Glendale City Council
October 20, 2026

City of Glendale

EMERGENCY PLAN
Exhibit 18 - Emergency Plan

FOREWORD
This Emergency Plan addresses the City of Glendale’s planned response to extraordinary emergency situations associated with natural disasters, technological incidents, and national security emergencies. The plan does not address normal day-to-day emergencies or the wellestablished and routine procedures used in coping with such emergencies. Instead, the operational concepts reflected in this plan focus on potential large-scale disasters which can generate unique situations requiring unusual emergency responses.

This plan is a preparedness document – designed to be read, understood, and exercised prior to an emergency. It is designed to include the City of Glendale as part of the California Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS). Individuals and agencies assigned emergency responsibilities within this plan have prepared appropriate supporting plans and related Standard Operating Procedures.

This plan has been organized into four parts as follows:

PART ONE – is the Basic Plan which provides overall organizational and operational concepts for responding to various types of identified hazards that may impact the jurisdiction.

PART TWO – includes functional Annexes which describe the emergency response organization. Each Annex is supported by a statement of mission objectives, initial action checklists and the emergency management organizational structure to be used by assigned personnel.

PART THREE – contains operational data such as listing of resources, key personnel, essential facilities, disaster reimbursement process, and other data needed for conducting emergency operations.

PART FOUR – contains the Departmental Emergency Plan. Each City department will maintain an updated copy of both this City Emergency Plan and a Departmental Emergency Plan as further described in this document.

Plan Activation
This plan and the procedures and policies contained herein shall be activated:

1. On the order of the official designated by the City of Glendale Ordinance No. 3985 (GMC 2.84), provided that the existence or threatened existence of a Local Emergency has been proclaimed in accordance with that ordinance, OR,

2. When the Governor has proclaimed a State of Emergency in an area including the City of Glendale, OR,

3. Automatically on the proclamation of a State of War Emergency as defined in the California Emergency Services Act (Chapter 7, Division 1, Title 2, California Government Code), OR,

4. A Presidential declaration of a National Emergency, OR,

5. Automatically on receipt of a terrorist attack warning or the observation of a nuclear detonation.

EMERGENCY PLAN
CONTENTS – PART ONE PAGE

1.0 PURPOSE…………………………………………………………………......1

2.0 AUTHORITIES AND REFERENCES…..………...…………………..1

2.1 General…………………………………………………………...............1

2.2 Federal……………………………………………………………… …...2

2.3 State………………………………………………………………………2

2.4 Local ……………………………………………………………………2

3.0 EMERGENCY PROCLAMATIONS

3.1 Local Emergency …….…………………………………………..............2

3.2 State of Emergency……………………………………………………....3

3.3 State of War Emergency…………………………………………………4

4.0 HAZARD IDENTIFICATION AND ANALYSIS…………………..4

5.0 PREPAREDNESS ELEMENTS……………………………………….. 5

5.1 Department Disaster Coordinators……………………………………….5
.

5.2 Emergency Operations Center (EOC)…....................................................5

6.0 LEVELS OF EMERGENCIES……. ……………………………………6
Level I ……………………………………………………………………………6
Level II…………………………………………………………………………....6
Level III…………………………………………………………………………...6

7.0 PHASES OF EMERGENCIES
Preparedness Phase…………………………………………………….….7
Increased Readiness Phase………………………………………..............8 Response Phase (Pre-Emergency)………………………………………...8
Emergency Response……………………………………………………...8
Sustained Emergency …………………………………………………….9
Recovery Phase……………………………………………………………9
Mitigation Phase…………………………………………………………..10
National Security Emergencies……………………………………. …….10

8.0 SEMS (STANDARDIZED EMERGENCY MANAGEMENT SYSTEM)....….11 NIMS (NATIONAL INCIDENT MANAGEMENT SYSTEM)..........................11

9.0 LOCAL EMERGENCY MANAGEMENT ORGANIZATION
Disaster Council……………………………………………………….....12
Incident Commander……………………………………………..............13
Policy Group ……………………………………………………………13
Operations Section……………………………………………….............13
Fire Branch……………………………………………………….13
Police Branch…………………………………………….………13
Water & Power Branch…………………………………..………13
Public Works Branch…………………………………………… 13
Parks Branch……………………………………………..............13
Planning & Intelligence Section………………………………………....14
Logistics Section…………………………………………………..……..14
Finance Section…………………………………………………..............14

10.0 EMERGENCY ASSIGNMENTS & RESPONSIBILITIES
Group A – Managing Emergency Operations (City Manager)………………15 Annex A1 - Alerting and Warning (Police)…………………….16
Annex A2 - Communications (Information Services)…………..16 Annex A3 – Situation Analysis (Police/Fire/Planning)…………16 Annex A4 – Emergency Management (City Manager)…………16
Annex A5 – Public Information (Public Information Office)...…16 Group B – Fire and Rescue (Fire)………………………………………...........16 Group C – Law Enforcement & Traffic Control (Police)…………................16 Group D – Disaster Medical (Fire)…………...………………………………..16 Group E – Public Health (Public Works)……………………………………... 17

Group F – Coroner (Police)…………...………………………………………. 17
Group G – Care & Shelter (Parks, Recreation & Comm. Services)...………... 17 Group H – Movement (Police)……………...………………………………….17
Group I – Rescue (Fire)………………………………………………………....17
Group J – Construction/Engineering (Public Works)………………………...17 Group K – Resources and Support

Annex K1 – Supply/Procur. (Finance & Adm. Svcs.)…………...17 Annex K2 – Personnel (Human Resources)……………...…...... 17 Annex K3 – Transportation (Public Works)…………...……….. 17 Annex K4 – Utilities (Public Service)…………...……………....17 Group L – Recovery (City Manager / All Departments)…………………..…..18

11.0 CONTINUITY OF GOVERNMENT

11.1 Lines of Succession………………………………………………………19

12.0 MUTUAL AID

12.1 Mutual Aid Responsibilities……………………………………………..19
a) Local Jurisdictions…………………………………………….. ..20
b) Operational Area………………………………………………....20
c) OES Mutual Aid Region…………………………………………21
d) State Office of Emergency Services……………………………..21

12.2 Mutual Aid Policies and Procedures……………………………..............21

12.3 City of Glendale Mutual Aid Agreements…………………………….....22

13.0 HAZARD MITIGATION

13.1 Implementation…………………………………………………………. 23

13.2 Responsibilities…………………………………………………………..25

14.0 TRAINING, EXERCISING, AND MAINT. OF THE PLAN ……26

15.0 PUBLIC AWARENESS AND EDUCATION………………………..27

16.0 PLAN APPROVAL AND PROMULGATION………………….......27

ATTACHMENTS
ATTACHMENT 1– HAZARD ANALYSES………………………………....30
Threat Summary 1 – Major Earthquake……………………………………….....30 Threat Summary 2 – Hazardous Materials Vulnerability………………………..35 Threat Summary 3 – Major Brush Fire…………………………………………..38 Flood Hazards………………………….………………………………………....42

ATTACHMENT 2 – State of California Emergency Plan……………….......44

CONTENTS – PART TWO
Part Two includes functional Annexes which describe the emergency response organization.

Each Annex is supported by a statement of mission objectives, initial action checklists and the emergency management organizational structure to be used by assigned personnel.

ANNEXES
Annex A1 - Alerting and Warning
Annex A2 - Communications
Annex A3 – Situation Analysis
Annex A4 – Emergency Management
Annex A5 – Public Information
Annex B - Fire and Rescue Operations
Annex C - Law Enforcement & Traffic Control
Annex D – Medical Operations
Annex E - Public Health Operations

Annex F - Coroner Operations
Annex G - Care & Shelter Operations
Annex H - Movement & Evacuation Operations
Annex I - Rescue Operations
Annex J - Construction & Engineering Operations

Annex K1 - Supply & Procurement Unit
Annex K2 - Personnel Resources
Annex K3 - Transportation
Annex K4 - Utility Operations
Annex L - Recovery Operations

CONTENTS – PART THREE*

1.0 Listing of Resources

2.0 Key Personnel

3.0 Essential Facilities

4.0 Disaster Reimbursement Process
Overview
Eligibility
Work Categories
Disaster Forms
Documentation
Project/Activity Estimates
Hazard Mitigation Grant Program
Procurement Procedure
Reimbursement Request

5.0 Other Data for Emergency Operations
CONTENTS – PART FOUR*

1.0 City Department Emergency Plans
*Please note: Parts Three and Four of the City of Glendale Emergency Plan are not available for public access as they contain sensitive or confidential information.

PART ONE

BASIC PLAN

1.0 PURPOSE
The Basic Plan addresses the City’s planned response to emergencies associated with natural disasters and technological incidents—including both peacetime and wartime nuclear defense operations. It provides an overview of operational concepts, identifies components of the City emergency management organization, and describes the overall responsibilities of Federal, State, County and City entities for protecting life and property and assuring the overall well-being of the population.

2.0 AUTHORITIES AND PREFERENCES
The following provides emergency authorities for conducting and/or supporting emergency operations.

2.1 GENERAL
The California Emergency Services Act (Chapter 7, Division 1, Title 2, California Government Code), hereafter referred to as the Act, provides the basic authorities for conducting emergency operations following a proclamation of Local Emergency, State of Emergency or State of War Emergency by the Governor and/or appropriate local authorities, consistent with the provisions of the Act.

The California Emergency Plan which is promulgated by the Governor, is published in accordance with the Act and provides overall statewide authorities and responsibilities, and describes the functions and operations of government at all levels during 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.

California Health & Safety Code, Div. 2.5, Section 1799.102 provides for “Good Samaritan Indemnity” for those providing emergency care at the scene of an emergency: “No person who in good faith, and not for compensation, renders emergency care at the scene of an emergency shall be liable for any civil damages resulting from any act or omission. The scene of an emergency shall not include emergency departments and other places where medical care is usually offered.”

2.2 FEDERAL
 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.  National Incident Management System (NIMS).
1 2.3 STATE
 Standardized Emergency Management System (SEMS) (Chapter 1 of Division 2 of Title 19 of the California Code of Regulations (CFR).  California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code).
 California Civil Code, Chapter 9, Section 1799.102 (Good Samaritan Liability)  California Emergency Plan.
 California Natural Disaster Assistance Act.
 California Hazardous Materials Incident Contingency Plan.  California Health & Safety Code, Division 20, Chapter 6.5, Sections 25115 and 25117, hazardous materials.
 California Health & Safety Code, Chapter 9, Section 1799.100 et. Seq. (Good Samaritan Act).
 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.
 Disaster Assistance Procedure Manual (State OES).
 California Emergency Resources Management Plan.
 California Master Mutual Aid Agreement.
 California Law Enforcement Mutual Aid Plan.
 California Fire and Rescue Operations Plan.

2.4 LOCAL
 Emergency Services Ordinance No. 3985 (GMC §2.84) adopted July 27, 1971 by the City Council.
 Resolution No. 9446 adopting the Master Mutual Aid Agreement, adopted November 16, 1950.

3.0 EMERGENCY PROCLAMATIONS

3.1 LOCAL EMERGENCY
A Local Emergency may be proclaimed by the City Council or by the City Manager as specified by ordinance adopted by the City Council. A Local Emergency declared by the City Manager must be ratified by the City Council within seven days. The governing body must review the need to continue the declaration at least every fourteen days until the Local Emergency is terminated.

The Local Emergency must be terminated by resolution as soon as conditions warrant. Declarations are normally made when there is an actual or threat of disaster or of extreme peril to the safety of persons and property within the city, caused by natural or man-made situations.
2 The declaration of a Local Emergency provides 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 state agencies and other jurisdictions to provide mutual aid.  Require the emergency services of any local official or employee.  Requisition necessary personnel and materials from any local department or agency.
 Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use.
 Impose penalties for violation of lawful orders.
 Conduct emergency operations without incurring legal liability for performance, or failure of performance. (Note: Article 17 of the Emergency Services Act provides for certain privileges and immunities.)

3.2 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.
 He is requested to do so by local authorities.
 He finds that local authority is inadequate to cope with the emergency.  Whenever the Governor proclaims a State of Emergency:
 Mutual aid shall be rendered in accordance with approved emergency plans when the need arises in any county, city and county, or city for outside assistance.
 The Governor shall, to the extent he deems necessary, have the right to exercise all police power vested in the state by the Constitution and the laws of the State of California within the designated area.
 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, 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 his office.
 The Governor may promulgate, issue and enforce orders and regulations deemed necessary.
3 3.3 STATE OF WAR EMERGENCY
Whenever the Governor proclaims a State of War Emergency, or if a State of War Emergency exists, all provisions associated with a State of Emergency apply, plus:

All state agencies and political subdivisions are required to comply with the lawful orders and regulations of the Governor which are made or given within the limits of his authority as provided for in the Emergency Services Act.

4.0 HAZARD IDENTIFICATION AND ANALYSIS
A hazard analysis has indicated that the City may be at risk to certain incidents which have a potential for significant impact on emergency resources. For operational planning purposes, several hazard specific analyses are included in Attachment 1- Threat Summaries. These include Earthquake, Brush Fire, and Hazardous Materials.

Additional hazard information is contained in the City of Glendale General Plan – Safety Element, and the Seismic Safety Element, maintained separately by the City of Glendale Planning Division.

5.0 PREPAREDNESS ELEMENTS
The City has placed emphasis on emergency planning; training personnel; public awareness and education; and assuring the adequacy and availability of sufficient resources to cope with emergencies. Emphasis is also being placed on mitigation measures to reduce losses from disasters, including the development and enforcement of appropriate land use, design and construction regulations. 4 5.1 DEPARTMENT DISASTER COORDINATORS
Each City Department has designated a representative to maintain emergency plans and procedures for the (primary and supporting) emergency functions assigned to the department, and ensure the maintenance of the department’s emergency plans.

Department
City Attorney
City Clerk
City Treasurer
Community Development & Housing
Development Services
Finance & Administrative Services
Fire
Glendale Water & Power (GWP)
Human Resources
Information Services
Library
Management Services
Parks, Rec. & Community Services
Planning
Police
Public Works

5.2 EMERGENCY OPERATIONS CENTER (EOC)
The City of Glendale maintains a dedicated Emergency Operations Center (EOC) to manage and coordinate major emergencies or disasters. Day-to-day operations are conducted from departments and agencies that are widely dispersed throughout the City. An EOC is a location from which centralized emergency management can be performed during a major emergency or disaster. This facilitates a coordinated response by the Director of Emergency Services, Emergency Management Staff and representatives from organizations who are assigned emergency management responsibilities.

The level of EOC staffing will vary with the specific emergency situation.

Additional details regarding EOC staffing levels are contained in Part Two – Annex A4 Management. The EOC is located at the City Hall Campus. The EOC totals over 1,400 square feet and includes dedicated telephones, computers, radio terminals, conference rooms, bathrooms and office areas. Emergency power is provided by the civic center diesel generator.
5 Emergency power will provide for all EOC operations. The EOC is equipped with emergency meals, drinking water, and a limited supply of cots and blankets to support extended operations. An alternate EOC is located at a satellite location. The alternate EOC will be activated only when the primary EOC is damaged, inaccessible, and/or evacuation of EOC staff members becomes necessary. When the use of an alternate EOC 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 to the alternate EOC site. Direction and control authority will be transferred from the primary EOC to an alternate EOC when necessary.

6.0 LEVELS OF EMERGENCIES
The City’s partial or total response to natural disasters or technological incidents will be dictated by the type and magnitude of the emergency. Generally, response to a major peacetime emergency situation will progress from local, to County, to State, to Federal involvement. For planning purposes, State OES has established three levels of emergency response to peacetime emergencies, which are based on the severity of the situation and the availability of local resources. (Note: These levels do not directly correlate with the four classifications of nuclear power emergencies.) Level I
A minor to moderate incident wherein local resources are adequate and available. A Local Emergency may or may not be proclaimed, and emergency management will be conducted in a decentralized mode utilizing existing field command procedures similar to day-to-day operations.

Level II
A moderate to severe emergency wherein local resources are not adequate and mutual aid may be required on a regional or even statewide basis. A Local Emergency will be proclaimed and a State of Emergency might be proclaimed. The City will manage the incident in a centralized coordination and decentralized direction (activation of EOC for monitoring and coordination purposes only) mode.

Level III
A major disaster wherein resources in or near the impacted area are overwhelmed and extensive State and/or Federal resources are required. A Local Emergency and a State of Emergency will be proclaimed and a Presidential Declaration of an Emergency or Major Disaster will be requested. All City activity will be coordinated and directed from a centralized command in the Emergency Operations Center.

Specific operational concepts, to include the emergency response actions of the various elements of the Standardized Emergency Management System and the National Incident Management System, are reflected in Part Two of this Plan. 6 7.0 PHASES OF EMERGENCIES
Some events will be preceded by a build-up or warning period, providing sufficient time to warn the population and implement mitigation measures designed to reduce loss of life and property damage. Other events may occur with little or no advance warning, thus requiring immediate activation of the emergency operations plan and commitment of resources. All agencies must be prepared to respond promptly and effectively to any foreseeable emergency, including the provision and utilization of mutual aid.

Emergency management activities during peacetime and national security emergencies are often associated with the phases indicated below. However, not every disaster necessarily includes all indicated phases.

Preparedness Phase – The preparedness phase involves activities taken in advance of an emergency. These activities develop operational capabilities and effective responses to a disaster. Those identified in this plan as having either a primary or support mission relative to response and recovery should prepare Standard Operating Procedures (SOPs) and checklists detailing personnel assignments, policies, notification rosters, and resource lists. Personnel should be acquainted with these SOPs and checklists and periodically be trained in their activation and execution.
7 Increased Readiness Phase – Readiness will be initiated by the receipt of a warning, or the observation that an emergency situation is imminent or likely to occur soon. Actions to be accomplished include, but are not necessarily limited to:
 Review and update of emergency plans, SOPs, and resources listings.  Dissemination of accurate and timely emergency public information.  Accelerated training of permanent and auxiliary staff.  Inspection of critical facilities.
 Recruitment of additional staff and Disaster Service Workers.  Mobilization of resources.
 Testing of warning and communications systems.

Response Phase (Pre-Emergency) – When a disaster is inevitable, actions are precautionary and emphasize protection of life. Typical responses might be:
 Evacuation of threatened populations to safe areas.
 Advising threatened populations of the emergency and apprising them of safety measures to be implemented.
 Advising the Los Angeles County Operational Area and State OES of the emergency.  Identifying the need for mutual aid and requesting such through the appropriate channels.
 Declaration of a Local Emergency by local authorities.

Emergency Response – During this phase, emphasis is placed on control of the situation, saving lives and minimizing effects of the disaster. Immediate response is accomplished within the affected area by local government agencies and segments of the private sector.

One of the following conditions will apply to the City during this phase:
 The situation can be controlled without mutual aid assistance from outside the City.
 Evacuation of portions of the City is required due to uncontrollable immediate and ensuing threats.
 Mutual aid from outside the City is required.
 The City is either minimally impacted or not impacted at all, and is requested to provide mutual aid to other jurisdictions.

The emergency management organization will give priority to the following operations:
 Dissemination of accurate and timely emergency public information and warning to the public.
 Situation analysis.
 Resource allocation and control.
 Evacuation and rescue operations.
 Medical care operations.
 Coroner operations.
 Care and shelter operations.
 Access and perimeter control.
 Public Health operations.
 Restoration of vital services and utilities. 8

When local resources are committed to the maximum and additional resources are required, requests for mutual aid will be initiated through the proper channels. Fire and Law enforcement agencies will request or render mutual aid directly through established channels. Any action which involves financial outlay by the jurisdiction, or a request for military assistance, must be authorized by the appropriate local official. If required, State OES may coordinate the establishment of one or more Disaster Support Areas (DSAs) where resources and supplies can be received, stockpiled, allocated, and dispatched to support operations in the affected area(s).

State EOS may also activate the State Operations Center (SOC) in Sacramento to support State OES Regions in the affected areas. The State Regional EOC in Los Alamitos, or an alternate location, will support the Los Angeles County Operational Area.

The OES Director will assist the Governor with the direction and coordination of the response activities of State agencies, as well as coordination and support of response and recovery operations conducted by local government.

Depending on the severity of the emergency, a Local Emergency may be proclaimed, the local Emergency Operating Center (EOC) will be activated, and Los Angeles County (Operational Area) as well as State OES will be advised. The State OES Director may request a gubernatorial declaration of a State of Emergency. Should a State of Emergency be proclaimed, State agencies will, to the extent possible, respond to requests for assistance. These activities will be coordinated with the State OES Director.

If the Governor requests and receives a Presidential declaration of an Emergency or a Major Disaster under Public Law 93-288, he will appoint a State Coordinating Officer (SCO). The SCO and an appointed Federal Coordinating Officer (FCO) will coordinate and control State and Federal efforts in supporting local operations.

Sustained Emergency – In addition to continuing life and property protection operations, mass care, relocation, registration of displaced persons, and damage assessment operations will be initiated. Disaster Application Centers (DACs) may also be established, providing a “one-stop” service to address the immediate emergency or rehabilitation needs of victims.

Recovery Phase – As soon as possible, the State OES Director, operating through the SCO, will bring together representatives of Federal, State, County and City agencies, as well as representatives of the American Red Cross to coordinate the implementation of assistance programs and establishment of support priorities.

9 The recovery period has major objectives which may overlap, including:
 Reinstatement of family autonomy.
 Provision of essential public services.
 Permanent restoration of private and public property.  Identification of residual hazards.
 Plans to mitigate future hazards.
 Recovery of costs associated with response and recovery efforts.

Mitigation Phase – Mitigation efforts occur both before and following disaster events. Postdisaster mitigation is part of the recovery process. Eliminating or reducing the impact of hazards which exist within the City and are a threat to life and property are part of the mitigation efforts.

