EMERGENCY
OPERATIONS PLAN
Version 2.0, September 2024
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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EOP
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ASSIGNMENTS
DIRECTION,
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FIN & LOGS
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PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
0 This plan was:
PREPARED FOR PREPARED BY
Project Manager:
Michael Brady
[email protected]
Technical Expert, Planner & Writer:
Hilda Hurtado, MBA, CEM, PCP
[email protected]
PART 1
EOP
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PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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DIRECTION,
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PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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2 Introduction
Letter of Promulgation
To: Officials, Employees, and Citizens of the City of Lancaster
Preserving life, property, and the environment are inherent responsibilities of local, state, and federal governments. As disasters can occur at any time, the City of Lancaster must provide safeguards that will save lives and minimize property and environmental damage through careful planning, preparedness measures, and training. Sound emergency plans carried out by knowledgeable and well-trained personnel can and will minimize losses.
The City’s Emergency Operations Plan (EOP) establishes an Emergency Management Organization and assigns functions and tasks consistent with California’s Standardize Emergency Management System (SEMS) and the National Incident Management System (NIMS). It provides for the integration and coordination of planning efforts through a whole community approach and authorizes city personnel to perform their duties and tasks before, during, and after an emergency.
This plan was developed for city departments and local special districts with emergency services responsibilities within the city. The content is based upon guidance approved and provided by the Federal Emergency Management Agency and the California Office of Emergency Services. The intent of the plan is to provide directions on how to respond to an emergency from the onset, through an extended response, and into the recovery process.
Once adopted, this plan is an extension of the Los Angeles County Emergency Operations Plan and the California Emergency Plan. It will be reviewed, exercised periodically, and revised as necessary to meet changing conditions.
This promulgation shall be effective upon its signing and shall remain in effect until amended or rescinded by further promulgation. The promulgation of this EOP further affirms the City of Lancaster’s support for emergency management and a safe and resilient community.
__________________________________________ Date: ______________________ R. Rex Parris
Mayor, City of Lancaster
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OF OPS
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ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
3 Approval & Implementation
The City of Lancaster's Emergency Operations Plan (EOP) serves as a strategic framework for our prepared response to extraordinary emergencies, encompassing natural or man-made disasters under an all-hazards approach. This plan is distinct from the routine procedures applied to day-to-day emergencies within departments. Instead, it is crafted to address operational concepts essential for large-scale disasters that pose significant threats to life, property, and the environment, necessitating unique and extensive emergency responses.
Key Objectives of the EOP:
1. Establishment of Emergency Management Organization:
• Initiates the formation of the Emergency Management Organization to efficiently mitigate significant emergencies or disasters affecting the city.
2. Identification of Roles and Responsibilities:
• Clearly delineates roles and responsibilities required to protect the health and safety of City residents, preserve public and private property, and safeguard the environment during natural or human-caused emergency disasters.
3. Operational Concepts for Response, EOC, and Recovery:
• Outlines operational concepts associated with field responses to emergencies, the functioning of the City’s Emergency Operations Center (EOC), and the subsequent recovery process.
Following the concurrence of City Departments, the plan will undergo official adoption and promulgation, with the approval date prominently featured on the title page. Distribution will extend to city departments, supporting agencies, and community organizations with primary responsibilities related to the Emergency Operations Plan.
Delegated by the City Manager, this plan allows for specific modifications without necessitating additional signatures. It is imperative to note that this Emergency Operations Plan and its attachments supersede all prior versions, ensuring the most up-to-date and effective guidance for emergency response in the City of Lancaster.
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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4 Plan Concurrence
The following list of signatures documents each City Department and Key Partner concurrence with this Emergency Operations Plan.
Mayor/City Council, City of Lancaster Date
City Manager, City of Lancaster Date
Assistant City Manager, City of Lancaster Date
Emergency Management Administrator, City of Lancaster Date
City Clerk, City of Lancaster Date
Communications, City of Lancaster Date
Community Development, City of Lancaster Date
Finance, City of Lancaster Date
Human Resources, City of Lancaster Date
Lancaster Energy, City of Lancaster Date
PART 1
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OF OPS
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ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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5 Lancaster Police Department, City of Lancaster Date
Parks, Arts, Recreation & Community Services, City of Lancaster Date
Public Works, City of Lancaster Date
Los Angeles County Fire Department, Los Angeles County Date
Los Angeles County Sheriff’s Department, Los Angeles County Date PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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6 Record of Changes
Version
Number
Date of
Change
Change
Made By
Date of
Approval
Change
Approved by Description of change
1.0 2010
Wendy Milligan of
Terra Firma
Enterprises and
Kelvin Tainatongo,
Assistant to the City
Manager in the City
of Lancaster
2010 R. Rex Parris EOP Prepared and
Edited
2.0 August
2024
Michael Brady and
Hilda Hurtado of
Michael Brady
emergency
management
consulting and John
Felkins, Coordinator
III – Emergency
Management in the
City of Lancaster
TBD R. Rex Parris
EOP update to conform
to regulatory changes,
city updates, and best
practices in content,
function, format, and
technology
enhancements
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OF OPS
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ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
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PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
7 Version
Number
Date of
Change
Change
Made By
Date of
Approval
Change
Approved by Description of change
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EOP
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PURPOSE CONCEPT
OF OPS
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ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
8 Record of Distribution
Recipient Name Recipient Title Recipient Agency Date of Delivery
Number of
Copies
Provided
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DIRECTION,
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APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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10 Table of Contents
Introduction........................................................................................................................ 2 Letter of Promulgation ....................................................................................................................................................... 2 Approval & Implementation ............................................................................................................................................. 3 Plan Concurrence .................................................................................................................................................................. 4 Record of Changes ............................................................................................................................................................... 6 Record of Distribution ........................................................................................................................................................ 8 Table of Contents ............................................................................................................................................................... 10 List of Figures ....................................................................................................................................................................... 14 List of Tables ......................................................................................................................................................................... 15 PART 1: THE PLAN
................................................................................................................ 16 1 Emergency Operations Plan (EOP) Organization ...................................................... 16 2 Purpose, Scope, Situation and Assumptions ............................................................. 18
2.1 Purpose ........................................................................................................................................................................... 18
2.2 Scope ............................................................................................................................................................................... 19
2.3 Situation Overview ...................................................................................................................................................... 20
2.4 Planning Assumption ................................................................................................................................................. 29 3 Concept of Operations ................................................................................................. 32
3.1 Response ........................................................................................................................................................................ 32
3.1.1 Goals, Priorities and Strategies ....................................................................................................................... 32
3.1.2 Plan Activation ...................................................................................................................................................... 33
3.1.3 Proclaiming an Emergency ............................................................................................................................... 33
3.1.4 Presidential Declarations ................................................................................................................................... 35
3.1.5 Emergency Management Response Levels ................................................................................................ 36
3.1.6 Sequence of Events ............................................................................................................................................. 37
3.2 Recovery ......................................................................................................................................................................... 40 PART 1
EOP
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PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
11 3.2.1 Short-Term ............................................................................................................................................................. 40
3.2.2 Long-Term .............................................................................................................................................................. 40
3.3 Continuity ....................................................................................................................................................................... 41 4 Organization and Assignment of Responsibilities .................................................... 44
4.1 Use of SEMS, NIMS, and ICS.................................................................................................................................... 44
4.2 Role of Elected Official .............................................................................................................................................. 44
4.3 Role of City Departments ......................................................................................................................................... 44
4.4 Role of Disaster Management Area Coordinators (DMACs) ....................................................................... 49
4.5 Role of the Private Sector ......................................................................................................................................... 50
4.5.1 Contracted City Services .................................................................................................................................... 50
4.5.2 Residents ................................................................................................................................................................. 50
4.5.3 Population with Access and Functional Needs ......................................................................................... 50
4.5.4 At Risk Individuals ................................................................................................................................................ 54
4.5.5 Businesses ............................................................................................................................................................... 54
4.5.6 Volunteer Organizations ................................................................................................................................... 54
4.5.7 Public-Private Partnerships .............................................................................................................................. 55 5 Direction, Control and Coordination .......................................................................... 56
5.1 Direction and Control ................................................................................................................................................ 56
5.2 Coordination ................................................................................................................................................................. 56
5.3 Multi-Entity/Jurisdiction Coordination and Mutual Aid ................................................................................ 56
5.4 NIMS, SEMS, and ICS .................................................................................................................................................. 59 6 Communication ............................................................................................................. 62 7 Information Collection, Analysis and Distribution ................................................... 64 8 Administration, Finance and Logistics ....................................................................... 66
8.1 Administration .............................................................................................................................................................. 66
8.1.1 City Emergency Operations Policy Statement ........................................................................................... 66
8.1.2 Disaster Service Workers ................................................................................................................................... 67 PART 1
EOP
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PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
12 8.1.3 Documentation ..................................................................................................................................................... 67
8.2 Finance ............................................................................................................................................................................ 68
8.2.1 Expenditure Tracking .......................................................................................................................................... 68
8.2.2 Eligible Expenses .................................................................................................................................................. 68
8.2.3 Recordkeeping Requirements ......................................................................................................................... 68
8.3 Logistics .......................................................................................................................................................................... 69
8.3.1 Resource Management ...................................................................................................................................... 69
8.3.2 Resource Priorities ............................................................................................................................................... 70
8.3.3 Resource Requests .............................................................................................................................................. 70 9 Plan Development and Maintenance ......................................................................... 72
9.1 Administrative Practices ............................................................................................................................................ 72
9.2 Standard Operating Procedures (SOP) ................................................................................................................ 72
9.3 Training and Exercises ............................................................................................................................................... 73
9.4 Essential Records Retention .................................................................................................................................... 74
9.5 After Action Reports and Corrective Actions .................................................................................................... 74 10 Authorities and References ....................................................................................... 76 PART 2: EMERGENCY RESPONSE
........................................................................................... 80 11 EOC Operations ........................................................................................................... 80
11.1 EOC Activation ........................................................................................................................................................... 80
11.2 EOC Facilities .............................................................................................................................................................. 80
11.3 Initial Response .......................................................................................................................................................... 81
11.3.1 Levels of EOC Activation ................................................................................................................................. 81
11.3.2 EOC Notification/Personnel Recall .............................................................................................................. 82
11.4 EOC Operations ......................................................................................................................................................... 84
11.4.1 Summary of EOC Operations ........................................................................................................................ 84
11.5 Emergency Operation Center Protocols ........................................................................................................... 84
11.6 Management Organization ................................................................................................................................... 85 PART 1
EOP
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PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
13 11.7 Resource Management ........................................................................................................................................... 86
11.8 EOC Information Management ............................................................................................................................ 87
11.9 EOC Action Planning ................................................................................................................................................ 88
11.10 EOC Coordination ................................................................................................................................................... 89
11.10.1 Field Responders ............................................................................................................................................. 89
11.10.2 Departmental Operation Centers (DOCs) .............................................................................................. 89
11.10.3 Operation Area ................................................................................................................................................ 89
11.10.4 Private and Volunteer Agencies................................................................................................................. 90
11.10.5 Special Districts ................................................................................................................................................ 90
11.10.6 Region Emergency Operations Center .................................................................................................... 90
11.10.7 State & Federal Field Response ................................................................................................................. 91
11.11 EOC Organizational Chart and EOC Section Overview ............................................................................. 92
11.11.1 Management Section .................................................................................................................................... 96
11.11.2 Operations Section ......................................................................................................................................... 98
11.11.3 Planning & Intelligence Section ............................................................................................................. 100
11.11.4 Logistics Section ........................................................................................................................................... 102
11.11.5 Finance & Administration Section ......................................................................................................... 104
11.12 EOC Forms & Tools ............................................................................................................................................. 106
11.12.1 EOC Action Planning ................................................................................................................................... 106
11.12.2 Common Operating Picture Guidance ................................................................................................. 106
11.12.3 Planning P ....................................................................................................................................................... 108
11.12.4 Planning P Meeting Agendas .................................................................................................................. 109
11.12.5 EOC Action Plan ............................................................................................................................................ 116
11.12.6 EOC Jobaids ................................................................................................................................................... 127
11.12.7 EOC Forms ...................................................................................................................................................... 131
11.12.8 EOC Reports ................................................................................................................................................... 134
11.12.9 EOC Plans ........................................................................................................................................................ 135 PART 1
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OF OPS
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ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
14 11.12.10 EOC Guides .................................................................................................................................................. 136
11.12.11 EOC Deactivation ....................................................................................................................................... 137
11.12.12 EOC Demobilization.................................................................................................................................. 137 Appendix A – Acronyms ................................................................................................140 Appendix B – Glossary of Terms ..................................................................................142 Appendix C – Resources (Items) ..................................................................................156 Appendix D – Resources (Services) ..............................................................................158 Appendix E – Resources (Other Plans) ........................................................................160 Appendix F – Contact List [External] ...........................................................................162 Appendix G – Contact List [Internal] ...........................................................................164 Appendix H – Duty Officer Communication Flow Chart ...........................................166
List of Figures
Figure 1: City of Lancaster, County of Los Angeles, California State Parks ........................................................ 20 Figure 2: City of Lancaster, 2022 American Community Survey, Sex ................................................................... 23 Figure 3: City of Lancaster, 2022 American Community Survey, Age .................................................................. 23 Figure 4: City of Lancaster, 2020 Decennial Census, Race ....................................................................................... 23 Figure 5: City of Lancaster, 2022 American Community Survey, Languages Spoken at Home.................. 24 Figure 6: City of Lancaster, 2022 American Community Survey, Educational Attainment ........................... 24 Figure 7: City of Lancaster, 2022 American Community Survey, Class of Worker .......................................... 25 Figure 8: City of Lancaster, 2022 American Community Survey, Means of Transportation to Work ....... 25 Figure 9: City of Lancaster, 2022 Census, Population Characteristics .................................................................. 26 Figure 10: City of Lancaster, 2022 Census, Computer and Internet Use............................................................. 26 Figure 11: City of Lancaster, 2022 Census, Health ...................................................................................................... 26 FIGURE 12: Response Phase Sequence of Events ....................................................................................................... 39 Figure 13: Figure 10: California Mutual Aid Regions ................................................................................................. 57 Figure 14: Flow of Requests and Resources .................................................................................................................. 58 Figure 15: EOC Organizational Chart [Level One Activation – All EOC Roles] .................................................. 92 Figure 16: EOC Organizational Chart [Level Two Activation - Example] ............................................................. 94 Figure 17: EOC Organizational Chart [Level Three Activation - Example] .......................................................... 94 Figure 18: EOC Management Section ............................................................................................................................. 96 PART 1
EOP
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PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
15 Figure 19: EOC Operations Section .................................................................................................................................. 98 Figure 20: EOC Planning & Intelligence Section ...................................................................................................... 100 Figure 21: EOC Logistics Section .................................................................................................................................... 102 Figure 22: EOC Finance & Administration Section .................................................................................................. 104 Figure 23: Planning “P” ...................................................................................................................................................... 108 Figure 24: Planning "O" ..................................................................................................................................................... 109
List of Tables
Table 1: 2024 City of Lancaster Hazard Mitigation Plan, Risk Ratings................................................................. 27 Table 2: 2024 City of Lancaster Hazard Mitigation Plan, Degree of Risk ........................................................... 28 Table 3: EOC Activation Levels ........................................................................................................................................... 36 Table 4: City Department Mapping to EOC Sections ................................................................................................. 49 Table 5: Field and Emergency Operation Center Comparison ............................................................................... 61 Table 6: EOC Activation Criteria ......................................................................................................................................... 82 Table 7: SEMS Functions ...................................................................................................................................................... 86
PART 1
EOP
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PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
16 PART 1: THE PLAN
1 Emergency Operations Plan (EOP)
Organization
This emergency operations plan is broken up into two major parts as follows:
Part One: The Plan
Part One of the Emergency Operations Plan (EOP) explains how the city will manage emergencies and disasters. It provides an overview of the plan’s structure, its goals, and the types of problems that might arise. This section outlines the procedures for responding to and recovering from emergencies, detailing the steps and responsibilities involved. It also describes how city leaders, departments, and other groups will collaborate, communicate, and manage resources. This part is designed to help city officials, the public, and partners understand how emergencies will be handled and how safety will be ensured.
