs)
City departments and agencies that have responsibilities as assigned in this plan have been asked to prepare department, functional and/or position-specific Standard Operating Procedures (SOPs) detailing personnel assignments, policies, notification rosters, resource lists, and specific steps for accomplishing the functions assigned in this EOP. Procedures that currently exist are grouped with their applicable position checklists in Part 2 (Position Checklists and Procedures) of this plan. All procedures are compliant with NIMS and SEMS. In addition, emergency personnel may have other SOPs beyond the oversight of this EOP (e.g., police department tactical operations plans) that may also be applicable for them to use in emergency situations. Emergency response personnel City of Brea
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should be acquainted with these SOPs, and receive periodic training on the policies and procedures contained within the SOPs. Each department assigned primary responsibility for a position in the EOC is responsible for the development and maintenance of procedures. As such, some EOC positions may not have supporting procedures.
CHAPTER 9 ABBREVIATIONS & GLOSSARY
9.1 ABBREVIATIONS
ADA– Americans with Disabilities Act
ARC– American Red Cross
CED– Computer-Aided Dispatch
CALWAS– California Warning System CBO – Community Based Organizations CBRNE– Chemical Biological Radiological Nuclear Explosive CCP– Casualty Collection Point
CDMG– California Department of Mines and Geology
CEPEC– California Earthquake Prediction Evaluation Council CERT– Community Emergency Response Team
CESRS– California Emergency Services Radio System
CHP– California Highway Patrol
CLEMARS– California Law Enforcement Mutual Aid Radio System CLERS– California Law Enforcement Radio System
CLETS– California Law Enforcement Telecommunications System CSDOC– Community Services Department Operations Center
CUBE– Caltech U.S. Geological Survey Broadcast of Earthquakes CUPA– Certified Unified Program Agency
DAFN- Disabilities, Access, and Functional Needs
DES– Director of Emergency Services
DMAC– Disaster Medical Aid Center
DOC– Department Operations Center
DOJ– Department of Justice
DRC– Disaster Recovery Center
DSR– Damage Survey Report
DUA– Disaster Unemployment Assistance
EAS– Emergency Alert System
EDIS– Emergency Digital Information Service
EMA– Emergency Management Agency
EMAC– Emergency Management Assistance Compact
EMMA– Emergency Managers Mutual Aid
ENN– Emergency News Network
ENS– Emergency Notification System
EOC– Emergency Operations Center
EOM– Emergency Operations Manager
EOP– Emergency Operations Plan
ESP– Emergency Survival Program
EVOC– Enterprise Virtual Operations Center
FAA– Federal Aviation Administration
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FBI– Federal Bureau of Investigation
FCC– Federal Communications Commission
FCO– Federal Coordinating Officer
FDOC– Fire Department Operations Center
FEMA– Federal Emergency Management Agency
FIRESCOPE– Firefighting Resources of CA Organized for Potential Emergencies FIRM– Federal Flood Insurance Rate Maps
GIS– Geographical Information System
HIRAD– High Radiation (Severe Fallout Radiation)
HMGP– Hazard Mitigation Grant Program
HSAS– Homeland Security Advisory System
HSEEP– Homeland Security Exercise and Evaluation Program HSOC– Homeland Security Operations Center
HSPD– Homeland Security Presidential Directive
IAP– Incident Action Plan
ICC– International Code Council
ICP– Incident Command Post
ICS– Incident Command System
IDE– Initial Damage Estimate
JDIC– Justice Data Interface Controller
JFO– Joint Field Office
JIC– Joint Information Center
JIS– Joint Information System
JRIES– Joint Regional Information Exchange System
LORAD– Low Radiation (Moderate Fallout Radiation)
MDT– Mobile Data Terminal
MMAA– [California] Master Mutual Aid Agreement
MOU– Memorandum of Understanding
MSC– Message Switching Computer
NAWAS– National Warning System
NCIC– National Crime Information Center
NDAA– State-Natural Disaster Assistance Act
NEGRAD– Negligible Fallout Radiation
NGA– National Governor’s Association
NGO– Non-Governmental Organization
NIMS– National Incident Management System
NLETS– National Law Enforcement Telecommunications System NOAA– National Oceanic and Atmosphere Administration
NRF– National Response Framework
NRP– National Response Plan
OA– Operational Area
OES– Office of Emergency Services
PA– Public Assistance
PDA– Preliminary Damage Assessment
PDOC– Police Department Operations Center
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PIO– Public Information Officer
PNP– Private Nonprofit
POD– Point of Dispensing
PWDOC– Public Works Department Operations Center
RACES– Radio Amateur Civil Emergency Services
RCC– Recovery Coordination Center
REOC– Regional Emergency Operations Center
RESTAT– Resource Status
RIMS– Response Information Management System
ROM– Recovery Operations Manager
RRCC– Regional Response Coordination Center
SARS– Severe Acute Respiratory Syndrome
SBA– Small Business Administration
SCAQMD– South Coast Air Quality Management District
SCEC– Southern California Earthquake Center
SEMS– Standardized Emergency Management System
SITSTAT– Situation Status
SOC– State Operations Center
SOP– Standard Operating Procedure
SSWS– Seismic Sea Wave Warning System
TEWG– Terrorism Early Warning Group
UC– Unified Command
UDOC– Utilities Department Operations Center
UHF– Ultra High Frequency
USCGS– U.S. Coast and Geodetic Survey
USDHS– U.S. Department of Homeland Security
USGS– U.S. Geological Survey
VHF– Very High Frequency
WARN– Water Agency Response Network
WEROC– Water Emergency Response Organization of Orange County WUI– Wildland/Urban Interface
9.2 GLOSSARY OF TERMS
Introduction: The Glossary contains definitions of terms commonly used in the Standardized Emergency Management System (SEMS). The Glossary was developed from a glossary used in the Incident Command System National Training Curriculum. It does not contain terms or definitions related to specific resources for particular application areas. Users should supplement this glossary with agency-specific terms and definitions as appropriate.
Action Plan The plan prepared in the EOC containing
the emergency response objectives of that
SEMS level reflecting overall priorities and
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supporting activities for a designated
period. The plan is shared with supporting
agencies. See also Incident Action Plan.
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.
After Action Report A report covering response actions, application of SEMS, modifications to
plans and procedures, training needs, 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
a 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 Agency, Cooperating
Agency and Multi-agency.)
Agency Dispatch The agency or jurisdictional facility from 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.
Agency Representative An individual assigned to an incident or to an EOC from an assisting or cooperating
agency who has been 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 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
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Plan. Also responsible for providing
logistical support to helicopters operating
on the incident.
Allocated Resources Resources dispatched to an incident.
Air 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.
Assigned Resources Resources checked in and assigned work tasks on an incident.
Assignments Tasks given to resources to perform within
a given operational period, based upon
tactical objectives in the Incident or EOC
Action.
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
Base The location at an incident at which
primary logistical functions for an incident
are coordinated and administered. There
is only one Base per incident. (Incident
name or other designator will be added to
the term "Base.") The Incident Command
Post may be collocated with the Base.
Branch The organizational level 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
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Logistics Section. Branches are identified
by the use of Roman Numerals or by
functional name (e.g., medical, security,
etc.). Branches are also used in the same
sequence 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
Cache A pre-determined complement of tools,
equipment and/or supplies stored in a
designated location, available for incident
use.
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 incident personnel.
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 locations at the SEMS Field
Level include: Incident Command Post
(Resources Unit), Incident Base, Camps,
Staging Areas, Helibases, Helispots, and
Division Supervisors (for direct line
assignments).
Clear Text The use of plain English in radio
communications transmissions. No Ten
Codes or agency specific codes are used
when utilizing Clear Text.
Command The act of directing, 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 assistants,
as needed. These functions may also be
found at the EOC levels in SEMS. At the
EOC, they would report to the EOC
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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 the major part of an
Incident Communications Center.
Community Based Organizations A local organization (which may or may not be an affiliate of a national organization)
with a primary mission to provide services
to specific groups of people. This could
include services to people who are
developmentally disabled, homeless, lowincome elderly, non-English speaking, or others. CBOs are usually nonprofit
organizations. Most have a 501 (c) (3) taxexempt status from the Internal Revenue Service. Some may have the nonprofit
status from the Franchise Tax Board. In
size, they range from all- volunteer
organizations that get by on virtually no
budget, to multimillion-dollar operations.
Examples include Food Banks, Centers
for Independent Living, Immigration
Assistance Programs, Easter Seals,
Neighborhood Clinics, and Family
Centers.
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 Unified Command.
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.)
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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.
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 large incidents.
Demobilization Unit Functional unit within the Planning Section responsible for assuring orderly, safe and
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efficient demobilization of incident or EOC
assigned resources.
Department Operations Center A facility used by a distinct discipline, such as flood operations, fire, medical,
hazardous material, or a unit, such as
Department of Public Works, or
Department of Health. Department
Operations Centers may be used at all
SEMS levels above the field response
level depending upon the needs 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 as necessary at all SEMS EOC
levels.
Disaster A sudden calamitous emergency event
bringing great damage loss or destruction.
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 are 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 the 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.
Emergency A condition of disaster or of extreme peril
to the safety of persons and property
caused by such conditions as air pollution,
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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 Management Coordinator 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 Management Director
(Emergency Services Director)
The individual within each political
subdivision that has overall responsibility
for jurisdiction emergency management.
For cities and counties, this responsibility
is commonly assigned by local ordinance.
Emergency Medical Technician (EMT) A health-care specialist with particular skills and knowledge in pre-hospital
emergency medicine.
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.
Emergency Response Agency
Any organization responding to an
emergency, or providing mutual aid
support to such an organization, whether
in the field, at the scene of an incident, or
to an operations center.
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.
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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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.
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.
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.
Generic ICS Refers to the description of ICS that is
generally applicable to any kind of incident
or event.
Field Operations Guide A pocketsize 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. The
section can include the Time Unit,
Procurement Unit, Compensation/Claims
Unit and Cost Unit.
Food Unit Functional unit within the Service Branch
of the Logistics Section responsible for
providing meals for incident and/or EOC
personnel.
Function In ICS, function refers to the five major
activities in the ICS, i.e., Command,
Operations, Planning/Intelligence,
Logistics and Finance/Administration. The
same five functions are also 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."
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Functional Element Refers to a part of the incident, EOC or DOC organization such as section,
branch, group or unit. Refers to the
description of ICS that is generally
applicable to any kind of incident or event.
General Staff The group of management personnel
reporting to the Incident Commander or to
the EOC Director. They may each have a
deputy, as needed. At the Field SEMS
level, the General Staff consists of:
A. Operations Section Chief
B. Planning/Intelligence Section Chief
C. Logistics Section Chief
D. Finance/Administration Section Chief
At some SEMS EOC levels, the position
titles are Section Coordinators.
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.
Helispot Any designated location where a
helicopter can safely take off and land.
Some helispots may be used for loading of
supplies, equipment, or personnel.
Incident An occurrence or event, either humancaused 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.
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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 use 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 Communications Center The location of the Communications Unit and the Message Center.
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 to
allow for strategic and tactical alternatives.
Information Officer A member of the Command Staff
responsible for interfacing with the public
and the 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
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disciplines. At SEMS EOC levels, the
information function may be established
as a Coordinator or as a section or branch
reporting directly to the EOC Director.
Initial Action The actions taken by resources, which are the first to arrive at an incident.
Initial Response Resources initially committed to an
incident.
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
Multi-jurisdictional)
Jurisdictional Agency The agency having jurisdiction and responsibility for a specific geographical
area, or a mandated function
Landing Zone (See Helispot)
Leader The ICS title for an individual responsible
for a functional unit, task forces, or teams.
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
EOC Director.
Life-Safety Refers to the joint consideration of both
the life and physical well-being of
individuals.
Local Government Means local agencies per Article 3 of the SEMS regulations. The Government Code
8680.2 defines local agencies as any city,
city and county, county, school district or
special district.
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
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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 the OES
Executive Management. This Committee
has become inactive with the advent of the
Mutual Aid Regional Advisory
Committees.
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.
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.
Master Mutual Aid Agreement An agreement entered into by and between the State of California, its various
departments and agencies, and the
various political subdivision, municipal
corporations, and 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.
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 from
providing emergency medical treatment of
incident personnel.
Message Center The Message Center is part of the Incident or EOC Communications Center and is
collocated or placed adjacent to it. It
receives records, and routes information
to appropriate locations at an incident or
within an EOC.
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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 are temporarily located
pending assignment to incidents, release,
or reassignment.
Multi-Agency/Inter-Agency
Coordination
The participation of agencies and
disciplines involved at any level of the
SEMS organization working together in a
coordinated effort to facilitate decisions for
overall emergency response activities,
including the sharing of critical resources
and the prioritization of incidents.
Multi-Agency Coordination System
(MACS)
The combination of personnel, facilities,
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-jurisdictional environment.
A MAC Group functions within the MACS.
MACS organizations are used within the
California Fires 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-jurisdictional Incident An incident requiring action from multiple agencies that have a statutory
responsibility for incident mitigation. In ICS
these incidents will be managed under
Unified Command.
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
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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.
Office of Emergency Services The Governor's Office of Emergency Services
Operational Area An intermediate level of the state
emergency organization, consisting of a
county and all political subdivisions within
the county area.
Operational Period The period of time 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, Teams,
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.
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.
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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.
Procurement Unit Functional unit within the
Finance/Administration Section
responsible for financial matters involving
vendor contracts.
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.
Region 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.
Reporting Locations Specific locations or facilities where incoming resources can check-in at the
incident. (See Check-in).
Resources Personnel and equipment available, or
potentially available, for assignment to
incidents or to EOCs. Resources are
described by kind and type, and may be
used in tactical support or supervisory
capacities at an incident or at EOCs.
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
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additional responding resources will have
on the incident, and anticipated resource
needs.
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.
Section The organization level with responsibility
for a major functional area of the incident
or at an EOC, e.g., Operations, Planning/
Intelligence, 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 will be Section
Coordinator.
Service Branch A Branch within the Logistics Section
responsible for service activities at the
incident. Includes the Communications,
Medical and Food Units.
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- ofcontrol 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 Section
2900(s) for purposes of natural 18 Part III
Supporting Documents Glossary of Terms
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Standardized Emergency Management
System (SEMS) Guidelines disaster
assistance. This may include a joint
powerauthority established under Section
6500 et.seq.of the Code.
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.
Staging Area Managers Individuals within ICS organizational units that are assigned specific managerial
responsibilities at Staging Areas (Also
Camp Manager)
Standardized Emergency Management
System (SEMS)
A system required by California
Government Code for managing response
to multi-agency and multijurisdictional
emergencies in California. SEMS consists
of five organizational levels, which are
activated as necessary: Field Response,
Local Government, Operational Area,
Region, and State.
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.
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 Support Units.
Support Resources Non-tactical resources under the
supervision of the Logistics, Planning/
Intelligence, 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.
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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 area.
Task Force A combination of single resources
assembled for a particular tactical need,
with common communications and a
leader.
Technical Specialists Personnel with special skills that can be used anywhere within the
ICS or EOC organization.
Time Unit Functional unit within the Finance/
Administration Section responsible for
recording time for incident or EOC
personnel and hired equipment.
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.
Unified Area Command A Unified Area Command is established when incidents under an Area Command
are multi-jurisdictional. (See Area
Command and Unified Command)
Unified Command In ICS, Unified Command is a unified team effort which allows all agencies with
responsibility for the incident, either
geographical or functional, to manage an
incident by establishing a common set of
incident objectives and strategies. This is
accomplished without losing or abdicating
agency authority, responsibility or
accountability.
Unit An organizational element having
functional responsibility. Units are
commonly used in incident
Planning/Intelligence, Logistics, or
Finance/Administration sections and can
be used in operations for some
applications. Units are also found in EOC
organizations.
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Unity of Command The concept by which each person within an organization reports to one and only
one designated person.
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CHAPTER 10 POSITION CHECKLIST
All EOC Responder Checklist
Management Section Position Checklists
• Director of Emergency Services
• EOC Director
• Policy Group
• City Attorney
• Management/Command Group
• EOC Coordinator
• Liaison
• Safety Officer
• Public Information Officer
• Agency Representative
Operations Section Position Checklists
• EOC Operations Section Chief
• Fire Branch
• Law Branch – Fatalities Management
• Public Works Branch – Water/Utilities Management
• Care and Shelter Branch
• Dispatch Group
Planning/Intelligence Section Position Checklists
• EOC Planning/Intelligence Section Chief
• Documentation Unit
• Situation Status Unit
• Resource Status Unit
• Safety Assessment Unit
• Recovery/Advanced Planning Unit
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• Technical Specialist
• Demobilization Unit
Logistics Section Position Checklist
• EOC Logistics Section Chief
• Service Branch
o Communications Unit
o Food Unit
• Support Branch
o Facilities/Ground Support Unit
o Transportation Unit
o Personnel/Volunteer Unit
o Supply Unit
Finance/Administration Section Position Checklists
• EOC Finance/Administration Section Chief
• Cost Recovery Unit
• Time Keeping Unit
• Supply and Procurement Unit
• Compensation/Claims Unit
• Cost Analysis Unit
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ALL EOC RESPONDER CHECKLIST
There are certain standard tasks that are conducted by all EOC responders at the onset of the EOC activation, throughout the assigned shift, and when the position is demobilized. A standardized checklist has been developed for the Activation, General Operations, and Demobilization phases and the tasks to be performed during each EOC position assignment in the EOC. This list will also be included in the checklist notebooks at each position within the EOC:
All EOC Responders Standardized List
Activation Phase Tasks
• Check-in, sign roster, confirm EOC Responder position and report to your designated Supervisor
• Confirm EOC Responder position and obtain shift length, shift change times, briefing meeting timelines and general EOC policies from your Supervisor • Report to your workstation and don the appropriate position vest • Follow posted directions for computer start-up and, if applicable, WebEOC log-in • Start a position log in WebEOC that chronologically describes actions taken during your shift
• Review your EOC Responder Position Checklist; clarify any issues regarding your authority and assignment with your Supervisor
• Ensure that all required supplies for your workstation are available and equipment is working properly e.g. phones, radios, forms, lists, maps, computer links, etc • Obtain initial incident briefing
• Obtain contact information for counterparts at the Orange County Operational Area EOC, DOCs/BOCs, and other relevant agencies established lines of communications
General Operations Phase Tasks
• Refer all media inquiries or contact to the EOC PIO
• Attend all meetings and briefings for your position
• Maintain current status reports and displays for your position • Advise your Supervisor of any status/situation updates City of Brea
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• Provide input to and review the EOC Action Plan; execute the tasks of your section and monitor progress with the Emergency Services Director’s stated objectives • Maintain accurate records of personnel, equipment, and materials. Record all expenditures and forward to the Finance & Administration Section • Deposit all paper documents with the Planning & Intelligence Section’s Documentation Unit at the end of your shift
• Brief your relief at shift-change time. Ensure that activities in progress are identified and follow-up requirements are communicated and fully understood Demobilization Phase Tasks
• Begin demobilizing when authorized by your Supervisor • Ensure that any open actions are completed or transferred to other EOC elements, as appropriate
• Ensure that all required forms and reports are completed; close out activity logs, return all checked out equipment, and provide all documentation to the Planning & Intelligence Section’s Documentation Unit prior to your release and departure from the EOC
• Inform counterparts at the Orange County Operational Area EOC and DOC’s, and other relevant agencies that your position is being demobilized • Leave forwarding information, including cell numbers and email with the Planning & Intelligence Section’s Documentation Unit Leader
• Participate in all scheduled debriefings and critiques of the emergency response.
Be prepared to provide input to the After-Action Report City of Brea
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EOC MANAGEMENT SECTION
Management Section Position Checklists
• Director of Emergency Services
• EOC Director
• Policy Group
• City Attorney
• Management/Command Group
• EOC Coordinator
• Liaison
• Safety Officer
• Public Information Officer
• Agency Representative
Overview
Management is responsible for overall emergency policy and coordination through the joint efforts of governmental agencies and private organizations.
Objectives
The overall objective of emergency management is to ensure the effective management of response and recovery activities and resources in preparing for and responding to situations associated with all hazards. To carry out its responsibilities, the Management Section will accomplish the following objectives during a disaster/emergency:
• 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 City of Brea
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• Ensure that all EOC Sections are aware of and follow documentation procedures to recover all eligible disaster response and recovery costs City of Brea
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POLICY GROUP
Date: Start Time: End Time:
PRIMARY: Mayor and City Council Members
Print Name:
ALTERNATE: Mayor Pro-Tem and City Council Members
Print Name:
GENERAL DUTIES:
• Proclaim and/or ratify a local emergency, and end the emergency. • Establish executive level policies for management of emergency. • Ensure that the Emergency Services Director has clear policy direction. • Make recommendations and provide advice to the Emergency Services Director. • Establish basic policies which govern the emergency organization. • Obtain briefings from Emergency Services Director and interact with the public and media.
• Host and accompany VIPs and government officials on tours of the emergency/ disaster.
RESPONSIBILITIES:
Proclaim and/or ratify a local emergency, approve emergency orders and serve as City Officials. Policy issues that may need to be addressed during activation may include; crisis communication issues, declarations, restrictions, contingency funding, donations/volunteer management, restoration, resource allocation and response and recovery priorities, etc.
The Policy Group will operate from the City Managers Conference Room to ensure confidentiality during discussions. The Emergency Services Director will ensure communications between the EOC and the Policy Group are maintained throughout the entire activation.
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The Director of Emergency Services will consider implications of the disaster and communicate with the Policy Group especially in relation to coordination for response and recovery efforts, and especially legal issues.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
STARTUP ACTIONS:
• Check in at the City Managers Conference Room.
• Receive incident briefing from the Emergency Services Director. • Call emergency meetings of the City Council to proclaim and/or ratify a local emergency and approve emergency orders as needed.
• Three (3) members of the City Council are needed for an official quorum. • Seek Legal Counsel from the City Attorney as required. • Emergency proclamations must be ratified within seven (7) days. • Approve extraordinary expenditure requirements as necessary. • Review, at least every 14 days, the need for continuing the Local Emergency and proclaim the termination of the Local Emergency as conditions warrant. • In consultation with the Emergency Services Director and General Staff, develop temporary emergency policies for managing the strategic aspects of the emergency.
• Oversee the release of official statements.
• Upon request of PIO or Liaison Officer, host and accompany VIP's and governmental officials on tours of the emergency/disaster area. Coordinate all tours with Public Information Officer (PIO) and Field Incident Commander. • Provide interviews to the media as arranged by the PIO. • Refer all requests for emergency information to the Emergency Services Director or Public Information Officer.
• Serve on and coordinate activities of the Disaster Council.
POSITION OPERATIONAL DUTIES:
• Develop or utilize existing citizen’s advisory group to address concerns. • Consider developing an emergency planning task force within the local business or trade association to discuss concerns and disseminate pre-event planning information and post-event recovery information.
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• Consider developing a plan to provide a Local Assistance Center (LAC) location that can be utilized for information and assistance to citizens and businesses impacted by an emergency.
• Encourage post-event discussions in the community to identify perceived areas of improvements.
Note: Council members should refrain from direct involvement with City or joint City/County/State EOC activities. Council members will be provided information updates through the Emergency Services Director and the EOC Director.
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CITY ATTORNEY
Date: Start Time: End Time:
PRIMARY: City Attorney
Print Name:
ALTERNATE: City Attorney Designee
Print Name:
SUPERVISOR: Emergency services Director
GENERAL DUTIES:
• Prepare proclamations, emergency ordinances and other legal documents and provide legal services as required.
• Maintain legal information, records and reports relative to the emergency. • Commence legal proceedings as needed.
• Participate as a member of the EOC Management Team when requested by Emergency Services Director.
• Participate as a member of the Policy Group or EOC Management Team when requested by City Council or Emergency Services Director .
RESPONSIBILITIES:
Act as the City Attorney to provide legal advice to the Policy Group and Emergency Services Director in all legal matters relative to emergency response and recovery actions and operations. The City Attorney will be located with the Policy Group in City Hall but shall also provide support to EOC staff as needed.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Prepare proclamations, emergency ordinances and other legal documents required by the City Council and the Emergency Services 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 and appropriate to implement and enforce emergency actions.
• Advise the Emergency Services Director on areas of legal responsibility and identify potential liabilities.
• Advise the City Council, Emergency Services Director and management personnel of the legality and/or legal implications of contemplated emergency actions and/or policies.
• Prepare documents relative to Health and Safety issues and the abatement of hazardous structures or conditions.
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EMERGENCY SERVICES DIRECTOR
Date: Start Time: End Time:
PRIMARY: City Manager
Print Name:
ALTERNATE: Designee
Print Name:
SUPERVISOR: City Council
Print Name:
GENERAL DUTIES:
• Serve as the Director of Emergency Services for the City of Brea. • Make executive decisions based on policies of the City Council. • Develop and issue rules, regulations, proclamations and orders. • Establish the appropriate level of organization, and continuously monitor the effectiveness of that organization. Make changes as required. • Exercise overall management responsibility for the coordination of the response efforts within the affected area. In conjunction with the Management and General Staff, set priorities for response efforts, and ensure that all agency actions are accomplished within the priorities established.
• Ensure that multi-agency or inter-agency coordination is accomplished effectively within the EOC.
• Support and coordinate a multi-agency disaster response including federal, state, regional and outside agency resources.
RESPONSIBILITIES:
Provide overall management and coordination of the City of Brea emergency response and recovery efforts.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION START-UP ACTIONS:
• Identify yourself as the Emergency Services Director by putting on the vest with your title. Print your name on the EOC organizational chart next to your assignment.
• Direct the implementation of the City of Brea’s Emergency Operations Plan activating the use of the Incident Command System.
• Determine level of EOC activation and ensure that EOC positions are filled as needed.
• Make staff assignments; prepare work objectives for staff and brief staff. • Ensure that the Management Section is staffed as soon as possible at the level needed:
o EOC Director
o Public Information Officer
o EOC Coordinator
o Management/Command Group
o Liaison
o Safety Officer
o Agency Liaisons
• Direct the EOC Director to appoints the necessary EOC Section Chief’s (General Staff) and ensure they are in place as soon as possible and are staffing their respective units:
o EOC Operations Section Chief
o EOC Planning/Intelligence Section Chief
o EOC Logistics Section Chief
o EOC Finance/Administration Section Chief
• Request additional personnel to maintain a 24-hour operation as required.
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• Ensure that all EOC Management team meetings, General Staff meetings and policy decisions are adequately documented by a scribe for post disaster analysis and reporting.
• Ensure that all departments document and account for personnel and work assignments.
• Confirm the delegation of authority. Provide any guidance or direction as necessary.
• Determine appropriate delegation of purchasing authority to the Purchasing Unit of the Finance/Administration Section.
• Schedule the first planning meeting and establish the frequency of briefing sessions.
• Confer with EOC Director, Emergency Management Coordinator and Section Chiefs to determine what representation is needed at the EOC from other agencies.