Mitigation tools include:
 Local ordinances and statutes (zoning ordinance, building codes and enforcement, etc.)  Structural measures
 Tax levee or abatements
 Public Information and community relations
 Land use planning
 Professional training
National Security Emergencies – National security emergencies may range from minor, to the United States utilizing advanced weapons. Protective measures to be employed in the event of a threatened or actual attack on the United States include:
 In-place protection.
 Spontaneous evacuation by an informed citizenry may be considered a viable option within the context of this plan.

8.0 STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS)
The Standardized Emergency Management System has been adopted for the purpose of exercising overall operational control (management) or coordination of emergency operations. Section 2400 (CCR), of Title 19, Division 2, of the California Code of Regulations, established the standard response structure and basic protocols to be used in emergency response and recovery.

Fully activated, the SEMS consists of five levels: Field Response, Local Government, Operational Areas (County-wide), OES Mutual Aid Regions, and State Government.

NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)
The National Incident Management System was developed at the Federal level to provide a consistent, flexible, and adjustable national framework to Federal, State, local, tribal governments and private sector non-governmental organizations, to work together effectively 10

and efficiently to prepare for, prevent, respond to, and recover from domestic incidents regardless of cause, size, or complexity, including acts of catastrophic terrorism.

Based upon this goal, the NIMS consists of six components: Command & Management (ICS); Preparedness; Resource Management; Communications & Information Management; Supporting Technologies; and Ongoing Management and Maintenance.

The ICS field functions to be used for Emergency Management are: Command, Operations, Planning, Logistics and Finance. Governmental levels shall provide the following functions:

Management, Operations, Planning / Intelligence, Logistics and Finance / Administration.

Local jurisdictions are responsible for overall direction of personnel and equipment that provide for emergency operations through mutual aid (Government Code, Section 8618).

Additional details relative to the organization and responsibilities of the SEMS / NIMS elements at each of the levels are provided in Part Two, Emergency Plan Annexes.

The utilization of each of the levels is dictated by the situation and by regulation. For example, if an incident requires only fire or law enforcement mutual aid support, requests for support will be submitted through established channels (Local jurisdiction to the Operational Area Coordinator for that service and, if required, to the Mutual Aid Regional Coordinator). 11 Federal
State
Region
Operational
Area
Local

9.0 LOCAL EMERGENCY MANAGEMENT ORGANIZATION
This section defines the various branches and levels of the City’s Emergency Management Organization, which is shown below in Figure 2.

Figure 2 – City of Glendale Emergency Management Organization Disaster Council – The City of Glendale Disaster Council includes the Mayor, all members of the City Council, and the City Manager. The Disaster Council is responsible for ratification of emergency proclamations and other emergency measures taken or recommended in the City. The duties and authorities of the Disaster Council are set forth in the City’s Emergency Services Ordinance (3985, GMC § 2.84).
12 POLICY
GROUP
Department Heads

FINANCE

ADMINISTRATION
Accounting Systems Admin.

Finance Admin. Svcs. Asst.

EOC

MANAGER
Emergency Services
Coordinator
GFD Captain

OPERATIONS

GFD D/C
GPD Captain

LOGISTICS
Purchasing Administrator
PUBLIC

INFORMATION
City PIO
PIO Admin. Assist.

Deputy City Manager
Dept. Representatives as
needed

PLANNING

INTELLIGENCE
Sr. Planner

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Assist. City Manager
Deputy City Manager

Incident Commander – As the Director of Emergency Services, the City Manager will be the City’s Incident Commander during major emergencies. The Incident Commander is responsible for all City activities and emergency actions.

Policy Group – The Policy Group includes all Division Heads or their alternate, and any other additional staff as requested by the Incident Commander. The Policy Group will advise the Incident Commander on the emergency, and will provide recommendations regarding mission priorities and overall direction. The Policy Group will maintain liaison with appropriate EOC Sections as necessary to monitor and assess the situation.

Operations Section – With direction from the Incident Commander and the Policy Group, the Operations Section is responsible for directing and controlling all response activities in the City.

The Operations Section will be directed by the Operations Section Chief who will be assisted by a Deputy Operations Section Chief, and the functional branches as defined below:

Fire Branch – The Fire Branch will coordinate and direct all Fire Department activities, including fire suppression and rescue, disaster medical, hazardous materials, and search and rescue operations. The Fire Branch will be commanded by the Fire Operations Officer who reports to the Operations Section Chief.

Police Branch – The Police Branch will coordinate and direct all Police Department activities, including law enforcement, alerting and warning, traffic control, access control, movement and evacuation, and coroner functions. The Police Branch will be commanded by the Police Operations Officer who reports to the Operations Section Chief.

Glendale Water & Power (GWP) Branch – The GWP Branch will coordinate and direct all GWP Department activities, including water, power and other utility related activities. The Water & Power Branch will be directed by the GWP Operations Officer who reports to the Operations Section Chief.

Public Works Branch – The Public Works Branch will coordinate and direct all Public Works Department Activities, including street and field services, road and debris clearance, sewers, construction and engineering, and public health. The Public Works Branch shall be commanded by the Public Works Operations Officer who reports to the Operations Section Chief.

Parks Branch – The Parks Branch will coordinate and direct all Parks, Recreation & Community Services Department activities, including public shelter, employee shelter, Red Cross coordinator, and other Care and Shelter related activity. The Parks Branch shall be directed by the Parks Operations Officer who reports to the Operations Section Chief.
13 Planning & Intelligence Section – This Section is headed by the Planning Section Chief and is structured into several units, depending upon the needs of the incident. Situation Assessment and Resources Status are examples of the kinds of units which may be formed within this Section. The Planning Section collects and analyzes all data regarding incident operations, develops alternatives for tactical action plans, conducts planning meetings and prepares the Incident Action Plan for incidents which will require extended operations.

Logistics Section – This Section is headed by the Logistics Section Chief, and is responsible for meeting the logistical needs of the Operations Sections. This can include procuring equipment and supplies, providing food and medical support to incident assigned personnel, and meeting the transportation requirements of the incident. The Logistics Section will be divided into Branches and Units as the situation requires.

Finance Section – This Section is headed by the Finance Section Chief, and is responsible for maintaining records on personnel and equipment time, for providing payments to vendors for supplies and equipment usage, and for determining the cost considerations or various alternative strategies associated with incident planning. 14 10.0 EMERGENCY ASSIGNMENTS & RESPONSIBILITIES
Critical emergency response, support, and recovery functions have been assigned to the appropriate City of Glendale Departments as shown in the matrix below:

A1 A2 A
3 A4 A5 B C D E F G H I J K
1 K
2 K3 K
4 L
Alerting & Warning Communication Situation Analysis Management Public Information Fire & Rescue Access Control Law Enforcement Medical Public Health Coroner Care & Shelter Movement & Evacuation Urban Search & Rescue Construction & Engineering Supply & Procurement Personnel Transportation Utilities Recovery Management Svcs. S P P S P
Fire S S P
1 S S P P P S
Police P S P
1 S S P P P P S
Public Works S S S S S P S S S P S P S S

GWP S S S S S S S P S
Parks Rec. & Comm.

Services S S P S S S
Planning S S S
Human Resources S S P S
Community
Development S S S S S S
City Clerk S S S
Library S S S
Legal S S
Redevelopment
Agency S S
Finance & Admn.

Svcs P S
City Treasurer S S
Information Services P S
P: Indicates Departments with primary responsibility for this function P1: Lead Department based on type of incident
S: Indicates Departments with supporting responsibility for this function 15 The Departments listed as primary on this matrix are responsible for the development and maintenance of emergency plans and procedures necessary to ensure these functions are performed during an emergency.

GROUP A – MANAGEMENT EMERGENCY OPERATIONS (CITY MANAGER) – Overall direction and management of City response to the emergency. This annex has been broken into sub-elements as shown.

Annex A1 – Alerting and Warning (Police) – Coordinates and disseminates warnings and advisories received from State and Federal agencies regarding expected or ongoing emergencies.

Annex A2 – Communications (Information Services) – Responsible for ensuring viable communications systems for all City operations, including radio, telephone, and data systems.

Annex A3 – Situation Analysis (Police/Fire/Planning) – Responsible for developing and maintaining information regarding the emergency and its impact on the City.

Annex A4 – Emergency Management (City Manager) – Adopts the Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS) to establish the City’s Incident Command System (ICS) for managing major emergencies.

Annex A5 – Public Information (Public Information Office) – Coordinates the gathering and dissemination of public information regarding the emergency. The Public Information Office serves as the City’s liaison with all media.

GROUP B – FIRE AND RESCUE (FIRE DEPARTMENT) – Coordinates the activities of personnel engaged in fire and rescue and other emergency operations; maintains communications with field commands; evaluates status reports; makes decisions regarding the commitment of resources; and determines the need for additional assistance.

GROUP C – LAW ENFORCEMENT AND TRAFFIC CONTROL (POLICE
DEPARTMENT) – Coordinates the activities of law enforcement and traffic control personnel in and around disaster areas; maintains communications with field commands; evaluates status reports; makes decisions regarding the commitment of resources, and determines the need for additional assistance.

GROUP D – DISASTER MEDICAL (FIRE DEPARTMENT) – Coordinates the procurement and allocation of critical public and private medical and other resources; the activation and operations of Casualty Collection Points; the transportation of casualties and medical resources; and the relocation of patients from damaged or untenable health care facilities. 16 GROUP E – PUBLIC HEALTH (PUBLIC WORKS DEPARTMENT) – Coordinates public health measures and supports such measures accordingly; supports efforts in communicable disease prevention and control; and coordinates activities to mitigate the effects of radiological and toxic chemical spills and/or emissions.

GROUP F – CORONER (POLICE DEPARTMENT) – Coordinates operations associated with collection, identification, and disposition of deceased persons.

GROUP G – CARE & SHELTER (PARKS, RECREATION, & COMMUNITY SERVICE DEPARTMENT) – Coordinates the procurement and allocation of resources required to support mass care operations, to include the activation of appropriate lodging and feeding facilities; coordinates the activation and staffing of shelters.

GROUP H – MOVEMENT (POLICE DEPARTMENT) – Coordinates the movement of persons from hazardous or threatened areas to lower risk reception areas.

GROUP I – RESCUE (FIRE DEPARTMENT) – Coordinates operations associated with the location, provision of immediate care, and safe removal of endangered, trapped, injured and/or isolated persons.

GROUP J – CONSTRUCTION/ENGINEERING (PUBLIC WORKS DEPARTMENT) – Coordinates the inspection and posting of damaged buildings, allocation of engineering resources (construction equipment, materials, etc.) required for emergency debris clearance, route recovery, and other engineering operations.

GROUP K – RESOURCES AND SUPPORT – This function has been sub-divided into the following assignments:

Annex K1 – Supply/Procurement (Finance & Administrative Services Department/Purchasing Section) – Coordinates the allocation of essential supplies, including food, fuel, and health supplies.

Annex K2 – Personnel (Human Resources Department) – Coordinates the allocation of personnel, recruitment and tracking of volunteers and other related functions.

Annex K3 – Transportation (Public Works Department / Transportation Section Coordinates the allocation of transportation resources required to move people, equipment, and essential supplies.

Annex K4 – Utilities (Glendale Water & Power Department) – Coordinates the continued operation of water, gas, and electric utilities and, as required any redirection of services. 17 GROUP L – RECOVERY (CITY MANAGER / ALL DEPARTMENTS) – Gathers information pertaining to the disaster and prepares it for submittal to the Federal Government for reimbursement. Also outlines all actions to be undertaken to re-establish municipal operations, i.e. who will operate daily functions, where will operations be conducted, etc.

Additional details for these emergency functions are further described in Part Two – Emergency Plan Annexes.

11.0 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/or the destruction of 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 and the Constitution of California provide the authority for State and local government to reconstitute itself in the event incumbents are unable to serve.

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

Section 8638 of the Emergency Services Act authorizes governing bodies to designate and appoint three standby officers for each member of the governing body and for the Chief Executive, if not a member of the governing body. Standby officers may be residents or officers of a political subdivision other than that to which they are appointed.

Standby officers take the same oath as regular officers and are designated Number 1, 2 or 3 as the case may be.

The first step in assuring continuity of government is to have personnel who are authorized and prepared to carry out emergency actions for government in the event of a natural, technological, or national security disaster.
 Should the Director be unavailable or unable to serve, the positions listed below, in order, shall act as the Director of Emergency Service.
 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.
18 First Alternate: Assistant City Manager
Second Alternate: Deputy City Manager
Third Alternate: Director of Public Works
Fourth Alternate: Police Chief
Fifth Alternate: Fire Chief
Sixth Alternate: City Attorney
Notification of any successor changes shall be made through the chain of command.

11.1 LINES OF SUCCESSION – CITY DEPARTMENTS
The Emergency Services Act Section 8637 authorizes political subdivisions to provide for the succession of officers (Department heads) having duties related to law and order and/or health and safety. The succession list for City departments is provided in the table below:

Departments Titles / Position
Management Services 1. City Manager

2. Assistant City Manager

3. Deputy City Manager
Director of Emergency Services 1. City Manager

2. Assistant City Manager

3. Deputy City Manager
Police 1. Chief of Police

2. Assistant Police Chief

3. Field Services Captain
Fire 1. Fire Chief

2. Deputy Fire Chief / Operations

3. Deputy Fire Chief / Administrative
Public Works 1. Director of Public Works

2. Maintenance Services Administrator

3. Senior Executive Analyst
Glendale Water & Power (GWP) 1. Electrical Services Administrator

2. Water Services Administrator

3. Power Management Administrator
19 Administrative Services / Finance 1. Director of Finance

2. Assistant Director of Finance

3. Purchasing Administrator
Human Resources 1. Director of Human Resources

2. Sr. Human Resource Analyst

3. Sr. Human Resource Analyst
Library 1. Director of Libraries

2. Assistant Director of Libraries

3. Executive Analyst
Parks, Recreation, & Community Services 1. Director of Parks

2. Administrator of Community Services

3. Administrator of Parks Maintenance
Community Development and Housing 1. Director of Community Development

2. Assistant Director of Community
Development
Legal 1. City Attorney

2. Chief Assistant City Attorney

3. Chief Assistant City Attorney
Information Services 1. Director of Information Services

2. Systems and Programming
Administrator

3. Project Administrator
Planning 1. Director of Planning

2. Planning Administrator

3. Zoning Administrator
City Clerk 1. City Clerk

2. Assistant City Clerk

3. Office Services Supervisor
City Treasurer 1. City Treasurer

2. Deputy City Treasurer

3. Administrative Associate
Public Information 1. Public Information Officer

2. Fire PIO

3. Police PIO

12.0 MUTUAL AID
The foundation of California’s emergency planning and response is a statewide mutual aid system which is designed to ensure that adequate resources, facilities, and other support is provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation(s).
.
20 The basis for the system is the California Disaster and Civil Defense Master Manual Aid Agreement, as provided for in the California Emergency Services Act. This Agreement was developed in 1950 and has been adopted by all 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.

To facilitate the coordination of mutual aid, the State has been divided into six OES Mutual Aid Regions. Fire and Rescue and Law Enforcement Coordinators are assigned at the Operational Area (County) level. The City of Glendale is located in Region 1.

All law and fire requests go through their respective channels. Non-fire and law requests are made through OES via the Operational Area.

12.1 MUTUAL AID RESPONSIBILITIES
Local Jurisdictions
 Develop and maintain current emergency plans which are compatible with the California Emergency Plan, the California Master Mutual Aid Agreement, and plans of neighboring jurisdictions.
 Negotiate, coordinate, and prepare mutual aid agreements.  Maintain liaison with appropriate OES Mutual Aid Region Office and neighboring jurisdictions.
 Designate staging areas to provide rally points for incoming mutual aid and support and recovery activities.
 Respond to mutual aid requests.
 Dispatch situation reports to the operational area coordinator and OES mutual aid region as the emergency situation develops and changes.  Request assistance from neighboring jurisdictions and the operational area.  Use resources received from neighboring jurisdictions and from State, Federal, and private agencies.
 Respond to emergency regulations issued by the Governor.

21 Operational Area
 Coordinate mutual aid within the County.
 Maintain liaison with the appropriate OES mutual aid region coordinator and local jurisdictions within the County.
 Channel local mutual aid requests which cannot be satisfied from within the County to the OES mutual aid region coordinator.
 Provide situation reports and damage assessment to OES region to aid in identification, coordination and allocation of resources.  Make use of resources provided by other Counties, State, Federal, and private agencies.
 Respond to emergency regulations issued by the Governor.

OES Mutual Aid Region
 Maintain liaison with State, Federal, and local emergency response agencies.  Coordinate emergency activities of all State agencies.  Receive, evaluate, and disseminate information on emergency operations.  Prepare emergency proclamations and orders for the Governor and disseminate to all concerned.
 Receive and allocate resources and supplies from Federal agencies and other States.  Coordinate the flow of State mutual aid resources to local jurisdictions.  Maintain liaison with State, Federal, and private agencies.  Coordinate emergency operations with bordering States.  Maintain the State Operations Center.

22 12.2 MUTUAL AID POLICIES AND PROCEDURES
 Mutual aid resources will be provided and utilized in accordance with the California Master Mutual Aid Agreement.
 During a proclaimed emergency, inter-jurisdictional mutual aid will be coordinated at the County Operational Area or Mutual Aid Regional level.  Because different radio frequencies are in use among most agencies, local agencies should provide incoming mutual aid forces with portable radios having local frequencies.

Requests for mutual aid will be sent through established channels (Cities to Operational Areas to mutual aid regions to State). 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
 Risk 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.
 Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-288, as amended) provide federal support to state and local disaster activities).

23 12.3 CITY OF GLENDALE MUTUAL AID AGREEMENTS

WITH FOR
State of California Master Mutual Aid
Area C Civil Defense and Disaster Board Inter-Agency Cooperation in Major Natural and Man-Made Disasters
Southern California Cities and Counties Public Works Mutual Aid City of Burbank, CA Public Service (Utilities) Mutual Aid City of Pasadena, CA Public Service (Utilities) Mutual Aid City of Alameda, CA Public Service (Utilities) Mutual Aid City of Palo Alto, CA Public Service (Utilities) Mutual Aid City of Santa Clara, CA Public Service (Utilities) Mutual Aid City of Anaheim, CA Public Service (Utilities) Mutual Aid Trinity County, CA Public Service (Utilities) Mutual Aid

13.0 HAZARD MITIGATION
This section establishes actions, policies and procedures for implementing Section 409 (Minimum Standards for Public and Private Structures) of the Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law 93-288, as amended), following a Presidential declared Emergency of Major Disaster. It also assigns hazard mitigation responsibilities to various elements of Federal, State, and local governments in California.

Section 409 of Public Law 93-288 requires as a condition to receiving Federal disaster aid, that repairs and reconstruction be done in accordance with applicable codes, specifications, and standards. It also requires that the State or local government recipient of Federal aid evaluate the natural hazards of the area in which the aid is to be used, and take action to mitigate them, including safe land use and construction practices.

To be effective, hazard mitigation actions must be taken in advance of a disaster. After a disaster strikes, mitigation opportunities exist only during recovery and even those opportunities can be limited by the absence of advance planning. Nevertheless, the immediate post-disaster period does present special opportunities for mitigation. Section 409 deals with the opportunities present in a current disaster to mitigate potential hardship and loss resulting from future disasters.

24 Hazard mitigation is a continuing year-round effort and activity in which all local communities and State agencies are encouraged to prepare hazard mitigation plans that identify ways to reduce damage caused by disasters. Hazard mitigation includes such activities as:
 Improving structures and facilities at risk.
 Identifying hazard-prone areas and developing standards for prohibited or restricted use.  Recovery and relief from loss, including insurance.
 Providing hazard warning and protecting the population.

13.1 IMPLEMENTATION
Following each Presidential declared Emergency or Major Disaster, the Regional Director of the Federal Emergency Management Agency (FEMA) and the Governor execute a document called the Federal/State Agreement. This agreement includes appropriate provisions for hazard mitigation. Under the “typical paragraph” set out to serve this purpose the State agrees to:
 Evaluate or have the applicant evaluate specific natural hazards in the disaster area, and make appropriate recommendations to mitigate them.
 Follow up with applicants to ensure that the appropriate hazard mitigation actions are taken.
 Follow up with applicants to ensure that the appropriate hazard mitigation plan or plans are developed and submitted to the FEMA Regional Director for concurrence.  Review and update as necessary, the disaster mitigation portions of emergency plans.

A hazard mitigation officer is appointed for the State and local (City of Glendale) applicant.

These individuals will constitute the hazard mitigation survey team which will:
 Identify significant hazards in the affected areas, giving priority to disaster-related hazards.
 Evaluate impacts of these hazards and recommend mitigation measures.

The hazard mitigation survey team uses information from Damage Survey Reports (DSR), and visits selected sites where significant damage has occurred. The State and local representatives on the hazard mitigation survey team are responsible for ensuring that there is adequate consultation among interested Federal, State, and local parties. 25 The hazard mitigation survey team also prepares a hazard mitigation plan which is submitted to the FEMA Regional Director through the Governor’s authorized representative within 180 days after a Presidential declaration. The objectives of the plan are to:
 Recommend hazard mitigation measures for local, State, and Federal agencies.  Establish both short and long term planning framework for implementation of hazard mitigation efforts.

Each applicant is expected to use its resources and capabilities as necessary to perform emergency work, such as debris removal or emergency measures to save lives, or to protect public health and safety, or to protect property, before requesting assistance from the State or Federal government. Local, State and Federal preliminary damage assessments are used to identify major hazards and opportunities for hazard mitigation activities prior to a declaration of Major Disaster or Emergency. Damage survey reports shall include identification of hazards and shall recommend mitigation measures to be incorporated into the repair work.

