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MUTUAL AID SYSTEM
4.1 Mutual Aid Overview
Incidents frequently require responses that exceed the resource capabilities of the affected response agencies and jurisdictions. When this occurs, mutual aid is provided by other agencies, local governments, and the State. Mutual aid is voluntary aid and assistance by the provision of services and facilities, including fire, police, medical and health, communications, transportation, utilities, emergency management and other assistance.
The foundation of California’s emergency planning and response capability is a statewide mutual aid system, which is designed to ensure that adequate resources, facilities, and other support are provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation.
The basis for the system is the California Master Mutual Aid Agreement, as referenced in the California Emergency Services Act. The California Master Mutual Aid Agreement created a formal process, in which each jurisdiction retains control of its own personnel and facilities, but can give and receive help whenever it is needed.
Mutual aid assistance may be provided under one or more of the following authorities:
California Fire and Rescue Emergency Plan.
California Law Enforcement Mutual Aid Plan.
Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 100-707).
To facilitate the coordination and flow of mutual aid, the State has been divided into six Mutual Aid Regions and three Administrative Regions as shown in figure 4-1. The City of Indio in Riverside County is located in Mutual Aid Region VI.
Region VI and Region I combine to form an Administrative Region known as the “Southern Region.”
This section provides an overview of California’s mutual aid system and the City of Indio’s role in that system.
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California Governor’s Office of Emergency Services
Administrative Regions and Mutual Aid Regions
Figure 4-1: California Mutual Aid Regions
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4.2 Mutual Aid Coordination
Multi-agency, inter-agency, and discipline-specific mutual aid system coordination is used by the City of Indio and other member jurisdictions of the Riverside County OA for coordinating mutual aid. Mutual aid coordination includes sharing of critical resources and prioritization of incidents.
To facilitate mutual aid, mutual aid systems work through designated mutual aid coordinators at the OA, Regional, and State levels. The basic role of a mutual aid coordinator is to receive mutual aid requests, coordinate the provision of resources from within the coordinator's geographic area of responsibility, and to pass on unfilled requests to the next level.
Mutual aid coordinators may function from an EOC, their normal departmental location, or other locations depending on the circumstances. Some incidents require mutual aid but do not necessitate activation of the affected local government or OA EOCs because of the incident's limited impacts. In such cases, mutual aid coordinators typically handle requests from their normal work location.
When an OA EOC is activated, OA mutual aid system representatives should be at the OA EOC to facilitate coordination and information flow.
When an OES Regional EOC is activated, Regional mutual aid coordinators should have representatives in the Regional EOC unless it is mutually agreed that effective coordination can be accomplished through telecommunications.
State agencies may be requested to send representatives to the Regional EOC to assist OES Regional staff in handling mutual aid requests for disciplines or functions that do not have designated mutual aid coordinators.
When the State Operations Center (SOC) is activated, State agencies with mutual aid coordination responsibilities will be requested to send representatives to the SOC.
Mutual aid system representatives at an EOC may be located in various functional elements (sections, branches, groups, or units) or serve as an agency representative depending on how the EOC is organized and the extent to which it is activated.
Figure 4-2 depicts the flow of requests and responses through the mutual aid system.
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STATE STATE
AGENCIES
REGION
OPERATIONAL
AREA
Affected
LOCAL
GOVERNMENTS
OPERATIONAL
AREAS
Unaffected
LOCAL
GOVERNMENTS
in CA
Other
REGIONS
STATE
AGENCIES
Unaffected
OPERATIONAL
AREAS LOCAL
GOVERNMENTS
in CA
LOCAL
GOVERNMENTS
in CA
RESOURCES
Resource Requests
CA - Operational Area
Figure 4-2: Mutual Aid Flow of Requests and Resources
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4.2.1 Discipline-Specific Mutual Aid Coordination
The statewide mutual aid system includes several discipline-specific mutual aid systems, such as fire and rescue, law enforcement, and emergency managers.
The adoption of SEMS has not altered existing mutual aid systems.
To further facilitate the mutual aid process, particularly during day-to-day emergencies involving public safety agencies, Fire and Rescue, and Law Enforcement Mutual Aid Coordinators have been selected and function at the OA, Regional, and State levels.
Regional Disaster Medical Health Coordinators have been identified for each Mutual Aid Region to coordinate medical mutual aid during disasters. During an emergency/proclaimed disaster, the Riverside County OA Mutual Aid Coordinators may be assigned to the Riverside County OA EOC.
Mutual aid requests that do not fall into one of the discipline-specific mutual aid systems are handled through the emergency services mutual aid system by emergency management staff at the local government, OA, Regional, and State levels. The Discipline-Specific Mutual Aid System is illustrated in Figure 4-3.
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Discipline-specific Mutual Aid Systems
SEMS
LEVEL
Emergency
Services
Fire & Rescue
System
Law
Enforcement
System
Disaster
Medical/
Health System
Other
Systems
as developed
OES
Director
STATE
REGIONAL
OES
Regional
Administrator
OPERATIONAL
AREA
Emergency
Management
Staff
Emergency
Management
StaffLOCAL
GOVERNMENT
Chief,
Fire &
Rescue
Coordinator
Fire &
Rescue
Coordinator
Fire &
Rescue
Coordinator
Fire Chief
Law
Enforcement
Coordinator
Law
Enforcement
Coordinator
Law
Enforcement
Coordinator
Law
Enforcement
Coordinator
Disaster
Medical/
Health
Coordinator
Disaster
Medical/
Health
Coordinator
Disaster
Medical
Coordinator
Disaster
Medical/
Health
Coordinator
Functional
Coordinator
Functional
Coordinator
Functional
Coordinator
Functional
Coordinator
Resource Requests
Information Flow &
Coordination
Figure 4-3: Discipline-Specific Mutual Aid Systems
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4.2.2 Coordinating With Volunteers
Volunteer and private agencies are part of the City of Indio’s mutual aid system.
The American Red Cross and City employees are essential elements of response to meet the care and shelter needs of disaster victims. Private sector medical/health resources are also an essential part of medical response.
Volunteer and private agencies mobilize volunteers and other resources through their own systems. They also may identify resource needs that are not met within their own systems that would be requested through the mutual aid system.
Some private agencies have established mutual aid arrangements to assist other private agencies within their functional area. For example, electric and gas utilities have mutual aid agreements within their industries and established procedures for coordinating with governmental EOCs. In some functional areas, services are provided by a mix of special district, municipal, and private agencies. Mutual aid arrangements may include both governmental and private agencies. For example, public and private water utilities are currently developing a mutual aid system. A Liaison should be established between activated EOCs and private agencies involved in a response. When there is a need for extensive coordination and information exchange, private agencies should be represented in activated EOCs.
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HAZARD IDENTIFICATION
The City of Indio participated as a “submitting jurisdiction” in the Riverside County Multi-Jurisdictional LHMP that was approved by FEMA and CAL OES in August 2018. The County’s LHMP provides a detailed identification and analysis of the hazards faced by Riverside County. This section presents a high-level overview of the hazard identification presented in that document.
The City of Indio is a corporate city located in Riverside County, within the Coachella Valley of Southern California's Colorado Desert region, approximately 70 miles east of the County seat (City of Riverside), and 125 miles east of Los Angeles. The City limits encompass approximately 29.2 square miles in area.
The City of Indio sits directly adjacent to the City of La Quinta, the City of Coachella and the unincorporated areas of Riverside County. The Union Pacific Railroad, State Highway 111, and Interstate 10 run through the length of the City.
The Coachella Valley Water District operates an aqueduct which conveys water from the Colorado River into the Coachella Valley and bisects the City from east to west and north to south.
The climate of the City of Indio is influenced by the surrounding mountain ranges that contribute to the unique year-round warm and dry climate, with some of the warmest winters west of the Rocky Mountains. Indio experiences warm winters and hot summer climates with average annual high temperatures of 89.5 degrees Fahrenheit, and average annual low of 62.1 Fahrenheit. Summer highs above 110 degrees Fahrenheit are common while summer night lows often stay above 90 degrees Fahrenheit. The City of Indio is adjacent to the geologic Salton Sea and within the site of historic Lake Cahuilla. Indio is an official National Bird Sanctuary, as seasonal bird migration flight routes cross the city in route to and from the Salton Sea.
Known as the City of Festivals, Indio is the home of several major annual festivals and a host of highly-acclaimed events that bring culture, music, sports, entertainment and a variety of food to thousands of visitors each year. It is a playground for world-class polo enthusiasts and is a haven for golf and tennis players.
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Riverside County is the fourth largest county in the State, stretching nearly 200 miles across and comprising over 7,200 square miles of fertile river valleys, low deserts, mountains, foothills, and rolling plains. Riverside County shares borders with densely populated Los Angeles, Orange, San Diego, and San Bernardino, and Imperial Counties, extending from within 14 miles of the Pacific Ocean to the Colorado River. It is also located in the southeastern portion of the Governor’s Office of Emergency Services Southern Region.
The approved Riverside County Multi-Jurisdictional LHMP identifies and analyzes an extensive list of the hazards faced by the County. It assigns each hazard a severity rating, indicating the amount of damage that would be done to the County and its population should the hazard occur, and a probability rating, indicating the likelihood that the hazard may occur within the County. Both ratings are on a scale of 0-4, with 4 being the most severe or the most likely to occur.
Figure 5-1 summarizes the hazards identified and the ratings assigned by the LHMP.
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Hazard Probability Severity
Aqueduct 2 3
Drought 3 3
Earthquakes 2 4
Extreme Weather 2 3
Flood 3 3
Insect Infestation 3 2
Landslides 3 3
Tornado 1 2
Wildland Fire 4 3
Civil Disorder 2 3
Communications Failure 2 3
Cyber Attack 4 2
Dam Failure 1 3
Electrical Failure 4 4
Hazardous Materials Incidents 4 3
Jails and Prisons Incidents 1 2
Nuclear/Radiological Incidents 1 4
Pipeline Incidents 2 3
Terrorism Event- MCI 1 3
Transportation Failure 2 3
Water Supply Disruption/Contamination 3 2
Emergent Disease/Contamination 3 3
Pandemic Flu 2 4
Figure 5-1: Riverside County Hazard Assessment
The following is City of Indio-specific information extracted from the County’s Multi-Jurisdictional LHMP.
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COUNTY LOCAL JURISDICTION
HAZARDS/THREATS
SEVERITY
0 - 4
PROBABILITY
0 - 4
RANKING
1-23
SEVERITY
0 - 4
PROBABILITY
0 - 4
RANKING
1-20
1. Earthquake 4 2 1 4 4 1/1
2. Wildland Fire 3 4 3 2 1 15/16
3. Flood 3 3 9 3 3 7/8
4. Drought 3 3 11 4 3 5/9
5. Landslide 3 3 21 1 1 17/22
6. Insect Infestation 2 3 18 3 3 6/17
7. Tornado 2 1 17 3 1 --/20
8. Extreme Weather 3 2 13 4 4 2/2
9. Pipeline
Disruption 3 2
20 3 3 13/19
10. Aqueduct Event 3 2 16 3 3 14/15
11. Transportation
Failure 3 2
14 3 3 9/11
12. Electrical Failure 4 4 4 3 4 4/4
13. Hazardous
Materials Incident 3 4
22 3 3 10/5
14. Nuclear/Radiologi
cal Incident 4 1
12 4 1 11/21
15. Terrorist Event 3 1 7 4 3 12/6
16. Civil Disorder 3 2 10 1 1 18/12
17. Jail/Prison Event 2 1 19 2 1 19/13
18. Communications
Failure 3 2
8 4 2 ---/3
19. Cyber-Attack 2 4 6 4 3 --/7
20. Water Supply
Disruption/Conta
mination 2 3
23 3 2 --/10
21. Emergent
Disease/
Contamination 3 3
5 2 1 3/14
22. Pandemic Flu 4 2 2 3 2 4/18
23. Dam Failure 3 1 15 -- -- --/--
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DOES YOUR ORGANIZATION HAVE:
AIRPORT IN JURISDICTION No
AIRPORT NEXT TO JURISDICTION Yes
DAIRY INDUSTRY No
POULTRY INDUSTRY No
CROPS/ORCHARDS Yes
DAMS IN JURISDICTION No
DAMS NEXT TO JURISDICTION No
LAKE/RESERVOIR IN JURISDICTION Yes
LAKE/RESERVOIR NEAR JURISDICTION Yes
JURISDICTION IN FLOOD PLAIN Yes
CONTROLLED FLOOD CONTROL CHANNEL Yes
UNCONTROLLED FLOOD CONTROL CHANNEL Yes
EARTHQUAKE FAULTS IN JURISDICTION Yes
EARTHQUAKE FAULTS NEXT TO JURISDICTION Yes
MOBILE HOME PARKS Yes
NON-REINFORCED FREEWAY BRIDGES Yes
NON-REINFORCED BRIDGES Yes
BRIDGES IN FLOOD PLAIN Yes
BRIDGES OVER OR ACROSS RIVER/STREAM Yes
ROADWAY CROSSING RIVER/STREAM Yes
NON REINFORCED BUILDINGS Yes
FREEWAY/MAJOR HIGHWAY IN JURISDICTION Yes
FREEWAY/MAJOR HIGHWAY NEXT TO JURISDICTION Yes
FOREST AREA IN JURISDICTION No
FOREST AREA NEXT TO JURISDICTION No
WITHIN THE 50 MILES SAN ONOFRE EVACUATION ZONE No
MAJOR GAS/OIL PIPELINES IN JURISDICTION Yes
MAJOR GAS/OIL PIPELINES NEXT TO JURISDICTION Yes
RAILROAD TRACKS IN JURISDICTION Yes
RAILROAD TRACKS NEXT TO JURISDICTION Yes
HAZARDOUS WASTE FACILITIES IN JURISDICTION No
HAZARDOUS WASTE FACILITIES NEXT TO
JURISDICTION No
HAZARDOUS STORAGE FACILITIES IN JURISDICTION No
HAZARDOUS STORAGE FACILITIES NEXT TO
JURISDICTION No
DOES YOUR ORGANIZATION OWN OR OPERATE A FACILITY
IN A FLOOD PLAIN Yes
NEAR FLOOD PLAIN Yes
NEAR RAILROAD TRACKS Yes
NEAR A DAM No
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UPSTREAM FROM A DAM No
DOWNSTREAM FROM A DAM No
DOWNSTREAM OF A LAKE No
DOWNSTREAM FROM A RESERVOIR Yes
NEAR A CONTROLLED FLOOD CONTROL CHANNEL Yes
NEAR UNCONTROLLED FLOOD CONTROL CHANNEL No
ON AN EARTHQUAKE FAULT Yes
NEAR AN EARTHQUAKE FAULT No
WITHIN THE 50 MILE SAN ONOFRE EVACUATION ZONE No
IN A FOREST AREA No
NEAR A FOREST AREA No
NEAR A MAJOR HIGHWAY Yes
A HAZARDOUS WASTE FACILITY No
NEAR A HAZARDOUS WASTE FACILITY No
A HAZARDOUS STORAGE FACILITY No
NEAR A HAZARDOUS STORAGE FACILITY No
NON REINFORCED BUILDINGS Yes
A MAJOR GAS/OIL PIPELINE No
NEAR A MAJOR GAS/OIL PIPELINE Yes
DOES YOUR ORGANIZATION HAVE ANY LOCATIONS THAT:
HAVE BEEN DAMAGED BY EARTHQUAKE AND NOT
REPAIRED No
HAVE BEEN DAMAGED BY FLOOD Yes
HAVE BEEN DAMAGED BY FLOOD MORE THAN ONCE Yes
HAVE BEEN DAMAGED BY FOREST FIRE No
HAVE BEEN DAMAGED BY FOREST FIRE MORE THAN
ONCE No
HAVE BEEN IMPACTED BY A TRANSPORTATION
ACCIDENT No
HAVE BEEN IMPACTED BY A PIPELINE EVENT No
EMERGENCY OPERATIONS INFORMATION
DOES YOUR ORGANIZATION HAVE AN EOC Yes
IS YOUR EOC LOCATED IN A FLOOD PLAIN No
NEAR FLOOD PLAIN No
NEAR RAILROAD TRACKS Yes
NEAR A DAM No
UPSTREAM FROM A DAM No
DOWNSTREAM FROM A DAM No
DOWNSTREAM OF A LAKE No
DOWNSTREAM FROM A RESERVOIR Yes
NEAR A CONTROLLED FLOOD CONTROL CHANNEL No
NEAR UNCONTROLLED FLOOD CONTROL CHANNEL No
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ON AN EARTHQUAKE FAULT No
NEAR AN EARTHQUAKE FAULT Yes
WITHIN THE 50 MILE SAN ONOFRE EVACUATION ZONE No
IN A FOREST AREA No
NEAR A FOREST AREA No
NEAR A MAJOR HIGHWAY No
A HAZARDOUS WASTE FACILITY No
NEAR A HAZARDOUS WASTE FACILITY No
A HAZARDOUS STORAGE FACILITY No
NEAR A HAZARDOUS STORAGE FACILITY No
NON REINFORCED BUILDINGS Yes
A MAJOR GAS/OIL PIPELINE No
NEAR A MAJOR GAS/OIL PIPELINE Yes
OTHER FACILITY INFORMATION
ARE THERE LOCATIONS WITHIN YOUR JURISDICTION THAT:
COULD BE CONSIDERED A TERRORIST TARGET Yes
COULD BE CONSIDERED A BIO-HAZARD RISK Yes
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Proximity to the City of Indio:
The Bermuda Dunes Airport (Bermuda Dunes), Jacqueline Cochran Regional Airport (Thermal), and Palm Springs International Airport, (Palm Springs), that are all located nearby, within Coachella Valley. There are crops and orchards within the City of Indio that produce a variety of vegetables, fruits, and dates.
Lake Cahuilla is located nearby in the city of La Quinta, situated at the base of the Santa Rosa Mountains, 6 miles southeast of Old Town La Quinta. The lake is 135 acres in size.
The City of Indio Has:
The City of Indio has a flood plain.
The City of Indio has a controlled flood control channel The City of Indio has an uncontrolled flood controlled channel Earthquake fault zones are located in the city of Indio: San Andreas and San Jacinto. Earthquake fault zones are located adjacent to the city of Indio: San Andreas and San Jacinto.
There are several mobile home parks throughout the City of Indio.
There are non-reinforced freeway bridges in the City of Indio.
There are bridges in flood plain.
Bridges cross over/across a river/stream.
Avenue 44 crosses the Whitewater River in the City of Indio.
There are non-reinforced buildings in City limits.
Both Highway 111 and Interstate Highway 10 pass through the City of Indio.
State Route 86 joins Highway 111 at the city of Coachella and heads into the city of Indio.
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PREPAREDNESS PHASE OPERATIONS
The Preparedness Phase involves activities that are undertaken in advance of an emergency or disaster. Preparedness Phase activities generally fall into the categories of improving readiness and increasing capabilities. Pre-hazard mitigation activities, which are discussed in Section 9, also occur during the preparedness phase.
6.1 Preparedness Phase Management Approach
Preparedness Phase activities take place under the normal City of Indio organizational and management structures. The City’s Emergency Management Program is the lead agency and is responsible for coordinating the Preparedness Phase activities of the various City departments. Individual departments are responsible for maintaining departmental plans and generally improving their daily operations to improve their readiness to respond.
6.2 Training and Exercises
Trainings and exercises allow response personnel to become fully familiar with the procedures, facilities, and systems used during an actual emergency. The emergency plans and staff and the city’s overall capability to respond can be evaluated using a combination of the following training and exercise types:
Tabletop Exercise. A Tabletop Exercise is an activity in which elected/appointed officials and key staff with emergency management responsibilities are gathered together informally, usually in a conference room, to discuss various simulated emergency situations. An exercise is designed to elicit constructive discussions by the participants without time constraints as they examine and then attempt to resolve problems based on the existing EOP and to test Departmental Plans and procedures. The purpose of the exercise is for participants to evaluate plans and procedures, and to resolve questions of coordination and assignment of responsibilities throughout the exercise in a non- threatening format and under minimum stress. Tabletop Exercises are an effective method of determining if sufficiently robust policies and procedures exist to handle specific situations that may arise during an event.
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Functional Exercise. A Functional Exercise is an activity designed to test or evaluate the capability of one or multiple functions, or activities within a function. A Functional Exercise is more complex than a Tabletop Exercise in that activities are usually under some type of time constraint with the evaluation/critique coming at the end of the exercise. A Functional Exercise typically takes place in the EOC and may include the State OES Southern Region, Federal Government agencies, the Riverside County OA EOC, and/or neighboring OAs EOCs.
Full-Scale Exercise. A Full-Scale Exercise involves an actual deployment of personnel and equipment throughout a geographic area. It will typically involve the activation of the EOC and the establishment of field command posts.
This type of exercise includes mobilization of personnel and resources; the actual movement of emergency personnel and resources; and the actual movement of emergency workers, equipment, and resources required to demonstrate coordination and response capability.
The City of Indio’s Emergency Management Program will conduct training, drills, and exercises in compliance with all applicable State and Federal laws.
In addition to exercises, classroom training is an essential component of preparedness and response. The City’s Emergency Management Program training includes the following objectives:
Orientation on the concepts and procedures presented in the EOP; Familiarization of those positions assigned to the EOC with the function, equipment, and logistics of the EOC facility; and
Orientation on the organizational concepts associated with ICS, SEMS, and NIMS.
6.3 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 the knowledge of what individuals and groups should do to increase their chances of survival and recovery. The City’s Emergency Management Program will make emergency preparedness information from local, state, and federal sources available to the citizens of Indio via multiple sources such as public presentations, social media, city website, press release announcement and/or local radio and television news outlets.
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6.4 Increased Readiness
In order to transition from normal operations to a declared local emergency and to react to localized distress situations of lesser magnitude than a declared emergency, a “Management Watch” will be established.
Duties of the Management Watch team will be to collect and analyze information relative to the situation, direct response to the degree allowable, and refer other matters to the appropriate level for executive decision. Specific activities that may be undertaken at the discretion of the EOC Director include the following:
Recall Emergency Operations Center staff to the office, as necessary for the situation;
Make necessary preparations to activate the City EOC; Establish communications with key City officials as necessary to assess the situation;
Establish communications with the Riverside County OA EOC and any applicable Special Districts;
Ensure a communications check is performed on all City communications systems;
Coordinate emergency public information with the City PIO; and Anticipate EOC logistical needs (food, lodging, re-supply, etc.).
6.4.1 Management Watch Activation
The City of Indio Emergency Management Program will maintain surveillance of current events and recommend to the City Manager that Management Watch be initiated whenever:
Forecast/existing weather or other natural phenomenon is of such intensity to indicate a need for added precaution or extra protective measures; and/or
An incident in progress is causing distress or damages of a serious nature but not of a magnitude requiring an emergency declaration.
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The EOC Director will direct initiation of Management Watch.
6.4.2 Management Watch Personnel
Management Watch may consist of a team from the City’s Executive Management Staff or may include only select individuals based on the event.
6.4.3 Management Watch Termination
Termination of Management Watch may occur whenever:
The distress situation subsides, and the City Manager directs a return to regular operations, or
The distress situation intensifies to the degree that a local emergency is declared. Management Watch will then phase-out once the EOC Staff is ready to assume responsibility.
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RESPONSE PHASE OPERATIONS
The Response Phase is entered upon formal activation of the City EOC. Section 7 describes in general terms the organization of the EOC and the procedures that will be used to manage operations within the EOC. The remaining sub- sections of Section 7 provide a general overview of the various Operational Branches of the EOC. Part II of this EOP provides more detail about the operations of the EOC.