POSITION OPERATIONAL DUTIES:
• Assess situation, work in progress, resources and estimate incident duration. • Develop and issue appropriate rules, regulations, proclamations and orders. • Initiate Emergency Proclamations as needed.
• Establish City Hall hours of operation.
• Conduct periodic briefing sessions with the entire EOC Management Team to update the overall situation.
• Conduct periodic briefing sessions with the City Council to update the overall situation.
• Set priorities for restoration of city services.
• Approve and authorize the implementation of the EOC Action Plan developed and prepared by the EOC Planning/Intelligence Section and EOC Management Team. • In conjunction with the EOC Public Information Officer (PIO), coordinate and conduct news conferences and review media releases as required. Establish procedure for information releases affecting inter-agency coordination. • Authorize the PIO to release information to the media and to access the Emergency Alert System (EAS) as needed.
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• Establish and maintain positive and effective inter-agency coordination. • Arrange for VIP tours and coordinate with the PIO and EOC Director. • Establish contacts and maintain needed support from adjacent jurisdictions/agencies and with other organizational levels as appropriate. • Proclaim termination of the emergency.
• Direct recovery operations.
• Ensure completion and submittal of an after-action report.
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EMERGENCY OPERATIONS CENTER (EOC) DIRECTOR
Date: Start Time: End Time:
PRIMARY: Police Chief, Fire Chief or Designee
Print Name:
ALTERNATE: Designee
Print Name:
SUPERVISOR: Director of Emergency Services
GENERAL DUTIES:
• Report to the Director of Emergency Services for the City of Brea. • Implement executive decisions based on policies of the Director of Emergency Services and the City Council.
• Establish the appropriate level of the EOC organization, and continuously monitor the effectiveness of that organization. Make changes as required. • Be prepared to form additional branches/groups/units as dictated by the situation. • Exercise overall management responsibility for the coordination of the response efforts within the affected area. In conjunction with Management and the General Staff, develop priorities for response efforts, and ensure that all agency actions are accomplished within the priorities established.
• Ensure that multi-agency or inter-agency coordination is accomplished effectively within the EOC.
• Coordinate with Agency Representatives assigned to the EOC and handle requests from other agencies for sending liaison personnel to other EOCs. • Support and coordinate a multi-agency disaster response including federal, state, regional and outside agency resources.
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RESPONSIBILITIES:
Manage all Emergency Operations Center General Staff.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION START-UP ACTIONS:
• Identify yourself as the EOC Director by putting on the vest with your title. Print your name on the EOC organizational chart next to your assignment. • Direct the implementation of the City of Brea’s Emergency Operations Plan activating the use of the Incident Command System.
• Determine level of EOC activation and ensure that EOC positions and ICS field positions are filled as needed.
• Appoint the necessary EOC Section Chief’s (General Staff) and ensure they are in place as soon as possible and are staffing their respective units:
o EOC Operations Section Chief
o EOC Planning/Intelligence Section Chief
o EOC Logistics Section Chief
o EOC Finance/Administration Section Chief
• Confer with Emergency Management Coordinator & Section Chiefs to determine what representation is desired/required at the EOC from other agencies such as:
o Local/county/state/federal agencies
o Schools
o Volunteer organizations
o Private sector organizations
o Utility providers
• Request plans to maintain a 24-hour operation as required. • Prepare initial work objectives for Section staff, brief staff and make staff assignments.
• Ensure that all EOC Management Team meetings, General Staff meetings and policy decisions are documented by a scribe.
• Ensure that all departments account for personnel and work assignments. • Confirm the delegation of authority. Obtain guidance or direction as necessary from the Director of Emergency Services.
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• Determine appropriate delegation of purchasing authority to the Purchasing Unit of the Finance/Administration Section.
• Schedule the first Operational Planning Meeting.
• Direct the Development of the EOC Action Plan by the EOC Planning/Intelligence Section and EOC Sections.
• Approve the Final Action Plan and provide an EOC Staff Briefing. • In consultation with the Director of Emergency Services and Section Chiefs, establish the frequency of briefing sessions.
POSITION OPERATIONAL DUTIES:
• Carry out responsibilities of all other EOC Sections not currently staffed. • Assess situation, work in progress, resources and estimate incident duration. • Set up EOC planning meeting schedule with all EOC Section Chiefs. • Develop overall strategy with the EOC Section Chiefs. • Ensure that EOC Sections are carrying out their principle duties:
o Implementing operational objectives per the EOC Action Plan. o Preparing action plans and status reports.
o Providing adequate facility and operational support.
o Providing administrative and fiscal record keeping and support. • Develop and issue appropriate rules, regulations, proclamations and orders. • Request initiation of an Emergency Proclamation by the Director of Emergency Services as needed.
• Conduct periodic briefing sessions with the entire EOC Management Team to update the overall situation.
• Conduct periodic briefing sessions with the City Council to update the overall situation.
• Set priorities for restoration of city services.
• Hold action planning meeting of section Chief’s and branch coordinators, agency representatives (as required) and key staff. The activities to be covered in an action planning meeting are:
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o Provide briefings on current and forecasted situation and major reportable incidents within affected Operational Area.
o Obtain any additional information from other sources on the current situation assessment.
o Review availability and status of ordered, en route, or staged resources. o Establish with staff the next Operational Period for which the EOC Action Plan should be developed.
o Define priority actions to be accomplished or undertaken within the next Operational Period in light of the known and forecasted situation and status of available resources.
o Establish assignments for available and incoming resources based on current and forecast situation and established priorities. o Determine need for additional resources and establish specific responsibilities for ordering.
o Discuss and resolve any internal coordination issues. o Ensure that staff is clear on the EOC Action Plan.
o Have pertinent elements documented for distribution as necessary. o Establish time for next action planning meeting.
• Provide support as required to the EOC Public Information Officer (PIO). • Request the PIO to release information to the media and to access the Emergency Alert System (EAS) as needed.
• Monitor performance of EOC personnel for signs of stress or under-performance; initiate Critical Incident Stress Debriefing as appropriate in coordination with Supply (Personnel) Unit of the Logistics Section Determine status and resource needs and availability of other agencies.
• Brief Agency Representatives on current situation, priorities and EOC Action Plan. • Establish and maintain a safe working environment for all affected personnel. • Ensure that proper security of the EOC is maintained at all times. • Establish contacts and maintain needed support from adjacent jurisdictions/agencies and with other organizational levels as appropriate. • Notify Orange County Operational Area, adjacent facilities and other EOCs as necessary of planned time for deactivation.
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• Proclaim termination of the emergency and proceed with recovery operations • Ensure completion and submittal of an after-action report.
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EOC COORDINATOR
Date: Start Time: End Time:
PRIMARY: Emergency Preparedness Coordinator
Print Name:
ALTERNATE: Designee
Print Name:
SUPERVISOR: Emergency Services Director
GENERAL DUTIES:
• Ensure the EOC is set up and ready for activation.
• Coordinate EOC internal management systems.
• Liaison with outside public jurisdictions and internal departments. • Interact with other sections and branches/groups/units within the EOC to obtain information, assist in coordination, and ensure the proper flow of information. • Assist and serve as an advisor to the Emergency Services Director, the EOC Director and General Staff as needed.
• Provide information and guidance to the EOC Management Team. • Maintain contact with the Orange County Operational Area EOC Liaison Officer. • Serve (temporary assignment) as a Section Chief if assigned by the Emergency Services Director or EOC Director.
• Coordinate all visits to the EOC Function as a central location for incoming Agency Representatives, provide workspace, and arrange for support as necessary. • Ensure that all developed guidelines, directives, action plans, and appropriate situation information is disseminated to Agency Representatives.
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RESPONSIBILITIES:
Facilitate the overall functioning of the EOC, coordinate with other agencies and SEMS levels and serve as a resource to the Emergency Services Director and/or the EOC Director.
Serve as the point of contact for Agency Representatives from assisting organizations and agencies outside the city government structure; aid in coordinating the efforts of these outside agencies to reduce the risk of their operating independently. Any state and/or federal emergency official should contact the Liaison Officer to ensure continuity of operations.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS START-UP ACTIONS:
• Ensure the EOC is properly set up and ready for operations. • Ensure that telephone, radio and data communications with other facilities are established and tested.
• Clarify EOC Activation Level.
• Receive incident briefing from the EOC Director and Section Chiefs. • Notify the Orange County Operational Area that the City’s EOC is activated via the notification procedures.
• Ensure that staff has initiated check-in procedures.
• Ensure that the EOC Organization and staffing chart is posted and that arriving team members are assigned by name.
• Assess emergency impacts and provide advice to the Emergency Services Director and/or EOC Director as to the extent of EOC activation. • Assist the Emergency Services or EOC Director in filling needed workstation assignments.
• Provide assistance and information to Section Chiefs as required. • Determine 24-hour staffing requirements and request additional support as required.
POSITION OPERATIONAL DUTIES:
• Assist the General Staff and the Emergency Services Director in developing an overall strategy, including:
o Assess the situation.
o Define the problem.
o Establish priorities.
o Determine the need for evacuation.
o Estimate the incident duration.
o Determine if there is a need to make an “Emergency Proclamation.” City of Brea
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• Advise the Emergency Services Director about proclamations, emergency ordinances and other legal documents required by the City Council and the Emergency Services Director.
• Assist the Planning/Intelligence Section in the development, continuous updating and execution of the EOC Action Plan.
• Ensure efficient operating procedures within the EOC. Assist any function in addressing any issues that might arise.
• Monitor performance of EOC personnel for signs of stress or under-performance; advise Emergency Services Director of condition.
• Ensure that EOC personnel are properly maintaining all documentation. • Facilitate and attend periodic briefing sessions conducted by the Emergency Services Director and EOC Director.
• Advise the EOC Director of any issues that need to be addressed and of any responsibilities that need to be assigned.
• Liaison with other agencies (Operational Area, State and FEMA) as assigned.
Ensure that all notifications are made to the Orange County Operational Area and verify that requests for assistance have been addressed or forwarded to the State Regional EOC.
• Contact all on-site Agency Representatives. Make sure:
o They have signed into the EOC.
o They understand their assigned function.
o They know their work location.
o They understand EOC organization and floor plan (provide both). • Request Agency Representatives contact their agency, determine level of activation of agency facilities, and obtain any intelligence or situation information that may be useful to the EOC.
• Respond to requests for liaison personnel from other agencies. • Act as liaison with state or federal emergency response officials and appropriate city personnel.
• Determine if there are communication problems in contacting outside agencies.
Provide information to the Communications Unit of the EOC Logistics Section. • Know the working location for any Agency Representative assigned directly to a branch/group/unit.
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• Compile list of Agency Representatives (agency, name, EOC phone) and make available to all Section Chief’s and Branch/Group/Unit Coordinators. • Respond to requests from Sections, Branches and Units for Agency information.
Direct requests to appropriate Agency Representatives.
• Provide periodic update briefings to Agency Representatives as necessary. • Ensure that incoming EOC personnel are briefed prior to their assuming their duties. Briefings should include:
o Current situation assessment
o Identification of specific job responsibilities
o Identification of co-workers within the job function and/or geographical assignment
o Availability of communications
o Location of work area
o Identification of eating and sleeping arrangements as appropriate o Procedural instructions for obtaining additional supplies, services and personnel
o Identification of operational period work shifts
• Ensure that all necessary communications have been established. • Coordinate and monitor all EOC visitations.
• Coordinate all EOC functions with neighboring jurisdictions, the Orange County.
Operational Area and other support and response organizations. • Assist in shift change issues.
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LIAISON OFFICER
Date: Start Time: End Time:
PRIMARY: Senior Analyst
Print Name:
ALTERNATE: Management Analyst
Print Name:
SUPERVISOR: Director of Emergency Services or EOC Director Print Name:
GENERAL DUTIES:
• Coordinate with Agency Representatives assigned to the EOC and handle requests from other agencies for sending liaison personnel to other EOCs. • Function as a central location for incoming Agency Representatives, provide work space and arrange for support as necessary.
• Interact with other sections and branches/groups/units within the EOC to obtain information, assist in coordination and ensure the proper flow of information. • Ensure that all developed guidelines, directives, actions, plans and appropriate situation information is disseminated to Agency Representatives.
RESPONSIBILITIES:
Serve as the point of contact for Agency Representatives from assisting organizations and agencies outside the city government structure; aid in coordinating the efforts of these outside agencies to reduce the risk of their operating independently. Any state and/or federal emergency official should contact the field or EOC Liaison Officer to ensure continuity of operations.
Multi-agency or inter-agency coordination is defined as the participation of agencies and disciplines involved at any level of the SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS START-UP ACTIONS:
• Identify yourself as the EOC Liaison Officer by putting on the vest with your title.
Print your name on the EOC Organizational Chart next to your assignment. • Obtain a briefing on the situation
POSITION OPERATIONAL DUTIES:
• Arrange and coordinate VIP tours with PIO and City Council members. • Contact all on-site Agency Representatives. Make sure:
o They have signed into the EOC.
o They understand their assigned function.
o They know their work location.
o They understand EOC organization.
• Determine if outside liaison is required with other agencies such as:
o Local/county/state/federal agencies
o Schools
o Volunteer organizations
o Private sector organizations
o Utilities not already represented
• Determine status and resource needs and availability of other agencies. • Brief Agency Representatives on current situation, priorities, and EOC action plan. • Request Agency Representatives contact their agency, determine level of activation of agency facilities, and obtain any intelligence or situation information that may be useful to the EOC.
• Notify and coordinate with adjacent jurisdictions on facilities and/or dangerous releases which may impose risk across boundaries.
• Respond to request for liaison personnel from other agencies. • Act as liaison with state or federal emergency response officials and appropriate city personnel.
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• Determine if there are any communication problems in contacting outside agencies. Provide information to the Communications branch of the Logistics section.
• Know the working location for any Agency Representative assigned directly to a branch/group/unit.
• Compile list of Agency Representatives (agency, name, and EOC phone) and make available to all Section and Branch/Group/Unit coordinators. • Respond to requests from sections and branches/groups/units for Agency information. Direct requesters to appropriate Agency Representatives. • Provide periodic update briefings to Agency Representatives as necessary.
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SAFETY OFFICER
Date: Start Time: End Time:
PRIMARY: Fire Marshal
Print Name:
ALTERNATE: Fire Prevention Staff
Print Name:
SUPERVISOR: Director of Emergency Services or EOC Director Print Name:
GENERAL DUTIES:
• Ensure that all facilities used in support of EOC operations have safe operating conditions.
• Monitor all EOC and related facility activities to ensure that they are being conducted in as safe a manner as possible under the circumstances which exist. • Stop or modify all unsafe operations.
RESPONSIBILITIES:
Identify and mitigate safety hazards and situations of potential City liability during EOC operations and ensure a safe working environment in the EOC.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS START-UP ACTIONS:
• Identify yourself as the EOC Safety Officer by putting on the vest with your title.
Print your name on the EOC Organizational Chart next to your assignment. • Obtain a briefing on the situation.
POSITION OPERATIONAL DUTIES:
• Tour the entire facility area and determine the scope of on-going operations. • Evaluate conditions and advise the EOC Director of any conditions and actions which might result in liability- eg. Oversights, improper response actions, etc. • Coordinate with the Personnel Unit of the Logistics Section to ensure that training for personnel includes safety and hazard awareness and is compliant with OSHA requirements.
• Study the facility to learn the location of all fire extinguishers, fire hoses and emergency pull stations.
• Be familiar with particularly hazardous conditions in the facility. • Ensure that the EOC location is free from environmental threats (ie. radiation exposure, air purity, water potability, etc.)
• If the event which caused activation is an earthquake, provide guidance regarding actions to be taken in preparation for aftershocks.
• Keep the EOC Director advised of any safety conditions. • Coordinate with Compensation and Claims Unit of the Finance Section on any personnel injury claims or records preparation as necessary for proper case evaluation and closure.
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AGENCY REPRESENTATIVE
Date: Start Time: End Time:
PRIMARY: American Red Cross
Print Name:
Brea Olinda Unified School District
Print Name:
Orange County Sheriff-Coroner
Print Name:
Orange County Health Care Agency
Print Name:
SUPERVISOR: EOC Director
Print Name:
RESPONSIBILITIES:
As an individual assigned to the EOC from another agency, the Agency Representative should represent his/her agency by providing agency status, identify resource requirements and requests. The Representative must possess the authority to make decisions and commit resources within the given established limits.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Obtain current situation briefing from person you are relieving, the EOC Coordinator or Operations Section Chief.
• Contact EOC sections or branches/groups/units appropriate to your responsibility, and advise them of your presence and assigned work location. • Provide appropriate situation information to the Situation Status Unit of the EOC Planning/Intelligence Section.
• If relocating to work directly with a functional branch/group/unit, advise EOC Coordinator of your location.
• Facilitate requests for support or information that your agency can provide. • Keep up to date on the general status of resources and activity associated with your agency.
• Represent your agency at planning meetings as appropriate. Be prepared to provide update briefings about your agency's activities and priorities at these meetings.
• Inform your agency periodically on City EOC priorities and actions that may be of interest.
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PUBLIC INFORMATION OFFICER
Date: Start Time: End Time:
PRIMARY: Communications/Marketing Manager
Print Name:
ALTERNATE: Communications/Marketing Management Analyst
Print Name:
ALTERNATE: Director of Emergency Services or EOC Director Print Name:
GENERAL DUTIES:
• Serve as the dissemination point of all information released to the public within the affected area. Other agencies wishing to release information to the public should coordinate through the Public Information function.
• Assist the Planning and Intelligence Section with the monitoring and maintenance of the EOC Status boards to ensure timely and consistent information is presented. • Coordinate as necessary to ensure that the public within the affected area receives complete, accurate, timely, and consistent information about lifesaving procedures, health preservation instructions, emergency status and other information, and relief programs and services. Information released should be posted in the EOC (See Attachment #1 – Sample Media Policy). • Review and coordinate all related public information, media releases, website and social media posts, including dissemination of emergency information to city departments to keep employees apprised of the situation. • Follow the Joint Information System (JIS) protocols, which include protocols for the Joint Information Center (JIC).
• If an Orange County Operational Area JIC is activated, ensure that the City’s public information efforts are coordinated with the JIC as appropriate.
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RESPONSIBILITIES:
Ensure that information support is provided on request; that information released is consistent, accurate, and timely and that appropriate information is provided to all required agencies.
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OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Secure guidance from the Emergency Services Director regarding the release of available information.
• Keep the Emergency Services 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. • Coordinate all media events with the Emergency Services Director. • Ensure that all departments, agencies and response organizations in the jurisdiction are aware that they must coordinate release of emergency information through the PIO and that all press releases must be cleared with the Emergency Services Director before releasing information to the media. • Establish the Media Center at a site to be determined by the Emergency Services Director, away from the EOC, Command Post and incident for media use and dissemination of information. Announce safe access routes to Media Information Center for media.
• Schedule and post times and locations of news briefings in the EOC, Media Information Center and other appropriate areas.
• Prepare and provide approved information to the media. Post news releases in the EOC, Media Information Center and other appropriate areas. • Develop an information release program.
• Interact with other branches/groups/units to provide and obtain information relative to public information operations.
• Coordinate with the Situation Status Unit of the Planning/Intelligence Section and define areas of special interest for public information action. Identify means for securing the information as it is developed.
• Maintain an up-to-date picture of the situation for presentation to media. • Obtain, process, and summarize information in a form usable in presentations. • Provide periodic briefings and press releases about the disaster situation throughout the affected areas. Refer media representatives to incident level PIOs for specific information.
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• As required, periodically prepare briefings for the jurisdiction executives or elected officials.
• Respond to information requests from the Emergency Services Director and EOC Management Team.
• Ensure that a rumor control function is established as necessary, and has the means for identifying false or erroneous information. Develop procedure to be used to squelch such information.
• Provide sufficient staffing and telephones to efficiently handle incoming media and public calls and to gather status information.
• Establish and staff a hot-line to answer inquiries from the public as needed. • Prepare, update and distribute to the public a Disaster Assistance Information Directory containing locations to obtain food, shelter, supplies, health services, etc. • Prepare a briefing sheet to be distributed to all employees at the beginning of each shift so they can answer questions from the public, such as shelter locations, water distribution sites, etc.
• Broadcast emergency information/updates on local TV, and City TV-Channel, either through the message board or live taping of Mayor or Emergency Services Director and social media.
• Send emergency/evacuation information through AlertOC. • Arrange for meetings between media and city officials or incident personnel. • Provide escort service to the media and VIPs; arrange for tours and photo opportunities when available staff and time permit. Coordinate VIP tours with Liaison Officer, City Council and Field Incident Commanders. • Assist in making arrangements with adjacent jurisdictions for media visits. • Determine which radio and TV stations are operational. • Determine requirements for support to the emergency public information function at other EOC levels.
• Monitor broadcast media, and use information to develop follow-up news releases and rumor control.
• When federal emergency response teams respond, coordinate activities through the Orange County Operational Area to ensure coordination of local, state and federal public information activities.
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• Ensure that announcements, information and materials are translated and prepared for special populations (non-English speaking; non-readers; elderly; the hearing, sight and mobility 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. • Prepare instructions for people who must evacuate from a high-risk area, including evacuation routes; types and quantities of clothing needed, food, medical items, etc.
• During periods of increased national readiness, or in time of need, prepare materials that address national security survival tips. • 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 with access or functional needs (non-ambulatory, sightimpaired, etc.) o Location of mass care shelters, first aid stations, food and water distribution points, etc.
o Location where volunteers 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 o Weather hazards when appropriate
o Public information hotline numbers
o Status of Local Proclamation, Governor’s Proclamation or Presidential Declaration
o Local, state and federal assistance available; locations and times to apply o How and where people can obtain information about relatives/friends in the emergency/disaster area (Coordinate with the Red Cross on the release of this information)
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• Issue other information pertaining to the emergency/disaster (acts of heroism, historical property damaged or destroyed, prominence of those injured or killed, other human-interest stories).
• Through the Orange County Operational Area, coordinate with state, federal or private sector agencies to get technical information (health risks, weather, etc.) for release to the public and media.
• Ensure file copies are maintained of all information released and posted in the EOC.
• Post public messaging in Web EOC.
• Provide copies of all releases to the Emergency Services Director. • Prepare final news releases and advise media representatives of points-of-contact for follow-up stories.
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EOC OPERATIONS SECTION
Operations Section Position Checklists
• EOC Operations Section Chief
• Fire Branch
• Law Branch – Fatalities Management
• Public Works Branch – Water/Utilities Management
• Care and Shelter Branch
• Dispatch Group
Overview
The EOC Operations Section’s primary responsibility is to manage the tactical operation of various response elements involved in the disaster/emergency.
Objectives
The Operations Section is responsible for coordination of all response elements applied to the disaster/emergency. The EOC Operations Section carries out the objectives of the EOC Action Plan and requests additional resources as requested.
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OPERATIONS SECTION CHIEF
Date: Start Time: End Time:
PRIMARY: Fire Deputy Chief, Police Captain, Public Works Director Print Name:
ALTERNATE: Fire Division Chief, Police Lieutenant, Public Works Supervisor Print Name:
SUPERVISOR: Director of Emergency Services or EOC Director Print Name:
GENERAL DUTIES:
• Ensure that the EOC Operations Function is carried out, including the coordination of response for all operational functions assigned to the EOC, such as Fire, Law, Medical/Health, Care and Shelter, Public Works and Building and Safety. • Ensure that operational objectives and assignments identified in the EOC Action Plan are carried out effectively.
• Establish the appropriate level of Unit organization within the EOC Operations Section, continuously monitoring the effectiveness and modifying accordingly. • Exercise overall responsibility for the coordination of Unit activities within the EOC Operations Section.
• Ensure that the EOC Planning/Intelligence Section is provided with status reports and major incident reports with current information.
• Conduct periodic EOC Operations briefings for the Emergency Services Director as required or requested.
• Overall supervision of the EOC Operations Section.
RESPONSIBILITIES:
The Operations Section Chief is responsible for the coordination and support of all incident- related operational activities and the management of the EOC Operations City of Brea
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Section. An Ops Chief should be designated for each operational period and should have direct involvement in the preparation of the EOC Action Plan for the corresponding period of responsibility.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
SECTION START-UP ACTIONS:
• Confirm that key EOC Operations Section personnel or alternates are in the EOC or have been notified. Recall the required staff members necessary for the emergency.
• Activate organizational elements within your EOC Section as needed and designate leaders for each element or combination of elements:
o Fire Branch
o Law Branch
o Care and Shelter Branch
o Public Works Branch
o Dispatch Group
• Develop a personnel plan to maintain a 24-hour operation as required. • Brief incoming EOC Section personnel prior to their assuming their duties.
Briefings should include:
o Current situation assessment
o Identification of specific job responsibilities
o Identification of co-workers within the job function and/or geographical assignment
o Availability of communications
o Location of work area
o Identification of eating and sleeping arrangements as appropriate o Procedural instructions for obtaining additional supplies, services and personnel
o Identification of operational period work shifts
• Inform the Emergency Services Director and General Staff when your Section is fully operational.
• Open and maintain Section activity logs.
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• Using activity log, maintain all required records and documentation to support the EOC After- Action Report and the history of the emergency/disaster. Document:
o Messages received
o Action taken
o Decision justification and documentation
o Requests filled
o EOC personnel, time on duty and assignments
• Review responsibilities of branches/groups/units in your Section. Develop plan for carrying out all responsibilities.
• Prepare work objectives for EOC Section staff and make staff assignments. • Meet with other activated EOC Section Chiefs.
• From the Situation Status Unit of the EOC Planning/Intelligence Section, obtain and review major incident reports and additional field operational information that may pertain to or affect your EOC Section operations. Provide information to appropriate units.
• Participate in the Emergency Services Director’s action planning meetings. • Ensure that all your EOC Section personnel and equipment time records and record of expendable materials used are provided to the Time and Cost Analysis Units of the Finance/Administration Section at the end of each operational period. • Brief your relief at shift change time. Ensure that in-progress activities are identified and follow-up requirements are known.
POSITION OPERATIONAL DUTIES:
• Establish field communications with affected areas.
• Evaluate the field conditions associated with the disaster/emergency and coordinate with the Situation Status Unit of the EOC Planning/Intelligence Section • Determine the need to evacuate and issue evacuation orders. • Determine the need for In-Place Sheltering and issue notification orders. • In coordination with the Situation Status Unit of the EOC Planning/Intelligence Section, designate primary and alternate evacuation routes for each incident.
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• Display on maps the primary and alternate evacuation routes, which have been determined for the incident.
• Identify, establish and maintain staging areas for field Operations-related equipment and personnel.
• Direct EOC Operations Branch/Unit Coordinators to maintain up-to-date Incident Charts, Incident Reports and Branch/Unit specific maps. Ensure that only ACTIVE, ESSENTIAL information is depicted on the charts and maps. All Branch/Unit related items of interest should be recorded on an EOC Incident Report. • Provide copies of the daily EOC Incident Report to the Documentation Unit of the EOC 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.
• Receive, evaluate, and disseminate information relative to the Operations of the disaster/emergency.