The Federal/State hazard mitigation survey team shall review applicable land use regulations, construction standards, and other appropriate hazard mitigation measures.

Utilizing information from preliminary damage assessments, DSRs, and all other pertinent information, the team shall visit the sites of significant damage and shall evaluate all hazards at those sites. For each identified significant hazard the team shall include appropriate hazard mitigation recommendations.

In cases where no plans for hazard mitigation exist or are inadequate, the team shall report its findings and make recommendations to develop, improve or maintain hazard mitigation plans. Existing local and State hazard mitigation plans shall be updated and new ones developed as deemed necessary. Technical advice and assistance will be sought from Federal, State and local agencies in developing new plans or updating existing plans to mitigate hazards identified. The hazard mitigation survey team shall make recommendations on any needs for new mapping or re-mapping of high hazard areas.

13.2 RESPONSIBILITIES
A set procedure has been established for hazard mitigation following a disaster, to avoid similar disasters in the future. Hazard mitigation measures include avoidance, reduction and land use regulations.

The FEMA Regional Director is responsible for hazard mitigation actions under the terms of the Federal/State Agreement. The Regional Director shall provide overall leadership with respect to the general administration of Section 409 to ensure that the ultimate benefits to be gained through effective hazard mitigation programs are not diminished. 26 The Regional Manager also provides technical advice and assistance.

State and local governments will be encouraged to adopt safe land use practices and construction standards. A representation of the Office of Emergency Services (OES) will be appointed by the Governor and will be responsible for State performance of hazard mitigation activities under the Federal/State Agreement.

The applicant’s authorized representative, appointed locally, is responsible for local performance of hazard mitigation measures under the terms of the Federal/State Agreement.

The applicant’s authorized representative shall, to the extent of legal authority, implement and enforce land use regulations and safe construction practices which are agreed upon as conditions for FEMA grants or loans. Each City and County is charged with implementing and enforcing its own hazard mitigation measures.

14.0 TRAINING, EXERCISING, AND MAINTENANCE OF THE PLAN
The City of Glendale personnel involved in emergency response and emergency management functions are provided ongoing training, including local workshops, SEMS training, NIMS training and other special programs throughout the year. Key management and emergency personnel also attend the California Specialized Training Institute to receive in-depth training in related emergency management topics.  Inter-Agency Disaster Committee – All department disaster coordinators attend a monthly meeting at the City’s Emergency Operations Center (EOC) to discuss and resolve emergency planning / response / management issues.  Quarterly Exercises – Exercises provide personnel with an opportunity to become thoroughly familiar with the procedures, facilities and systems which will actually be used in emergency situations. A table-top exercise is planned quarterly with each section of the emergency organization (e.g. Operations, Plans, Logistics, and Finance) to discuss emergency scenarios and potential responses. A functional exercise involving all elements of the emergency organization is scheduled annually.  Annual Review – This Emergency Plan will be reviewed annually to ensure that the plan elements are valid and current. Each responsible organization or agency will review and upgrade its portion of the Emergency Plan and/or modify its SOPs as required based on deficiencies experienced in drills, exercises, or actual occurrences.

All City of Glendale Department Emergency Action Plans will be updated annually prior to October 1st. The City Emergency Plan will be updated prior to December 31st. The Emergency Services Coordinator is responsible for making revisions to the Emergency Plan that will enhance the conduct of response and recovery operations. The Emergency Services Coordinator will distribute any necessary changes to the plan to all City departments and other agencies as shown on the distribution list of this Emergency Plan. 27 15.0 PUBLIC AWARENESS AND EDUCATION
The public’s response to any emergency is based on an understanding of the nature of the emergency, the potential hazards, the likely response of emergency services, and knowledge of what individuals and groups should do to increase their chances of survival and recovery.

The Glendale Fire Department regularly conducts public education programs for schools, businesses and residents in the areas of fire safety, disaster preparedness (CERT Program), and vegetation management. Numerous public education activities are scheduled throughout the year, and on an individual basis when requested by the community. A dedicated public education telephone registration line is also maintained to provide for inquiries from the public.

16.0 PLAN APPROVAL AND PROMULGATION
This plan has been developed through a cooperative process with all departments/agencies assigned a primary function in the plan. This plan will be submitted to the City Council for review and approval. Upon concurrence by the City Council, the plan will be officially adopted and promulgated.
28 A copy of the plan will be distributed to the agencies and organizations listed below:

Agency No. of Copies
Governor’s OES, Southern Region 2
Area C Coordinator 1
Director of Emergency Services 1
Assistant Director of Emergency Services 1
Emergency Services Coordinator 2
City Council 5
City Attorney 1
City Clerk 1
City Treasurer 1
Community Development & Housing 1
Finance & Administrative Services Department 1
Fire Department 1
Glendale Redevelopment Agency 1
Glendale Water & Power (GWP) 1
Human Resources Department 1
Information Services Department 1
Library Department 1
Parks, Recreation and Community Services Department 1
Planning Department 1
Police Department 1
Public Works 1
American Red Cross – Glendale Chapter 1
Glendale Unified School District 1
Glendale Community College 1
California Highway Patrol 1
City of Pasadena 1
City of Burbank 1
City of Los Angeles 1
City of La Canada-Flintridge 1
Los Angeles Co. Office of Emergency Management 1
Los Angeles Co. Sheriff’s Department 1
29 ATTACHMENT ONE – HAZARD ANALYSIS
A hazard analysis has indicated that the City may be at risk to certain natural and/or man-made emergencies. The following threat summaries provide general and specific information on their possible impact on the City of Glendale.

THREAT SUMMARY 1 – MAJOR EARTHQUAKE
The following summary has been prepared utilizing information obtained from various State and Federal planning scenarios for a major earthquake in the Southern California region. Numbers provided are coarse estimates for planning and discussion purposes only, and do not represent any form of prediction.

A. GENERAL SITUATION
The City of Glendale is located within Area C, Los Angeles County, Southern Region of the Office of Emergency Services, State of California, and is the vicinity of several known active and potentially active earthquake faults including the Elysian Park, Sierra Madre, Raymond Hill, San Gabriel and the Newport-Inglewood.

The most immediate earthquake threat is posed by the proximity of several active faults:

Sierra Madre, Tujunga Fault, Elysian Park Fault, and the Raymond Hill Fault. Additionally, recent findings have indicated an increased potential from various blind-thrust faults such as the Elysian Park Fault, which lies to the immediate southern boundaries of the City. A major earthquake occurring in or near this jurisdiction may cause many deaths and casualties, extensive property damage, fires and hazardous material spills, and other ensuring hazards.

The effects could be aggravated by aftershocks and by the secondary effects of fire, hazardous material/chemical accidents, and possible failure of waterways and dams. The time of day and season of the year would have a profound effect on the number of dead and injured and the amount of property damage sustained.

Such an earthquake would likely be catastrophic in its affect upon the population and could exceed the response capabilities of the individual cities, Los Angeles County and the State of California Emergency Services. Damage control and disaster relief support would be required from other local governmental and private organizations, and from the State and Federal governments. Search and rescue operations could be required to assist trapped or injured persons. Emergency medical care, food, and temporary shelter could be required by injured or displaced persons. Identification and burial of many dead persons could pose difficult problems; public health could be a major concern. Mass evacuation may be essential to save lives, particularly in areas downwind from hazardous material releases.

Many families could be separated, particularly if the earthquake should occur during working hours, and a personal inquiry or locator system could be essential to maintain morale. 30 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.

The economic impact on the City of Glendale from a major earthquake could be considerable in terms of loss of employment and loss of tax base. A major earthquake could cause serious damage and/or outage of computer facilities. The loss of such facilities could curtail or seriously disrupt the operations of banks, insurance companies, and other elements of the financial community. It could affect the ability of local government, business, and the population to make payments and purchases.

B. GROUND SHAKING
The most significant earthquake action in terms of potential structural damage and loss of life is ground shaking. Ground shaking is the movement of the earth’s surface in response to a seismic event. The intensity of the ground shaking and the resultant damages are determined by the magnitude of the earthquake, distance from the epicenter, and characteristics of surface geology. This hazard is the primary cause of the collapse of buildings and other structures.

It is generally understood that an earthquake does not in itself present a seismic hazard, but that it becomes a hazard when it occurs in a highly urbanized area. Therefore, the significance of an earthquake’s ground shaking action is directly related to the density and type of buildings and number of people exposed to its effect.

Recent seismic studies following the 1994 Northridge Earthquake have indicated that blindthrust fault systems underlying the Los Angeles basin could produce moderate to large earthquakes resulting in severe ground-shaking. The concentration of high-occupancy businesses along Brand Blvd. and the neighboring business community could result in higher concentrations of injured, as well as additional impacts to surrounding residential neighborhoods.

C. LIQUEFACTION
Many areas may have buildings destroyed or unusable due to liquefaction, which is a phenomenon involving the loss of shear strength of soil. The shear strength loss results from the increase of poor water pressure caused by the rearrangement of soil particles induced by shaking or vibration. Liquefaction has been observed in many earthquakes, usually in soft, poorly graded granular materials (i.e., loose sands), with high water tables. Liquefaction usually occurs in the soil during or shortly after a large earthquake. In effect, the liquefaction soil strata behave as a heavy fluid. Buried tanks may float to the surface and objects above the liquefaction strata may sink. Pipelines passing through liquefaction materials typically sustain a relatively large number of breaks during an earthquake. 31 D. CASUALTIES (Estimated using existing planning materials) Time of Day 2:30 am 2:00 pm 4:30 pm
San Andreas (8.3) 46 138 152
Newport-Inglewood (7.5) 56 132 145
Based on recent experience from the Northridge, Ca. and Kobe, Japan events, injuries from such an event may reach into the tens of thousands, depending on the time of day.

E. HOMELESS
There could be hundreds of long-term homeless persons in the city. The City’s experience during the Northridge Earthquake demonstrated the need for an organized, proactive approach to coordinating available assistance programs for the affected population.

F. BED LOSS IN HOSPITALS
Glendale has three (3) major medical facilities. Several of the acute care hospitals in Los Angeles County may be lost due to structural damage. This will impair the number of beds available and create the need for several field hospitals. Most of the subscribing hospitals to the Los Angeles County Department of Health will be controlled by the Department as to the availability of beds and transfer of patients. Public service agencies and volunteer personnel would be used to assist in the care of the injured.

Although a percentage of the remaining beds could be made available by discharging or transferring non-emergency patients, it may be necessary to receive an immediate influx of emergency medical aid and/or export some of the seriously injured to out-of-county facilities.

G. COMMUNICATIONS
Telephone systems will be affected by system failure, overloads, loss of electrical power and possible failure of some alternate power systems. Immediately after the event, numerous failures may occur coupled with saturation overloads. This may disable the telephone system for one day. In light of the expected situation, emergency planners should not plan on the use of telephone systems for the first few days after the event.

Radio systems are expected to be 40 to 75% effective; microwave systems 30% effective or less.

H. DAM AND FLOOD CONTROL CHANNELS
Because of the current design and construction practices and on-going programs of review and modification, catastrophic failure is considered unlikely. Many flood control channels may suffer damage. Pumping stations in coastal communities may fail due to liquefaction. 32 I. ELECTRICAL POWER
Major power plants may sustain some damage due to liquefaction and the intensity of the earthquake. Up to 60% of the system load may be interrupted immediately following the initial shock. According to representatives of Southern California Edison Company, the electrical power will not be rerouted and will be lost for an undefined period of time.

Much of the imported power is expected to be lost. In some areas of greatest shaking, it should be anticipated that some of the distribution lines, both underground and surface, will be damaged. Much of the affected area may have service restored in days; damaged areas with underground distribution may require a longer time. Loss of Southern California Edison transmission lines is possible.

J. FIRE OPERATIONS
Although total collapse of fire stations is not expected, possible disruption of utilities, twisted doors, and loss of power can create problems. Fires due to disruption of power and natural gas networks should be expected. Connections to major water sources may be out and storage facilities would have to be relied on. Water supply could vary from sufficient to inadequate.

First response from fire personnel is expected to be towards assessment of the area to establish what is needed to bring the community back on its feet. Operations may continue extensively because of the disruption of transportation routes for fire department personnel and equipment.

Secondary responses by the fire service after assessment will be accomplished following use of resources to accomplish search and rescue of trapped persons. Problems the fire service should expect are loss of power and water, jammed doors, restricted mobility due to debris, possible loss of primary dispatch capability, and delays in reaching maximum effectiveness due to personnel shortages.

K. HIGHWAYS AND BRIDGES
Damage to freeway systems is expected to be major. Any inner surface transportation routes could be subject to delays and detours. A major portion of surface streets in the vicinity of freeways will be blocked due to collapsed overpasses. Many surface streets in the central business districts will be blocked by debris from buildings, falling electrical wires, and pavement damage.

The City of Glendale is bisected by the Glendale Freeway (Route 2), the Ventura Freeway (134), the Foothill Freeway (210), and is bordered by the Golden State Freeway (5). Damage to these routes could present significant additional traffic routing and access problems.

L. NATURAL GAS
Damage to natural gas facilities may consist primarily of (a) isolated breaks in major transmission lines, and (b) breaks in mains and individual service connections within the distribution systems, particularly in the areas of intense ground shaking. 33 These leaks in the distribution system may affect a major portion of the urban areas, resulting in a loss of service for extended periods. Fire may be expected at the sites of a small percentage of ruptures both in the transmission lines and the distribution system.

Transmission pipelines serving the general basis area are most vulnerable to damage.

M. PETROLEUM FUELS
Most major pipelines cross the San Andreas Fault, and pipeline breakage may occur.

Although refineries located on poor soil may be damaged, all of the major oil refineries in the region are likely to survive.

There is a possibility of fire where pipeline failures occur. Priorities will have to be established to assure adequate fuel for emergency crews. Ruptures of numerous lines due to fault breaks are possible. Fire extension is possible if leaking products are ignited. The oil refineries in the Los Angeles area are subject to earthquake damage. Some harbor water areas will be covered with leaking petroleum products due to pipe damage; this can create a serious fire problem.

N. RAILROADS
It is possible that route segments serving the Southern California region could be unavailable for post earthquake service. These segments include all major connections with the north. The immediate post earthquake capacity to serve both the Los Angeles and Orange County areas would be very small. Railroad bridges are susceptible to damage because of age, design and construction. Some lines could be blocked because of damage to overpass structures.

For Metrolink information, please call 800-371-LINK (5465) Or visit www.metrolinktrains.com
34 O. SANITATION SYSTEMS
Waste water treatment facilities could be out of service for extended periods depending on the damage caused by the severity of intensity and liquefaction. There is a limited volume of storage available in the waste water treatment plants; if the treatment chain cannot be restored before storage is exceeded, the waste water will require discharge with emergency chlorination to reduce health hazards. Overflow of sewage through manholes and from ponds is possible due to breakage in mains or loss of power. As a result there may be a danger of excessive collection of explosive gas in sewer mains, and flow of untreated sewage in some street gutters. House sewer connections may break and /or plug.

P. WATER SUPPLY
Major aqueducts serving Southern California may be out of service following the event; only the Colorado River Aqueduct is expected to remain in service. This indicates the imported water supply to Los Angeles County may be only partial for a period of time. Ruptures may occur along the water pipelines and the water wells may be disabled by loss of electricity and the lack of backup power sources. In addition, shear forces could render the wells inoperative for an indefinite period.

Water availability and distribution needed for life support, to treat sick and injured, and for fire suppression activities is of MAJOR concern to each community.

THREAT SUMMARY 2 – HAZARDOUS MATERIALS VULNERABILITY
The following information has been extracted from the City of Glendale Hazardous Materials Area Plan. A more detailed analysis and listing of specific hazardous facilities is contained in the City of Glendale Hazardous Materials Business Plan, maintained separately by the Environmental Management Center, Glendale Fire Department.

A. HAZARD ANALYSIS
Hazardous Materials incidents differ from other emergencies because of the wide diversity of causative factors and the pervasiveness of the potential threat. The circumstances and geographic features in the vicinity of incidents vary greatly. Incidents may occur at fixed facilities where there is an opportunity for development of a site specific contingency plan.

They may also occur at any place along any land, water, or air transportation route.

The majority of hazardous material incidents are resolved prior to becoming a disaster.

Nonetheless, the City needs to be flexible and deliberate in its response to a developing incident. This plan is designed to accommodate both minor releases (Level I) through the initial stages of a large (Level III) hazardous material incident. In the case of large (Level III) incident, City government involvement is principally found in discovery, evaluating, notification and initiation of immediate action.

The City of Glendale has a low to medium level of exposure to hazardous materials which is illustrated by examination of the City’s business type and locations, its residential population, traffic routes, and geography.
35 B. BUSINESS TYPES
There are small quantity, relatively low risk hazardous materials users located along major thoroughfares throughout the City. Businesses in this category include dry cleaners, metalworking machine shops, auto repair facilities, printing facilities and photographic processing facilities. There are also a number of gasoline stations which have large quantities of motor fuel but are considered to be relatively low risk.

The largest businesses have been identified as the following:
 DeSoto International
 American Metaseal
 Disney Imagineering
 GCG Corporation
 Automated Plating Co.
 Glendale Water & Power (GWP)
C. RESIDENTIAL POPULATION
According to the most recent report of the Sacramento Department of Finance, US Census Bureau (1/1/07), the residential population of the City of Glendale is 207,157.

D. TRAFFIC ROUTES
The City of Glendale is traversed by the I-5 Freeway, the 1-210 Freeway, by State Highway 2 and by State Highway 134. Major surface streets include Glenoaks Blvd., San Fernando Rd., Colorado Street, Brand Blvd., Verdugo Rd. and Foothill Blvd. The City is served by the Southern Pacific Railroad Spur which is an additional mode for hazardous materials transportation.

E. ENVIRONMENTAL SENSITIVE AREAS
There are no known environmentally sensitive areas (wetlands, flood zones, aquifer recharge zones) in the City.

F. RISK MANAGEMENT AND PREVENTION PROGRAMS
Businesses which use, handle or store acutely hazardous materials (AHMs) are identified in the Hazardous Materials Business Plan. Chemical risk is assessed using a computer.

Chemicals are evaluated for Mass Casualty Potential. This process factors in the hazard of a material and the likelihood of a major incident relating to human health and safety. A formalized Risk Management Prevention Program (RMPP) element of the Hazardous Materials Program is developed. Six RMPPs are being developed. Two additional RMPPs are under consideration. A company which has an acutely hazardous material above the Federal Threshold Planning Quantity FTPQ) will be required to prepare an RMPP.

G. GEOGRAPHY
The City is approximately 30 square miles in area. The City is bordered by the City of Los Angeles, the County of Los Angeles and the cities of La Canada Flintridge, Burbank and Pasadena. Some of the City is comprised of hills or canyons covered with brush.

There are commercial/industrial facilities throughout the City. There is a concentration of manufacturing/industrial facilities located along the I-5 Freeway which is zoned commercialindustrial. 36

H. INFORMATION GATHERING
Pre-incident planning for hazardous materials emergencies begins with the collection of inventory and business plan information as mandated by Chapter 6.95 of the California Health & Safety Code. Business plan information such as emergency contacts and phone numbers, facility information, chemical inventory and location is verified through on-site inspections which are conducted by Fire Companies or Hazardous Material Specialist inspections. Also, the business emergency plan, including information related to employee and agency notification and mitigation capabilities, is reviewed. After review and verification of submitted information by business owner, data is collected and upgraded electronically.

Transportation incidents can occur along any roadway or railroad line. The potential is highest for roadways in industrial areas because of the increased number of vehicles transporting hazardous materials. Response to transportation incidents is similar to fixed-facilities incidents except that in many instances information related to transportation incidents is lacking.

I. HIERARCHICAL RESPONSE RELATIONSHIPS
If a hazardous material incident escalates, the City of Glendale has resources to adequately manage the incident; however, even with aid assistance, resources may be overwhelmed. If this occurs, the next level of assistance will be requested. The organization structure for this type of response is identified in the OES Region 1 Hazardous Materials Emergency Plan. 37 THREAT SUMMARY 3 – MAJOR BRUSH FIRE
The following information has been extracted from the Glendale Fire Department Brush Fire Response Plan. Additional hazard specific data and operational concerns are maintained separately in that document.

A. THREAT ANALYSIS
The major undeveloped regions in Glendale are the Verdugo Mountains, the San Rafael Hills and the foothills of the San Gabriel Mountains. These mountainous regions present a significant safety problem in the form of fire hazards to the many areas developed nearby.

38 As shown below, the Verdugo Mountains and the San Rafael Hills have been the location of majority of the large fires in the city:

San Rafael Mountains
Incident Date Acres
 Chevy Chase Fire 3/64 2,315
 Sugar Loaf Fire 11/69 120
 Flint Peak Fire 8/86 75
 Flintridge Fire 8/86 90
 Glenoaks Canyon Fire 12/88 350
 College Hills Fire 6/90 109
 San Rafael Fire 12/99 502
Verdugo Mountains
 La Tuna Fire 6/55 4,306
 Whiting Woods Fire 3/64 6,754
 Sunland Fire 11/80 6,400
 Mountain Fire 9/02 752
Southern San Gabriel Mountains
 Woodwardia Fire 10/59 14,237
 Mill Fire 11/75 43,393
 Crest Fire 1/84 580
In conjunction with the Glendale Fire Prevention Bureau, Vegetation Management Section, nine (9) Target Zones were identified throughout the city as having a potential for a brush fire.

Specific information about fuel types, slope and topography, special populations, and other data such as wood roofs was developed for each zone and included here for planning purpose.