Part Two: Emergency Response
Part Two of the Emergency Operations Plan (EOP) focuses on the operations of the Emergency Operations Center (EOC) for EOC staff. It details the process for activating the EOC, the facilities used, and initial response actions. The section outlines the levels of activation, notification procedures, and EOC protocols.
It describes how the EOC manages resources, handles information, and coordinates with various responders and agencies. The section includes the EOC organizational chart and explains the roles of the Management, Operations, Planning & Intelligence, Logistics, and Finance & Administration sections. It also provides the forms and tools necessary for action planning and reporting, guiding EOC staff in their roles during emergencies.
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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EMERGENCY
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APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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18 2 Purpose, Scope, Situation and
Assumptions
2.1 Purpose
The purpose of the City of Lancaster’s Emergency Operations Plan is to establish the foundational framework for a unified and coordinated response to extraordinary emergency situations arising from natural or human-caused emergencies or disasters within or impacting the City. Serving as the primary guide for the City’s response, management, and recovery efforts during real or potential emergencies within its designated geographic boundaries, this plan is specifically designed to:
• Outline the methods and procedures employed by emergency management personnel to assess emergency situations and initiate actions to save lives, reduce injuries, prevent or minimize damage to public and private property, and protect the environment. • Identify the components of an Emergency Management Organization and establish associated protocols essential for an effective response, management, and recovery from major emergencies and disasters.
• Foster a whole community approach to emergency management, promoting a response that is inclusive of the entire community.
• Establish the organizational framework for the overall management and coordination of emergency operations in the city by implementing the National Incident Management System (NIMS) and Standardized Emergency Management System (SEMS). • Clearly outline the responsibilities of local, state, and federal agencies in the event of an emergency or disaster affecting the city.
• Define the operational concepts and procedures associated with the Emergency Operations Center (EOC) interface with field emergency responders. • Facilitate mutual aid to supplement local resources.
• Promote multi-agency and multi-jurisdictional coordination among local government, the private sector, operational area (OA), state, and federal agencies. • Support the provision of emergency public information, including guidance on personal protective actions the public can take.
PART 1
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OF OPS
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19 • Serve as an operational plan and reference document applicable for both pre-emergency planning and emergency operations.
• Be used in coordination with applicable local, state, and federal contingency plans.
Allied agencies, special districts, private enterprises, and volunteer organizations with roles and responsibilities in this plan are encouraged to develop operating protocols and emergency action checklists to support their commitment to this plan.
2.2 Scope
The policies, procedures, and provisions outlined in this plan are universally applicable to all agencies and individuals, both public and private, entrusted with responsibilities for emergency preparedness, response, recovery, and/or mitigation activities within the City of Lancaster. The scope of this plan extends to extraordinary situations related to any hazard, whether natural or human-caused, capable of impacting the city. Additionally, it encompasses situations demanding a planned and coordinated response involving multiple agencies or jurisdictions.
Aligned with the guidelines set forth in the Federal Emergency Management Agency (FEMA) Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans, September 2021, Version 3.0; the CalOES Emergency Operations Plan Crosswalk - Local Government, January 2023; and the State of California Emergency Plan best practices, this plan is intentionally crafted for comprehension and implementation well in advance of any emergency. It establishes the framework for executing the Standardized Emergency Management System and National Incident Management System within the City.
Furthermore, this plan is designed to operate in tandem with the State Emergency Plan and the National Response Framework, ensuring seamless coordination and integration with broader emergency management frameworks at the state and national levels. Its comprehensive approach and adherence to recognized best practices empower the City of Lancaster to effectively prepare for, respond to, and recover from a diverse range of emergency scenarios.
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2.3 Situation Overview
Figure 1: City of Lancaster, County of Los Angeles, California State Parks The City of Lancaster is situated in the northern part of Los Angeles County, within the Antelope Valley region of the western Mojave Desert. Over the past decade, Lancaster has expanded its boundaries slightly, annexing land along the periphery of its Sphere of Influence. The city and its Sphere of Influence cover an area of approximately 94 square miles.
Lancaster is bisected by State Route 14 (Antelope Valley Freeway), which runs north/south, providing a major transportation corridor to and from the Los Angeles metropolitan area. Additionally, State Route 138 (Pearblossom Highway) runs east/west, connecting Lancaster with other communities in the Antelope Valley and beyond. The city is located about 70 miles north of downtown Los Angeles and approximately 30 miles east of the city of Santa Clarita.
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The mountains of the San Gabriel Range are located to the south of Lancaster, about 20 miles away, while the Tehachapi Mountains lie approximately 30 miles to the west. The topography in and around Lancaster is generally flat, with elevations ranging from about 2,300 feet to 2,400 feet. There are no major natural waterways in the planning area, though the California Aqueduct runs just west of the city, supplying water to the region.
The climate of Lancaster is characterized as a high desert climate, typified by hot, dry summers and cool winters. Temperatures recorded in the area show the mean monthly high temperature for July to be 98°F, while the mean temperature for January is approximately 35°F. It is common for maximum temperatures to exceed 100°F during the summer months or for temperatures to drop below freezing in the winter. The highest temperature ever recorded in Lancaster was 115°F in July 2024, and the lowest was 2°F in December 1990.
Approximately 90 percent of all rainfall in Lancaster occurs between November and April, with an average annual rainfall of about 7.52 inches. The dry climate and limited rainfall contribute to the desert conditions prevalent in the area.
Air movement in the Antelope Valley generally follows a north-south pattern, influenced by the surrounding mountain ranges. Wind speeds average between 8 to 12 miles per hour, with maximum gusts reaching up to 50 miles per hour during the winter and spring months. The prevailing wind direction is from the west and southwest, contributing to clear skies and minimal pollution levels for much of the year.
Community and Infrastructure:
Lancaster has a diverse and growing population of approximately 173,516 residents. The city features a blend of residential, commercial, and industrial areas, with ongoing development projects aimed at enhancing economic growth and community well-being. Key infrastructure includes:
• Transportation: In addition to State Routes 14 and 138, the city is served by several local bus routes, a Metrolink station providing commuter rail service to Los Angeles, and General William J. Fox Airfield for general aviation.
• Healthcare: Major healthcare facilities include Antelope Valley Hospital, Kaiser Permanente Antelope Valley Medical Offices, and numerous clinics and specialty care providers. • Education: The city is home to multiple school districts, including the Lancaster School District and the Antelope Valley Union High School District, as well as Antelope Valley College. • Public Safety: Law enforcement is provided by the Lancaster Police Department and the Los Angeles County Sheriff's Department, while fire protection and emergency medical services are delivered by the Los Angeles County Fire Department (Battalion 17).
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Environmental and Sustainability Initiatives:
Lancaster is a leader in renewable energy initiatives, with a strong commitment to becoming a "Net- Zero" city. The city has invested in numerous solar energy projects, including solar panels on municipal buildings, solar farms, and incentives for residential solar installations. These efforts not only reduce the city’s carbon footprint but also promote energy independence and economic growth.
High level City demographic information can be found below:
Populations and People
Total Population
173,516
2020 Decennial Census
Employment
Employment Rate
50.8%
2022 American Community Survey 1-Year Estimates
Families and Living Arrangements
Total Households
51,668
2022 American Community Survey 1-Year Estimates
Housing
Total Housing Units
55,317
2020 Decennial Census
Race and Ethnicity
Hispanic or Latino (of any race)
78,338
2020 Decennial Census
Education
Bachelor’s Degree or Higher
18.3%
2022 American Community Survey 1-Year Estimates
Health
Without Health Care Coverage
5.0%
2022 American Community Survey 1-Year Estimates
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Figure 2: City of Lancaster, 2022 American Community Survey, Sex Figure 3: City of Lancaster, 2022 American Community Survey, Age Figure 4: City of Lancaster, 2020 Decennial Census, Race
50.0%
50.0%
0% 20% 40% 60% 80% 100%
Male
Female
GENDER
6.4%
24.5%
57.9%
11.2%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Persons Under 5 years, percent
Persons 5-19 years, percent
Person 20-64 years, percent
Persons 65 years and over, percent
AGE
2%
5%
16%
21%
24%
33%
0% 20% 40% 60% 80% 100%
American Indian and Alaska Native
Asian
Two or more races
Black or African American
Some Other Race
White
RACE
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Figure 5: City of Lancaster, 2022 American Community Survey, Languages Spoken at Home Figure 6: City of Lancaster, 2022 American Community Survey, Educational Attainment 1%
1%
3%
33%
62%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Other
Indo-European
Asian and Pacific Islander
Spanish
English Only
LANGUAGES SPOKEN AT HOME
6%
7%
11%
24%
32%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Associate's degree
Graduate or professional degree
Bachelor degree
Some college, no degree
High school or equivalent
EDUCATION
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Figure 7: City of Lancaster, 2022 American Community Survey, Class of Worker Figure 8: City of Lancaster, 2022 American Community Survey, Means of Transportation to Work 2%
7%
7%
22%
62%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Self-Employed (Incorporated)
Private not-for-profit
Self-Employed (Not Incorporated)
Government
Private company
EMPLOYMENT
1%
2%
2%
10%
11%
76%
0% 20% 40% 60% 80% 100%
Public Transportation
Walk
Other
Work from home
Carpool
Drive Alone
TRANSPORTATION TO WORK
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Figure 9: City of Lancaster, 2022 Census, Population Characteristics Figure 10: City of Lancaster, 2022 Census, Computer and Internet Use Figure 11: City of Lancaster, 2022 Census, Health
4%
13%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Veterans
Foreign born persons
POPULATION CHARACTERISTICS
93%
88%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Households with a computer
Households with internet
COMPUTER AND INTERNET USE
14%
5%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
With a disability
Without health insurance
HEALTH
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This plan was developed using an all-hazards planning approach and leverages the hazard summary for the 2024 City of Lancaster Hazard Mitigation Plan.
A simplified Hazard Summary can be found below. For a more detailed Hazard summary or additional information regarding the hazards to the city, these can be found in the 2024 City of Lancaster Hazard Mitigation Plan.
Hazard Probability Magnitude Warning Time Duration
2023
Ranking
1- Highest
10-Lowest
Risk
Earthquake (Greater
than Magnitude 6) Highly Likely Limited Less than 6 Hrs Less than 24 Hrs 1 Severe Windstorm Highly Likely Limited More than
24 Hrs Less than 6 Hrs 2
Terrorism/Mass
Casualty Likely Negligible Less than 6 Hrs Less than 6 Hrs 4 Flood Highly Likely Critical More than
24 Hrs Less than 6 Hrs 7
Hazardous Material
Release Highly Likely Limited 12 to 24 Hrs Less than 6 Hrs 6 Power Outage Highly Likely Limited More than
24 Hrs Less than 6 Hrs 3
Climate Change Likely Limited More than
24 Hrs Less than 6 Hrs 5
Wildfire Possibly Negligible 12 to 24 Hrs Less than 6 Hrs 8 Landslide Possibly Negligible More than
24 Hrs Less than 6 Hrs 10
Pandemic Unlikely Negligible More than
24 Hrs Less than 6 Hrs 9
Table 1: 2024 City of Lancaster Hazard Mitigation Plan, Risk Ratings PART 1
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Each hazard was rated in terms of probability (i.e. likelihood of occurrence), magnitude/severity, warning time and duration. Below is a simplified table of the rating components:
Table 2: 2024 City of Lancaster Hazard Mitigation Plan, Degree of Risk
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29 2.4 Planning Assumption
The following are assumptions used during the development of this plan. These assumptions translate into basic principles for conducting emergency management operations in preparation for, response to and recovery from major emergencies.
• Emergencies or disasters may occur at any time, day, or night, in populated and remote areas of the city.
• Major emergencies and disasters will require a multi-agency, multi-jurisdictional response.
Therefore, it is essential that NIMS, SEMS, and ICS are implemented immediately by responding agencies, and expanded as the situation dictates.
• Large-scale emergencies and disasters may overburden local resources and require the need for mutual aid from neighboring jurisdictions.
• Large-scale emergencies and disasters and the complex organizational structure required to respond to them pose significant challenges in terms of warning and notification, logistics, and agency coordination.
• The City is primarily responsible for emergency actions within city boundaries and will commit all available resources to save lives, minimize injury to persons, protect the environment and minimize property damage.
• Major emergencies and disasters may generate widespread media and public interest; information provided to the public needs to be accurate and timely. Additionally, the media must be considered an ally in large-scale emergencies and disasters; it can provide considerable assistance in emergency public information and warning. • Large-scale emergencies and disasters may pose serious long-term threats to public health, property, the environment, and the local economy. While responding to significant disasters and emergencies, all strategic decisions must consider each of these threats. • Disasters and emergencies may require an extended commitment of personnel and other resources from involved agencies and jurisdictions.
• The Emergency Management Organization is familiar with this plan, supporting documentation, and NIMS, SEMS, and ICS.
It is the City’s intent to fulfill the policies described here, within the capabilities and resources available at the time of an emergency or disaster.
This plan uses the whole community concept where residents, emergency management representatives, organizational and community leaders, and government officials can understand and PART 1
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30 assess the needs of their respective communities and determine the best ways to organize and strengthen their resources, capabilities, and interest. Engaging in the whole community emergency management planning process builds a more effective path to societal security and resilience. This plan supports the following whole community principles:
• Understand and meet the needs of the entire community, including people with disabilities and those with other access and functional needs.
• Engage and empower all parts of the community to assist in all phases of the disaster cycle. • Strengthen what works well in communities daily.
In keeping with the whole community approach, this plan was developed with representation from city departments and various other stakeholders. The effectiveness of the emergency response is largely based on the preparedness and resiliency of the community.
Community Resiliency Consists of Three Key Factors:
1. The ability of first responder agencies (e.g., fire, law etc.) to divert from their day-to-day operations to the emergency disaster effectively and efficiently.
2. The strength of the emergency management system and organization within the region, to include Emergency Operations Centers (EOCs), mass notification systems and communication systems.
3. The preparedness of the region’s citizens, businesses, and community organizations.
By focusing on enhancing all three of these components, the city is improving not only the city’s resiliency to emergency disaster, but also the regions.
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32 3 Concept of Operations
3.1 Response
In major emergency responses, the City of Lancaster collaborates with numerous governmental, non- governmental, and private organizations. To facilitate this multi-faceted operation, the City adheres to a specific response structure, delineating how local, county, and state-level entities coordinate and communicate during emergencies.
This section guides City decision-makers and plan users on the sequence and scope of actions during a citywide emergency response. The response phase concept of operations can be summarized in six key elements: goals, priorities, and strategies; plan activation; proclaiming an emergency; presidential declarations; emergency management response levels; and the sequence of events during disasters.
3.1.1 Goals , Priorities and Strategies
Operational Goals:
1 Mitigate Hazards
2 Meet basic human needs
3 Address needs of People with Access and Functional Needs 4 Restore essential services
5 Support community and economic recovery
Operational Priorities:
1 Save Lives: Preservation of life takes precedence over all considerations. 2 Protect Health and Safety: Mitigate the impact of emergencies on public health and safety. 3 Protect Property: Make feasible efforts to safeguard public and private property, including critical infrastructure.
4 Preserve the Environment: Take all possible measures to protect the environment during emergencies.
Operational Strategies:
1 Mitigate hazards: Suppress, reduce, or eliminate hazards/risks promptly.
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33 2 Meet basic human needs: Supply resources for food, water, shelter, medical treatment, and security.
3 Address needs of individuals with disabilities: Consider and address the needs of vulnerable individuals.
4 Restore essential services: Swiftly reinstate power, water, sanitation, transportation, and other critical services.
5 Support Community and Economic Recovery: Collaborate for efficient, effective, and equitable recovery.
3.1.2 Plan Activation
The City Emergency Operations Plan may be activated under specific circumstances:
1 By order of the following, in order shown:
a. City Manager
b. Assistant City Manager
c. Chief of Police
d. Senior Director of Finance
e. Emergency Management Administrator
f. Upon request of City / Disaster Council
2 An emergency needing major resources from multiple City Departments for an extended time.
Examples: earthquakes, fires, floods, bombings, major hazardous release, or large-scale events. 3 Upon proclamation of a State of Emergency by the Governor. 4 Automatically on the proclamation of a State of War Emergency. 5 Upon the President's declaration of a National Emergency. 6 Automatically on receipt of an attack warning, actual attack, or a catastrophic disaster requiring immediate government response.