• Provide all relevant emergency information to the Public Information Officer. • Notify and coordinate with adjacent jurisdictions on facilities and/or dangerous releases that may impose risk across boundaries.
• Conduct periodic EOC Operations Section briefings and work to reach consensus for forthcoming operational periods.
• Work closely with the EOC Planning/Intelligence Section Chief in the development of the EOC Action Plan.
• Work closely with each Branch/Unit leader to ensure EOC Operations Section objectives as defined in the current EOC Action Plan are being addressed. • Ensure that intelligence information from Branch/Unit leaders is made available to the EOC Planning/Intelligence Section.
• Coordinate with the Facilities and Supply Units of the EOC Logistics Section on animal care issues.
• Ensure that all fiscal and administrative requirements are coordinated through the EOC Finance/Administration Section, i.e., notification of any emergency expenditures.
• Review suggested list of resources to be released and initiate recommendations for their release. Notify the Resources Unit of the EOC Planning Section.
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FIRE BRANCH
Date: Start Time: End Time:
PRIMARY: Fire Division Chief
Print Name:
ALTERNATE: Fire Representative
Print Name:
SUPERVISOR: EOC Operations Section Chief
Print Name:
GENERAL DUTIES:
• Coordinate the prevention, control and suppression of fires and hazardous materials incidents.
• Coordinate the provision of emergency medical care.
• Coordinate and conduct all urban search and rescue operations. • Implement the portion of the EOC Action Plan appropriate to the Fire Branch.
RESPONSIBILITIES:
Coordinate personnel, equipment and resources committed to the fire, field medical, search and rescue and hazardous materials elements of the incident.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
EOC BRANCH START-UP ACTIONS:
• Ensure that all required supplies are available and equipment is working properly (phones, radios, forms, lists, maps, etc.)
• Ascertain if all key Fire personnel are in the EOC or have been notified. • Clarify any issues regarding your authority and assignment and what others in the organization do.
• Ensure that all Fire personnel have completed status check on equipment, facilities and operational capabilities.
• Ensure that field units begin safety assessment survey of critical facilities and report status information to the EOC Planning/Intelligence Section through the EOC Operations Section.
GENERAL OPERATIONAL DUTIES:
• Ensure that the Safety/Damage Assessment plan is being carried out by field units • Obtain regular briefings from field command post(s) or DOC. • Maintain contact with established DOCs and work/control/dispatch centers to coordinate resources and response personnel.
• Direct field units to report pertinent information (casualties, damage observations, evacuation status, radiation levels, chemical exposures, etc.) to the appropriate EOC Operations Branch.
• Assume Medical/Health Branch Responsibilities until support is provided by the OC Health Care Agency.
POSITION OPERATIONAL DUTIES:
• Assess the impact of the disaster on the Brea Fire operational capacity. • Set Fire priorities based on the nature and severity of the disaster. • Attend planning meetings at the request of the EOC Operations Section Chief. • Assist in the preparation of the EOC Action Plan.
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• Estimate need for fire mutual aid.
• Implement personnel, equipment, and resources to urban search and rescue operations.
• Request mutual aid resources through proper channels and notify the EOC Operations Section Chief:
o Order all fire resources through the MetroNet Communications Center, who will coordinate requests with the Orange County Operation Area Communications Center
o Order all other resources through the Logistics Section • Report to the EOC Operations Section Chief when:
o EOC Action Plan needs modification
o Additional resources are needed or surplus resources are available o Significant events occur
• Report to the Operational Area Fire and Rescue Coordinator on major problems, actions taken, and mutual aid resources available or needed. • Alert all emergency responders to the dangers associated with hazardous materials and fire (Reference County of Orange Hazardous Materials Area Plan). • Conduct hazardous materials management and operations. • Provide emergency medical care and transportation of injured to care facilities. • Assist in dissemination of warning to the public.
• Provide fire protection and safety assessment of shelters. • Provide support for radiation monitoring and decontamination operations (Reference County of Orange Hazardous Materials Area Plan). • Coordinate with the Orange County Operational Area in appropriate disease prevention measures, i.e., inoculation, water purification, pest control, inspection of foodstuffs and other consumables, etc.
• Check with the other EOC Operations Section Branches on the status of the emergency.
• Coordinate with the Food and Facilities Units of the EOC Logistics Section for feeding and shelter of fire personnel.
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• Determine if current and forecasted weather conditions will complicate large and intense fires, hazardous material releases, major medical incidents, and/or other potential problems.
• Review and approve accident and medical reports originating within the Fire Branch.
• Resolve logistical problems reported by the field units.
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LAW BRANCH
Date: Start Time: End Time:
PRIMARY: Police Lieutenant or Sergeant
Print Name:
ALTERNATE: Police Lieutenant or Sergeant
Print Name:
SUPERVISOR: EOC Operations Section Chief
Print Name:
GENERAL DUTIES:
• Coordinate movement and evacuation operations during the disaster. • Alert and notify the public of the pending or existing emergency (through EOC PIO).
• Activate any public warning systems.
• Coordinate all law enforcement and traffic control operations during the disaster. • Ensure the provision of security at incident facilities. • Coordinate incoming law enforcement mutual aid resources during the emergency. • Coordinate and assume responsibility as necessary for Fatalities Management in the event the Coroner is delayed in responding.
RESPONSIBILITIES:
Alert and warn the public, coordinate evacuations, enforce laws and emergency orders, establish safe traffic routes, ensure that security is provided at incident facilities, ensure emergency access control to damaged areas, order and coordinate appropriate mutual aid resources, and assume responsibility for the management of fatalities in the absence of the Orange County Coroner. Necessary units or groups may be activated as needed to carry out these functions.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
BRANCH/UNIT START-UP ACTIONS:
• Ensure that all required supplies are available an equipment is working properly (phones, radios, forms, lists, maps, etc.)
• Ascertain if all key Police Department personnel are in the EOC or have been notified.
• Clarify any issues regarding your authority and assignment and what others in the organization do.
POSITION OPERATIONAL DUTIES:
Branch/Unit Operational Duties are organized into categories: Mobilization, Initial Response, Alerting/Warning, Evacuation, Security, Fatalities Management, Animal Care, and Additional Actions in Response to Hazardous Materials, Air Crash, or Flooding/Reservoir Failure.
MOBILIZATION:
• Ensure that all off-duty Law Enforcement and Public Safety personnel have been notified of callback status in accordance with current department emergency procedures.
• Ensure that Law Enforcement and Public Safety personnel have completed status checks on equipment, facilities, and operational capabilities. • Alter normal patrol procedures to accommodate the emergency situation.
INITIAL RESPONSE:
• Ensure that field units begin safety/damage assessment survey of critical facilities and report status information to the EOC Planning/Intelligence Section through the EOC Operations Section.
• Notify Watch Commander of status.
• Coordinate with the appropriate units of the EOC Logistics Section for supplies, equipment, personnel, and transportation for field operations.
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• Establish a multi-purpose staging area as required.
• Maintain contact with established DOCs and work/control/dispatch centers 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 EOC Operations Branch.
EVACUATION:
• 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
• Coordinate all emergency warning and messages with the Emergency Services Director and the PIO. Consider following dissemination methods:
o Notifying police units to use loudspeakers and Hi Lo sirens to announce warning messages.
o Determining if helicopters are available and/or appropriate for announcing warnings.
o Using cable TV, local radio stations or local low-power radio stations to deliver warning or emergency messages upon approval of the Emergency Services Director.
o Use the Emergency Alert System (EAS) for local radio and television delivery of warnings. The Police Chief and City Manager have the authority to request an EAS warning via Orange County Sheriff’s Department. o Using explorers, volunteers, reserves and other city personnel as necessary to help with warnings. Request through the EOC Logistics Section.
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o Ensure that dispatch notifies special facilities requiring warning and/or notification (i.e. hospitals, schools, government facilities, special industries, etc.)
• Warn all special populations such as non-English speaking and hearing and sight impaired persons of the emergency situation/hazard by:
o Using bilingual employees whenever possible
o Translating all warnings, written and spoken, into appropriate languages o Contacting media outlets (radio/television) that serve the languages you need
o Utilizing TDD machines and 9-1-1 translation services to contact the deaf o Using pre-identified lists of disabled and hearing and sight impaired persons for individual contact
• Check vacated areas to ensure that all people have received warnings. • Implement the evacuation portion of the EOC Action Plan. • Establish emergency traffic routes in coordination with the Public Works Branch. • Coordinate with the EOC Public Works Branch traffic engineering to determine capacity and safety of evacuation routes and time to complete evacuation. • Ensure that evacuation routes do not pass through hazard zones. • Identify alternate evacuation routes where necessary. • Through field unit requests, identify persons/facilities that have special evacuation requirements; i.e. disabled, hospitalized, elderly, institutionalized, incarcerated, etc. Check status and evacuate if necessary. Coordinate with the Transportation Unit of the EOC Logistics Section for transportation.
• Consider use of city vehicles if threat is imminent. Coordinate use of city vehicles (trucks, vans, etc.) with the Transportation Unit of the EOC Logistics Section.
Encourage the use of private vehicles if possible.
• Establish evacuation assembly points.
• Coordinate the evacuation of hazardous areas with neighboring jurisdictions and other affected agencies.
• Coordinate with Care and Shelter Branch to open evacuation centers. • Establish traffic control points and provide traffic control for evacuation and perimeter control for affected areas.
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• 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 for access control and to obtain necessary barricades and signs.
SECURITY:
• Enforce curfew and other emergency orders, as identified in the EOC Action Plan. • Request mutual aid assistance through the Law Enforcement Mutual Aid Coordinator.
• Coordinate security in the affected areas to protect public and private property. • Coordinate security for critical facilities and resources. • Coordinate with the Public Works Branch for street closures and board up of buildings.
• Coordinate law enforcement and crowd control services at mass care and evacuation centers.
• Ensure access control to damaged areas.
• Provide information to the PIO on matters relative to public safety. • Ensure that detained inmates are protected from potential hazards. Ensure adequate security, relocation, transportation and confinement as necessary. • Consider vehicle security and parking issues at incident facilities and coordinate security if necessary.
• Develop procedures for safe re-entry into evacuated areas. • Ensure post incident investigation is conducted and documented.
FATALITIES MANAGEMENT:
• Activate the EOC Fatalities Management Unit if the Coroner is needed and the County cannot provide service.
• Ensure that Coroner notification has been made to the Orange County Operational Area. Determine the expected time of arrival.
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• Coordinate the removal and disposition of the dead if requested by the County Coroner.
• Continually attempt to contact the County Coroner to advise of condition and needs. Return control of function as soon as possible to that office. • Establish temporary morgue facilities.
• Coordinate with local morticians for assistance.
• Coordinate with the Supply and Transportation Units of the EOC Logistics Section to arrange for cold storage locations and transportation for temporary body storage.
• Coordinate with the Supply Unit of the EOC Logistics Section for procurement of body bags, tags, gloves, masks, stretchers and other support items. • Coordinate with Public Works and Fire Branches on removal procedures for bodies within unstable or hazardous structures.
• Advise all personnel involved in body recovery operations of the specific documentation requirements.
• Ensure that assigned personnel and volunteers are monitored for stress, morale, or psychological problems related to body recovery operations. • Consider changing shifts at six hours if involved in body recovery. • Arrange for Critical Incident Stress Debriefing for all personnel involved in coroner operations through the Supply (Personnel) Unit of the EOC Logistics Section. • Maintain list of known dead. Maintain a log of body recovery operations to be provided to the County Coroner as requested or upon conclusion of the emergency.
• Provide assistance to the County Coroner in the identification of remains if requested.
• Notify next of kin as advised by the Coroner.
• Provide data on casualty counts to the Orange County Operational Area. • In a hazardous materials incident, determine if special body handling procedures will be required to avoid contamination.
• Be prepared to relocate morgue facilities if they are located in flood-prone or reservoir inundation areas.
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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 of the EOC Planning/ Intelligence Section for updates. • Assist with the needs at the Unified Command Post as requested. • Assist in efforts to identify spilled substances, including locating shipping papers and placards, and contacting as required: County Health, Cal OES, shipper, manufacturer, etc.
ADDITIONAL ACTIONS IN RESPONSE TO A MAJOR AIR CRASH:
• Follow County of Orange Emergency Plan Aviation Annex Protocols. • Establish and maintain a hard-incident perimeter for preservation of evidence. • Notify the Federal Aviation Agency or appropriate military command. • Request temporary flight restrictions.
ADDITIONAL ACTIONS IN RESPONSE TO FLOODING AND/OR RESERVOIR FAILURE:
• Obtain updates and Coordinate with the Public Works Branch. • Monitor media for weather service flood and precipitation warnings. • Notify all units in and near inundation areas of flood arrival time. • Direct mobile units to warn public to move to higher ground immediately. Continue warning as long as needed.
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PUBLIC WORKS BRANCH
Date: Start Time: End Time:
PRIMARY: Public Works Director
Print Name:
ALTERNATE: Public Works Manager or Supervisor
Print Name:
SUPERVISOR: EOC Operations Section Chief
Print Name:
GENERAL DUTIES:
• Receive and process all field resource requests for Public Works resources.
Coordinate those requests internally and externally as necessary to make sure there are no duplicate orders.
• Coordinate with the EOC Logistics Section on the acquisition of all resources and support supplies, transportation, materials and equipment. • Determine the need for and location of general staging areas for unassigned resources.
• Coordinate with the Facilities Unit of the EOC Logistics Section and participate in any action planning meetings pertaining to the establishment of additional locations.
• Report and obtain all gas and power utility damage reports. Coordinate and prioritize response activities.
• Prioritize the allocation of resources to individual incidents. Monitor resource assignments. Adjust assignments based on requirements.
• As needed, provide for the procurement and distribution of potable water supplies and coordinate with the Health Branch on water purification notices.
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RESPONSIBILITIES:
Coordinate all Public Works operations; maintain public facilities, operating utilities and services, as well as restore those that are damaged or destroyed; assist other functions with traffic issues, search and rescue, transportation, etc. as needed. Necessary units or groups may be activated as needed to carry out these functions.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
BRANCH/UNIT START-UP ACTIONS:
• Ascertain if key Public Works Department personnel are required in the EOC have been notified.
• Ensure that all on-duty Public Works personnel have been alerted and notified of the current situation.
• Ensure that all off-duty Public Works personnel have been notified of call-back status (when they should report), in accordance with current department emergency procedures.
• Ensure that all Public Works personnel have completed status check on equipment, facilities and operational capabilities.
• Ensure that field units begin the safety assessment survey of critical facilities and report status information to the EOC Planning/Intelligence Section through the EOC Operations Section.
• Establish contact with the Operational Area EOC and the Water Emergency Response Organization of Orange County (WEROC).
POSITION OPERATIONAL DUTIES:
• Receive and process all requests for Public Works resources. • Maintain back-up power in the EOC.
• Assure that all emergency equipment has been moved from unsafe areas. • Mobilize personnel, heavy equipment and vehicles to designated general staging areas.
• Obtain Public Works resources through the EOC Logistics Section, utilizing mutual aid requests through the Operational Area and WEROC when appropriate. • Allocate available resources based on requests and EOC priorities. • Determine priorities for identifying, inspecting and designating hazardous public structures.
• Ensure that sources of potable water and sanitary sewage systems are available and protected from potential hazards.
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• Develop priorities and coordinate with utility companies for restoration of utilities to critical and essential facilities.
• In coordination with the Law Branch, Orange County Public Works and Caltrans determine the status of the Disaster Routes and other transportation routes into the City and within the affected area(s).
• Determine present priorities and estimated times for restoration. Clear and reopen Disaster Routes on a priority basis.
• Coordinate with the Law Branch to ensure the safety of evacuation routes following a devastating event.
• Coordinate with the Supply Unit of the EOC Logistics Section for sanitation service during an emergency.
• Support clean-up and recovery operations during disaster events. • Clear debris from waterways to prevent flooding. Drain flooded areas, as needed. • Develop a debris removal plan to facilitate city clean-up operations, which addresses:
o Identification of support agencies and coordination of the debris removal process.
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 to address associated debris removal problems.
o Identification and establishment of debris collection sites. o Evaluation of potential recycling of debris.
o Prioritization and completion of the debris removal process.
WATER/UTILITIES MANAGEMENT DUTIES:
• Determine the need to staff a task group based on the need for water/power services and secure resources through the Logistics Section. • Contact the Orange County Department of Public Health, Operational Area, WEROC, local water, electric and gas utility companies, Public Works, Fire Department, Police Department and other sources to compile situation information including:
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o Estimated duration of system/s outage
o Geographical area affected
o Population affected
o Actions taken to restore system
o Resources needed to reactivate system
WATER
• Complete a thorough Damage Assessment to determine the cause and extent of water system damage for both domestic and fire hydrant systems. Log and document all issues.
• Notify the Orange County Operational Area EOC and WEROC of the situation and need for mutual aid and participate in conference calls as requested. • Contact Department of Public Health and request situation report for affected areas (including information on boil water order areas.)
• Evaluate and prioritize potable water needs (quantity/location/duration—minimum two gallons per person per day.)
• In coordination with the EOC Logistics Section, identify and obtain potable water resources (If necessary, request mutual aid through the Operational Area and WEROC to identify and/or obtain water resources.)
• Identify and secure locations for water distribution points (e.g., parks, city halls, shelters, etc.)
• In coordination with the EOC Logistics Section, identify and secure staff resources needed to operate water distribution points (If necessary recommend that the Emergency Services Director request mutual aid to obtain required staff resources.)
• Consult with Department of Health Services District Office, WEROC, 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.
Note: Going directly to the State agency (DHS District Office of Drinking Water) is not the normal channel of coordination. However, the local level must coordinate directly with and City of Brea
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obtain approval of the State water quality agency for water system restoration. WEROC may provide assistance and coordination in this area.
POWER
• Develop information on the number and extent of power outages in the City and Water Services areas.
• Determine the emergency power needs for critical public and private facilities (outside resources for power generation). Submit Mutual Aid Requests to the County EOC via WebEOC.
• Coordinate with local electric utilities for information affecting local jurisdictions.
Gather emergency contact information from each utility that provides service. • Coordinate with schools, daycare centers, nursing homes, rest homes, hospitals, etc. to take proper precautions and emergency actions during a major power failure. Determine the availability of emergency generators. • Coordinate with local planning boards and inspection departments regarding building codes and code enforcement to minimize damages that might occur from a prolonged power failure.
• Conduct safety assessments of critical facilities and the impact of a major power failure on one or more of those facilities. Request mutual aid emergency generators via the Orange County Operational Area.
• Coordinate with local broadcast media to ensure timely and accurate Emergency Alert System activation.
• Ensure the public is informed to contact their electric utility to report outages • Coordinate with Red Cross, public agencies and/or the Salvation Army for shelter operations, as appropriate
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CARE AND SHELTER BRANCH
Date: Start Time: End Time:
PRIMARY: Community Services Manager
Print Name:
ALTERNATE: Community Services Supervisor
Print Name:
SUPERVISOR: EOC Operations Section Chief
Print Name:
GENERAL DUTIES:
• Identify the care and shelter needs of the community. • Work with the Orange County Chapter of the American Red Cross to establish shelters as required.
• Coordinate with the American Red Cross and other emergency welfare agencies to identify, set up, staff and maintain evacuation centers and mass care facilities for disaster victims.
• Via the media, encourage residents to go to the shelter nearest their residence. • Coordinate Animal Care issues.
RESPONSIBILITIES:
Provide care and shelter for disaster victims and coordinate efforts with the American Red Cross and other volunteer agencies.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS START-UP ACTIONS:
• Ascertain if all key Care and Shelter personnel are in the EOC or have been notified.
• Ensure that all Care and Shelter personnel have completed status check on equipment, facilities and operational capabilities.
POSITION OPERATIONAL DUTIES:
• If the EOC is activated, establish contact with the Operational Area and the Orange County Chapter of the American Red Cross and request an ARC liaison for the City of Brea EOC and/or City Shelter Location(s).
• Identify the care and shelter needs of the community, in coordination with the other Operations Branches.
• Determine the need for an evacuation center or mass care shelter. • Contact the Orange County Chapter of the American Red Cross any time a mass care facility is required.
• Identify and prioritize which pre-identified shelter site will be used and determine its availability.
• Ensure that a Building Inspector 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.) • Ensure shelter management teams are organized and facilities are ready for occupancy, meeting all health, safety and ADA standards, in conjunction with the American Red Cross.
• Coordinate with the Supply (Personnel) Unit of the EOC Logistics Section to contact volunteer agencies and recall city staff to assist with mass care functions including basic first aid, shelter and feeding of evacuees and sanitation needs. • Coordinate with the Orange County Operational Area Care and Shelter Unit for sheltering of persons in residential care for those with disabilities or access and functional needs.
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• Provide and maintain feeding areas within the shelter that are free from contamination and meet all health, safety, and ADA standards. • Coordinate with the Orange County Chapter of the American Red Cross, Salvation Army, and other volunteer agencies for emergency mass feeding operations. • Coordinate with the Orange County Operational Area Care and Shelter Unit, the American Red Cross, other volunteer organizations, and private sector if mass feeding or other support is required at spontaneous shelter sites, e.g. in parks, schools, etc.
• Coordinate with the Communications Unit of the EOC Logistic Sections to provide communications where needed to link mass care facilities, the EOC and other key facilities.
• Coordinate with the Facilities Unit of the EOC Logistics Section for the care or pets of the evacuated or sheltered people.
• Coordinate with the Transportation Unit of the EOC Logistics Section for the transportation of evacuated people to the shelter/s.
• Ensure shelter managers make periodic activity reports to the EOC including requests for delivery of equipment and supplies, any city expenditures, damages, casualties and numbers and types of persons sheltered. The reporting period will be determined by the Operations Section.
• Assist the American Red Cross to ensure adequate food supplies, equipment and other supplies to operate mass care facilities. Coordinate procurement and distribution through the Red Cross or the Food Unit of the EOC Logistics Section if requested by Red Cross.
• Coordinate with the Facilities Unit of the EOC Logistics Section in the evacuation and relocation or shelter-in-place of any mass care facilities, which may be threatened by any hazardous condition
• Coordinate with the American Red Cross in the opening, relocating and closing of shelter operations. Also coordinate the above with adjacent communities if needed.
ANIMAL CARE:
• Coordinate with shelter staff for co-located human and pet shelter site.
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DISPATCH GROUP
Date: Start Time: End Time:
PRIMARY: Police Dispatch Supervisor
Print Name:
ALTERNATE: Police Senior Dispatcher
Print Name:
SUPERVISOR: EOC Operations Section Chief
Print Name:
GENERAL DUTIES:
• Monitor and coordinate all City radio traffic – Fire, Law, Public Works, Building and Safety.
• Respond to 9-1-1 requests for assistance via telephone. Dispatch emergency response units as available.
• Answer calls from the public on non-emergency Dispatch phone lines. Respond and route as appropriate.
• Distribute messages, information and intelligence received via radio or other electronic means to appropriate EOC and field staff.
• Identify patterns in calls to the 9-1-1 Dispatch Center.
RESPONSIBILITIES:
Monitoring communications via the 9-1-1 Dispatch Center for trends and impact to field responders. Assist EOC staff in developing priorities, responding to situations, and obtaining resources as dictated by the situation.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Monitor all City radio traffic (Fire, Law, Public Works, Building and Safety) to determine current status of field units.
• Conduct periodic role calls of field units to ensure all personnel are accounted for.
This is especially critical in an earthquake response and the ensuing aftershocks. • Respond to 9-1-1 requests for assistance via telephone. Dispatch appropriate emergency responders as available. If demand exceeds supply, work with the Operations Section Chief to establish priorities for response. Communicate and implement these priorities in the Dispatch 9-1-1 Center. • Answer calls from the public received on non-emergency dispatch phone lines.
Route as appropriate.
• Distribute messages, information and intelligence received via radio or other electronic means (i.e. CLETS) to appropriate EOC and field staff. • Identify patterns in calls and report as appropriate to the Operations Section Chief, Planning/Intelligence Chief, and EOC Director. Assist in establishing response priorities as appropriate.
• Maintain contact with neighboring dispatch centers to coordinate resources and response personnel.
• Work with partner 9-1-1 dispatch facilities to plan and prepare for wide-spread communications failures of radios, the 9-1-1 system, etc. • Maintain all portable equipment in a state of readiness in the event evacuation of the 9-1-1 Dispatch Center becomes necessary.
• Direct field units to report pertinent information (casualties, damage observations, evacuation status, radiation levels, chemical exposures, etc.) to the appropriate EOC Operations Branch.
• Work with the Logistics Section, Communications Unit to identify communications failures, concerns and needs. Recommend improvements and repairs as necessary.
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EOC PLANNING/INTELLIGENCE SECTION
EOC Planning/Intelligence Section Position Checklists
• EOC Planning/Intelligence Section Chief
• Documentation Unit
• Situation Status Unit
• Resource Status Unit
• Safety Assessment Unit
• Recovery/Advanced Planning Unit
• Demobilization Unit
• Technical Specialist
Overview
The EOC Planning/Intelligence Section's primary responsibility is to collect, evaluate, display and disseminate incident information and status of 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 field events. During a disaster/emergency, other department heads will advise the EOC Planning/Intelligence Chief on various courses of action from their departmental level perspective.
Objectives
The EOC Planning/Intelligence Section is responsible for overall supervision of collecting, verifying and analyzing, and displaying situation information; preparing periodic situation reports; preparing and distributing the City EOC Action Plan and facilitating the action planning meeting; conducting recovery and advanced planning activities; providing technical support services to the various EOC sections and units, and documenting and maintaining files on all EOC activities.
The information gathered needs to be reported in an expeditious manner to the various EOC sections, City departments and the Orange County Operational Area. The EOC Planning/Intelligence Section is also responsible for the detailed recording of the response effort and the preservation of these records during and following the disaster.
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EOC PLANNING/INTELLIGENCE SECTION CHIEF
Date: Start Time: End Time:
PRIMARY: Police Captain or Fire Division Chief
Print Name:
ALTERNATE: Police Lieutenant
Print Name:
SUPERVISOR: Emergency Services Director or EOC Director Print Name:
GENERAL DUTIES:
• Ensure that the Planning/Intelligence function is performed consistent with SEMS 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 Planning for long term response and advanced planning • Providing Geographic Information Services and other technical support services to the various organizational elements within the EOC.
• Establish the appropriate level of organization within the Section, and continuously monitor the effectiveness of that organization. Make changes as required Exercise overall responsibility for the coordination of branch/group/unit activities within the Section.
• Report to the Emergency Services Director on all matters pertaining to Section activities.
RESPONSIBILITIES:
Collect, evaluate, forecast, formulate, disseminate and use of information about the development of the incident and status of resources.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
SECTION START-UP ACTIONS
• Confirm that all key EOC Planning/Intelligence Section personnel or alternates are in the EOC or have been notified. Recall the required staff members necessary for the emergency.
• Activate organizational elements within your Section as needed and designate leaders for each element or combination of elements:
o Situation Status Unit
o Resource Status Unit
o Documentation Unit
o Safety Assessment Unit
o Recovery/Advanced Planning Unit
o Demobilization Unit
o Technical Specialist
• Review major incident reports and additional field operational information that may pertain to or affect Section operations.