BRUSH FIRE ZONE 1 – SAN GABRIEL MOUNTAINS
Populations: 6,000
Primary Fuel Type: Chaparral
Slope/Topo: Steep (20-40%)
Wood Roof Homes: 6
Special Needs:
 Ananda Ashrama – 12 – 15 full-time residents, up to 50 during service  Deukmejian Wilderness Park
39 BRUSH FIRE ZONE 2 – NORTHERN VERDUGO MOUNTAINS
Population: 5,600
Primary Fuel Type: 50% Chaparral & Woodland
Slope/Topo: Steep to Very Steep (20-40+ %)
Wood Roof Homes: 6
Special Needs:
 Camp Max Strauss can have up to 120 children and 60 adults  Mountain Oaks (Approx. 25-50 persons) – older residences, scattered over a wide area with narrow street access. Terrain is very steep with heavy brush.  Whiting Woods (Approx. 500 persons) – Extreme potential for major problems. THERE IS ONLY ONE ENTRANCE TO THIS AREA. Heavy fuel load with steep terrain  Oakmont Woods (Approx. 300 persons) – THERE IS ONLY ONE ENTRANCE TO THIS AREA. Primarily single family residences. Heavy brush with steep terrain. This area will be a main concern during a major brush fire.

BRUSH FIRE ZONE 3 – SOUTHERN VERDUGO MOUNTAINS
Population: 5,400
Primary Fuel Type: 50-70% Chaparral 25-50% Grass
Slope/Topo: Steep to Very Steep (20-40+ %)
Wood Roof Homes: 34
Special Needs:
 Brand Park Library may have between 75-100 patrons – There may be up to 50+ hikers on the trails behind the library and surrounding land fill.  Entire area (above Mountain/Kenneth) has restricted access with narrow roads which will make evacuation and emergency response difficult.

BRUSH FIRE ZONE 4 – WOODLANDS WEST
Population: 5,500
Primary Fuel Type: Mixed Chaparral Shrub
Slope/Topo: Steep to Very Steep (26-40+ %)
Wood Roof Homes: 34
Special Needs:
 Oakmont Country Club hosts large dining and meeting groups and on golf course.  Steep hillside at interface & narrow roads with Oak canopy BRUSH FIRE ZONE 5 – SAN RAFAEL MOUNTAINS
Population: 6,700
Primary Fuel type: Mixed Chaparral Shrub
Slope/Topo: Flat to Very Steep (50% @ 10% slope, 50% @40%+ slope) Wood Roof Homes: 5
Special Needs:
 Verdugo Hills Hospital with large population
 Narrow streets in Montecito area present evacuation difficulties  Glendale Community College with large population
 Child Development Center with up to 150 children, staff and college students  Sports Complex

40 BRUSH FIRE ZONE 6 – CHEVY CHASE CANYON
Population: 6,800
Primary Fuel Type: Chaparral Shrub
Slope/Topo: Flat to Very Steep (30%@10% slope, 55% >26% slope) Wood Roof Homes: 1
Special Needs:
 Single access into many areas (Figueroa, Golf Club, Chevy Oaks)  Narrow streets

BRUSH FIRE ZONE 7 – GLENOAKS CANYON
Population: 6,800
Primary Fuel Type: Woodland/Chaparral
Slope/Topo: Moderate to Steep (10-40%)
Wood Roof Homes: 5
There are 5 wood roof homes in this area. This canyon has only one way out for residents during an evacuation. Severe traffic problems may hamper emergency response Special Needs:
 Glenoaks Elementary School – 650 children and 100 staff. Keep inside unless evacuation is necessary.
 Glenoaks Park
 Scholl Canyon Parks
 Sleepy Hollow Area
BRUSH FIRE ZONE 8 – COLLEGE HILLS AREA
Population: 4,800
Primary Fuel Type: 50% Grass/Chaparral
Slope/Topo; Moderate (0-20%)
Wood Roof Homes: 8
There are 8 wood roof homes in this area. As with many other areas in the City, these homes are scattered throughout the area, many located on remote streets with limited access.

Special Needs:
 College View School – Up to 110 severely handicapped students (3 years to 22 years old) 32 paid staff. If necessary, surround facility and shelter in place.  Glenmore Area – severely limited access with small streets, only one way in/out.  Glendale Adventist Academy – Private school (K-12) with 900 students and staff.

BRUSH FIRE ZONE 9 – ADAMS HILL AREA
Population: 6,700
Primary Fuel Type: Grass
Slope/Topo: Moderate (0-20%)
Wood Roof Homes: 2
Special Needs:
 Adams Hill Area – Hilly terrain and extremely narrow streets limit access and evacuation in this area.

41 FLOOD HAZARDS
The City of Glendale and surrounding areas are, like most of southern California, subject to unpredictable seasonal rainfall. Most years, the scant winter rains are only enough to turn the hills green for a few weeks, but every few years the region is subjected to periods of intense and sustained precipitation that result in flooding. Flood events that occurred in 1969, 1978, 1980, 1983, 1992, 1995,1998, and 2005, have caused an increased awareness of the potential for public and private loses as a result of this hazard, particularly in highly urbanized parts of flood plains and alluvial fans. As the population in Los Angeles County increases, there will be increased pressure to build on flood-prone areas, and in areas upstream of already developed areas. With increased development, there is also an increase in impervious surfaces, such as asphalt. Water that used to be absorbed into the ground becomes runoff to downstream areas. If the storm drains systems are not designed or improved to convey these increased flows, areas that may have not flooded in the past may be subject to flooding in the future. This is especially true for developments at the base of the mountains and downstream from canyons that have the potential to convey mudflows.

42 The City of Glendale is drained by the south-, southwest-, and west-flowing Verdugo Wash and its tributaries. The Verdugo Wash ultimately drains into the larger Los Angeles River at the City’s western boundary. Several streams are tributary to the Verdugo Wash. From north to south, in the City of Glendale, these include Cooks Canyon, Dunsmore Canyon, and Ward Canyon. Streams or channels that flow out of the San Gabriel Mountains, through the La Crescenta and La Canada Flintridge areas and into the Verdugo Wash include Shields Canyon, Eagle Canyon, Pickens Canyon, Hall Beckley Canyon, and Winery Canyon. Several streams emanate from the north and east sides of the Verdugo Mountains and make their way into Verdugo Wash as well. These include, again from north to south, La Tuna, Las Barras, Sheep Corral, Cunningham, Henderson, Engleheard, Deer and Dead Horse Canyons.

In the western portion of the City, the Burbank Western Channel extends through a small portion of Glendale on the channel’s final stretch before emptying into the Los Angeles River. Other canyons draining off the south flank of the Verdugo Mountains include, from west to east, Childs, Brand, Idlewood, Sherer, Hillcrest, Toll, Brookman and Mand Canyons.

Several small and two large canyons drain the western and southwestern portions of the San Rafael Hills. Most of the small canyons in the northwestern portion of the San Rafael Hills are unnamed, except for Kirby Canyon. The two large ones are Sycamore Canyon and Scholl Canyon. There are also a few unnamed streams in the San Rafael Hills whose headwaters are in Glendale and drain to the east, towards Arroyo Seco.

Several of the canyons in the San Gabriel Mountains have debris basins that were built for flood protection purposes. Most of the streams off the San Gabriel Mountains have debris basins that were built for flood protection purposes. Most of the streams off the San Gabriel Mountains also have been channeled through the La Canada Valley, also for flood-protection purposes.

Similarly, Verdugo Wash is channeled through Glendale.

Existing Flood Protection Measures
Most storm drains within the City are maintained by the County of Los Angeles.

Flood Protection Measures for Property Owners
Property owners can make modifications to their houses to reduce the impact of flooding. FEMA has identified several flood protection measures that can be implemented by property owners to reduce flood damage. These include: installing waterproof veneers on the exterior walls of buildings; putting seals on all openings, including doors, to prevent the entry of water; raising electrical components above the anticipated water level improvements; and installing backflow valves that prevent sewage from backing up into the house through the drainpipes. Refer to the FEMA webpage at www.fema.gov.
43 ATTACHMENT TWO – State of California Emergency Plan
The State of California Emergency Plan was last updated in September 2005. It can be found at http://www.oes.ca.gov/Operational/OESHome.nsf/PDF/California%20Emergency%20Plan/$file/CEP-05.pdf . 44 PART TWO: Managing Emergency Operations
Part Two of the City of Glendale Emergency Plan includes functional Annexes that describe the emergency response organization. Each Annex is supported by a statement of mission objectives, initial action checklists and the emergency management organizational structure to be used by assigned personnel.

Annex A1 - Alerting and Warning
Annex A2 - Communications
Annex A3 – Situation Analysis
Annex A4 – Emergency Management
Annex A5 – Public Information
Annex B - Fire and Rescue Operations
Annex C - Law Enforcement & Traffic Control
Annex D – Medical Operations
Annex E - Public Health Operations

Annex F - Coroner Operations
Annex G - Care & Shelter Operations
Annex H - Movement & Evacuation Operations
Annex I - Rescue Operations
Annex J – Construction & Engineering Operations
Annex K1 – Supply & Procurement Unit
Annex K2 – Personnel Resources
Annex K3 – Transportation
Annex K4 – Utility Operations
Annex L - Recovery Operations
City of Glendale Emergency Plan
2008 1
Mission Objectives:
 Estimate area and population to be advised
 Establish traffic control points
 Establish evacuation assembly points
 Dispatch units to alert population
 Provided crowd control
 Monitor evacuation routes
 Provide for safe, orderly alerting and evacuation
ANNEX A1 – ALERTING & WARNING
LEAD DEPARTMENT: POLICE
City of Glendale Emergency Plan
2008 2
ANNEX A1 – ALERTING & WARNING

INCIDENT COMMAND STRUCTURE

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC

INFORMATION
City PIO
PIO Admin. Asst.

Deputy City Manager
Dept. Representatives
As needed
EOC

MANAGER
Emergency Svcs
Coordinator.

PLANNING

INTELLIGENCE
Sr. Planner

OPERATIONS

GFD D/C
GPD Capt.

FINANCE

ADMINISTRATION
Finance Exec. Asst.

GPD Exec. Asst.

GFD Exec. Asst.

LOGISTICS
Purchasing
Admin.

POLICE

OPERATIONS
On-Duty Watch
Commander

ALERTING &

WARNING
UNIT
Traffic Bureau Lt.

Motor Units
POLICY
GROUP
Department Heads
City of Glendale Emergency Plan
2008 3
ACTION
IF EVACUATION IS DIRECTED:

Determine the area that will require
evacuation.

Estimate the number of in the evacuation
area.

Estimate number of persons needing
transportation assistance.

Survey status of major evacuation routes:

Identify alternative routes where necessary.

Establish traffic control points.

Establish evacuation assembly points.

Dispatch units to alert people in areas to be
evacuated
Coordinate with City Public Information
Office and Media Relations Unit to notify
Radio and TV stations to broadcast
evacuation instructions.

Dispatch transportation to special facilities
and to disabled, elderly or other requiring
assistance.

Dispatch buses to designated assembly
points.

Dispatch units to traffic and access control
points.

Provide crowd control assembly points.

ASSIGNED RESPONSIBILITY
EOC Plan Investigation Services Dept.
(ISD) Commander
EOC Plan Investigation Services Dept.
(ISD) Commander
EOC Plan Investigation Services Dept.
(ISD) Commander
EOC Plan Investigation Services Dept.
(ISD) Commander
Police Operations / Access Control Unit
Police Operations/ Movement & Evacuation
Unit
Police Operations / Alerting & Warning
Unit
Police Operations / Alerting & Warning
Unit/ Police Public Information Officer
Police Operations / Movement &
Evacuation Unit
EOC Logistics (PW Transportation Section)
EOC Police Operations
Police Operations / Movement &
Evacuation Unit
ANNEX A1.1 – ALERTING & WARNING

RESPONSE TO ALL MAJOR DISASTERS
City of Glendale Emergency Plan
2008 4
Place tow truck on standby to assist disabled
vehicles on evacuation routes.

Monitor status of warning and evacuation
processes.

Notify Red Cross to open designated
Reception Center.

Monitor traffic flow along evacuation
routes.

Establish security patrols and access control
procedures.

Coordinate with Public Works to obtain
barricades and signs.

Police Operations / Movement &
Evacuation Unit
Police Operations / Movement &
Evacuation Unit
Police Operations / EOC Parks Operations –
Care & Shelter Coordinator
Police Operations / Movement &
Evacuation Unit
Police Operations / Access Control Unit
EOC Police Operations / EOC Logistics
City of Glendale Emergency Plan

Mission Objectives:
 Ensure that the City’s communication systems are fully operational.  Provide emergency technical support as needed to the telephone, radio, and computer systems.
 Provide a system for the receipt and dissemination of information required for the effective response to, and recovery from, the effects of a major disaster. 2008 1
ANNEX A2 – COMMUNICATIONS
LEAD DEPARTMENT: Information Services
City of Glendale Emergency Plan

ANNEX A2 - COMMUNICATIONS
Incident Command Structure
2008 2

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC

INFORMATION
Deputy City Manager
City PIO
PIO Admin. Asst.

Dept. Representatives
As needed
EOC

MANAGER
GFD Emergency
Services Coordinator

PLANNING

INTELLIGENCE
Sr. Planner

OPERATIONS

GFD D/C

GPD CAPTAIN

FINANCE

ADMINISTRATION
Finance Exec. Asst.

GPD Exec. Asst.

GFD Exec. Asst.

LOGISTICS
Purchasing Admin.

COMMUNICATIONS
& DATA SUPPORT
UNIT
Systems & Programmer Admin.

TELEPHONE

SUPPORT
Telecommunications
Installer

COMPUTER

SUPPORT
Network Svcs.

Supervisor
RADIO

SUPPORT
Sr. Radio
Technician
ADMN.

SUPPORT
Exec. Secretary
POLICY
GROUP
Department Heads
City of Glendale Emergency Plan

ACTION
Verify the operational status of the
City’s Radio System.
 Conduct a radio check on all
City frequencies.
 Repair and restore affected or
downed systems.

Verify the operational status of all
Radio base Stations and microwave
equipment.
 Drive to all locations and do a
visual check of the conditions.

Repair and recharge the hand held
radios.

Verify the operational status of the
911 system.
 Contact Police Communications
Center
 Contact Verdugo Fire
Communications Center
If 911 System is down, restore the
system.
 Contact the phone company
Priority Repair Unit
Assess physical conditions of all Onsite PBX, Key Service Units, Network Hubs, and Network Routers.

Assist the Emergency Operations
Center (EOC) with any special service
that is required.

Assist the Public Information Office
with the establishment of the
Emergency Information Center (EIC).
2008
2008

ASSIGNED RESPONSIBILITY
Radio Shop – Radio Technician
Radio Shop – Radio Technician
Radio Shop – Radio Technician
Information Services – Telephone /
Network Branch Leader
Information Services – Telephone /
Network Branch Leader
Information Services – Telephone /
Network Branch Leader
Information Services – Telephone /
Network Branch Leader
Information Services – Telephone /
Network Branch Leader
3 ANNEX A2.1 – COMMUNICATIONS
LEAD DEPARTMENT: Information Services
City of Glendale Emergency Plan

Verify the Fire Dispatch components are
running primary systems, and notifying
appropriate agencies when off line.

Verify that the Police Dispatch
components are running primary systems,
and notifying appropriate agencies when
off line.

Verify that the Police Records
Management System (RMS) is operating,
and notifying appropriate agencies when it
is not.

Verify that the Police Arrest and Booking
System (ABS) is operating, and notifying
appropriate agencies when it is not.

Verify the operational status of the
Network Servers.
 Verify that remote sites are up
and running.
 Check server list to determine
that all servers are running.

Verify that routers, switches and hubs are
up and running between the EOC, City
Hall and Information Services.

Verify the operational status of the
Mainframe computer.

Verify the operational status of mainframe
Operating systems.
 VM
 VSE Production
 VSE CICS
Verify the operational status of mainframe
application systems.
 VM
PROFS
 VSE Production
Accounting
Purchasing
Utility Billing
Rubbish
2008
Information Services – Fire Computer
Technician or Dispatch Personnel
Information Services – Police Computer
Technician or Dispatch Personnel
Information Services – Police Computer
Technician or Dispatch Personnel
Information Services – Network
Specialist
Information Services – Network
Specialist
Information Services – Sr. Computer
Operator
Information Services – Mainframe
Branch
Systems Programmer
Systems Programmer
Systems Programmer
Accounting Systems Analyst
Purchasing Systems Analyst
Utility System Analyst
Utility System Analyst
Utility System Analyst
Utility System Analyst 4
City of Glendale Emergency Plan

Accounting Systems Analyst
Treasurer’s System
 VSE CICS
Permits
Verify the operational status of distributed
system servers.
 IS1 / IS2 File Servers
 ISSUN41 Database Server
Verify the operational status of distributed
System applications.
 PeopleSoft Application
 PeopleSoft Oracle Database
Verify the operational status of the GIS
System.

Verify the operational status of the RFS /
LIS Systems.

Verify the operational status of the MARS
System
2008
Utility System Analyst
Utility System Analyst
Permit System Analyst
Information Services – Mainframe
Branch
Network Specialist
Sun Systems Administrator
Information Services – Mainframe
Branch
PeopleSoft Systems Analyst
Database Specialist
Information Services – GIS Analyst
Information Services – Programmer
Information Services – MARS System
Analyst.
5 City of Glendale Emergency Plan
2008 1
Mission Objectives:
 Ensure damage information is compiled and reported to EOC staff, City Management, the Los Angeles County Operational Area, and other Local, State, or Federal agencies as needed.
 Display situation and operational information in the Emergency Operations Center (EOC) using maps or other visual aids.
 Disseminate situation intelligence and present summary damage assessment reports to the Incident Commander, EOC General Staff, the City public Information Officer, the Los Angeles Operational Area, other sections and city departments, and other Local, State or Federal agencies as required.
 Determine and document the City’s post-event condition, including (but not limited to) damage to:
 Bridges
 Building (Commercial and Residential Capability)
 Casualties (Fatalities & Injuries)
 Communications
 Continuing of Government
 Fire & Rescue Capability
 Hospitals
 Law Enforcement
 Sewers
 Street & Highways
 Utilities (Water, Gas, Electric, Telephone)
 Ensure accurate recording and documentation of the incident, including extent of damage, action(s) taken, and financial losses.
 Assist (Recovery Unit) in the preparation of a post-disaster recovery plan.

ANNEX A3 – SITUATION ANALYSIS
LEAD DEPARTMENT: PLANNING/FIRE/POLICE
City of Glendale Emergency Plan
2008 2
ANNEX A3 – SITUATION ANALYSIS

INCIDENT COMMAND STRUCTURE

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC

INFORMATION
City PIO
PIO Admin. Assistant
Deputy City Manager
Dept.. Representative As
needed
EOC

MANAGER
Emergency Svcs.

Coordinator
GFD Captain

PLANNING

INTELLIGENCE
Sr. Planner

OPERATIONS

GFD D/C

GPD CAPTAIN

FINANCE

ADMINISTRATION
Finance Exec. Asst.

GPD Exec. Asst.

GFD Exec. Asst.

LOGISTICS
Purchasing Admin.

POLICY
GROUP
Department Heads

SITUATION

STATUS UNIT
Planning Staff
Operations Liaison**
(FD, PD, PS, Parks)
Display Processors
Computer Processors
Technical Spec. as
needed

DOCUMENTATION
UNIT

RESOURCES

STATUS UNIT
Planning Staff
Operations Liaison**
(FD, PD, PW, GWP,
Parks)

MESSAGE
CENTER
Library Staff
ADMN.

SUPPORT
Planning Staff
City of Glendale Emergency Plan
2008 3
ACTION
Check-in upon arrival at the EOC. Report
to the Operations Section Chief and obtain
a briefing on situation.

Activate necessary elements of the
Planning Section.

Activate and maintain an EOC Message
Center.

Ensure that a City of Glendale EOC
journal/log is maintained of all incidents
and action(s).

Ensure that a chronological record of all
reports or summaries issued by the EOC
are maintained for post-incident use.

Maintain a record of all EOC message
forms and documents.

Meet with Operations and Logistics
Section Coordinators and prepare initial
City Reconnaissance Report of conditions
resulting from the event.

Ensure that the City Reconnaissance
Report is transmitted to the Crescenta
Valley Sherriff’s Station as soon as
possible (i.e. <30 minutes of EOC
activation).

Determine the location of, and establish
contact with, adjacent EOC’s.

Prepare and maintain EOC displays.

Develop sources of information to collect
and analyze data from the following:

Operations Section
 Fire
 Police
 Public Works
 GWP
Logistics Section
Finance Section

ASSIGNED RESPONSIBILITY
Plan Officer
Plan Officer
Plan Officer / Documentation Unit
Leader / Message Center Spvr.

Plan Officer / Documentation Unit
Leader
Plan Officer / Documentation Unit
Leader
Plan Officer / Situation Status Unit
Leader
Plan Officer / Situation Status Unit
Leader
Plan Officer / Documentation Unit
Leader
Plan Officer / Documentation Unit
Leader
Plan Officer / Documentation Unit
Leader
ANNEX A3.1 – SITUATION ANALYSIS

RESPONSE TO ALL MAJOR DISASTERS
City of Glendale Emergency Plan
2008 4
Establish a schedule for the completion
and submittal of an Incident Briefing
(ICS201) from all EOC Sections and
Branches. Ensure this schedule is posted
and communicated to all personnel.

Collect and compile completed Incident
Briefings (ICS201) from all activated
EOC Sections/Branches.

In conjunction with the Operations and
Logistics Section Coordinators, prepare a
City of Glendale Action Plan using the
Incident Objectives (ICS202) report
for the Incident Commander (City
Manager) and Disaster Policy Group.