7.1 Response Phase Management Approach
Upon activation of the EOC, all of the City’s response activities are managed through the SEMS organizational section defined in this section of the EOP.
7.1.1 EOC Activation Policies
The City’s partial or total response to natural disasters, technological incidents, or planned events will be dictated by the type and magnitude of the event.
Generally, response to major peacetime emergencies will progress from local to County to State to Federal involvement.
Activation Policy
The City of Indio EOC is activated when field response agencies require additional support. Activation may involve partial or full staffing, depending on the support required. The following list depicts the circumstances when the City of Indio EOC should be activated and SEMS used, per the SEMS Regulations (California Code of Regulations, Title 19, and Section 2409 f):
The City of Indio has proclaimed a local emergency;
The City of Indio has requested a Governor's Proclamation of a State of Emergency, as defined in California's Emergency Services Act, 8558(b); or A State of Emergency is proclaimed by the Governor for the City of Indio.
The Indio EOC is activated by the City Manager (in his/her role as EOC Director) per Municipal Code 35, or his/her designee. The following City of Indio personnel are authorized to request the activation of the City’s EOC:
• Asst. City Manager
• City EOC Manager
• Chief of Police
• Fire Chief
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The City of Indio has developed criteria that identify the events/situations that may require EOC activation. The City has established three levels of activation.
For each level, a recommended minimum staffing guide has been developed.
The activation and staffing guide is depicted in the following figure.
Event/Situation Activation
Level Minimum Staffing
Severe Weather Advisory
Small incidents involving two
or more City Departments
Flood Watch
Resource request from outside
the City
Three
EOC Director
Planning &
Intelligence Chief
Logistics Chief
Representatives of
corresponding City
departments
Representatives of
appropriate staff volunteers
Moderate Earthquake
Major wild land fire affecting
developed area
Major wind or rain storm
Two or more large incidents
involving two or more City
Departments
Flood Warning
Two
EOC Director
All Section Chiefs
Units as appropriate
for the situation
Agency
representatives as appropriate
Major Countywide or Regional
emergency
Multiple departments with
heavy resource involvement
Major earthquake damage
One All EOC positions
Figure 7-1: EOC Activation Levels
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7.1.2 EOC Coordination
Coordination with the Riverside County OA
Direct coordination and communications with the Riverside County OA EOC is essential. Initially, communications will be established by any means available and with whoever is available, regardless of their functional EOC position.
Ideally, communications and coordination will eventually occur along functional lines.
Special District and Private Agency Involvement
The emergency response role of special districts is generally focused on their normal services or functional area of responsibility. During disasters, some special districts will be more extensively involved in the emergency response by directly coordinating, communicating, and assisting local governments.
The level of involvement of special districts, public utilities, private organizations, and volunteer agencies will vary considerably depending upon the kind of incident. In general, special districts or other agencies that have a statutory or jurisdictional responsibility with the incident and should be represented at the incident. The form of involvement for these districts and agencies may be as part of the Unified Command or as an Agency Representative who coordinates with a City of Indio Liaison Officer. The emergency response role of special districts will be focused on their normal services and functional area of responsibility.
A cooperating agency supplies assistance other than direct tactical resources to the incident control effort. Telephone companies, electric companies, water and sanitation districts, and other private and volunteer agencies could be cooperating agencies, depending on the type of incident.
7.1.3 EOC Organization Structure
The remaining sub-sections of this section provide an overview of the operations of the key EOC Branches. Detailed descriptions of each EOC Branch and position, along with checklists are located in Part II of the plan.
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Operations Chief
(Determined by Event)
Fire & Rescue Branch
(Fire Chief)
Law Enforcement Branch
(Police Chief)
Public Works / Utilities
Branch
Planning &
Intelligence Chief Logistics Chief Finance & Admin.
Chief
Construction &
Engineering
Route Recovery
Unit
Debris Removal
Unit
Flood Control Unit
Medical/Health Unit
Care/Shelter Unit
Hazardous Materials Unit
Heavy Rescue Unit
Traffic Control Unit
Liaison Officer
Policy/Mgmt. Group
(Exec. Mgmt. Team)
• City Manager
• Assistant City Manager
• Information Manager
• Director of Community
Development
• Director of Public Works
• Chief Building Official
• City Attorney
• City Engineer
• Fire Chief
• Police Chief
PIO
Safety Officer
Security Officer
EOC Manager
(
Facility Inspections
Unit
Schools Unit
Fatalities Mgmt. Unit
Movement Unit
Animal Control UnitCommunity Services Branch
Utilities Unit
Situation Assessment
Branch
Communication &
Documentation Branch
Advance Planning Branch
Recovery Planning
Branch
Intelligence Unit
Leader
Technical Specialist
(Determined by Event)
Technology &
Communications Branch
Transportation Services
Branch
Personnel Branch
Facilities Coordination
Branch
Phones/Radios
Satellite Phones
Computer/Fax
Purchasing Branch
Compensation & Claims
Branch
Risk Mgmt.
Accounting & Record-
Keeping
Time Recording Unit
Cost Accounting Unit
DSR Record-Keeping
Demobilization Unit
Radiological Unit
Disaster Director
(City Manager)
Figure 7-2: Indio EOC Organization Chart
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7.1.4 Action Planning
The Planning & Intelligence Section is responsible for facilitating the Incident Action Planning meeting, completing, and distributing the Action Plan. Action Plans are developed for a specified operational period, which may range from a few hours to 24 hours. The operational period is determined by first establishing a set of priority actions that need to be performed. A reasonable timeframe is then established for accomplishing those actions.
Action Plans are an essential part of SEMS at all levels. Incident action planning is an effective management tool involving two essential characteristics:
• A process to identify objectives, priorities, and assignments related to emergency response or recovery actions; and
• Plans which document the priorities, objectives, tasks, and personnel assignments associated with meeting the objectives.
The action planning process should involve the EOC Director and all Section Chiefs, along with other EOC staff, as needed, such as special districts and department representatives.
Action Plans need not be complex, but should be sufficiently detailed to guide EOC elements in implementing the priority actions.
There are two kinds of Action Plans: Field-level Incident Action Plans (IAPs), and EOC Action Plans. EOC Action Plans should focus on jurisdictional related issues, and field-level Action Plans will be more tactical. The format and content for Action Plans at the Incident level and at EOC levels will vary. The process for developing Action Plans is quite similar for all SEMS levels. The After-Action Plan is written after an emergency to provide documentation, response analysis, and information for recovery and mitigation.
It is important that all incidents have some form of Action Plan. The plan developed around some duration of time called an Operational Period, and will state the objectives to be achieved and describe the strategy, tactics, resources, and support required to achieve the objectives within the timeframe. Generally, the length of the Operational Period is determined by the length of time needed to achieve the objectives. The Planning & Intelligence Section can create Action Plans for each work shift, an 8, 12 or 24-hour period, or whatever makes sense for a given event.
Small incidents with only a few assigned resources may have a very simple plan, which may not be written but should be documented. As incidents become
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larger, or require multi-agency involvement, the Action Plan should be written. In general, whenever the EOC is activated, there should be a written Action Plan.
There are four main elements that should be included in an Action Plan:
• Statement of Objectives – Statement of what is expected to be achieved.
Objectives should be measurable.
• Organization – Description of elements of EOC organization that will be in place for the next Operational Period.
• Tactics and Assignments – Description of tactics and control operations, including what resources will be assigned.
• Supporting Material – May include a map of the incident, a communications plan, medical plan, a traffic plan, weather data, special precautions, and a safety message.
7.1.5 Status Reporting
Following the initial area reconnaissance, a series of reports will be required in order to provide detailed information to the various levels of government. The City of Indio has developed the following standardized forms for reporting disaster intelligence and for making resource requests. The forms identify the area covered by reporting and include all observed damage. Where no damage is observed, negative reports will be submitted. Information reported from the field to the EOC may be done via various methods, depending on the impacts of the emergency. If email and cellular devices are operational, that will be the preferred method. The city may have to utilize radios, satellite phones, or physical runners to relay information.
City of Indio Status Reporting Forms
The following forms are used within the City of Indio to communicate status between the EOC and the agencies that are involved in responding to an incident.
Flash Reports (See Appendix B)
The first series of reports to be submitted from the City of Indio to the Riverside County OA EOC will be Flash Reports. These reports can be verbal, faxed, emailed or submitted using Web EOC. These documents once completed should be submitted as quickly as possible during the initial stages of the
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emergency/disaster. The information contained in these reports will be compiled by the OA EOC and forwarded to the Regional EOC.
Situation Reports (See Appendix C)
A more refined and detailed Situation Report will be prepared and submitted by the City of Indio to the OA EOC within two hours of the emergency/disaster, if possible, or as requested. This report will further define the affected areas, note the activation level of City of Indio EOC, note any local emergency declaration, estimate the number of casualties, and provide other essential information.
Logistics Request Form (See Appendix D)
This report form should be used to request resources not available locally in the City of Indio. This form may also be used to track requests or to request support from the OA.
Message Form (See Appendix E)
This report form is a transmittal information sheet that allows information to be passed among the EOC, internal departments, and to the Riverside OA.
7.1.6 Information and Resource Management
The City of Indio coordinates emergency activities within the OA by augmenting any member jurisdiction’s emergency operations.
Riverside County serves as the single point of contact for its jurisdiction to the State’s Regional Emergency Operations Center (REOC). Riverside County EOC receives and reports countywide information to the REOC utilizing various technological forms.
Within the EOC, a standard message form will be used to provide written communications between the Sections, Branches, and Units. Each Section, Branch, and Unit will use this form to order emergency related resources and to record information to be transmitted to other Section/Branches/Units. The message system provides an audit trail of all pertinent information necessary to document the actions taken by the city during the response to an emergency.
Critical information from the City of Indio will be submitted to the Riverside County EOC on a Flash Report, Situation Report, and as follows:
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• The Flash Report form will be used by the City to transmit information to the County’s EOC during the first four hours after an event. • The Situation Summary is an assessment of the emergency and identifies major incidents/problems, and response and recovery priorities. It is intended for use after the first four hours of an event.
• The Status Report is informational, providing data about the effects of the emergency in several categories. The Status Report and Situation Summary will be transmitted the County together.
Resource requests will be made through one of the following processes:
• Discipline-specific mutual aid systems – Requests for resources that are normally within the inventories of the mutual aid system will go from the local coordinator to the Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordinator.
• All other resource requests will be made through the logistics function.
Resource requests from jurisdictions within the OA will be coordinated to determine if the resource is available from other local governments or other sources within the OA. Mutual aid coordinators at each level will keep the Operations Chiefs informed of the status of resource requests and allocations.
Mutual Aid Coordinators at each level will communicate and coordinate with each other to maintain status on resource requests and allocations within the disaster area.
Available resources will be allocated to the requesting local government. If requests for a specific resource exceed the supply, the available resources will be allocated consistent with the priorities established through the action planning process. The Section Chiefs of the City’s EOC are responsible for ensuring that priorities are followed.
Resources that are not available within the OA will be requested through the State’s Southern Region EOC. Resource requests should be coordinated internally at the OA level before being forwarded to the Regional level. The Resource Status Unit Leader in the Planning and Intelligence Section, in coordination with the various Operations Branches, is responsible for tracking resource requests.
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7.2 Communications and Warning
The City of Indio uses a wide variety of systems to communicate with Government agencies within and outside the City and directly with the population of the City. The following sections provide brief descriptions of each of the systems and discussions of their functions.
7.2.1 Warning Systems
The City of Indio has available several systems for providing emergency information to the public. The following paragraphs provide a brief overview of these systems.
Emergency Digital Information System (EDIS)
EDIS is a system developed and operated by CAL OES. It provides a means for authorized agencies to deliver emergency public information and advisories directly to the news media.
EDIS messages are transmitted from CAL OES via the Operational Area Satellite Information System (OASIS) satellite dish located at the Riverside County EOC.
EDIS messages are received in Sacramento and transmitted to radio receivers in newsrooms, as well as to other governmental agencies by Internet and the OASIS satellite systems.
Emergency Alert System (EAS)/Weather Alert
EAS is a network of public broadcast stations and interconnecting facilities, which have been authorized by the Federal Communications Commission (FCC) to operate in a controlled manner during a war, state of public peril or disaster, or other national emergency. The system is devised to provide the President and Federal government with a means of emergency communications with the general public. It may be used on a voluntary basis during day-to-day situations posing a threat to safety of life and property.
The EAS is used for warnings of an immediate action, such as child abductions, tornadoes, flash floods, evacuations of areas due to an incident (such as hazardous spill), or other events requiring immediate action.
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EAS Activation Procedure
The Riverside County Operational Area, more specifically the County of Riverside Emergency Management Department (EMD), administers the EAS activation within Riverside County. EAS shall be for emergency events and conditions of concern to a significant segment of the population of Riverside County. City officials requesting County- wide activation should first review the following criteria:
• Pertinent data
• Area Involved
• Actions desired from citizens
• Urgency of broadcast (immediate or delayed)
• Period of time broadcasting should continue
Activating the EAS system in Riverside County must be coordinated by contacting the Riverside County Emergency Management Department Duty Officer. (951) 312-5167
7.2.2 County/OA Systems
The communications system installed at the County EOC support the field activities of the Riverside County Emergency Management Organization. Other communications systems provide radio links to the county's cities and unincorporated areas, or to State and Federal authorities.
Western County Disaster Net
The Riverside OA EOC staff uses this low-band radio to communicate with other staff members as well as with city and tribal EOCs located in Western Riverside County. The capability exists to link the Western County Disaster Net with the Coachella Valley Disaster Net.
Coachella Valley Disaster Net
EOC staff in the Coachella Valley use this low-band radio system to communicate internally and with city and tribal EOCs in the Coachella Valley.
The capability exists to link the Western County Disaster Net with the Coachella Valley Disaster Net.
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Early Warning Notification System
The Riverside Operational Area has established a telephone based Early Warning Notification System (EWNS) for notifying residents of an emergency.
The system can be utilized by the City EOC through a request to the County EOC.
The operational concept of the EWNS is to provide first responders an additional tool to alert, warn, and inform the public of an incident that impacts part or all of Riverside County. Through the use of EWNS, we can reduce the number of incoming calls to 9-1-1 call centers by providing the public information on a specific incident or emergency.
The EWNS must be used in conjunction with other alert and notification systems already in place i.e. Emergency Alert System (EAS), Emergency Digital Information System (EDIS), Media reports, Press releases, door-to-door notifications.)
The responsibility to activate EWNS is through one of the following County agencies:
• Emergency Management Department
• Riverside County Fire, Emergency Command Center
• Riverside County Sheriff
Satellite Telephones
The Indio EOC uses permanent and portable devices utilizing satellite technology to communicate with various cities and agencies who are located within the operational area and neighboring operational areas. A call tree has been established and shared satellite numbers have been distributed to city staff who possess a satellite phone. The EOC emergency radio communications room has a dedicated EOC satellite phone and the ability to communicate indoors and portable equipment to establish a satellite link in the alternate EOC.
Satellite phones utilize a high-powered satellite, positioned in geostationary orbit, as a repeater. These phones are not limited by terrain features and distances.
The satellite phone provides a vital communications link from any location.
Radio Amateur Civil Emergency Service (RACES)
The primary mission of the Radio Amateur Civil Emergency Services (RACES) during an emergency and/or disaster is to provide communication services that
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include the use of portable stations, either as back-up to established communications or as a fill-in where communications do not normally exist.
RACES may be activated at the request of any governmental agency in the event of an emergency or disaster, with coordination by Riverside County Emergency Management Department. An example of a governmental agency may include any city, County agency, or special district (e.g. water district, school district, community services district) within Riverside County.
RACES works with and provides communications services for non-governmental organizations such as the American Red Cross, Riverside County Volunteer Organizations Active in Disaster (VOAD), and other local groups. RACES, is available to be of service in various capacities in time of emergency or disaster.
RACES in Riverside County may encompass ARES members (American Radio Relay League Amateur Radio Emergency Services). Riverside County RACES is the communications arm of the Riverside County Emergency Management Department, and the Emergency Command Center. Riverside County RACES consists of registered volunteers licensed by the FCC in the Amateur Radio Service.
Riverside County RACES operates on radio amateur frequencies by authority of the FCC in support of emergency communications. RACES can augment existing systems, substitute for damaged or inoperable systems, and establish communications links with otherwise inaccessible areas. Riverside County EMD supports a countywide RACES system. Special consideration is given to using RACES to support disaster medical care and emergency public information operations.
7.2.3 State Communications Systems
The following systems provide the City of Indio with the ability to communicate with State agencies, Riverside County OA, and with other OAs involved in response activities.
OASIS, CLETS, CLERS, and EAS
The Operational Area Satellite Information System (OASIS), California Law Enforcement Telecommunications system (CLETS), and the California Law Enforcement Radio System (CLERS) are utilized to alert and notify sheriff and police departments, and key Emergency Alert System (EAS) stations.
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CAL OES Fire Network
The CAL OES Fire Network serves all OES facilities and fire support equipment.
Radio equipment on this network is located with fire service agencies in 52 counties. The network employs mountaintop mobile relays and interconnects to the State Microwave System to provide statewide coverage.
Fire White
Fire White (existing radio system Control 7) is a mutual aid radio channel, which allows the Incident Commander of responding jurisdictions to communicate with the local fire department.
7.3 Emergency Public Information
During all emergency operations, the City of Indio PIO, will serve as the single point of contact for dissemination for all media releases. Other departments wishing to release information to the public must coordinate through the EOC Director and then presented by the PIO through either a media release or press conference.
The duties of the Public Information Officer are to:
• Rapidly provide the general public with information about the event and instructions about what they should and should not do; and
• Provide approved and confirmed information about the event, its consequences, and relief and rehabilitation measures to the public and local, State, national, and international news organizations. The EOC Director approves all media release information.
The primary role of the PIO is to disseminate emergency instructions and critical information through the media to the public.
A secondary function is to provide the public (through the media) with accurate and complete information regarding incident cause, size, and status; resources committed; and potential short or long-term impacts, if known.
7.3.1 Public Information Office Policies
During emergencies, the following policies and procedures are used to organize and manage public information for the City of Indio:
• The EOC Director provides policy guidance for dissemination of any
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emergency public information;
• Life-safety information and instructions to the public has first priority for release
7.4 Law Enforcement Branch Operations
Indio Police Department will be responsible for staffing of the Law Enforcement Branch when established in the EOC. The Indio Police Department will also support the Situation Unit of the Planning & Intelligence Section of the EOC by providing intelligence and situation assessments received from field units.
The responsibilities of this Branch include the following:
• Coordinate law enforcement operations during the disaster; • Alert and notify the public of the impending or existing emergency in the City.
• Coordinate site security at incidents; and
• Coordinate Law Enforcement Mutual Aid requests within the City.
7.5 Fire & Rescue Branch Operations
Tactical firefighting and rescue operations are coordinated by the City of Indio Fire Department (CAL FIRE Contract). A Fire and Rescue Branch will be established in the City’s EOC. It will be led and staffed by Indio Fire Department personnel. The Indio Fire Department will also support the Situation Unit of the Planning & Intelligence Section of the EOC by providing intelligence and situation assessments received from field units.
7.6 Construction & Engineering Branch Operations
The Construction & Engineering Unit of the EOC is responsible for ensuring all buildings and critical facilities are functional and safe for use.
This Branch is responsible for:
• Coordinating with structural engineers for building assessments;
• Ensuring unsafe areas and structures are clearly marked and the public informed;
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• Supervising any construction and/or engineering project to repair damaged buildings, streets, and critical facilities; and
• Developing short, mid, and long-term reconstruction priorities and plans.
7.6.1 Damage Assessment
When an emergency/disaster occurs, it is necessary to collect and analyze information concerning the nature, severity, and extent of the situation and to report the information through established channels. The information is used to assess the extent of the disaster/event and determine the appropriate level of response for the City.
Information needed to determine the operational problems and immediate needs of the community is critical. The specific information on dollar amounts of the damage and the economic consequences of the disaster are also important, but need not be collected until the operational problems and immediate needs are collected and analyzed.
Teams of personnel may be dispatched to assess the nature, severity, and extent of the situation. The teams may include personnel from:
• City of Indio Public Works or Planning Department
• Indio Water Authority
• City of Indio Police/Code Enforcement
• City of Indio Fire (CAL FIRE)
• Any collaboration of volunteers, non-profits, or non-governmental organization (NGO)
• Any available City Department or Riverside County Department assigned to assist local jurisdictions.
Assessment teams will accomplish the assessments by conducting ground surveys, which will require the observation and reporting of damage, casualties, and status of impacted areas. The survey should also include the inspection of and reporting on facilities essential to public welfare, safety, and sheltering. A sample Damage Assessment organization chart is depicted below. The Damage Assessment teams may be comprised of various city, agency or volunteer groups.
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Figure 7-3 Sample Damage Assessment Org Chart
Damage assessment is generally performed in three phases:
• Windshield Survey – a brief survey of all areas;
• Rapid Needs Assessment of City buildings and other structures; and • Detailed Engineering Evaluation of certain buildings and structures; the Detailed Engineering Evaluation is used as the basis for repairs or replacement of structures; this information is useful to prepare documentation of eligible repair costs on State/Federal Damage Survey Reports.
As significant damages become apparent, an Initial Damage Estimate (IDE) will be prepared and forwarded to the Operational Area EOC. Information that is obtained from each damage assessment team, as well as other City departments, will be compiled for this report.
The IDE includes the location and description of the damages and provides a rough estimate of the associated dollar loss. The IDE will be used to justify a Governor’s Proclamation of a State of Emergency and to request a Presidential Declaration of Emergency.
Detailed assessments of damage to public and private facilities, with more precise dollar loss estimates, will be formulated by the Planning & Intelligence Section of the EOC, and forwarded later as recovery operations begin.
Damage
Assessment
Leader
Fire/Rescue/
HazMat Teams
Health/Medical
Services Public Works
Community
Emergency
Response Teams
Public Utilities
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7.6.2 Safety Assessment
Once activated, the Construction & Engineering Unit will initiate a safety assessment and perform the following operations:
• Begin safety assessments of the damaged facilities and follow up, as necessary, with the field responders’ initial damage assessments;
• Coordinate safety inspections with the other Operation Branches (Law Enforcement, Fire & Rescue), searching for life and/or property- threatening situations; and
• Manage and coordinate teams of qualified inspectors who are either local inspectors or inspectors obtained through the mutual aid system. These teams will include civil and structural engineers who will inspect both public and private property.
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RECOVERY PHASE OPERATIONS
Recovery activities involve the restoration of services to the public and returning the affected area(s) to pre-emergency conditions. A disaster may strike quickly, leaving the need for recovery operations in its wake, or it can be a prolonged event requiring recovery activities to begin while the response phase is still in full activation. Severe windstorms, fires, and floods are examples of disasters that can be ongoing, presenting recovery challenges during and after an event. A major earthquake is an example of a disaster event that strikes and is over quickly, leaving severe damage in its wake.
Recovery actions occur in three general phases. The actions in each phase and the timing vary according to the nature and the severity of the disaster. The first phase overlaps with emergency response and consists of immediate actions taken to reduce life-safety hazards and make short-term repairs to critical lifelines. The second phase provides for ongoing social needs before permanent rebuilding is complete. This phase may continue for weeks or perhaps months.
The third phase includes planning for and implementing the rebuilding of damaged buildings, the rebuilding of other facilities and infrastructure, and the resumption of normal social and economic life in the community. It may include a reconsideration of pre-disaster conditions (“hazard mitigation”). This third phase continues for several years.