• Obtain and review major incident reports and other reports from adjacent areas that have arrived at the EOC.
• Direct the Situation Status Unit leader to initiate collection and display of significant disaster events.
• Direct the Resource Status Unit leader to initiate collection and display of resources needed, ordered, en route, awaiting assignment and demobilization. • Determine status of transportation system into and within the affected area in coordination with the Transportation Unit of the Logistics Section. Find out present priorities and estimated times for restoration of the disaster route system. Provide information to appropriate Branches/Units.
• Develop a personnel plan to maintain a 24-hour operation as required. • Direct the Recovery/Advanced Planning Unit to conduct planning for long term response, demobilization, and recovery actions.
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POSITION OPERATIONAL DUTIES:
• Assess the impact of the disaster/emergency on the City of Brea, including the initial safety/damage assessment by field units.
• Develop situation analysis information on the impact of the emergency from the following sources:
o Fire Department
o Police Department.
o Public Works
o Community Services
o Transportation Sector
o Red Cross, Orange County Chapter
o Media (Radio and Television)
• Ensure that pertinent disaster/emergency information is disseminated through appropriate channels to response personnel, City EOC section staff, City departments, Orange County Operational Area, and the public. • Review and approve reconnaissance, City status and safety/damage assessment reports for transmission by the Situation Status Unit to the Orange County Operational Area via the notification procedures.
• Working with the EOC Management Team and the Documentation Unit, prepare an EOC Action Plan to identify priorities and objectives. • Assemble information on alternative strategies.
• Identify the need for use of special resources.
• Initiate the EOC Action Plan development for the current and forthcoming operational periods.
• Direct the coordination of periodic disaster and strategy plans briefings to the Emergency Services 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.
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DOCUMENTATION UNIT
Date: Start Time: End Time:
PRIMARY: City Clerk
Print Name:
ALTERNATE: Deputy City Clerk
Print Name:
SUPERVISOR: EOC Planning/Intelligence Chief
Print Name:
GENERAL 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.
• Establish and operate a Message Center at the EOC, and assign appropriate internal and external message routing.
• Provide documentation and copying services to EOC staff. • Maintain and preserve disaster/emergency files for legal, analytical, and historical purposes.
• Compile, copy and distribute the EOC Action Plans as directed by the Section Chiefs.
• Compile, copy and distribute the After-Action Report with input from other sections/units.
RESPONSIBILITIES:
Compile and distribute the City’s EOC Action Plans and After-Action Reports; maintain accurate and complete incident files; establish and operate an EOC Message Center; City of Brea
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provide copying services to EOC personnel and preserve incident files for legal, analytical and historical purposes.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Meet with the Planning/Intelligence Section Chief to determine what EOC materials should be maintained for official records.
• Contact other EOC sections and units and inform them of the requirement to maintain official records. Assist them as necessary in setting up a file records system.
• Coordinate documentation with the Situation Status Unit. • Following planning meetings, assist in the preparation of any written action plans or procedures.
• Ensure that the EOC Action Plans and After-Action Report are compiled, approved, copied and distributed to EOC Sections and Units. • Ensure distribution and use of message center forms to capture a written record of actions requiring application of resources, requests for resources or other directions/information requiring use of the message center form. • Ensure the development of a filing system to collect, log and compile copies of message center forms according to procedures approved by the Planning/Intelligence Section Chief.
• Identify and establish a “runner” support system for collecting, duplicating journals, logs and message center forms throughout the EOC.
• Establish copying service and respond to authorize copying requests. • Establish a system for collecting all section and unit journal/logs at completion of each operational period.
• Periodically collect, maintain and store messages, records, reports, logs, journals, and forms submitted by all sections and units for the official record. • Prepare an overview of the documented disaster events at periodic intervals or upon request from the Planning/Intelligence Section Chief.
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SITUATION STATUS UNIT
Date: Start Time: End Time:
PRIMARY: Community Development Analyst
Print Name:
ALTERNATE: Management Analyst
Print Name:
SUPERVISOR: EOC Planning/Intelligence Chief
Print Name:
GENERAL 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 EOC Planning/Intelligence Section Chief, Emergency Services Director and other section Chief’s to initiate the action planning process.
• Transmit approved reports to the Orange County Operational Area. • Develop and maintain current maps and other displays (locations and types of incidents).
• Assess, verify and prioritize situation information into situation intelligence briefings and situation status reports.
• Seek from any verifiable source available information that may be useful in the development of current situation assessments of the affected area. • Evaluate the content of all-incoming field situation and major incident reports.
Provide incoming intelligence information directly to appropriate EOC Sections, summarize, and provide current information on centralized maps and displays. • Monitor and ensure the orderly flow of disaster intelligence information within the EOC.
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RESPONSIBILITIES:
Collect and organize incident status and situation information and evaluate, analyze, and display information for use by EOC staff.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Direct the collection, organization and display of status of disaster events according to the format that the Documentation Unit is utilizing, including:
o Location and nature of the disaster/emergency
o Special hazards
o Number of injured persons
o Number of deceased persons
o Road closures and disaster routes
o Structural property damage (estimated dollar value)
o Personal property damage (estimated dollar value)
o City of Brea resources committed to the disaster/emergency o City of Brea resources available
o Assistance provided by outside agencies and resources committed o Shelters, type, location, and number of people that can be accommodated • Prepare and maintain EOC displays.
• Post to the 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 following:
o Management Team
o Operations Section
o Logistics Section
o Finance/Administration Section
• Provide for an authentication process in case of conflicting status reports on events.
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• Meet with the Planning/Intelligence Section Chief and the Emergency Services Director to determine needs for planning meetings and briefings. Determine if there are special information needs.
• Meet with the PIO to determine best methods for exchanging information and providing the PIO with Situation Status Unit information. • Provide information to the PIO for use in developing media and other briefings. • Establish and maintain an open file of situation reports and major incident reports for review by other sections/units.
• Determine weather conditions; current and upcoming. Keep up-to-date weather information posted.
• Identify potential problem areas along evacuation routes; i.e., weight restrictions, narrow bridges, road sections susceptible to secondary effects of an incident, etc. • In coordination with the Operations Section, estimate the number of people who will require transportation out of the risk areas. Coordinate with the Transportation Unit of the Logistics Section on transportation methods. • As needed, develop methods for countering potential impediments (physical barrier, time, lack of transportation resources, etc.) to evacuation. • Provide situation status information in response to specific requests. • 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 required Operational Area reports. Obtain approval from the Planning/Intelligence Section Chief and transmit to the Orange County Operational Area via WebEOC.
• 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.
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RESOURCE STATUS UNIT
Date: Start Time: End Time:
PRIMARY: Police Lieutenant
Print Name:
ALTERNATE: Public Works Staff
Print Name:
SUPERVISOR: EOC Planning/Intelligence Chief
Print Name:
GENERAL DUTIES:
• Verifying proper check-in and check-out of personnel
• Preparing and maintaining displays, charts, and lists reflecting current status and location of personnel, critical resources, transportation, and support equipment • Maintaining a master list of resources assigned to the incident RESPONSIBILITIES:
The Resource Status Unit Leader is responsible for tracking the location and status of all resources acquired by the EOC. The Resource Status Unit Leader provides situational awareness to EOC staff on acquired resources by keeping a master list of all resources en route or committed to emergency operations. They will coordinate with the Situation Status Unit for updating status boards to reflect changing resource status, and with the Operations and Logistics Sections to review resource requests/procurements to avoid duplication of effort.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Establish contact with the ICP, DOCs, OA EOC Resource Tracking Units, and other outside agencies as required, to coordinate information sharing procedures to include:
o Confirm WebEOC boards for resources are established.
o Coordinate resource status / location boards and update information sharing procedures.
• Develop backup procedures for information sharing in the event that network data links are interrupted.
• Meet with the Logistics Section to develop procedures for the identification and updating of acquired EOC resources.
• Develop procedures for tracking acquired EOC resources from acquisition / procurement to final destination.
• Develop a master list of all resources committed to the operation. • Coordinate with the Situation Status Unit to ensure that resource status boards are included in situation updates and briefings as required. • At the beginning of each Operational Period review previous information on the status of allocated resources to include:
o New Purchases / Rentals
o New volunteers / Personnel
o New Donations
o New Supplies/Equipment / Facilities
o Location of en route resources and estimated time of arrival o Current status of deployed resources
• Meet with the Logistics Section Chief and identify current status of en route resources; identify backlogs and delays.
• Coordinate with the Situation Status Unit on the current status of acquired EOC resources; highlight backlogs and delays.
• Verify incoming for posting to the Task Tracker Board in WebEOC.
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• Coordinate with the GIS Mapping Unit Leader to update GIS products to indicate locations and status of EOC resources as required.
• Maintain a master list that captures date & time resources were acquired, type and category of acquired resources per NIMS classification guidelines, quantity, status/ condition, destination and estimated time of arrival.
• Prepare a report on the status of acquired resources for the Planning & Intelligence Section Chief prior to the Emergency Services Director’s initial Management Staff meeting.
• Highlight backlogs and delays.
• Provide estimated time of arrival for critical resources. • Prepare Resource Status / Location reports for the Planning & Intelligences Section Chief prior to the Planning Meeting and Operations meeting as part of the EOC Action Planning process. Reports should include resources committed and estimated time of arrival for resources en route.
• Provide additional Resource Reports as directed by the Planning & Intelligence Section Chief for EOC Staff.
• Ensure that all Resource Status / Location reports are shared with other activated EOCs in the Operational Area once approved for release. • Brief the Planning & Intelligence Section Chief on major problem areas that need or will require solutions.
• Archive all Resource Status / Location reports for use in developing After-Action Reports.
• Provide final reports to the Documentation Unit, Recovery Unit Leader, and Cost Recovery Documentation Unit detailing total assets deployed and post-emergency status.
• Provide input to the Documentation Unit Leader for the After-Action Report recommendations.
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SAFETY ASSESSMENT UNIT
Date: Start Time: End Time:
PRIMARY: Building/Safety Manager
Print Name:
ALTERNATE: Plan Checker
Print Name:
SUPERVISOR: EOC Planning/Intelligence Chief
Print Name:
GENERAL DUTIES:
• Collect safety/damage assessment information from the EOC Operations Section and other verifiable sources and prepare appropriate reports. • Provide safety/damage assessment information to the EOC Planning/Intelligence Section Chief.
• Coordinate with the Building and Safety Branch of the EOC Operations Section for exchange of information.
• Coordinate with Orange County Public Works Inspection Division representative when assigned to the City.
• Utilize the Orange County Operational Area safety/damage assessment procedures and forms.
RESPONSIBILITIES:
Maintain detailed records of safety/damage assessment information and support the documentation process.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Coordinate collection of safety/damage assessment information with the Building and Safety Branch of the EOC Operations Section.
• Prepare safety/damage assessment information and provide to the EOC Planning/Intelligence Section Chief for approval.
• Collect, record and total the type, location and estimate value of damage. • Document those structures requiring immediate demolition to ensure the public safety through inspection records, videos, photographs, etc. • Provide documentation to City Attorney on those structures that may need to be demolished in the interest of public safety.
• Coordinate with the American Red Cross, utility companies, and other sources for additional safety/damage assessment information.
• Coordinate with all EOC Operations branches (Police, Fire, Public Works, Medical/Health, Care and Shelter and Building and Safety) for possible information on damage to structures.
• Provide final safety/damage assessment reports to the Documentation Unit.
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RECOVERY UNIT
Date: Start Time: End Time:
PRIMARY: City Planner
Print Name:
ALTERNATE: Senior Planner
Print Name:
SUPERVISOR: EOC Planning/Intelligence Chief
Print Name:
GENERAL DUTIES:
• Ensure that the City of Brea receives all emergency assistance and disaster recovery costs for which it is eligible.
• Ensure that the City of Brea is prepared to participate jointly with FEMA, Cal OES, Orange County Operational Area and 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.
RESPONSIBILITIES:
Ensure that the City receives all emergency assistance and disaster recovery costs for which it is eligible; conduct all advanced planning for long term operations and initial recovery operations and prepare the EOC organization for transition to a recovery operations organization to restore the City to pre-disaster conditions as quickly and effectively as possible.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Identify issues to be prioritized by the Emergency Services Director 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 Orange County Operational Area and Cal OES and FEMA sources for advice and assistance in obtaining maximum eligible funds for disaster costs.
• In coordination with the Building and Safety Unit of the EOC 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 Unit of the EOC Operations Section, establish criteria for re-occupancy of posted buildings. Posting includes, as a minimum, the categories of Inspected, Restricted Access and Unsafe Building. • In coordination with Building and Safety Unit of the EOC Operations Section, establish criteria for emergency demolition of buildings/structures that are considered to be an immediate and major danger to the population or adjacent structures. Ensure that homeowners’ and business owners’ rights are considered to the fullest extent and arrangements are made for appropriate hearings, if at all possible.
• Ensure that buildings considered for demolition that come under “Historical Building” classification follow the special review process. • With Section Chief’s, develop a plan for initial Recovery Operations. • Prepare the EOC organization for transition to Recovery Operations.
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TECHNICAL SPECIALIST
Date: Start Time: End Time:
PRIMARY: IT Manager
Print Name:
ALTERNATE: IT Staff
Print Name:
SUPERVISOR: EOC Planning/Intelligence Chief
Print Name:
GENERAL DUTIES:
• Provide technical expertise to the EOC Planning/Intelligence Section and others as required.
RESPONSIBILITIES:
Provide support specific to a field or function not addressed elsewhere or by any other discipline. A Technical Specialist may or may not be an employee of a public or private agency.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Develop a plan for operations and support of field operations as requested. Assign specific responsibilities.
• Keep the EOC Planning/Intelligence Section Chief advised of your position status and activity and on any problem areas that now need or will require solutions • Act as a resource to members of the EOC staff in matters relative to your technical specialty.
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DEMOBILIZATION UNIT
Date: Start Time: End Time:
PRIMARY: Police Lieutenant
Print Name:
ALTERNATE: Police Sergeant
Print Name:
SUPERVISOR: EOC Planning/Intelligence Chief
Print Name:
GENERAL DUTIES:
• Assist the EOC Planning/Intelligence Section Chief and Emergency Services Director in planning for the EOC demobilization.
• Develop demobilization strategy and plan with Section Chiefs. • 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.
RESPONSIBILITIES:
Prepare an EOC Demobilization Plan to ensure the orderly, safe, and cost-effective release of personnel and equipment.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Coordinate with the field level Demobilization Unit Leader. • Review the organization and current staffing to determine the likely size and extent of demobilization effort.
• Request the General Staff to assess long-term staffing needs within their sections and provide listing of positions and personnel for release by priority. • Coordinate with the Agency Representatives to determine:
o Agencies not requiring formal demobilization
o Personal rest and safety needs
o Coordination procedures with cooperating/assisting agencies • 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 • Obtain approval of the Demobilization Plan from the Emergency Services Director. • Ensure that all sections and branches/groups/units understand their specific demobilization responsibilities.
• Supervise execution of the Demobilization Plan.
• Brief EOC Planning/Intelligence Section Chief on demobilization progress.
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EOC LOGISTICS SECTION
EOC Logistics Section Position Checklist
• EOC Logistics Section Chief
• Service Branch
o Communications - Information and Computer Systems
o Food
• Support Branch
o Facilities Unit
o Transportation Unit
o Personnel/Volunteer Unit
o Supply Unit
The Logistics Section can be divided into two Branches – Service and Support – that are managed by Branch Directors. When activated, these Branch Directors work under the supervision of the Logistics Section Chief, and are responsible for the management of all service and support activities in the EOC and supporting the incident. The Service Branch Director supervises the operations of the Communications and Food Units. The Support Branch Director supervises the operations of the Transportation, Supply, and Facilities Units. The primary responsibilities of the Branch Directors are to determine the level of service required to support operations, organize and prepare assignments for Branch personnel, coordinate activities of Branch Units, and resolve Branch problems. If there is not a need to activate the Branch Director level positions, the Logistics Section Chief would be responsible to supervise the Branch Units as required.
Overview
The EOC Logistics Section’s primary responsibility is to provide all necessary personnel, supplies, equipment, support, transportation, and mobilization of resources to support the response effort at the disaster sites, public shelters, EOC, etc. 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 according to established Disaster Accounting procedures developed by the Finance/Administration Section in the EOC, unless authorized by the Emergency Services Director or emergency City of Brea
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orders of the City Council. Due to the need to closely coordinate with the Finance Section, it is highly desired that the Logistics and Finance Sections are co-located in the EOC.
Objectives
The Logistics Section provides support to all the other sections within the Brea Emergency Organization for the duration of the incident. Any personnel, equipment, supplies, or services required by the other sections will be ordered through the EOC Logistics Section.
The EOC 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.
• Provide the City’s logistical support needs and plan for both immediate and longterm requirements.
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LOGISTICS SECTION CHIEF
Date: Start Time: End Time:
PRIMARY: Public Works Staff
Print Name:
ALTERNATE: Public Works Staff
Print Name:
SUPERVISOR: Emergency Services Director or EOC Director Print Name:
GENERAL DUTIES:
• Ensure the logistics function is carried out consistent with SEMS guidelines, including:
o Managing all radio, data and telephone needs of the EOC. o Coordinating transportation needs/issues and the Traffic Plan. o Managing personnel issues and registering volunteers as Disaster Services Workers.
o Obtaining all materials, equipment and supplies to support emergency operations.
o Coordinating management of facilities used during disaster response and recovery.
o Establish the appropriate level of organization within the Section, and continuously monitor the effectiveness of that organization. Make changes as required.
o Exercise overall responsibility for the coordination of branch/group/unit activities within the Section.
o Coordinate the provision of logistical support for the EOC. o Coordinate activities with the Finance Section.
o Manage the collection and disbursement of donations.
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o Report to the Emergency Services Director on all matters pertaining to Section activities.
o Ensure that all facilities used in support of EOC operations have safe operating conditions.
o Monitor all EOC and related facility activities to ensure that they are being conducted in as safe a manner as possible under the circumstances that exist.
o Stop or modify all unsafe operations.
o Ensure for the security of the EOC, the EOC personnel and adjacent parking areas.
RESPONSIBILITIES:
Support the response effort and oversee the acquisition, transportation, and mobilization of resources. Identify and mitigate safety hazards and situations of potential City liability during EOC operations and ensure a safe working environment in the EOC.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS START-UP ACTIONS:
• Confirm that all key EOC Logistics Section personnel or alternates are in the EOC or have been notified. Recall the required staff members necessary for the emergency.
• Activate organizational elements within your Section as needed and designate leaders for each element or combination of elements:
o Communications
▪ Information and Computer Systems
o Food Unit
o Transportation Unit
o Personnel and Volunteers
o Facilities Unit
• Inform the Emergency Services Director and General Staff when your Section is fully operational.
POSITION OPERATIONAL DUTIES:
• Meet with EOC Finance/Administration Section Chief and review financial and administration support needs and procedures. Determine level of purchasing authority to be delegated to EOC Logistics Section.
• Following action planning meetings, ensure that orders for additional resources necessary to meet demands have been placed and are being coordinated within the EOC and field units.
• Keep the Orange County Operational Area Logistics Coordinator apprised of overall situation and status of resource requests.
• Direct the Communications Unit to develop the EOC Communications Plan to include:
o All City EOC position telephones, EOC Responder cell phones, and email addresses
o The Orange County Operational Area EOC contact roster o Police, Fire, and other department DOC’s contact rosters City of Brea
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o The Incident Command/Area Command contact roster
o Radio communications nets for fire, police, and public works assets o Contact information for all other relevant agencies
• Coordinate with the Operations and Planning Section Chiefs to develop procedures for prioritizing and validating resource requests. • Review Logistics Section reports including resource requests and the status of all available, committed, and en route resources from the previous Operational Period.
• Ensure the Communications Unit updates the EOC Communications Plan at the beginning of each Operational Period.
• Attend the Management Section Meeting and communicate the new EOC Objectives to your Section.
• Review the Operations Section resource requirements.
• Meet with Section Unit Leaders to review resource requests and develop allocation plans.
• Ensure that orders for additional resources identified by the Operations Section are verified and included in allocation plans.
• Coordinate with the Operations Section to prioritize resource requests, resolve conflicts and coordinate logistics activities during preparation for the planning meetings.
• Oversee development of a Resource Assignment Lists – submit to the Planning Section Chief prior to the EOC Coordination Plan meeting. • Resolve any open logistics/resource issues from the EOC Coordination Plan meeting.
• Oversee Logistics Section contributions to development of the EOC Coordination Plan.
• Ensure the Communications, Food, Transportation, Supply and Facilities Units coordinate with the Planning Section’s Resource Tracking Unit to update all available, committed, and en route resources.
• Secure information regarding emergency conditions.
• Tour the entire facility area and determine the scope of on-going operations.
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• Evaluate conditions and advise the Emergency Services Director of any conditions and actions which might result in liability—e.g. oversights, improper response actions, etc.
• Coordinate with the Supply (Personnel) Unit of the Logistics Section to ensure that training for personnel includes safety and hazard awareness and is compliant with OSHA requirements.
• Study the facility to learn the location of all fire extinguishers, fire hoses and emergency pull stations.
• Be familiar with particularly hazardous conditions in the facility. • Ensure that the EOC location is free from environmental threats (i.e., air quality, potable water availability, etc.).
• If the events that caused activation is an earthquake, provide guidance regarding actions to be taken in preparation for aftershocks.
• Coordinate with law enforcement for the security of the EOC, the personnel working in the EOC, and the adjacent parking areas.
• Keep the EOC Director advised of safety conditions.
• Coordinate with Compensation/Claims Unit of the Finance/Administration Section on any personnel injury claims or records preparation as necessary for proper case evaluation and closure.
• Ensure that all the proper records are maintained for the Finance & Administration Section.
• Keep the PIO advised of the volunteer and donations situation. If a need for donations or volunteers is anticipated, coordinate with the PIO to provide the specific content of any broadcast item desired. If the system is saturated with donations or volunteers, advise the PIO and take steps to reduce or redirect the response.
• Keep the Orange County Operational Area EOC Logistics Section Coordinator apprised of overall situation and status of resource requests. • Develop a personnel plan to maintain a 24-hour operation as required.
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SERVICE- COMMUNICATIONS UNIT
Date: Start Time: End Time:
PRIMARY: IT Manager
Print Name:
ALTERNATE: IT Supervisor
Print Name:
SUPERVISOR: EOC Logistics Chief
Print Name:
GENERAL DUTIES:
• Notify support agencies and oversee the installation, activation and maintenance of all radio, data and telephone communications services inside of the EOC and between the EOC and outside agencies
• Determine the appropriate placement of all public safety pacsets brought to the EOC to support operations. Approve all radio frequencies to minimize interference conditions
• Provide necessary communication system operators, and ensure effective continuous 24- hour operation of all communications services • Copy and log incoming radio, data and telephone reports on situation reports, major incident reports, resource requests, and general messages. • Make special assignment of radio, data, and telephone services as directed by the Emergency Services Director.
RESPONSIBILITIES:
Manage all radio, data, and telephone needs of the EOC staff. Establish and manage all necessary computer support to the EOC staff and field units.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Meet with section and branch/group/unit Chiefs and provide a briefing on EOC onsite and external communication needs, capabilities and restrictions, and operating procedures for the use of telephones and radio systems. • Coordinate all communications activities.
• Establish a primary and alternate system for communications. Link with utilities and contracting and cooperating agencies to establish communications as soon as possible.
• Coordinate with all operational units and the EOC to establish a communications plan to minimize communication issues that include radio, data and telephone needs utilizing established communications, the private sector, amateur radio and volunteers.
• Coordinate with volunteer and private sector organizations to supplement communications needs.
• Establish a plan to ensure staffing and repair of communications equipment. • Protect equipment from weather, aftershocks, electromagnetic pulse, etc. • Coordinate with all sections and branches/groups/units on operating procedures for use of telephone, data and radio systems. Receive any priorities or special requests.
• Monitor operational effectiveness of EOC communications systems. Obtain additional communications capability as needed.
• Coordinate frequency and network activities with Orange County Operational Area.
• Provide communications briefings as requested at action planning meetings. • Coordinate needed telephone data lines with the Communications Unit. • Support activities for restoration of computer services.
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SERVICE- FOOD UNIT
Date: Start Time: End Time:
PRIMARY: Community Services Supervisor
Print Name:
ALTERNATE: Community Services Staff
Print Name:
SUPERVISOR: EOC Logistics Chief
Print Name:
GENERAL DUTIES:
• Determine food and water requirements.
• Determine the method of feeding to best fit each facility or situation. • Obtain necessary equipment and supplies and establish cooking facilities. • Ensure that well-balanced menus are provided.
• Order sufficient food and potable water.
• Maintain an inventory of food and water.
• Maintain food service areas, ensuring that all appropriate health and safety measures are being followed.
• Supervise caterers, cooks, and other Food Unit personnel as appropriate ..
RESPONSIBILITIES:
The Food Unit Leader, under the direction of the Service Branch Director or Logistics Section Chief, is responsible for supplying the food needs for the entire incident, including the EOC and all remote locations (e.g., Staging Areas), as well as providing food for personnel unable to leave tactical field assignments.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Obtain briefing from Logistics Section Chief or Service Branch Director:
o Determine potential duration of incident
o Number and location of personnel to be fed
o Last meal provided
o Proposed time of next meal
• Determine food service requirements for planned and expected operations. • Determine best method of feeding to fit situation and obtain bids if not done prior to incident.
• Determine location of working assignment.
• Ensure sufficient potable water and beverages for all incident personnel. • Coordinate transportation of food and drinks to the scene with Ground Support and Operations Section Chief.
• Ensure that appropriate health and safety measures are taken and coordinate activity with Safety Officer.
• Supervise administration of food service agreement, if applicable. • Provide copies of receipts, bills to Finance/Administration Section. • Let Supply Unit know when food orders are complete.
• Provide briefing to relief on current activities and unusual situations.
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SUPPORT- FACILITIES UNIT
Date: Start Time: End Time:
PRIMARY: Community Services Supervisor
Print Name:
ALTERNATE: Community Services Staff
Print Name:
SUPERVISOR: EOC Logistics Chief
Print Name:
GENERAL DUTIES:
• Coordinate and oversee the management of and support to the EOC and other essential facilities and sites used during disaster operations. • Coordinate with other EOC branches/groups/units for support required for facilities.
• Support activities for restoration of disrupted services and utilities to facilities. • Coordinate with EOC Finance/Administration Section on any claims or fiscal matters relating to facilities’ operations.
• Close out each facility when no longer needed.
RESPONSIBILITIES:
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.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Maintain information in the Unit regarding:
o Facilities opened and operating
o Facility managers
o Supplies and equipment at the various locations
o Specific operations and capabilities of each location • As the requirement for emergency-use facilities is identified, coordinate the acquisition of required space to include any use permit, agreement or restriction negotiations required.