7 Following a significant earthquake causing damage in Lancaster or neighboring jurisdictions. 8 Upon notification of an uncontrolled release or failure of Aquaduct and/or Fairmont Dam.
3.1.3 Proclaiming an Emergency
The California Emergency Services Act provides for three types of emergency proclamations in California: (1) Local Emergency, (2) State of Emergency, (3) State of War Emergency.
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34 Local Emergency Proclamations:
In the case of the existence or likely existence of an emergency that threatens the people, property, or environment of the City; and the condition is beyond the capability of the City to control effectively; the City Manager can proclaim a Local Emergency.
A Local Emergency may be proclaimed to exist due to a specific situation, such as flood, fire, storm, pandemic, drought, sudden and severe energy shortage, or other condition.
If assistance is requested through the California Disaster Act (CDAA), a Local Emergency may be recommended by the City Manager as specified by the Municipal Code and issued within 10 days after the actual occurrence of a disaster.
A Local Emergency proclamation must be ratified by the City Council within 7 days.
The governing body must review the need to continue the proclamation at least every 60 days until the Local Emergency is terminated. The Local Emergency must be terminated by resolution as soon as conditions warrant.
The Proclamation of a Local Emergency provides the governing body with the legal authority to:
• Request the Governor proclaim a State of Emergency, if necessary • Promulgate or suspend orders and regulations necessary to provide for the protection of life and property, including issuing orders or regulations imposing a curfew within designated boundaries
• Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements • Request state agencies and other jurisdictions to provide mutual aid • Require the emergency services of any local official or employee • Requisition necessary personnel and materials from any local department or agency • Obtain vital supplies and equipment; and, if required, immediately commandeer the same for public use
• Impose penalties for violation of lawful order
• Conduct emergency operations without incurring legal liability for performance, or failure of performance (Article 17 of the Emergency Services Act provides for certain privileges and immunities)
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35 Proclamation of a State Emergency:
The Governor proclaims a State of Emergency based on the formal request from the City Council and the recommendation of the California Office of Emergency Services. If conditions and time warrant, the Governor drafts and signs a formal State of Emergency Proclamation. The Governor has expanded emergency powers during a proclaimed State of Emergency. The Governor:
• Has the right to exercise police power as deemed necessary, vested in the State Constitution and the laws of California within the designated area
• Is vested with the power to use and commandeer public and private property and personnel, to ensure all resources within California are available and dedicated to the emergency when requested
• Can direct all state agencies to utilize and employ personnel, equipment, and facilities for the performance of all activities designed to prevent or alleviate the actual and threatened damage due to the emergency. Can also direct them to provide supplemental services and equipment to political subdivisions to restore any service to provide for the health and safety of the residents of the affected area.
• May make, amend, or rescind orders and regulations during an emergency and temporarily suspend any non-safety-related statues, ordinances, regulations, or rules that impose restrictions on emergency response activities.
Proclamation of a State of War Emergency
In addition to a State of Emergency, the Governor can proclaim a State of War Emergency whenever California or the nation is attacked by an enemy of the United States, or upon receiving a warning from the federal government indicating that such an enemy attack is probable or imminent. The powers of the Governor granted under a State of War Emergency are commensurate with those granted under a State of Emergency.
3.1.4 Presidential Declarations
When State capabilities will be exceeded, the Governor can request federal assistance, including assistance under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act).
The Stafford Act authorizes the President to provide financial and other assistance to state and local government, certain private nonprofit organizations, and individuals to support response, recovery, and mitigation efforts following Presidential Emergency or Major Disaster declarations.
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36 Declaration of Emergency or Major Disaster: The President of the United States can declare an Emergency or Major Disaster under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (41 USC §5121 et seq.). This also allows the president to provide federal government resources to support the States’ response and recovery activities. While Presidential Declarations under the Stafford Act release federal resources and funding to support response and recovery, federal agencies may also help under other authorities or agreements that do not require a Presidential Declaration.
3.1.5 Emergency Management Response Levels
The City Emergency Operations Plan will be activated when an emergency occurs or threatens to exceed normal day to day capabilities to adequately respond to and mitigate an incident(s). The scope of an emergency, rather than the type, will determine whether the Emergency Operations Plan and Emergency Operations Center will be activated, and to what level.
For planning purposes, the California Office of Emergency Services has established three EOC activation “levels” which the City follows. The table below defines those levels:
Activation
Level Detail Event or Situation Minimum
Staffing
Three
Level Three is a minimum
activation. This level may be
used for situations which initially
only require a few people
• Events impacting public health, safety,
or the environment
• Weather alerts
• Incidents involving multiple
department
• Low risk planned events
• Wind or rainstorms
• Power outages
1. EOC Director
2. Section Chiefs
3. Public Information
Officer
Two
Level Two activation is used for
emergencies or planned events
needing more staff than Level
Three but less than full staffing.
It typically follows a Level Three
increase or a Level One decrease
• Two or more large incidents involving
multiple departments
• Major wind or rain
• Major scheduled event
• Large power outage
• Hazardous material incident with
large-scale evacuations
1. EOC Director
2. Section Chiefs
3. Branches & Units
4. Liaison/Agency
Representatives
5. Public Information
Officer
One
Level One activation involves full
activation of all organizational
elements and staffing for major
emergencies requiring
immediate State assistance.
• Major County/City or Regional
emergency, multiple departments with
heavy resource involvement
1. All EO roles as
appropriate
Table 3: EOC Activation Levels
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PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
37 3.1.6 Sequence of Events
Disasters involve two key sequences of events: one for response and the other for emergency proclamations. The response sequence focuses on saving lives, protecting property, and preserving the environment. It entails deploying response teams, activating emergency management organizations, and coordinating across government levels. The emergency proclamation sequence outlines steps to gain expanded emergency authorities and request state and federal disaster assistance.
3.1.6.1 Before Impact
Before any emergency, the city prioritizes preparedness activities like plan development, personnel training, exercises, public education, and resource arrangements. The city maintains readiness by keeping communication systems, warning systems, and the Emergency Operations Center (EOC) prepared at all times.
Before Impact Activities:
1 Routine Monitoring: Constant monitoring for alerts, watches, and warnings to identify threats. 2 Increased Readiness: Actions to enhance agency readiness, including briefings, plan reviews, information dissemination, and system testing.
3 Pre-Impact: Actions taken when a disaster is highly likely, involving activation of warning systems, resource mobilization, and evacuation.
Proclaiming and Emergency:
In cases where an emergency surpasses the City's capability to control effectively, the City Council or City Manager (if the Council is not in session) can proclaim a local emergency.
3.1.6.2 Immediate Impact
During this phase, the focus is on controlling the situation, saving lives, and minimizing disaster effects. Actions include alert and notification, resource mobilization, incident response, establishing incident command, and activation of Emergency Operations Centers (EOCs) at various levels.
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DIRECTION,
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PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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38 Immediate Impact Activities:
1 Alert and Notification: Informing response agencies and mobilizing first responders. 2 Resource Mobilization: Activating and mobilizing response resources. 3 Incident Response: Coordinated response within the city. 4 Establishing Incident Command: Organizing on-scene command structures. 5 Activation of Coordination Systems: Coordinating resources through Multiagency Coordination Systems and EOCs.
6 Local, Operational Area, Regional EOC Activation: Activating EOCs based on the incident's magnitude or need for coordination.
State and Federal Involvement:
1 State Level Field Teams: Deployed to provide situation reports to Regional EOC. 2 State and Federal EOC Activation: Activation for monitoring, resource processing, and interstate coordination.
3.1.6.3 Sustained Operations
As the emergency persists, ongoing assistance is provided to affected individuals, and efforts focus on preventing secondary damage. Mutual aid and activities such as search, and rescue continue.
3.1.6.4 Transition to Recovery
Following initial and sustained operational priorities, the transition to recovery involves damage assessment, opening assistance centers, performing hazard mitigation surveys, and planning for future emergencies.
Recovery Activities:
1 Local Assistance Centers (LAC): Opened to provide services and resource referrals. 2 Joint Field Office (JFO): Coordinated with FEMA for federal support. 3 Demobilization: Resources are demobilized, ensuring safe return and compliance with mutual aid provisions.
This structured approach ensures effective response and recovery, emphasizing coordination and resource utilization at all levels.
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PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
39 The sequence of activities occurring for the emergency response and proclamation process is illustrated below:
FIGURE 12: Response Phase Sequence of Events
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APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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40 3.2 Recovery
After a disaster, citizens often have specific needs that must be addressed before resuming their pre- disaster lives. Key recovery services include assessing damage, restoring essential services, repairing infrastructure, and providing mental health support. Recovery unfolds in two phases: short-term and long-term.
3.2.1 Short -Term
Short-term recovery operations commence during the response phase but may last for weeks. These activities focus on stabilizing the situation, restoring services (electricity, water, and sanitary systems), implementing critical infrastructure recovery plans, initiating community restoration planning, and addressing debris threatening public health. For federally declared disasters, the Federal Emergency Management Agency (FEMA) may establish Disaster Assistance Centers to aid victims in accessing grants, loans, and benefits. The city, in collaboration with the American Red Cross, may offer temporary shelter for disaster victims.
3.2. 2 Long- Term
Long-term recovery extends short-term efforts and centers on comprehensive community restoration.
The duration varies based on the disaster's severity.
Activities include:
• Reconstruction: Rebuilding facilities, infrastructure, and technology systems for full operational restoration.
• Community Planning: Developing long-term housing plans and land-use legislation to foster recovery.
• Assistance Programs: Supporting displaced families with financial aid, social services, and health services.
• Economic Restoration: Rebuilding the local economic system. • Mitigation Integration: Incorporating mitigation strategies into recovery efforts. • Cost Documentation: Documenting disaster-related costs for state and federal reimbursement.
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ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
41 These recovery phases ensure a structured and sustained approach to rebuilding communities after a major disaster, addressing immediate needs and fostering long-term resilience.
3.3 Continuity
Continuity of Operations and Government is a critical aspect of the city's emergency management strategy, ensuring that government functions persist during and after a major emergency or disaster.
Preserving essential government operations, including the continuity of lawfully constituted authority, is a primary responsibility.
In the aftermath of a major disaster, which could result in significant loss of life, property, and key government officials, maintaining law and order becomes crucial. The ability to sustain government services is imperative during the reconstruction period. Local government units must continue functioning to preserve order and provide necessary services.
Authority for the continuity and preservation of State and local government is derived from relevant portions of the California Government Code and the State Constitution, including:
• Continuity of Government in California (Article IV, Section 21 of the State Constitution) • Preservation of Local Government (Article 15 of the California Emergency Services Act) • Temporary Seat of State Government (Section 450, Title 1, Division 3, Chapter 1 of the Government Code)
Key authorities within Sections 8635 through 8643 of the Government Code include provisions to:
• Ensure the continued functioning of political subdivisions by preserving and continuing (City and County) government operations in case of an enemy attack or a statewide State of Emergency or Local Emergency.
• Authorize political subdivisions to plan for succession of officers (department heads) responsible for law and order and/or health and safety. • Empower governing bodies to appoint standby officers for each member of the governing body and the Chief Executive in case of a State of War Emergency, State of Emergency, or Local Emergency. Standby officers, residents or officers of a different subdivision, take the same oath as regular officers.
• Direct standby officers to report ready for duty at the designated place in the event of an emergency.
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PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
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• Mandate local governing bodies to convene promptly when a State of War Emergency, State of Emergency, or Local Emergency occurs, at a location outside the political subdivision if necessary.
These measures ensure the resilience and functionality of government operations during challenging circumstances.
In the City of Lancaster, the Mayor order of succession is as follows per 2.36.050 continuance of local government – City council:
1 Vice-mayor
2 City council members in order of seniority
The City Manager/Director of Emergency Services order of succession is as follows:
1 Assistant City Manager
2 Senior Director Finance
3 Assistant to the City Manager
The alternate seat of government is as follows:
1 Lancaster Maintenance Yard: 615 W Avenue H, Lancaster, CA 93534 2 Lancaster Police Station: 44811 Sierra Highway, Lancaster, CA 93534 Preservation of Vital Records
Vital records are defined as those records that are essential to:
1 Protect the rights and interests of individuals (i.e.: vital statistics, land and tax records, license registers and articles of incorporation)
2 Conduct emergency response and recovery operations (i.e.: utility system maps, location of emergency supplies and equipment, EOP and personnel rosters) 3 Reestablishing normal governmental functions (i.e.: charter, ordinance, court records and financial records)
Each level of government down to the departmental level is responsible for designating a custodian
for vital records, and ensuring the vital records storage and preservation is accomplished.
The
City Clerk is the designated custodian of vital records. If the City Clerk is unavailable, the Deputy City Clerk will be responsible for the preservation of vital records.
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PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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Vital records are regularly stored in the City Clerk Vault at City Hall. Backup data systems are kept off- site at the Lancaster Maintenance Yard, 615 W Avenue H, Lancaster, CA 93534, and at LA Records Management, 15624 Roxford Street, Sylmar, CA 91342.
Each city department identifies, maintains, and protects its own essential records.
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PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
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APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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44 4 Organization and Assignment of
Responsibilities
4.1 Use of SEMS, NIMS, and ICS
The city's emergency response relies on the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), and the Incident Command System (ICS). These frameworks ensure consistency with the National Response Framework and coordination with other partners in Los Angeles County. The plan outlines the city's organizational structure, departmental roles, and responsibilities during Emergency Operations Center (EOC) activation.
4.2 Role of Elected Official
Local elected officials play a crucial role in providing leadership and policy guidance before, during, and after disasters. Their support during an emergency is vital, focusing on empowering first responders and EOC staff. This includes facilitating communication with other agencies, declaring emergencies, issuing orders, and ensuring a coordinated and accessible message to the public. In the aftermath, elected officials transition to a leadership role, supporting recovery, enforcing codes and regulations, and identifying opportunities for rebuilding.
4.3 Role of City Departments
In the event of an Emergency Operations Center activation, each City department is responsible to support emergency response and recovery objectives and taking the lead regarding the emergency function to which they have been assigned. The departments also provide representatives to the EOC to coordinate people, resources, and information to manage an incident that occurs in the city, and to communicate emergency efforts between departments and/or jurisdictions.
Designated department representatives are trained in emergency management and response operations. In addition, these representatives have assigned successors to support EOC staff in the event of extended operations. The sections below outline the designated responsibilities for each of the city departments.
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PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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City Manager’s Office. The executive staff members of the City Manager’s Office take charge of policy-level decisions related to incident management. The Director, or their designate, oversees all EOC operations, including policy formation, expenditure authorization, and coordination with external entities. They also appoint a Public Information Officer (PIO) to ensure accurate information reaches the public and media. During recovery, the department transitions to the Recovery Coordination Group, supporting redevelopment efforts and recovery planning. Additionally, they manage City personnel and oversee volunteer management. This department may staff the Personnel Branch and the Communications Unit, along with other critical EOC positions as needed. By addressing these critical aspects, the City Manager's Office supports the community's return to normalcy and business recovery through economic development.
City Clerk. The City Clerk is responsible for managing all EOC documentation. This includes ensuring that accurate and thorough records are maintained throughout the incident management process.
The City Clerk oversees the collection, organization, and storage of all documents related to EOC operations, including incident logs, action plans, and resource requests. They ensure that all documentation complies with regulatory requirements and is readily accessible for review and analysis. The City Clerk also coordinates with other departments to gather necessary inf ormation and
supports the creation of after-action reports to aid in future planning and response efforts.
Communications Department. The Communications Department is responsible for managing all public information and media relations during incident manageme nt. The department appoints and
staffs the Public Information Officer (PIO) role, ensuring that accurate and timely information is disseminated to the public and media. The PIO coordinates with other departments to gather necessary information, prepares press releases, and conducts media briefings. The Communications Department also monitors media coverage, addresses misinformation, and ensures consistent messaging. During recovery, the department continues to provide updates and support public communication efforts, helping to maintain transparency and public trust.