The Recovery Plan describes in detail the following:
• Recovery organization and diagram (similar to an org chart showing reporting levels)
• Damage assessment organization
• Disaster Assistance Programs including:
o Public Assistance Grants - Public Assistance (PA) Grant Program is to provide assistance to States, local governments, and certain Non-Profit organizations to alleviate suffering and hardship resulting from major disasters or emergencies declared by the President. Through the PA Program, FEMA provides supplemental Federal disaster grant assistance for the repair, replacement, or restoration of disaster-damaged, publicly owned facilities and the facilities of certain Private Non-Profit (PNP) organizations. The Federal share of assistance is not less than 75% of the eligible cost for emergency measures and permanent restoration. The grantee (usually the State) determines how the non- Federal share (up to 25%) is split with the sub-grantees (eligible applicants).
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o Individual Assistance Grants - Disaster assistance is money or direct assistance to individuals, families and businesses in an area whose property has been damaged or destroyed and whose losses are not covered by insurance.
The purpose is to help with critical expenses that cannot be covered in other ways. This assistance is not intended to restore individual’s damaged property to its condition before the disaster.
o Hazard Mitigation Grant Program - Provides grants to States and local governments to implement long-term hazard mitigation measures after a major disaster declaration. The purpose of HMGP is to reduce the loss of life and property due to natural disasters and to enable mitigation measures to be implemented during the immediate recovery from a disaster. HMGP is authorized under Section 404 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act.
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Figure 8-1 summarizes recovery phase objectives by timeframe from the incident.
1. Initial Response
1 – 7 days
• Debris removal and clean-up
• Emergency, short-term repair of lifeline utilities
• Emergency, short-term repair of transportation
systems and provision of interim transit services
• Building safety inspections
• Coordination of State/Federal damage assessments
• Re-occupancy of buildings
2. Mid-Term Planning
7 – 30 days
• Provision of interim housing
• Restoration of lifeline utilities (power, water, sewers) • Restoration of social and health services
• Restoration of normal County services
• Establishment of new ordinances governing location
and nature of rebuilding
• Examination of building standards
• Economic recovery measures, including interim sites
for business restoration
3. Long-Term Reconstruction
Several Years
• Rebuilding
• Restoration of transportation systems
• Hazard Mitigation
• Reconstruction of permanent housing
• Reconstruction of commercial facilities
• Development and implementation of long-term
economic recovery targeting impacted and critical
industries
Figure 8-1: Recovery Objectives by Timeframe
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8.1 Recovery Phase Management Approach
The first phase, and likely much of the second, occurs while the emergency command organization is in place. Many second and third phase activities fall within the ongoing responsibilities of individual City departments. For example, departments have primary responsibility for planning and implementing the recovery of their own functions and facilities.
Many long-term recovery tasks require the cooperation of many public and private agencies. They extend beyond the time that Incident Command is employed and require activities beyond the scope of this EOP. Therefore, the City will institute a long-term planning and implementation management structure to coordinate these activities to ensure the necessary coordination between City, County, State, and Federal agencies. This structure is referred to as the “Recovery Management Organization” and is managed by a Recovery Planning Unit.
The Recovery Planning Unit is responsible for long-term recovery operations for the City. Recovery issues involving other jurisdictions and/or special districts will be coordinated and managed between the City and their designated representatives. On a regularly scheduled basis, the Recovery Planning Unit will convene meetings. These meetings may include other key staff and individuals, as well as representatives from affected jurisdictions and special districts. These meetings will be held to collectively make policy decisions and to gather and disseminate information regarding completed and ongoing recovery operations.
All City departments may need to take responsibility for certain functions throughout the recovery process. Recognizing that it is important to assess and take steps to reduce the impact of future events, every member of a recovery operations organization should be responsible for documenting and reporting possible mitigation actions.
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The Recovery Management Task Force is composed of individuals/organizations as appointed by the EOC Director:
The Recovery Management Task Force is composed of individuals from the following departments, agencies and organizations:
City Manager
Asst. City Manager
Deputy City Manager
Emergency Operations Center Manager
Finance Department
Planning Department
Department of Building & Safety
Department of Public Health
Public Works
Engineering
Economic Development
Chamber of Commerce
Riverside County EMD
California OES
Community/Non-Governmental Organizations
8.2 Roles of Other Agencies
8.2.1 Federal Government
The FEMA Regional Director is responsible for hazard recovery and mitigation actions under the terms of the Federal/State Agreement. The Regional Director shall:
• Provide for a Joint Federal/State/Local Recovery Team to survey the disaster affected area as soon as possible following a major disaster or emergency declaration by the President and to accomplish recovery planning in accordance with Federal/State Agreement;
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• Appoint a Hazard Mitigation Coordinator (HMC) to:
Serve on the Federal/State Hazard Mitigation Team, and
Confer with local, State and Federal officials concerning these hazards and hazard mitigation measures;
• Ensure that the ultimate benefits to be gained through effective hazard mitigation programs are not diminished;
• Provide technical advice and assistance;
• Encourage State and local governments to adopt safe land use practices and construction standards;
• Ensure that FEMA and other Federal efforts are supplemental to local and State efforts;
• Encourage initiative by State and local governments;
• Take actions required by FEMA Floodplain Management Regulations (as applicable for flood disasters).
Depending on the type of emergency, other Federal agencies may be involved in the recovery operations.
8.2.2 California Office of Emergency Services
A representative of CAL OES will be appointed by the Governor to act in the capacity of the Governor’s Authorized Representative (GAR), who will be responsible for State performance of hazard mitigation activities under the Federal/State Agreement. The GAR, in coordination with the FEMA Regional Director, shall:
• Appoint a State Hazard Mitigation Coordinator (SHMC) to serve on the Federal/State Hazard Mitigation Team, and
• Arrange for State and local participation in Federal-State survey and Initial Damage Inspection of disaster affected areas.
8.3 Damage Assessment
Under the Riverside County EOC’s Standard Operating Procedures, an Initial Damage Estimate (IDE) is developed during the emergency response phase to support a request from the City of Indio for gubernatorial proclamation and for the State to request a presidential declaration.
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This is followed by a detailed assessment of damage during the recovery phase.
This detailed assessment provides the basis for determining the type and amount of State and/or Federal assistance available for recovery.
Documentation is key to recovering emergency response and recovery costs.
Damage assessment documentation will be critical in establishing the basis for eligibility of disaster assistance programs.
Under the State Natural Disaster Assistance Act (NDAA), documentation is required for damage sustained to public buildings, levees, flood control works, irrigation works, city roads, city bridges, and other city public works.
8.3.1 Federal Documentation Requirements
Under Federal disaster assistance programs, documentation must be obtained regarding damage sustained to:
Roads;
Water control facilities;
Public buildings and related equipment;
Public utilities;
Facilities under construction;
Recreational and park facilities;
Educational institutions; and
Certain private non-profit facilities.
The documented information should include the location and extent of damage and estimates of costs for debris removal, emergency work, and repairing or replacing damaged facilities to pre-disaster condition.
The cost of compliance with building codes for new construction, repair, and restoration will also be documented. The cost of improving facilities may be included under Federal mitigation programs.
As noted previously, documentation is, key to recovering expenditures related to emergency response and recovery operations. Documentation must begin at the field response level and continue throughout the operation of the EOC.
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8.4 After Action Reporting and Analysis
SEMS regulations require any city or county declaring a local emergency for which the Governor proclaims a State of Emergency, to complete and transmit an After-Action Report to CAL OES within 90 days of the close of the incident period. It is the policy of the City of Indio Emergency Management Program to prepare an After-Action Report after, every EOC activation. See Appendix F The After-Action Report provides, at a minimum, the following:
• Response actions taken;
• Application of SEMS;
• Suggested modifications to SEMS;
• Necessary modifications to plans and procedures;
• Training needs; and
• Recovery activities to-date.
The After-Action Report serves as a source for documenting City emergency response activities and identifying areas of concern and successes. It also is utilized to develop a work plan for implementing improvements.
An After-Action Report is a document for all SEMS levels, providing a broad perspective of the incident, referencing more detailed documents, and addressing all areas specified in regulations.
An After-Action Report includes an overview of the incident, including enclosures and addresses specific areas of the response, if necessary. It is coordinated with hazard mitigation efforts, which may be included in the “recovery actions to-date” portion of the report.
The City of Indio Emergency Management Program will be responsible for the completion and distribution of the City After-Action Report, including sending it to the Southern Region of State OES within the required 90-day period.
The After-Action Report’s primary audience is City of Indio employees, including management. After-Action Reports should be written in simple language, well- structured, brief, and geared to the primary audience. Data for the After-Action Report is collected from a questionnaire, other documents developed during the disaster response, and interviews of emergency responders.
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MITIGATION PHASE OPERATIONS
As noted in Section 5 of this EOP, the City of Indio participated as a “submitting jurisdiction” in the Riverside County Multi-Jurisdictional LHMP that was approved by FEMA and CAL OES in August 2018. The County’s LHMP provides a detailed identification and analysis of the hazards faced by Riverside County.
Section 5 of this EOP provides a summary of information specific to the City of Indio that is contained in the LHMP.
Hazard mitigation is defined as any action taken to reduce or eliminate the long- term risk to human life and property from natural or man-made hazards. Section 201 of Public Law 93 288 requires that the State or local government recipients 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 disaster strikes, mitigation opportunities exist only during recovery and even those opportunities can be limited by the absence of advanced planning.
Nevertheless, the immediate post-disaster period does present special opportunities for mitigation. Public Law 93 288 Subchapter IV deals with the opportunities presented in a current disaster to mitigate potential hardship and loss resulting from future disasters. Thus, 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 activities can be divided into the following categories:
Prevention;
Property protection;
Public education and awareness;
Natural resource protection;
Emergency services; and
Structural projects.
9.1 Mitigation Phase Management Approach
Mitigation activities in the City of Indio are coordinated by the City’s Office of Emergency Management Program and implemented under the normal City management structure.
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A representative from CAL OES is appointed by the Governor and is responsible for State performance of hazard mitigation activities.
9.2 Short-Term Mitigation
The objectives of short-term mitigation activities are the identification of hazards following an emergency or major disaster, and accomplishment of appropriate hazard mitigation measures. The FEMA Regional Director and California OES shall ensure compliance with these objectives as a condition for Federal loans or grants.
9.2.1 Surveys
Local, State, and Federal preliminary damage assessments may identify major hazards and opportunities for hazard mitigation activities prior to a declaration of an emergency. Damage Survey Reports (DSR) shall include identification of hazards and shall recommend mitigation measures to be incorporated into the repair work.
The Federal/State Hazard Mitigation 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 readily available 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 recommendations of hazard mitigation measures in its final report.
9.2.2 Mapping
The Federal/State Hazard Mitigation Team shall verify the impact of the major disaster on disaster frequencies computed prior to the major disaster and shall consider the advisability of redefining boundaries of high-hazard areas as a result of their findings. The team shall make recommendations to the FEMA Regional Director and the GAR on any needs for new mapping or re-mapping of high hazard areas.
9.3 Long-Term Mitigation
The following measures are part of the long-term mitigation plan. Specific mitigation measures and projects are identified in the Riverside County Multi- Jurisdictional LHMP.
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9.3.1 Prevention
Prevention measures are implemented to keep a hazard risk from increasing and to ensure that new development does not increase hazard losses. Prevention projects are designed to guide development away from hazardous areas through the use of planning and zoning, land development regulations, and open space preservation.
Following a major disaster or emergency declaration, the City has the responsibility for adopting or updating, as necessary, appropriate construction standards and enforcing them. The City may request State or Federal technical advice or assistance in taking these actions.
Prevention measures may also include infrastructure upgrades and maintenance, such as improved storm water management or other Public Works projects.
9.3.2 Property Protection
A second category of mitigation measures is property protection. This consists of projects to directly protect people and projects at risk. This may include modifications to existing structures to increase their hazard resistance or may involve relocating and/or rebuilding existing structures. Property protection measures may be implemented by private property owners or on a cost-sharing basis.
9.3.3 Public Education and Awareness
Public education and awareness is another category of hazard mitigation projects. This consists of informing the public about the existence of local hazards and advising them on how they can take steps to reduce damages and injuries. Public information projects may be directed towards local residents, businesses, or visitors.
9.3.4 Natural Resource Protection
Natural resource protection mitigation projects are designed to reduce hazard effects and improve the quality of the environment and wildlife habitats.
Examples of natural resource protection projects include erosion and sediment control and wetlands protection.
9.3.5 Emergency Services
Mitigation projects may also be developed to protect the City infrastructure that is required as part of the overall emergency response capability. This may include
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protection and hardening of critical facilities such as the EOC and other key response facilities. It may also include protecting and upgrading the warning and communications capabilities of the City.
9.3.6 Structural Projects
The final category of mitigation measures consists of structural projects that directly protect people and property. These involve the construction or improvement of man-made structures that are designed to directly control hazards such as reservoirs, levees and seawalls, diversions, channel modifications, and storm sewers.
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LEGAL CITATIONS
The following sections contain excerpts from various City, County, and State codes that are referenced in Part 1 of this EOP
10.1 States of Emergency
10.1.1 California Government Code, Section 8630 – 8634
Local Emergency:
8630. (a) A local emergency may be proclaimed only by the governing body of a city, county, or city and county, or by an official designated by ordinance adopted by that governing body.
(b) Whenever a local emergency is proclaimed by an official designated by ordinance, the local emergency shall not remain in effect for a period in excess of seven days unless it has been ratified by the governing body. (c) (1) The governing body shall review, at its regularly scheduled meetings until the local emergency is terminated, the need for continuing the local emergency.
However, in no event shall a review take place more than 21 days after the previous review.
(2) Notwithstanding paragraph (1), if the governing body meets weekly, it shall review the need for continuing the local emergency at least every 14 days, until the local emergency is terminated.
(d) The governing body shall proclaim the termination of the local emergency at the earliest possible date that conditions warrant.
8631. In periods of local emergency, political subdivisions have full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements therefore.
8632. State agencies may provide mutual aid, including personnel, equipment and other available resources, to assist political subdivisions during a local emergency or in accordance with mutual aid agreements or at the direction of the Governor. 8633. In the absence of a state of war emergency or state of emergency, the cost of extraordinary services incurred by political subdivisions in executing mutual aid agreements shall constitute a legal charge against the state when approved by the
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Governor in accordance with orders and regulations promulgated as prescribed in Section 8567.
8634. During a local emergency the governing body of a political subdivision, or officials designated thereby, may promulgate orders and regulations necessary to provide for the protection of life and property, including orders or regulations imposing a curfew within designated boundaries where necessary to preserve the public order and safety. Such orders and regulations and amendments and rescissions thereof shall be in writing and shall be given widespread publicity and notice.
The authorization granted by this chapter to impose a curfew shall not be construed as restricting in any manner the existing authority of counties and cities and any city and county to impose pursuant to the police power a curfew for any other lawful purpose.
10.1.2 California Government Code, Section 8625 – 8629
State of Emergency:
8625. The Governor is hereby empowered to proclaim a state of emergency in an area affected or likely to be affected thereby when:
(a) He finds that circumstances described in subdivision (b) of Section 8558 exist; and either
(b) He is requested to do so (1) in the case of a city by the mayor or chief executive, (2) in the case of a county by the chairman of the board of supervisors or the county administrative officer; or
(c) He finds that local authority is inadequate to cope with the emergency. 8626. Such proclamation shall be in writing and shall take effect immediately upon its issuance. As soon thereafter as possible such proclamation shall be filed in the office of the Secretary of State.
The Governor shall cause widespread publicity and notice to be given such proclamation.
8627. During a state of emergency the Governor shall, to the extent he deems necessary, have complete authority over all agencies of the state government and the right to exercise within the area designated all police power vested in the state by the Constitution and laws of the State of California in order to effectuate the purposes of this chapter. In exercise thereof, he shall promulgate issue and enforce
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such orders and regulations, as he deems necessary, in accordance with the provisions of Section 8567.
8627.5. (a) The Governor may make, amend, or rescind orders and regulations during a state of emergency that temporarily suspend any state, county, city, or special district statute, ordinance, regulation, or rule imposing non-safety related restrictions on the delivery of food products, pharmaceuticals, and other emergency necessities distributed through retail or institutional channels, including, but not limited to, hospitals, jails, restaurants, and schools. The Governor shall cause widespread publicity and notice to be given to all of these orders and regulations, or amendments and rescissions thereof.
(b) The orders and regulations shall be in writing and take effect immediately on issuance. The temporary suspension of any statute, ordinance, regulation, or rule shall remain in effect until the order or regulation is rescinded by the Governor, the Governor proclaims the termination of the state of emergency, or for a period of 60 days, whichever occurs first.
8628. During a state of emergency the Governor may direct all agencies of the state government to utilize and employ state personnel, equipment, and facilities for the performance of any and all activities designed to prevent or alleviate actual and threatened damage due to the emergency; and he may direct such agencies to provide supplemental services and equipment to political subdivisions to restore any services which must be restored in order to provide for the health and safety of the citizens of the affected area. Any agency so directed by the Governor may expend any of the moneys which have been appropriated to it in performing such activities, irrespective of the particular purpose for which the money was appropriated. 8629. The Governor shall proclaim the termination of a state of emergency at the earliest possible date that conditions warrant. All of the powers granted the Governor by this chapter with respect to a state of emergency shall terminate when the state of emergency has been terminated by proclamation of the Governor or by concurrent resolution of the Legislature declaring it at an end.
10.1.3 California Government Code, Section 8620 – 8624
State of War Emergency:
8620. During a state of war emergency the Governor shall have complete authority over all agencies of the state government and the right to exercise within the area or regions designated all police power vested in the state by the Constitution and laws of the State of California in order to effectuate the purposes of this chapter. In exercise thereof he shall promulgate, issue, and enforce such orders and
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regulations, as he deems necessary for the protection of life and property, in accordance with the provisions of Section 8567.
8621. During a state of war emergency every department, commission, agency, board, officer, and employee of the state government and of every political subdivision, county, city and county, or city, public district, and public corporation of or in the state is required to comply with the lawful orders and regulations of the Governor made or given within the limits of his authority as provided for herein.
Every such officer or employee who refuses or willfully neglects to obey any such order or regulation of the Governor, or who willfully resists, delays, or obstructs the Governor in the discharge of any of his functions hereunder, is guilty of a misdemeanor. In the event that any such officer or employee shall refuse or willfully neglect to obey any such order or regulation, the Governor may by his order temporarily suspend him from the performance of any and all the rights, obligations, and duties of his office or position for the remainder of the period of the state of war emergency, and the Governor may thereupon designate the person who shall carry on the rights, obligations, and duties of the office or position for the duration of such suspension.
8622. During a state of war emergency, the Governor, any state agency, or any agency acting under the authority of this chapter may exercise outside the territorial limits of this state any of the powers conferred upon him or it by or pursuant to this chapter.
8623. During a state of war emergency, any person holding a license, certificate, or other permit issued by any state evidencing the meeting of the qualifications of such state for professional, mechanical, or other skills, may render aid involving such skill to meet the emergency as fully as if such license, certificate, or other permit had been issued in this state if a substantially similar license, certificate, or other permit is issued in this state to applicants possessing the same professional, mechanical, or other skills.
8624. (a) Whenever it appears that a state of war emergency will continue for more than seven days, the Governor shall call a meeting of the Emergency Council not later than the seventh day.
(b) All of the powers granted the Governor by this chapter with respect to a state of war emergency shall terminate when:
(1) The state of war emergency has been terminated by proclamation of the Governor or by concurrent resolution of the Legislature declaring it at an end; or (2) The Governor has failed to call a meeting of the Emergency Council within the period prescribed in subdivision (a) of this section; or
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(3) The Governor has not within 30 days after the beginning of such state of war emergency issued a call for a special session of the Legislature for the purpose of legislating on subjects relating to such state of war emergency, except when the Legislature is already convened with power to legislate on such subjects.
10.1.4 Riverside County Emergency Services Ordinance 533.7
ARTICLE III. EMERGENCY MANAGEMENT ORGANIZATION
Section 3.1. The Riverside County "Emergency Management Organization" consists of all officers and employees of the County of Riverside, its agencies, cities, tribal governments and special districts of Riverside County, together with all volunteers and all groups, organizations and persons commandeered under the provisions of the California Emergency Services Act and this ordinance, with all equipment and material publicly owned, volunteered, commandeered or in any way under the control of the aforementioned personnel, for the support of the aforementioned personnel in the conduct of emergency operations.
Section 3.2. The Riversid e County Emergency Management Organization shall be activated, and function only:
a. Upon the existence of a State of War Emergency;
b. Upon the Proclamation by the Governor of the State of California, or of persons authorized to act in his/her stead, of a State of Emergency affecting and including Riverside County; or
c. Upon the Proclamation of a Local Emergency by the Board of Supervisors of Riverside County, or by persons herein authorized to act in its stead. d. Upon the Proclamation of a Public Health Emergency by the Board of Supervisors of Riverside County, or by persons herein authorized to act in its stead. e. Two or more local government jurisdictions within the Operational Area have activated their emergency operations center or upon a request from a local government jurisdiction
f. The Operational Area is requesting resources from outside its boundaries, except those resources used in normal day-to-day operations which are obtained through existing agreements providing for the exchange or furnishing of certain types of facilities and services on a reimbursable, exchange, or other basis as provided for under the Master Mutual Aid Agreement;
g. The Operational Area has received resource requests from outside its boundaries, except those resources used in normal day-to-day operations which are obtained through existing agreements for the exchange or furnishing of certain types of facilities and services on a reimbursable, exchange, or other basis as provided for under the Master Mutual Aid Agreement.
h. It is deemed necessary by the Director of Emergency Services in order to support emergency or extreme peril conditions beyond normal day-today operations.
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i. Access to the Emergency Operations Center must be authorized by the Emergency Services Director or the Emergency Management Department Director or their designees. Access will be authorized to those persons deemed necessary to assist the County and the authorization shall be effective for the duration of the activation.
Section 3.3. The Emergency Management Organization shall be composed of such elements as are provided for in the County of Riverside Emergency Operations Plan. The Emergency Operations Plan shall provide for the organization of the Emergency Management Organization, utilizing the concepts of the Standardized Emergency Management System (SEMS). The Officers of the County of Riverside shall have the duty and authority to plan for the mobilization, operation and support of that segment of the Emergency Management Organization for which each is responsible as provided for in the Emergency Plan.
ARTICLE IV. DISASTER COUNCIL
Section 4.1. The Chair of the Board of Supervisors shall serve as the Chair of the Disaster Council.
Section 4.2. The line of succession for Chair of the Board In their absence, or upon their inability to act, the Chair of the Board shall automatically be succeeded as Chair of the Disaster Council by the following officials in the order named:
Vice-Chair, Board of Supervisors;
Remaining County Supervisors in the sequence of the numbers of their respective Supervisorial Districts, unless said Board shall otherwise determine; Standby Officers are excluded from the line of succession for the Chairman of the Board of Supervisors, unless said Board shall otherwise determine.
Section 4.3. The Riverside County Disaster Council consists of the following persons:
1) Chairperson – The chairperson for the Board of Supervisors 2) Director of Emergency Services (County Executive Officer) 3) Secretary. Director of the Emergency Management Department 4) County Chief Operating Officer
5) County Chief Financial Officer
6) Sheriff/Coroner
7) District Attorney
8) County Fire Chief
9) Assistant CEO-Public Safety
10) County Counsel
11) Director of Emergency Services of each incorporated city in Riverside County 12) Director of Emergency Services of each Tribal Council in Riverside County
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13) Such representatives of government, military public safety, civic, business, labor, veterans, professional, educational, faith based, access and functional needs or other organizations having an official emergency responsibility, as may be recommended by the disaster council and approved by the Board of Supervisors
Section 4.4. The Disaster Council shall have power to:
a) Elect a Vice-Chair and such other officers as it shall deem necessary; b) Enact its own rules of procedures;
c) Review and recommend for adoption to the Board of Supervisors those emergency and mutual aid plans, agreements, ordinances, resoluti ons, and regulations as it shall deem necessary to implement such plans and agreements, and any necessary amendments to those documents.