• In coordination with the Operations Section, provide support to facilities used for disaster response and recovery operations; i.e., staging areas, shelters, etc. • Identify communications requirements to the Communications Unit. • Identify equipment, material and supply needs to the Supply Unit. • Identify personnel needs to the Supply (Personnel) Unit. • Identify transportation requirements to the Transportation Unit. Coordinate evacuation schedules and identify locations involved.
• Identify security requirements to the Law Branch of the EOC Operations Section. • Monitor the actions at each facility activated and provide additional support requested in accordance with Unit capabilities and priorities established. • Account for personnel, equipment, supplies and materials provided to each facility. • Coordinate the receipt of incoming resources to facilities. • Ensure that operational capabilities are maintained at facilities. • Oversee the distribution of utilities, fuel, water, food, other consumables and essential supplies to all disaster operation facilities. • Ensure that basic sanitation and health needs at mass care facilities (toilets, showers, etc.) are met.
• Ensure that access and other related assistance for residential care and access or functional needs persons are provided in facilities.
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• Provide facilities for sheltering essential workers, employees’ families and volunteers. Be prepared to provide facilities for animal boarding as required. • Coordinate water resources for consumption, sanitation and firefighting at all facilities.
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SUPPORT- TRANSPORTATION UNIT
Date: Start Time: End Time:
PRIMARY: Public Works Manager
Print Name:
ALTERNATE: Public Works Supervisor
Print Name:
SUPERVISOR: EOC Logistics Chief
Print Name:
GENERAL DUTIES:
• Develop and implement the Traffic Plan.
• Support out-of-service resources.
• Notify the Resources Unit of all status changes on support and transportation vehicles.
• Arrange for and activate fueling, maintenance, and repair of ground resources. • Maintain Support Vehicle Inventory and transportation vehicles. • Provide transportation services, in accordance with requests from the Support Branch Director or the Logistics Section Chief.
• Collect use information on rented equipment.
• Requisition maintenance and repair supplies (e.g., fuel, spare parts). • Maintain incident roads.
RESPONSIBILITIES:
The Transportation Unit is responsible for transportation of emergency personnel, food, equipment, and supplies, as well as coordinates and implements the Traffic Plan. This position also supports out-of-service resources and the fueling, service, maintenance, and repair of vehicles and other ground support equipment.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Coordinate with the EOC Planning/Intelligence and Operations Sections to determine which disaster routes are available for emergency use. • Coordinate use of disaster routes with the Operations Section. • Coordinate with other sections and branches/groups/units to identify transportation priorities.
• Establish and implement a Traffic Plan for movement of:
o Personnel, supplies and equipment to the EOC, field units, shelters and Casualty Collection Points (CCPs)
o Individuals to medical facilities
o Emergency workers and volunteers to and from risk area • Coordinate with the EOC Operations Section on the movement of disabled and elderly persons.
• Coordinate transportation of animals as required.
• Coordinate with local transportation agencies and schools to establish availability of resources for use in evacuations and other operations as needed. • As reports are received from field units and EOC sections and as sufficient information develops, analyze the situation and anticipate transportation requirements.
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SUPPORT- PERSONNEL/VOLUNTEER UNIT
Date: Start Time: End Time:
PRIMARY: Human Resources Manager
Print Name:
ALTERNATE: Human Resources Staff
Print Name:
SUPERVISOR: EOC Logistics Chief
Print Name:
GENERAL DUTIES:
• Receive and process all incoming requests for personnel and volunteer support. • Register volunteers as Disaster Service Workers.
RESPONSIBILITIES:
Obtain all non-fire and non-law enforcement mutual aid material, equipment, and supplies to support emergency operations and arrange for delivery of those resources.
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READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
PERSONNEL AND VOLUNTEER OPERATIONAL DUTIES:
• Receive and process all incoming requests for personnel support. Identify number of personnel, special qualifications or training, location where needed and person to report to upon arrival. Secure an estimated time of arrival for relay back to the requesting agency.
• Develop a system for tracking personnel/volunteers processed by the Unit.
Maintain sign in/out logs. Control must be established for the accountability of personnel used in the response effort. Personnel/volunteers relieved from assignments will be processed through the Demobilization Unit. • Maintain information regarding:
o Personnel/volunteers processed
o Personnel/volunteers allocated and assigned by agency/location o Personnel/volunteers on standby
o Special personnel requests by category not filled
• Ensure training of 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 is compliant with OSHA requirements. • Obtain crisis counseling for emergency workers.
• Coordinate feeding, shelter and care of personnel, employees’ families, and volunteers with the American Red Cross, Food Unit and Facilities Unit. • Activate Child Care Plan for City employees as needed. Coordinate with Facilities Unit for suitable facilities.
• Assist and support employees and their families who are also disaster victims.
Develop a plan for communicating with those agencies having personnel resources capable of meeting special needs.
• Coordinate with the Orange County Operational Area for additional personnel needs.
• Ensure the recruitment, registration, mobilization and assignment of volunteers. • Establish Disaster Service Worker and Volunteer registration and interview locations. Assign staff to accomplish these functions.
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• Issue ID cards to Disaster Service Workers.
• Coordinate transportation of personnel and volunteers with the Transportation Unit.
• If the need for a call for volunteers is anticipated, 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 of that condition and take steps to reduce or redirect the response.
• Ensure the organization, management, coordination and channeling of the services of individual citizens and volunteer groups during and following the emergency.
• Obtain health/medical personnel, e.g., nurses’ aides, paramedics, Red Cross personnel and other trained volunteers to meet health/medical needs. • Request technical expertise resources not available within the jurisdiction (hazardous materials, environmental impact, structural analysis, geotechnical information, etc.) through established channels, mutual aid channels or the Orange County Operational Area.
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SUPPORT- SUPPLY UNIT
Date: Start Time: End Time:
PRIMARY: Public Works Staff
Print Name:
ALTERNATE: Public Works Staff
Print Name:
SUPERVISOR: EOC Logistics Chief
Print Name:
GENERAL 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.
• Maintain records to ensure a complete accounting of supplies procured and monies expended.
RESPONSIBILITIES:
Obtain all non-fire and non-law enforcement mutual aid material, equipment, and supplies to support emergency operations and arrange for delivery of those resources.
City of Brea
Emergency Operations Plan
245
READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
SUPPLY UNIT OPERATIONAL DUTIES:
• Meet and coordinate activities with EOC Finance/Administration Chief and determine purchasing authority to be delegated to Supply Unit. Review emergency purchasing and contracting procedures.
• Review, verify and process requests from other sections for resources. • Maintain information regarding resources readily available, resources requests, status of shipments and priority resource requirements. • Coordinate with other branches/groups/units as appropriate on resources requests received from operations forces to ensure there is no duplication of effort or requisition.
• Determine if needed resources are available from City stocks, mutual aid sources or other sources. Arrange for delivery if available.
• Determine availability and cost of resources from private vendors. • Issue purchase orders for needed items within limits of authority delegated by Finance Section.
• Notify EOC Finance/Administration Chief of procurement needs that exceed delegated authority. Obtain needed authorizations and paperwork. • If contracts are needed for procuring resources, request that the Purchasing Unit of the EOC Finance/Administration Section develop necessary agreements. • Arrange for delivery of procured resources. Coordinate with Transportation and Facilities Units.
• Identify to the EOC Logistics Section Chief any significant resource request(s) that cannot be met through local action. Suggest alternative methods to solve the problem if possible.
• Establish contact with the appropriate Operations Section Branches and Red Cross representatives(s) and discuss the food and potable water situation with regard to mass care shelters and mass feeding locations. Coordinate actions. • Establish a plan for field and EOC feeding operations. Coordinate with EOC Operations Section to avoid duplication.
City of Brea
Emergency Operations Plan
246
• Assemble resource documents that will allow for agency, vendor, and contractor contacts; e.g., telephone listings, procurement catalogs, directories, and supply locations.
• Provide supplies for the EOC, field operations and other necessary facilities. • Determine the appropriate supply houses, vendors or contractors who can supply the item, product or commodity if City stocks do not exist. • Purchase items within limits of delegated authority from Finance/Administration Section and request items exceeding delegated authority from the Finance Section.
• Arrange for the delivery of the items requisitioned, contracted for or purchased. • Continually update communications availability information with the Communications Unit. Revise contact methods with suppliers as improved communications become available.
• Begin disaster documentation and record tracking of disaster-related requests for expenditures of equipment, supplies, personnel, funds, etc. • Provide updated reports on resource status to Resources Unit. • Identify and maintain a list of available and accessible equipment and supplies to support response and recovery efforts.
• Arrange for storage, maintenance, and replenishment or replacement of equipment and materials.
• Provide and coordinate with EOC Operations Section the allocation and distribution of utilities, fuel, water, food, other consumables and essential supplies to all disaster operation facilities, including mass care shelters. • Procure and arrange for basic sanitation and health needs at mass care facilities (toilets, showers, etc.) as requested by EOC Operations Section. • Support activities for restoration of utilities to critical facilities. • Ensure the provision of sanitation services to include; portable toilets, hand washing stations, trash containers, etc.
• Procure and coordinate water resources for consumption, sanitation, and firefighting.
• Coordinate resources with relief agencies (American Red Cross, etc.) • Obtain and coordinate necessary medical supplies and equipment for persons with disabilities or access and functional needs.
City of Brea
Emergency Operations Plan
247
• 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 EOC Operations Section and Orange County Operational Area, maintain essential medical supplies in designated Casualty Collection Points (CCPs).
City of Brea
Emergency Operations Plan
248
EOC FINANCE/ADMINISTRATION SECTION
EOC Finance/Administration Section Position Checklists
• EOC Finance/Administration Section Chief
• Cost Recovery Unit
• Time Keeping Unit
• Supply and Procurement Unit
• Compensation/Claims Unit
• Cost Analysis Unit
Overview
The EOC Finance/Administration Section’s 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 Revenue collection
• Claim processing
• Cost recovery documentation
• Revenue Collection
• Documentation, Timekeeping and Cost Tracking
The Section also supervises the negotiation and administration of vendor and supply contracts and procedures.
The extent of the disaster/emergency will determine the extent to which the EOC Finance/ Administration Section will mobilize. In a low-level emergency, only part of the section will mobilize. In a wide-spread disaster that damages communications and systems, the entire section will mobilize. Due to the need to closely coordinate with the Logistics Section, it is highly desired that the Finance and Logistics Sections are co-located in the EOC.
City of Brea
Emergency Operations Plan
249
Objectives
The EOC Finance/Administration Section acts in a support role in all disasters/emergencies to ensure that all required records are preserved for future use and Cal OES and FEMA filing requirements through maintenance of proper and accurate documentation of all actions taken. To carry out its responsibilities, the EOC Finance/Administration Section will accomplish the following objectives during a disaster/emergency:
• Ensure policies and procedures are in place to comply with applicable reimbursement requirements.
• Establish and communicate protocol to track and maintain incident-related financial documentation, such as invoices, payroll logs, and contracts. • Monitor and verify costs and expenditures by reviewing requests, invoices, time cards, activity logs, and other available documentation or resources.
City of Brea
Emergency Operations Plan
250
City of Brea
Emergency Operations Plan
251
EOC FINANCE/ADMINISTRATION SECTION CHIEF
Date: Start Time: End Time:
PRIMARY: Financial Services Manager
Print Name:
ALTERNATE: Finance Manager
Print Name:
SUPERVISOR: Emergency Services Director or EOC Director Print Name:
GENERAL DUTIES:
• Implementing a Disaster Accounting System
• Maintaining financial records of the emergency
• Tracking and recording of all agency staff time
• Processing purchase orders and contracts in coordination with EOC Logistics Section
• Processing worker’s compensation claims received at the EOC • Handling travel and expense claims
• Providing administrative support to the EOC
RESPONSIBILITIES:
Supervise the financial support, response, and recovery for the disaster/emergency; ensure that the payroll and revenue collection processes continue and activate the Disaster Accounting System.
City of Brea
Emergency Operations Plan
252
READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Authorize use of the Disaster Accounting System.
• Ensure that the payroll process continues.
• Ensure that the revenue collection process continues. • Attend planning meetings as required.
• Manage all financial aspects of an incident.
• Provide financial and cost analysis information as requested. • Gather pertinent information from briefings with responsible agencies. • Develop an operating plan for the Finance/Administration Section; fill, supply, and support needs.
• Meet with Assisting and Cooperating Agency Representatives, as needed. • Maintain daily contact with City Administration on Finance/Administration matters. • Ensure that all mutual aid personnel time records are accurately completed and transmitted to home agencies, according to policy.
• Provide financial input to demobilization planning.
• Brief agency administrative personnel on all incident-related financial issues needing attention or follow-up prior to leaving incident. • Collect your Section personnel and equipment time records as well as 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 record of expendable materials used are received from other Sections and submitted to the Time and Cost Analysis Units 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 • Coordinate with the Cost Analysis Unit to make recommendations for cost savings to the General Staff.
• Provide input in all planning sessions on finance and cost analysis matters.
City of Brea
Emergency Operations Plan
253
• Ensure that all obligation documents initiated during the emergency/disaster are properly prepared and completed.
• Keep the General Staff advised of overall financial situation. • Develop a personnel plan to maintain a 24-hour operation as required.
City of Brea
Emergency Operations Plan
254
COST RECOVERY UNIT
Date: Start Time: End Time:
PRIMARY: Senior Accountant
Print Name:
ALTERNATE: Fiscal Specialist
Print Name:
SUPERVISOR: EOC Finance/Administration Chief
Print Name:
GENERAL DUTIES:
Maintain the Disaster Accounting System and procedures to capture and document costs relating to a disaster/emergency in coordination with other sections and departments; act as liaison with the disaster assistance agencies and coordinate the recovery of costs as allowed by law and maintain records in such a manner that will pass audit.
RESPONSIBILITIES:
Maintain the Disaster Accounting System and procedures to capture and document costs relating to a disaster/emergency in coordination with other sections and departments; act as liaison with the disaster assistance agencies and coordinate the recovery of costs as allowed by law and maintain records in such a manner that will pass audit. The Cost Recovery Unit should be activated at the onset of any disaster/emergency. Accurate and timely documentation is essential to financial recovery.
City of Brea
Emergency Operations Plan
255
READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Activate and maintain the Disaster Accounting System and procedures to capture and document costs relating to a disaster/emergency in coordination with other sections and departments.
• 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.
• Act as liaison with the disaster assistance agencies and coordinate the recovery of costs as allowed by law.
• Prepare all required state and federal documentation as necessary to recover all allowable disaster costs.
• Coordinate with the Documentation Unit of the EOC Planning/Intelligence Section. • Provide analyses, summaries, and estimates of costs for the EOC Finance/Administration Section Chief, Emergency Services Director, and the Orange County Operational Area as required.
• Work with EOC sections and appropriate departments to collect all required documentation.
• Receive and allocate payments.
• Organize and prepare records for final audit.
• Prepare recommendations as necessary.
City of Brea
Emergency Operations Plan
256
TIMEKEEPING UNIT
Date: Start Time: End Time:
PRIMARY: Payroll Supervisor
Print Name:
ALTERNATE: Payroll Specialist
Print Name:
SUPERVISOR: EOC Finance/Administration Chief
Print Name:
GENERAL DUTIES:
• Track, record and report staff time for all personnel/volunteers working at the emergency/disaster.
• Establish and maintain a file for all personnel working at the emergency/disaster. • Ensure that daily personnel time recording documents are prepared and are compliant with specific City, Cal OES, and FEMA time recording policies. • Track, record, and report equipment uses and time.
RESPONSIBILITIES:
Track hours worked by paid personnel, volunteers, contract labor, mutual aid and all others and ensure that daily personnel time recording documents are prepared and compliance to agency’s time policy is being met. Ensure that time and equipment use records identify scope of work and site-specific work location consistent with initial safety/damage assessment records, sites and Damage Survey Reports (DSRs).
Personnel time and equipment use records should be collected and processed for each operational period as necessary. Records must be verified, checked for accuracy and posted according to existing policy. Excess hours worked must also be determined, and separate logs maintained. Time and equipment use records must be compiled in appropriate format for cost recovery purposes.
City of Brea
Emergency Operations Plan
257
Ensure that all your Branch/Unit personnel and equipment time records and record of expendable materials used are provided to your Section Chief at the end of each operational period.
City of Brea
Emergency Operations Plan
258
READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES—TIMEKEEPING UNIT:
• Determine specific requirements for the time recording function. • Initiate, gather, or update a time report from all applicable personnel assigned to the emergency/disaster for each operational period.
• Ensure that all records identify scope of work and site-specific work location. • Post personnel travel and work hours, assignment to a specific incident (location by address when possible), transfers, promotions, specific pay provisions, and terminations to personnel time documents.
• Ensure that daily personnel time recording documents are accurate and prepared in compliance with City policy.
• Ensure that all employee identification information is verified to be correct on the time report.
• Ensure that time reports are signed.
• Maintain separate logs for overtime hours.
• Establish and maintain a file for employee time records within the first operational period for each person.
• Maintain records security.
• Close out time documents prior to personnel leaving emergency assignment. • Keep records on each shift. Operational Period work schedules are determined according to the time it may take to achieve the objectives outlined in the EOC Action Plan.
• Coordinate with the Supply (Personnel) Unit of the Logistics Section.
OPERATIONAL DUTIES—EQUIPMENT TIME RECORDER:
• Assist sections and branches/groups/units in establishing a system for collecting equipment time reports.
• Ensure that all records identify scope of work and site-specific work location. • Establish and maintain a file of time reports on owned, rented, donated and mutual aid equipment (including charges for fuel, parts, services and operators).
City of Brea
Emergency Operations Plan
259
PROCUREMENT UNIT
Date: Start Time: End Time:
PRIMARY: Budget Manager
Print Name:
ALTERNATE: Senior Buyer
Print Name:
SUPERVISOR: EOC Finance/Administration Chief
Print Name:
GENERAL DUTIES:
• Identify sources for equipment, expendable materials and resources. • Manage all equipment rental agreements.
• Initiate vendor contracts associated with EOC activities within purchase authority limits established by City Council or Emergency Services Director. • Process all administrative paperwork associated with equipment rental and supply contracts.
RESPONSIBILITIES:
Administration of all financial matters pertaining to purchases, vendor contracts, leases, fiscal agreements, and tracking expenditures. Identify sources of expendable materials and equipment, prepare and sign equipment rental agreements, and process all administrative paperwork associated with equipment rental and supply contracts, including incoming and outgoing mutual aid resources. Ensure that all records identify scope of work and site-specific work location.
City of Brea
Emergency Operations Plan
260
READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Contact appropriate branch/group/unit leaders on needs and any special procedures.
• Review/prepare EOC purchasing procedures.
• Prepare and sign contracts as needed within established contracting authority. • Establish contracts and agreements with supply vendors. • Ensure that all records identify scope of work and site-specific locations. • Ensure that a system is in place that meets City’s property management requirements.
• Ensure proper accounting for all new property.
• Interpret contracts/agreements and resolve claims or disputes within delegated authority.
• Coordinate with Compensations/Claims Unit on procedures for handling claims. • Finalize all agreements and contracts.
• Complete final processing and send documents for payment. • Verify cost data in established vendor contracts with Cost Analysis Unit.
City of Brea
Emergency Operations Plan
261
COMPENSATION/CLAIMS UNIT
Date: Start Time: End Time:
PRIMARY: Senior Human Resources Analyst
Print Name:
ALTERNATE: Human Resources Analyst
Print Name:
SUPERVISOR: EOC Finance/Administration Chief
Print Name:
GENERAL DUTIES:
• Accept as agent for the City of Brea claims resulting from an emergency/disaster. • Collects information for all forms required by Workers Compensation and local agencies.
• Maintain a file of injuries and illness associated with the personnel activity at the EOC and maintains a file of written witness statements on injuries. • Manage and direct all compensation for injury specialists and claims specialists assigned to the emergency/disaster.
• Provide investigative support in areas of claims for bodily injury and property damage compensation presented to the City of Brea.
RESPONSIBILITIES:
Manage the investigation and compensation of physical injuries and property damage claims involving the City of Brea arising out of an emergency/disaster, including completing all forms required by worker’s compensations programs and local agencies, maintaining a file of injuries and illnesses associated with the incident, providing investigative support of claims, and issuing checks upon settlement of claims.
City of Brea
Emergency Operations Plan
262
READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Coordinate with the Safety Officer, Liaison Officer, Agency Representatives, Supply (Personnel) Unit of the Logistics Section, and ICS Field Level Compensation/Claims Unit Leader.
• Maintain a log of all injuries occurring during the disaster/emergency. • Develop and maintain a log of potential and existing claims. • Prepare claims relative to damage to City property and notify and file the claims with insurers.
• Process claims for travel requests, forms, and expense claim. • Determine if there is a need for Injury and Claims Specialists and order personnel as needed.
• Ensure that all Injury and Claims logs and forms are complete and routed to the appropriate department for post EOC processing.
• Ensure the investigation of all accidents, if possible. • Ensure that the Supply (Personnel) Unit of the EOC Logistics Section completes claims for any injured personnel or volunteers working at the emergency. • Provide report of injuries and coordinate with the Safety Officer for mitigation of hazards.
• Obtain all witness statements pertaining to claims and review for completeness.
City of Brea
Emergency Operations Plan
263
COST ANALYSIS UNIT
Date: Start Time: End Time:
PRIMARY: Management Analyst
Print Name:
ALTERNATE: Accounting Technician
Print Name:
SUPERVISOR: EOC Finance/Administration Chief
Print Name:
GENERAL DUTIES:
• Provide all cost analysis activity associated with EOC operation. • Obtain and record all cost data for the emergency/disaster. • Ensure the proper identification of all equipment and personnel requiring payment. • Analyze and prepare estimates of EOC costs.
• Maintain accurate record of EOC costs.
RESPONSIBILITIES:
Provide cost analysis data for the incident to help the planning and recovery efforts.
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.
The Cost Analysis Unit will be increasingly tasked to support the planning function in terms of cost estimates of resources used. The Unit must maintain accurate information on the actual costs for the use of all assigned resources.
City of Brea
Emergency Operations Plan
264
READ ALL RESPONDER CHECKLIST AT ACTIVATION, BEGINNING AND END
OF EACH SHIFT
CHECKLIST ACTIONS
POSITION OPERATIONAL DUTIES:
• Collect and record all cost data.
• 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 Emergency Services Director.
• Maintain cumulative emergency/disaster cost records.
• Ensure that all financial obligation documents are accurately prepared. • Prepare use of resources cost estimates.
• Maintain accurate information on the actual cost for the use of all assigned resources.
• With the Time Unit, ensure that all pieces of equipment under contract and dedicated personnel are properly identified.
• Ensure that all EOC sections maintain proper supporting records and documentation to support claims.
• Make recommendations for cost savings to the Finance/Administration Section Chief.
CITYof BREA
City Council Regular Meeting
Communication
March 3, 2026
Item No. 3B.
Ordinance to Reestablish Parking Restrictions on Public Streets for Street Sweeping
TO PREPARED BY
Honorable Mayor and City Council Members Omar Brioso , Police Sergeant
DEPARTMENT HEAD APPROVAL CITY MANAGER APPROVAL
Adam Hawley, Police Chief Kristin Griffith, City Manager
RECOMMENDATION
Staff recommends that the City Council take the following actions:
1. Introduce by title only and waive further reading of Ordinance No. 1272, "An Ordinance of the City Council of the City of Brea Amending the Brea City Code to Reestablish Parking Restrictions on Public Streets for Street Sweeping Purposes and Approving a CEQA Exemption Determination"
2. Adopt Resolution No. 2026-013 establishing regular days and streets upon which street sweeping will occur, and establishing a fine amount for violation of the Ordinance, all as required therein.
BACKGROUND/DISCUSSION
California Vehicle Code Section 22507.6 authorizes local authorities, by ordinance or resolution, to prohibit or restrict the parking or standing of vehicles on designated streets or highways, or portions thereof, for street sweeping purposes.
On July 7, 2009, the City Council adopted Resolution No. 2009-64, establishing parking restrictions on public streets for street sweeping purposes within the City of Brea. The Resolution designated specific streets and days on which parking is prohibited between the hours of 8:00 a.m. and 2:00 p.m., subject to the posting of signs, in order to facilitate effective street sweeping operations.
While Resolution No. 2009-64 has governed street sweeping parking restrictions for many years, those restrictions were not codified in the Brea City Code. The proposed ordinance is intended to reestablish and codify the existing street sweeping parking restrictions originally adopted by resolution, while also incorporating amendments to ensure consistency with current state law and accessibility requirements.
Specifically, Vehicle Code Section 22511.5 allows disabled persons and disabled veterans displaying qualifying license plates or placards to park in certain restricted parking areas, including areas that are time restricted. The proposed ordinance codifies exemptions for disabled persons consistent with state law, while also clarifying limited circumstances where those exemptions do not apply.
The ordinance adds a new Section 10.24.070 (“Parking Restrictions for Street Sweeping Purposes”) to Chapter
10.24 (Parking Limits) of Title 10 (Vehicles and Traffic) of the Brea City Code. This new Section establishes the street sweeping parking prohibition, identifies exemptions and exceptions, and provides that the affected City streets and street sweeping days, and applicable fine amount, will be set by City Council resolution. Concurrent with this ordinance, is attached Resolution No. XXX which sets forth affected streets and days of street sweeping, and re-establishes the current fine amount of $45. This resolution will become operative upon the effective date of the ordinance.
The ordinance includes the finding that it has been evaluated in accordance with the California Environmental Quality Act (CEQA) Guidelines and the environmental regulations of the City. Pursuant to Section 15061(b)(3) of the CEQA Guidelines, the proposed Ordinance is exempt from the requirements to prepare additional environmental documentation as it can be seen with certainty that there is no possibility that adoption of the Ordinance may have a significant effect on the environment because its adoption will result in more complete maintenance of City streets, and minimization of street dust, trash, and rubbish from entering the City’s storm drain system. It is, therefore, exempt from California Environmental Quality Act review pursuant to Title 14, Section 15061(b)(3), of the California Code of Regulations.
Upon the effective date of the ordinance, Resolution No. 2009-64, and any prior enactments inconsistent with this ordinance, will be superseded, ensuring that street sweeping parking regulations are contained in a single, clear, and enforceable section of the City Code.
FISCAL IMPACT/SUMMARY
There is no direct fiscal impact associated with the introduction of the ordinance. Street sweeping operations and parking enforcement activities are existing City services.
Attachments
Attachment 1 - Resolution Street Sweeping Days, Times and Fine Amounts Attachment 2 - Resolution No. 2009-64
Attachment 3 - Street Sweeping Parking Restrictions List Monday Attachment 4 - Street Sweeping Parking Restrictions List Tuesday Attachment 5 - Street Sweeping Parking Restrictions List Wednesday Attachment 6 - Street Sweeping Parking Restrictions List Thursday Attachment 7 - Draft Ordinance
RESOLUTION NO. _______
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
BREA IMPLEMENTING BREA CITY CODE SECTION
10.24.070 BY DESIGNATING STREET SWEEPING DAYS
AND AFFECTED STREETS, AND ESTABLISHING A FINE
AMOUNT FOR VIOLATIONS THEREOF
A. RECITALS.
(i) Brea City Code (“BCC”) Section 10.24.070 reestablishes street sweeping parking restrictions, with certain exceptions, and prohibits parking from 8:00 a.m. to 2:00 p.m. on City streets, or portions thereof, and on those days, as are set forth in a City Council resolution. Violation of Section 10.24.070 is punishable by a fine as established by City Council resolution.