Community Development Departmen
t. The Community Development Department shoulders
responsibilities related to damage assessment, GIS support, and administration of evaluations and permits in the recovery process. Representatives from Community Development lead the Planning Section and may serve in various EOC sections and branches as needed. During recovery, the Community Development Department is essential for managing and facilitating the rebuilding and restoration of affected areas. The department works closely with developers and contractors to expedite the repair and reconstruction of damaged properties. They also ensure compliance with building codes and zoning regulations, providing guidance and support to property owners throughout the recovery process. Driving and supporting these critical aspects, the Community PART 1
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APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
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Development Department supports the community to rebuild and revitalize affected neighborhoods.
Finance Department. The Finance Department oversees all expenditures related to emergency management and response operations, including tracking and documentation necessary for recovery reimbursement. It provides representatives to staff the Finance Section and Logistics Section in the EOC, ensuring financial protocols are followed during emergency operations; and resources are made available inclusive of critical IT infrastructure, along with providing IT services. They oversee the assessment of housing needs and coordinate the provision of temporary and permanent housing solutions for displaced residents. By managing these critical aspects, the finance department is an effective, and responsive team during emergencies.
Human Resourc
es Department. The Human Resources Department plays a crucial role in the Emergency Operations Center (EOC) in the management and logistics sections during incident response and recovery. The department is responsible for managing the safety and well-being of City employees, including overseeing workers' compensation claims for any injuries sustained during emergency activities. They ensure that the EOC is adequately staffed by deploying qualified personnel and coordinating volunteer e
fforts. Additionally, Human Resources handles personnel management, addressing schedules, compliance with labor regulations, and any other personnel issues that may arise. By managing these critical aspects, Human Resources ensure s that the City has a well-
organized, effective, and responsive team during emergencies.
Lancaster Energy. During emergencies, the Lancaster Energy plays a critical role in ensuring the continuity of energy services and supporting recovery efforts. They are responsible for managing and coordinating the restoration of power and other essential energy services to affected areas. This includes working with utility companies to quickly address outages, assess infrastructure damage, and prioritize repairs. The Energy Division also provides guidance on energy conservation measures and temporary energy solutions for critical facilities and shelters. By efficiently managing these responsibilities, the Energy Division helps to stabilize the community and support a swift recovery following disruptions.
Lancaster Police Department. The Police Department is responsible for law enforcement operations and terrorism prevention within the city. It responds to immediate threats, provides support for emergency operations, and coordinates with other agencies. A Police Department representative is appointed to serve in the Law Branch of the Operations Section in the EOC as well as the Management Section serving as a Liaison to the field or incident command post.
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PART 2
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APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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Los Angeles County Fire Department. The Fire Department is responsible for the management of fire operations within the city during emergency response efforts. This includes the immediate first responder effort to manage any fires, as well as the management of a safe scene, recognition of potential hazardous materials, public safety on scene, and many other responsibilities. The Fire Department will coordinate all response efforts and serve as the main coordination point when requesting fire response or emergency medical service (EMS) assistance from neighboring jurisdictions.
Fire services also include the provision of Emergency Medical Services (EMS), providing life -saving
medical care. Fire EMS personnel will work in coordination with private EMS providers to meet the needs of the incident in the event that Fire EMS is overwhelmed. A Fire Department representative will be appointed to serve in the Fire Branch of the Operations Section in the EOC.
Parks, Arts, Recreation & Community Services Department. The Parks, Arts, Recreation & Community Services Department is responsible for supporting mass care operations, the Community Services Department mobilizes and deploys personnel and resources for she lter operations. It manages shelter facilities, coordinates with organizations like the American Red Cross, and reports damage assessment information related to park facilities. In addition, the department also serves in a primary role for the provision o
f services for people with access and functional needs (PAFN) during an emergency.
Public Works Department. The Public Works Department plays a multifaceted role, including damage assessment, critical infrastructure restoration, debris management, transportation, evacuation, and general logistics operations. It also manages flood services and coordinates with the EOC and other agencies during emergency restoration efforts.
EOC, DOC and Responder Personnel. While this Emergency Operations Plan primarily focuses on the City's organizational response, all city employees with responsibilities for emergency functions are encouraged to have a personal and family preparedness plan. Employees reporting to the EOC, a department operations center (DOC), or field response operations should prioritize personal and family preparedness to ensure their availability during emergency situations.
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DIRECTION,
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PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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Department Management Plans & Intel Operations Logistics Fin & Admin Recovery Group
City Manager’s
Office1
City Clerk
Communication
Community
Development2
Finance
Human
Resources
Lancaster
Energy
Lancaster
Police
Department
1 Includes: 1. City Manager, 2. Assistant City Manager, 3. Commissions, 4. Information Technology 2 Includes: 1. Planning, 2. Building & Safety, 3. Economic Development PART 1
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RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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Department Management Plans & Intel Operations Logistics Fin & Admin Recovery Group
Los Angeles
County Fire
Department
Parks, Arts,
Recreation &
Community
Services3
Public Works4
Table 4: City Department Mapping to EOC Sections
4.4 Role of Disaster Management Area Coordinators (DMACs) The mission of DMACs is to coordinate with Area cities in planning for preparedness, mitigation, and recovery from emergencies/disasters. During an actual emergency, DMACs are responsible for Advocating for Area cities and liaison with the Los Angeles County Operational Area Emergency Operations Center as (OAEOC) as necessary, assist other Areas as requested; and staff City Liaison post at OAEOC.
• Additional they check in with Area cities to quickly determine the impact of the emergency/disaster.
• Provide a quick Area status report to the OAEOC to supplement individual cities’ reports. This is not a detailed or formal report. It should be considered outside the normal reporting system and will provide the OAEOC with an indication of where potential problems might exist as well as indicate which Disaster Management Area Coordinators (DMACs) might be in the best position to directly provide staffing to assist the most heavily impacted Area(s) and the OAEOC (staffing may come from the DMAC or from a city within the DMAC’s Area). • Get feedback from the OAEOC as to which DMAC Areas appear to be the most heavily impacted and which appear least impacted. Feedback will include a recommendation from the OAEOC as to 3 Includes: 1. Parks & Facilities, 2. Recreation, 3. Community Services, 4. Special Events 4 Includes: 1. Maintenance, 2. Utility, 3. Transportation, 4. Capital Engineering, 5. City Engineering PART 1
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APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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which DMAC should provide staffing to the OAEOC (staffing may come from the DMAC or from a city within the DMAC’s Area).
• DMAC of selected city provides shift staffing to the OAEOC to represent concerns of cities, to ensure that the needs and concerns of cities are properly represented in the OAEOC, and to participate, as appropriate, in the development of solutions affecting cities.
Finally, the following sections list out the role and responsibilities of the private sector.
4.5 Role of the Private Sector
4.5.1 Contracted City Services
I
n the event of an Emergency Operations Center activation, each contract city service partner is responsible to support emergency response and recovery objectives and taking the lead regarding the emergency function to which they have been assigned. At a minimum contract City service partners will either provide a representative to the City EOC or provide a contact number for their Business Operations Center to coordinate people, resources, and information in order to manage an incident that occurs in the City, and to communicate emergency efforts between their organization and the City.
4.5.2 Residents
R
esidents are primary beneficiaries of the emergency management system but also play a crucial role.
Before an emergency, they should undergo training, maintain supplies, and prepare for evacuation or shelter-in-place. Residents can join volunteer programs, such as Community Emergency Response Teams, and follow authorities' directions during emergencies.
4.5.3 Population with Access and Functional Needs
T
he City of Lancaster recognizes that certain populations within the community have access and functional needs that require additional planning and resources during emergencies. These populations include, but are not limited to, individuals with disabilities, older adults, children, limited English proficiency, and those with medical or transportation needs. The city is committed to ensuring the safety and well-being of all residents, including those with access and functional needs, during emergencies.
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APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
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51 Identification and Assessment
1 Population Identification
• Use census data, local surveys, and community organizations to identify residents with access and functional needs.
• Maintain a registry of individuals who may require additional assistance during an emergency.
2 Needs Assessment
• Conduct regular assessments to understand the specific needs of these populations. • Collaborate with local health and social services agencies to update needs assessments.
Communication
3 Accessible Information
• Provide emergency information in multiple formats (e.g., large print, Braille, audio, and digital).
• Ensure all communication is clear, simple, and available in multiple languages. 4 Notification Systems
• Utilize various alert systems, including text messages, phone calls, social media, and door- to-door notifications, to reach all residents.
• Partner with local media to broadcast emergency information.
Evacuation and Transportation
5 Evacuation Plans
• Develop and regularly update evacuation plans that consider the needs of individuals with mobility challenges and those requiring medical equipment. • Designate accessible shelters and ensure they are equipped with necessary resources.
6 Transportation
• Coordinate with local transportation providers to ensure accessible transportation options are available during evacuations, such as Access.
• Provide transportation assistance for individuals who do not have access to personal vehicles.
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APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
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52 Sheltering
7 Accessible Shelters
• Ensure that emergency shelters are accessible and have the necessary accommodations, such as ramps, accessible bathrooms, and areas for service animals. • Equip shelters with resources such as medical supplies, mobility aids, and communication devices.
• When shelter facilities are activated, the State will work with local officials to ensure they accommodate the provisions of the Americans with Disabilities Act • Additionally, the city has an MOU with the American Red Cross for training and services. A copy of this MOU can be found under Part 2 of this plan.
8 Specialized Staff
• Train shelter staff to assist individuals with access and functional needs. • Partner with healthcare professionals to provide on-site medical assistance.
Health and Medical Services
9 Medical Support
• Coordinate with local healthcare facilities to ensure continuity of care for individuals with chronic conditions or medical dependencies.
• Provide access to necessary medications and medical supplies at shelters.
10 Mental Health Services
• Offer mental health support and counseling services to address the emotional and psychological needs of residents during and after emergencies. • Partner with local providers and community organizations that provide this service for niche groups such as the Antelope Valley Vet Center.
Training and Drills
11 Staff Training
• Regularly train emergency personnel on how to assist individuals with access and functional needs.
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53 • Include specific modules on cultural competence, disability awareness, and effective communication strategies.
12 Community Drills
• Conduct community-wide emergency drills that include scenarios involving residents with access and functional needs.
• Invite participation from individuals with access and functional needs to provide feedback and improve plans.
Partnerships and Collaboration
13 Local Organizations
• Collaborate with local nonprofits, advocacy groups, and faith-based organizations to support residents with access and functional needs.
• Engage these organizations in planning and response efforts to leverage their expertise and resources.
14 State and Federal Agencies
• Coordinate with state and federal agencies to access additional resources and support. • Stay informed about best practices and guidelines from agencies such as FEMA and the Red Cross.
• Review and Improvement
15 Continuous Evaluation
• Regularly review and update emergency plans to incorporate lessons learned from drills and actual events.
• Seek feedback from the community, particularly individuals with access and functional needs, to improve services and support.
16 Documentation
• Maintain detailed records of plans, procedures, and resources related to access and functional needs.
• Ensure all documentation is up-to-date and readily available during emergencies.
The City of Lancaster is dedicated to inclusive emergency planning and response. By addressing the specific needs of individuals with access and functional needs, the city aims to ensure the safety, dignity, and well-being of all residents during emergencies.
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54 4.5.4 At Risk Individuals
Another perspective is to consider the needs of people who are not in contact with traditional emergency service providers. These people may feel they cannot comfortably or safely access and use the standard resources offered in preparedness, response, and recovery. These include, but are not limited to individuals who are:
• Homeless
• Without transportation
• Out of hearing range of community alert sirens/systems • Without radio or television to know they need to take action • Without access to telephones
• Visiting or temporarily residing in an impacted region • Not familiar with available emergency response and recovery resources • Limited in their understanding of English
• Geographically or culturally isolated
4.5.5 Businesses
Most of the City’s critical infrastructure is owned and maintained by businesses and must be protected during a response to ensure a quick and complete recovery from an emergency. These same businesses provide valuable resources before, during and after an emergency, as well as play a critical role in meeting the needs of those impacted by an emergency. They coordinate with governments to integrate emergency plans, follow hazard-specific plans, and develop comprehensive business emergency plans covering employee safety, business continuity, and cooperation with local emergency management.
4.5.6 Volunteer Organizations
The city recognizes the value and importance of organizations that perform voluntary services in their community. These organizations have resources, which can augment emergency response and recovery efforts. Some examples of voluntary organization are the following:
• American Red Cross
• Community Emergency Response Team within the City or County • Amateur Radio Groups within the City or County
• Salvation Army
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55 4.5.7 Public -Private Partnerships
The private sector provides valuable assistance and resources to support emergency response and recovery activities. The goal of the Public-Private partnership is to advise on:
• Appropriate agreements to provide for quick access to emergency supplies and essential services to minimize the need to stockpile such supplies during normal times • Logistic measures required to quickly deliver needed supplies and services to affected areas • Methods to utilize non-profit and private sector capabilities to increase the surge capacity of local agencies responding to emergencies
• Methods to promote the integration of the non-profit and private sectors into the emergency services system so that people can be better informed and prepared for emergencies • Systems that aid business and economic recovery after an emergency
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56 5 Direction, Control and
Coordination
5.1 Direction and Control
In managing events surpassing field responders' capacity, the City holds the responsibility for coordinating resources, strategies, and policies. Tactical control remains with field Incident Commanders. The City Manager, operating through the Emergency Operations Center (EOC), directs and controls multi-departmental and multi-jurisdictional resource coordination. Policy decisions may be made by the EOC Director, staffed by the City Manager or designee.
5.2 Coordination
The City's Emergency Operations Center coordinates resource requests from the field and other jurisdictions. If demand exceeds supply, the EOC prioritizes resource allocation. If city resources are insufficient, requests escalate to the Operational Area Emergency Operations Center, which, if needed, coordinates with the Southern Regional Emergency Operations Center. The Regional Emergency Operations Center, in turn, collaborates with the State Operations Center. If necessary, the State Operations Center may request resources from the Federal Emergency Management Agency and other federal agencies.
5.3 Multi-Entity/Jurisdiction Coordination and Mutual Aid
Operational Area Coordination: When an incident overwhelms City resources, additional support is sought from various entities and jurisdictions. Following the Standardized Emergency Management System (SEMS), requests for assistance are made throughout the operational area. For state and federal support, the operational area collaborates with the Regional Emergency Operations Center, adhering to SEMS, NIMS, and ICS structures.
Coordinating with External Partners: City representatives in the EOC ensure external partners, including private companies and non-profit organizations, operate within the city EOC's designated organizational structure. Coordination process for new partners are determined by the City EOC Director.
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57 Mutual Aid: California's emergency assistance relies on a statewide mutual aid system. The California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA) obligates signatory entities to provide aid during emergencies. Four approved Mutual Aid Systems cover Fire and Rescue, Law Enforcement, Coroner, and Emergency Management. Informal mutual aid extends to Public Information, Medical and Health, Communications, Transportation Services, Facilities, Hazardous Material Mutual Aid System, Volunteer and Private Agencies. California's six mutual aid regions facilitate coordination and resource sharing within multiple Operational Areas.
A map of the Regions is shown in Figure 7: California Mutual Aid Regions. The City of Lancaster is in Mutual Aid Region I.
Mutual Aid Coordination:
Formal mutual aid requests
follow specified procedures.
Requests move through
discipline-specific chains,
such as fire or law
enforcement, from one level
of government to the next.
The mutual aid coordinator
processes requests and
coordinates resources within
their area. If resources are
unavailable, the request is
forwarded to the next higher
level of government.
Requests can originate from
the Field Level, Local
Government, Operational
Area, Region, or State Level,
depending on the scope and
nature of the incident.
Coordination ensures
efficient resource allocation
and response across
jurisdictions.
Figure 13: Figure 10: California Mutual Aid Regions
Inland Region
Southern Region
Coastal Region
Lancaster, CA
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58 Figure 14: Flow of Requests and Resources
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59 5.4 NIMS, SEMS, and ICS
Emergency management operations in the city adhere to the principles outlined by the National Incident Management System (NIMS), Standardized Emergency Management System (SEMS), and Incident Command System (ICS). These frameworks establish the groundwork for all emergency operations, offering a flexible organizational structure adaptable to incidents of any size, scope, or impact. This local plan aligns with and supports the Los Angeles County and Operational Area Response Plan.
The city manages internal operations per this plan, collaborating with county operations when necessary. The City EOC is organized into sections: Management Staff, Operations Section, Planning Section, Logistics Section, and Finance Section.