Section 4.5. Additional duties of the Disaster Council include:
a) Assess and coordinate disaster related training relating specifically to the unincorporated areas of the County of Riverside.
b) Develop plans for meeting any condition constituting a local emergency or state of emergency, including, but not limited to, earthquakes, natural, or manmade disasters.
c) Evaluate the potential hazards within the County and assist in the development of response plans relating to those hazards.
d) Review and approve the County of Riverside Emergency Operations Plan. e) Develop and approve plans providing for the effective mobilization of all of the resources within the political subdivision, both public and private. f) By ordinance, provide for the organization, powers and duties, divisions, services, and staff of the County’s emergency organization. g) Act as an advisory board to the E OC Policy Group during a declared disaster as deemed necessary by the Chairperson of the Board or the Director of Emergency Services.
h) Certify Disaster Service Workers through the County Office of Emergency Services under authority of Section 3211.9 of the California Labor Code.
Section 4.6. The Disaster Council shall meet annually or upon call of the Chair, or in his/her absence or inability to call such a meeting, upon the call of the Vice-Chair.
Section 4.7. During a "State of War Emergency", "State of Emergency" or a "Local Emergency", the Chair of the Disaster Council or the Director of Emergency Services may call upon the Disaster Council to meet with the EOC Policy Group to act as an advisory group on issues as determined by the Director of Emergency Services or the Disaster Council Chair.
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ARTICLE V. DIRECTOR OF EMERGENCY SERVICES
Section 5.1 . The Director of Emergency Services shall mean that person designated in a resolution adopted pursuant to Government Code Section 8610 by the Board of Supervisors to provide direction and control of the Riverside County Emergency Organization, during times of emergency or disaster. The County Chief Executive Officer shall be the Director of Emergency Services.
Section 5.2. The line of succession for the Director of Emergency Services, in the absence of the County Chief Executive Officer, or inability to act, shall automatically be succeeded by the following officials in the order named. A designee may not fill the position of Director of Emergency Services without the approval of the County Chief Executive Officer or the Chair of the Board of Supervisors. 1) Chief Operating Officer
2) Assistant County Executive Officer-Public Safety
3) Assistant County Executive Officer-Human Services
4) Assistant County Executive Officer-Economy and Community Development 5) Assistant County Executive Officer- Public Works, Land Use & Environment 6) Assistant County Executive Officer-Riverside University Health System 7) Emergency Management Department Director
Section 5.3 . The Director of Emergency Services shall have the following powers and duties:
1. To make key appointments, subject to the approval of the Board of Supervisors, within the Emergency Management Organization;
2. Request the Board of Supervisors to proclaim the existence of a "Local Emergency" if said Board is in session, or to issue such proclamation if said Board is not in session. Whenever a "Local Emergency" is proclaimed by the Director of Emergency Services, the Board of Supervisors shall take action to ratify the proclamation within seven days thereafter or the proclamation shall have no further force or effect;
3. During the existence of "State of War Emergency", or the proclaimed existence of a "State of Emergency" or a "Local Emergency" affecting Riverside County or the Riverside County Operational Area to:
i. Control and direct the activities of the Riverside County Emergency Management Organization;
ii. Use all County resources for the preservation of life and property and to reduce the effects of emergency;
iii. Resolve questions of authority and responsibility that may arise in emergency operations;
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iv. Obtain vital supplies, equipment and other resources needed for the preservation of life and property by either binding the County for the fair value thereof or by commandeering same;
v. To delegate to elected and appointed officials of the County of Riverside such duties and authorities as he deems necessary;
vi. To make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by any conditions proclaimed as provided herein;
vii. To require emergency services of any county officer or employee, and to command the aid of as many citizens of the County of Riverside as the Director deems necessary in the execution of his/her duties;
viii. To exercise complete authority over the County and to exercise all police power vested in the County by the Constitution and general laws; ix. To recommend to the Board of Supervisors any urgency ordinance that may be necessary for the protection of the health, safety, and welfare of the community during the pendency of the emergency;
x. In addition to the powers granted herein, the Director of Emergency Services shall have such powers incidental to the performance of said duties as shall be necessary to allow for the carrying out of the Emergency Plan of the County of Riverside, it being the intent that the enumerated powers herein are not intended to be limitations upon the Director's powers.
ARTICLE VI. COUNTY OFFICE OF EMERGENCY SERVICES
Section 6.1. The County Emergency Management Department, The Riverside County Emergency Management Department is hereby established as the lead County department to ensure coordinated Operational Area level activities and administer the Emergency Management Program on behalf of the County of Riverside, Operational Area (OA) and the Director of Emergency Services.
Section 6.2. Director Emergency Management Department. The position of Emergency Management Department Director is hereby established and shall function as the County and Operational area Emergency Manager. a. Prior to the existence of a Local Emergency or Disaster, the Emergency Management Department Director (or designee) shall:
(1) Oversee activities of EMD in support of the Emergency Management Program;
(2) Represent the County of Riverside with Local, State, and Federal partners;
(3) Function as the Local Emergency Medical Services Agency (LEMSA) (4) Function as the Public Health Emergency preparedness (PHEP)
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program coordinator
(5) Ensure emergency management duties under the California Governor’s Office of Emerge ncy Services (Cal OES) and Federal Emergency Management Agency (FEMA) guidelines are followed as required; (6) Act as applicant agent along with the County Executive Officer to Cal OES or FEMA
(7) Serve as technical advisor to the Director of Emergency Services an d any multi-agency coordination or policy group meetings; (8) Support and coordinate the activities of the Disaster Council and its subcommittees;
(9) Recommend to the Riverside County Disaster Council matters for consideration within the purview of said Council’s responsibilities; (10) Chair the Operational Area Planning Committee;
(11) Develop written agreements, ordinances, rules and regulations as may be necessary to support the Emergency Management Program and bring said instruments to the Board of Supervisors, to recommend their enactment. (12) Recommend to the Board of Supervisors matters of policy for consideration insofar as they relate to emergency and disaster planning, mitigation, preparedness, response and recovery;
(13) assign duties and authorities to personnel of the Emergency Management Department;
(14) Ensure that the County’s EOP and a;; associated plans, ordinances, annexes, policies, protocols, and procedures are kept up to date, and that current emergency management concepts are applied;
(15) Ensure that guidelines specified in the SEMS and NIMS are implemented as the method of organization and best practice in all plans and activities.
ARTICLE VII. RIVERSIDE COUNTY OPERATIONAL AREA
Section 7.1. The "Riverside County Operational Area" is an intermediate level of the state emergency services organization consisting of the County of Riverside, all political subdivisions, and those special districts that have signed an agreement and become part of the Operational Area within the geographic boundaries of Riverside County. The Riverside County Operational Area is used for the coordination of emergency activities and to serve as the link in the system of communications and coordination between the state's emergency operation centers and the emergency operation centers of the county and the political subdivisions comprising the Riverside County Operational Area.
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Section 7.2. The county government shall serve as the lead agency of the Riverside County Operational Area unless another member agency of the operational area assumes that responsibility by written agreement with county government.
Section 7 .3. The operational area authority and responsibility under the Standardized Emergency Management System shall not be affected by non- participation of any local government(s) within the operational area.
Section 7.4. As the lead agency, the county government shall:
a) Coordinate information, resources and priorities among local governments within the operational area.
b) Coordinate information, resources and priorities between the regional level and the local government level. Coordination of fire and law enforcement resources shall be accomplished through their respective mutual aid systems.
c) Use multi-agency coordination to facilitate decisions for overall operational level emergency response activities.
d) Provide for an Operational Area EOC, which may be co-located with the County EOC
e) Coordinate resources within the county not covered by normal law or fire mutual aid.
Section 7.5. The Operational Area EOC shall be activated and SEMS used when any of the following conditions exist:
a) A local government within the Operational Area has activated its EOC and requested activation of the Operational Area EOC to support emergency operations;
b) Two or more cities within the Operational Area have declared or proclaimed a local emergency;
c) The county and one or more cities have declared or proclaimed a local emergency;
d) A city, city and county, or county has requested a governor's proclamation
of a state of emergency, as defined in Government Code Section 8558(b); e) A state of emergency is proclaimed by the governor for the county or two or more cities within the Operational Area;
f ) The Operational Area is requesting resources from outside its boundaries, except those resources used in normal day-to-day operations which are obtained through existing agreements providing for the exchange or furnishing of certain types of facilities and services on a reimbursable, exchange, or other basis as provided for under the Master Mutual Aid
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Agreement;
g) The Operational Area has received resource requests from outside its boundaries, except those resources used in normal day-to-day operations which are obtained through existing agreements for the exchange or furnishing of certain types of facilities and services on a reimbursable, exchange, or other basis as provided for under the Master Mutual Aid Agreement.
Section 7.6. The Operational Area Planning Committee (OAPC) is established by the Board of Supervisors to oversee the activities of the Riverside County Operational Area. Membership in the committee shall consist of designated County Departments, all cities within Riverside County, Tribal governments and all Special Districts who have signed an Operational Area Agreement. The OAPC shall establish a set of by-laws governing membership, voting, and grant review and funding policies.
Section 7.7. The Operational Area Planning Committee is responsible for the oversight of all grant funds directed to the Operational Area from various federal and state agencies sources. The Operational Area Planning Committee shall establish subcommittee(s) as needed to determine the scope of these grants, the method of distribution of these funds, and to review and approve requests for these funds.
ARTICLE VIII. POWERS OF SUCCESSION
Section 8 .1. Each person who shall succeed to each position of office as provided herein, and as provided in the Emergency Operations Plan of the County of Riverside, shall assume all of the powers and duties of the office succeeded to immediately upon such succession.
ARTICLE IX. ORDERS OF MEMBERS
Section 9 .1. During the existence of a "State of War Emergency" or a proclaimed "State of Emergency" or "Local Emergency" affecting Riverside County, each member of the County Emergency Management Organization shall have authority to require that all persons shall follow reasonable orders given withi n the scope of functions in order to execute the Emergency Plan of the County of Riverside, and the willful failure of any person to follow such reasonable order or orders shall be a misdemeanor punishable by a fine of not more than $1,000.00 or by imprisonment for not more than 6 months or both.
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Adopted: 533 Item 37 of 08/24/1771 (Eff: 09/23/1971) Amended: 533.1 Item 6.1 of 06/10/1975 (Eff: 07/10/1975) 533.2 Item 3.4 of 07/02/1985 (Eff: 08/01/1985)
533.3 Item 3.9 of 11/15/1988 (Eff: 12/15/1988)
533.4 Item 3.4 of 08/15/1995 (Eff: 09/14/1995)
533.5 Item 3.52 of 08/23/2005 (Eff: 09/21/2005)
533.6 Item 3.29 of 12/04/2018 (Eff. 01/02/2019)
533.7 Item 3.16 of 04/30/2019 (Eff. 05/29/2019)
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10.1.5 City of Indio Municipal Code Title III, Chapter 35 Title III: Administration Chapter 35: DISASTER RELIEF
Section
35.01 Purpose
35.02 Definitions
35.03 Disaster Council membership
35.04 Disaster Council powers and duties
35.05 Director and assistant Director of Emergency Services
35.06 Emergency organization
35.07 Emergency plan
35.08 Expenditures
35.09 Violations
35.99 Penalty
35.01 PURPOSE.
The declared purposes of this chapter are to provide for the preparation and carrying out of persons and property within this city in the event of an emergency; the direction of the emergency organization; and the coordination of the emergency functions of this city with all other public agencies, corporations, organizations and affected private persons. (Ord. 1124, passed 8-5-92)
35.02 DEFINITIONS.
EMERGENCY. The actual or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property within this city caused by such conditions as air pollution, fire, flood, storm, epidemic, riot or earthquake or other conditions, including conditions resulting from war or imminent threat of war, but other than conditions resulting from a labor controversy, which conditions are or are likely to be beyond the control of the services, personnel, equipment and facilities of this city requiring the combined forces of other political subdivisions to combat.
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LOCAL EMERGENCY, STATE OF EMERGENCY, STATE OF WAR
EMERGENCY. Each of these terms shall have the meanings described in the California Emergency Services Act (Government Code Sections 8550, et seq.) and specifically Government Code Section 8558 as the same now reads or as it may hereafter be amended. (Ord. 1124, passed 8-5-92)
35.03 DISASTER COUNCIL MEMBERSHIP.
The city Disaster Council is hereby created and shall consist of the following:
(A) The Mayor, who shall be Chairman.
(B) The Director of Emergency Services, who shall be Vice-Chairman. (C) The Assistant Director of Emergency Services.
(D) The Emergency Services Coordinator. (EOC Manager) (E) Such Chiefs of Emergency Services as are provided for in a current emergency plan of this city adopted pursuant to this chapter. (F) Such representatives of civic, business, labor, veterans, professional or other organizations having an official emergency responsibility as may be appointed by the Director with the advice and consent of the City Council. (Ord 1124, passed 8-5-92)
35.04 DISASTER COUNCIL POWERS AND DUTIES.
It shall be the duty of the city Disaster Council, and it is hereby empowered, to develop and recommend for adoption by the City Council, emergency and mutual aid plans and agreements and such ordinances and resolutions and rules and regulations as are necessary to implement such plans and agreements. The Disaster Council shall meet upon call of the Chairman, or in their absence from the city or inability to call such meeting, upon call of the Vice-Chairman. (Ord. 1124, passed 8-5-92)
35.05 DIRECTOR AND ASSISTANT DIRECTOR OF EMERGENCY
SERVICES.
(A) There is hereby created the office of Director of Emergency Services. The City Manager shall be the Director of Emergency Services.
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(B) There is hereby created the office of Assistant Director of Emergency Services who shall be appointed by the Director. The Director of Emergency Services designates the Fire Chief as Assistant Director of Emergency Services. (C) There is hereby created the office of Emergency Services Coordinator who shall be appointed by the Director. (Ord. 1124, passed 8- 5-92)
35.06 POWERS AND DUTIES OF THE DIRECTOR AND ASSISTANT DIRECTOR OF EMERGENCY SERVICES.
The Director is hereby empowered to:
(A) Request the City Council to proclaim the existence or threatened existence of a “local emergency” if the City Council is in session, or to issue such proclamation if the City Council is not in session. Whenever a “local emergency” is proclaimed by the Director, the City Council shall take action to ratify the proclamation within seven days thereafter or the proclamation shall have no further force or effect. (B) Request the Governor to proclaim a “state of emergency” when, in the opinion of the Director, the locally available resources are inadequate to cope with the emergency.
(C) Control and direct the effort of the emergency organization of this city for the accomplishment of the purposes of this chapter.
(D) Direct cooperation between and coordination of services and staff of the emergency organization of this city; and resolve questions of authority and responsibility that may arise between them.
(E) Represent this city in all dealings with public or private agencies on matters pertaining to emergencies as defined herein.
(F) In the event of a proclamation of a “local emergency” as herein provided, the proclamation of a “state of war emergency”, the Director is hereby empowered:
(1) To make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by such emergency; provided, however, such rules and regulations must be confirmed at the earliest practicable time by the City Council;
(2) To obtain vital supplies, equipment, and such other properties found lacking and needed for the protection of life and property and to bind the city for the
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fair value thereof and, if required immediately, to commandeer the same for public use;
(3) To require emergency services of any city officer or employee and, in the event of a proclamation of a “state of emergency” in the County in which this City is located or the existence of a “state of war emergency”, to command the aid of as many citizens of this community as he deems necessary in the execution of his duties; such persons shall be entitled to all privileges, benefits, and immunities as are provided by state law for registered disaster service workers; (4) To requisition necessary personnel or material of any City department or agency; and;
(5) To execute all of his ordinary power as City Manager, all of the special powers conferred upon him by this Ordinance or resolution or emergency plan pursuant here to adopted by the City Council, all powers conferred upon him by any statute, by any agreement approved by the City Council, and by any other lawful authority.
(G) The Director of Emergency Services shall designate the order of succession to that office, to take effect in the event the Director is unavailable to attend meetings and otherwise perform his duties during an emergency. Such order of succession shall be approved by the City Council.
(H) The Assistant Director shall, under the supervision of the Director and with the assistance of emergency services chiefs, develop emergency plans and manage the emergency programs of this city; and shall have such other power and duties as may be assigned by the Director.
(I) The Emergency Services Coordinator shall, under the supervision of the Assistant Director, assist in the execution of established local civil defense operations, assist in the organization and training of civil defense personnel, and serve as an advisor in technical areas of civil defense. (Ord. 1124, passed 8-5-92)
35.07 EMERGENCY ORGANIZATION.
All officers and employees of this city, together with those volunteer forces enrolled to aid them during an emergency, and all groups, organizations and persons who may by agreement or operation of law, including persons impressed into service under the provision of 35.06
(F) (3) of this chapter, be charged with
duties incident to the protection of life and property in this city during such emergency, shall constitute the Emergency Organization of the city. (Ord. 1124, passed 8-5-92)
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35.08 EMERGENCY PLAN.
The Disaster Council shall be responsible for the development of the city Emergency Plan, which plan shall provide for the effective mobilization of all of the resources of this city, both public and private, to meet any condition constituting a local emergency, state of emergency or state of war emergency; and shall provide for the organization, powers and duties, services and staff of the Emergency Organization. Such plan shall take effect upon adoption by resolution of the City Council. (Ord. 11244, passed 8-5-92)
35.09 EXPENDITURES.
Any expenditure made in connection with emergency activities, including mutual aid activities, shall be deemed conclusively to be for the direct protection and benefit of the inhabitants and property of the city. (Ord. 1124, passed 8-5-92)
35.10 VIOLATIONS.
The following are violations:
(A) To willfully obstruct, hinder or delay any member of the Emergency Organization in the enforcement of any lawful rule or regulation issued pursuant to this chapter or in the performance of any duty imposed upon him by virtue of this chapter.
(B) Do any act forbidden by any lawful rule or regulation issued pursuant to this chapter, if such act is of such a nature as to give or be likely to give assistance to the enemy or to imperil the lives or property of inhabitants of this city or to prevent, hinder or delay the defense or protection thereof.
(C) Wear, carry or display, without authority, any means of identification specified by the emergency agency of the State. (Ord. 1124, passed 8-5-92) Penalty, see 35.99
35.99 PENALTY.
It shall be a misdemeanor, punishable by a fine of not to exceed $500 or by imprisonment for not to exceed six months, or both, for any person, during any emergency, to violate 35.10. (Ord. 1124, passed 8-5-92)
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APPENDIX A: ABBREVIATIONS AND ACRONYMS
ACS Auxiliary Communications Services
AP Action Plan
CLERS California Law Enforcement Radio System
CLETS California Law Enforcement Telecommunications System DOC Departmental Operations Center
DSR Damage Survey Report
EAS Emergency Alert System
EMD Emergency Management Department
EMS Emergency Medical Services
EDIS Emergency Digital Information System
EOC Emergency Operations Center
EOP Emergency Operations Plan
EPI Emergency Public Information
ETA Estimated Time of Arrival
FCC Federal Communications Commission
GAR Governor’s Authorized Representative
HMC Hazard Mitigation Coordinator
HSPD Homeland Security Presidential Directive
IAP Incident Action Plan
ICS Incident Command System
IDE Initial Damage Estimate
IMS Incident Management System
JIC Joint Information Center
LHMP Local Hazard Mitigation Plan
NAWAS National Warning System
NCIC National Crime Information Center
NDAA Natural Disaster Assistance Act
NEPA National Environmental Policy Act
NFIP National Flood Insurance Program
NIMS National Incident Management System
OA Operational Area
OASIS Operational Area Satellite Information System
OES Office of Emergency Services
P.L. Public Law
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PIO Public Information Officer
RDMHC Regional Disaster Medical Health Coordinator
REOC Region Emergency Operations Center
RIMS Response Information Management System
SEMS Standardized Emergency Management System
SHMC State Hazard Mitigation Coordinator
SOP Standard Operating Procedures
WMD Weapons of Mass Destruction
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APPENDIX B: FLASH REPORT
RIVCO OA Form 10
RIVERSIDE OPERATIONAL AREA
FLASH REPORT
1. Reporting Jurisdiction/Agency: City of Indio Time: _____________
(Circle the appropriate response)
2. Type of Incident: Earthquake / Flood / Fire / Hazmat / Other:
3. Initial Damage Estimate: None / Light / Medium / Heavy / Unknown
4. Casualties: None / Light / Medium / Heavy / Unknown
5. Major Highways/Road: None / Light / Medium / Heavy / Unknown
6. Airfields: None / Light / Medium / Heavy / Unknown
7. Telephone Systems: None / Light / Medium / Heavy / Unknown
8. Radio Systems: None / Light / Medium / Heavy / Unknown
9. Utility Systems: None / Light / Medium / Heavy / Unknown
10. EOC Activated? Yes/ No / Pending If Yes, Date & Time:
11. NEGATIVE REPORT
REMARKS/COMMENTS:
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APPENDIX C: SITUATION REPORT
RIVCO OA
Form 11
RIVERSIDE OPERATIONAL AREA
SITUATION REPORT
1. Reporting Jurisdiction: City of Indio Report Date/Time: 2.
Type of Incident:
3. Area Affected:
4. Population Status:
a. # Dead: b. # Injured: c. # Evacuated: d. # Homeless:
5. Evacuation Center Locations
6. EOC Status:
a. EOC activated? ___________
b. EOC location: __
c. RACES present? ___________
d. FIRE present? _
e. LAW present? ______
f. EOC POC (Name):
g. EOC phone: ___________
h. EOC FAX:
I. EOC radio freq: ___________
7. Major Highways Closed:
_____________________________________________________________
8. Major Local Roads Closed:
____________________________________________________________
RIVCO OA
Form 11
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RIVERSIDE OPERATIONAL AREA
SITUATION REPORT
9. Airfield Status:
__________________________________________________________
10. Utility Status: (attach additional pages if needed) Type # People Affected Affected Areas Status
11. Local Government Action:
a. Proclamation of Local Emergency? YES NO
b. Date: Note: (If unknown, give estimate)
c. Proclaimed by: (Name and/or Position)
12. Predicated Future Resource Requests:
TYPE QUANTITY
_________________________________ ____________________
_________________________________ ____________________
_________________________________ ____________________
_________________________________ ____________________
13. Special Problems or Comments
_________________________________ ____________________
_________________________________ ____________________
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APPENDIX D: LOGISTICS REQUEST FORM
1 FROM
RIVERSIDE COUNTY OA
LOGISTICS
REQUEST
FORM
REQUESTEE # [FOR
OPTL AREA USE ONLY]:
2 TO LOGISTICS
or
TO (OTHER AGENCY)
PRIORITY (circle one):
1. Life Threatening
2. Urgent
3. Non-urgent
REQUESTING AGENCY INFORMATION (Filled out by Requestor)
3 REQUESTING AGENCY/SECTION/UNIT: City of Indio
4 DATE/TIME OF REQUEST:
5 BY:
6 AUTHORIZED BY:
7 LOCAL INCIDENT NO#:
8 LOCAL REQUEST NO#:
9 CONTACT:
NUMBER/CALL:
INFORMATION ABOUT RESOURCES REQUIRED (Filled out by Requestor)
10 DESCRIPTION:
11 QUANTITY:
12 PRIORITY:
13 WHY NEEDED? TO DO WHAT?:
14 HOW LONG NEEDED?:
REPORTING/DELIVERY INSTRUCTIONS (Filled out by Requestor) 15 WHEN NEEDED?