Ensure that the approved City of
Glendale Action Plan is disseminated
through appropriate channels to
response personnel, city EOC staff, city
departments, Crescenta Valley Sherriff’s
Station, and the public.

Prepare and transmit an updated City
Status Report to the Los Angeles
County.

Prepare and transmit an update City
Status report to the Los Angels County
Operational Area via the Crescenta
Valley Sheriff’s Station. Establish a
schedule for this to occur on a regular
basis.

Determine weather conditions – Current
and upcoming. Ensure that updated
weather information is regularly posted
in the EOC.

Determine weather conditions of all
roadways. Maintain a listing of all road
closures.

Identify potential problem areas along
evacuation routes (i.e. weight
limitations, narrow bridges, damaged
roadways, etc.).

Based on situation (either as known or
forecast), attempt to identify future
information and/or personnel needs for
the incident.

Plans Officer
Plans Officer / Situation Status Unit
Leader / Documentation Unit Leader
Plans Officer / Situation Unit Leader/
Resource Status Unit Leader /
Documentation Unit Leader
Plans Officer / Documentation Unit
Leader / Resource Status Unit Leader /
Documentation Unit Leader
Plans Officer / Situation Unit Leader
Plans Officer / Situation Unit Leader
Plans Officer / Situation Unit Leader
Plans Officer / Situation Unit Leader
Plans Officer / Situation Unit Leader
Plans Officer / Situation Unit Leader
City of Glendale Emergency Plan
2008 5
Ensure that new pertinent event
information is disseminated through
appropriate channels to response
personnel, City EOC Staff, City
Departments, Crescenta Valley Sheriff’s
Station and the public.

Ensure that the Resources Status Unit
compiles and displays emergency status
and summary information.

Direct the coordination of periodic disaster
and strategy plan briefings with the EOC
director, Incident Commander (City
Manager) and EOC General Staff,
including prediction incident potential.

Authorize deactivation of organizational
elements when they are no longer
required. Ensure that any open actions are
handled by the Section or transferred to
other EOC elements prior to deactivation.

Deactivate the Section and close out logs
when authorized by the Incident
Commander (City Manager).

Prepare and submit the Plans Section
After-Action Report for inclusion in the
City of Glendale After-Action Report.

Plans Officer / Situation Unit Leader
Plans Officer / Situation Unit Leader
Plans Officer / Situation Unit Leader
Plans Officer
Plans Officer
Plans Officer
City of Glendale Emergency Plan
2008 1

Mission Objectives:
 Overall management and coordination of emergency operations, to include as required, on-scene incident management.
 Coordinating or maintaining liaison with appropriate federal, state, and other local government agencies and applicable segments of the private sector.  Requesting and allocating resources and other support.  Establishing priorities and adjudicating any conflicting demands for support.  Coordinating inter-jurisdictional mutual aid.

ANNEX A4 – EMERGENCY MANAGEMENT
LEAD DEPARTMENT: MANAGEMENT SERVICES
City of Glendale Emergency Plan
2008 2
ANNEX A4 – EMERGENCY MANAGEMENT

INCIDENT COMMAND STRUCTURE

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC

INFORMATION
City PIO
Deputy City Manager
PIO Admin Asst.

EOC MANAGER
Emergency Services
Coordinator
POLICY
GROUP
Department Heads

AFFECTED

DEPARTMENT

MANAGEMENT
Coordination Support
As required

ON SCENE

COMMAND POST
Incident Command Post
(ICS)
On-scene Command
FIRE

DEPARTMENT
Battalion Office
Verdugo Comm. Ctr.

PARKS

DEPARTMENT
City Yard
POLICE

DEPARTMENT
Watch Commander
Tactical OPS Room

GLENDALE

WATER &

POWER (GWP)

DEPARTMENT
Howard Sub-station
Superintendents Office
Power Plant

PUBLIC WORKS

DEPARTMENT
Street Section Office

LIAISON

OPERATIONS
PLANS

LOGISTICS

FINANCE
City of Glendale Emergency Plan
2008 3

FUNCTIONAL EMERGENCY ASSIGNMENTS OF CITY DIVISIONS
A1 A2 A
3 A4 A5 B C D E F G H I J K
1 K
2 K3 K
4 L
Alerting & Warning Communication Situation Analysis Management Public Information Fire & Rescue Access Control Law Enforcement Medical Public Health Coroner Care & Shelter Movement & Evacuation Urban Search & Rescue Construction & Engineering Supply & Procurement Personnel Transportation Utilities Recovery City Manager S P P S P
Fire S S P
1 S S P P P S
Police P S P
1 S S P P P P S
Public Works S S S S S P S S S P S P S S

GWP S S S S S S S P S
Parks Rec. & Comm.

Services S S P S S S
Planning S S S
Human Resources S S P S
Community
Development S S S S S S
City Clerk S S S
Library S S S
Legal S S
Redevelopment
Agency S S
Finance & Admin.

Svcs P S
Treasurer S S
Information Services P S
P: Indicates Departments with primary responsibility for this function P1: Lead Department based on type of incident
S: Indicates Departments with supporting responsibility for this function City of Glendale Emergency Plan
2008 4

ACTION
Appoint and ensure that Section
Coordinators (General Staff) are in place
as soon as possible and are staffing their
respective sections.
 Operations Section Coordinator
 Planning/Intelligence Section
Coordinator
 Logistics Section Coordinator
 Finance/Administration Section
Coordinator
Assign staff to initiate check-in procedures
(ICS Form 211).

Ensure that the EOC organization and
staffing chart is posted and that arriving
team members are assigned by name.

Ensure that EOC is properly set up and
ready for operations.

Ensure that the Management function is
staffed as soon as possible at the level
needed. (Information, Liaison, etc.).

Ensure that the field agency
representatives have been assigned to
other facilities as necessary.

Ensure that telephone and/or radio
communications with other facilities are
established and tested.

Ensure that all Departments account for
personnel and work assignments.

Confer with Operations Section
Coordinator and other General Staff to
determine what representation is needed
at the EOC from other agencies.

Determine need and establish, if
necessary, a deputy director position.

Request additional personnel support as
needed for the organization.

ASSIGNED RESPONSIBILITY
Incident Commander
EOC Manager
Planning/Intelligence Section Coordinator
EOC Manager
Incident Commander / Operations Section
Coordinator / Logistics Section
Coordinator
Logistics Section Coordinator /
Communications and Data Services Unit
Leader
Incident Commander
Incident Commander
Incident Commander
Incident Commander
ANNEX A4.1 – EMERGENCY MANAGEMENT
LEAD DEPARTMENT: MANAGEMENT SERVICES
City of Glendale Emergency Plan
2008 5
Establish the frequency of briefing
sessions. Schedule the first planning
meeting.

Access situation, work in progress,
resources and estimate incident duration.

Confirm Level Two or Level Three EOC
activation and ensure that EOC positions
and ICS field positions are filled as
needed.

Direct the implementation of the City of
Glendale’s Multi-hazard Functional Plan.

Develop overall strategy with the Section
Coordinators.

Develop and issue appropriate rules,
regulations, proclamations and orders.

Initiate Emergency Proclamations as
needed.

Conduct periodic briefing sessions with the
entire EOC Management Team to update
the overall situation.

Conduct periodic briefing sessions with the
Policy Group to update the overall
situation.

Conduct periodic briefing sessions with the
City Council to update the overall
situation.

Establish and maintain contacts with the
adjacent jurisdictions/ agencies and with
other organizational levels as appropriate.

In conjunction with the Public Information
Officer, coordinate news conferences and
review media releases as required.

Establish procedure for information
releases affecting interagency
coordination.

Ensure that the Liaison Officer is providing
for and maintaining positive and effective
interagency coordination.

Incident Commander/ Operations Section
Coordinator
Incident Commander/ Branch Leaders
Incident Commander/ Operations Section
Coordinator
Incident Commander
Incident Commander/ Operations Section
Coordinator
Disaster Council/ Incident Commander
Disaster Council/ Incident Commander
Incident Commander/ Operations Section
Coordinator
Incident Commander/ Section Coordinator
Incident Commander/ Section Coordinator
Incident Commander/ Liaison Officer/
Operations Section Coordinator
Incident Commander/
PIO/
Operations Section Coordinator
Incident Commander
City of Glendale Emergency Plan
2008 6
Hold action planning meeting of section
and branch coordinators, agency
representatives (as required) and key
staff.

Approve and authorize the implementation
of the EOC Action Plan developed and
prepared by the Planning/Intelligence
Section and EOC Management Team.

Authorize release of information to the
media.

Thoroughly brief relief upon shift change.

DEACTIVATION
Authorize deactivation of sections,
branches or units when they no longer
required.

Deactivate the EOC and close out logs
when emergency situation no longer
requires activation.

Notify Los Angeles County Operational
Area via appropriate channels, adjacent
facilities and other EOC’s as necessary of
planned time for deactivation.

Ensure that any open actions no yet
completed will be taken care of after
deactivation.

Ensure that all required forms or reports
are completed prior to deactivation.

Proclaim termination of the emergency
and proceed with recovery operations.

Incident Commander
Incident Commander
Incident Commander/ Operations Section
Coordinator/ Public Information Officer
Incident Commander/ All Section
Coordinator
Incident Commander
Incident Commander
Operations Section Coordinator
Incident Commander
Operations Section Coordinator
Incident Commander
All Section Coordinators
Incident Commander
All Section Coordinators
Disaster Council/
Incident Commander
All Section Coordinators
City of Glendale Emergency Plan
2008 1
Mission Objectives:
 Preparing and disseminating emergency public information. Serve as the dissemination point for all media releases within the City.  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.
 Review and coordinate all related information access.  Maintain a relationship with the media representatives and hold periodic press conferences as required.
 Coordinate or maintain liaison with appropriate federal, state, and other local government and applicable segments of the private sector.

ANNEX A5 – PUBLIC INFORMATION
LEAD DEPARATMENT: MANAGEMENT SERVICES
City of Glendale Emergency Plan
2008 2
ANNEX A5 – PUBLIC INFORMATION

INCIDENT COMMAND STRUCTURE

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
POLICY
GROUP
Department Heads

PIO SUPPORT
City Manager’s
Office
*City Admin.

Translations
Graphics
Print
Video
MEDIA

RELATIONS
City PIO
PIO Admin. Asst.

Deputy City Manager
Dept.. Representatives
As needed
VIP &
AGENCY

LIAISON
City Manager’s
Office
PUBLIC

INFORMATION
Community Dev. &
Housing

EMERGENCY

INFORMATION
CENTER
Community Dev. &
Housing
Library
City Clerk

TELEPHONE
BANK
Comm. Dev. &
Housing
Library
City Clerk

CITY PUBLIC

INFORMATION

OFFICER

POLICE PIO

GWP PIO
PUBLIC

WORKS PIO

FIRE PIO

DEPARTMENT
PIO’S AS

REQUIRED
City of Glendale Emergency Plan
2008 3
ACTION
Check-in upon arrival at the EOC.

Report to the Incident Commander
and obtain briefing on the situation.

Identify yourself as the PIO by putting
on the vest with your title. Print your
name on the EOC organization chart
next to your assignment.

Using activity logs (ICS Form 214),
maintain all required records and
documentation to support the AfterAction Report and the history of the emergency/disaster.

Document:
 Messages received
 Action Taken
 Decision justification and
documentation
 Requests filled
 EOC personnel and time on
duty
Precise information is essential to
meet requirements for
reimbursement by the State and
Federal Governments.

Review position responsibilities.

Determine personal operating location(s)
set-up as necessary.

Clarify any issues regarding your authority
and assignment and what others in the
organization do.

Meet with Communications Branch
Coordinator. Obtain briefing on site and
external communications capabilities and
restrictions.

ASSIGNED RESPONSIBILITIES
City Public Information Officer
City Public Information Officer
City Public Information Officer
City Public Information Officer
City Public Information Officer
City Public Information Officer
City Public Information Officer
ANNEX A5.1 – PUBLIC INFORMATION
LEAD DEPARATMENT: MANAGEMENT SERVICES
City of Glendale Emergency Plan
2008 4
Establish operating procedures with
Communications Branch for use of
telephone and radio systems. Make any
priorities or special request known.

Determine 24-hour staffing requirements
and request additional support as
required.

Determine the need for (SEMS/NIMS/ICS)
Group of Unit establishment. Make
required personnel assignments as staff
arrives at the EOC.

Secure guidance from the Incident
Commander regarding the information
available and proper for release under the
initial conditions.

Establish a system to ensure that
information provided by and released by
the Media Relations and Public
Information Units are consistent,
accurate, and timely.

Coordinate with the Situation Status Unit
and define areas of special interest for
public information action. Identify means
for securing the information from other
Branches or Units as it develops.

Develop an information release program.

Contact other Public Information Officers
by whatever communications are available
and determine which radio and TV stations
are operational.

Establish a Media Information Center at a
site away from the EOC, Command Post
and incident for media use and
dissemination of information.

City Public Information Officer
City Public Information Officer
City Public Information Officer
City Public Information Officer
Incident Commander
City Public Information Officer
City Public Information Officer
EOC Plans Officer
City Public Information Officer
Incident Commander
Media Relations Unit
City Public Information Officer
Media Relations Unit
City of Glendale Emergency Plan
2008 5
Announce safe access to Media
Information Center for media
Schedule and post times and locations of
news briefs in the EOC, Media Information
Center and other appropriate areas.

Arrange for preparation of and provide
approved information to the media; and
post news releases in the EOC, Media
Information Center and other appropriate
areas.

Provide sufficient staffing and telephones
to efficiently handle incoming public calls.

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 Incident Commander
before releasing information to the media.

Coordinate all media events with the
Incident Commander.

Coordinate news releases about a
particular organization/agency with their
PIO.

If requested, established content for state
Emergency Alert Systems (EAS) releases.

Provide this information through
appropriate EBS links. Monitor EBS
releases.

Coordinate the use of the local cable
Government channel and/or emergency
override system for broadcast of
emergency information.

As required, periodically prepare briefings
for the jurisdiction executives or elected
officials.

PIO Support Unit Leader
PIO Support Unit Leader
City Public Information Officer
City Public Information Officer
City Public Information Officer/
VIP & Agency Liaison
City Public Information Officer
City Public Information Officer
City Public Information Officer/
Incident Commander
Media Information Center Location:

City Council Chambers
Glendale City Hall
613 E. Broadway
City of Glendale Emergency Plan
2008 6
Establish a television bank easily
accessible. Monitor broadcast media, and
use information to develop follow-up news
releases and rumor control. Establish a
rumor control function as necessary.

Consider establishing and staffing a hotline to answer inquiries from the public.

Coordinate VIP tours with Liaison Officer,
City Council and Legislative Liaison.

Arrange for media tours and photo
opportunities when available staff and
time permit.

Ensure that announcements, information
and materials are translated and prepared
for special populations (non0English
speaking, non-readers, elderly, the
hearing, sight and mobility impaired,
etc.).

Through the Los Angeles 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.

Issue timely and consistent advisories and
instructions for life safety, health and
assistance:
 What to do and why
 What not do and why
 Hazardous areas and structures to
stay away.
 Evacuation routes, instructions and
arrangements for persons without
transportation or special needs
(non-ambulatory, blind, etc.).
 Location of mass care shelters, first
aid stations, food and water
distribution points, etc.
 Location where volunteers can
register and be given assignments.
 Street and freeway overpass
conditions, congested areas to
avoid and alternate routes to take.
 Instructions from the coroner and
public health officials pertaining to
dead bodies, potable water, human
waste and spoiled waste disposal.

City Public Information Officer
City Public Information Officer/
Public Information Unit Leader
City Public Information Officer/
VIP & Agency Liaison
City Public Information Officer/
Public Information Officer Support Unit/
Logistics – Personnel Unit
City Public Information Officer/
VIP & Agency Liaison
Incident Commander/
City Public Information Officer/
EOC Plans Officer/
EOC Logistics Officer/
Pd Operations – Movement Coordinator
City of Glendale Emergency Plan
2008 7
 Weather hazards when
appropriate.

Issue timely and consistent advisories and
instructions for life, safety, health and
assistance.
 Public information hotline numbers.
 Status of Local Declaration,
Governor’s Proclamation of
Declaration.
 Local state and federal assistance
available; locations opening dates
and times.
 How and where people can obtain
information about relatives/friends
in the emergency disaster area
(coordinate with Red Cross on the
release of this information).

Ensure that file copies are maintained of
all information released. Provide copies of
all releases to the EOC Manager.

Conduct shift change briefings in detail.

Ensure that in-progress activities are
identified and follow-up requirements are
known.

DEACTIVATION
Deactivate the Emergency Public
Information position and close out logs
when authorized by the EOC Manager.

Ensure that any required forms or reports
are completed prior to your release and
departure.

Determine what follow up to your
assignments might be required before you
leave.

Leave forwarding phone number where
you can be reached.

Incident Commander/
City Public Information Officer/
EOC Plans Officer/
EOC Logistics Officer/
PD Operations – Movement Coordinator
Public Information Officer Support Unit
Public Information Officer Support Unit
City Public Information Officer
City PIO/ PIO Support Unit
City Public Information Officer
City Public Information Officer
City of Glendale Emergency Plan
2008 1
Mission Objectives:
 Mobilize and deploy fire resources and coordinate fire suppression and related rescue operations.
 Coordinate rescue operations.
 Coordinate Fire Department response to medical emergencies.  Coordinate and initiate fire safety measures appropriate to the mitigation of fire hazards.
 Perform containment and cleanup activities associated with hazardous materials spills.
 Assist in alerting and notifying the general public.
 Coordinate heavy rescue operations with other agencies.

ANNEX B – FIRE & RESCUE OPERATIONS
LEAD DEPARTMENT: FIRE
City of Glendale Emergency Plan
2008 2
ANNEX B – FIRE AND RESCUE OPERATIONS

INCIDENT COMMAND STRUCTURE

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Asst. City Manager
Deputy City Manager PUBLIC

INFORMATION
City PIO
PIO Admin. Assistant
Deputy City Manager
Dept.. Representatives
As needed
EOC

MANAGER
Emergency Svcs.

Coordinator
GFD Captain
POLICY
GROUP
Department Heads

LOGISTICS
Purchasing Admin.

OPERATIONS

GFD D/C
GPD CAPT.

PLANNING

INTELLIGENCE
Sr. Planner

FINANCE/

ADMINISTRATION
Finance Exec. Asst.

GPD Exec. Asst.

GFD Exec. Asst.

FIRE &
RESCUE

OPERATIONS

A PLATOON B/C

B PLATOON B/C

C PLATOON B/C
City of Glendale Emergency Plan
2008 3
ACTION
Assure that all emergency equipment
under cover has been moved to open
areas to prevent damage in the event of
aftershocks. (other disasters besides
earthquakes)
Dispatch units to survey and report
damage.

IF LITTLE OR NO DAMAGE IS

REPORTED, PREPARE TO SUPPORT

MORE HEAVILY DAMAGE
JURISDICTIONS.

IF EXTENSIVE DAMAGE IS REPORTED,

TAKE THE FOLLOWING ACTIONS AS
APPROPRIATE.

Determine condition of pre-designated
locations where hazardous chemicals,
flammable substances, and explosives are
stored or used.

Check communications to ensure
dispatching and reporting system is
operating.

Dispatch units to provide alternate
communications links if necessary.

Determine if firefighting water system is
functional.

Call back all regular personnel and
reserves, including public and private
ambulances.

Take suppression actions on reported
fires.

Keep other emergency forces informed of
areas threatened by fire.

Clear debris from pre-planned routes to
support fire and rescue activities.

ASSIGNED RESPONSIBILITY
On-Duty Operations Battalion Chief/
Company Commander
On-Duty Operations Battalion Chief
Company Commanders
Verdugo Communications Spvr.

On-Duty Operations Battalion Chief
Company Commanders
On-Duty Operations Battalion Chief/
Recall Coordinator
Company Commanders
Fire Operations Officer/
EOC Plans Officer
Public Works Operations –
Construction & Engineering Unit
ANNEX B1 – FIRE & RESCUE OPERATIONS
LEAD DEPARTMENT: FIRE
City of Glendale Emergency Plan
2008 4
Determine if current and forecast wind
conditions will support large and intense
fires.

Give priority to lifesaving actions.

Organize and direct light rescue of
trapped persons, and perform first aid.

Coordinate the activation of multi-purpose
staging areas.

Broadcast emergency self-help
instructions to the public.

Call for equipment needed for debris
clearance and heavy duty rescue
operations.

Establish access controls to damaged
areas, assist people to safe areas, request
needed medical support.

If any facility is reported to be unsafe
because of damage, developing fires, or
other hazards, order evacuation.

Request additional assistance from the
Operational Area Fire and Rescue
Coordinator.

Ensure that operations are conducted
from an upwind position.

Identify substance(s) involved, including
shipping papers and/or placards.

Contact as required, the appropriate local,
county and state agencies.

Take steps necessary to protect or save
human life; safeguard property in so far
as practical.

Coordinate with Police Operations and the
On-Scene Law Enforcement Supervisor to
ensure that a safe perimeter is maintained
to protect the public.

Re-evaluate perimeters as conditions
change.

Plans Officer
On-Duty Operations Battalion Chief
Company Commanders
On-Duty Operations Battalion Chief
City Public Information Officer/
Fire Public Information Officer
Heavy Rescue Coordinator
Police Operations – Access Control Unit
Fire Operations – Company Commanders
Fire Operations – Company Commanders
Police Operations – Access Control Unit
On-Duty Operations Battalion Chief
On-Duty Operations Battalion Chief
Company Commanders
Company Commanders/
Hazardous Materials Team
On-Duty Operations Battalion Chief
Company Commanders
On-Duty Operations Battalion Chief
Company Commanders
On-Duty Operations Battalion Chief
Hazardous Materials Team/
Police Operations – Access Control Unit
On-Duty Operations Battalion Chief/
Hazardous Materials Teams
City of Glendale Emergency Plan
2008 5
Assist medical personnel in isolating and
removing contaminated or injured persons
from the scene.