NIMS (National Incident Management System): NIMS, established by FEMA, serves as the national standard for incident management operations. Adopted by the City through resolution, NIMS ensures a standardized incident management system. ICS, within NIMS, defines the organizational structure for emergency management operations. Compliance with NIMS and ICS standards is crucial for federal reimbursement eligibility for emergency-related costs.
SEMS (Standardized Emergency Management System): Adopted by the City based on California emergency management standards, SEMS manages multi-agency and multi-jurisdictional responses.
It facilitates communication and coordination across all system levels. SEMS is mandatory for local public agencies, as per California Government Code § 8607, to be eligible for state reimbursement.
Both NIMS and SEMS details can be accessed on FEMA's website and the California Office of Emergency Services (CalOES) website, respectively.
These systems, along with ICS, are integral components of the broader national emergency response structure. They address the need for a unified and coordinated approach at all levels of government, private sector, and non-governmental agencies. The National Incident Management System provides a consistent framework for incident management, integrating best practices into a nationwide approach for various emergencies.
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60 National Incident Management System Structure:
1 Command and Management
2 Preparedness
3 Resource Management
4 Communications and Information Management
5 Supporting Technologies
6 Ongoing Management and Maintenance
Standardized Emergency Management System Organization Levels:
7 State Level: Coordinates state resources and mutual aid. 8 Region Level: Manages information and resources within mutual aid regions. 9 Operational Area: Coordinates information and resources within a county's boundaries. 10 Local Government (The City): Involves cities, counties, and special districts. 11 Field Level: Where emergency response personnel and resources operate.
Standardized Emergency Management System Functions:
1 Command/Management: Directs and controls resources at the field response level, and coordinates emergency policy and management at EOC levels. 2 Operations: Coordinates jurisdictional operations in response to emergencies. 3 Logistics: Provides facilities, services, personnel, equipment, and materials. 4 Planning/Intelligence: Collects, evaluates, and disseminates operational information, prepares incident action plans, and maintains situational awareness. 5 Finance/Administration: Manages financial and administrative aspects of the emergency.
This structured approach ensures a cohesive and effective response to incidents, aligning local, regional, and state efforts for comprehensive emergency management. The table below provides a comparison of Standardized Emergency Management Functions between the field and the Emergency Operations Center.
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61 SEMS Function Field Level EOCs
Command /
Management
Command is responsible for directing,
ordering, and/or controlling resources
Management is responsible for
facilitation of overall policy,
coordination, and support of the
incident
Operations
The coordinated tactical response of all
field operations in accordance with the
Incident Action Plan
The coordination of all jurisdictional
operations in support of the response
to the emergency in accordance with
the Emergency Center Action Plan
Planning &
Intelligence
The collection, evaluation,
documentation, and use of intelligence
related to the incident
Collecting, evaluating, and
disseminating information and
maintaining documentation relative to
all jurisdiction activities
Logistics
Providing facilities, services, personnel,
equipment, and materials in support of
the incident
Providing facilities, services, personnel,
equipment, and materials in support of
all jurisdictional activities as required
Finance &
Administration
Financial and cost analysis and
administrative aspects not handled by
the other functions
Responsible for coordinating and
supporting administrative and fiscal
consideration surrounding and
emergency incident and recovery.
Table 5: Field and Emergency Operation Center Comparison PART 1
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62 6 Communication
City Emergency Operations Center (EOC): In response to emergencies or potential threats, the City EOC establishes communication channels with various entities, including field responders, department-level personnel, media, and external agencies. Communication tools such as telephones, cell phones, radios, email, and internet applications (e.g., WebEOC) are utilized for direct communication.
The City EOC can connect with the Operational Area (OA) EOC to access the State OASIS satellite system. OASIS supports operational area entities by enabling direct satellite communication with the State’s Regional EOC (REOC) and the State Operations Center (SOC). OASIS voice transmission functions like a standard telephone, while data transmission resembles a computer modem.
City Operations and Responders: In the field, City operational staff employ interoperable communications using radios to facilitate interaction with all responding departments and City entities. If necessary, alternative communication methods such as cell phones, text messaging, email, and amateur radio may be utilized. The interoperable radio system allows for seamless communication between Department Operations Centers (DOCs), EOCs, and the Incident Command Post (ICP) near the emergency site. DOCs and dispatch centers for private entities, like private EMS providers, maintain communication with the City EOC during activation.
Notification and Warning: Apart from effective communication, the government must employ efficient warning systems to alert and inform affected or at-risk populations during emergencies. The city utilizes Nixle, and subscription base mass notification system that provides emergency alert notifications by phone, email, or text to keep citizens informed of emergencies such as evacuation notices, utility outages, water main breaks, fire or floods, chemical spills, or other emergency situations. The city has Wireless Emergency Alert (WEA) capability and can employ special broadcasts or use public address systems while moving through streets to notify and warn citizens. Police and Fire departments may disseminate emergency warnings to individuals unreachable through primary warning systems.
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63 PAGE IS INTENTIONALLY BLANK
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64 7 Information Collection, Analysis
and Distribution
Before an Incident:
Information, often sourced from weather reports, NOAA alerts, levee monitoring data, crime reports, and credible threats, is crucial before an incident. This data aids in EOC activation, preparing emergency personnel, and informing the city population. Advanced information enhances preparedness, helping size responder and resource needs. It also facilitates notifying and supporting individuals in harm’s way, reducing potential harm.
During an Incident:
Information gathered during incidents guides emergency decisions. Collected from various sources like field responders, DOCs, private entities, media, social media, and community members, it undergoes analysis, rumor control, and documentation by EOC sections. Documentation is shared with the Situation Unit in the Planning Section, contributing to the EOC Action Plan. Action Plans outline objectives, priorities, and task assignments, involving the EOC Director, Section Chief, and relevant staff.
Action Plans are verbal initially, applicable for short, limited-scope incidents. A written plan is required for broader responses, involving multiple agencies, spanning operational periods, or with fully staffed EOC functions. Plans address specific operational periods, regularly reviewed, and revised as needed.
The Planning Section Chief, with input from EOC Director and Operations Section Chief, establishes planning and information dissemination schedules. Meetings may vary in frequency based on operational levels. Situation status reports and Action Plans are shared through scheduled meetings, OASIS, radio, telephone, email, internet, or fax. Regardless of communication method, data verification is crucial, with unverified data clearly designated.
The city uses EOC forms for recording and reporting information.
After an Incident:
Information collected during emergency operations is documented by the Planning Section. This data aids in post-emergency recovery, developing a history of actions and expenditures. It contributes to after-action reports documenting effective practices, tools, training needs, and areas for program PART 1
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65 enhancement. Various agencies collect information on social and economic impacts, relief support, and ongoing recovery operations.
Emergency Public Information:
Emergency Public Information is a top priority during emergencies. The City government ensures accurate and timely information dissemination about conditions, threats, and protective measures.
Centralized and coordinated Emergency Public Information function avoids conflicts and confusion among jurisdictions, agencies, and organizations involved.
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66 8 Administration, Finance and
Logistics
8.1 Administration
Emergency management operations supporting administration, finance, and logistics are primarily conducted in the Logistics and Finance Sections of the EOC, providing for the following:
• Track and document expenses
• Document all actions taken during emergency operations • Procure necessary equipment, resources, and additional support • Track and document city employee working hours
• Manage continuity of operations (COOP) for the city
• Develop staff rotation schedules for extended operations • Manage compensation and claims related to emergency operations • Track and document the deployment and utilization of resources • Manage additional staff and volunteers to support emergency operations • Manage financial and in-kind donations
• Oversee and manage information technology components and issues as they arise • Other actions as appropriate
8.1.1 City Emergency Operations Policy Statement
Limitations: The plan serves as a guideline due to unpredictable outcomes in emergency response.
Day-to-day functions may be suspended, and employees redirected to support emergency tasks.
Suspension of Routine Activities and Availability of Employees: Routine activities may be suspended during emergencies, and employees not assigned to disaster-related duties may be made available to augment departmental work.
Households of Emergency Response Personnel: Employees on disaster response duties are encouraged to make arrangements for checking on their families, enhancing their efficiency during emergencies.
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67 Non-Discrimination: All local activities will be carried out in accordance with federal nondiscrimination laws. It is the City’s policy that no service will be denied on the basis of race, religion, national origin, age, sex, marital status, veteran status, sexual orientation, or the presence of any sensory, mental, or physical disability.
Citizen Preparedness: The plan emphasizes individual responsibility, expecting citizens to be aware and prepared for emergencies, as City resources may be initially overwhelmed.
8.1.2 Disaster Service Workers
Under California Government Code, Section 3100-3109, all public employees are obligated to serve as Disaster Service Workers. Public employees (civil service) are all persons employed by any City, County, State agency or public district in the State of California. Disaster Service Workers provide services and support during declared emergencies or disasters.
In the event of a major emergency or disaster, City employees may be called upon to perform certain duties in support of emergency management operations, such as: serve in a position in the Emergency Operations Center, support shelter operations, or work at a logistics base in the field. • City employees may be required to work at any time during a declared emergency and may be assigned to disaster service work
• Assignments may require service at locations, times and under conditions other than normal work assignments
• Assignment may include duties within the Emergency Operation Center, in the field or at another designated location
Under no circumstances will City employees that do not usually have a response role in their day-to- day responsibilities be asked to perform duties or functions that are hazardous, that they have not been trained to perform or are beyond their recognized capabilities.
8.1.3 Documentation
The Emergency Operations Center Finance/Administration Section will be responsible for maintaining records on damage assessment expenditures, recovery cost expenditures, insurance related documents, personnel overtime and other cost associated with the emergency.
The Emergency Operations Center Planning Section will maintain copies of documents that are integral to Emergency Operation Center functions such as Emergency Operation Center Action Plans, PART 1
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68 Situation Status Logs, Position Logs etc. that together make up the history and chronology of the emergency events.
8.2 Finance
In the case of a major disaster, the Emergency Operations Center will support county, state, and federal entities with cost recovery efforts, if requested and as able per the Stafford Disaster Relief and Emergency Assistance Act (the Stafford Act), 42 U.S.C. 5121; 44 CFR Part 206 -- Federal Disaster Assistance – eCFR; and the National Disaster Recovery Framework (NDRF). City citizens may benefit from the Small Business Administration, and the city may benefit from the State and/or the Federal Emergency Management Agency Public Assistance Program. The City may assist the citizenry with public service announcement regarding available unemployment benefits, worker’s compensation, and insurance benefits.
8.2.1 Expenditure Tracking
The city may be reimbursed for insurance, state and/or federal sources for disaster-related expenses.
The purpose of this section is to provide guidance on the recordkeeping requirements for claiming such expenses.
8.2.2 Eligible Expenses
Eligible costs are extraordinary costs incurred while providing emergency services required by the direct impact of a declared disaster and which service is the responsibility of the applicant agency.
Eligible costs are generally considered to be the net costs over and above any increased revenue or subsidy of the emergency service. Ineligible expense includes costs for standby personnel and/or equipment and lost revenue.
8.2.3 Recordkeeping Requirements
State and federal governments require detailed information to support claims for reimbursement.
Funding will be approved or denied based upon the information supplied by applicant agencies.
Documentation supporting all cost claimed will be required, and all information must relate back to PART 1
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69 individual original source records. The following guidelines should be followed when documenting disaster-related reimbursable expenses:
• Costs and revenue associated with emergency operations should be segregated from normal operating expenses
• Separate records should be maintained for each vehicle and piece of heavy equipment used for emergency operations
• Vehicles and equipment documentation should include the times and/or hours operated by location and operator
• Vehicle operating expenses should include fuel, tires, and maintenance • Labor costs should be compiled separate from vehicle and/or equipment expenses • Equipment documentation should include exactly where the equipment was used and for what; hours and minutes used; and the name of the equipment operator if applicable • Revenues and subsidies for emergency operations must be subtracted from any costs claimed • Requisitions, purchase orders, and invoices must be maintained for all supplies, materials and equipment expenses claimed
• Costs for supplies and materials must include documentation of exactly where resources were used and for what purpose
• All non-competitive procurements must be justified
Expenditure tracking should commence upon notice or obvious occurrence of a disaster. The following section focuses on logistics and resource management, priorities, and requests.
8.3 Logistics
8.3.1 Resource Management
The resource management function describes the system that will be utilized for identifying available resources within the city to enable timely, efficient, and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under the National Incident Management System (NIMS) includes mutual aid and assistance agreements, the use of special federal, state, territorial, tribal, and local teams, and resource mobilization protocols. This function specifically includes the management of personnel for emergency management operations and addresses necessary coordination efforts with local jurisdictions to secure necessary support and resources.
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70 8.3.2 Resource Priorities
When activated, the City Emergency Operations Center establishes priorities for resource allocation during the emergency. All City resources are considered part of a pool, which may be allocated by the Emergency Operations Center to fulfill priority missions. Each department retains control of its non- assigned resources until released for an emergency assignment by the Emergency Operations Center.
8.3.3 Resource Requests
Resource requests will be made through one of the following processes:
• Discipline-specific (usually Fire and Law) mutual aid systems: Request for resources that are normally within the inventories of the mutual aid system will go from local coordinator to Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordinator. • All other resource requests will be made through the logistics function at each level.
Resource requests from the city will be coordinated with the Los Angeles Operational Area Emergency Operations Center to determine if the resource is available internally or other more appropriate sources located within the Operational Area. Emergency Management Mutual Aid Coordinators at each level will keep the Operations Chief informed of the status of resource request and allocations.
Coordinators at each level will communicate and coordinate with each other to maintain current status on resource requests and allocations within the disaster area.
Resource requests from the City Emergency Operations Center to the Los Angeles Operational Area Emergency Operations Center may be verbally requested and then documented. Available resources will be allocated to the requesting local government, if a request for a specific resource exceeds the supply, the available resources will be allocated consistent with the priorities established through the action planning process. The Section Chiefs in the Emergency Operations Center are responsible for ensuring that priorities are followed.
Resource requests for equipment, personnel, or technical assistance not available to the city should be coordinated with the Los Angeles County Emergency Operations Center to the Southern Region Regional Emergency Operations Center. Once the request is coordinated, approved and resources deployed, planning in coordination with various Operational Branches, is important for tracking the resources.
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72 9 Plan Development and
Maintenance
This section of the City EOP discusses the overall approach to plan development and maintenance responsibilities.
This plan is developed under the authority of the City Manager’s office in accordance with the City’s Emergency Organization who has the primary responsibility for ensuring that necessary changes and revisions to this plan are prepared, coordinated, published, and distributed. The city uses the planning process prescribed by the Federal Emergency Management Agency and the State of California. This Plan and supporting documentation are reviewed and updated on a regular basis. The review and updates are coordinated with City Departments, Los Angeles County and relevant response partners.
The City Manager is responsible for ensuring that necessary changes and revisions to this plan are prepared, coordinated, published, and distributed.
9.1 Administrative Practices
Adherence to standard administrative and financial procedures is critical to ensure resources and funding to support response and recovery activities are accurately tracked and accounted for.
Standard administrative and financial practices also support proper cost accounting in order to obtain any reimbursement provided through disaster assistance programs.
The city follows administrative practices required by state law and the SEMS Guidelines in Part III of the SEMS Guidelines documents California’s Emergency Management administrative practices.
9.2 Standard Operating Procedures (SOP)
This Plan aligns with county, operational area, and State plans and associated SOPs. Inconsistencies with the State Emergency Plan result in the state plan superseding supporting plans. SOPs provide details for performing functions uniformly and may be adjusted under threat of disaster, with careful consideration and realistic projection of consequences.
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73 9.3 Training and Exercises
All city department personnel that are designated responsible for staffing the EOC are required to complete training related to emergency management operations. All designated personnel will be provided with a copy of this plan and are required to read and become familiar with the plan.
A multi-year training and exercise plan (MYTEP) will be developed and followed that will identify and prioritize the levels of training and exercises the city will follow. This MYTEP should, as best as possible, align with other trainings and exercises within the operational area to ensure practice and integration with OA partners as often as possible.
Partner jurisdictions and agencies having assigned responsibilities under this plan must ensure their assigned personnel are properly trained to carry out identified responsibilities. Individual jurisdictions and agencies are responsible for maintaining their own plans, training, and program maintenance.