DATE/TIME:
16 DELIVER TO
(NAME/TITLE):
17 PHONE:
18 DELIVERY LOCATION/
THOMAS GRID REFERENCE:
19 BEST LOCAL ACCESS ROUTE:
FOLLOW-UP INFORMATION (Filled out by Receiving Personnel) 20 REQUEST RECEIVED
(DATE/TIME):
21 RECEIVED BY:
22 POSITION:
23 ACTION TAKEN:
FILLED
REJECTED (ANSWER IN REMARKS)
FORWARDED
24 OA CONTROL#:
FORWARDING INFORMATION
25 AGENCY: 26 TELEPHONE:
27 AGENCY RESPONDING: 28 CONTACT:
29 METHOD OF DELIVERY: 30 ESTIMATED COST:
31 ESTIMATED ARRIVAL: 32 MISSION/CONTROL #:
33 ARRIVED: 34 CONDITION: 35 VERIFIED BY:
36 REMARKS:
COPIES TO: REQUESTING UNIT LOGISTICS FINANCE DOCUMENTATION
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Entered by Person Making Request:
1. ENTER the name of your agency EXAMPLE: EOC/Plans.
2. ENTER the name of the agency to which this request is being sent.
3. PRINT the name of the requesting unit. EXAMPLE: Time Unit, Police Branch, etc.
4. PRINT the date and the time you make the request. EXAMPLES: 8/15/94 22:00 or 21 OCT 94 11:15 PM
5. PRINT the name of the person making the request.
6. PRINT the name of the supervisor or Section Chief approving the request.
7. For local use. If you attach your request to your local incident number, it may help in tracking response and recovery costs. EXAMPLE: RIV PD-4 (Riverside Police Incident 4)
8. For local use, to keep a log of all requests you have made internally and externally.
9. PRINT the name and number or call sign of the person to be called for further information about this request. This may be a person at a field incident who can give more detailed information about the type of support needed, or whether a particular substitute might work.
10. PRINT a short description of the resource needed.
11 ENTER the number of items needed.
12. ENTER your evaluation of the priority of this request (See box on top right of form).
Also CIRCLE the appropriate number in the box at the top right of the form.
13. DESCRIBE generally the task for which you need the resource (if the specific resource you request is not available, the Area may suggest an alternative that could perform the same kind of function).
14. ENTER the estimated length of time you may need this resource.
15. PRINT when you need this resource. Remember that it will take time to order, assemble, and transport the resource to you.
16. PRINT the name and title of the person to whom the resource should be delivered.
17. ENTER the telephone number or other communications contact channel for the person to whom the resource will be delivered.
18. PRINT the location to which the resource should be delivered. Be as complete as possible, including street number, cross street, and Thomas Brothers map grid.
REMEMBER: The better you describe what you need, when you need it, and where you need it, the more likely it is that your request will be filled.
ENTER any special information you have about access to the delivery location, including best approaches and any detours or caution areas that the providing agency should be aware of.
Entered by Person Receiving the Request:
20. ENTER the date and time you received the request.
21. PRINT your name.
22. PRINT your position in the Emergency Operating Center.
23. CHECK or CIRCLE the action you took: filled (enter date and time), rejected, or forwarded (if you forwarded the request to the OES Region or to another agency, fill out the following block, numbers 25 through 32).
24. ENTER the City Control Number if one is being used.
25. PRINT the name of the agency to which you forwarded the request.
26. ENTER the telephone number of the agency to which you forwarded the request.
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27. PRINT the name of the agency that will actually provide the assistance.
28. PRINT the name of the contact person in the agency listed on line 27.
29. PRINT the method of delivery.
30. ENTER the projected cost of the assistance, if any.
31. ENTER the date and time the assistance is estimated to arrive at the place where it is needed.
32. ENTER any state or federal mission numbers or other reference numbers.
33. ENTER actual arrival time.
34. PRINT general condition on arrival.
35. ENTER the name of the person verifying arrival and condition.
36. PRINT any general remarks (enter number referring back to item number the remark concerns).
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APPENDIX E: GENERAL MESSAGE FORM
CITY OF INDIO
EMERGENCY OPERATIONS CENTER
GENERAL MESSAGE FORM
DATE: ___________________
CALLER: __________________________________ INJURIES: _________________
PHONE NO: __________________________________ __________________________
________________________________________________ __________________________
ADDRESS: __________________________________ __________________________
________________________________________________ __________________________
CROSS STREETS: ______________________________ __________________________
________________________________________________ __________________________
MESSAGE:
TRANSFERRED CALLER TO:
OTHER DISTRIBUTION: (circle)
MANAGEMENT CVWD IID SO. CAL. GAS OTHER:
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APPENDIX F: AFTER ACTION REPORT
QUESTIONNAIRE
QUESTION YES/NO/NA
1. Were procedures established and in place for
response to the disaster?
2. Were procedures used to organize initial and ongoing response?
3. Was the ICS used to manage field response?
4. Was Unified Command considered or used?
5. Was your EOC and or/DOC activated
6. Was the EOC/DOC organized according to SEMS
functions?
7. Were sub-functions in the EOC/DOC assigned
around the five SEMS functions?
8. Were response personnel in the EOC/DOC trained?
9. Were action plans used in the EOC/DOC
10. Was the action planning process used at the field
response level?
11. Was there coordination with volunteer agencies such as the American Red Cross?
12. Was an Operational Area EOC activated?
13. Was Mutual Aid requested?
14. Was Mutual Aid received?
15. Was Mutual Aid coordinated from the EOC/DOC?
16. Was an inter-agency group established at the
EOC/DOC level?
17. Was communication established and maintained
between agencies?
18. Was the public alerting warning conducted according to procedure?
19. Was public safety and disaster information
coordinated with the media?
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Additional details that may be included into the After Action Review may include but are not limited to the following.
What response actions were taken by your agency? Include such things as mutual aid, number of personnel, equipment and other resources? As you responded, was there any part of SEMS that did not work for your agency? If so, how would (did) you change the system to meet your needs? As a result of your response, are any changes needed to your plans or procedures? Please provide a brief explanation:
As a result of your response, please identify any specific areas not covered in the current SEMS Approved Course of Instruction or SEMS Guidelines? If applicable, what recovery activities have you conducted to date? Include such things as damage assessment surveys, hazard mitigation efforts, reconstruction activities and claims filed:
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Part II: Supporting Documents
i
Table of Contents
Part II
SECTION 1: EOC ORGANIZATION AND GENERAL RESPONSIBILITIES ...... 1-1
1.1 EOC Concept of Operations ........................................................................... 1-1
1.2 EOC Location ................................................................................................. 1-1
1.3 EOC Organizational Structure ......................................................................... 1-2
1.4 Generic Responsibilities and Checklists ......................................................... 1-3
1.4.1 EOC Activation ........................................................................................ 1-3
1.4.2 Shift Start-up ........................................................................................... 1-3
1.4.3 Ongoing Activities.................................................................................... 1-4
1.4.4 Shift Completion ...................................................................................... 1-4
1.4.5 Demobilization ......................................................................................... 1-5 SECTION 2: MANAGEMENT SECTION ........................................................... 2-1
2.1 Management Section Overview ...................................................................... 2-1
2.2 Management Section Position Checklists ....................................................... 2-3
2.2.1 City Council ............................................................................................. 2-3
2.2.2 City Attorney ............................................................................................ 2-5
2.2.3 City Manager/Director of Emergency Services ........................................ 2-7
2.2.4 EOC Director ......................................................................................... 2-10
2.2.5 EOC Assistant Director ......................................................................... 2-13
2.2.6 Liaison Officer ....................................................................................... 2-16
2.2.7 EOC Manager ....................................................................................... 2-18
2.2.7.1 EOC Support Unit .......................................................................... 2-21
2.2.8 Public Information Officer (PIO) ............................................................ 2-23
2.2.9 Safety Officer ........................................................................................ 2-27
2.2.10 Security Officer ...................................................................................... 2-29 SECTION 3: OPERATIONS SECTION ............................................................. 3-1
3.1 Operations Section Overview ......................................................................... 3-1
3.2 Operations Section Position Checklists .......................................................... 3-2
3.2.1 Operations Chief ..................................................................................... 3-2
3.2.2 Fire Branch Director ................................................................................. 3-6
3.2.2.1 Radiological Unit Leader .................................................................. 3-9
3.2.2.2 Heavy Rescue Unit Leader ............................................................ 3-12
3.2.2.3 Hazardous Materials (HazMat) Unit Leader ................................ ... 3-14
3.2.3 Law Enforcement Branch ...................................................................... 3-16
3.2.3.1 Evacuation Unit Leader .................................................................. 3-18
3.2.3.2 Coroner Unit Leader ...................................................................... 3-21
3.2.4 Care and Shelter Branch Director ......................................................... 3-23
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3.2.5 Public Works Branch Director ................................................................ 3-26
3.2.5.1 Animal Control Unit Leader ............................................................ 3-29
3.2.5.2 Construction and Engineering Unit Leader .................................... 3-31
3.2.5.3 Debris Management Group Supervisor.......................................... 3-34
3.2.5.4 Flood Control Unit Leader ............................................................... 3-37
3.2.5.5 Utilities Unit Leader ........................................................................ 3-39
3.2.6 Schools Branch...................................................................................... 3-41 SECTION 4: PLANNING and INTELLIGENCE SECTION ................................. 4-1
4.1 Planning and Intelligence Section Overview ................................................... 4-1
4.2 Planning and Intelligence Section Position Checklists .................................... 4-2
4.2.1 Planning and Intelligence Chief ............................................................... 4-2
4.2.2 Situation Assessment Unit ...................................................................... 4-6
4.2.3 Documentation Unit ................................................................................. 4-9
4.2.4 Action Planning Unit .............................................................................. 4-11
4.2.5 Recovery Planning Unit ......................................................................... 4-13
4.2.6 Demobilization Unit ............................................................................... 4-15
4.2.7 Technical Specialists ............................................................................. 4-17 SECTION 5: LOGISTICS SECTION .................................................................. 5-1
5.1 Logistics Section Overview ............................................................................. 5-1
5.2 Logistics Section Position Checklists .............................................................. 5-2
5.2.1 Logistics Chief ......................................................................................... 5-2
5.2.2 Technology and Communications Unit .................................................... 5-4
5.2.3 Personnel Unit ......................................................................................... 5-7
5.2.4 Procurement and Supply Unit ............................................................... 5-10
5.2.5 Facilities Support Branch Unit ............................................................... 5-12
5.2.6 Resource Tracking Branch Unit ............................................................ 5-14
5.2.7 Donation Management Unit… ....................................................................... 5-16
5.2.8 Food Unit............................................................................................... 5-18 SECTION 6: FINANCE and ADMINISTRATION SECTION ............................... 6-1
6.1 Finance and Administration Section Overview ............................................... 6-1
6.2 Finance and Administration Section Position Checklists ................................ 6-2
6.2.1 Finance and Administration Chief ............................................................ 6-2
6.2.2 Purchasing Unit ....................................................................................... 6-4
6.2.3 Compensation and Claims Unit ............................................................... 6-6
6.2.4 Cost Accounting Unit ................................ ............................................... 6-8
6.2.3.1 Time Recording Unit ...................................................................... 6-10
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List of Figures
Figure 1-1: EOC Detailed Organization Chart ............................................................... 1-2
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1.1 EOC Concept of Operations
The City of Indio Emergency Operations Center (EOC) is used to support on-scene activities through the prioritization and allocation of resources. The EOC is the location that centralizes the collection and dissemination of information about the emergency and makes policy-level decisions.
The following functions are performed in the City of Indio EOC:
• Analysis, evaluation, reporting, and assessment of all data pertaining to emergency operations.
• Coordinating emergency response operations.
• Serving as the central point for providing emergency information and instructions to the public.
• Coordinating the operational and logistical support of City resources committed to the emergency.
• Maintaining contact and coordination with other local government EOCs and Riverside County OA EOC.
• Collecting information from, and disseminating information to other jurisdictions, State agencies, military, and Federal agencies.
• Return the City to normal operations.
1.2 EOC Location
The primary EOC is located at 45222 Towne Street, Indio, CA 92201.
An Alternate EOC is located at the Indio Corporate Yard, 83101 Avenue 45, Indio, CA 92201.
SECTION 1: EOC ORGANIZATION AND GENERAL
RESPONSIBILITIES
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1.3 EOC Organizational Structure
Figure 1-1 below depicts the City of Indio EOC organizational structure.
P.I.O Liaison Officer
EOC Manager Safety Officer
EOC Support *
Security Officer
Operations
Section
Planning &
Intelligence
Section
Logistics
Section
Finance/Administration
Section
Fire
Branch
Law
Branch
Situation Assessment
Branch
Communications & IT
Branch
Purchasing
Branch
Hazmat
Unit *
Heavy Rescue
Unit *
Radiological
Unit *
Care &Shelter
Branch
American Red Cross
Public Works
Branch
Evacuation Unit *
Coroner Unit *
Schools
Branch
Health/EMS *
Branch
Documentation
Branch
Advanced Planning
Branch
Recovery Planning
Branch
Demobilization
Branch
Technical
Specialist
Message Center
Procurement &
Supply
Branch
Facility Support
Branch *
Resource Tracking
Branch
Equipment and
Transportation Unit
Compensation
& Claims
Branch *
Personnel & Risk Management
Branch *
Volunteer Services *
Accounting &
Record Keeping
Branch
Time Recording
Unit *
Animal Control Unit*
Construction &
Engineering Unit *
Debris Removal &
Route Recovery Unit *
Flood Control Unit *
Utilities
Unit
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Figure 1-1: EOC Detailed Organization Chart
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1.4 Generic Responsibilities and Checklists
The following sub-sections contain checklists that may be used by all positions in the EOC. Position-specific checklists are contained in the following sections describing the responsibilities for the individual positions.
1.4.1 EOC Activation
Each EOC staff member upon activation of the EOC should perform the following activities.
Receive assignment and briefing from your immediate supervisor. Determine your personal operating location and set up as necessary. Report to the EOC Director, EOC Manager, your Section Chief, or your Branch Director as appropriate.
Review this checklist and your specific position checklists. Put on your position identifier (vest or name tag).
Open and maintain an Activity Log (ICS 214) by documenting all actions and decisions. Turn Activity Log(s) into the Documentation Unit Leader in Planning and Intelligence when completed and/or at the end of shift.
1.4.2 Shift Start-up
Each EOC staff member at the start of each shift must perform the following activities:
Sign into the EOC on the EOC logbook.
Put on your position identified (vest or name tag).
Report to your Section Chief or Branch Director for any updates or assignments. Review relevant reports to get an updated assessment of the situation as it applies to your staff position.
If applicable, receive a debriefing from the staff member that you are relieving.
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1.4.3 Ongoing Activities
All EOC members should perform the following activities as part of their normal operations:
Participate in all applicable Section and Branch meetings. Obtain copies of all EOC Incident Action Plans.
Document all actions and decisions on an activity log. Maintain all required records and documentation to support the After-Action Report and the history of the incident:
Messages received
Actions taken
Decision justification and documentation
Requests filled
Refer all contacts with the media to the Public Information Officer. Work with your Supervisor and Section Chief if you require additional staffing for your function.
Request additional resources as needed (paper, phone lines, fax, printer, etc.) through the appropriate Section Unit.
Observe and assist staff that exhibit signs of stress or fatigue. Report concerns to the appropriate Section Chief or EOC Director.
Participate in a Critical Incident Stress Debriefing session when conducted.
1.4.4 Shift Completion
Each EOC staff member upon completion of their shift must perform the following activities:
Ensure that your personnel and equipment time records and a record of expendable materials used are provided to the Time Keeping and Cost Accounting of the Finance and Administration Section.
Ensure that all required forms or reports are completed prior to your release and departure.
T horoughly brief your relief on the current situation for your position. Ensure that in- progress activities are identified and follow-up requirements are known. Leave forwarding phone number where you can be reached.
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1.4.5 Demobilization
Each EOC staff member upon notice that the EOC or his section of the EOC is being demobilized must perform the following activities.
Ensure that all required forms and reports are completed prior to your release and departure.
Close out your activity logs and ensure that all relevant status boards are current. Determine what follow-up actions to your assignment might be required and ensure that any open actions not yet completed will be handled after demobilization. Provide input to the After-Action Report as directed by your supervisor. Ensure staff cleans up work areas and returns facility to normal. Leave forwarding phone number where you can be reached. Determine what follow-up to your assignment might be required before you leave. Participate in a Critical Incident Stress Debriefing session and also ensure that all staff and volunteers attend one.
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2.1 Management Section Overview
The Management Section sets policy for the jurisdiction, provides overall support and coordination, and has the ultimate accountability for the EOC. The section does not dictate field tactics.
EOC Director. This position may or may not be filled by the City Manager, acting as the Director of Emergency Services. The EOC Director is responsible for overall management of the Emergency Operation Center, and has the authority for the commitment of personnel and equipment for any emergency in the incorporated area of the City as well as authorizing the commitment of resources to be provided outside of the City as requested. EOC Assistant Director. Works with the EOC Director, is responsible to insure the City’s EOC is capable of being activated at all times, and acts as EOC Director in their absence.
EOC Manager. Responsible for the City EOC (physical set-up) and serves as an aide to the EOC Director. This position may serve as the City’s Liaison to the Operational Area once it is established. Coordinates functional areas in the City’s EOC in the identification of resources and/or response activities. Provides information on emergency management issues to the EOC Director. Liaison Officer. Serves as the initial point of contact for outside agencies and jurisdictions. Responsible for representing the City and its response to the emergency to outside groups and agencies. Any requested agency that sends a representative will work directly with the Liaison Officer. Security Officer. Responsible for controlling personnel access to and from the EOC and other facilities as determined and in accordance with policies established by the EOC Director. Responsible to check-in staff and register personnel assigned to the EOC.
Safety Officer. Routinely inspects and corrects any deficiencies in the EOC operating environment. The Safety Officer also ensures that staff working in the EOC are not stressed or working for extended periods that may jeopardize their health.
SECTION 2: MANAGEMENT SECTION
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Public Information Officer. Serves as the point of contact for the media and other organizations seeking information on the emergency. Responsible for developing and managing public information and media relations. Assists in developing emergency public information, news releases, and announcements.
Plans and conducts news media briefings and assists with public relations and rumor control. Coordinates with the County EOC for the establishment of a Joint Information Center (JIC) as needed.
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2.2 Management Section Position Checklists
2.2.1 City Council
Position Overview
Members of the City Council are city policymakers with the authority to ratify a declaration of a local emergency, approve emergency orders, and provide a point of contact for public input regarding the emergency and response and recovery efforts.
Responsibilities
Adopt/ratify emergency proclamations, resolutions and ordinances. Ratify the local emergency within seven days, whenever the Director Emergency Services (City Manager) has proclaimed the local emergency. Review the need for continuing a local emergency every fourteen days until the local emergency is terminated.
Obtain a briefing on the situation from the Director of Emergency Services or designee. Ensure that the City Manager or designee has clear policy direction. Participate in coordinated, periodic press conferences and news media interviews after briefings.
Support a multi-agency disaster response.
Accompany VIPs and government officials on tours of the emergency/disaster area as appropriate.
Initial Actions
Obtain a briefing from City Manager (Director of Emergency Services) or designee.
Intermediate Actions
Call
emergency meetings of the City Council to proclaim and/or ratify a local emergency and approve emergency orders as needed:
o A quorum of the City Council is needed to ratify a local proclamation. Emergency proclamations should be ratified within seven days.
Approve ex traordinary expenditure requirements as necessary
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Extended Actions
Review at least every 14 days the need for continuing the local emergency and proclaim the termination of the local emergency as conditions warrant. Consult with the City Manager and policy group, to develop temporary emergency policies for managing the strategic aspects of the emergency. Maintain communications with citizens (by visiting various disaster sites, including public shelters) coordinate your activities with the public information officer. Coordinate with the Public Information Officer for Press Briefings. Consider developing an emergency planning task force with local business or trade association to discuss concerns and disseminate pre-event planning information and post-event recovery information.
Consider developing a plan to provide "citizen and business aid" and identify a location which can be utilized for information and assistance to citizens and businesses impacted by the emergency. Encourage post-event discussions in the community to identify perceived areas of improvements.
Demobilization
Be prepared to provide input to the After-Action Report. Proclaim termination of the emergency and proceed with recovery operations. o Do not terminate the local emergency proclamation until all recovery issues have been addressed.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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2.2.2 City Attorney
Position Overview
The City Attorney provides counsel to the City Council and City Manager or designee during emergencies/disasters on the applicability of pertinent local, State and Federal regulations, emergency ordinances, and other issues requiring the support of the city attorney.
Responsibilities
Review the applicable local, county, state and federal statutes, laws, regulations and ordinances pertaining to emergency services and disaster relief. Prepare proclamations, emergency ordinances and other legal documents required by the City Council and City Manager.
Advise the City Council, City Manager and policy group on the legality and or legal implication of contemplated emergency actions.
Develop the rules, regulations and laws required for the acquisition and or control of critical resources.
Ensure legal’s interests are represented in the Emergency Management Organization for policy and priority-setting discussions.
Initial Actions
Obtain a briefing from City Manager (Director of Emergency Services) or designee. Clarify any issues regarding authority and assignment. Ensure all required legal documents are available in the EOC. Identify and list sources of potential liability and advise appropriate staff as to the means of minimizing the risks to the City, its staff and volunteers. Assist in the development of the Policy group objectives in support of the EOC. Use face-to-face communications in the EOC, whenever possible. B rief relief staff upon shift change.
Intermediate Actions
Maintain a log of actions, decisions and messages. All records and documentation will support the After Action Report and the history of the emergency/disaster.
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Review applicable City ordinances and the emergency plan. Review the Emergency Services Act provisions on Emergency Proclamations. Advise Director of Emergency Services on procedures for enacting emergency proclamations, emergency ordinances and resolutions, and other legal requirements.
Render legal opinions on matters of interest to the City as appropriate. Suspend automatic approval deadlines for all land use, subdivision and zoning applications as appropriate.
Extended Actions
Review at least every 14 days the need for continuing the local emergency and proclaim the termination of the local emergency as conditions warrant. Consult with the City Manager or designee, to develop temporary emergency policies for managing the strategic aspects of the emergency. Coordinate with City Manager and City Council for review/extension of emergency proclamation at the next City Council meeting.
Demobilization
Provide legal justification for mitigation measures.
Leave contact numbers as to where you can be reached before leaving the EOC. Be prepared to provide input to the After-Action Report. Advise the City Council to Proclaim termination of the emergency and proceed with recovery operations.
o Do not terminate the local emergency proclamation until all recovery issues have been addressed.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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2.2.3 City Manager/Director of Emergency Services
You report to: The City Council
You supervise EOC Director, Assistant EOC Director, Liaison Officer, Security Officer, EOC Manager, Safety Officer, PIO, Operations Chief, Planning and Intelligence Chief, Logistics Chief, and Finance and Administration Chief
Position Overview
The Director of Emergency Services has the overall responsibility for the management and coordination of the emergency event. The City manager, in his/her capacity as Director of Emergency Services assures that the EOC is staffed and operated at a level commensurate with the emergency. The City Manager or designee generally serves as the Director of Emergency Services (DES) as specified in the Emergency Operations Plan. Within SEMS/NIMS structure, the Director of Emergency Services has overall responsibility for managing the City’s emergency response and recovery efforts. This position is responsible for the overall management of the City’s emergency management organization.
Responsibilities
Approves all objectives, action plans, and public information releases. Coordinates with the Policy/Management Group and the City Council in the development of emergency policies and keeps them apprised of the situation. Ensures that contact with the Operational Area (OA) has been established.