Take action to contain and/or prevent the
spread of the material.

Secure the services of a designated
governmental and/or private hazardous
materials clean up agency.

Establish communications links with law
enforcement agencies.

Prepare to relocate fire equipment from
stations in impacted area(s).

Assist in warning and evacuation
necessary.

Assist in evacuating non-ambulatory
persons.

Coordinate with facility operators to
ensure actions are taken to prevent the
release of hazardous materials.

Continue to warn and assist areas not yet
impacted or flooded.

Obtain equipment as needed for debris
clearance and heavy rescue operations.

Establish liaison with the Emergency
Operations Center (EOC) and any mutual
aid providers.

Establish communication links with law
enforcement agencies.

Prepare to relocate fire equipment from
stations in impacted area(s).

Assist in warning and evacuation
necessary.

Assist in evacuating non-ambulatory
persons.

On-Duty Operations Battalion Chief/
Hazardous Materials Team/
Company Commanders
On-Duty Operations Battalion Chief/
Hazardous Materials Team/
Company Commanders
On-Duty Operations Battalion Chief/
Hazardous Materials Team
On-Duty Operations Battalion Chief
On-Duty Operations Battalion Chief/
Company Commanders
On-Duty Operations Battalion Chief/
Company Commanders
On-Duty Operations Battalion Chief/
Company Commanders
On-Duty Operations Battalion Chief/
Company Commanders
On-Duty Operations Battalion Chief/
Company Commanders
EOC Fire Operations/
EOC Public Works Operations/
EOC Logistics
On-Duty Operations Battalion Chief
EOC Fire Operations/
On-duty Operations Battalion Chief
On-duty Operations Battalion Chief/
Company Commanders
On-duty Operations Battalion Chief/
Company Commanders
On-duty Operations Battalion Chief/
Company Commanders
City of Glendale Emergency Plan
2008 6
Coordinate with facility operators to
ensure actions are taken to prevent the
release of hazardous materials.

Continue to warn and assist areas not yet
impacted or flooded.

Obtain equipment as needed for debris
clearance and heavy rescue operations
On-duty Operations Battalion Chief/
Company Commanders
On-duty Operations Battalion Chief/
Company Commanders
EOC Fire Operations/
EOC Public Works Operations/
EOC Logistics
City of Glendale Emergency Plan
2008 1
Mission Objectives:
 Mobilize, deploy, and organize for law enforcement and traffic control operations.  Assist in alerting and notifying the public.
 Report conditions, needs, damage assessment, and other vital information to include road closures, bridge failures, collapsed buildings, casualty estimates or any other situation which would normally require emergency response.  Provide traffic and crowd control support at mass care facilities, multi-purpose staging areas, casualty collection points, storage areas, vacated areas, key facilities and vital institutions.
 Establish procedures to allow rapid access by authorized personnel to controlled areas.
 Predetermine accreditation procedures for vital services and disaster service personnel.
 Protect critical facilities and supplies.
 Assists in establishing multipurpose staging areas for incoming mutual aid, supplies equipment, food, medical resources, etc.
 Establish liaison with coroner services. Provide security protection of personal effects and assist with the identification of the dead.
 Support search and rescue operations.

ANNEX C – LAW ENFORCEMENT AND TRAFFIC CONTROL
OPERATIONS – LEAD DEPARTMENT: POLICE
City of Glendale Emergency Plan
2008 2
ANNEX C – LAW ENFORCEMENT AND TRAFFIC CONTROL

INCIDENT COMMAND STRUCTURE

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC

INFORMATION
City PIO
PIO Admin. Asst.

Deputy City Manager
Dept.. Representatives
As needed
EOC

MANAGER
Emergency Svcs
Coordinator.

PLANNING

INTELLIGENCE
Sr. Planner

OPERATIONS

GFD D/C
GPD Capt.

FINANCE

ADMINISTRATION
Finance Exec. Asst.

GPD Exec. Asst.

GFD Exec. Asst.

LOGISTICS
Purchusing
Admin.

POLICE

OPERATIONS
On-Duty Watch
Commander
ACCESS

CONTROL
Field Services Dept. Lt.

POLICY
GROUP
Department Heads
City of Glendale Emergency Plan
2008 3
ACTION
Dispatch units to survey damage,
particularly pre-designated facilities.

ASSIGNED RESPONSIBILITY
EOC Police Operations
Assure that all emergency equipment
under cover has been moved to prevent
damage in the event of aftershocks (other
type of disasters)

IF LITTLE OR NO DAMAGE IS REPORTED, PREPARE TO SUPPORT MORE HEAVILY DAMAGED JURISDICTIONS.

IF EXTENSIVE DAMAGE IS REPORTED, TAKE THE FOLLOWING ACTIONS AS APPROPRIATE.

Provide alternated communications, if
telephone or radio communications are
not operational.

Call in regular personnel and reserves,
assign responsibilities according to plan.

Assist with the removal and disposition of
the dead, if requested by the County
Coroner.

Take required animal control measures;
coordinate with Humane Society if
necessary.

Continue surveys for further damage or
hazards.

Impose curfew, as directed.

Protect inmates within detention facilities.

Assist with the evacuation of
institutionalized persons, as necessary.

Request mutual aid assistance from the
Operational Area Law Enforcement
Coordinator, as required.

Assist in search and rescue operations
Logistics – Communications & Data
Support Unit
EOC Police Operations
Coroner Unit
EOC Police Operations
EOC Police Operations/
Field Units
Incident Commander/
EOC Police Operations
EOC Police Operations / Jail Spvr.

EOC Police Operations/
Jail Spvrs.

EOC Police Operations
EOC Police Operations / Field Units / Fire
ANNEX C1– LAW ENFORCEMENT AND TRAFFIC CONTROL

RESPONSE TO ALL MAJOR DISASTERS
City of Glendale Emergency Plan
2008 4
Search vacated areas to ensure that all
people have received warnings.

Relocate people to safe areas.

Provide security to protect people
remaining in area.

Provide traffic control.

Assist fire units in entering or leaving
area.

Establish perimeter access control, as
required.

Coordinate the evacuation of hazardous
areas with other agencies.

Coordinate with the Construction and
Engineering Coordinator for street/roads
barricades.

Establish security for vital facilities and
essential supplies.

Coordinate with traffic engineering to
determine capacity and safety of
evacuation routes.

Coordinate with Public Works for debris
clearance and heavy rescue operations.

EOC Police Operations/
Field Units / Fire Operations
Movement Unit Leader/
Fire Operations
EOC Police Operations
Access Control Unit
Access Control Unit
Access Control Unit
Access Control Unit
EOC Police Operations/
Access Control Unit
EOC Police Operations/
Access Control Unit
Movement & Evacuation Unit
EOC Police Operations/
Movement & Evacuation Unit/
EOC Fire Operations
City of Glendale Emergency Plan
2008 5

POLICE DEPARTMENT & HEADQUARTERS
131 N. Isabel St.

Contact: GPD Watch Commander

GALLERIA SUBSTATION
Glendale Galleria
Contact: Galleria Sgt.

COPPS SUBSTATION
3808 Ocean View Blvd.

Contact: COPPS Sgt.

AMERICANA SUBSTATION
Americana
Contact: Americana Sgt.

ANNEX C2– LAW ENFORCEMENT AND TRAFFIC CONTROL

LAW ENFORCEMENT FACILITIES AND RESOURCES
City of Glendale Emergency Plan
2008 1
Mission Objectives:
 Minimize loss of life, subsequent disability, and human suffering by ensuring timely and coordinated medical assistance, to include the evacuation of severely ill and injured patients.
 Coordinate the application of medical facilities and the procurement, allocation, and distribution of medical personnel, supplies, communications, and other resources.  Provide a system for the receipt and dissemination of information required for the effective response to and recovery from the effects of a major disaster.

ANNEX D – MEDICAL OPERATIONS
LEAD DEPARTMENT: FIRE
City of Glendale Emergency Plan
2008 2
ANNEX D – MEDICAL OPERATIONS

INCIDENT COMMAND STRUCTURE

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC

INFORMATION
City PIO
PIO Admin. Asst.

Deputy City Manager
Dept. Representatives
As needed
EOC

MANAGER
Emergency Svcs
Coordinator.

PLANNING

INTELLIGENCE
Sr. Planner

OPERATIONS

GFD D/C
GPD Capt.

FINANCE

ADMINISTRATION
Finance Exec. Asst.

GPD Exec. Asst.

GFD Exec. Asst.

LOGISTICS
Purchasing
Admin.

FIRE

OPERATIONS
On-Duty Battalion
Chief

MEDICAL UNIT
Battalion Chief
GFD Captain
POLICY
GROUP
Department Heads
City of Glendale Emergency Plan
2008 3

ACTION
Determine number and location of
casualties that require hospitalization.
 Survey Fire Field Units
 Obtain GPD Updates from Police
Operations
Activate Casualty Collection Points if
required.
 Notify Operational Area
Disaster
 Medical Coordinator (L.A. Co.

DHS)
Establish and operate emergency
medical care centers for essential
workers in the hazardous areas
following the evacuation of the
population.
 Alert E.O.C. PLANNING AND
E.O.C. LOGISTICS
Provide medical care at
shelter/congregate care centers.
 Obtain location of care sites
 Assign medical care units to
sites
Provide field medical care, including
triage, near or in affected areas.
 Obtain location of care sites
 Assign medical care units to
sites
Provide field medical care, including
triage, near or in affected areas.
 Obtain location of care sites
 Assign medical care units to
sites
Coordinate patient evacuation with
Movement Coordinator
 Contact GPD Police Operations
 Alert E.O.C. PLANNING

ASSIGNED RESPONSIBILITY
E.O.C. Operations – Deputy Chief
E.O.C. Operations – Deputy Chief
E.O.C. Operations – Medical Branch
Leader
E.O.C. Operations – Medical Branch
Leader
E.O.C. Operations – Medical Branch
Leader
E.O.C. Operations – Medical Branch
Leader
E.O.C. Operations – Deputy Chief
ANNEX D1 – MEDICAL OPERATIONS

RESPONSE TO ALL MAJOR DISASTERS
City of Glendale Emergency Plan
2008 4
Assist in reducing the patient
population in hospitals and other
health care facilities if evacuation is
necessary and continuing medical care
for those that cannot be evacuated.
 Notify Operational Disaster
Area Medical Coordinator (L.A.

Co. DHS)
 Alert E.O.C. PLANNING
Contact hospitals to determine their
capability to receive and treat
casualties.

Identify hospitals, nursing homes, and
other facilities that could be expanded
into emergency treatment center for
disaster victims.
 Coordinate with E.O.C.

PLANNING
Provide crisis augmentation of medical
personnel; e.g. nurses aides,
paramedics, Red Cross personnel, and
other trained volunteers.

Inform the Emergency Public
Information Officer of current
information for dissemination to the
public.

Have units dispatched to pick up
injured.

Determine if specialized equipment is
needed for medical personnel
operating in the affected areas.

Place medical personnel on standby
status.

Provide evacuation assistance to noninstitutionalized persons who required medical/nursing support.

ADDITIONAL ACTION IN

RESPONSE TO HAZARDOUS

MATERIAL INCIDENT
Notify hospitals/toxic center if
contaminated or exposed patients are
involved.

Coordinate with HazMat Unit
E.O.C. Operations – Deputy Chief
E.O.C. Operations – Deputy Chief
E.O.C. Operations – Deputy Chief
Fire Operations – Medical Branch
Leader
E.O.C. Operations – Deputy Chief
E.O.C. Operations – Deputy Chief
E.O.C. Operations – Deputy Chief
E.O.C. Operations – Medical Branch
Leader
E.O.C. Operations – Medical Branch
Leader
E.O.C. Operations – Medical Branch
Leader
City of Glendale Emergency Plan
2008 5

ADDITIONAL ACTION IN

RESPONSE TO FLOODING AND/OR

DAM FAILURE
Identify facilities subjects to flooding
and prepare to move people from
facilities.
 Alert E.O.C. PLANNING
Initiate the removal of patients from
nursing homes in flood plain.
 Coordinate with Movement and
Evacuation Unit within Police
Operations.

E.O.C. Operations – Deputy Chief
E.O.C. Operations – Deputy Chief
City of Glendale Emergency Plan
2008 1
Mission Objectives:
 Coordinate Preventive Health Services.
 Coordinate food handling and mass feeding sanitation services in emergency facilities with Care and Shelter Operations & L.A. Co. Health Services.  Inspect and advise on general sanitation matters.
 Coordinate health-related activities among other local public and private response agencies or groups.

ANNEX E – PUBLIC HEALTH OPERATIONS
LEAD DEPARTMENT: PUBLIC WORKS
City of Glendale Emergency Plan
2008 2
ANNEX E – PUBLIC HEALTH OPERATIONS

INCIDENT COMMAND STRUCTURE

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC

INFORMATION
City PIO
PIO Admin. Asst.

Deputy City Manager
Dept. Representatives
As needed
EOC

MANAGER
Emergency Svcs
Coordinator.

PLANNING

INTELLIGENCE
Sr. Planner

OPERATIONS

GFD D/C
GPD Capt.

FINANCE

ADMINISTRATION
Finance Exec. Asst.

GPD Exec. Asst.

GFD Exec. Asst.

LOGISTICS
Purchasing
Admin.

PUBLIC
WORKS

OPERATIONS
PUBLIC

HEALTH UNIT
Sr. Environmental Eng.
.

POLICY
GROUP
Department Heads

SOLID WASTE
Int. Waste Admin.

MM – Sanitation
FIRE – Industrial Waste
SEWER – Portable Toilets

MEDICAL /
HEALTH
Envir. Health & Safety
Admin.

Health Services Nurse
WATER

QUALITY
GWP Operations
LOS ANGELES CO.

PUB. HEALTH

OFFICER
County Assistance will be
required in these Public
Health Areas:

Vector
Infectious Disease
Preventative Health
Shelters
Food
Animal Control Issues
City of Glendale Emergency Plan
2008 3
ACTION

IF LITTLE OR NO DAMAGE IS

REPORTED, PREPARE TO SUPPORT

MORE HEAVILY DAMAGED
JURISDICTIONS.

IF EXTENSIVE DAMAGE IS REPORTED,

TAKE THE FOLLOWING ACTIONS AS
APPROPRIATE.

Inspect foodstuffs, water, drugs, and
other consumable for purity and usability.

Provide sanitation services in emergency
facilities.

Coordinate the procurement of portable
sewage pumps.

Conduct inspection health hazards in
damaged buildings.

Request assistance from the Regional
Disaster Medical/Health Coordinator, as
required.

Conduct field survey to detect damage to
water and sewage systems.

Locate and check status of potable water
sources.

Coordinate the transportation of water to
points of consumption.

Provide chemical toilets and other
temporary facilities for the disposal of
human waste and other infected refuse.

Coordinate health-related activities among
local public and private response agencies
or groups.

Coordinate the collection and disposal of
dead animals.

ASSIGNED RESPONSIBILITY
Public Health Unit/ County Health Dept.

Public Works Operations / Public Health
Unit
Public Works Operations / Public Health
Unit
Public Works Operations / Public Health
Unit
Public Works Operations / Public Health
Unit / E.O.C. Operations
Incident Commander
GWP Operations / Public Works Operations
GWP Operations
GWP / Logistics Transportation Unit
Public Works Operations / Public Health
Unit
Public Works Operations / Public Health
Unit
Public Works Operations / Public Health
Unit / Animal Control
ANNEX E1 – PUBLIC HEALTH OPERATIONS
LEAD DEPARTMENT: PUBLIC WORKS
City of Glendale Emergency Plan
2008 4
Coordinate, with the County Coroner, on
any health-related problems associated
with the disposal of the dead.

Police Operations Coroner Unit /
Public Works Operations /
Public Health Unit
City of Glendale Emergency Plan
2008 5
AGENCY
Los Angeles Co. Sanitation District (Scholl
Canyon)
United Site Services
Arrowhead Puritas
California Integrated Waste Management
Board (CIWMB) Permitting Branch

ACTIONS
Ensure continued operations of Scholl
Canyon Landfill for ultimate disposal of
storage of solid wastes.

Rental of portable toilets and emergency
installation of protective fences.

Sales and delivery of potable water.

Acquisition of permits for emergency
disposal of quantities exceeding existing
capacity.

ANNEX E2 – PUBLIC HEALTH OPERATIONS
LEAD DEPARTMENT: PUBLIC WORKS
City of Glendale Emergency Plan
2008 1
Mission Objectives:
 Identify human remains and provide adequate care (storage, posthumous examination, etc.)
 Inventory and protection of personal effects.
 Locate and notify next of kin.
 Determine the cause and manner of death.

ANNEX F – CORONER OPERATIONS
LEAD DEPARTMENT: POLICE
City of Glendale Emergency Plan
2008 2
ANNEX F – CORONER OPERATIONS

INCIDENT COMMAND STRUCTURE

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC

INFORMATION
City PIO
PIO Admin. Asst.

Deputy City Manager
Dept. Representatives
As needed
EOC

MANAGER
Emergency Svcs
Coordinator.

PLANNING

INTELLIGENCE
Sr. Planner

OPERATIONS

GFD D/C
GPD Capt.

FINANCE

ADMINISTRATION
Finance Exec. Asst.

GPD Exec. Asst.

GFD Exec. Asst.

LOGISTICS
Purchasing
Admin.

POLICE

OPERATIONS
On-Duty Watch
Commander

CORONER
UNIT
Investigative Svcs. Capt.

Detective Bureau Lt.

Robbery Homicide
Detail
Crime Lab.

POLICY
GROUP
Department Heads

LOS ANGELES
COUNTY
CORONER’S OFFICE
City of Glendale Emergency Plan
2008 3

IF THERE ARE ONLY A FEW OR NO FATALITIES, PREPARE TO SUPPORT MORE HEAVILY DAMAGED JURISDICTIONS.

IF THERE ARE A LARGE NUMBER OF FATALITIES, TAKE THE FOLLOWING ACTIONS AS APPROPRIATE.

ACTIONS
Alert staff to report to pre-designated
locations.

Establish morgue facilities.

Procure temporary cold storage
facilities or vehicles if required.

Establish collection points to facilitate
body recovery operations.

Collect and tag bodies.

Transport human remains to
morgue(s).

Establish additional temporary morgue
facilities as needed.

Identify remains.

Notify next to kin.

Request mutual aid assistance through
the Los Angeles Co. Operational Area.

ASSIGNED RESPONSIBILITY
Coroner Unit
Coroner Unit
Logistics – Supply & Procurement Unit/
Logistics – Transportation Unit
Logistics – Supply & Procurement Unit
Coroner Unit
Coroner Unit
Coroner Unit
Coroner Unit
Coroner Unit
Police Chief or designee
ANNEX F1 – CORONER OPERATIONS
LEAD DEPARTMENT: POLICE
City of Glendale Emergency Plan
2008 4
NAME

CABOT & SONS

CRIPPEN MORTUARY

EKERMAN-HEISMAN

FOREST LAWN

GLASBAND WILLEN

SCOVERN / WOODS

ADDRESS
27 Chestnut
Pasadena
2900 Honolulu Ave.

La Crescenta
333 E. Magnolia Blvd.

Burbank
1712 S. Glendale Ave.

Glendale
6300 Forest Lawn Dr.

Burbank
5423 Tujunga Ave.

North Hollywood
511 S. Central Ave.

Glendale
ANNEX F2 – CORONER OPERATIONS

MORTUARY FACILITIES
City of Glendale Emergency Plan
2008 5

The Glendale Police Department Emergency Action Plan contains additional detailed information regarding this function and the processing of deceased victims during a major disaster.

For planning purposed, the Los Angeles County Coroner has established the following guidelines pertaining to emergency coroner functions.

State I (10-100 Fatalities)
The Coroner’s Office is equipped to hand and processes an event of this magnitude through the central facility. (Normal caseload averages 48 per day) State II (101-1000 Fatalities)
Most of the normal functions of the central facility would be disrupted and would not be able to handle the normal caseload. It may be necessary to establish temporary morgue facilities and recruit local funeral directors and their equipment/supplies.

State III(>100-1000 Fatalities)
A total disruption of normal workload. All funeral directors’ establishments (204 in L.A.

County) and cemeteries (56) would be recruited. Depending on the scope of the incident, public health concerns may arise. Mutual aid form local, state and federal agencies will be required.

Additional guidelines and specific functional direction is maintained in the Mortality Management during Disaster Operations policy, contained in the Glendale Police Department Emergency Action Plan.

ANNEX F3 – CORONER OPERATIONS

MORTALITY MANAGEMENT POLICY
City of Glendale Emergency Plan
2008 1

Mission Objectives:
 In conjunction with the Red Cross, coordinate and/or support food, clothing, shelter, and other basic necessities of life, on a mass care basis, to persons unable to provide for them as a result of a disaster.
 Coordinate and/or support an inquiry service in conjunction with the Red Cross to reunite separated families or respond to inquiries from relatives and friends outside the affected areas.
 Provide food, clothing, shelter, and other basic necessities of life to city employees and their families as necessary.
 Assure an orderly transition from mass care, to separate family living, to postdisaster recovery.

ANNEX G – CARE AND SHELTER OPERATIONS
LEAD DEPARTMENT: PARKS, RECREATION, COMM. SERVICES
City of Glendale Emergency Plan
2008 2
ANNEX G – CARE AND SHELTER OPERATIONS

INCIDENT COMMAND STRUCTURE

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC

INFORMATION
City PIO
PIO Admin. Asst.