Additionally, the city may opt to include and have EOC personnel participate in the Cal OES EOC credentialling program, which credentials EOC staff in specific EOC positions and helps ensure that personnel possess the minimum knowledge, skills, and experience necessary to execute emergency management EOC activities safely and effectively. Additional information on the Cal OES EOC credentialling program can be found:
https://www.caloes.ca.gov/cal-oes-divisions/california-specialized-training- institute/credentialing-certificate-programs/eoc-position-credentialing-program Finally, training and exercises involve a variety of scopes, scales, and participation. Training can include the following:
Drills. A drill is a small, organized exercise that tests one specific action, such as evacuation of a building, or sheltering-in-place.
Tabletop exercises. A tabletop exercise is a discussion-based exercise in a low-stress environment to discuss a possible emergency scenario.
Functional exercise. A functional exercise is an activity designed to exercise a single function, or multiple functions through the simulation of a realistic scenario. The functional exercise is designed to simulate real conditions in the EOC, and as such includes time constraints on decision making and, by its nature, allows for a more stressful environment.
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74 Full-scale exercise. A full-scale exercise is an activity involving multiple agencies, jurisdictions, entities, organizations, etc., and exercises multiple functions through the simulation of a realistic scenario. This exercise includes the mobilization and utilization of city resources.
9.4 Essential Records Retention
Administrative records maintenance is continuous. During an emergency, entities ensure documentation is collected, covering personnel activities, equipment use, and emergency expenditures. Records are protected and maintained for audit purposes post-response. The Cost Unit handles cost recovery records and aids in collecting missing information. Problem areas are identified, corrective measures taken, and employees retrained in updated procedures.
9.5 After Action Reports and Corrective Actions
SEMS regulations mandate completing an After-Action Report (AAR) for each Governor-proclaimed emergency within 120 days. Additionally, any jurisdiction responding to a Local Emergency with a State of Emergency proclamation must submit an AAR to Cal OES within 90 days of the emergency's close. Corrective actions, stemming from identified issues in the response or exercises, are crucial.
Recommendations for improvements, from individual agency plans to system-wide enhancements, are tracked to ensure implementation. The AAR includes response actions, SEMS application, plan modifications, lessons learned, areas of improvement, best practices, needed training, and recovery activities. Findings and recommendations inform updates to the City EOP, with input from all personnel involved in the incident or exercise.
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76 10 Authorities and References
FEDERAL
Authorities
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, 42 U.S.C. 5121, et seq., as amended
• Homeland Security Presidential Directive 5, Management of Domestic Incidents, February 28, 2003 • Homeland Security Presidential Directive 8, National Preparedness, December 17, 2003 • The Code of Federal Regulations, Title 44, Chapter 1, Federal Emergency Management Agency, October 1, 2007
• Public Law 920, Federal Civil Defense Act of 1950, as amended • Public Law 84-99, U.S. Army Corps of Engineers - Flood Fighting • Public Law 93-288, Federal Disaster Relief Act of 1974 • Public Law 107-188, Bio-terrorism Act, June 2002
• Public Law 107-296, Homeland Security Act, January 2002 • Executive Order 13228, Office of Homeland Security, October 8, 2001 • Executive Order 13231, Critical Infrastructure Protection, October 16, 2001 • Executive Order 13234, Citizens Prepared, November 9, 2001 • Presidential Decision Directive 39 - U.S. Policy on Counterterrorism, June 1995 • Presidential Decision Directive 62 - Combating Terrorism, May 1998 • Presidential Decision Directive 63 – Critical Infrastructure Protection, May 1998 • National Security Presidential Directive 17 - National Strategy to Combat Weapons of Mass Destruction
References
• National Response Framework (as revised)
• National Incident Management System
• Federal Emergency Management Agency’s (FEMA) Comprehensive Preparedness Guide (CPG) 101:
Developing and Maintaining Emergency Operations Plans, November 2020, Version 3.0 (draftv0.5)
STATE
Authorities
• California Disaster Assistance Act, California Government Code Section 8680 et. seq.
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77 • California Disaster and Civil Defense Master Mutual Aid Agreement • California Government Code, Title 1, Chapter 4, Division 8, Section 3100 - Disaster Service Workers • California Government Code, Title 1, Chapter 4, Division 8, Section 8635 - Continuity of Government
• California Government Code, Title 2, Division 1, Chapter 7 – California Emergency Services Act • California Government Code, Title 19, Division 2 – Standardized Emergency Management System • California Water Code, § 128-Department of Water Resources - Flood Fighting References
• Standardize Emergency Management System
• California Disaster Assistance Act
• California State Emergency Plan, October 1, 2017 (2023 version in Draft)
COUNTY
Authorities
• Los Angeles County Emergency Services Code of Ordinances Chapter 2.68 as amended References
• Los Angeles County Emergency Plan 2018
• Los Angeles County Hazards Mitigation Plan 2018
CITY
• City of Lancaster, California Municipal Code
o 2.10.020 Police department functions
o 3.32.200 Procurement of materials and services of thirty thousand dollars to one hundred twenty-five thousand dollars
o 2.36 Disaster Council
o 5.16.140 Force majuere – Grantee’s inability to perform o 13.18.100 - Enforcement
o 17.08.170 – Cargo Container Storage
o 17.10.040 Applicability of standards
o 17.12.050 – Accessory uses
o 17.12.740 – Accessory and temporary uses
o 17.12.590 Uses subject to director’s review and approval o 17.40.030 Temporary housing in disaster areas
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78 • City of Lancaster, 2030 General Plan, Adopted 2009, Section 3-1 Public Health and Safety • City of Lancaster, 2022 Safety Element, Adopted 2022
• City of Lancaster, 2024 Hazard Mitigation Plan (Draft) Historical
• Joint Powers Agreement to Provide for Inter-Agency Cooperation in Major Natural or Man- Made Disaster between Disaster Management Area B Cities and the County of Los Angeles, adopted October 26, 2004
• City of Lancaster Emergency Services Ordinance No. 384, adopted September 3, 1985, by the City Council
• City of Lancaster Resolution No. 79-37 adopting the Master Mutual Aid Agreement, adopted August 6, 1979
• City of Lancaster Resolution No. 79-36 adopting Worker's Compensation Benefits for Registered Volunteer Disaster Service Workers, dated August 6, 1979 • City of Lancaster Resolution No. 06-16 adopting the National Incident Management System, January 10, 2006
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80 PART 2: EMERGENCY RESPONSE
11 EOC Operations
11.1 EOC Activation
The City EOC serves as a central hub for inter-agency coordination and executive decision-making to support incident response and recovery operations in Lancaster. Its primary goal is to provide a centralized location where public safety, emergency response, and support agencies collaborate on planning, preparedness, and response activities. The EOC does not directly command on-scene response efforts but facilitates coordination through:
1. Collecting, evaluating, and disseminating incident information.
2. Analyzing jurisdictional impacts and establishing priority actions.
3. Managing requests, procurement, and utilization of resources.
Decisions made in the EOC are broad in scope, offering general guidance on priorities. Information flows through the EOC Director, while tactical decisions are coordinated by field response personnel.
The EOC acts as a coordinated link between the Chief Elected Official (CEO) of each jurisdiction and the field personnel responsible for executing event priorities.
11.2 EOC Facilities
The primary City of Lancaster’s EOC is at City Hall:
Address 44933 Fern Ave,
Lancaster, CA 93534
In the event that the primary EOC is not available, the alternate EOC is at the City Maintenance Yard:
Address 615 West Avenue H,
Lancaster, CA 93634
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81 11.3 Initial Response
Initial field response operations will be carried out by relevant City departments, member jurisdictions, volunteer agencies, and segments of the private sector. During these initial response efforts, the focus will be on saving lives, protecting property and the environment, gaining control of the situation, and minimizing the impact of the emergency. The Incident Command System will be employed to effectively manage and control the response operations.
The management of the disaster/event may involve City emergency responders exclusively or may include collaboration with other agencies through the mutual aid system. If the resources available at the field response level are inadequate to mitigate the situation, the Incident Commander has the authority to request the activation of the City Emergency Operations Plan or the Emergency Operations Center to provide support for field operations.
Field Reports, generated by incident responders, contain information about the nature, severity, and extent of the situation. This information is crucial for assessing the overall impact of the disaster/event and determining the appropriate level of response required for the city.
11.3.1 Levels of EOC Activation
The City EOC may be activated as needed to support City emergency operations. The EOC may be activated by one of the following:
• City Manager
• Assistant City Manager
• Chief of Police
• Senior Director of Finance
• Director of Public Works
• Emergency Management Administrator
• Upon the request of the City Council/Disaster Council • Upon the request of the Field Incident Commander with approval from the City Manager or City Manager designated alternate
The City has developed EOC activation criteria that include conditions based on a hazard analysis as well as regulatory requirements. The goal is a rapid EOC activation when it is needed.
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82 Three levels of activation have been identified that will provide EOC staffing commensurate with the coordination needs of varying emergency situations. Table 6: EOC Activation Criteria, contains the activation criteria for the City EOC.
Activation
Level Detail Event or Situation Minimum
Staffing
Three
Level Three is a minimum
activation. This level may be
used for situations which
initially only require a few
people
• Events impacting public health,
safety, or the environment
• Weather alerts
• Incidents involving multiple
department
• Low risk planned events
• Wind or rainstorms
• Power outages and Stage 1 & 2
emergencies
1. EOC Director
2. Section Chiefs
3. Public Information
Officer
Two
Level Two activation is used
for emergencies or planned
events needing more staff
than Level Three but less than
full staffing. It typically follows
a Level Three increase or a
Level One decrease
• Two or more large incidents
involving multiple departments
• Major wind or rain
• Major scheduled event
• Large power outage or Stage 3
power emergency
• Hazardous material incident with
large-scale evacuations
1. EOC Director
2. Section Chiefs
3. Branches & Units
4. Liaison/Agency
Representatives
5. Public Information
Officer
One
Level One activation involves
full activation of all
organizational elements and
staffing for major
emergencies requiring
immediate State assistance.
• Major County/City or Regional
emergency, multiple
departments with heavy
resource involvement
1. All EO roles as
appropriate
Table 6: EOC Activation Criteria
11.3.2 EOC Notification/Personnel Recall
Key personnel will receive notifications of an impending or actual emergency, as well as the activation of the Emergency Operations Center (EOC), by the City Manager or Designee. These key city personnel reach out and notify support staff. Each City Department assigned a response and recovery mission to maintain alert and recall phone trees.
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83 If EOC activation becomes necessary, the City Manager or Designee will notify everyone on the EOC Recall List via “Alert” Software, email, text messaging or by telephone, and provide directions to the primary EOC. If the primary EOC is unavailable or inaccessible, the alternate EOC will be activated.
The EOC Emergency Recall List includes personnel representing each Standardized Emergency Management System (SEMS) function in the Emergency Operations Center, along with other technical support employees of the city. Activation of the Emergency Recall List occurs when an emergency or disaster affects the City and poses a significant threat to life, property, and/or the environment.
Maintenance of the Emergency Recall List is overseen by the City Manager’s Office. Activation of the Emergency Recall List is carried out by the City Manager or Designee at the request of the:
• City Manager
• Assistant City Manager
• Chief of Police
• Senior Director of Finance
• Director of Public Works
• Upon the request of the City Council/Disaster Council • Upon the request of the Field Incident Commander with approval from the City Manager or City Manager designated alternate
Notification Implementation begins with the City Manager, and if unreachable, designees are contacted until someone assumes the EOC Director position. Dispatchers provide the EOC Director with a comprehensive status report of the incident or disaster, detailing damage sustained, current response actions, resource status, etc. Based on this information, the EOC Director decides which parts of the Emergency Recall List to implement, including activating specific sections of the City’s Emergency Operations Center.
Additionally, the EOC Director, when appropriate, directly informs the City Council of the situation.
The EOC Director and/or his/her designee will also notify the local Sheriff's Office and County Office of Emergency Management (OEM) Duty Officer as needed.
Recalled personnel, upon notification, should inform their families, retrieve their emergency operations go bag, and report to the designated City Emergency Operations Center. Preparedness for an extended stay is essential, contingent on the nature of the disaster and its expected duration. Each department head is responsible for assigning three (3) alternates for each key position and ensuring that all designated alternates possess knowledge and training in their EOC-assigned job functions.
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84 11.4 EOC Operations
11.4.1 Summary of EOC Operations
In accordance with State law, the City operates under the Standard Emergency Management System (SEMS), categorized as Local Government, one of the five SEMS levels. At the Local Government level, the city manages and coordinates information, resources, and priorities within its boundaries, serving as the coordination link between the Field Level and the Operational Area. The city, in its role as the Local Government, is responsible for:
• Establishing coordination and communications with Incident Commanders either through department operations centers to the EOC, when activated, or directly to the EOC, when activated.
• Using existing mutual aid systems for coordinating fire and law enforcement resources, while maintaining the coordination of discipline-specific resources through their established mutual aid systems.
• Establishing coordination and communications between the local government EOC, when activated, and any federal, state, or local emergency response agency having jurisdiction within the local government's boundaries.
• Using multi-agency or inter-agency coordination to facilitate decisions for overall local government level emergency response activities.
11.5 Emergency Operation Center Protocols
The City EOC serves as a central authority and information hub, facilitating face-to-face coordination for personnel making emergency decisions. Key functions include:
• Managing and coordinating emergency operations.
• Receiving and disseminating warning information.
• Developing emergency policies and procedures.
• Collecting and disseminating intelligence to EOC representatives, and, as appropriate, to County/Operational Area, State, and Federal agencies or other activated Emergency Operation Centers.
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85 • Preparing intelligence/information summaries, situation reports, operational reports, and other necessary reports.
• Maintaining maps, information display boards, and data related to emergency operations. • Continually analyzing and evaluating all data related to emergency operations. • Controlling and coordinating operational and logistical support for departmental resources committed to the emergency.
• Maintaining contact and coordination with support Departmental Operation Centers (DOCs) and the Operational Area EOC.
• Providing emergency information and instructions to the public, making official releases to the news media, and scheduling press conferences, as necessary.
Departments with critical response functions may also activate their Departmental Operation Centers (DOC) to act as conduits of information between field operations and the EOC.
11.6 Management Organization
The City EOC structure aligns with SEMS regulations, which require local governments to provide five functions: management, operations, planning/intelligence, logistics, and finance/administration. These functions, detailed in Table 7: SEMS Functions, form the basis for structuring the City EOC organization. The organizational structure includes:
• Representatives from the Operational Area.
• Mutual Aid Coordinators or their representatives from discipline-specific mutual aid systems. • Coordinators for other major functions required for mutual aid and inter-jurisdictional coordination.
• Representatives from other agencies, community-based organizations, the private sector, and volunteer service programs, functioning as liaisons between their organizations and the City EOC.
• Other functions as needed to fulfill the local government responsibilities of the lead agency.
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86 Primary
SEMS Function Role of Local Government Level
Management Responsible for overall emergency policy and coordination through joint efforts of governmental agencies and private organizations
Operations Responsible for coordinating all jurisdictional operations in support of the emergency response through implementation of the local government’s action plan.
Planning/
Intelligence
Responsible for collecting, evaluating, and disseminating information; developing the local government action plan in coordination with other functions; and maintaining documentation.
Logistics Responsible for providing facilities, services, personnel, equipment, and materials.
Finance/
Administration
Responsible for financial activities and other administrative aspects, including documenting all costs and expenditures associated with a declared disaster.
Table 7: SEMS Functions
11.7 Resource Management
Resource requests from the field and city departments, as well as requests to the operational area level, follow specific processes:
• Discipline-specific mutual aid systems handle requests for resources normally within their inventories, moving from local coordinator to Operational Area Mutual Aid Coordinator to Regional Mutual Aid Coordinator.
• Other resource requests go through appropriate branches in the Operations Section, which then initiates the request through the Logistics Section at each level, emphasizing lateral coordination with other EOC functions.
• Internally, resource requests within the City EOC are coordinated to determine availability within City supplies, with allocations based on priorities established through the action planning process.
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87 • Resources not available within the city are requested at the Operational Area level. Requests are coordinated internally before moving to the Operational Area level. Functional coordinators in Operations and Logistics track resource requests.