Initial Actions
Upon notification of an emergency, or event in or near the City, or at the request of the Operational Area, ensures that the City’s EOC is activated at an appropriate level.
Upon arrival in the EOC, receive briefing from the EOC Manager or Emergency Management Program Staff.
Direct the Assistant EOC Director and/or EOC Manager to activate Management Staff and Section Staff, as needed. These positions may include: Liaison Officer, Security Officer, Safety Officer, Public Information Officer (PIO), Operations Chief and Staff, Planning and Intelligence Chief and Staff, Logistics Chief and Staff, and the Finance and Administration Chief and Staff.
Inform the City Council of the situation, emergency conditions, and response actions being taken or considered.
Set objectives with the Section Chiefs and Management Group and provide recommendations to the Policy Group.
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Intermediate Actions
Conduct routine briefings with the Management Staff and Sections Chiefs to discuss status updates and available options. Topics to be considered are:
o Command and coordination issues
o Situation reporting problems/accuracy
o Transportation issues, i.e., closed or dangerous routes, etc. o Staff issues
o Rumor control and public information
o Emergency logistical support/mutual aid
o Utility disruptions (including communication difficulties) o Evacuation possibilities
o Personnel shortages
o Liability Issues
Set objectives and assign the Planning and Intelligence Chief to develop the Incident Action Plan; approve the plan before dissemination to all EOC staff and if appropriate to field command posts.
Direct the Deputy City Manager to develop a 24 hour staffing plan with each Section Chief and to work with Logistics to ensure the EOC has food, water, adequate working facilities, trash removal services, etc. Consider the need to proclaim a LOCAL EMERGENCY; have the City Attorney, if available, draft the proclamation. If the City Attorney is not available, utilize one of the pre-scripted proclamations.
Monitor staffing and resource requirements; direct staff to request additional materials/services through the Operational Area.
Request representatives from appropriate County and State agencies, Special Districts and/or private volunteer organizations to send a representative to the City EOC to assist in coordination of their efforts and the City’s. If requested, send a City Liaison to the Operational Area EOC for coordination. A
pprove all news releases; establish parameters in which the PIO may develop information for releases; and arrange for the City Manager to be the City’s spokesperson for all news conferences.
Extended Actions
Participate in all applicable Section, Branch, policy meetings and EOC briefings. Discuss recovery/re-entry needs with the Section Chiefs. Ensure that the Finance and Administration Chief is tracking all costs associated with the emergency and is beginning the process to request State and Federal reimbursement.
Develop a demobilization plan with all Section Chiefs.
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Ensure that all City EOC staff and volunteers participate in a Critical Incident Stress Debriefing session prior to leaving. Schedule a follow up Critical Incident Stress Debriefing(s) for all City staff, especially field and EOC responders. Coordinate with the Policy Group and Operations Section Chief if there are expected visits from political officials to view the disaster site. Direct staff to take actions to restore normal City operations as soon as practicable.
Demobilization
Authorize demobilization of sections as necessary. Authorize Section Chiefs to demobilize branches, or units when they are no longer required. Notify Riverside County Operational Area, adjacent facilities, and other EOCs as necessary of planned time for EOC deactivation.
Ensure that any open action items not yet completed will be taken care of after EOC deactivation.
Confirm with Section Chiefs that all required forms or reports are completed prior to EOC deactivation.
Be prepared to provide input to the After-Action Report. Deactivate the EOC and close out logs when the emergency situation no longer requires activation.
Proclaim termination of the emergency and proceed with recovery operations.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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2.2.4 EOC Director
You report to: Director of Emergency Services
You supervise The Assistant EOC Director, Liaison Officer, Security Officer, EOC Manager, Safety Officer, PIO, Operations Chief, Planning and Intelligence Chief, Logistics Chief, and Finance and Administration Chief
Position Overview
The EOC Director, may be the City Manager, or is the person appointed by the City Manager to act as the EOC Director. This position responsible for overall management of the Emergency Operation Center.
Responsibilities
Approves all news releases, action plans, and public information releases. Coordinates with the Policy/Management Group and the City Council in the development of emergency policies and keeps them apprised of the situation. Ensures that contact has been established with the Operational Area (OA).
Initial Actions
Upon notification of an emergency event in or near the City, or at the request of the Operational Area, ensures that the City’s EOC is activated at the appropriate level. Upon arrival in the EOC, receive briefing from the EOC Manager or Emergency Management Program Staff.
Direct the EOC Manager to activate Management Staff and Section Staff, as needed. These positions may include: Deputy EOC Director, Liaison Officer, Security Officer, Safety Officer, Public Information Officer (PIO), Operations Chief and Staff, Planning and Intelligence Chief and Staff, Logistics Chief and Staff, and the Finance and Administration Chief and Staff.
Inform the City Council (via the Mayor) of the situation, emergency conditions, and response actions being taken or considered.
Set objectives with the Section Chiefs and Management Group and provide recommendations to the Policy Group.
Intermediate Actions
Conduct routine briefings with the Management Staff and Sections Chiefs to discuss status updates and available options. Topics to be considered are:
o Management and staffing issues
o Situation reporting problems/accuracy
o Transportation issues, i.e., closed or dangerous routes, etc. o Possible search and rescue - heavy or light
o Medical issues
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o Rumor control and public information
o Emergency logistical support/mutual aid
o Utility disruptions (including communication difficulties) o Evacuation possibilities
o Personnel shortages
o Liability Issues
Set objectives and assign the Planning and Intelligence Chief to develop the Incident Action Plan; approve the plan before dissemination to all EOC staff and if appropriate to field command posts.
Direct the EOC Manager to develop a 24 hour staffing plan with each Section Chief and to work with Logistics to ensure the EOC has food, water, adequate sleeping facilities, trash removal services, etc.
Consider the need to proclaim a LOCAL EMERGENCY; have the City Attorney, if available, draft the proclamation. If the City Attorney is not available, utilize one of the pre-scripted proclamations.
Monitor staffing and resource requirements; direct staff to request additional materials/services through the Operational Area.
Request representatives from appropriate County and State agencies, Special Districts and/or private volunteer organizations to send a representative to the City EOC to assist in coordination of their efforts and the City’s. If requested, send a City Liaison to the Operational Area EOC for coordination. Approve all news releases; establish parameters in which the PIO may develop information for releases; and arrange for the City Manager to be the City’s spokesperson for all news conferences.
Extended Actions
Discuss recovery needs with the Section Chiefs.
Ensure that the Finance and Administration Chief is tracking all costs associated with the emergency and is beginning the process to request State and Federal reimbursement.
Develop a demobilization plan with all Section Chiefs. Ensure that all City EOC staff and volunteers participate in a Critical Incident Stress Debriefing session prior to leaving. Schedule a follow up Critical Incident Stress Debriefing(s) for all City staff, especially field and EOC responders. C
oordinate with the Policy Group and Operations Section Chief if there are expected visits from political officials to view the disaster site. Direct staff to take actions to restore normal City operations as soon as practicable.
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Demobilization
Authorize demobilization of sections as necessary. Authorize Section Chiefs to demobilize branches, or units when they are no longer required. Notify Riverside County Operational Area, adjacent facilities, and other EOCs as necessary of planned time for EOC deactivation.
Ensure that any open action items not yet completed will be taken care of after EOC deactivation.
Confirm with Section Chiefs that all required forms or reports are completed prior to EOC deactivation.
Be prepared to provide input to the After-Action Report. Deactivate the EOC and close out logs when the emergency situation no longer requires activation.
Proclaim termination of the emergency and proceed with recovery operations.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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2.2.5 EOC Assistant Director
You report to: EOC Director
You supervise: The EOC Manager, Liaison Officer, Security Officer, Safety Officer, PIO, Operations Chief, Planning and Intelligence Chief, Logistics Chief, and Finance and Administration Chief
Position Overview
The EOC Assistant Director is responsible for overall management of the Emergency Operation Center and the City’s emergency management organization.
Responsibilities
Acts as the EOC Director in their absence or on the alternate shift. Provide guidance, supervision, and management of the EOC working environment and associated systems.
Approves all news releases, action plans, and public information releases. Ensures that contact has been established with the Operational Area (OA) and EOC activities are coordinated with the OA and other area EOCs.
Initial Actions
Upon notification of an emergency event in or near the City, or at the request of the Operational Area, ensures that the City’s EOC is activated at the appropriate level. Upon arrival in the EOC, receive briefing from the EOC Manager or Emergency Management Program Staff.
Direct the EOC Manager to activate Management Staff and Section Staff, as needed. These positions may include: Deputy EOC Director, Liaison Officer, Security Officer, Safety Officer, Public Information Officer (PIO), Operations Chief and Staff, Planning and Intelligence Chief and Staff, Logistics Chief and Staff, and the Finance and Administration Chief and Staff.
Declare the City’s EOC operational when sufficient resources are in place and functional.
Confirm that the EOC Manager or Situation Assessment Branch Director has established contact with the Operational Area (OA) and reported that the City’s EOC has been activated. If not, ensure that the OA is notified as soon as possible. R
equest all Section Chiefs, PIO, Liaison Officer, Security Officer, and EOC Manager to determine the status of their functions and report back for a briefing. Direct the Operations Section Chief to coordinate damage assessment and reporting.
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Direct the Planning and Intelligence Section Chief to coordinate damage assessment information and documentation of the incident by establishing a Message Center.
Direct the Logistic Section Chief to begin an inventory of available City equipment, transportation vehicles, and any other necessary supplies/material which could be needed.
Ensure coordination with the OA and field command posts. Assist the Section Chiefs and Management Group set EOC objectives.
Intermediate Actions
Conduct routine briefings with the Management Staff and Sections Chiefs to discuss status updates and available options. Topics to be considered are:
o Command and coordination issues
o Situation reporting problems/accuracy
o Transportation issues, i.e., closed or dangerous routes, etc. o Possible search and rescue - heavy or light
o Medical issues
o Rumor control and public information
o Emergency logistical support/mutual aid
o Utility disruptions (including communication difficulties) o Evacuation possibilities
o Personnel shortages
o Liability Issues
Assist the Planning and Intelligence Chief to develop the Incident Action Plan; approve the plan before dissemination to all EOC staff and if appropriate to field command posts.
Assist the EOC Manager to develop a 24 hour staffing plan with each Section Chief and to work with Logistics to ensure the EOC has food, water, adequate sleeping facilities, trash removal services, etc.
Consult with the EOC Director in considering the need to proclaim a LOCAL EMERGENCY.
M
onitor staffing and resource requirements.
Approve all news releases.
Extended Actions
Discuss recovery/re-entry needs with the Section Chiefs. Ensure that the Finance and Administration Chief is tracking all costs associated with the emergency and is beginning the process to request State and Federal reimbursement.
Develop a demobilization plan with all Section Chiefs.
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Ensure that all City EOC staff and volunteers participate in a Critical Incident Stress Debriefing session prior to leaving. Schedule a follow up Critical Incident Stress Debriefing(s) for all City staff, especially field and EOC responders. Coordinate with the Policy Group and Operations Section Chief if there are expected visits from political officials to view the disaster site. Direct staff to take actions to restore normal City operations as soon as practicable.
Demobilization
Authorize demobilization of sections as necessary. Authorize Section Chiefs to demobilize branches, or units when they are no longer required. Notify Riverside County Operational Area, adjacent facilities, and other EOCs as necessary of planned time for EOC deactivation.
Ensure that any open action items not yet completed will be taken care of after EOC deactivation.
Confirm with Section Chiefs that all required forms or reports are completed prior to EOC deactivation.
Be prepared to provide input to the After-Action Report. Deactivate the EOC and close out logs when the emergency situation no longer requires activation.
Proclaim termination of the emergency and proceed with recovery operations.
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2.2.6 Liaison Officer
POSITION TITLE: Liaison Officer
You report to: EOC Director
Position Overview
The Liaison Officer serves as the initial point-of-contact for outside agencies and jurisdictions. Responsible for representing the City and its response to the emergency to outside groups and agencies. EOC Mutual Aid personnel report to the Liaison Officer for their assignments. The Liaison officer will conduct cooperator briefings when needed based on activation of those departments.
Responsibilities
Represent the City and its response to the emergency to outside groups and agencies.
Provide assignments & briefings to EOC Mutual Aid personnel.
Initial Actions
Receive assignment and briefing from the EOC Director. Establish a work area with other Support Staff members. Develop a telephone list of important numbers of outside agencies and levels of government. Ensure that outside agencies have your phone number. Establish communications links with the Operational Area (if needed), appropriate special districts, and volunteer organizations. Become familiar with EOC communications other than the telephone, e.g., radio, fax, and e-mail. Inform the EOC Director of any substantial changes in the situation with adjoining jurisdictions. Provide this information to all Section Chiefs. Coordinate with the PIO and rumor control staff to keep current.
Intermediate Actions
Participate in all Section Chief and Support Staff briefings. Keep the EOC Director updated on activities and the situation in surrounding communities, as appropriate.
Obtain a periodic status update from the Operational Area regarding the situation and resources. Provide this information to all Section Chiefs and the EOC Director. C
oordinate with the PIO to obtain copies of all news releases.
Extended Actions
Obtain copies of all EOC Incident Action Plans.
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Continue communication with other jurisdictions, primarily the Operational Area during the demobilization period.
Participate in a Critical Incident Stress Debriefing session.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to After-Action Report.
Determine what follow-up to your assignment might be required before you leave. Deactivate the Liaison Officer position and close out logs when authorized by the EOC Director.
Leave forwarding phone number where you can be reached.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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2.2.7 EOC Manager
POSITION TITLE: EOC Manager
You report to: EOC Director
Position Overview
Responsible for the City EOC (physical set-up and readiness) and serves as an aide to the EOC Director and Assistant Director. This position may serve as the City’s Liaison to the Operational Area once it is established.
Responsibilities
Provide guidance, supervision, and management of the EOC working environment and associated systems.
Ensure information and communication support is in place and functioning. Manage the administrative function of operating an EOC and arrange for staffing of the EOC.
Coordinate functional areas in the EOC in the identification of resources and/or response activities.
Provide information on emergency management issues to the EOC Director.
Initial Actions
Receive briefing from the EOC Director.
Survey the EOC to assure that:
o Telephones have been properly hooked up.
o Radio Room is operational and staffed (if needed)
o Security for the EOC has been established.
o All persons in the EOC are either wearing their position identification vest or a badge issued upon entering the EOC.
o All sections have located their operational kits and have proper materials to begin to work.
o Evaluate the EOC systems for adequacy (water, ventilation, sanitation, electrical, fuel, food, etc.).
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o Internal lines of communication are understood by all EOC staff. o Internal maps and EOC phone lists have been distributed. If not already done, begin or continue to notify designated EOC staff to report.
Intermediate Actions
Keep the EOC Director informed of all activities and update the situation as it evolves.
Participate in all briefings conducted by the EOC Director. Assist the Planning and Intelligence Section Chief in the distribution of the Emergency Action Plan.
Coordinate with the Logistics Chief to ensure that the EOC has food, water, sleeping facilities, rest areas, and trash removal services.
Monitor the EOC staff and assist any section or area which may be having difficulty in carrying out their assigned function.
Develop an EOC staffing plan with each Section Chief and the EOC Director. Assure that those designated to work in the EOC for second shift or day two, etc., are notified.
Assist the Liaison Officer with coordination with the Operational Area and/or other agencies.
Ensure that all necessary supplies (fax paper, copier paper, etc.) are available or have been requested through the Logistics Section.
Extended Actions
Continue to monitor the flow of activity in the EOC, identify any issues in efficiency, and work with the appropriate staff to rectify the situation. A ssist in coordination of demobilization activities. Continue to assist the public information function until no longer necessary. Assure that the Liaison Officer has notified all governmental agencies and private volunteer agencies of the demobilization of the City’s EOC. Assure that any follow-up activity or reports are assigned and being handled by the appropriate department and/or agency.
Participate in a Critical Incident Stress Debriefing session.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report.
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Determine what follow-up to your assignment might be required before you leave. Close out logs when authorized by the EOC Director.
Leave forwarding phone number where you can be reached.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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2.2.7.1 EOC Support Unit
POSITION TITLE: EOC Support Unit
You report to: EOC Manager
Position Overview
The EOC Support Unit is responsible for supplying the information technology and staff support needs to the efficiently operate within the EOC.
Responsibilities
In coordination with the EOC Manager, responsible for providing technical assistance needs to the EOC. This may include sites away from the EOC as well as providing these items to personnel unable to leave tactical field assignments, as directed.
Initial Actions
Receive assignment and briefing from the EOC Manager. Determine internet, printing, and system access and other requirements for EOC Personnel.
Coordinate with the Logistics Chief, EOC Manager, and Purchasing Branch to determine if any prior Memorandums of Understanding (MOU) are in place for obtaining needed supplies.
Survey personnel working in the EOC to determine any special needs or restrictions.
Coordinate with the Procurement and Supply Director and the Finance and Administration Chief in determining the method of payment for items purchased.
Initial Actions
Assist EOC Manager, when requested to do so.
Brief EOC Manager frequently on EOC status.
Participate in all Logistics Section meetings.
Identify connectivity issues and alternate worksite locations. Ensure locations are available to connect to city networking systems if possible. Notify Situation Assessment Director for posting of locations in the EOC.
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Inventory and maintain accurate records regarding quantity and types of equipment items available.
If the areas where supplies are being stored become a security issue due to theft, pilfering, etc., coordinate with the Security Officer for security coverage. Request additional staff (if needed) for equipment distribution and installation of equipment, etc., from the Logistics Chief.
Assist the Liaison Officer and PIO with technical assistance with briefings, interviews or information being shared on various platforms to the community. Assist in locating needed furniture and/or supplies for the EOC work areas.
Extended Actions
When demobilization is imminent coordinate with the Logistics Chief regarding storage and/or return of excess supplies.
Ensure that all communications are copied to the Message Center. Monitor staff for signs of stress.
Provide for staff relief and rest areas.
Participate in a Critical Incident Stress Debriefing Session.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report. Determine what follow-up to your assignment might be required before you leave. Deactivate the EOC Support Branch and close out logs when authorized by the Logistics Chief.
Leave forwarding phone number where you can be reached.
Supporting E OC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
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2.2.8 Public Information Officer (PIO)
POSITION TITLE: Public Information Officer (PIO)
You report to: EOC Director
Position Overview
The PIO is specially trained to serve as the point of contact for the media and other organizations seeking information on the emergency response. The mission of this position is to inform the public, provide briefing materials to government officials, and manage the influx of media personnel.
Responsibilities
Develop and manage public information and media relations. Assist in development of emergency public information, news releases, and announcements.
Plan and conduct news media briefings and assisting with public relations. Ensure that all media information is cleared from one point and that it is as accurate as possible.
Prevent conflicting reports from reaching the media and help to diffuse rumors.
Immediate Actions
Receive assignment and briefing from the EOC staff.
Activate the Emergency Public Information staff to assist with rumor control, field PIO, administrative support, and media/volunteer control. Establish a Media Center in the EOC. Assure that there are enough telephones, a television set, desks, and any other supplies or equipment which may be needed.
Maintain Media Center status boards and update as appropriate. Prepare to monitor activities with the following topics needed to be covered for the public:
o What to do (and why).
o What NOT to do (and why).
o Information (for parents) on status and actions of schools (if in session). o Closed, hazardous, contaminated, congested areas to avoid. o Curfews.
o Road, bridge, freeway overpass, and dam conditions; alternate routes to take. o Evacuation – routes, instructions (including what to do if vehicle breaks down), arrangements for persons without transportation.
o Location of mass care, medical, coroner, public safety facilities, food, and safe water.
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o Information/Instructions for families of missing persons (who to contact, etc.). o Status of hospitals.
o First aid information.
o Emergency phone numbers (otherwise, people should not use the phone); stress to out of area media that people should not telephone into the area.
Lines must be kept open for emergency calls.
o Instructions, precautions about utility use, sanitation, how to turn off utilities. o Essential services available – hospitals, medical centers, grocery stores, banks, pharmacies, etc.
o Weather hazards (if appropriate).
o Channels, Radio Frequencies to monitor for disaster information updates. Determine special needs populations (visual or hearing impaired; non-English speaking; elderly, etc.) and develop appropriate material for dissemination. Contact foreign language newspapers and/or radio/TV stations to broadcast alert and warning information to the special population groups.
Release general survival/self-help information, as appropriate. Establish media and public hotlines (Rumor Control) and publish telephone number(s). Develop scripts for PIO/Rumor Control staff answering phones. Respond to media/public calls. Record telephone messages for media and public hot lines and update as the situation changes. Release hotline telephone numbers to the public.
Request additional Emergency Public Information (EPI) staff from the Operational Area and/or arrange to use temporary hires, if necessary. Establish contact with the on-scene PIO to assure that there is a Media Control Point near the incident.
Coordinate EPI and information releases with the OA PIO and other affected jurisdictions' PIO’s as necessary and as time allows.
Determine the status of local media outlets and telephone service. Ga
ther information on the emergency situation and response actions; maintain EPI status boards and maps; monitor EOC status boards and resolve conflicts. Monitor commercial television and radio for information and rumor control. Review pre-scripted, general information for accuracy and appropriateness to situation.
Intermediate Actions
Attend all EOC/Section Chief briefings with the EOC Director.
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Develop periodic press releases and arrange for press conferences, as appropriate. Arrange media briefings/press conferences on a regular or as-needed basis. Arrange for official spokesperson.
Announce briefing times.
Arrange media tours/filming (one crew at a time) of EOC and interviews with EOC spokesperson, if such action will not hinder response efforts. Coordinate additional methods of distributing emergency instructions as required. Provide EPI in foreign languages as required.
Make situation reports to the OA PIO at least daily and provide copies of all press releases.
Develop procedures with all involved volunteer or NGO agencies for release of information concerning the status of relatives/friends in the disaster area.
Keep the EOC Director informed of all actions taken.
Extended Actions
Continue to release status information on request.
Conduct situation briefings for visitors. Arrange accommodations and transportation for official visitors and media, as necessary.
Accommodate state and federal information officers and assist them in releasing information on assistance programs.
Gather all records kept during all phases of the emergency and prepare a chronological summary of all events, actions taken, inquiries made, and responses given.
Collect newspaper clippings and TV videotapes, if available. Survey EPI staff, EOC staff, and local media for suggestions to improve EPI response procedures.
Review EPI Plan and update as necessary.
P
articipate in a Critical Incident Stress Debriefing session and ensure all PIO staff also attends.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report. Determine what follow-up to your assignment might be required before you leave.
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Deactivate the Emergency Public Information Officer position and close out logs when authorized by the EOC Director.
Leave forwarding phone number where you can be reached.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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2.2.9 Safety Officer
POSITION TITLE: Safety Officer
You report to: EOC Director
Position Overview
The Safety Officer acts as an advisor to the EOC Director and the EOC Manager.
Responsibilities
Routinely inspects and corrects any deficiencies in the EOC operating environment. The Safety Officer also ensures the City policies and procedures are followed and that employee wellbeing is a priority, Ensures that staff working in the EOC are not over stressed or working extended periods that may jeopardize their health.
Initial Actions
Receive assignment and briefing from the EOC Director. Tour the entire EOC area and determine the scope of on-going operations. Evaluate conditions and advise the EOC Director of any conditions and actions, which might result in liability, e.g., oversights, improper response actions, etc. Study the facility to learn the location of all fire extinguishers, emergency exits, and first aid stations.
Ensure safe working conditions for all city personnel, both in the EOC and in the field. Advise the EOC Director regarding concerns.
Ensure that all facilities used in support of EOC operations have safe operating conditions.
Stop or modify all unsafe operations.