Deputy City Manager
Dept. Representatives
As needed
EOC

MANAGER
Emergency Svcs
Coordinator.

PLANNING

INTELLIGENCE
Sr. Planner.

OPERATIONS

GFD D/C
GPD Capt.

FINANCE

ADMINISTRATION
Accounting Systems Admin.

Fin. & Admin. Svcs. Exec.

Asst.

LOGISTICS
Purchasing
Admin.

POLICY
GROUP
Department Heads
PARKS

OPERATIONS
Asst. Dir. Parks, Rec.,
& Community Svcs.

Recreation Admin
Recreation Spvr...

EMPLOYEE CARE
& SHELTER UNIT
Recreation Spvr.

Program Spvr.
(Library) Customer Svcs.

Representative

PUBLIC MASS
CARE &

SHELTER UNIT
Recreation Administrator
Recreation Spvr.

Program Spvr.

GWP

WATER UNIT
GUSD

RED CROSS
City of Glendale Emergency Plan
2008 3
Note: The Crescenta Valley/Glendale Chapter of the American Red Cross is considered the agency with primary responsibility for establishing a mass care facility, with support from the city as necessary. In the event the Red Cross is unavailable or seriously delayed in their response, the following actions will be taken by the City until such time the Red Cross can support this function.

ACTION
Determine the location(s) impacted,
and estimated numbers of persons
needing shelter:
 Coordinate Operations and Plan
Officers(s)
 Survey field units
 Establish contact with Red
Cross and Glendale Unified
School District (GUSD)
 Coordinate as necessary with
other EOC Branches
Determine the location, condition and
availability of possible shelter sites:
 Coordinate inspection/survey
with Public Works Operations
(Building Inspection)
 Survey schools sites
 Survey City facilities
 Survey Churches
Activate shelter site(s)
 Notify site owner
(agency/organization)
 Notify Red Cross and/or GUSD
 Coordinate with Plan, Logistics
and Public Information
Branches in EOC
 Notify shelter management
team leaders and shelter
management teams.

Establish shelters and operate mass
care and feeding at sites
 Assign shelter management
teams
 Request shelter materials,
equipment, and supplies from
Red Cross

ASSIGNED RESPONSIBILITY
Parks Operations Coordinator/
Care & Shelter Unit Leader
Parks Operations Coordinator/
Care & Shelter Unit Leader/
Field Units
Parks Operations Coordinator/
Care & Shelter Unit Leader
Red Cross Representative/
Logistics-Personnel Unit
Parks Operations Coordinator/
Care & Shelter Unit Leader
Red Cross Representative/
Logistics – Supply Procurement Unit/
Logistics – Personnel Unit/
GWP Operations – Water Unit
ANNEX G1 – CARE AND SHELTER OPERATIONS

RESPONSE TO ALL MAJOR DISASTERS
City of Glendale Emergency Plan
2008 4
 Coordinate needs with EOC
Logistics Branch and Public
Services Water Unit as
necessary
 Coordinate with Logistics –
Personnel Unit to register and
assign volunteer to augment
shelter management teams as
necessary.

Determine if there is a need for an
employee shelter.
 Coordinate with all EOC
Branches to determine
employee need(s)
 Identify employee shelter
site(s)
 Alert Employee Care & Shelter
Unit Leader(s) (Library Staff)
 Establish shelter as necessary
 Notify all EOC Branches of
employees shelter(s)
Establish and operate employee
shelter at identified site(s).
 Assign shelter management
teams
 Request shelter materials,
equipment, and supplies from
Red Cross
 Coordinate needs with EOC
Logistics Branch and Public
Service Water Unit as
necessary
 Coordinate with Logistics –
Personnel Unit to register and
assign volunteers to augment
shelter management teams as
necessary
Coordinate with the Red Cross to
ensure the implementation of an
inquiry service to reunite families.
 Maintain updated lists of
victims and their location(s)
 Provide EOC Plans Section with
regular updates
Coordinate victim movement with EOC
Operations and Plans.

Parks Operations Coordinator/
Employee Shelter Unit Leader
Parks Operations Coordinator/
Care & Shelter Unit Leader
Red Cross Representative/
Logistics – Supply Procurement Unit/
Logistics – Personnel Unit
GWP Operations – Water Unit
Parks Operations Coordinator/
Care & Shelter Unit Leader
Red Cross Representative/
Employee Care & Shelter Unit Leader
Care & Shelter Unit Leader/
Police Operations – Movement Coordinator
City of Glendale Emergency Plan
2008 5
In the event hospitals are not available
or heavily impacted, coordinate the
provision of medical care at shelter
sites.
 Coordinate with Red Cross
 Coordinate with Fire
Operations- Medical Unit
Provide Emergency Public Information
Officer with current information for
public dissemination.

Parks Operations Coordinator/
Care & Shelter Unit Leader
Employee Care & Shelter Unit Leader/
Red Cross Representative
Parks Operations Coordinator/
Public Information Officer
City of Glendale Emergency Plan
2008 1
Mission Objectives:
 Expedite the movement of persons from hazardous areas.  Control evacuation traffic.
 Provide adequate means of transportation for disabled persons, the elderly, and persons without vehicles.
 Provide for the procurement, allocation, and use of necessary transportation resources and law enforcement resources by means of mutual aid or other agreements.

ANNEX H – MOVEMENT & EVACUATION OPERATIONS
LEAD DEPARTMENT: POLICE
City of Glendale Emergency Plan
2008 2
ANNEX H – MOVEMENT AND EVACUATION OPERATIONS

INCIDENT COMMAND STRUCTURE

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC

INFORMATION
City PIO
PIO Admin. Asst
Deputy City Manager
Dept. Representatives
As needed
EOC

MANAGER
Emergency Svcs
Coordinator.

PLANNING

INTELLIGENCE
Sr. Planner

OPERATIONS

GFD D/C
GPD Capt.

FINANCE

ADMINISTRATION
Finance Exec. Asst.

GPD Exec. Asst.

GFD Exec. Asst.

LOGISTICS
Purchaisng
Admin.

POLICE

OPERATIONS
On-Duty Watch
Commander

MOVEMENT
UNIT
Traffic Dept. Lt.

Traffic Motors
Parking Checkers
POLICY
GROUP
Department Heads

TRANSPORTATION
UNIT

MASS CARE
& SHELTER
UNIT
City of Glendale Emergency Plan
2008 3

ACTION
Determine the area that will require
evacuation.

Estimate the number of people in the
evacuation area.

Estimate number of persons needing
transportation assistance.

Coordinate with Access Control Unit to
identify major evacuation routes and
establish traffic control points.

Establish evacuation assembly points.

Dispatch units to warn threatened area.

Notify radio and TV stations to broadcast
warning. (Coordinate with the City Public
Information Officer and Media Relations
Unit).

Dispatch buses to designated assembly
points.

Dispatch units to traffic and access control
points.

Provide crowd control at assembly points.

Place two trucks on standby to assist
disabled vehicles on evacuation routes.

Monitor status of warning and evacuation
process.

Notify Red Cross to open designated
Reception Center.

Monitor traffic flow on evacuation routes.

Establish security patrol and access
control procedures.

ASSIGNED RESPONSIBILITY
EOC Police Operations/
Movement & Evacuation Unit
Movement & Evacuation Unit
Movement & Evacuation Unit
Movement & Evacuation Unit/
Access Control Unit
Movement & Evacuation Unit
EOC Police Operations/
Alerting & Warning Unit
Alerting & Warning Unit
Movement & Evacuation Unit
Movement & Evacuation Unit
Movement & Evacuation Unit
EOC Police Operations
Movement & Evacuation Unit
EOC Parks Operations/
Care & Shelter Unit
Movement & Evacuation Unit
EOC Police Operations
ANNEX H1 – MOVEMENT & EVACUATION OPERATIONS

RESPONSE TO ALL MAJOR DISASTERS
City of Glendale Emergency Plan
2008 1
Mission Objectives:
 Locate endangered, trapped, disabled and/or isolated persons  Gain access to persons in need of assistance/rescue
 Administer first aid
 Extricate trapped and injured persons
 Move persons to safety
 Perform initial triage of injured persons
 Transport non-ambulatory injured to Casualty Collection Points or medical care facilities
 Remove dead as incidental to rescue efforts
 Tag injured and deceased
 Report conditions, needs, observations of damage, resource status, and progress to proper authorities
 Provide food, lodging, equipment, materials, and supplies to rescue personnel  Mark structures and facilities which have been searched ANNEX I – RESCUE OPERATIONS
LEAD DEPARTMENT: FIRE
City of Glendale Emergency Plan
2008 2
ANNEX I – RESCUE OPERATIONS

INCIDENT COMMAND STRUCTURE

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC

INFORMATION
City PIO
PIO Admin. Asst.

Deputy City Manager
Dept. Representatives
As needed
EOC

MANAGER
Emergency Svcs
Coordinator.

PLANNING

INTELLIGENCE
Sr. Planner

OPERATIONS

GFD D/C
GPD Capt.

FINANCE

ADMINISTRATION
Finance Exec. Asst.

GPD Exec. Asst.

GFD Exec. Asst.

LOGISTICS
Purchaisng Admin.

FIRE

OPERATIONS
On-Duty Watch
Commander
RESCUE
UNIT

GFD B/C

USAR CAPTAIN
(A-B-C Platoon)
POLICY
GROUP
Department Heads
City of Glendale Emergency Plan
2008 3
ACTION
Mobilize available public and private
rescue personnel and equipment.

Organize rescue teams.

Assign teams to areas according to
established priorities.

Establish communications net and
reporting procedures.

Assign mutual aid resources arriving from
other jurisdictions.

Recruit volunteers.

Monitor resources and team activities.

Coordinate with Disaster Medical, Public
Health, and Coroner Coordinators for the
care and collection of fatalities.

Request assistance from the Los Angeles
County Operational Area as required.

ADDITIONAL ACTIONS TO BE TAKEN

IN RESPONSE TO A HAZARDOUS

MATERIALS INCIDENT
Check with scene coordinator to
determine existing or potential rescue
requirements.

Ensure that personnel have adequate
protective clothing and breathing
apparatus if operating in hazardous areas.

Coordinate with Medical Unit, Public
Health Unit and Coroner Unit Leaders on
care of injured and collection of fatalities.

Coordinate with Logistics Officer for
emergency generators and other equip.

ASSIGNED RESPONSIBILITY
On-Duty Operations Battalion Chief
On-Duty Operations Battalion Chief
EOC Operations / Fire Operations/
On-Duty Operations Battalion Chief
On-Duty Operations Battalion Chief
Verdugo Fire Communications/
EOC Fire Operations
Logistics Officer/
On-Duty Operations Battalion Chief
Logistics Personnel Unit
On-Duty Operations Battalion Chief
EOC Fire Operations Officer
EOC Fire Operations Officer/
On-Duty Operations Battalion Chief
On-duty Operations Battalion Chief
Safety Officer/
Company Commanders
EOC Fire Operations Officer/
On-Duty Operations Battalion Chief
EOC Fire Operations Officer/ On-Duty
Oper. Battalion Chief / Company Comm.

ANNEX I1 – RESCUE OPERATIONS
LEAD DEPARTMENT: FIRE
City of Glendale Emergency Plan
2008 4
City of Glendale Emergency Plan
2008 1
Mission Objectives:
 Assess post-event serviceability of facilities and structures  Conduct emergency repair and/or restoration of essential streets, roads, highways and related bridges, overpasses and tunnels
 Conduct emergency debris clearance and route recovery operations  Conduct damage assessment activities, including building structural inspections and placarding
 Conduct flood fighting operations
 Restore/maintain sanitation and sewer systems
ANNEX J – CONSTRUCTION & ENGINEERING OPERATIONS
LEAD DEPARTMENT: PUBLIC WORKS
City of Glendale Emergency Plan
2008 2
ANNEX J – CONSTRUCTION AND ENGINEERING OPERATIONS

INCIDENT COMMAND STRUCTURE

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC

INFORMATION
City PIO
PIO Admin. Asst.

Deputy City Manager
Dept. Representatives
As needed
EOC

MANAGER
Emergency Svcs
Coordinator.

PLANNING

INTELLIGENCE
Sr. Planner

OPERATIONS

GFD D/C
GPD Capt.

FINANCE

ADMINISTRATION
Finance Exec. Asst.

GPD Exec. Asst.

GFD Exec. Asst.

LOGISTICS
Purchasing
Admin.

PUBLIC WORKS

OPERATIONS
P.W. Maintenance
Services Admin.

CONSTRUCTION
& ENGINEERING
City Engineer
POLICY
GROUP
Department Heads
DAMAGE

ASSESSMENT
Principal Civil Engineer

REPAIR /

CONSTRUCTION
Principal Civil Engineer
City of Glendale Emergency Plan
2008 3
ACTION
Dispatch units to survey for damage,
fires, landslides and other effects.

Dispatch team to check reservoirs.

Check key facilities, public works yards,
and other facilities to determine the
extent of damage and ability to operate.

Provide alternate communication links
where needed.

Assure that equipment under cover has
been moved to open areas to prevent
damage in the event of aftershocks.

ASSIGNED RESPONSIBILITY
Public Works OPS/ Construction &
Engineering / Damage Assessment Unit

GWP OPS
Public Works OPS/ Construction &
Engineering
Logistics / Communication & Information
Services
Public Works OPS

IF LITTLE OR NO DAMAGE IS REPORTED, PREPARE TO SUPPORT MORE HEAVILY DAMAGED JURISDICTIONS.

IF EXTENSIVE DAMAGE IS REPORTED, TAKE THE FOLLOWING ACTIONS AS APPROPRIATE.

Activate public, contractual and volunteer
forces.

Mobilize personnel, heavy equipment and
vehicles at designated Multi-purpose
Staging Areas.

Determine priorities for construction and
engineering activities.

Organize crews to clear debris which
hampers emergency response activities.

Provide barricades for traffic and access
controls.

Assign engineering teams to determine
capacity and safety of bridges,
underpasses, and roadways.

Assign teams to inspect buildings and
structures critical to emergency
operations and public safety.

EOC OPS/ Public Works OPS/
Construction & Engineering Unit
Public Works OPS/Construction &
Engineering/ Transp. Ground Sup.

EOC OPS/ Public Works OPS/Construction
& Engineering Unit
Public Works OPS/Construction &
Engineering/ Repair & Const. Unit
Logistics / Transportation Unit
ANNEX J1 – CONSTRUCTION & ENGINEERING OPERATIONS

RESPONSE TO ALL MAJOR DISASTERS
City of Glendale Emergency Plan
2008 4
Assign teams to inspect Civic Center and
other critical buildings.

Advise residents and EOC of the need for
evacuation of hazardous structures.

Cordon-off and placard hazardous
structures.

Compile Inspection results (ATC 20) and
communicate to EOC / Planning.

Construct detours and alternate routes
according to plans.

Repair damage to essential routes.

Coordinate with utilities on repair efforts.

Clear debris from Flood Control System to
prevent flooding.

Assist in the removal and tagging of dead
persons, as requested.

Provide information to Jurisdiction PIO.

Request assistance from the Operational
Area Construction and Engineering
Coordinator.

Coordinate on controlled release of water
from reservoir to avoid failure.

Public Works OPS/ Construction &
Engineering Damage Assessment Unit
Public Works OPS/ Construction &
Engineering Damage Assessment Unit
Public Works OPS/ Construction &
Engineering Damage Assessment Unit
Public Works OPS/ Construction &
Engineering Damage Assessment Unit
Public Works OPS/ Construction &
Engineering Damage Assessment Unit
Public Works OPS/ Construction &
Engineering/ Repair & Const. Unit
Public Works OPS/ Construction &
Engineering/ Repair & Const. Unit
Public Works OPS/ Construction &
Engineering/ Repair & Const. Unit
Logistics/Transportation
Public Works OPS/ Public Works PIO
Public Works OPS/ EOC OPS

GWP OPS
City of Glendale Emergency Plan
2008 5
AGENCY
A. Internal Resources

1. Public Works Street & Field
Services

2. Building Inspection Section
B. External Resources

1. Richardson Equipment
4311 San Fernando Rd.

2. Home Depot
5040 San Fernando Rd.

3. Sully-Miller Construction
1100 E. Orangethorpe
(Anaheim)

4. Nobest Inc.

Westminster

ACTIONS
Street Repair, Debris Removal,
Barricading, Sewer/Drainage Rep.

Supplies: 150 blank ATC 20”s (rapid
damage assessment)
900 green placards (safe),
900 yellow placards (limited entry)
900 red placards (unsafe)
24 rolls of duct tape
Heavy/Light Equipment
Construction Material
Bridges/Street Repair, Debris removal
Bridges/Street Repair. Debris removal
ANNEX J2 – CONSTRUCTION & ENGINEERING OPERATIONS

SUPPORTING ORGANIZATIONS
City of Glendale Emergency Plan
2008 1
Mission Objectives:
 Procure and allocate essential resources (personnel and materials) to support emergency operations
 Provide support for incoming mutual aid resources
 Provide support and management of donated aid resources  Provide supplies for mass care facilities, multi-purpose staging areas, and medical facilities
 Coordinate and oversee 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  Provide supplies for the EOC, field operations and other necessary facilities  Purchase items within limits of delegated authority from Finance/Administrative Services. Coordinate with the Finance/Administrative Service Section on actions necessary to purchase or contract for items exceeding delegated authority  Arrange for the delivery of the items requisitioned, contracted for / or purchased  Maintain records to ensure a complete accounting of supplies procured and monies expended
 Support activities for restoration of disrupted services and utilities ANNEX K1 – SUPPLY & PROCUREMENT UNIT
LEAD DEPARTMENT: FINANCE & ADMINISTRATION SERVICE
City of Glendale Emergency Plan
2008 2
ANNEX K1 – SUPPLY AND PROCUREMENT UNIT

INCIDENT COMMAND STRUCTURE

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC

INFORMATION
City PIO
PIO Admin. Asst.

Deputy City Manager
Dept. Representatives
As needed
EOC

MANAGER
Emergency Svcs
Coordinator.

PLANNING

INTELLIGENCE
Sr. Planner

OPERATIONS

GFD D/C
GPD Capt.

FINANCE

ADMINISTRATION
Finance Exec. Asst.

GPD Exec. Asst.

GFD Exec. Asst.

LOGISTICS
Purchasing
Admin.

POLICY
GROUP
Department Heads

SUPPLY &

PROCUREMENT
UNIT
Purchasing
Administrator
Buyer Supervisor

SERVICES
BRANCH
Buyer
Office Svcs. Asst. II

SUPPORT
BRANCH
Buyer Supervisor
Office Svcs. Asst II
City of Glendale Emergency Plan
2008 3
ACTION

START-UP ACTIONS
Check in upon arrival at the EOC:

Identify yourself as the Supply &
Procurement Unit/ Branch Leader by
putting on the vest with your title. Print
you name on the EOC organization chart
next to you assignment.

Report to the Logistics Section
Coordinator and obtain a briefing on the
situation.

Review your position responsibilities.

Review emergency purchasing and
contracting procedures.

Clarify any issues regarding your authority
and assignment and what others in the
organization do.

Activate elements of your Branch/Unit,
establish work area, assign duties and
ensure Branch/Unit journal/log is open
using an ICS-214 log form.

Determine 24- hours staffing requirement
and request additional support as
required.

Ensure that all your incoming Branch/Unit
personnel are fully briefed.

Coordinate with Operations and Plans
Sections. Based on the situation as known
or forecast, determine likely future
Branch/Unit needs.

Using activity log (ICS-214), maintain all
required records and documentation to
support the City’s After-Action Report and
the history of the emergency/ disaster.

ASSIGNED RESPONSIBILITY
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
ANNEX K1 – SUPPLY & PROCUREMENT UNIT

RESPONSE TO ALL MAJOR DISASTERS
City of Glendale Emergency Plan
2008 4
Document:
 Messages received
 Action taken
 Decision justification and
documentation
 Request filled
 EOC personnel and time on
duty

GENERAL OPERATIONAL DUTIES
Develop a plan for your Branch / Unit
operations and support of field
operations as requested. Assign
specific responsibilities.

Keep up to date on the situation and
resources associated with your
Branch/Unit. Maintain current
status reports and displays.

Keep the Logistics Section Coordinator
advised of your Branch / Unit status
and activity and on any problem areas
that now need or will require solutions.

Provide periodic situation or status
reports to your Section Coordinator for
updating information to the
Planning/Intelligence Section.

Establish operating procedure with the
Logistics Section for use of telephone,
radio and data systems. Make any
priorities or special requests known.

Review situation reports as they are
received. Verify information where
questions exist.

Anticipate potential situation changes,
such as severe aftershocks, in all
Branch/Unit planning. Develop a
backup plan for all plans and
procedures requiring off-site
communications.

Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Logistics Officer/
Supply & Procurement Unit Leader
Logistics Officer/
Supply & Procurement Unit Leader
Services Branch Leader
Support Branch Leader
Precise information is essential to meet
requirements for possible reimbursement by
State OES and FEMA
City of Glendale Emergency Plan
2008 5
Conduct periodic briefings for your
Branch/Unit. Ensure they are aware of
priorities.

Refer all media contacts to the Public
Information Unit.

Be prepared to participate in the EOC
Director’s Action Planning Meetings
and policy decisions when requested.

Ensure that all your Branch / Unit
personnel time records are provided to
your Section Coordinator at the end of
each operational period.

Meet and coordinate activities with
Finance/Administration Section and
determine purchasing authority to be
delegated to Procurement Unit.

Review, verify and process requests
from other sections for resources.