Resource requests follow specific processes:
• Discipline-specific mutual aid systems handle requests for resources within their inventories, moving from Local Coordinator to Operational Area Mutual Aid Coordinator to Regional Mutual Aid Coordinator.
• All other resource requests go through the operations and logistics functions at each level. • Resource requests from jurisdictions within the city are coordinated to determine availability from other departments or sources within the city. Mutual Aid Coordinators at each level keep Operations Chiefs informed of resource request status and allocations. • Resource requests to the Operational Area are usually submitted through CALEOC. Available resources are allocated to the requesting local government. If requests for a specific resource exceed the supply, available resources are allocated based on priorities established through the action planning process, with the Section Chiefs of the Operational Area EOC ensuring priority adherence.
• Resources not available within the Operational Area are requested through the regional level, the State's Southern Region EOC. Resource requests are coordinated internally at the Operational Area level before being forwarded to the regional level. The Resource Status Unit Leader in the Logistics Section, in coordination with various Operations Branches, is responsible for tracking resource requests.
11.8 EOC Information Management
Within the City EOC, EOC Forms are utilized for written communications between Sections, Branches, and Units. These forms facilitate the ordering of disaster/event-related resources and record information to be transmitted to other EOC components. While face-to-face communication remains essential, EOC Forms ensure a paper trail of critical verbal communication is maintained, if not recorded on duty logs. City EOC Forms and other pertinent documents and templates are located in the Form and Tools section of this plan.
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88 Acting as the Local Government, the city coordinates emergency activities within its boundaries, enhancing, not replacing, any member jurisdiction’s emergency operations. It also serves as the communications link between the field and the Operational Area, providing a single point of contact for information on the emergency situation, resource needs, and priorities. The transmission of information to the Operational Area Emergency Operations Center occurs electronically via the Operational Area Response and Recovery System (OARRS), a web-based system serving as the OA’s primary tool for reporting status and needs to the OA.
Critical information from the city to the Operational Area EOC is submitted via OARRS on a Preliminary Report, Situation Summary, Status Report, and a Flash Report:
• Preliminary Report: Transmits information to the Operational Area Emergency Operations Center during the first two hours after an event.
• Situation Summary: Assesses the emergency, identifying major incidents/problems and response and recovery priorities. Used after the first two hours of an event. • Status Report: Provides data about the effects of the emergency in several categories.
Transmitted to the State together with the Situation Summary. • Flash Report: Transmits vital and/or time-sensitive information between the State and County/Operational Area outside regularly scheduled Situation Summaries and Status Reports.
11.9 EOC Action Planning
The City EOC utilizes action plans to establish clear and measurable processes for identifying objectives and priorities for an event. Action planning, an essential management tool, involves:
• Identifying priorities and objectives for emergency response or recovery efforts. • Documenting priorities, objectives, tasks, and personnel assignments associated with meeting the objectives.
The action planning process involves the EOC Director, Section Chiefs, and other EOC staff as needed, such as special districts and other agency representatives. The Planning Section facilitates the action planning meeting, completes, and distributes the action plan, which covers a specified operational period, ranging from a few hours to 24 hours. The operational period is determined by establishing priority actions and setting a reasonable timeframe for accomplishing those actions.
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89 11.10 EOC Coordination
Effective inter-agency coordination, both inside and outside the EOC, is crucial for:
• Establishing overall priorities.
• Allocating critical resources.
• Developing strategies for handling multi-agency and multi-jurisdictional response problems. • Sharing information.
• Facilitating communications.
Inter-agency coordination is integral to the City EOC's functioning, with representatives from departments and agencies collaborating to coordinate the City’s emergency response. Agency representatives from local governments, including special districts, community-based organizations, volunteer services programs (VSPs), and private organizations, may participate with EOC functional elements in coordinating the city's response effort. Coordination with agencies not represented in the EOC may be achieved through various electronic means.
11.10.1 Field Responders
City EOC communications and coordination must be established with city field responders responding to the emergency. When Departmental Operations Centers (DOCs) are not activated, Incident Commanders in the field report directly to the Operations Section Chief in the City EOC via City dispatchers or other available methods. When City Departments activate their DOCs, the Field Incident Commander continues to report directly to the Operations Section Chief in the City EOC, providing status reports to their DOC.
11.10.2 Departmental Operation Centers (DOCs)
The appropriate City EOC Section/Branch/Unit coordinates with DOCs to obtain information for advance planning, logistical needs, available personnel and equipment resources, and other required information. DOCs assist the City EOC in supporting field operations.
11.10.3 Operation Area
During EOC activation, direct communications and coordination may be established with the Operational Area (or the Los Angeles County Emergency Operations Center) and any Operational PART 1
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90 Area member jurisdictions, especially if an emergency incident occurs between the City limits and a neighboring jurisdiction. Communications will be established initially by any available means and with whoever is available, regardless of their functional EOC position. Ideally, communications and coordination with the Operational Area EOC and neighboring City EOCs will align along functional lines. Whenever possible, an agency representative from the city should report to the Operational Area EOC when the City EOC is activated, ensuring adequate coordination and information exchange arrangements.
11.10.4 Private and Volunteer Agencies
Coordination of response activities with many non-governmental agencies primarily occurs at the field level. However, the City EOC establishes coordination with private and volunteer agencies with multi-jurisdictional or city-wide response roles. Key response agencies are encouraged to have representatives at the City EOC, while coordination with those without representatives occurs through telecommunications.
11.10.5 Special Districts
Special districts typically focus on their normal services or functional area of responsibility in emergency response. Ideally, the special district involved in emergency response will have a representative at the City EOC, serving as the focal point of coordination and working with other local government representatives in the EOC. If a special district cannot send a representative, the Liaison Officer in the EOC is responsible for establishing communications and coordination with the special district.
11.10.6 Region Emergency Operations Center
Direct coordination and communications with the Southern Region Emergency Operations Center (REOC) are crucial. Coordination occurs through:
• Primary Method: The REOC sends a field representative to the Operational Area. • Alternate Method: The Operational Area and the REOC coordinate through various telecommunications systems.
Coordination and communications between the County EOC and the Region EOC occur between the five SEMS functions. Direct coordination and communications are established between the Operational Area Mutual Aid Coordinators, located in the County EOC, and the Region's Mutual Aid PART 1
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91 Coordinator, located in the State's Southern Region EOC. These coordinators may function from their respective Operational Area and regional EOCs or other locations depending on the situation and the mutual aid system.
11.10.7 State & Federal Field Response
In some instances, State or Federal agencies may be part of field responses in the County.
Coordination is established when a State or Federal agency is involved in field operations:
• State agency field response may result from various scenarios, and coordination occurs with the City EOC. State agencies may be found in any ICS section, branch, or unit, or part of a Unified Command, with their location determined by the incident. • Federal field response, arising from specific scenarios or a military aircraft accident, involves coordination with the City EOC. Federal agencies may be part of any ICS section, branch, or unit or part of a Unified Command, with their location determined by the incident.
Effective coordination ensures seamless communication and collaboration among all involved entities during emergency response efforts.
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92 11.11 EOC Organizational Chart and EOC Section Overview The following pages contain functional descriptions for each section in the City EOC. Figures 15-17 are examples of EOC Organization Charts by EOC Activation Level.
Figure 15: EOC Organizational Chart [Level One Activation – All EOC Roles]
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94 Figure 16: EOC Organizational Chart [Level Two Activation - Example]
Figure 17: EOC Organizational Chart [Level Three Activation - Example]
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96 11.11.1 Management Section
Figure 18: EOC Management Section
Section Overview:
• The Management Section is responsible for overall emergency policy and coordination.
Section Responsibilities Include:
• Overall management and coordination of emergency response and recovery operations • Oversee and manage all Sections in the EOC.
• Coordinate and liaison with appropriate federal, state, local government, private and volunteer entities
• Establish priorities and resolve demand conflicts
• Prepare and disseminate emergency public information, other essential information and data about impacts and damage
Figure 18: EOC Management Section, above, shows all the positions that are part of the EOC Management Section.
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98 11.11.2 Operations Section
Figure 19: EOC Operations Section
Section Overview:
• The Operations Section is primarily responsible for managing the operations of various response elements involved in the disaster/emergency
Section Responsibilities Include:
• Fire: Fire/Rescue, Hazardous Materials, Emergency Medical Services • Law: Coroner, Law Enforcement, Investigations, Security • Care & Shelter: Care and Shelter
• Construction & Engineering:
o Building Safety, Building Damage, and Safe Access, Public Works, Street, Traffic, Utilities, Solid Waste, Wastewater, Parking, Facility and Vehicle Maintenance, Safety Assessment Figure 19: EOC Operations Section, above, shows all the positions that are part of the EOC Operations Section.
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11.11.3 Planning & Intelligence Section
Figure 20: EOC Planning & Intelligence Section
Section Overview:
• The Planning & Intelligence Section is primarily responsible for compiling, assembling, and reporting all safety/damage assessment information
Section Responsibilities Include:
• Collect, evaluate, analyze, display, and disseminate incident information and status of all assigned and available resources
• Functions as the primary support for decision-making to the overall emergency organization • Provides anticipatory appraisals and develops plans necessary to cope with changing events Figure 20: EOC Planning & Intelligence Section, above, shows all the positions that are part of the EOC Planning & Intelligence Section.
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11.11.4 Logistics Section
Figure 21: EOC Logistics Section
Section Overview:
• The Logistics Section is responsible for providing resources to support the city’s disaster response, including, but not limited to, personnel, vehicles, and equipment.
Section Responsibilities Include:
• Provide operational and logistical support for emergency response personnel and optimize the use of resources
• Provide support to the other sections of the EOC and support as directed for field emergency response activities
• Support the restoration of essential services and systems Figure 21: EOC Logistics Section, above, shows all the positions that are part of the EOC Logistics Section.
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11.11.5 Finance & Administration Section
Figure 22: EOC Finance & Administration Section
Section Overview:
• The Finance & Administration Section is responsible for providing financial support and coordination.
Section Responsibilities Include:
• Monitor and record all expenses related to emergency response and recovery. • Provide Continuity of Financial Support to the City and Community • Document and Manage City costs and recovery of those costs as allowable • Ensure timely payment for emergency personnel through efficient payroll processing. • Keep precise records of all financial transactions and administrative activities.
Figure 22: EOC Finance & Administration Section, above, shows all the positions that are part of the EOC Finance & Administration Section.
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11.12 EOC Forms & Tools
11.12.1 EOC Action Planning
EOC Action Planning is a process that allows for the coordination of EOC activities and the development of the EOC Action Plan.
The EOC Action Plan (EAP) is a printed document which outlines the priorities and planned response of the organization for a defined operational period (time period).
During the initial stages of incident management, EOC staff must develop a simple plan that can be communicated through concise verbal briefings. Frequently, this plan must be developed very quickly and with incomplete information. As the incident management effort evolves over time with additional lead time, staff, information, more detailed and concise EOC Action Plans are created.
Overall – planning involves the following 5 phases:
1. Understanding the situation
2. Establishing incident objectives
3. Developing the Plan
4. Preparing and Disseminating the Plan
5. Executing, Evaluating and Revising the Plan
The basis for an efficient and effective EOC Action Planning process begins with the development and maintenance of a common operating picture.
11.1 2.2 Common Operating Picture Guidance
In order to develop a common operating picture an emergency management organization member must exercise effective situational awareness.
Situational Awareness is the ability to identify, process, and comprehend the critical information about an incident – knowing what is going on around you [require] continuous monitoring of relevant sources of information regarding actual incidents and developing hazards (National Response Framework).
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Elements of situational awareness include:
• Perception (Gather information)
• Comprehension (Interpret information)
• Projection (Anticipate future status and needs)
Situational awareness can be obtained through the following sources:
• Responders and government agencies
• 911 centers
• Citizens
• Media
• Social media
• Non-governmental organizations (NGOs)
Situational awareness information compiled together is used to develop a common operating picture.
A common operating picture is a continuously updated overview of an incident compiled throughout an incident’s life cycle from data shared between integrated systems for communication, information management, and intelligence and information sharing (NRF Resource Center).
Having a common operating picture enables:
• Effective and timely decision-making
• Increase collaboration among all responders and disseminates pertinent information • Improve incident safety
• Inform predictions and proactive response
• Help ensure consistency of messages
A common operating picture contains the following elements:
• Data: Collect bits from various sources
• Information: Bits are put together
• Intelligence: Analyze the information
• Make recommendations for decisions
Situational awareness influences the development of a common operating picture.
Situational Awareness shared at every SEMS level through a common operating picture helps others achieve overall incident situational awareness as shown in the diagram on the right.
If an event is not continuously monitored and the common operating picture updated and shared, situational awareness will decrease, and inaccurate operating picture will result.
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Situational awareness and common operating picture information can be shared through:
• Senior leadership briefs
• Formal reports
• Information gathered from Incident/EOC Action Plans (I/EAPs), Situation Reports (SITREPs), etc.
11.1 2.3 Planning P
The Planning “P” is a guide to the action planning process. The Planning “P” can be used for both smaller, short-term incidents or events, and for longer, more complex incident planning.
The Planning “P” depicts the stages in the action planning process.
The leg of the “P” includes initial steps to gain awareness of the situation and establish the organization for incident management. Steps in Phase 1 are done only one time. Once they are accomplished, incident management shifts into a cycle of planning and operations, that continues and is repeated each operational period. In this way, the Planning “P” becomes the Planning “O” after the first operation period.
Figure 23: Planning “P”
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Figure 24: Planning "O"
11.1 2.4 Planning P Meeting Agendas
The following are example Planning P meeting details and agendas:
Initial Briefing Meeting
(Planning P Step 3):
Meeting Called By: EOC Director
Attended By: All EOC personnel deemed necessary by the EOC Director.
Led By: EOC Director or Designee (ex: P&I Section Chief) Purpose: Provide information on current on-scene operations, agency and jurisdictional concerns and establish working EOC organization.
Outcome: Organizational Structure and Common Operating Picture! Ground Rules:
• Cell Phone on Silent or Vibrate
• Come Prepared for each meeting
• No side conversations
• Ask questions if you don’t understand
• Take Notes
• Stick to agenda
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
110
Agenda/Flow
• EOC Director brings meeting to order, conducts roll call, covers ground rules and reviews the agenda
• Introduce EOC Management and General Staff
• Provide situation update to include:
1. What has happened
2. Affected areas and individuals
3. Incident Command Post Objectives and Priorities if known (ICS-201 for Field)
4. Activated emergency response facilities
5. Jurisdictions and agencies involved
6. Any actions we have taken
7. Safety Concerns
8. Agency or jurisdiction restrictions
• Verify that Incident commander(s), Area Command(s), supporting EOCs, DOCs, and coordinating agencies have been informed that the EOC is staffed and operational. • Establish the following:
o Event name
o Operational period duration and work shift hours
o Initial goals and objectives
o EOC staffing organization, structure, pattern
o Meeting schedule
• All resource requests will be facilitated through the EOC. • Agree on unified logistics approach to resource ordering procedures to follow. • Agree on resource authorization procedures.
• Agree on Information/Intelligence matters and the flow of information into the EOC and vetted information out of the EOC.
• Next meeting is EOC Objectives meeting.
• Prepare for the Objectives Meeting.
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
111
Objectives Updates & Policy Confirmation Meeting
(Planning P Step 4):
Meeting Called By: EOC Director
Attended By: Management & General Staff
Led By: Planning & Intelligence Section Chief or Designee Purpose: Develop EOC objectives to support on-scene and EOC operations and confirm policies.
Outcome: EOC objectives updated, and policies confirmed.
Ground Rules:
• Cell Phone on Silent or Vibrate
• Come Prepared for each meeting
• No side conversations
• Ask questions if you don’t understand
• Take Notes
• Stick to agenda
Agenda:
• P&I Section Chief (PSC) brings meeting to order, conducts roll call, covers ground rules and reviews the agenda
• Review and /or update key current actions
• Review current and projected situation
• Set prioritized SMART objectives in support of field Incident Commander(s) considering on-scene incident objectives/resource priorities, limitations, and constraints • Discuss the incidents potential for the next operational period • Review and confirm policies by EOC Management with input from General Staff which may include:
• Managing sensitive information/intelligence
• Information flow into and out of the EOC
• Resource ordering process
• Cost sharing and cost accounting (Finance/Admin.)