If the event which caused the activation of the EOC is an earthquake, provide guidance regarding actions to be taken in preparation for aftershocks, including safe entry to and exit from buildings.
Create plan and brief EOC staff on evacuation and meeting locations in the event of an earthquake.
Intermediate Actions
Coordinate with Security to obtain assistance for any special safety requirements. A ttend all EOC/Section Chief briefings with the EOC Director.
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Keep the EOC Director informed of all actions taken.
Request additional Safety staff from the EOC Director and/or arrange to use temporary hires, as necessary.
Coordinate with Finance and Administration Section Chief on any personnel injury claims or records preparation as necessary for proper case evaluation and closure.
Extended Actions
Continue to monitor safety conditions.
Observe all staff and volunteers for signs of stress and inappropriate behavior.
Report concerns to the EOC Director. Ensure staff is being provided rest periods and relief.
Ensure that any required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report. Determine what follow up to your assignment might be required before you leave. Leave forwarding phone number where you can be reached. Thoroughly brief your relief at shift change.
Participate in a Critical Incident Stress Debriefing session and ensure all Safety staff also attends.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report. Determine what follow-up to your assignment might be required before you leave. Deactivate the Safety Officer position and close out logs when authorized by the EOC Director.
Leav
e forwarding phone number where you can be reached.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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2.2.10 Security Officer
POSITION TITLE: Security Officer
You report to: EOC Director
Position Overview
The Security Officer is responsible for controlling personnel access to and from the Emergency Operations Center (EOC) and other facilities.
Responsibilities
In accordance with policies established by the EOC Director, control personnel access to and from the EOC and other facilities.
Check in staff and register personnel assigned to the EOC.
Initial Actions
Receive assignment and briefing from the EOC Director. Determine operating location(s) and set-up as necessary. Determine what security requirements currently exist, and establish if additional staffing is needed.
Determine needs for special communications (e.g., radios, cell phones, etc.). Make needs known to Information Systems and Communications Branch Directors in the Logistics Section.
Assist in sealing-off any danger areas. Provide EOC access control as required. As requested, provide special security for any critical facilities, supplies, or materials.
Intermediate Actions
Provide executive security as appropriate or required. Provide security input and recommendations as appropriate for conditions to the EOC Director.
Working with the PIO and Liaison Officer, establish a system to credential all media representatives before allowing them into the Media Center.
Extended Actions
Ensure that any required forms or reports are completed prior to your release and departure. Turn forms/reports into the Planning and Intelligence Section Chief. Be pr epared to provide input to the After-Action Report.
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Determine what follow-up to your assignment might be required before you leave. Leave forwarding phone number where you can be reached. Thoroughly brief your relief at shift change.
Participate in a Critical Incident Stress Debriefing session and ensure all Security staff also attends.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to After-Action Report.
Determine what follow-up to your assignment might be required before you leave. Deactivate the Security Officer position and close out logs when authorized by the EOC Director.
Leave forwarding phone number where you can be reached.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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3.1 Operations Section Overview
The Operations Section primary function is to monitor the response efforts in the field and coordinate organizational elements of the EOC in accordance with the EOC goals and objectives. The Operations Section carries out the objectives of the EOC Incident Action Plan and requests additional resources as needed. The specific designation of the Operations Section Chief depends on the nature of the incident and the current situation to what position would fill the Operations Section Chief position.
In a full activation, the Operations Section will be organized into the following Branches and Units:
Fire & Rescue
Law Enforcement
Public Works
Care & Shelter
Construction & Engineering
Debris Management
IWA Branch
It should be noted that based on the size and type of incident, some of the above listed EOC Branches and the Units assigned to them may be filled at the County EOC level, the field level, or combined with another EOC position.
SECTION 3: OPERATIONS SECTION
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3.2 Operations Section Position Checklists
3.2.1 Operations Chief
POSITION TITLE: Operations Chief
You report to: EOC Director
You supervise: Fire and Rescue Branch Director, Law Enforcement Branch Director, Care and Shelter Branch Director, Public Works Branch Director, Utilities Branch Director and Construction & Engineering.
Position Overview
The Operations Chief monitors all emergency response operations and is responsible for understanding the current situation; establishing priorities; predicting probable resource needs; preparing alternative strategies for procurement and resources management; and coordinating all requests for mutual aid and other operational resources.
Responsibilities
Ensure that operational objectives and assignments identified in the EOC Incident Action Plan are carried out effectively.
Establish the appropriate level of organization within the Section and continuously monitor the effectiveness of the organization and make adjustments as required. Exercise overall responsibility for the coordination of Branch and Unit activities within the Operations Section.
Conduct periodic Operations briefings for the EOC Director, as required or requested.
Conduct period briefings to the EOC Director and Management Staff Initial Actions
Receive assignment and briefing from the EOC Director. Determine other positions to be activated. Appoint Fire and Rescue, Law Enforcement, Care and Shelter Public Works, Utilities, and Construction & Engineering; distribute their position checklists and position identifiers. Establish the Operations Section work area in the EOC. Brief all Operations Section Branch Directors on current situation and develop the section's EOC Incident Action Plan with emphasis on immediate projections of needs. Designate time for next briefing.
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Designate times for briefings and updates with the Planning and Intelligence Section Chief and all Operations Section Branch Directors to develop/update section's EOC Incident Action Plan.
Ensure that each Branch or units are adequately staffed and supplied. Coordinate with the Construction & Engineering to expedite the repair of critical building functions and inspections of areas/buildings, as appropriate. Ensure that teams working in the field report the following information:
Collapsed/hazardous buildings
Fires
Downed power lines
Exposed broken gas mains/gas leaks
Any potential dangerous situations
Impassable streets
Inform the EOC Director and the Planning and Intelligence Chief of the above information as it is received.
Brief the EOC Director routinely on the status of the Operations Section.
Intermediate Actions
Obtain regular status reports from Planning and Intelligence Section and/or command posts.
Conduct Section briefings on a regular basis.
Ensure that all Section staff receives a copy of any EOC Incident Action Plans and are clear on established incident priorities.
Routinely update other Section Chiefs and the EOC Director on all progress made in meeting incident priorities.
Develop a Section staffing plan for extended activation. Develop projected staffing and equipment needs, in conjunction with the Planning and Intelligence Chief; and provide the information to the Logistics Section.
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Extended Actions
Ensure that all Section Branch Directors assist the Finance and Administration Chief by providing accurate personnel time records broken down in the following categories:
Department/Agency worker is from
Disaster/Incident Related Overtime
Contract Labor Hours
Location or incident worked on
Personnel benefit costs
Description of work performed
Assist Section Branch Directors and Unit Leaders in tracking all incident actions, needs, staffing, and other issues.
Assure that all communications are copied to the Message Center. When appropriate, develop a demobilization plan with the Planning and Intelligence Section.
Ensure dissemination and implementation of the demobilization plan to all command posts.
Develop Section debriefing report with Section staff and provide to Planning and Intelligence Section.
Observe all staff and volunteers for signs of stress and inappropriate behavior.
Report concerns to the EOC Director.
Provide for staff rest periods and relief.
Demobilization
Authorize deactivation of organizational elements within your Section when they are no longer required.
Ensure that any open actions are handled by your Section or transferred to other EOC elements as appropriate.
Ensure that any required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report. D eactivate your Section and close out logs when authorized by the EOC Director. Leave forwarding phone number where you can be reached.
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Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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3.2.2 Fire Branch Director
POSITION TITLE: Fire Branch Director
You report to: Operations Chief
You supervise: All units activated in the Fire & Rescue Branch * These positions may not be filled at the local EOC level, depending on the size and location of the incident. If not filled at the local level, these positions may be filled at the OA EOC level or at the field level.
Position Overview
The Fire and Rescue Branch Director is responsible for coordinating personnel, equipment and resources committed to fire, field medical, search and rescue, and hazardous materials elements of the incident.
Responsibilities
Coordinate fire, hazardous materials, and urban search and rescue operations. Complete and maintain status reports for major incidents requiring or potentially requiring operational area, state and federal response, and maintain status of unassigned fire and rescue resources.
Coordinate with the Law Enforcement Branch Director on Search and Rescue and evacuation and repopulation activities.
Coordinate with the EMS Branch Director* on EMS and other medical activities. Implement the objectives of the EOC Incident Action Plan assigned to the Fire and Rescue Branch.
Prepare Branch Situation Report as requested.
Assist and serve as an advisor to the Operations Section Chief as required.
Initial Actions
Receive briefing with other Branch Directors from the Operations Section Chief. Determine the status of all Fire Department assets and operational activities. De termine if any of the following positions need to be activated within the Fire and Rescue Branch: Hazardous Materials Unit Leader, Heavy Rescue Unit Leader. If so, appoint needed unit leaders and distribute checklists and position identifiers. Identify the location of any field command posts and establish communications with them.
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Obtain necessary protective respiratory devices, clothing, equipment, and antidotes for personnel to perform assigned tasks in hazardous radiological and/or chemical environments.
Determine Fire Department priorities: suppression, rescue, and/or medical. Work closely with the County of Riverside Environmental Health Services Agency. Monitor field activities and update the Operations Chief and the Planning and Intelligence Chief as situation changes.
Develop Fire Department response priorities with the Operations Chief and Operations Section Branch Directors. Communicate priorities to the field command posts.
Based upon established priorities and objectives, develop appropriate plans for redeployment of Fire Department assets in the field. Obtain approval of the Operations Section Chief and then communicate the plan to all Fire Department Field Incident Commanders.
Intermediate Actions
Facilitate request(s) for fire mutual aid, as needed, through regular Fire Mutual Aid channels. Make sure the Operational Area is notified of the requests. If there is a need for heavy rescue or hazardous materials spill response, activate those Unit Leaders within the Fire and Rescue Branch, and request appropriate teams (Heavy Rescue and/or HazMat) from the Riverside County Fire Department. Ensure that the Heavy Rescue and/or Hazardous Materials team(s) response activities are (1) coordinated with established City objectives by assigning those technical team(s) to the appropriate field command post and (2) monitored by the appropriate Operations Section Chief and/or Branch Directors. Update the Operations Chief frequently.
Participate in all EOC briefings and assist in setting objectives and priorities with the Advanced Planning Unit Leader.
Extended Actions
As strategic objectives are met, prepare a demobilization plan for the area and staff involved. With the Planning and Intelligence Chief, identify other objectives, and discuss them in the next briefing.
Monitor the field activities and provide information as needed and set by the emergency action plan.
Monitor staff for signs of stress. Report concerns to the Operations Chief. Provide for staff relief and rest areas.
P
articipate in development of the demobilization plan.
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Participate in a Critical Incident Stress Debriefing session.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report. Determine what follow-up to your assignment might be required before you leave. Deactivate the Fire and Rescue Branch and close out logs when authorized by the Operations Chief.
Leave forwarding phone number where you can be reached.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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3.2.2.1 Radiological Unit Leader
POSITION TITLE: Radiological Unit Leader*
* This position will not be filled at the local EOC level, depending on the size and location of the incident. If not filled at the local EOC level, these positions may be filled at the OA EOC or in the field.
You report to: Fire and Rescue Branch Director
Position Overview
The Radiological Unit Leader is responsible for ensuring that radiological monitoring is being conducted, when needed.
Responsibilities
Inspects monitoring equipment and distributes it as needed. Coordinates monitoring results with County of Riverside Emergency Management Department, Environmental Health, and appropriate City/County EOC staff.
Initial Actions
Receive briefing from the Fire and Rescue Branch Director with other branch staff. Determine the status (operability and location) of all radiological monitoring equipment in the City.
Put all trained City radiological monitoring staff on stand-by. If no trained personnel available in the City, request assistance from the Operational Area. Determine area(s) for monitoring.
Ensure that all field monitoring teams have appropriate protective equipment and clothing.
Issue appropriate protective equipment and dosimeters to all radiological monitoring staff. Develop a process to check radiation levels of all field monitors on a routine basis.
Develop a deployment and reporting process for the radiological monitoring process.
Obtain the approval of the Fire and Rescue Branch Director. Have a plan ready for disposition of any radioactive material found.
Intermediate Actions
Receive ongoing reports from all field monitoring sites. Report this information to the Fire and Rescue Branch Director (for transmittal to the County of Riverside Environmental Health Agency) or to the designated County of Riverside Radiological Officer.
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Provide the Fire and Rescue Branch Director frequent updates. Identify, in conjunction with the County of Riverside Environmental Health Agency, medical facilities with the capability to decontaminate radiological contaminated casualties.
Ensure that appropriate field decontamination stations are operational, as needed.
Coordinate with the County of Riverside Environmental Health Agency. Prepare, as necessary, for in-place sheltering.
Coordinate with the Law Enforcement Director to establish evacuation routes and erect (with the assistance from Development Services Director), barriers to block passage into danger areas.
Ensure that all field monitors are using appropriate techniques and receive adequate rest periods.
Coordinate with other City EOC staff, as needed.
Request additional radiological monitoring equipment or personnel from the Operational Area EOC.
Advise of the need to upgrade shelter facilities during increased readiness period to reduce shelter deficits.
Extended Actions
Maintain and actively review a log of all radiological field monitoring staff to include, but not limited to:
o _ Name and regular work assignment or location.
o _ Area assigned to monitor.
o _ Record of personal dosimeter readings.
o _ Record time exposed during monitoring activities.
Keep the County of Riverside Environmental Health Agency advised of the status of monitoring activities.
Provide all radiological monitoring staff with appropriate information about their exposure and follow up dosimeter checks as determined by the County of Riverside Health Officer.
Ensure that all radiological monitoring staff attends a Critical Incident Stress Debriefing session.
Demobilization
E
nsure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report. Determine what follow-up to your assignment might be required before you leave.
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Deactivate the Radiological Unit and close out logs when authorized by the Operations Chief.
Leave forwarding phone number where you can be reached.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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3.2.2.2 Heavy Rescue Unit Leader
POSITION TITLE: Heavy Rescue Unit Leader*
* This position will not be filled at the local EOC level, depending on the size and location of the incident. If not filled at the local EOC level, these positions may be filled at the OA EOC or in the field.
You report to: Fire and Rescue Branch Director
Position Overview
The Heavy Rescue Unit Leader provides coordination with Heavy Rescue Team(s).
Responsibilities
Ensure that Heavy Rescue Team(s) are assigned according to objectives and priorities set by the requesting EOC.
Initial Actions
Receive briefing from the Fire and Rescue Branch Director. Determine the area(s) requiring Heavy Search and Rescue effort. Prioritize them.
Determine special equipment needs. Coordinate with the Fire Branch Director and the Operations Chief to establish a priority of rescues and assist in briefing the EOC Director.
Request Heavy Rescue Team(s) and specialized equipment through normal channels or the Operational Area Fire and Rescue Coordinator. Assign responding Heavy Rescue Team(s) to appropriate area field command post.
Notify the field command post of the Team’s ETA and assignment. Develop “Rescue” status board identifying areas(s) to be searched, those in progress, results, and ETA to when the working site will be cleared.
Intermediate Actions
Keep the Fire and Rescue Director updated on all changes in the situation. Participate in all Branch briefings.
Monitor progress and discuss with the Fire and Rescue Branch Director the need to request additional help if there are multiple buildings to be searched. If approved, request additional resources from the Operational Area. Communicate frequently with either the assigned field command post or directly with team members, whichever method is the most appropriate.
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Extended Actions
Determine when it is appropriate to demobilize the Heavy Search and Rescue operations and develop an appropriate demobilization plan. Coordinate feeding and sleeping arrangements for the Heavy Rescue Team(s), if needed.
Ensure that Heavy Rescue Team members are given appropriate rest periods and have an established rest area.
Prepare a debriefing report on the Heavy Search and Rescue operations. Participate in a Critical Incident Stress Debriefing session.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report. Determine what follow-up to your assignment might be required before you leave. Deactivate the Heavy Rescue Unit and close out logs when authorized by the Operations Chief
Leave forwarding phone number where you can be reached.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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3.2.2.3 Hazardous Materials Unit Leader
POSITION TITLE: Hazardous Materials Unit Leader*
* This position will not be filled at the local EOC level, depending on the size and location of the incident. If not filled at the local level, these positions may be filled at the OA EOC level or in the field.
You report to: Fire and Rescue Branch Director
Position Overview
The Hazardous Materials (HazMat) Unit Leader is the point of contact for mutual aid Hazardous Materials Team(s).
Responsibilities
Monitor HazMat response activities.
Communicating the set EOC Incident Action Plan and objectives. Ensure that appropriate public information notices are provided to the Fire & Rescue Branch Director.
Initial Actions
Receive briefing from the Fire and Rescue Branch Director. Identify City resources available to mitigate some or all of the situation. Request a Hazardous Material Team(s) through normal channels. If unable to fill request, contact the Operational Area.
Obtain protective respiratory devices or clothing for response personnel as dictated by the situation.
Identify the material involved and health ramifications, if not already done. Provide protective action activities to the PIO should a press release need to be made to the general public.
Begin planning evacuation routes and identifying the staff necessary to evacuate the danger area.
C oordinate with the local or County EOC for possible mass care and sheltering needs.
Identify resources and staff necessary to perform any type of decontamination on individuals evacuated from the danger area.
Notify the County Health Officer of the situation through the Operational Area.
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Intermediate Actions
Monitor the response activities through the appropriate field command post. Keep the Fire and Rescue Director updated on all situation changes and field activities.
Assist the field team(s) in contacting the owner of the causative agent, if not already done.
Notify all appropriate governmental agencies of the hazardous materials incident(s) Extended Actions
Ensure field units are relieved on a regular basis and a rest area is provided. Estimate the time the City might be able to release the responding Hazardous Materials Team(s) back to the Operational Area.
Once the hazardous materials incident has been taken care of, prepare a debriefing report for the Fire and Rescue Branch Director.
Participate in a Critical Stress Debriefing session.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report. Determine what follow-up to your assignment might be required before you leave. Deactivate the Hazardous Materials Unit and close out logs when authorized by the Operations Chief.
Leave forwarding phone number where you can be reached.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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3.2.3 Law Enforcement Branch
POSITION TITLE: Law Enforcement
You report to: Operations Chief
You supervise: All units activated under the Law Enforcement Branch Position Overview
The Law Enforcement Branch is responsible for coordinating evacuations; enforcing laws and emergency orders; establishing safe traffic routes; ensuring security is provided at incident facilities; ensuring access control to damaged areas; ordering and coordinating appropriate mutual aid resources; and search teams.
Responsibilities
Traffic management.
Fatalities management.
Facilities security.
Coordinate Coroner’s activities
Assist and serve as an advisor to the Operations Section Chief as required.
Initial Actions
Receive assignment and briefing from the Operations Chief. Determine the status of all Law Enforcement assets and operational activities.
Report status to the Operations Chief.
Determine Law Enforcement objectives and communicate those to the Operations Chief.
Establish EOC Incident Action Plans to meet the needs of the mutual aid requests to protect life and property, secure perimeters around risk areas or evacuated areas, and provide security for emergency workers, as needed.
Monitor all Law Enforcement activities.
Prepare Branch Situation Report as requested.
Participate in all Operations Section briefings
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Intermediate Actions
Develop a staffing plan for a 24-hour operation.
Monitor the situation and, if directed by the Operations Chief, begin development of evacuation plan and routes.
Notify the Care and Shelter Unit Leader of all evacuation plans. Work with the Care and Shelter Unit Leader to determine safe evacuation sites and/or shelter locations.
Extended Actions
Ensure that all communications are copied to the Message Center. Keep the Operations Chief informed of all Law Enforcement activities. Coordinate as necessary with the Public Information Officer for the release of public protective actions, evacuations, road closures, etc.
Begin demobilization as soon as practicable.
Observe all staff and volunteers for signs of stress and inappropriate behavior.
Report concerns to the Operations Chief. Ensure all staff participates in a Critical Incident Stress Debriefing session.
Provide for staff rest periods and relief.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report. Determine what follow-up to your assignment might be required before you leave. Deactivate the Law Enforcement Branch and close out logs when authorized by the Operations Chief
Leave forwarding phone number where you can be reached.
Supporting E OC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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3.2.3.1 Evacuation Unit Leader
POSITION TITLE: Evacuation Unit Leader
* This position may not be filled at the local EOC level, depending on the size and location of the incident. If not filled at the local level, these positions may be filled at the OA EOC level or in the field
Position Overview
The Evacuation Unit Leader is responsible for an orderly, systematic evacuation of City residents and visitors due to an extreme emergency.
Responsibilities
Responsible for an orderly, systematic evacuation of City residents and visitors due to an extreme emergency.
Initial Actions
Receive briefing from the Law Enforcement Director.
Establish the lead time needed prior to evacuation.
Develop an evacuation plan with the following priorities in mind:
o Public safety
o Medical and health services
o Delivery of essential provisions and other necessary resources Coordinate with the Public Works Branch, the Utilities Branch, the Care and Sheltering Unit, local transit company, and other necessary staff to develop a cohesive evacuation plan.
Develop evacuation routes and request the Public Information Officer to begin drafting an evacuation notice for the public with specific instructions and routing information as well as information for evacuating special needs populations. Arrange with Public Works Unit for barricades and inform them of where the barricades are to be placed.
Provide appropriate evacuation information to emergency responders. Provide appropriate evacuation information to the evacuees. Provide security for evacuated areas and sheltering of evacuees. A
rrange for evacuation of the elderly and infirm or others with special needs.
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Identify potential problem areas along evacuation routes, i.e., weight restrictions, narrow bridges, road sections susceptible to secondary effects of an incident, etc. Estimate the number of people to be evacuated and explain transportation policy (i.e., movement, control, use of public and private vehicles, etc.). Designate areas along movement routes where evacuees can obtain fuel, water, medical aid, vehicle maintenance, information, and comfort facilities. Identify areas for parking and vehicle security in reception areas.
Intermediate Actions
Coordinate with the Care and Shelter Director, and Logistics Section to ensure adequate supplies at all shelter and mass care sites.
Ensure that all barricades are up and located as identified in the evacuation plan developed for the incident.
Notify the Operational Area of the evacuation.
Deploy additional Law Enforcement Officers to canvass the evacuation area to provide a verbal notification of evacuation for those who may not have received the alert.
Extended Actions
Keep the Law Enforcement Director updated on the situation and of any changes. As soon as practical and safe develop a reentry plan with the Operations Chief, Care and Shelter Director, Logistics Chief, Law Enforcement Director, and the EOC Manager.
Request the PIO to publish and arrange EAS broadcast for the reentry order with route instructions.
Arrange transportation for those without transportation, the elderly, and homeless. Prepare a debriefing report of the evacuation and provide it to the Law Enforcement Director.
P
articipate in a Critical Incident Stress Debriefing Session.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report.
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Determine what follow-up to your assignment might be required before you leave. Deactivate the Evacuation Unit and close out logs when authorized by the Operations Chief.
Leave forwarding phone number where you can be reached.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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3.2.3.2 Coroner Unit Leader
POSITION TITLE: Coroner Unit Leader
* These positions will not be filled at the local EOC level, depending on the size and location of the incident. If not filled at the local level, these positions will be filled at the OA EOC level or at the field level.
You report to: Law Enforcement Branch Director
Position Overview
The Coroner Unit serves as the point of contact for the County of Riverside Sheriff/Coroner’s Office and provides assistance with dealing with human remains until such time as the Coroner’s Office can take over.
Responsibilities
Point of contact for the County of Riverside Sheriff/Coroner’s Office. Provides assistance with dealing with human remains until such time as the Coroner’s Office can take over.
Initial Actions
Receive briefing from the Law Enforcement Branch Director. Establish contact with each operational field command post to determine the number of deceased persons in each area.