(ii) The purpose of this Resolution is to implement BCC Section
10.24.070 by designating City streets for street sweeping, and the days such street sweeping will occur. The additional purpose of this Resolution is to establish a fine amount for violation of BCC Section 10.24.070.
(iii) All legal prerequisites to the adoption of this Resolution have occurred.
B. RESOLUTION.
NOW, THEREFORE, BE IT FOUND, DETERMINED, AND RESOLVED by the City Council as follows:
1. The facts set forth in the Recitals, Part A, of this Resolution are true and correct.
2. As required by BCC Section 10.24.070, City streets designated for street sweeping, and the days on which street sweeping shall occur, are set forth in Exhibit “A” attached hereto and incorporated by reference herein.
3. A violation of the provisions of BCC Section 10.24.070 shall be punishable by a fine in the amount of forty-five ($45.00). The provisions of any resolution of the City establishing a fine for violation of the parking restrictions reestablished by BCC Section
10.24.070 are repealed and superseded by the provisions of this Resolution.
4. This Resolution shall become operative upon the effective date of BCC Section 10.24.070.
-2-
5. The City Clerk shall certify to the adoption of this Resolution.
PASSED, APPROVED AND ADOPTED on this ____ day of ______________, 2026. ____________________________
, Mayor
I, Victoria Popescu, City Clerk of the City of Brea, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council of the City of Brea held on the ___ day of _____________, 2026, by the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
ATTEST:_______________________
City Clerk
ATTEST:
_____________________________________
Victoria Popescu
RESOLUTION NO. 2009-64
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
BREA ESTABLISHING PARKING RESTRICTIONS ON
PUBLIC STREETS FOR STREET SWEEPING PURPOSES
A. RECITALS:
(i) California Vehicle Code Section 22507.6 authorizes local authorities to prohibit or restrict the parking or standing of vehicles on designated streets or highways, or portions thereof, for purposes of street sweeping. (ii) The City Council desires to establish such restrictions with respect to certain streets within the City during specified hours and days. (iii) All legal prerequisites to the adoption of this Resolution have occurred.
B. RESOLUTION:
NOW, THEREFORE, BE IT FOUND, DETERMINED, AND
RESOLVED by the City Council as follows:
1. The facts set forth in the Recitals, Part A, of this Resolution are true and correct.
2. The City Council hereby approves the "no parking" restrictions set forth in Exhibit "A" attached hereto and incorporated herein by reference.
3. The parking restrictions established herein shall become effective upon the posting of signs as required by California Vehicle Code Section 22507.6. 1 July 7, 2009
RESO. 2009-64
•
•
4. The provisions of any previously adopted resolutions that are inconsistent •
with any of the parking restrictions set forth herein, or which establish street sweeping parking restrictions for the affected streets that are different than those set forth herein, are hereby repealed and superceded by the restrictions set forth in Exhibit "A" hereto.
5. The City Clerk shall certify to the adoption of this Resolution.
APPROVED AND ADOPTED this 7th day of July, 2009.
I, Lucinda Williams, City Clerk of the City of Brea, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council of the City of Brea held on the 7th day of July, 2009 by the following vote:
AYES: COUNCIL MEMBERS: Moore, Schweitzer, Garcia, Beauman NOES: COUNCIL MEMBERS: Simonoff
ABSENT: COUNCIL MEMBERS: None
ABSTAIN: COUNCIL MEMBERS: None
2 July 7, 2009
RESO. 2009-64
•
ATTES
City Clerk
•
EXHIBIT A
STREET SWEEPING PARKING RESTRICTIONS
Parking is prohibited between the hours of 8:00 a.m. and 2:00 p.m., on the streets, or portions thereof, as set forth and described below:
•
•
3 July 7, 2009
RESO. 2009-64
FULL_NAME CITY SCHEDULE
Acorn Cir Brea Monday
Ambling Dr Brea Monday
Apple Blossom Cir Brea Monday
Apple Dr Brea Monday
Apricot Ave Brea Monday
Arbor Cir Brea Monday
Arrow Wood Dr Brea Monday
Aspen St Brea Monday
Associated Rd Brea Monday
Baler Ave Brea Monday
Balsa Brea Monday
Balsa Ave Brea Monday
Belmont Ct Brea Monday
Birch St Brea Monday
Blossom PI Brea Monday
Blue Jay Dr Brea Monday
Bluebell Ave Brea Monday
Bluegrass St Brea Monday
Bob White Rd Brea Monday
Bonita Canyon Way Brea Monday
Boxcar Ln Brea Monday
Branch Ln Brea Monday
Brea Blvd Brea Monday
Brea Hills Ave Brea Monday
Brookshire PI Brea Monday
Brookside Ln Brea Monday
Brookwood St Brea Monday
Bryce Canyon Way Brea Monday
Buckboard Ct Brea Monday
Buckthorn Dr Brea Monday
Butte Ct Brea Monday
Buttonwood Dr Brea Monday
Cactus Ct Brea Monday
Calico Ct Brea Monday
Cameron Ct Brea Monday
Candlewood St Brea Monday
Canyon Country Rd Brea Monday
Canyondale Dr Brea Monday
Carbon Canyon Rd Brea Monday
Cardinal St Brea Monday
Carmichael Dr Brea Monday
Carrotwood Dr Brea Monday
Cascade Ct Brea Monday
Cashew Ave Brea Monday
FULL_NAME CITY SCHEDULE
Cedarwood CT Brea Monday
Central Ave Brea Monday
Chelsea Ct Brea Monday
Chisholm Ct Brea Monday
Cinnamon Ridge Rd Brea Monday
Citrus PI Brea Monday
Clear Springs Rd Brea Monday
Cliffwood Ave Brea Monday
Clover Ct Brea Monday
Cloverdale Dr Brea Monday
Cocao PI Brea Monday
Condor Ave Brea Monday
Cool Oak Way Brea Monday
Copa de Oro Dr Brea Monday
Country Club Dr Brea Monday
Country Hills Rd Brea Monday
Country In Brea Monday
Covey Ct Brea Monday
Coyote Canyon Way Brea Monday
Creekwood Ct Brea Monday
Crestview Cir Brea Monday
Cristal Springs Ct Brea Monday
Cycod PI Brea Monday
Daisy Cir Brea Monday
Dale Ct Brea Monday
Dapplegray Cir Brea Monday
Date St Brea - Monday
Davidson Ct Brea Monday
Deer Springs Ln Brea Monday
Desert Canyon Rd Brea Monday
Donnybrook Rd Brea Monday
Driftwood Ave Brea Monday
Driftwood PI Brea Monday
Dundee Ct Brea Monday
Echo Canyon PI Brea Monday
Edgemont Ln Brea Monday
Elm Cir Brea Monday
Elm St Brea Monday
Enterprise St Brea Monday
Etna Cir Brea Monday
Evening Canyon Rd Brea Monday
Evergreen Dr Brea Monday
Falcon Way Brea Monday
Fallcreek Cir Brea Monday
EXHIBIT A 7/1/2009
Street Sweeping Parking Restrictions
Monday
Source: Jimmy Dao, GIS Analyst
City of Brea 1
Cattail Cir Brea Monday
FULL_NAME CITY SCHEDULE
Flanders Ct Brea Monday
Flower Hill St Brea Monday
Foothill Ln Brea Monday
Forbes Dr Brea Monday
Foxglove St Brea Monday
Glade Ct Brea Monday
Glen Canyon Way Brea Monday
Glen Ct Brea Monday
Glenoaks St Brea Monday
Goldenrod St Brea Monday
Grand Canyon Rd Brea Monday
Grandview Dr Brea Monday
n —,
Greenleaf r
Brea Monday
Grove Hill Ct Brea Monday
Harvest Ln Brea Monday
Hawks Dr Brea Monday
Hawthorne Ave Brea Monday
Hazelwood PI Brea Monday
Heartwood Cir Brea Monday
Heathcliff PI Brea Monday
Heron PI Brea Monday
Hillside Rd Brea Monday
Hilltop Ln Brea Monday
Hummingbird Dr Brea Monday
Imperial Hwy Brea Monday
Ironbark Cir Brea Monday
Kings Canyon Rd Brea Monday
Knoll Ct Brea Monday
Kraemer Blvd Brea Monday
Laguna Canyon Way Brea Monday
Lambert Rd Brea Monday
Landmark Ln Brea Monday
Larkspur Ave Brea Monday
Lennox Ct Brea Monday
Lilac Ln Brea Monday
Live Oak St Brea Monday
Longbranch Cir Brea Monday
Lotus PI Brea Monday
Lynwood Dr Brea Monday
Malibu Canyon Rd Brea Monday
Malibu Canyon Way Brea Monday
Mango St Brea Monday
Mariposa Way Brea Monday
Fallingleaf Cir Brea Monday
FULL_NAME CITY SCHEDULE
Meadowcreek Rd Brea Monday
Merrifield Dr Brea Monday
Mockingbird Ln Brea Monday
Morning Dove PI Brea Monday
Morning Glory St Brea Monday
Morningflower Cir Brea Monday
Mountain Ct Brea Monday
Mujica PI Brea Monday
Nasa St Brea Monday
Newhall Ter Brea Monday
Newhaven Dr Brea Monday
Niguel Canyon Way Brea Monday
Nutwood St Brea Monday
Oak Canyon Way Brea Monday
Oakhaven Ave Brea Monday
Olinda Dr Brea Monday
Olinda PI Brea Monday
Olive Ave Brea Monday
Orange Grove Ln Brea Monday
Orangewood Dr Brea Monday
Orbiter St Brea Monday
Owl PI Brea Monday
Paloma Ct Brea Monday
Panorama Ct Brea Monday
Park Ln Brea Monday
Partridge Dr Brea Monday
Pheasant Ln Brea Monday
Pineridge St Brea Monday
Ponderosa Ave Brea Monday
Prairie Ct Brea Monday
Primrose Ave Brea Monday
Rainbow Ln Brea Monday
Raintree Dr Brea Monday
Ranger Ave Brea Monday
Redbay Ave Brea Monday
Redtail Dr Brea Monday
Rimview Ln Brea Monday
Roadrunner Dr Brea Monday
Robins PI Brea Monday
Rose Dr Brea Monday
Roundtree Ct Brea Monday
Rustic Ct Brea Monday
Sage Ct Brea Monday
EXHIBIT A 7/1/2009
Street Sweeping Parking Restrictions
Monday
Source: Jimmy Dao, GIS Analyst
City of Brea 2
Mauna Loa St Brea Monday
Meadow Ct Brea Monday
FULL_NAME CITY SCHEDULE
Santa Fe Ave Brea Monday
Santiago Canyon Way Brea Monday
Saturn St Brea Monday
Scenic Way Brea Monday
Seneca Ct Brea Monday
Shadetree Cir Brea Monday
Shadow Canyon Rd Brea Monday
Shady Ct Brea Monday
Shadyvale Ln Brea Monday
Shamrock Ave Brea Monday
Silver Canyon Way Brea Monday
Singingwood Ln Brea Monday
Skylark Way Brea Monday
Skywood St Brea Monday
Sleepy Hollow Ln Brea Monday
Snowfield St Brea Monday
Sorrel St Brea Monday
Spring Ct Brea Monday
Spurr Cir Brea Monday
Starflower St Brea Monday
Starling Way Brea Monday
State College Blvd Brea Monday
Stearns St Brea Monday
Stone Canyon Way Brea Monday
Stony Ln Brea Monday
Strawberry Ln Brea Monday
Summerfield Cir Brea Monday
Suncrest Cir Brea Monday
Sunflower St Brea Monday
Sunrise Rd Brea Monday
Sunrose CT Brea Monday
Surry Ct Brea Monday
Surveyor Ave Brea Monday
Swallow Ln Brea Monday
Tamarack Ave Brea Monday
Tangerine PI Brea Monday
Thistle Rd Brea Monday
Timbercreek Cir Brea Monday
Timberline Ct Brea Monday
Tolbert St Brea Monday
Trabuco Canyon Way Brea Monday
Trailview Cir Brea Monday
Sand Canyon Way Brea Monday
Sandpiper Way Brea Monday
FULL_NAME CITY SCHEDULE
Valley Crossing Rd Brea Monday
Verbena Ln Brea Monday
Vesuvius Dr Brea Monday
Vista Laguna Ct Brea Monday
Voyager Ave Brea Monday
Wagon Wheel Cir Brea Monday
Wakeforest St Brea Monday
Walden Rd Brea Monday
Wandering Ln Brea Monday
Waterfall Ln Brea Monday
Waterwheel Ln Brea Monday
Wayward Ct Brea Monday
Whispering Glen Ln Brea Monday
Whistle Train Rd Brea Monday
Wildflower Cir Brea Monday
Windbreak Cir Brea Monday
Winding Ln Brea Monday
Windwood Ln Brea Monday
Wintergreen St Brea Monday
Wisteria Dr Brea Monday
Woodacre St Brea Monday
Woodhill Ln Brea Monday
Woodpecker St Brea Monday
Zion Canyon Way Brea Monday
EXHIBIT A 7/1/2009
Street Sweeping Parking Restrictions
Monday
Source: Jimmy Dao, GIS Analyst
City of Brea 3
EXHIBIT A
Street Sweeping Parking Restrictions
Monday
Treeridge Cir Brea Monday
Trolley Ct Brea Monday
Valencia Ave Brea Monday
Source: Jimmy Dao, GIS Analyst
City of Brea 4
7/1/2009
FULL_NAME CITY SCHEDULE
Acacia St Brea Tuesday
Alder St Brea Tuesday
Arovista Ave Brea Tuesday
Bracken St Brea Tuesday
Brea Blvd Brea Tuesday
Briarwood Dr Brea Tuesday
Briarwood Way Brea Tuesday
Carob St Brea Tuesday
Catalpa Ave Brea Tuesday
Cedar Ave Brea Tuesday
Cherry St Brea Tuesday
Chestnut Ave Brea Tuesday
Clove PI Brea Tuesday
Cypress St Brea Tuesday
Dalewood PI Brea Tuesday
Date St Brea Tuesday
Delphia Ave Brea Tuesday
Eadington Dr Brea Tuesday
Eastwood PI Brea Tuesday
Elm St Brea Tuesday
Fern Ave Brea Tuesday
Fir St Brea Tuesday
Firethorne St Brea Tuesday
Flower Ave Brea Tuesday
Forest PI Brea Tuesday
Gum PI Brea Tuesday
Hickory St Brea Tuesday
Imperial Hwy Brea Tuesday
Jasmine Dr Brea Tuesday
Juniper St Brea Tuesday
Lambert Rd Brea Tuesday
Lantana Ave Brea Tuesday
Larchwood Dr Brea Tuesday
Laurel Ave Brea Tuesday
Lemon St Brea Tuesday
Lime St Brea Tuesday
Linden Way Brea Tuesday
Locust St Brea Tuesday
Madrona Ave Brea Tuesday
Magnolia Ave Brea Tuesday
Maple Ave Brea Tuesday
Muirwood Dr Brea Tuesday
Mulberry Ave Brea Tuesday
Napoli Dr Brea Tuesday
FULL_NAME CITY SCHEDULE
Orange Ave Brea Tuesday
Palm Dr Brea Tuesday
Peach Ave Brea Tuesday
Pear St Brea Tuesday
Pecan St Brea Tuesday
Pepper Tree Dr Brea Tuesday
Pine Ave Brea Tuesday
Poinsettia Ave Brea Tuesday
Poplar Ave Brea Tuesday
Puente St Brea Tuesday
Randolph Ave Brea Tuesday
Redwood Ave Brea Tuesday
Saint Crispen Ave Brea Tuesday
Sequoia Ave Brea Tuesday
Sievers Ave Brea Tuesday
Spruce St Brea Tuesday
State College Blvd Brea Tuesday
Sycamore Ave Brea Tuesday
Teak St Brea Tuesday
Timbergate Ln Brea Tuesday
Union PI Brea Tuesday
Valencia St Brea Tuesday
Walnut Way Brea Tuesday
Wildrose Dr Brea Tuesday
EXHIBIT A 7/1/2009
Street Sweeping Parking Restrictions
Tuesday
Source: Jimmy Dao, GIS Analyst
City of Brea 5
EXHIBIT A
Street Sweeping Parking Restrictions
Tuesday
Oleander St Brea Tuesday
Source: Jimmy Dao, GIS Analyst
City of Brea 6
7/1/2009
EXHIBIT A 7/1/2009
Street Sweeping Parking Restrictions
Wednesday
FULL_NAME CITY SCHEDULE
Alexander Ct Brea Wednesday
Allyson Ct Brea Wednesday
Alta Mesa Dr Brea Wednesday
Alta Mesa Way Brea Wednesday
Alwick PI Brea Wednesday
Amberhill Dr Brea Wednesday
Apollo St Brea Wednesday
Archwood Ave Brea Wednesday
Archwood Ct Brea Wednesday
Armstrong Dr Brea Wednesday
Arovista Ave Brea Wednesday
Arthur Dr Brea Wednesday
Ashwood Ln Brea Wednesday
Atkins in Brea Wednesday
Atlas St Brea Wednesday
Basse Ln Brea Wednesday
Basswood Ln Brea Wednesday
Baxter Pkwy Brea Wednesday
Baywood Dr Brea Wednesday
Beacon St Brea Wednesday
Beechwood Dr Brea Wednesday
Bennett LN Brea Wednesday
Berenice Dr Brea Wednesday
Bergman Ct Brea Wednesday
Berry Dr Brea Wednesday
Berry St Brea Wednesday
Berry Way Brea Wednesday
Bexley Ln Brea Wednesday
Birchcrest Ave Brea Wednesday
Birchcrest Cir Brea Wednesday
Blossom PI Brea Wednesday
Bonnie Way Brea Wednesday
Breezewood Ct Brea Wednesday
Capricorn St Brea Wednesday
Carey Ave Brea Wednesday
Carlson Dr Brea Wednesday
Casner Way Brea Wednesday
Cedarcrest Dr Brea Wednesday
Central Ave Brea Wednesday
Challenger St Brea Wednesday
Charleston Way Brea Wednesday
Charwood Ct Brea Wednesday
Columbia St Brea Wednesday
Cottonwood Ave Brea Wednesday
Source: Jimmy Dao, GIS Analyst
City of Brea
FULL_NAME CITY SCHEDULE
Daniel Ct Brea Wednesday
Dans PI Brea Wednesday
De Jur St Brea Wednesday
Deanna Dr Brea Wednesday
Delaney Dr Brea Wednesday
Delay St Brea Wednesday
Delta Ave Brea Wednesday
Denise Ct Brea Wednesday
Dogwood Ln Brea Wednesday
Dorothy Dr Brea Wednesday
Eden Way Brea Wednesday
El Encanto Dr Brea Wednesday
El kridge St Brea Wednesday
Elmwood Ct Brea Wednesday
Elmwood Ave Brea Wednesday
Endeavor Cir Brea Wednesday
Ethelinda Way Brea Wednesday
Explorer St Brea Wednesday
Fawnridge Dr Brea Wednesday
Fernwood Ave Brea Wednesday
Forestview Dr Brea Wednesday
Foxwood Ave Brea Wednesday
Freeman Ln Brea Wednesday
Gatewood Ct Brea Wednesday
Gemini Ave Brea Wednesday
Harvey Dr Brea Wednesday
Havenhurst Dr Brea Wednesday
Hodson Ave Brea Wednesday
Honeywood Ct Brea Wednesday
Hurst PI Brea Wednesday
Imperial Hwy Brea Wednesday
Ironwood Ct Brea Wednesday
Jaywood Ct Brea Wednesday
Johnson Ln Brea Wednesday
Jonathan Dr Brea Wednesday
Jones Dr Brea Wednesday
Joyce Dr Brea Wednesday
Juliet Ct Brea Wednesday
Kellen Dr Brea Wednesday
Kerrwood St Brea Wednesday
Kinsler Ct Brea Wednesday
Kitaoka Ln Brea Wednesday
La Serena Dr Brea Wednesday
Lambert Rd Brea Wednesday
FULL_NAME CITY SCHEDULE
Las Lomas Dr Brea Wednesday
Launer Rd Brea Wednesday
Leafwood Ct Brea Wednesday
Lockhaven Dr Brea Wednesday
Los Altos Dr Brea Wednesday
Lotus PI Brea Wednesday
Lunar Ave Brea Wednesday
Maplewood Ln Brea Wednesday
Mariner St Brea Wednesday
Mathews Ln Brea Wednesday
McCart Ave Brea Wednesday
McCart Cir Brea Wednesday
Mercury Ln Brea Wednesday
Merrywood Ct Brea Wednesday
Midbury St Brea Wednesday
Millen Ln Brea Wednesday
Mooncrest Cir Brea Wednesday
Moonstone Brea Wednesday
Neptune Ave Brea Wednesday
Nibus St Brea Wednesday
Northwood Ave Brea Wednesday
Norwood Ct Brea Wednesday
Oak Knoll St Brea Wednesday
Oakcrest Ave Brea Wednesday
Oakwood Ln Brea Wednesday
Old Mill Rd Brea Wednesday
Oldwood Ct Brea Wednesday
Palm St Brea Wednesday
Parkcrest Way Brea Wednesday
Pennywood Ct Brea Wednesday
Pepperwood Ln Brea Wednesday
Peterkin PI Brea Wednesday
Pinewood Ave Brea Wednesday
Pioneer St Brea Wednesday
Poinsettia Ave Brea Wednesday
Puente Ln Brea Wednesday
Puente St Brea Wednesday
Quail Cir Brea Wednesday
Quail Ln Brea Wednesday
Reynoso Pkwy Brea Wednesday
Robert Ct Brea Wednesday
Roscoe St Brea Wednesday
Rosewood Ln Brea Wednesday
Rutledge PI Brea Wednesday
FULL_NAME CITY SCHEDULE
Salveson Rd Brea Wednesday
San Juan Dr Brea Wednesday
Sandalwood Dr Brea Wednesday
Sandlewood Ln Brea Wednesday
Sandra Ct Brea Wednesday
Sexton Ln Brea Wednesday
Shadowgrove St Brea Wednesday
Shaffer Ct Brea Wednesday
Shelly Ct Brea Wednesday
Site Dr Brea Wednesday
Skyler Way Brea Wednesday
Skywood St Brea Wednesday
Sonora St Brea Wednesday
South ridge Dr Brea Wednesday
Starcrest St Brea Wednesday
Steele Dr Brea Wednesday
Stonebridge Dr Brea Wednesday
Stonecrest Cir Brea Wednesday
Strattford St Brea Wednesday
Sunnyhills Ave Brea Wednesday
Tamarack Ave Brea Wednesday
Tanglewood St Brea Wednesday
Teakwood Ln Brea Wednesday
Titan Way Brea Wednesday
Tracie Dr Brea Wednesday
Tremaine Dr Brea Wednesday
Vallejo St Brea Wednesday
Vanguard Way Brea Wednesday
Viking Ave Brea Wednesday
Vista Laguna Cir Brea Wednesday
Walling Ave Brea Wednesday
Wardman Dr Brea Wednesday
Wesham PI Brea Wednesday
Whittier Blvd Brea Wednesday
Wickford Dr Brea Wednesday
Williams St Brea Wednesday
Woodcrest Ave Brea Wednesday
Worthington St Brea Wednesday
Zachary Ct Brea Wednesday
EXHIBIT A 7/1/2009
Street Sweeping Parking Restrictions
Wednesday
Source: Jimmy Dao, GIS Analyst
City of Brea 8
FULL_NAME CITY SCHEDULE
Almond Dr Brea Thursday
Amberwick Cir Brea Thursday
Amberwick Ln Brea Thursday
Aria Dr Brea Thursday
Arts Ave Brea Thursday
Ash St Brea Thursday
Associated Rd Brea Thursday
Aurora Ave Brea Thursday
Avocado St Brea Thursday
Bandera Way Brea Thursday
Birch St Brea Thursday
Blystone Ct Brea Thursday
Brea Blvd Brea Thursday
Brea Mall Brea Thursday
Brea Mall Center Brea Thursday
Brea Mall North Brea Thursday
Brea Mall South Brea Thursday
Brittany Ln Brea Thursday
Camphor Cir Brea Thursday
Castlegate Ln Brea Thursday
Chevy Chase Dr Brea Thursday
Civic Center Cir Brea Thursday
Cliffwood Park St Brea Thursday
Cottonwood Dr Brea Thursday
Craftsman Cir Brea Thursday
Devonshire Dr Brea Thursday
Dover Ave Brea Thursday
Dover Cir Brea Thursday
Eastridge Way Brea Thursday
Eucalyptus Ln Brea Thursday
Eucalyptus St Brea Thursday
Fig Ave Brea Thursday
Filbert PI Brea Thursday
Floral Ct Brea Thursday
Flower Ave Brea Thursday
Gateway Center Dr Brea Thursday
Gomes Way Brea Thursday
Green Ivy Dr Brea Thursday
Greenbriar Ln Brea Thursday
Guava PI Brea Thursday
Heather Cir Brea Thursday
Heather Ln Brea Thursday
Hillhaven Dr Brea Thursday
Holly St Brea Thursday
FULL_NAME CITY SCHEDULE
Imperial Hwy Brea Thursday
Iris Ln Brea Thursday
Jacaranda PI Brea Thursday
Lambert Rd Brea Thursday
Larkstone Ln Brea Thursday
Laurel Ave Brea Thursday
Lavender Ln Brea Thursday
Legacy Dr Brea Thursday
Madison Ave Brea Thursday
Madrona Ave Brea Thursday
Mandarin Dr Brea Thursday
Marketplace Brea Thursday
Martin Ct Brea Thursday
Mason Ct Brea Thursday
Masters Cir Brea Thursday
Moorpark Dr Brea Thursday
Oak PI Brea Thursday
Olive PI Brea Thursday
Orange Ave Brea Thursday
Palmetto PI Brea Thursday
Papaya PI Brea Thursday
Paseo de Toner Brea Thursday
Pecan PI Brea Thursday
Pepperwood Dr Brea Thursday
Pine Ave Brea Thursday
Pistacio Ln Brea Thursday
Placentia Ave Brea Thursday
Plum Ave Brea Thursday
Plumeria Ct Brea Thursday
Pomelo Ave Brea Thursday
Poplar Ave Brea Thursday
Randolph Ave Brea Thursday
Ravencrest Dr Brea Thursday
Redbay Ave Brea Thursday
Redbud St Brea Thursday
Redwood Ave Brea Thursday
Rogers Ct Brea Thursday
Rosemary Ln Brea Thursday
State College Blvd Brea Thursday
Studio Dr Brea Thursday
Sungrove PI Brea Thursday
Sweet Gum Ln Brea Thursday
Taylor Ct Brea Thursday
Tea Ln Brea Thursday
EXHIBIT A 7/1/2009
Street Sweeping Parking Restrictions
Thursday
Source: Jimmy Dao, GIS Analyst
City of Brea 9
EXHIBIT A 7/1/2009
Street Sweeping Parking Restrictions
Thursday
Source: Jimmy Dao, GIS Analyst
City of Brea 10
Honeysuckle Ln Brea Thursday
FULL_NAME CITY SCHEDULE
Thor PI Brea Thursday
Tulip Ln Brea Thursday
Valverde Ave Brea Thursday
Valverde Ave Brea Thursday
Virginia Way Brea Thursday
Walnut Ave Brea Thursday
Westmoreland Dr Brea Thursday
Westridge Way Brea Thursday
Willow Dr Brea Thursday
Windermere Cir Brea Thursday
Woodland Ave Brea Thursday.