A LOG OF ALL REQUESTS AND

THEIR DISPOSITION MUST BE
MAINTAINED:
 Resources readily available
 Resources requests
 Status of shipments
 Priority resource requirements
 Shortfalls
Coordinate with other branches/
groups/ units as appropriate on
resource request received from
operations forces to ensure there is no
duplication of effort or requisition.

Determine if needed resources are
available form city stocks, mutual aid
sources or other sources. Arrange for
delivery as needed. Coordinate with
Transportation Unit as needed.

Notify Finance/Administration Section
of procurement needs that exceed
delegated authority. Obtain needed
authorization and paperwork.

Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
City of Glendale Emergency Plan
2008 6
If contracts are needed for procuring
resources, request that Finance/
Administration Section develop
necessary agreements.

Identify to the Logistics Section
Coordinator any significant resources
request(s) which cannot be met
through local action. Suggest
alternative methods to solve the
problem if possible.

Establish contact with the Operations
Section (GWP – Water Unit) and Red
Cross representative(s) and discuss
the food and potable water situation
with regard to mass care shelters and
mass feeding locations. Coordinate
actions.

Establish a plan field and EOC feeding
operations. Coordinate with Operations
Section to avoid duplication.

Assemble resource documents which
will allow for agency, vendor and
contractor contacts; e.g., telephone
listings, procurement catalog,
directories and supply locations.

Provide updated reports on resource
status to Planning Section – Resources
Status Unit.

Procure and arrange for basic
sanitation and health needs at mass
care facilities (toilets, showers, etc.) as
requested by Operation Section.

Ensure the organization, management,
coordination and channeling of
donations of goods from individual
citizens and volunteer groups during
and following the disaster/emergency.

Be prepared to provide input to the
After-Action Report.

Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Supply & Procurement Unit Leader
Services Branch Leader/
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
City of Glendale Emergency Plan
2008 7
Determine what follow-up to your
assignment might be required before
you leave. Deactivate the Supply and
Procurement Unit position and close
out logs when authorized by the
Logistics Sect. Officer
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
City of Glendale Emergency Plan
2008 8

The following reference materials are maintained on file in the Purchasing Office, 3rd Floor, and Perkins Building.

NAME DESCRIPTION
All vendors who have submitted a vendor
registration can be sorted by commodity or
service or NIGP codes.

Vendor File
California Assoc. of Public
Purchasing Officers (CAPPO)
National Inst. of Governmental
Purchasing
National Purchasing Institute
Telephone Directory (White
Pages & Yellow Pages)
Annual Vendor Listing
Blue Book of Building &
Construction for Greater
Southern California Area
Regional Industrial Buying
Guide
Thomas Register
Directory of state purchasing officials
Directory of state purchasing officials
Directory of state purchasing officials
Various for greater Los Angeles & Orange
County Area
Printout of previous years (city) vendors
A classified and alphabetical listing of
general contractors, architects, engineers,
equipment, supplies and services
Index to products and services for
Southern California, Arizona and Nevada
Nationwide listing of manufactures
ANNEX K2 – SUPPLY & PROCUREMENT UNIT

REFERENCES & SUPPORTING ORGANIZATIONS
City of Glendale Emergency Plan
2008 1

Mission Objectives:
 To procure and allocate personnel resources to support emergency operations.

ANNEX K2- PERSONNEL
LEAD DEPARTMENT: HUMAN RESOURCES
City of Glendale Emergency Plan
2008 2

ANNEX K2 – PERSONNEL RESOURCES

INCIDENT COMMAND STRUCTURE

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC

INFORMATION
City PIO
PIO Admn. Asst.

Deputy City Manager
Dept. Representatives
As needed
EOC

MANAGER
Emergency Svcs
Coordinator.

PLANNING

INTELLIGENCE
Sr. Planner

OPERATIONS

GFD D/C
GPD Capt.

FINANCE

ADMINISTRATION
Finance Exec. Asst.

GPD Exec. Asst.

GFD Exec. Asst.

LOGISTICS
Purchasing
Admin.

POLICY
GROUP
Department Heads

PERSONNEL
UNIT
Asst. Dir. Human Res.

DISPATCH &

TRACKING
GROUP
Human Resources Analyst

REGISTRATION
GROUP
Human Resources
Admin.

CARE &

SHELTER

OPERATIONS

LOGISTICS

TRANSPORTATION
UNIT
City of Glendale Emergency Plan
2008 3

ACTION

PERSONNEL UNIT LEADER
Ensure Registration and Dispatch &
Tracking leaders are assigned.
 Identify personnel, make
assignments
 Distribute copies of resource list
Establish contact with Logistics Chief and
Leaders of Transportation, Supply &
Procurement, and Care & Shelter.
 Make contacts, establish
communication method
Monitor status of requests for emergency
volunteers.
 Obtain information regarding
number of volunteers needed,
reason for request, contact person
at site, and any equipment that will
be need it
 Forward information to Dispatch &
Tracking
 Coordinate transportation of
volunteers
 Coordinate with Supply &
Procurement for equipment or
supplies that the volunteer need to
perform the assignment
Monitor staffing requirements for
emergency shelters.
 Coordinate with Care & Shelter and
determine the number of shelters,
locations, and staffing needs
 Forward information to Dispatch &
Tracking
 Coordinate transportation of
volunteers
Coordinate with Logistics Chief and P.I.O.
to disseminate information to public
pertaining to volunteer registration sites.
 Make contacts, coordinate with
P.I.O.

ASSIGNED RESPONSIBILITY
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Sr. Human Resources Analyst
ANNEX K2- PERSONNEL

RESPONSE TO ALL MAJOR DISASTERS
City of Glendale Emergency Plan
2008 4

Conduct periodic briefings with
Registration and Dispatch & Tracking
Leaders.

REGISTRATION GROUP LEADER
Ensure Registered and Walk-in Volunteer
sections are established.
 Make staffing assignment
 Establish method of communication
 Identify appropriate check-in,
registration, and staging areas,
notify Personnel unit leader of
locations and staffing.

Obtain registered volunteer list and
distribute to Registered Volunteer Section.

Ensure Walk-in volunteer section has
supplies to register volunteer (chair,
tables, applications, camera, and
identification cards).

Establish section to assist with recruiting
outside resources.
 Make staffing assignment
 Establish method of communication
 Identify appropriate check-in,
registration and staging areas,
notify Personnel Unit Leader of
locations and staffing

DISPATCH & TRACKING GROUP
LEADER
Ensure appropriate staging area is
available for volunteers.
 Identify area (Personnel Training
Room or alternate location), set up
chairs if available
 Communicate location to
Registration section and Personnel
Unit Leader
Obtain assignment/tracking sheets.

Assign staff members to assist with
dispatch and tracking.
 Identify needs
 Assign positions, direct/assist staff
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Sr. Human Resources Analyst
City of Glendale Emergency Plan
2008 5

Maintain list of available volunteers,
periodically update Personnel Unit Leader.
 Determine if volunteer is suited for
strenuous or non-strenuous
activities
 Maintain list of both types of
volunteers, to assist in dispatching
Fill requests from Personnel Unit.
 Assign volunteers, provide name of
contact person at specific sit
 Make a log of names and number
of volunteers dispatched, means of
transportation, and locations
 Assist with providing transportation
 Monitor arrival and movement of
dispatched volunteers
 Document when volunteers are
released

PRE-REGISTERED VOLUNTEER

SECTION LEADER
Assign staff members to section.
 Determine number of persons
needed
 Assign positions, direct/assist staff
Process pre-registered volunteers.
 Verify identity of volunteer
 Administer loyalty oath
 Send volunteer to staging
Documentation
 Identify and number of volunteers
sent to staging, number of preregistered volunteers who have not yet been processed
Provide periodic updates to Registration
Leader

WALK-IN VOLUNTEER SECTION LEADER
Assign staff members to section.
 Determine number of persons
needed
 Assign positions, direct/assist staff
Sr. Human Resources Analyst
Section Staff
Sr. Human Resources Analyst
Section Staff
Sr. Office Service Assist.

Sr. Office Service Assist.

Section Staff
Sr. Office Service Assist.

Sr. Office Service Assist.

Sr. Office Service Assist.

City of Glendale Emergency Plan
2008 6

Process walk-in volunteers.
 Have volunteer fill out application
 Verify identity of volunteer
 Administer loyalty oath
 Issue identification and send to
staging
Documentation
 Identify and number of volunteers
sent to staging
Provide periodic updates to Registration
Leader.

OUTSIDE SKILLED RESOURCES

SECTION LEADER
Set up area where section will be located
(Personnel conference room or alternate
location).

Assign staff members as needed.

Obtain Divisional resource lists for outside
personnel.

Fill requests from Personnel Unit.
 Make contacts with designated
resources
 Tell persons to report to Outside
Resource Section
 Have volunteer fill out application
 Verify identify of volunteer
 Administer loyalty oath
 Issue identification and send
volunteer to staging
Documentation
 Identity and number of volunteer
sent to staging
Provide periodic updates to Registration
Leader.

Sr. Office Service Assist.

Sr. Office Service Assist.

Sr. Office Service Assist.

Sr. Office Service Assist.

Sr. Human Resources Analyst
Sr. Human Resources Analyst
Section Staff
Section Staff
Section Staff / Documentation
Sr. Human Resources Analyst
City of Glendale Emergency Plan
2008 1
Mission Objectives:
 Procure and allocate required transportation resources  Provide support for incoming mutual aid resources
 Provide support and management of transportation resources and major equipment  Provide support for the distribution of food and other essential supplies ANNEX K3 – TRANSPORTATION

RESPONSE TO ALL MAJOR DISASTERS
City of Glendale Emergency Plan
2008 2
ANNEX K3 – TRANSPORTATION

INCIDENT COMMAND STRUCTURE

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC

INFORMATION
City PIO
PIO Admin. Asst.

Deputy City Manager
Dept. Representatives
As needed
EOC

MANAGER
Emergency Svcs
Coordinator.

PLANNING

INTELLIGENCE
Sr. Planner

OPERATIONS

GFD D/C
GPD Capt.

FINANCE

ADMINISTRATION
Finance Exec. Asst.

GPD Exec. Asst.

GFD Exec. Asst.

LOGISTICS
Purchasing
Admin.

POLICY
GROUP
Department Heads

TRANSPORTATION
UNIT
Transportation Administrator
GROUND

SUPPORT
Transportation &
Parking Spvr.

TRANSPORT

VEHICLES
Equipment Maint. Spvr.

City of Glendale Emergency Plan
2008 3

IF A LITTLE OR NO DAMAGE IS REPORTED, PREPARE TO SUPPORT MORE HEAVILY DAMAGED JURISDICTIONS.

IF EXTENSIVE DAMAGE IS REPORTED, TAKE ACTION AS APPROPRIATE.

ANNEX K3.2 – TRANSPORTATION

RESPONSE TO ALL MAJOR DISASTERS
City of Glendale Emergency Plan
2008 1
Mission Objectives:
 Maintain water, and electrical systems and services
 Provide for the restoration of water and electrical systems in affected areas  Provide emergency electrical power to critical city facilities, pumping stations, and other vital area
 Provide for the distribution of potable water to affected areas, mass care shelters, and critical facilities
ANNEX K4 – UTILITY OPERATIONS
LEAD DEPARTMENT: WATER & POWER (GWP)
City of Glendale Emergency Plan
2008 2
ANNEX K4.1 – UTILITY OPERATIONS INCIDENT COMMAND STRUCTURE

DISASTER

COUNCIL
City Council

INCIDENT

COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC

INFORMATION
City PIO
PIO Admin. Asst.

Deputy City Manager
Dept. Representatives
As needed
EOC

MANAGER
Emergency Svcs
Coordinator.

PLANNING

INTELLIGENCE
Sr. Planner

OPERATIONS

GFD D/C
GPD Capt.

FINANCE

ADMINISTRATION
Finance Exec. Asst.

GPD Exec. Asst.

GFD Exec. Asst.

LOGISTICS
Purchasing Admin.

POLICY
GROUP
Department Heads
GWP

OPERATIONS
Electrical Svcs. Adimn.
(EOC)

ELECTRIC

OPERATIONS
Power Mgt.

Administrator
(EOC)
WATER

OPERATIONS
Water Svce. Admin.

YARD
Elec. Superintendent
*Stations
*Field Crews
*Howard Sub.

POWER
PLANT
Superintendent/
Shift Spvr.
*Operations
*Mechanical
YARD
Supt. Operations Supv.
*Damage Assessment
*Field Operations
*Water Quality
*Emergency Repairs
City of Glendale Emergency Plan
2008 3

ACTION
Dispatch units to survey for damage, fires,
landslides and other effects.

Dispatch team to check dam(s).

Check key facilities, GEP yards, and other
facilities to determine the extent of
damage and ability to operate.

Provide alternate communication links
where needed.

Assure that equipment under cover has
been moved to open areas to prevent
damage in the event of aftershocks.

IF LITTLE OR NO DAMAGE IF

REPORTED, PREPARE TO SUPPORE

MORE HEAVLY DAMAGED
JURISDICTIONS.

IF EXTENSIVE DAMAGE IS REPORTED,

TAKE THE FOLLOWING ACTION AS
APPROPRIATE.

Activate public, contractual, and volunteer
forces.

Mobilize personnel, heavy equipment and
vehicles at designated Multipurpose
Staging Areas.

Determine priorities for construction and
engineering activities.

Allocate personnel and equipment in
accordance with established priorities.

Organize heavy equipment crews to assist
in rescue of trapped people.

Organize crews to clear debris which
hampers emergency response activities.

ASSIGNED RESPONSIBILITIES
Incident Commander, Water & Electric
Superintendents, Howard Substation
Water Superintendent
Field and Station crews
Logistics, Water & Electrical
Superintendents
Water & Electrical Superintendent on duty
GWP Operations Officer
GWP Operations Officer /
On-Duty Superintendent
EOC Operations/ GWP Operations Officer/
Superintendents
Water & Electrical Superintendent
Fire Operations Officer. GWP Operations
Officer, Water & Electrical Superintendents
Water & Electrical Superintendents and
Field crews
ANNEX K4.1 – UTILITY OPERATIONS

RESPONSE TO ALL MAJOR DISASTERS
City of Glendale Emergency Plan
2008 4
Assign engineering teams to determine
capacity and safety of electric generation
and water distribution system.

Advise evacuation of hazardous
structures.

Cordon-off area around hazardous
structures.

Repair damage to essential circuits.

Coordinate with other utilities on repair
efforts.

Construct temporary Electric and Water
Lines.

Provide information to Jurisdiction Public
Information Officer.

Request assistance from the Operational
Area Construction and Engineering
Coordinator.

Coordinate on controlled release of water
from reservoir to avoid dam failure.

Check with Scene Coordinator to
determine construction and engineering
requirements.

Provide equipment and crews to support
hazardous material teams as requested.

Ensure that personnel have adequate
protective clothing for operations in
hazardous areas.

Coordinate efforts to reinforce dam as
feasible.

Monitor status of dam and report any
changes.

On-duty Plan Supervisor & Yard Field
Supervisor
Water Superintendent & Field Crews
Field & Station Crews
Field Crews
GWP Operations Officer
Water & Electrical Superintendents and
Field Crews
GWP Operations Officer & GWP
Information Officer
GWP Operations Officer
EOC Operations/ EOC Plan/ GWP
Operations Officer/ Water Superintendent
& Field Crews
Supervisor & Field Crews
Supervisor & Field Crews
Fire Operations/ Hazardous Material
Team/Supervisor & Field Crews
Water Superintendent & Field Crews
Water Superintendent, Principal Engineer
& Field Crews
Additional Actions in Response to a hazardous
Material Incidents
Additional Actions in Response to an
Imminent/Actual Dam Failure
City of Glendale Emergency Plan
2008 5
Place damage assessment teams on
standby.

Establish and test communications net.

Move construction equipment to high
ground.

Dispatch damage assessment teams to
flooded areas.

Begin debris clearance as situation
permits.

Provide barricades for access control.

Construct temporary pipeline for
distribution of potable water.

Coordinate obtaining vehicles for hauling
of emergency water.

Obtain and allocate personnel and
material required to support emergency
operations.

When floodwaters recede inspect
structures for hazards.

GWP Operations Officer / Superintendent
Water Superintendent, Principal Engineer
& Field Crews
Superintendent & Field Crews
Water Superintendent, Engineering & Field
Crews
Water Superintendent, Engineering & Field
Crews
Field Crews
Water Superintendent, Engineering & Field
Crews
EOC Logistics / Water Superintendent /
Engineering & Field Crews
Water Superintendent / Field Supervisor
Water Superintendent & Field Supervisor
City of Glendale Emergency Plan
2008 1
Mission Objectives:
 Oversee effective transition process for prioritizing and restoring City services.  Assist residents and businesses with obtaining available assistance from Federal, State Local and other agencies.
 Provide on-going assessment of damage to identify unsafe structures.  Streamline regulatory, permitting and inspection process for post-disaster repairs and reconstruction to damaged/affected privately owned buildings.  Track eligible expenses and obtain timely reimbursement for damages to public buildings and facilities.
 Coordinate and expedite repairs and reconstruction of public buildings and facilities.

ANNEX L – RECOVERY OPERATIONS
LEAD DEPARTMENT: MANAGEMENT SERVICES
City of Glendale Emergency Plan
2008 2
ANNEX L – RECOVERY OPERATIONS

INCIDENT COMMAND STRUCTURE

DISASTER

COUNCIL
City Council
Agency Liaison
Management Svcs.

Public
Information
Officer
City PIO
Const.

Recovery
Unit
EOC Finance
Branch
Finance &
Admin.

City Treasurer
Dept. Finance
Liaisons
Private Bldg.

Recovery &
Reconciliation
Public Works
Planning
Dev. Services
POLICY
GROUP
Department Heads
Recovery
Operations
Branch
Deputy City Manager
Management Svcs.

Incident
Commander
City Manager
Asst. City Manager
Disaster
Ambulance
Unit
Comm. Dev. &
Housing
City Facility
Recovery &
Reconstruction
Unit
Public Works
GWP
Parks, Rec. & Comm.

Svcs.

Dev. Services
Damage
Assessment
Unit
EOC Operations
EOC Plans
*
Public Works
Comm. Dev. &
Housing
Public Service
Dev. Services
Disaster Assistance Ctr.

Comm. Dev. & Housing
Fire/EOC
FEMA State OES
Community Based-Org’s
Housing Assistance
Section
Comm. Dev. & Housing
City Clerk
Library
Public Svce. - Commercial
Business Assistance
Section
Dev. Services
Comm. Dev. & Housing
City of Glendale Emergency Plan
2008 3
ACTION
Monitor on-going disaster response
staffing needs and prioritize other City
services based on those priorities as
staffing becomes available.

Coordinate with FEMA, State OES and
other agencies on the establishment of a
Local Assistance Center (LAC).

Determine site and make logistical
arrangements for establishing and
supporting a Disaster Application Center
(LAC).

Coordinating staffing and training of staff
to support LAC operations.

Establish streamlined permitting and
inspection process for demolition of unsafe
buildings.

Establish process for the disposal and
recycling of debris from building
demolition.

Establish a tracking system to record City
expenses eligible for reimbursement.

Coordinate the completion of appropriate
forms and documentation necessary to
ensure reimbursement of expenses as
quickly as possible.

Establish an accounting procedure to
monitor reimbursement of submitted
expenses.

Identify if any permit and/or plan check or
other city fees will be reduced or waived
for post-disaster repair and
reconstruction.

Approve or deny any recommended
waivers of city fees for post-disaster
repair and reconstruction.

ASSIGNED RESPONSIBILITY
Incident Commander/
EOC Operations
Recovery Coordinator
Liaison Officer/
LAC Unit Leader
LAC Unit Leader/
Logistics Officer
LAC Unit Leader
Private Bldg. Recovery Unit Leader
Private Bldg. Recovery Unit Leader/
Public Works Operations – Debris Removal
Unit Leader
Cost Recovery Unit Leader
Cost Recovery Unit Leader
Cost Recovery Unit Leader
Recovery Coordinator /
Private Bldg. Recovery Unit Leader
Disaster Council
ANNEX L1 – RECOVERY OPERATIONS
LEAD DEPARTMENT: MANAGEMENT SERVICES
City of Glendale Emergency Plan
2008 4
Establish a streamlined permitting and
inspection process for post-disaster
damage repair and reconstruction.

Determine how Building and Zoning Code
requirements will apply to pot-disaster
repair and reconstruction.

Identify damage to City buildings and
facilities; prioritize for repair and
reconstruction.

Identify project manager for post-disaster
repair and reconstruction projects.

Implement an accelerated process for
funding approval, design, contract bidding
and construction of post-disaster projects.

Establish an overall project management
program for monitoring post-disaster
damage repair(s).

Identify damage to critical economic
development facilities and activities;
provide individual assistance to businesses
to facilitate recovery efforts.

Establish a program to identify Federal,
state and local economic funding
assistance; facilitate obtaining and
applying such assistance to economic
development recovery efforts.

Coordinate with elected officials on
advocacy efforts to maximize approval of
applications for funding assistance form
other agencies.

Identify and recommend City financial
assistance for residential and business
rehabilitation efforts.

Approve or deny recommendations for
City financial assistance to residential and
business rehabilitation efforts.

Private Bldg. Recovery Unit Leader
Private Bldg. Recovery Unit Leader
City Facility Recovery Unit Leader
City Facility Recovery Unit Leader
City Facility Recovery Unit Leader /
Cost Recovery Unit Leader
Recover Operations Coordinator
LAC Unit Leader/
Business Assistance Section
LAC Unit Leader/
Business Assistance Section/
Agency Liaison
Agency Liaison/
LAC Unit Leader-Business Assistance Unit/
Cost Recovery Unit Leader
Recovery Coordinator/
Private Bldg. Recovery Unit Leader
Disaster Council