Establish contact with the County of Riverside Coroner’s Office to provide status reports on the number of fatalities and to coordinate activities until Coroner staff arrives.
Ensure body bags and other necessary supplies and equipment are on hand for Coroner staff.
Ensure temporary cold storage facilities or vehicles are procured. Establish Fatality Collection Areas (FCA’s) to facilitate body recovery operations (Morgue or temporary morgue facilities).
Coordinate transportation of remains to FCA’s.
Ensure that the Coroner’s staff identifies remains and notify next of kin.
Intermediate A ctions
Participate in all Branch briefings.
Keep the Law Enforcement Director updated on the status of Coroner’s activities and FCA’s.
Extended Actions
Ensure security at each FCA.
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Keep the appropriate field command post informed as to the status and locations of FCA’s.
Prepare a demobilization plan as soon as the Coroner has sufficient staff to take over the function.
Notify the Law Enforcement Director as to when the Coroner staff takes over the FCA’s and what additional or continuing Law Enforcement assistance will be needed.
Prepare a Coroner Operations debriefing report upon demobilization for the Law Enforcement Director.
Participate in a Critical Incident Stress Debriefing Session.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report. Determine what follow-up to your assignment might be required before you leave. Deactivate the Coroner Unit and close out logs when authorized by the Operations Chief.
Leave forwarding phone number where you can be reached.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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3.2.4 Care and Shelter Branch Director
POSITION TITLE: Care and Shelter Branch Director
You report to: Operations Chief
You supervise: City Shelter staff
Position Overview
The Care and Shelter Branch is responsible for opening and operating evacuation centers and mass care facilities (until, and if, the American Red Cross can assume responsibility), coordinating efforts with the County of Riverside Department of Social Services, Animal Services, American Red Cross, school districts, and other volunteer agencies.
Responsibilities
Coordination with Riverside County Operational Area for shelters, evacuation care and receptions and shelter centers, and animal shelters. Coordination with volunteer agencies
Provision of central registration and inquiry service to reunite families and respond to outside welfare inquiries
Coordination of the flow of information between the EOC and Care and Shelter facilities.
Work with access and functional needs specialist (Planning Section) and Donations and Volunteer unit (Logistics).
Initial Actions
Receive briefing from the Operations Section Chief.
Determine the number of evacuees with special needs, such as the critically ill, handicapped, elderly, infirm, non-English speaking, and incarcerated persons. To the extent possible coordinate with the American Red Cross to designate space within shelters to house these types of individuals.
Inventory the operational status of all facilities listed as shelter, including the following information:
o Structural soundness
o Utility services
o Adequate sanitation facilities, including showers
o Capacity for cooking, serving and dining areas and equipment o Housing capacity
o Handicapped access
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If shelters are opened, coordinate information with the American Red Cross and Desert Sands Unified School District; assist in providing staff and logistical support. May need to request appropriate representatives from these groups to send a liaison to the EOC.
Identify and monitor any open shelters, evacuation centers, and animal shelters. Acquire from each open shelter on a routine basis an up-to-date list of all registered shelter or mass care occupants.
Intermediate Actions
Participate in all branch briefings.
Keep the Operations Section Chief apprised of the situation. Work with the PIO to develop appropriate shelter and mass care information to be released through the news media.
Periodically poll all open shelters or mass care facilities to determine the number of individuals registered, the amount of available space, and any support needed (i.e., special dietary needs, medications, etc.).
Coordinate with the PIO for alternative forms of communications to and from any open shelter or mass care site, as needed or requested from those areas.
Extended Actions
Monitor all shelter and mass care operations to ensure there is adequate staffing, communications, supplies, etc.
Assist the American Red Cross in demobilization of shelters, as necessary. Request the PIO to inform the press of all shelters or mass care areas being closed. Prepare a Care and Shelter debriefing report.
Participate in a Critical Incident Stress Debriefing Session.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be pr
epared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave. Deactivate the Care and Shelter Branch and close out logs when authorized by the Operations Chief.
Leave forwarding phone number where you can be reached.
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Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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3.2.5 Public Works Branch
POSITION TITLE: Public Works Branch Director
You report to: Operations Chief
You supervise: Construction and Engineering Unit Leader, Debris Management Group supervisor.
Position Overview
The Public Works Branch is activated to ensure that appropriate staff members are available to assist other emergency responders (in coordination with the Operations, Planning, and Logistics Sections) with assignments such as the operation of heavy equipment, providing flood fighting assistance, clearing debris from roadways and water ways, assisting with utility restoration, and road way repairs as needed.
Responsibilities
Responsible for coordinating City assets for public works, road repair, debris clearance, and flood control.
Initial Actions
Receive briefing from the Operations Chief.
Ensure undamaged equipment is accessible and clear of potential damage. Begin to determine the immediate status of City owned and leased buildings, roads, and department employees on duty for assignment.
Determine the need to appoint other Unit Leaders Construction and Engineering, Debris Removal, and Flood Control; distribute appropriate checklists and position identifiers, if available.
Ensure that Construction and Engineering, Debris Removal, and Flood Control Teams working in the field report back the following information:
Collapsed/hazardous buildings
Fires
Downed power lines
Exposed broken gas mains/gas leaks
Street light outages
Any potential dangerous situations
Inform the Operations Chief of the above information as it is received. Determine the status of gas, electric, water, and telephone service. Develop immediate objectives and an EOC Incident Action Plan to begin efforts to restore damaged areas.
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Identify current and future resource needs, and requisition material/service requirements through the Logistics Chief.
Work with the Facility Inspection Unit to ensure that buildings are inspected, tagged, and, if necessary, demolished to protect the safety of those in the area. Establish contact with the Valley Sanitation District for assistance in dealing with any sewage or other removal issues.
Begin to mobilize personnel, equipment, and vehicles for deployment.
Intermediate Actions
Establish contact with established field command posts to obtain a status report of critical facilities, sanitation facilities, and public buildings. Ensure branch activities are coordinated with other involved branches or sections and agencies.
Request assistance from Law Enforcement or Fire and Rescue Branches as necessary.
Keep the Operations Chief informed of the situation, and immediately report any new or changed information.
Develop a plan for 24-hour operations. Contact off-shift employees to inform them of their emergency schedule.
Ensure that the public works status is reported to the Operational Area. Request additional structural engineers from the Operational Area, if needed, using mutual aid if necessary.
Monitor the status of public works field activities from all Branch Directors.
Extended Actions
Document all activities and decisions on an activity log. Obtain debriefing reports from all Branch Directors and compile a complete debriefing report on the Public Works function.
P articipate in a Critical Incident Debriefing session.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report. Determine what follow-up to your assignment might be required before you leave. Deactivate the Public Works Branch and close out logs when authorized by the Operations Chief
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Leave forwarding phone number where you can be reached.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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3.2.5.1 Animal Control Unit Leader
POSITION TITLE: Animal Control Unit Leader
You report to: Operations Section Chief
Position Overview
* These positions may not be filled at the local EOC level, depending on the size and location of the incident. If not filled at the local level, these positions will be filled at the OA EOC level or at the field level.
The Animal Control Unit Leader serves as the City’s point of contact for local Animal Control and to ensure that animal control activities are coordinated throughout the City.
Responsibilities
Coordinate animal control activities throughout the City. Control loose animals.
Identify emergency animal shelters.
Coordinate with County Animal Control for the use of REARS and additional County approved temporary animal shelters.
Initial Actions
Receive briefing from the Operations Section Chief or Liaison Officer. Inform all field command posts that all stray animals or questions from the community about animals and pets should be referred to the City EOC. Obtain a status on the number and types of loose or homeless animals in the City. Identify potential emergency shelters by contacting volunteer animal rights organizations for assistance.
Identify Veterinarians to be on call for animal emergencies. Obtain staff for each emergency animal shelter to be established from volunteer groups and the Logistics Section.
Intermediate Actions
Monitor and facilitate the situation.
K eep the Care and Shelter Branch and the Law Enforcement Director updated on the situation and any changes.
Poll each established field command post for status of stray animals or other animal related issues on a periodic basis.
Request mutual aid assistance if necessary
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Extended Actions
Ensure continued coordination between City and County Animal Services Participate in a Critical Incident Stress Debriefing Session.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report. Determine what follow-up to your assignment might be required before you leave. Deactivate the Animal Control Unit and close out logs when authorized by the Public Works Branch Director.
Leave forwarding phone number where you can be reached.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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3.2.5.2 Construction and Engineering Unit Leader
POSITION TITLE: Construction and Engineering Unit Leader You report to: Public Works Branch Director
Position Overview
The Construction and Engineering Unit supports emergency response operations under the Operations section. This unit provides guidance for initial size-up, rapid needs assessment, and preliminary disaster reports on the affected, damaged, and destroyed during an emergency event. This includes surveying infrastructure systems, such as roads and bridges within the jurisdictional area.
Responsibilities
Coordinate with structural engineers for building assessments. Ensure unsafe areas and structures are clearly marked and the public informed. Supervise any construction and/or engineering projects to repair damaged buildings, streets, and critical facilities.
Develop short, mid-, and long-term reconstruction priorities and plans.
Initial Actions
Receive briefing from the Public Works Branch Director. Obtain status of:
Roadways
Public buildings
Critical facilities
Identify what efforts are in progress to restore and/or repair damaged public buildings, roads, and utilities.
Coordinate with the Operations Section Chief or Public Works Director regarding any buildings which may require immediate demolition.
Determine the structural safety of emergency operations facilities, public shelters, and reception and care centers in a post-earthquake (or other devastated) environment.
Determine the safety of evacuation routes in a post-earthquake (or other devastated) environment.
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Develop a status report and provide to the Operations Section Chief. Establish contact with neighboring jurisdictions, County roads and Caltrans. Identify and inventory City construction resources.
Work with the Finance and Administration Section and Logistics Section to identify vendors to provide support to Indio construction and engineering needs. Develop an action plan to first identify, and then determine, how to mitigate further damage for the short term, and options for final disposition of damaged areas (i.e. restore, condemn, etc.).
Coordinate with Public Works Branch Director to determine what construction and engineering resources are needed, if any.
Intermediate Actions
Participate in all Branch briefings.
Establish need for heavy equipment and request Logistics Section to assist in procurement.
Keep the Public Works Director informed of status and update frequently. Provide cost estimates for any construction work being done or to be done to mitigate or restore damaged facilities and roads.
Establish teams of construction and engineering staff (City and volunteer) and develop a plan for surveys and reports of on how to respond to their assigned area of damage.
Develop a plan to assign construction and engineering assets based upon priorities set by the EOC Director and Section Chiefs in the most recent EOC Incident Action Plan.
Extended Actions
Keep the Operations Chief updated on the situation and of any changes. De termine the length of time extraordinary construction and engineering response and recovery activities will continue and what resources are needed. Work with the Public Works Director to develop a plan for long term construction activities. Provide costs to Finance and Administration Chief. Provide a summary of all construction and engineering activities and progress, every 24 hours to the Public Works Director.
As soon as practicable, develop a demobilization plan to release any mutual aid resources, volunteers, and City staff in that order.
Participate in a Critical Incident Stress Debriefing Session.
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Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report. Determine what follow-up to your assignment might be required before you leave. Deactivate the Construction and Engineering Unit and close out logs when authorized by the Public Works Branch Director
Leave forwarding phone number where you can be reached.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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3.2.5.3 Debris Management Group
POSITION TITLE: Debris Management Group Supervisor
You report to: Public Works Branch Director
Position Overview
The Debris Management Group will develop and coordinate a debris management and removal plan. This involves identifying and adhering to removal criteria established by local, state and federal agencies to ensure eligibility for cost recovery and to comply with the law.
Responsibilities
Coordinate with OA EOC to activate County Debris Management Plan. Oversee debris removal projects within the city jurisdiction.
Initial Actions
Obtain a status on all roads and streets within the City and neighboring jurisdictions from available sources, i.e., any open field command posts, Fire, Law Enforcement, Public Works units.
With the assistance of Law and Fire, identify and prioritize roads and areas for debris removal and clearance.
Coordinate with Operations Section with respect to route information, clearance, and recovery.
Develop a plan of action and assign teams to monitor debris removal operations. Coordinate closely with the Logistics Chief to obtain proper protective clothing (gloves, face masks, hard hats, or utility boots) as needed. Establish contact with private vendors to develop a plan for debris pick up during response and recovery activities, obtain status of sewer systems and repair activities in progress and status of residential and business refuse pickup services during the emergency.
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Intermediate Actions
Request vendors assisting in debris removal in the affected areas to communicate with the EOC for closer coordination, should refuse and sewage become big issues.
Keep the Public Works Director updated as to activities and changes in the situation.
Monitor the field activities of debris removal and route recovery teams. Develop a staffing plan for 24-hour debris removal and route recovery activities. Identify the need for any heavy equipment and coordinate the procurement with the Logistics and Finance Section. Ensure that any specialized equipment received has a qualified operator and transporter with it.
Determine which landfill for debris to be hauled to. Determine the route for emergency workers to use.
Extended Actions
Monitor progress of the debris removal on a regular basis. Coordinate route recovery efforts with Law Enforcement Departments and Riverside County Department of Transportation, as necessary.
Prepare a demobilization plan to stage shutdown of activities as the situation becomes controllable with City assets.
Participate in a Critical Incident Stress Debriefing Session.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report. Determine what follow-up to your assignment might be required before you leave. Deactivate the Debris Removal and Route Recovery Unit and close out logs when authorized by the Operations Chief.
Leav e forwarding phone number where you can be reached.
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Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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3.2.5.4 Flood Control Unit Leader
POSITION TITLE: Flood Control Unit Leader
*This position and its duties and responsibilities may be filled by the Riverside County Flood Control Agency. A representative may fill the position at the City’s EOC or at the OA EOC.
You report to: Public Works Branch Director
Position Overview
The Flood Control Unit Leader is responsible for conducting flood mitigation and flood fighting operations.
Responsibilities
Coordinate with the Law Enforcement and Fire Branch Directors for notification and evacuation measures.
Coordinate with the Public Works Branch Director and IWA Branch unit for debris clearance from affected waterways.
Ensure surveys for potential breakage are conducted of all dams in the affected area.
Initial Actions
Receive briefing from the Public Works Branch Director. Establish contact with County of Riverside Flood Control Department. Identify areas of known potential problems and begin monitoring these areas. Work with the Construction and Engineering Unit Leader to coordinate debris removal from affected waterways.
Coordinate flood fighting operations with County Flood Control and the Fire Branch. Monitor water levels and keep the Operations Section Chief and EOC Director updated on a regular basis.
Coordinate with the Law Branch to begin planning evacuation routes and identifying the staff necessary to evacuate the danger area.
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Intermediate Actions
Keep the Public Works Branch Director and the Operations Section Chief informed of the situation, and immediately report any new or changed information. Work with the PIO to develop appropriate flood information to be released through the news media.
Coordinate with the Care and Shelter Director for possible mass care and sheltering needs.
Work with the Public Works Branch and Logistics Section to obtain any needed supplies and/or equipment (e.g., sand bags, water pumps, generators, etc.). Coordinate with the Operational Area providing information on current situation. Develop a staffing plan with the Personnel for 24-hour flood activities or as directed by the Public Works Branch Director.
Extended Actions
Participate in a Critical Incident Debriefing session.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report. Determine what follow-up to your assignment might be required before you leave. Deactivate the Flood Control Unit and close out logs when authorized by the Operations Chief.
Leave forwarding phone number where you can be reached.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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3.2.5.5 Utilities Unit Leader
POSITION TITLE: Utilities Unit Leader
You report to: Public Works Branch Director
Position Overview
* This position may not be activated in local EOC and may be filled by another position within the Operations Section or in the field
The Utilities Unit Leader acts as the Liaison between private utility companies and the City.
Responsibilities
Ensure the maintenance and restoration of:
Electric transmission lines, substations, and distribution systems. Water transmission systems, Internet service, distribution systems, storage units, and supply sources.
Neutralize secondary threats resulting from the disaster.
Initial Actions
Determine the status of gas, electric, water, Internet and telephone service. Develop priorities and coordinate with utility companies (i.e., electrical, gas, water, etc.) for restoration of utilities to critical and essential facilities. Ensure that utilities teams working in the field report back the following information:
o Collapsed/hazardous buildings
o Fires
o Downed power lines
o Exposed broken gas mains/gas leaks
o Street light outages
o Any potentially dangerous situations
Establish and maintain communications Care and Shelter Branch Intermediate Actions
Keep the Public Works Branch Director updated on the situation; report any changes as soon as possible.
E nsure that each utility company is keeping you informed of the status of their utility, special problems, and their availability to respond.
Advise the PIO of public utility status.
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Work with the utility companies to ensure that problems pertaining to the special needs of the elderly, handicapped, and those whose primary language is not English are being addressed.
Coordinate supply requirements which cannot be met from assigned resources with the Logistics Chief.
Coordinate transportation and equipment needs which cannot be met from assigned resources through Logistics Section.
Extended Actions
Document all activities and decisions made on an activity log. Participate in a Critical Incident Stress Debriefing Session.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be prepared to provide input to the After-Action Report. Determine what follow-up to your assignment might be required before you leave. Deactivate the Utilities Branch and close out logs when authorized by the Operations Chief.
Leave forwarding phone number where you can be reached.
Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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3.2.6 Schools Branch
POSITION TITLE: Schools Liaison
You report to: Care and Reception Branch
Position Overview
The Schools Unit Leader assists in the coordination of schools to be used as shelters during an emergency incident.
Responsibilities
Coordinate the flow of information between the City’s EOC and local school districts. Provide statistical information regarding schools to the EOC.
Initial Actions
Receive an initial briefing from the Operations Section Chief. Inventory schools for the following information:
Number of schools affected by the incident;
Name and address of school(s) affected by the incident; Number of students/employees injured;
Number of fatalities;
Number of school(s) evacuated and location to which students and staff were evacuated;
Structural soundness;
Utility services (including communications);
When and if schools will be available for shelter facilities; Number of buses available for transporting students (City, County, and/or vendor owned);
Adequate sanitation facilities, including showers;
Capacity of cooking areas, serving areas, dining areas, and equipment; Housing capacity; and
Handicapped access.
P rovide the above information to the American Red Cross and the Situation Assessment Branch Director in the Planning and Intelligence Section.
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Determine the number of school buses (City, County, and/or vendor owned) available throughout the City. Request the OA to pole the surrounding areas to determine the number of school buses that can be used to assist with evacuations in the City.
If shelters are being opened, coordinate information with the Care and Shelter Branch. Notify the Operations Chief of any health related issues identified at any school site (i.e., sewage leaks, etc.).
Coordinate with the Construction and Engineering Unit Leader to ensure school locations are structurally safe and operational. If the emergency incident is an earthquake, ensure that the Construction and Engineering Unit Leader re-inspects shelter locations following all aftershocks.
Intermediate Actions
Participate in all Operations Section briefings.
Establish contact with the PIO to determine the process needed to get information to the general public regarding schools that are closed, schools that are open and informational instructions for families with children who were attending school at the time of the emergency (e.g., evacuation locations).
Coordinate with the Communications Branch Director for alternative forms of communications to and from any open schools, as needed or requested from the schools.
Extended Actions
Ensure that all communications are copied to the Message Center. Keep the Operations Chief updated and report any changes in the situation as soon as possible.
Develop a demobilization plan for all active shelters with the Care and Shelter Branch. Prepare an After-Action Report and turn it in to the Operations Chief. Participate in a Critical Incident Stress Debriefing session.
Demobilization
Ensure that all required forms or reports are completed prior to your release and departure.
Be pr
epared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave. Deactivate the Schools Branch and close out logs when authorized by the Operations Chief.
Leave forwarding phone number where you can be reached.
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Supporting EOC Checklists
1.4.1 EOC Activation
1.4.2 Shift Start-up
1.4.3 On-going Activities
1.4.4 Shift Completion
1.4.5 Demobilization
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4.1 Planning and Intelligence Section Overview
The Planning and Intelligence Section's primary function is to gather incident related information from a variety of sources, including all EOC sections, DOC’s and field; analyze and verify the information; and prepare and update the EOC information documents and map displays for the purpose of providing situational awareness and common operating picture (SA/COP) for all personnel. The Plans and Intel section also has an important role in overseeing meetings and briefings, and in preparing the EOC Action Plan (EAP).
Responsibilities are to:
Collect initial situation and safety/damage assessment information. Display situation and operational information in the Emergency Operations Center (EOC) using maps and visual aids.
Disseminate intelligence information to the EOC staff. Conduct mapping and recording operations.
Prepare summary safety/damage assessment reports for dissemination to City departments, Riverside County departments and agencies, Cal OES, FEMA, and the Riverside County Operational Area (OA).
Prepare required reports identifying the extent of damage and financial losses. Determine the City’s post-event condition.
Provide Planning and Intelligence support to other Sections. Ensure accurate recording and documentation of the incident. Prepare the City’s EOC Action Plan.
Prepare the City’s After-Action Report.
Prepare a post-disaster recovery plan.
Maintain proper and accurate documentation of all actions taken to ensure that all required records are preserved for future use and State OES and FEMA filing requirements.
SECTION 4: PLANNING and INTELLIGENCE SECTION
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4.2 Planning and Intelligence Section Position Checklists
4.2.1 Planning and Intelligence Chief
POSITION TITLE: Planning and Intelligence Chief
You report to: EOC Director
You supervise: All sections activated under the Planning and Intelligence section.
Position Overview
The Planning and Intelligence Chief has the management responsibility for all planning activities relating to response, demobilization, and recovery operations. This position oversees the development of the EOC Incident Action Plan.
Responsibilities
Manage the Planning and Intelligence Section staff.
Gather and analyze all situation data.
Develop reports and recommend actions for the EOC Director and the EOC Manager for EOC Incident Action Plans.
Conducts planning meetings and prepare the action plan for each operational period.
Report directly to the EOC Director and coordinate closely with other Section Chiefs, in particular the Operations Section Chief.
Initial Actions
Check-in with the EOC Director to receive initial briefing on:
General situation
Immediate tasks for the section
Organization of EOC staff
Communications capabilities between the City and the Operational Area Analyze the situation and determine the level of staffing:
o Assign Planning/Intelligence Section Directors as needed (Situation Assessment Director, Documentation Director, Advance Planning
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Director, Recovery Planning Director, Demobilization Director, and Technical Specialist).
o Brief Directors after meeting with the EOC Director.
Set up Planning/Intelligence Section Center work area in the EOC. o Determine communication capabilities and restrictions both for on-site and external communications (phone, fax, e-mail, radio, etc.). Check and fill equipment and supplies needs.
Assist the EOC Director in conducting planning meetings to evaluate and/or re- evaluate the situation, objectives, priorities, operational period, assignments, and needed logistics. (The outcomes of these meetings are the basis for the emergency action plan).
Intermediate Actions
Brief EOC Director and EOC staff on initial intelligence:
o Nature and scope of incident/disaster.
o Current and potential threats to life and property.
o Recommended courses of action to mitigate immediate threats. Meet frequently with the PIO to update status for news releases. Obtain briefings and updates as appropriate from Section Chiefs. Conduct periodic Planning and Intelligence Section meetings to:
o Brief/update the emergency action plan
o Assign tasks to appropriate sections/units
o Identify critical issues/needs, shortfalls
o Brief sections on previously assigned tasks
Prepare the initial situation report.
Monitor resource usage to forecast shortfalls.
Coordinate the EOC emergency action plan, publish and distribute copies to the EOC Director, all Sections Chiefs, and if necessary all division command posts. D evelop possible incident objectives and priorities based on:
Public health and welfare
Emergency information or public instructions
Possible shortages of personnel or supplies
Identification of danger areas
Determination of needs
Analyze all information to forecast any developments or trends.