Telstar Way Brea Thursday
FULL_NAME DAY
ADELANTE ST MONDAY
ARAGON LN MONDAY
BIRCH HILLS MALL MONDAY
BREA CANYON RD MONDAY
BUENA VIDA DR MONDAY
CALLE DEL SOL MONDAY
CALLE LUNA NUEVA MONDAY
CAMPESTRE LN MONDAY
E ARBOR CIR MONDAY
E ASPEN ST MONDAY
E AZALEA WAY MONDAY
E BELMONT CT MONDAY
E BIRCH ST MONDAY
E BLOSSOM PL MONDAY
E BLUEBELL AVE MONDAY
E BOB WHITE RD MONDAY
E BONITA CANYON WAY MONDAY
E BRANCH LN MONDAY
E BROOKSHIRE PL MONDAY
E BROOKWOOD ST MONDAY
E BRYCE CANYON WAY MONDAY
E BUCHANAN CT MONDAY
E BUTTONWOOD CT MONDAY
E BUTTONWOOD DR MONDAY
E CAMELIA LN MONDAY
E CAMERON AVE MONDAY
E CAMERON CT MONDAY
E CANDLEWOOD ST MONDAY
E CANYON COUNTRY RD MONDAY
E CANYON DALE DR MONDAY
E CARBON CANYON RD MONDAY
E CARROTWOOD DR MONDAY
E CEDARWOOD CT MONDAY
E CHELSEA CT MONDAY
E CHISHOLM CT MONDAY
E CLEAR SPRINGS RD MONDAY
E CLOVERDALE DR MONDAY
E COBBLESTONE DR MONDAY
E COCAO PL MONDAY
E COUNTRY HILLS RD MONDAY
E COVEY CT MONDAY
E COYOTE CANYON WAY MONDAY
E CREEKWOOD CT MONDAY
E CRESTVIEW CIR MONDAY
E DATE ST MONDAY
E DAVIDSON CT MONDAY
E DEER SPRINGS LN MONDAY
E ECHO CANYON PL MONDAY
E EDGEMONT LN MONDAY
E ELM CIR MONDAY
E ELM ST MONDAY
E ENTERPRISE ST MONDAY
E FALCON WAY MONDAY
E FALLCREEK CIR MONDAY
E FALLINGLEAF CIR MONDAY
E FLANDERS CT MONDAY
E FOOTHILL LN MONDAY
E GLORIETTA PL MONDAY
E GRANADA CIR MONDAY
E GRANDVIEW DR MONDAY
E HARVEST LN MONDAY
E HAWKS DR MONDAY
E HERON PL MONDAY
E HILLSIDE RD MONDAY
E IMPERIAL HWY MONDAY
E IRONBARK CIR MONDAY
E LAMBERT RD MONDAY
E LANDMARK LN MONDAY
E LARKSPUR AVE MONDAY
E LIVE OAK AVE MONDAY
E LOTUS PL MONDAY
E MANGO ST MONDAY
E MAUNA LOA ST MONDAY
E MERCADO DR MONDAY
E MERRIFIELD DR MONDAY
E MOCKINGBIRD LN MONDAY
E MORNING DEW DR MONDAY
E MUJICA PL MONDAY
E NASA ST MONDAY
E NEWHAVEN DR MONDAY
E ORBITER ST MONDAY
E OWL PL MONDAY
E PHEASANT LN MONDAY
E PRIMROSE AVE MONDAY
E RAINBOW LN MONDAY
E RAINTREE DR MONDAY
E ROADRUNNER DR MONDAY
E ROCKRIDGE LN MONDAY
E SAND CANYON WAY MONDAY
E SANDPEBBLE DR MONDAY
E SANDPIPER WAY MONDAY
E SANTA FE RD MONDAY
E SANTIAGO CANYON WAY MONDAY
E SATURN ST MONDAY
E SENECA CT MONDAY
E SHADETREE CIR MONDAY
E SHAMROCK AVE MONDAY
E SILVER CANYON WAY MONDAY
E SKYLARK WAY MONDAY
E SKYLINE DR MONDAY
E SKYWOOD ST MONDAY
E SNOWFIELD ST MONDAY
E SOMMERSET DR MONDAY
E SORREL ST MONDAY
E SPURR CIR MONDAY
E STARLING WAY MONDAY
E STEARNS ST MONDAY
E STONE CANYON WAY MONDAY
E STONY LN MONDAY
E SUMMERFIELD CIR MONDAY
E SUNROSE CT MONDAY
E SWALLOW LN MONDAY
E TIMBERCREEK CIR MONDAY
E TREERIDGE CIR MONDAY
E TROLLEY CT MONDAY
E WAKEFOREST ST MONDAY
E WAYWARD CT MONDAY
E WHISPERING GLEN LN MONDAY
E WHISTLE TRAIN RD MONDAY
E WILDFLOWER CIR MONDAY
E WINDBREAK CIR MONDAY
E WINDWOOD LN MONDAY
E WISTERIA DR MONDAY
E WOODACRE ST MONDAY
E WOODFIELD DR MONDAY
E WOODHILL LN MONDAY
E WOODPECKER ST MONDAY
ESTRELLA LN MONDAY
GARDENIA LN MONDAY
GIBRALTAR LN MONDAY
GRANADA CIR MONDAY
GRANADA LN MONDAY
GRANDA CIR MONDAY
KRAEMER BLVD MONDAY
KRAEMER CIR MONDAY
LA CAMPANA DR MONDAY
LA CRESCENTA DR MONDAY
LA ENTRADA DR MONDAY
LA FIESTA DR MONDAY
LA FLORESTA DR MONDAY
LA MANCHA DR MONDAY
LA PALMA DR MONDAY
LA PLAZA DR MONDAY
LA SIESTA CIR MONDAY
LA TIENDA DR MONDAY
LA VENTANA DR MONDAY
LARK LN MONDAY
MADEIRA CT MONDAY
MALLORCA LN MONDAY
MARAVILLA LN MONDAY
MERIDA LN MONDAY
MIRADA LN MONDAY
N APPLE DR MONDAY
N 57 FWY MONDAY
N ACORN CIR MONDAY
N AMBLING DR MONDAY
N APPLE BLOSSOM CIR MONDAY
N APRICOT AVE MONDAY
N ASSOCIATED RD MONDAY
N BALSA MONDAY
N BALSA AVE MONDAY
N BLUE JAY DR MONDAY
N BLUEGRASS ST MONDAY
N BOXCAR LN MONDAY
N BREA BLVD MONDAY
N BREA HILLS AVE MONDAY
N BROOKSIDE LN MONDAY
N BUCKTHORN DR MONDAY
N CARDINAL ST MONDAY
N CARMICHAEL DR MONDAY
N CASHEW AVE MONDAY
N CATTAIL CIR MONDAY
N CITRUS PL MONDAY
N CLIFFWOOD AVE MONDAY
N CONDOR AVE MONDAY
N COPA DE ORO DR MONDAY
N CYCOD PL MONDAY
N DAISY CIR MONDAY
N DAPPLEGRAY CIR MONDAY
N DESERT CANYON RD MONDAY
N DONNYBROOK RD MONDAY
N DRIFTWOOD AVE MONDAY
N EVENING CANYON RD MONDAY
N FLOWER HILL ST MONDAY
N FORBES DR MONDAY
N GLEN CANYON RD MONDAY
N GOLDENROD ST MONDAY
N GRAND CANYON RD MONDAY
N GROVE HILL CT MONDAY
N HAWTHORNE AVE MONDAY
N HEARTWOOD CIR MONDAY
N HEATHCLIFF PL MONDAY
N HILLTOP LN MONDAY
N HUMMINGBIRD DR MONDAY
N KINGS CANYON RD MONDAY
N KRAEMER BLVD MONDAY
N LILAC LN MONDAY
N LONGBRANCH CIR MONDAY
N MALIBU CANYON RD MONDAY
N MALIBU CANYON WAY MONDAY
N MARIPOSA WAY MONDAY
N MEADOWCREEK RD MONDAY
N MORNING DOVE PL MONDAY
N MORNING GLORY ST MONDAY
N MORNINGFLOWER CIR MONDAY
N NEWHALL TER MONDAY
N NIGUEL CANYON WAY MONDAY
N OAK CANYON WAY MONDAY
N OLINDA DR MONDAY
N OLINDA PL MONDAY
N OLIVE AVE MONDAY
N ORANGE GROVE LN MONDAY
N PALOMA CT MONDAY
N PARK LN MONDAY
N POINTE DR MONDAY
N REDTAIL DR MONDAY
N ROBINS PL MONDAY
N ROSE DR MONDAY
N ROUNDTREE CT MONDAY
N SHADOW CANYON RD MONDAY
N SHADYVALE LN MONDAY
N SINGINGWOOD LN MONDAY
N SLEEPY HOLLOW LN MONDAY
N SPUR TRL MONDAY
N STARFLOWER ST MONDAY
N STATE COLLEGE BLVD MONDAY
N STRAWBERRY LN MONDAY
N SUNCREST CIR MONDAY
N SUNFLOWER ST MONDAY
N SUNRISE RD MONDAY
N TANGERINE PL MONDAY
N THISTLE RD MONDAY
N TOWER RD MONDAY
N TRABUCO CANYON WAY MONDAY
N TRAILVIEW CIR MONDAY
N VALENCIA AVE MONDAY
N VALLEY CROSSING RD MONDAY
N VERBENA LN MONDAY
N WALDEN RD MONDAY
N WANDERING LN MONDAY
N WATERFALL LN MONDAY
N WATERWHEEL LN MONDAY
N WINDING LN MONDAY
N ZION CANYON WAY MONDAY
NB 57 OFFLAMBERT RAMP MONDAY
OAK CANYON WAY MONDAY
OLINDA RD MONDAY
ORQUIDEA LN MONDAY
PARTRIDGE DR MONDAY
PASEO DR MONDAY
PORTAROSA LN MONDAY
PORTOLES LN MONDAY
RAILWAY MONDAY
RAMP MONDAY
RAYA LN MONDAY
RIMVIEW LN MONDAY
S ASSOCIATED RD MONDAY
S BALER AVE MONDAY
S BUENA VIDA DR MONDAY
S CALLE LUNA NUEVA MONDAY
S CAMEO WAY MONDAY
S CAROLINA DR MONDAY
S CINNAMON RIDGE RD MONDAY
S COOL OAK RD MONDAY
S COOL OAK WAY MONDAY
S COUNTRY CLUB DR MONDAY
S CRISTAL SPRINGS CT MONDAY
S ETNA CIR MONDAY
S FLOWER HILL ST MONDAY
S FOXGLOVE ST MONDAY
S GREENLEAF DR MONDAY
S KRAEMER BLVD MONDAY
S OAKHAVEN AVE MONDAY
S RANGER AVE MONDAY
S REDBAY AVE MONDAY
S STARFLOWER ST MONDAY
S SURVEYOR ST MONDAY
S TERRAZO DR MONDAY
S THISTLE RD MONDAY
S TOLBERT ST MONDAY
S VALENCIA AVE MONDAY
S VESUVIUS DR MONDAY
S VOYAGER AVE MONDAY
S WINTERGREEN ST MONDAY
SEVILLA LN MONDAY
SOLANA LN MONDAY
SOLEDAD CT MONDAY
SONRISA CIR MONDAY
STATE RD MONDAY
SWEETWATER DR MONDAY
URBANA LN MONDAY
VALENCIA AVE MONDAY
VILLA DR MONDAY
VIOLETA LN MONDAY
W CENTRAL AVE MONDAY
W DUNDEE CT MONDAY
W LAGUNA CANYON WAY MONDAY
W LENNOX CT MONDAY
W SIX NATIONS AVE MONDAY
FULL_NAME DAY
N COUNTRY LN TUESDAY
E SURRY CT TUESDAY
N CLOVER CT TUESDAY
E MOUNTAIN CT TUESDAY
N SAINT CRISPEN AVE TUESDAY
N MADRONA AVE TUESDAY
E KNOLL CT TUESDAY
W LAMBERT RD TUESDAY
N NAPOLI DR TUESDAY
E PANORAMA CT TUESDAY
E CHERRY ST TUESDAY
E ALDER ST TUESDAY
W EADINGTON DR TUESDAY
N PARK LN TUESDAY
E CASCADE CT TUESDAY
E MEADOW CT TUESDAY
N SHADY CT TUESDAY
N PEPPER TREE DR TUESDAY
E LOCUST ST TUESDAY
E ELM ST TUESDAY
N VISTA CT TUESDAY
W FOREST PL TUESDAY
S RANDOLPH AVE TUESDAY
E IMPERIAL HWY TUESDAY
E LIVE OAK AVE TUESDAY
W BRACKEN ST TUESDAY
E RUSTIC CT TUESDAY
W CLOVE PL TUESDAY
E TIMBERLINE CT TUESDAY
N BUTTE CT TUESDAY
N BREA BLVD TUESDAY
W EASTWOOD PL TUESDAY
N WAGON WHEEL CIR TUESDAY
E SCENIC WAY TUESDAY
N WALNUT WAY TUESDAY
S MAPLE AVE TUESDAY
N ORANGE AVE TUESDAY
S JASMINE DR TUESDAY
S BREA BLVD TUESDAY
E GLADE CT TUESDAY
E DALE CT TUESDAY
E LAS PALMAS DR TUESDAY
S LAUREL AVE TUESDAY
W CYPRESS ST TUESDAY
W LEMON ST TUESDAY
S AROVISTA AVE TUESDAY
S WALNUT AVE TUESDAY
W DATE ST TUESDAY
W FIR ST TUESDAY
E LAMBERT RD TUESDAY
E GLEN CT TUESDAY
E LAS RIENDAS DR TUESDAY
W PECAN ST TUESDAY
S SEQUOIA AVE TUESDAY
S ORANGE AVE TUESDAY
E DATE ST TUESDAY
S MUIRWOOD DR TUESDAY
E ACACIA ST TUESDAY
N CACTUS CT TUESDAY
W DALEWOOD PL TUESDAY
N BUCKBOARD CT TUESDAY
E PRAIRIE CT TUESDAY
N DELPHIA AVE TUESDAY
S REDWOOD AVE TUESDAY
W ACACIA ST TUESDAY
S CEDAR AVE TUESDAY
E HICKORY ST TUESDAY
S STATE COLLEGE BLVD TUESDAY
W IMPERIAL HWY TUESDAY
W OLEANDER ST TUESDAY
S CATALPA AVE TUESDAY
S BRIARWOOD DR TUESDAY
BRIARWOOD WAY TUESDAY
S MADRONA AVE TUESDAY
S POPLAR AVE TUESDAY
S MAGNOLIA AVE TUESDAY
S MULBERRY AVE TUESDAY
S PUENTE ST TUESDAY
E CALICO CT TUESDAY
E UNION PL TUESDAY
N GUM PL TUESDAY
S LARCHWOOD DR TUESDAY
W LIME ST TUESDAY
W JUNIPER ST TUESDAY
ROSARITA DR TUESDAY
S FLOWER AVE TUESDAY
W ELM ST TUESDAY
W TEAK ST TUESDAY
S POINSETTIA AVE TUESDAY
E SPRING CT TUESDAY
S PINE AVE TUESDAY
S FIRETHORNE ST TUESDAY
S SIEVERS AVE TUESDAY
W CAROB ST TUESDAY
S WILDROSE DR TUESDAY
E FIR ST TUESDAY
CIENAGA DR TUESDAY
VIKING AVE TUESDAY
S SYCAMORE AVE TUESDAY
W PEAR ST TUESDAY
E TIMBERGATE LN TUESDAY
W VALENCIA ST TUESDAY
S LANTANA AVE TUESDAY
S PEACH AVE TUESDAY
E ALDER ST TUESDAY
W LINDEN WAY TUESDAY
E SPRUCE ST TUESDAY
S CHESTNUT AVE TUESDAY
DRIVEWAY TUESDAY
W FERN AVE TUESDAY
E HERMOSA DR TUESDAY
S PALM DR TUESDAY
BERKLEY CT TUESDAY
E SAGE CT TUESDAY
FULL_NAME DAY
W NORTHWOOD AVE WEDNESDAY
W DOROTHY DR WEDNESDAY
W ALTA MESA DR WEDNESDAY
W SANDRA CT WEDNESDAY
N WARDMAN DR WEDNESDAY
N PINEWOOD AVE WEDNESDAY
N OLD MILL RD WEDNESDAY
N JONATHAN DR WEDNESDAY
N POINSETTIA AVE WEDNESDAY
N PUENTE ST WEDNESDAY
W STARCREST ST WEDNESDAY
N BEECHWOOD DR WEDNESDAY
N STRATTFORD ST WEDNESDAY
W CENTRAL AVE WEDNESDAY
N TAMARACK AVE WEDNESDAY
N BERRY ST WEDNESDAY
N STEELE DR WEDNESDAY
W WOODCREST AVE WEDNESDAY
CEMETERY RD WEDNESDAY
W BEACON ST WEDNESDAY
N PALM ST WEDNESDAY
E LA HABRA BLVD WEDNESDAY
N DANIEL CT WEDNESDAY
N SANDALWOOD DR WEDNESDAY
W BIRCHCREST AVE WEDNESDAY
W WALLING AVE WEDNESDAY
W BONNIE WAY WEDNESDAY
W STONEBRIDGE DR WEDNESDAY
W PARKCREST WAY WEDNESDAY
W KERRWOOD ST WEDNESDAY
N MERRYWOOD CT WEDNESDAY
N ELMWOOD AVE WEDNESDAY
W WHITTIER AVE WEDNESDAY
N JAYWOOD CT WEDNESDAY
W SOUTHRIDGE DR WEDNESDAY
N DE JUR ST WEDNESDAY
W TRACIE DR WEDNESDAY
W HODSON AVE WEDNESDAY
N FERNWOOD AVE WEDNESDAY
SITE DR WEDNESDAY
N CARLSON DR WEDNESDAY
N ALTA MESA WAY WEDNESDAY
NORTHWOOD AVE WEDNESDAY
N PONDEROSA AVE WEDNESDAY
N ORANGEWOOD DR WEDNESDAY
N MARIPOSA DR WEDNESDAY
N ARROW WOOD DR WEDNESDAY
W NUTWOOD ST WEDNESDAY
N SUNNYHILLS AVE WEDNESDAY
W VISTA CIR WEDNESDAY
N HAVENHURST DR WEDNESDAY
W AMBERHILL DR WEDNESDAY
W LA SERENA DR WEDNESDAY
W ASHWOOD LN WEDNESDAY
W DEANNA DR WEDNESDAY
W TEAKWOOD LN WEDNESDAY
N BERENICE DR WEDNESDAY
W MIDBURY ST WEDNESDAY
N ARTHUR DR WEDNESDAY
W OAKCREST AVE WEDNESDAY
W PINERIDGE ST WEDNESDAY
W SHADOWGROVE ST WEDNESDAY
WALLING AVE WEDNESDAY
W PEPPERWOOD LN WEDNESDAY
W GLENOAKS ST WEDNESDAY
N ROBERT CT WEDNESDAY
E COTTONWOOD AVE WEDNESDAY
N HAZELWOOD PL WEDNESDAY
N JULIET CT WEDNESDAY
W ETHELINDA WAY WEDNESDAY
N FAWNRIDGE DR WEDNESDAY
N DENISE CT WEDNESDAY
W JOYCE DR WEDNESDAY
N EVERGREEN DR WEDNESDAY
N LUNAR AVE WEDNESDAY
W CAREY AVE WEDNESDAY
N ALWICK PL WEDNESDAY
N WESHAM PL WEDNESDAY
N STONECREST CIR WEDNESDAY
N KELLEN DR WEDNESDAY
N LA CANADA DR WEDNESDAY
N SAN JUAN DR WEDNESDAY
N BEXLEY LN WEDNESDAY
N NEPTUNE AVE WEDNESDAY
W BLOSSOM PL WEDNESDAY
W HARVEY DR WEDNESDAY
N SHELLY CT WEDNESDAY
N WORTHINGTON ST WEDNESDAY
N DELAY ST WEDNESDAY
W OAKWOOD LN WEDNESDAY
W BASSWOOD LN WEDNESDAY
W MOONSTONE ST WEDNESDAY
WADE ST WEDNESDAY
W BAYWOOD DR WEDNESDAY
W SANDLEWOOD LN WEDNESDAY
N MCCART CIR WEDNESDAY
W MCCART AVE WEDNESDAY
W LAMBERT RD WEDNESDAY
W WICKFORD DR WEDNESDAY
N ROSCOE ST WEDNESDAY
W APOLLO ST WEDNESDAY
W ELKRIDGE ST WEDNESDAY
W LAS LOMAS DR WEDNESDAY
N CARLSON CIR WEDNESDAY
W HAVENHURST DR WEDNESDAY
W EDEN WAY WEDNESDAY
N VALLEJO ST WEDNESDAY
W OAK KNOLL ST WEDNESDAY
S PALM ST WEDNESDAY
W QUAIL CIR WEDNESDAY
N CEDARCREST DR WEDNESDAY
W MOONCREST CIR WEDNESDAY
N LOCKHAVEN DR WEDNESDAY
W RUTLEDGE PL WEDNESDAY
W ROSEWOOD LN WEDNESDAY
N DRIFTWOOD PL WEDNESDAY
N FORESTVIEW DR WEDNESDAY
W CAPRICORN ST WEDNESDAY
N PUENTE LN WEDNESDAY
N DOGWOOD LN WEDNESDAY
W ATLAS ST WEDNESDAY
W ATLAS ST WEDNESDAY
N ARCHWOOD AVE WEDNESDAY
W PENNYWOOD CT WEDNESDAY
ROSCOE ST WEDNESDAY
W MAPLEWOOD LN WEDNESDAY
N QUAIL LN WEDNESDAY
W EVERGREEN DR WEDNESDAY
VALLEJO ST WEDNESDAY
N BASSE LN WEDNESDAY
W PIONEER ST WEDNESDAY
N BIRCHCREST CIR WEDNESDAY
N LOS ALTOS DR WEDNESDAY
N CHARWOOD CT WEDNESDAY
W KINSLER CT WEDNESDAY
W SKYWOOD ST WEDNESDAY
N SONORA ST WEDNESDAY
W SHAFFER CT WEDNESDAY
N ELKWOOD CT WEDNESDAY
N DOGWOOD CT WEDNESDAY
W EXPLORER ST WEDNESDAY
N ARCHWOOD CT WEDNESDAY
N BREEZEWOOD CT WEDNESDAY
E LAMBERT RD WEDNESDAY
N FOXWOOD AVE WEDNESDAY
W IRONWOOD CT WEDNESDAY
BONITA PL WEDNESDAY
N DELTA AVE WEDNESDAY
N LYNWOOD DR WEDNESDAY
W CHALLENGER ST WEDNESDAY
W BERGMAN CT WEDNESDAY
W IMPERIAL HWY WEDNESDAY
S BERRY ST WEDNESDAY
W EL ENCANTO DR WEDNESDAY
W ZACHARY CT WEDNESDAY
W TANGLEWOOD ST WEDNESDAY
RAMP WEDNESDAY
W NORWOOD CT WEDNESDAY
W VANGUARD WAY WEDNESDAY
S CATALPA AVE WEDNESDAY
N LEAFWOOD CT WEDNESDAY
W MARINER ST WEDNESDAY
W ALEXANDER CT WEDNESDAY
W HONEYWOOD CT WEDNESDAY
W ALLYSON CT WEDNESDAY
W OLDWOOD CT WEDNESDAY
W BERRY WAY WEDNESDAY
S PUENTE ST WEDNESDAY
W GATEWOOD CT WEDNESDAY
S AROVISTA AVE WEDNESDAY
W LOTUS PL WEDNESDAY
N VIKING AVE WEDNESDAY
W COLUMBIA ST WEDNESDAY
W NIBUS ST WEDNESDAY
IMPERIAL HWY WEDNESDAY
W MERCURY LN WEDNESDAY
VIKING AVE WEDNESDAY
S AROVISTA CIR WEDNESDAY
S VIKING AVE WEDNESDAY
S GEMINI AVE WEDNESDAY
W TITAN WAY WEDNESDAY
W SALVESON RD WEDNESDAY
W LAUNER RD WEDNESDAY
N BAXTER PKWY WEDNESDAY
TREMAINE DR WEDNESDAY
W CHARLESTON WAY WEDNESDAY
N MATHEWS LN WEDNESDAY
N JOHNSON LN WEDNESDAY
N REYNOSO PKWY WEDNESDAY
N DELANEY DR WEDNESDAY
W BENNETT LN WEDNESDAY
W SKYLER WAY WEDNESDAY
N HURST PL WEDNESDAY
W KITAOKA LN WEDNESDAY
N DANS PL WEDNESDAY
N MILLEN LN WEDNESDAY
WILLIAMS ST WEDNESDAY
W CASNER WAY WEDNESDAY
N ARMSTRONG DR WEDNESDAY
W JONES DR WEDNESDAY
N PETERKIN PL WEDNESDAY
N ATKINS LN WEDNESDAY
SEXTON LN WEDNESDAY
W FREEMAN LN WEDNESDAY
N ENDEAVOR CIR WEDNESDAY
BERRY PL WEDNESDAY
CRESTWOOD LN WEDNESDAY
CHERRYWOOD LN WEDNESDAY
CORAL CIR WEDNESDAY
SPINNAKER CIR WEDNESDAY
LIDO WAY WEDNESDAY
AQUA WAY WEDNESDAY
CATALINA WAY WEDNESDAY
ANCHOR CT WEDNESDAY
SEASIDE CT WEDNESDAY
MARINA DR WEDNESDAY
CENTRAL PARK DR WEDNESDAY
BROADWAY DR WEDNESDAY
BROOKLYN DR WEDNESDAY
MANHATTAN DR WEDNESDAY
EMPIRE DR WEDNESDAY
METROPOLITAN DR WEDNESDAY
ELLIS DR WEDNESDAY
W VILLAGE WAY WEDNESDAY
HUDSON ST WEDNESDAY
FULL_NAME DAY
E PASEO DE TONER THURSDAY
N OAK PL THURSDAY
N STATE COLLEGE BLVD THURSDAY
E NUEVO PL THURSDAY
N THOR PL THURSDAY
E AVOCADO ST THURSDAY
N GUAVA PL THURSDAY
E PAPAYA PL THURSDAY
E PEPPERWOOD DR THURSDAY
W HONEYSUCKLE LN THURSDAY
E PACIFIC CT THURSDAY
N ORANGE AVE THURSDAY
S RANDOLPH AVE THURSDAY
E EUCALYPTUS ST THURSDAY
N WILDCAT WAY THURSDAY
N COTTAGE LN THURSDAY
W ASH ST THURSDAY
N TAYLOR CT THURSDAY
E CYPRESS ST THURSDAY
N TAPIA LN THURSDAY
N TULIP LN THURSDAY
N BREA BLVD THURSDAY
N CLIFFWOOD PARK ST THURSDAY
S SWEET GUM LN THURSDAY
E IMPERIAL HWY THURSDAY
N WOODLAND AVE THURSDAY
E COALINGA DR THURSDAY
BREA MALL RD THURSDAY
S STATE COLLEGE BLVD THURSDAY
BREA PLACE DR THURSDAY
N ROGERS CT THURSDAY
N BLYSTONE CT THURSDAY
N POMELO AVE THURSDAY
S PINE AVE THURSDAY
S AMBERWICK LN THURSDAY
E HILLHAVEN DR THURSDAY
S POPLAR AVE THURSDAY
S CASTLEGATE LN THURSDAY
W IMPERIAL HWY THURSDAY
S MANDARIN DR THURSDAY
E GREEN IVY DR THURSDAY
S PLUM AVE THURSDAY
E ALMOND DR THURSDAY
E PHILLIPS CT THURSDAY
S VALVERDE AVE THURSDAY
E BIRCH ST THURSDAY
N AERA CT THURSDAY
E WOODFIELD DR THURSDAY
E PLAINS CT THURSDAY
S AURORA AVE THURSDAY
E WILLOW DR THURSDAY
GATEWAY CENTER DR THURSDAY
E CHEVY CHASE DR THURSDAY
E MADISON WAY THURSDAY
S ASSOCIATED RD THURSDAY
N IRIS LN THURSDAY
S BRITTANY LN THURSDAY
E HOLLY ST THURSDAY
E PIRU LN THURSDAY
N RANDOLPH AVE THURSDAY
E ASH ST THURSDAY
E SUNGROVE PL THURSDAY
E REDBUD ST THURSDAY
E TELSTAR WAY THURSDAY
N THOR PL THURSDAY
N VALENCIA AVE THURSDAY
S MADRONA AVE THURSDAY
W BIRCH ST THURSDAY
N BANDERA WAY THURSDAY
S BREA BLVD THURSDAY
E LAMBERT RD THURSDAY
E WESTMORELAND DR THURSDAY
E GOMES WAY THURSDAY
N PASEO DE TONER THURSDAY
LEGACY DR THURSDAY
ARTS AVE THURSDAY
S DEVONSHIRE DR THURSDAY
E EASTRIDGE WAY THURSDAY
W LAVENDER LN THURSDAY
E GREENBRIAR LN THURSDAY
S HILLHAVEN CIR THURSDAY
S FIG AVE THURSDAY
E PALMETTO PL THURSDAY
CRAFTSMAN CIR THURSDAY
E HEATHER CIR THURSDAY
E RAVENCREST DR THURSDAY
RAMP THURSDAY
E WESTRIDGE WAY THURSDAY
N TONNER RIDGE DR THURSDAY
N NARANJAL DR THURSDAY
E WALKING BEAM PL THURSDAY
S PLACENTIA AVE THURSDAY
S DOVER AVE THURSDAY
E EUCALYPTUS LN THURSDAY
S MASON CT THURSDAY
S WALNUT AVE THURSDAY
S ORANGE AVE THURSDAY
S FLOWER AVE THURSDAY
E FILBERT PL THURSDAY
N OLIVE PL THURSDAY
S CAMPHOR CIR THURSDAY
E FLORAL CT THURSDAY
S LAUREL AVE THURSDAY
S ROSEMARY LN THURSDAY
N VIRGINIA WAY THURSDAY
S SYCAMORE AVE THURSDAY
S DOVER CIR THURSDAY
S REDWOOD AVE THURSDAY
S DEVONSHIRE CIR THURSDAY
E DEVONSHIRE DR THURSDAY
E MOORPARK DR THURSDAY
S AMBERWICK CIR THURSDAY
S LARKSTONE LN THURSDAY
S TEA LN THURSDAY
W PISTACIO LN THURSDAY
S REDBAY AVE THURSDAY
S GREENBRIAR LN THURSDAY
N GATEWAY CENTER DR THURSDAY
E PLUMERIA CT THURSDAY
MASTERS CIR THURSDAY
ARIA DR THURSDAY
E HEATHER LN THURSDAY
S AMBERWICK LN THURSDAY
N MARTIN CT THURSDAY
E COTTONWOOD DR THURSDAY
N JACARANDA PL THURSDAY
STUDIO DR THURSDAY
N PECAN PL THURSDAY
N POPLAR AVE THURSDAY
S WINDERMERE CIR THURSDAY
EUCALYPTUS LN THURSDAY
CIVIC CENTER CIR THURSDAY
N MARKETPLACE THURSDAY
BREA MALL RD S THURSDAY
BREA MALL RD N THURSDAY
BREA MALL RD C THURSDAY
E SANTA FE RD THURSDAY
N RUBEL DR THURSDAY
N SIGNAL HILL CT THURSDAY
E SORANO PL THURSDAY
N DISCOVERY LN THURSDAY
E GEORGETOWN CIR THURSDAY
N BELRIDGE TER THURSDAY
E TEMBLOR RANCH DR THURSDAY
E SHACKLE LINE DR THURSDAY
E OJAI DR THURSDAY
N CABLE CANYON PL THURSDAY
E ROUGHNECK PL THURSDAY
E KERN RIVER LN THURSDAY
LA GOLETA PL THURSDAY
N SAN ARDO DR THURSDAY
N PICO CANYON LN THURSDAY
E ALAMITOS RD THURSDAY
CONEJO PL THURSDAY
N SHEPHERD LN THURSDAY
E MCKITTRICK PL THURSDAY
N LANDA WAY THURSDAY
E SANTA PAULA DR THURSDAY
N SUTTER CT THURSDAY
E ROSECRANS CT THURSDAY
N BARDSDALE PL THURSDAY
11222-0001\1572937v1.doc
ORDINANCE NO. __________
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
BREA AMENDING THE BREA CITY CODE TO
REESTABLISH PARKING RESTRICTIONS ON PUBLIC
STREETS FOR STREET SWEEPING PURPOSES AND
APPROVING A CEQA EXEMPTION DETERMINATION
THE CITY COUNCIL OF THE CITY OF BREA DOES ORDAIN AS FOLLOWS:
A. RECITALS.
(i) Vehicle Code Section 22507.6 authorizes local authorities, by ordinance or resolution, to prohibit or restrict parking or standing of vehicles on designated streets or highways, or portions thereof, for street sweeping purposes. (ii) On July 7, 2009, the City Council adopted Resolution No. 2009-64 establishing parking restrictions on public streets for street sweeping purposes. (iii) Vehicle Code Section 22511.5 permits disabled persons displaying special license plates or a distinguishing placard to park in certain parking restricted areas, including any parking zone that is restricted as to the length of time parking is permitted as indicated by posted signage.
(iv) The purpose of this Ordinance is reestablish and codify, with amendments to protect accessibility for disabled persons, the parking restrictions established by Resolution No. 2009-64.
(v) All legal prerequisites to the adoption of this Ordinance have occurred.
B. ORDINANCE.
Section 1. Declaration. The facts set forth in the Recitals, Part A, above, of this Ordinance, are true and correct.
Section 2. Code Amendment. Chapter 10.24 (Parking Limits) of Title 10 (Vehicles and Traffic) of Part I (Municipal Code) of the Brea City Code is amended by adding a new Section 10.24.070 to read as follows:
Ҥ 10.24.070 Parking restrictions for street sweeping purposes.
A. Prohibition. For purposes of street sweeping, parking is prohibited between the hours of 8:00 a.m. and 2:00 p.m., on the City streets, or portions thereof, and on those days, as are set forth in a resolution of the City Council.
B. Exemptions. A disabled person or disabled veteran displaying special license plates issued pursuant to Cal. Veh. Code § 5007 or a valid disabled person placard issued pursuant to Cal. Veh. Code §§ 22511.55 or 22511.59, may park on a City -2-
street during posted street-sweeping hours without penalty. This exemption shall also apply to a disabled person or disabled veteran displaying current special license plates or a disabled person placard validly issued by another state or foreign jurisdiction.
C. Exceptions. The exemptions in paragraph B do not apply in any of the following situations:
1. On streets where stopping, standing, or parking is completely prohibited by state law or local ordinance.
2. In areas of streets reserved for special types of vehicles, such as bus zones, taxi zones, commercial loading zones, or other restricted-use spaces.
3. When the parked vehicle is being used in the operation of a streetvending business.
D. The penalty for parking in violation of this Section shall be a fine in such amount as established by resolution of the City Council.” Section 3. Signage. Prior to commencement of enforcement of Section
10.40.070, as adopted herein, the Public Works Director or designee shall ensure that appropriate signs have been erected indicating either the streets affected by this Ordinance or the streets not affected, as such official determines will best serve to give notice of the street sweeping parking restrictions.
Section 4. Prior Enactments. Upon the effective date of this Ordinance, Resolution No. 2009-64, and any and all provisions of any other resolutions or uncodified ordinances in effect that are inconsistent with this Ordinance, are hereby superseded and shall be of no further force or effect; provided, however, that such supersession shall not affect or excuse any violation of any such resolution or ordinance occurring prior to this Ordinance becoming effective.
Section 5. CEQA. The City Council finds that it can be seen with certainty that there is no possibility the adoption of this Ordinance may have a significant effect on the environment because its adoption will result in more complete maintenance of City streets, and minimization of street dust, trash, and rubbish from entering the City’s storm drain system. It is, therefore, exempt from California Environmental Quality Act review pursuant to Title 14, Section 15061(b)(3), of the California Code of Regulations.
Section 6. Severability. The City Council declares that should any provision, section, paragraph, sentence or word of this Ordinance be rendered or declared invalid by any final action of a court of competent jurisdiction, or by reason of any preemptive legislation, the remaining provisions, sections, paragraphs, sentences, and words of this Ordinance shall remain in full force and effect.
Section 7. Certification. The City Clerk shall certify to the adoption of this Ordinance.
-3-
PASSED AND ADOPTED this _____ day of _____________, 2026. ___________________________________
________________________, Mayor
I, Victoria Popescu, City Clerk of the City of Brea, do hereby certify that the foregoing Ordinance was introduced at a regular meeting of the City Council of the City of Brea held on the _____ day of ____________, 2026, and was finally passed at a regular meeting of the City Council of the City of Brea held on the _____ day of _________, 2026, by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
ABSTAINED: COUNCIL MEMBERS:
ATTEST: ________________________________
Victoria Popescu,
City Clerk of the City of Brea
CITYof BREA
City Council Regular Meeting
Communication
March 3, 2026
Item No. 4A.
February 17, 2026 Regular City Council Meeting Minutes
TO PREPARED BY
Honorable Mayor and City Council Members Christina Dizol, Deputy City Clerk
DEPARTMENT HEAD APPROVAL CITY MANAGER APPROVAL
Kristin Griffith, City Manager Kristin Griffith, City Manager
RECOMMENDATION
Approve.
Attachments
02-17-2026 - Draft Minutes.pdf
** The following document is a draft of the minutes and the not the official approved minutes **
Minutes for the City Council Regular Meeting
1 Civic Center Circle, Brea, California 92821
February 17, 2026
Roll Call: (The following members were in attendance)
Cecilia Hupp, Mayor
Marty Simonoff, Mayor Pro Tem
Christine Marick, Council Member
Blair Stewart, Council Member
Steven Vargas, Council Member
1. CLOSED SESSION - EXECUTIVE CONFERENCE ROOM 3RD FLOOR - 5:30 P.M.
1.A. Call to Order/Roll Call
Mayor Hupp called the Closed Session to order at 5:30 p.m. All members were present.
1.B. Public Comment
Denise Eby spoke about the RWG contract renewal, billings, travel expenses, office rental rate, and suggested the City Council terminate services and issue a Request for Proposal (RFP) for new legal services.
1.C. 1C. Conference with Legal Counsel Pursuant to Government Code Section 54956.9(d)(4) - Anticipated Litigation. Initiation of Litigation: 3 potential cases.
1.D. Public Employee Performance Evaluation Pursuant to Government Code Section 54957(b).
Title: City Attorney
Mayor Hupp adjourned the Closed Session at 6:31 p.m.
2. STUDY SESSION - EXECUTIVE CONFERENCE ROOM 3RD FLOOR - 6:00 P.M.
2.A. Call to Order/Roll Call
Mayor Hupp called the Study Session to order at 6:32 p.m. All members were present.
2.B. Public Comment
None.
2.C. Clarify Regular Meeting Topics
None.
2.D. Continued Review of Two Existing General Municipal Taxes in the City of Brea Financial Services Manager Madrazo provided an overview on the Business License Tax and introduced Eric Meyers, Director of Professional Services for HdL Companies.
Eric Meyers provided a presentation and overview of the past 7-year business license revenue trends, business license counts, and tax revenue. He compared business scenarios and estimated business license revenue to those of other jurisdictions. Additionally, he reviewed the impacts of a cap on reported gross receipts and compared four (4) different tax models which included removing the gross receipt rate cap, implementing a simple percentage increase, a single gross receipts rate, and a variable gross receipts rate.
The City Council discussed the tax model options, rental revenue and caps, and business license registration fees.
The City Council concurred to bring the item back to a Special Study Session Meeting for further discussion.
2.E. Council Member Reports/Requests
None.
2.F. Study Session Adjournment
Mayor Hupp adjourned the Study Session at 7:02 p.m.
3. GENERAL SESSION - COUNCIL CHAMBERS PLAZA LEVEL - 7:00 P.M.
3.A. Call to Order/Roll Call
Mayor Hupp called the General Session to order at 7:06 p.m. All members were present.
3.B. Pledge of Allegiance
Brea Girl Scout Troop 3013 led the Pledge of Allegiance.
3.C. Invocation: Pastor Tyler Lemen, Birch St Friends Church Pastor Tyler Lemen, Birch St Friends Church, led the invocation.
3.D. Commendation: Senior Center Christmas Party Recognition Mayor Hupp invited Jeff Kenan, President of the Brea Senior Leadership Council, to speak about the Brea Senior Center Christmas Party.
The City Council presented Dwight Manley, Jayk Burczyk on behalf of Alireza Ghaemian of Brea Improv, and Lanette Collar on behalf of Scott and Rosemary Mcintosh of Reunion Kitchen + Drink, Commendations in recognition of their donations to the 2025 Brea Senior Center Christmas Party.
3.E. Report - Prior Study Session
City Manager Griffith provided a report on the prior Study Session.
City Attorney Boga stated no reportable action was taken on the prior Closed Session.
3.F. Community Announcements
Council Member Stewart announced the City is offering free disaster preparedness training. He indicated participants will receive classroom and hands-on training to learn about disaster preparedness and announced that the next class will take place on February 24 through March 14 on Tuesday and Thursday evenings, and Saturday morning. He noted pre-registration is required for each class, which can be completed on the City website and stated this is the last week to register.
Council Member Marick announced the annual Brea 8K Classic Race will take place this Sunday, February 22. She indicated roads along the race route will be impacted from 4:00 a.m. to 9:30 a.m. and stated the course map, residential street closures and other event information can be found online by visiting Brea8k.com.
Council Member Vargas announced Go Serve Brea is now accepting service projects. He indicated projects must be completed within 2 to 3 hours and will take place on April 25. He noted additional information can be found by visiting the City website.
3.G. Matters from the Audience
Denise Eby spoke about the RWG contract renewal, billings, travel expenses, office rental rate, and suggested the City Council terminate services and issue a Request for Proposal (RFP) for new legal services.
Gerry Hunter spoke about homelessness at City Hall Park, and the Brea Police Department.
3.H. Response to Public Inquiries
In response to public comments made about the RWG contract agreement, City Attorney Boga provided clarification regarding travel expenses and billing.
4. PUBLIC HEARING
4.A. Waive Full Reading of and Introduce Ordinance No. 1267, "An Ordinance of the City Council of the City of Brea Granting a Pipeline Franchise to Crimson California Pipeline, L.P.," and Approve a CEQA Exemption Determination
Senior Management Analyst Cuevas provided a presentation on the item. He spoke about California Public Utility Code, Brea Code requirements, and reviewed the franchise term length and fees, and provided staff's recommendations.
Mayor Hupp opended the Public Hearing.
Seeing no members of the public wishing to address the Council, Mayor Hupp closed the Public Hearing.
Council Member Vargas inquired about the franchise fees, staff fees and legal fees.
A motion was made by Mayor Pro Tem Simonoff and seconded by Council Member Stewart to waive full reading and introduce Ordinance No. 1267 "An Ordinance of the City Council of the City of Brea Granting a Pipeline Franchise to Crimson California Pipeline, L.P.," by title only and approve a California Environmental Quality Act exemption determination; and appropriate any revenues received as part of this franchise in the Fiscal Year 2025-26 Operating Budget; and authorize the City Clerk to release the current faithful performance bond upon acceptance of the new faithful performance bond once notification is received from the Public Works Department. Motion passed 5-0-0-0 (Ayes: Hupp, Simonoff, Marick, Stewart, Vargas).
5. CONSENT CALENDAR
A motion was made by Mayor Pro Tem Simonoff and seconded by Council Member Stewart to approve Consent Calendar items 5A - 5C. Motion passed 5-0-0-0 (Ayes: Hupp, Simonoff, Marick, Stewart, Vargas).
5.A. February 3, 2026 Regular Meeting Minutes
The City Council approved the February 3, 2026 Regular City Council Meeting Minutes as written.
5.B. Monthly Report of Investments for the City of Brea for Period Ended January 31, 2026 The City Council received and filed the Monthly Report of Investments for the City of Brea for the period ended January 31, 2026.
5.C. January Outgoing Payment Log and City Disbursement Registers for January 30, and February 6, 2026
The City Council received and filed the January Outgoing Payment Log and City Disbursement Registers for January 30 and February 6, 2026.
6. CITY/SUCCESSOR AGENCY - CONSENT
A motion was made by Council Member Vargas and seconded by Mayor Pro Tem Simonoff to approve City/Successor Agency Consent Items 6A and 6B. Motion passed 5-0-0-0 (Ayes: Hupp, Simonoff, Marick, Stewart, Vargas).
6.A. Monthly Report of Investments for the Successor Agency to the Brea Redevelopment Agency for Period Ended January 31, 2026
The City Council, as the Successor Agency, received and filed the Monthly Report of Investments for the Successor Agency to the Brea Redevelopment Agency for the period ended January 31, 2026.
6.B. Successor Agency Disbursement Register for January 30, 2026 The City Council, as the Successor Agency, received and filed the January 30, 2026 Successor Agency Disbursement Register.
7. ADMINISTRATIVE ANNOUNCEMENTS
7.A. City Manager
None.
7.B. City Attorney
None.
7.C. Council Requests
None.
8. COUNCIL ANNOUNCEMENTS
8.A. Council Announcements
None.
9. ADJOURNMENT
9.A. Meeting Adjournment
Mayor Hupp adjourned the General Session at 7:43 p.m. in memory of Reverend Jesse Jackson.
CITYof BREA
City Council Regular Meeting
Communication
March 3, 2026
Item No. 4B.
General Plan Annual Progress Report 2025
TO PREPARED BY
Honorable Mayor and City Council Members Graham Bultema, Assistant Planner
DEPARTMENT HEAD APPROVAL CITY MANAGER APPROVAL
Jason Killebrew, Assistant City Manager/Community
Development Director
Kristin Griffith, City Manager
RECOMMENDATION
Staff recommends that the City Council take the following actions:
1. Receive and file the 2025 General Plan and Housing Element Annual Report; and
2. Direct staff to submit the Housing Element Annual Report to the California Department of Housing and Community Development (HCD) and the Governor’s Office of Land Use and Climate Innovation (LCI).
BACKGROUND/DISCUSSION
Background
In 2003, the City of Brea completed a comprehensive update of the General Plan and included with this adoption was an Implementation Guide. The Implementation Guide is intended for use as the basis for preparing the Annual Report to the City Council on the status of the City’s progress in implementing the General Plan goals and policies.
State Government Code Section 65400 requires an annual report be given to the legislative body on the status of implementing the goals of the General Plan.
Discussion
The City continued to implement the goals and policies of the General Plan in 2025, as outlined in Attachment A of this report. The annual report covers the period from January 1, 2025 to December 31, 2025. A few key achievements have been summarized below:
In 2025, the City approved three Zoning Ordinance Text Amendments (ZOTAs), two Zone Changes, two General Plan Amendments, two Environmental Impact Reports, one Development Agreement, 15 Conditional Use Permits, two Tentative Parcel Map, one Tentative Tract Map, two Density Bonus Projects, two Precise Developments, seven Minor Conditional Use Permits, and six Plan Reviews. These projects included improvements to existing properties, new industrial and residential developments, and updates to the City’s Zoning Code.
In 2025, the City issued building permits for 25 Accessory Dwelling Units (ADUs). The City has issued permits for 105 residential units so far in the 2021-2029 housing cycle.
Three grants and one loan were issued to low-income Brea homeowners for the rehabilitation/repair of their homes through the administration of Community Development Block Grant programs.
On April 15, 2025, the City Council approved the Brea Plaza Residential Project. The Project would provide 120 multi-family residential units, including six deed-restricted low income units.
On April 15, 2025, the City Council approved the Greenbriar Residential Project. The Project would provide 179 single-family attached homes. Site clearance and demolition are currently underway, and the Project is currently in the building plan check review process.
On August 19, 2025, the City Council approved the Mercury Senior Apartments Project. The Project would provide 85 multi-family units as part of a 100-percent affordable senior living housing project. The approval included an Affordable Housing Agreement, Loan Agreement, and Density Bonus Agreement. The project is expected to begin the plan check review process in 2026.
On September 10, 2025, a Density Bonus application was approved for the Jamboree Housing Project, which will provide 38 affordable permanent supportive units to the community. Building permits for the Project were issued in December 2025 and grading activities began in 2026.
On August 19, 2025, the City Council denied an appeal and upheld the Planning Commission’s decision to approve the DJT4 Parcel Delivery Facility (Amazon) Project. This approval included approval of a Vesting Tentative Parcel Map and Plan Review, and certification of the Environmental Impact Report (EIR). The Project is anticipated to begin construction in 2026.
Progress continued with the South Brea Townhomes Project in 2025. The proposed 32-unit townhome Project progressed through the permit review process and started site preparation activities in 2025, and as of January 2026, all residential permits are ready to issue.
On March 18, 2025, the City Council approved ZOTA No. 2024-01 for an Omnibus Zoning Code No. 3 Update. The main goals of this code amendment were to provide internal consistency within the Code, modernize it to reflect good planning practices, and ensure alignment with recent state laws. Amendments were made to various chapters within Title 18 (Subdivisions and Floodplain Management) and Title 20 (Zoning Code), including updated SB9 and ADU regulations, clarification of parking standards, and codification of Mills Act Contract guidelines.
On May 20, 2025, the City Council approved ZOTA No. 2025-01 to codify State Density Bonus Law into the Brea City Code. This code update satisfied state housing law requirements and helped the City to maintain the Prohousing Designation which was granted by the California Department of Housing and Community Development’s (HCD) in 2024.
On December 2, 2025, the City Council approved ZOTA No. 2025-03 for an Omnibus Zoning Code No. 4 Update. The main goals of this code amendment were to provide internal consistency within the Code, modernize it to reflect good planning practices, and ensure alignment with recent state laws. Amendments were made to various chapters within Title 14 (Sustainable Provisions) and Title 20 (Zoning Code), including updates to comply with housing laws for Focused Development Sites and new on-site public noticing requirements.
On October 21, 2025, the City Council approved the addition of an Economic Development chapter to the Brea City Code. This chapter codifies various economic development efforts and outlines incentive opportunities to attract new businesses.
Work progressed in 2025 on the “Brea 2050: Where Opportunity Meets Community” Project which includes the preparation of a Focused General Plan Update and Brea Core Specific Plan. On August 25, 2025, the City released a Notice of Preparation for the Project and held a Scoping Meeting on September 4, 2025, to present the Project and the Program Environmental Impact Report process. The public comment period ended on September 24, 2025, and work continued on preparing draft Project materials. The Project is anticipated to be agendized for public hearing by Summer 2026.
FISCAL IMPACT
There is no impact on the General Fund.
Attachments
Attachment A - 2025 General Plan Annual Progress Report Memorandum.pdf Memorandum
Community Development Department
To: Mayor Stewart and City Council
From: Kristin Griffith, City Manager
Date: March 3, 2026
Re: General Plan Annual Progress Report for 2025
EXECUTIVE SUMMARY
In 2025, the City continued to implement the goals and policies identified in the General Plan adopted in August 2003. As required by Section 65400 of the California Government Code, the following is the annual report on the status of the General Plan implementation and on the progress in meeting the City’s share of the Regional Housing Needs Assessment (RHNA) established through the Southern California Association of Governments (SCAG). The annual report covers the period from January 1, 2025, to December 31, 2025. Once accepted by the City Council, the report will be submitted to the Department of Housing and Community Development (HCD) and the Governor’s Office of Land Use and Climate Innovation (LCI). This report is due to HCD by April 1, 2026.
GENERAL PLAN IMPLEMENTATION
Under California law, each city and county must adopt a comprehensive, long-term General Plan with eight mandated elements, which includes land use, circulation, housing, conservation, open space, noise, safety, and environmental justice. The City of Brea’s General Plan was adopted in 2003 and is organized into five chapters addressing all eight required elements: Community Development, Housing, Community Resources, Community Services, and Public Safety.
Periodic amendments and updates are adopted to ensure the General Plan remains current.
The most recent updates include an amendment to the Public Safety Element in 2021 and the final adoption of the 6th Cycle Housing Element in 2022. A Focused General Plan Update is in process as part of the “Brea 2050: Where Opportunity Meets Community” Project and is anticipated to be completed by the next reporting year in 2026.
Exhibit A to this memorandum provides summary tables that provide the implementation status of the City’s General Plan during the 2025 calendar year, organized by the five chapters of the General Plan. Appendix A of the General Plan and Table HE-50 of the 6th Cycle Housing Element with Affirmatively Furthering Fair Housing Program Summary, which are Exhibits B and C of this memorandum, respectively, provide the overall direction and specific policies to be carried out to fulfill the City Council adopted goals. These documents should be referenced for specific information regarding Goals and Policies cited in the summary tables found in Exhibit A.
ATTACHMENT A
General Plan Annual Progress Report Memo 2025