• Operational security issues
• Establishment of a JIC
• Review, document, and/or resolve status of any open actions.
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
112
Resource Meeting
(Planning P Step 5):
Meeting Called By: EOC Director
Attended By: Management & General Staff (other EOC positions as appropriate) Led By: Planning & Intelligence Section Chief or Designee Purpose: Develop a unified EOC strategy to support emergency management and on-scene operation resource needs.
Outcome: Resources identified to support emergency management and field needs.
Ground Rules:
• Cell Phone on Silent or Vibrate
• Come Prepared for each meeting
• No side conversations
• Ask questions if you don’t understand
• Take Notes
• Stick to agenda
Agenda:
• P&I Section Chief brings meeting to order, conducts roll call, covers ground rules and reviews the agenda
• Review current and projected incident situation
• Review and /or update key current actions
• Review coordination and support objectives and ensures accountability for each • Resources on-scene, en-route, and ordered are identified (Plans Section and Operations Section) • Resource priorities are discussed P&I Section Chief and Operations Section Chief • PSC and OSC develop strategic and resource needs
• Logs Section Chief verify support requirements and contributes logistics info as necessary • Logs Section Chief reviews resource ordering process
• F&A Section Chief evaluates funding /fiscal implications • Quick recap of the meeting and assignments
• End meeting and prepare for Planning Meeting
• Sections/Staff conduct break out meetings to fill in the information gaps that may exist • Prepare for Planning Meeting
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
113
Planning Meeting
(Planning P Step 6):
Meeting Called By: EOC Director
Attended By: Management & General Staff (other EOC positions as appropriate) Led By: Planning & Intelligence Section Chief or Designee Purpose: Validate EOC Action Plan components: objectives, policies, authorities, resources etc.
Outcome: Validation of EOC Action Plan.
Ground Rules:
• Cell Phone on Silent or Vibrate
• Come Prepared for each meeting
• No side conversations
• Ask questions if you don’t understand
• Take Notes
• Stick to the agenda
Agenda:
• Planning & Intelligence Section Chief brings meeting to order, conducts roll call, covers ground rules and reviews the agenda
• EOC Director provides opening remarks
• Situation Unit provides briefing on current situation, resources at risk, weather forecast, and incident projections.
• Planning & Intelligence Section Chief reviews coordination and support priorities, objectives, and decisions
• Operations Section Chief provides briefing on current operations followed with an overview on the proposed plan including strategy work assignments, resource commitment, contingencies, Operations Section organizational structure, and needed support facilities • Planning & Intelligence Section Chief reviews Operations Section Chief proposed plan to ensure that the EOC Management Priorities and operational objectives are met. • Planning & Intelligence Section Chief reviews and validates responsibility for any open actions/tasks and management objectives.
• Planning & Intelligence Section Chief conducts round robin of EOC Management Group and Management Staff members to solicit their final input and commitment to the proposed plan.
• Logistics Section Chief covers transport, communications and supply updates and issues, • Finance Section Chief covers fiscal issues,
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
114
• Public Information Officer covers public affairs and public information issues, • Liaison Officer covers interagency issues, and
• Safety Officer covers any safety concerns or considerations • Planning & Intelligence Section Chief requests EOC Management Group’s approval of the plan as presented. EOC Management Group may provide final comments • Planning & Intelligence Section Chief issues assignments to appropriate EOC members for developing Coordination Plan support documentation along with deadlines. • Planning Section prepares the EOC Action Plan using the forms and /or format as described in the EOP or determined during the Planning meeting preparation phase. • Sections conduct breakout meetings to fill in the information gaps that may exist.
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
115
EOC Briefing Meeting
(Planning P Step 9):
Meeting Called By: EOC Director
Attended By: All EOC personnel
Led By: Planning & Intelligence Section Chief or Designee Purpose: To brief the oncoming shift on the EOC Action Plan and status of on-scene operations Outcome: Oncoming shift understands EOC Action Plan and situation to execute Ground Rules:
• Cell Phone on Silent or Vibrate
• Come Prepared for each meeting
• No side conversations
• Ask questions if you don’t understand
• Take Notes
• Stick to agenda
Agenda:
• Planning & Intelligence Section Chief brings meeting to order, conducts roll call for personnel required to attend both incoming and out-going shift, covers ground rules and reviews the agenda
• EOC Director provides opening remarks
• Planning & Intelligence Section Chief reviews objectives and any changes to the EOC Action Plan • Situation Unit conducts Situation Briefing.
• Operations Section Chief discusses current response actions and accomplishments. • Logistics Section Chief covers transport, communications, and supply updates • Finance Section Chief covers fiscal issues.
• Public Information Officer covers public affairs and public information issues • Safety Officer covers any safety concerns or considerations • Liaison Officer covers interagency issues and Intel covers intelligence issues • Planning & Intelligence Section Chief solicits final comments and adjourns briefing. • Out-going Sections Chiefs conduct individual break out meetings with the on-coming Sections Chiefs to complete process
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
116
11.1 2.5 EOC Action Plan
11.12.5.1 EOC Action Plan Template
OVERVIEW:
Event Name:
Operational Period:
Jurisdiction:
Date Prepared:
Time Prepared:
MAP SKETCH:
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
117
Prepared By:
Approved By:
SUMMARY OF PRIORITIES, OBJECTIVES AND ACTIONS
Overall Event Priorities
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
118
Management Section Objectives
Operations Section Objectives
Planning Section Objectives
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
119
Logistics Section Objectives
Finance/ Administration Section Objectives
Organizational Chart:
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
120
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
121
Weather Impacts on Operations:
Weather Forecast 5-Day
Weather Maps:
Additional Attachments
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
122
11.12.5.2 EOC Action Plan [Example]
OVERVIEW:
Event Name: Earthquake
Operational Period: 1
Jurisdiction: Hazard City
Date Prepared: mm/dd/yyyy
Time Prepared: 9:00am
MAP SKETCH:
Prepared By: First Last, Planning Section Chief
Approved By: First Last, EOC Director
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
123
SUMMARY OF PRIORITIES, OBJECTIVES AND ACTIONS
Overall Event Priorities
1. Life safety
2. Incident stabilization
3. Preservation of the Environment/Property
4. Damage Assessments
Management Section Objectives
1. In the next hour proclaim a Local Emergency
2. In the next hour issue a mass notification message with basic direction to affected residents reminding them of jurisdictional earthquake protocol
4. In the next 2 hours brief jurisdictional leadership on status of situation
5. In the next 6 hours set-up a call center and form a joint information center with larger jurisdiction
Operations Section Objectives
6. In the next 6 hours access main roads in jurisdiction to determine if they are safe and passable for first responder vehicles
8. In the next 24 hours identify at least safe locations for displaced residents and set-up 1 shelter locations
9. In the next 24 hours assess and tag priority 1 pre-identified buildings in jurisdiction
11. In the next 24 hours, assess debris conditions and develop a removal plan
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
124
Planning Section Objectives
7. In the next 12 hours complete 1 planning cycle and distribute EOC action plan
Logistics Section Objectives
10. In the next 24 hours, identify needs and work on requesting/procuring and providing preliminary life sustaining commodities for citizens
Finance/ Administration Section Objectives
3. In the next hour set-up incident project code to begin tracking cost associated with incident
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
125
Organizational Chart:
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
126
Weather Impacts on Operations:
None are forecasted.
Weather Forecast 5-Day
Weather Maps:
Additional Attachments
None.
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
127
11.12.6 EOC Jobaids
The table below list all available EOC Jobaids.
Note that these jobaids can be accessed in two ways: through hard copies in the primary and alternate EOC; and by clicking on the file names in the electronic version of this plan. # Name Jobaid
1. EOC Director
2. EOC Coordinator
3. Public Information Officer
4. Legal Officer
5. Liaison Officer
6. Safety Officer
7. Documentation Unit
8. Technical Specialist (Volunteer)
9. Technical Specialist (Donation)
CSTI_JobAid_MGT
EOC Director.docx
CSTI_JobAid_MGT
EOC Coordinator.do
CSTI_JobAid_MGT
PIO.docx
CSTI_JobAid_MGT
Legal Officer.docx
CSTI_JobAid_MGT
Liaison Officer.docx
CSTI_JobAid_MGT
Safety Officer.docx
CSTI_JobAid_P&I
Documentation Unit
CSTI_JobAid_LOG
Volunteer Coordina
CSTI_JobAid_LOG
Donations Managem
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
128
# Name Jobaid
10. Technical Specialist (Access and Functional Needs)
11. Operations Section Chief
12. Law Branch
13. Care & Shelter Branch
14. Construction & Engineering Branch
15. Damage / Safety Assessment Unit
16. Debris Management Unit
17. Public Works Unit
18. Utilities Unit
19. Planning Section Chief
20. Action Planning Unit
CSTI_JobAid_P&I
AFN Specialist.docx
CSTI_JobAid_OPS
Coordinator.docx
CSTI_JobAid_OPS
Law Branch.docx
CSTI_JobAid_OPS
Care & Shelter Branc
CSTI_JobAid_OPS
Construction & Eng
CSTI_JobAid_OPS
Damage - Safety Ass
CSTI_JobAid_OPS
Debris Management
CSTI_JobAid_OPS
Public Works Unit.d
CSTI_JobAid_OPS
Utilities Unit.docx
CSTI_JobAid_P&I
Coordinator.docx
CSTI_JobAid_P&I
Action Planning Uni
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
129
# Name Jobaid
21. Situation Unit
22. GIS Specialist
23. Advance Planning Unit
24. Recovery Planning Unit
25. Demobilization Unit
26. Logistics Section Chief
27. Information Technology Branch
28. Transportation Unit
29. Personnel Unit
30. Supply Unit
31. Facilities Unit
CSTI_JobAid_P&I
Situation Analysis U
CSTI_JobAid_P&I
GIS Specialist.docx
CSTI_JobAid_P&I
Advanced Planning
CSTI_JobAid_F&A
Recovery Unit.docx
CSTI_JobAid_P&I
Demobilization Unit
CSTI_JobAid_LOG
Coordinator.docx
CSTI_JobAid_LOG
Communications - IT
CSTI_JobAid_LOG
Transportation Unit
CSTI_JobAid_LOG
Personnel Unit.docx
CSTI_JobAid_LOG
Supply - Procuremen
CSTI_JobAid_LOG
Facilities Unit.docx
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
130
# Name Jobaid
32. Purchasing Unit
33. Finance Section Chief
34. Time Keeping Unit
35. Cost Accounting [Cost Analysis] Unit
36. Compensation/Claims Unit
CSTI_JobAid_F&A
Purchasing Unit.doc
CSTI_JobAid_F&A
Coordinator.docx
CSTI_JobAid_F&A
Time Keeping Unit.d
CSTI_JobAid_F&A
Cost Accounting Un
CSTI_JobAid_F&A
Compensation & Cla
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
131
11.1 2.7 EOC Forms
The table below lists all available EOC forms.
Note that these forms can be accessed in two ways: through hard copies in the EOC and Alternate EOC; and by clicking on the file names in the electronic version of this plan. # Name Form
37. FORM_EOC 201_Incident Briefing
38. FORM_EOC 202_Incident Objectives
39. FORM_EOC 205A_Communication List
40. FORM_EOC 207_Organization Chart
41. FORM_EOC 208_Safety Message
42. FORM_EOC 209_Incident Status Summary
43. FORM_EOC 210_Resource Status Change
44. FORM_EOC 211_Check-In
45. FORM_EOC 213_Resource Request
FORM_EOC
201_Incident Briefing
FORM_EOC
202_Incident Objecti
FORM_EOC
205A_Communicatio
FORM_EOC
207_Organization Ch
FORM_EOC
208_Safety Message
FORM_EOC
209_Incident Status
FORM_EOC
210_Resource Status
FORM_EOC
211_Check-In.docx
FORM_EOC
213_Resource Reque
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
132
# Name Form
46. FORM_EOC 214_Activity Log
47. FORM_EOC 215_Resource Planning Worksheet
48. FORM_EOC 215A_Safety Analysis
49. FORM_EOC 225_Individual Performance Rating
FORM_EOC
225_Individual Perfo
50. FORM_EOC 227_Claims Log
51. FORM_EOC 230_Daily Meeting Schedule
52. FORM_F&A_Cost Worksheet
53. FORM_F&A_Initial Damage Estimate
54. FORM_LOGS_DSWV Registration 2013
55. FORM_LOGS_Resource Request
56. FORM_LOGS_Resource Tracking
FORM_EOC
214_Activity Log.doc
FORM_EOC
215_Resource Plann
FORM_EOC
215A_Safety Analysis
FORM_EOC
227_Claims Log.docx
FORM_EOC
230_Daily Meeting S
FORM_F&A_Cost
Worksheet.docx
FORM_F&A_Initial
Damage Estimate.do
FORM_LOGS_DSWV
Registration 2013.do
FORM_LOGS_Resou
rce Request.docx
FORM_LOGS_Resou
rce Tracking.xlsx
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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# Name Form
57. FORM_MGT Media Briefing Schedule
58. FORM_MGT_Disaster Assistance Directory
59. FORM_MGT_Media Call
60. FORM_MGT_Press Release
61. FORM_MGT_Proclamation Resolutions
62. FORM_MGT_Public Call
63. FORM_OPS_Fire Deployed Resources
64. FORM_OPS_Windshield Survey
FORM_MGT Media
Briefing Schedule.do
FORM_MGT_Disast
er Assistance Directo
FORM_MGT_Media
Call.docx
FORM_MGT_Press
Release.docx
FORM_MGT_Procla
marion Resolutions.
FORM_MGT_Public
Call.docx
FORM_OPS_Fire
Deployed Resources
FORM_OPS_Winds
hield Survey.docx
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
Table of Contents
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11.1 2.8 EOC Reports
The table below lists all available EOC Report Templates.
Note that these Report Templates can be accessed in two ways: through hard copies in the EOC and Alternate EOC; and by clicking on the file names in the electronic version of this plan. # Name Report
1. REPORT_OPS_Agricultural Status
2. REPORT_OPS_Communication Status
3. REPORT_OPS_Energy Status
4. REPORT_OPS_Firefighting Status
5. REPORT_OPS_Hazmat Status
6. REPORT_OPS_Mass Care Status
7. REPORT_OPS_Public Safety Status
8. REPORT_OPS_Public Works Status
9. REPORT_OPS_Search&Rescue
REPORT_OPS_Agric
ultural Status.docx
REPORT_OPS_Com
munication Status.d
REPORT_OPS_Energ
y Status.docx
REPORT_OPS_Firefi
ghting Status.docx
REPORT_OPS_Hazm
at Status.docx
REPORT_OPS_Mass
Care Status.docx
REPORT_OPS_Publi
c Safety Status.docx
REPORT_OPS_Publi
c Works Status.docx
REPORT_OPS_Searc
h&Rescue.docx
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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# Name Report
10. REPORT_OPS_Transportation Status
11. REPORT_OPS_Utility Status
12. REPORT_P&I_Local Government After Action
13. REPORT_P&I_Situation Status
11.1 2.9 EOC Plans
The table below lists all available EOC Plan Templates.
Note that these Plan Templates can be accessed in two ways: through hard copies in the EOC and Alternate EOC; and by clicking on the file names in the electronic version of this plan. # Name Plan
1. PLAN_P&I_Advance
2. PLAN_P&I_Demobilization
3. PLAN_P&I_EOC Action
REPORT_OPS_Trans
portation Status.doc
REPORT_OPS_Utility
Status.docx
REPORT_P&I_Local
Government After Ac
REPORT_P&I_Situati
on Status.docx
PLAN_P&I_Advance.
docx
PLAN_P&I_Demobili
zation.docx
PLAN_P&I_EOC
Action.docx
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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11.1 2.10 EOC Guides
The table below lists all available EOC Guides.
Note that these Guides can be accessed in two ways: through hard copies in the EOC and Alternate EOC; and by clicking on the file names in the electronic version of this plan. # Name Guides
1. GUIDE_F&A_PA Damage Categories
2. GUIDE_MGT_77 Most Asked Questions in an Emergency
3. GUIDE_MGT_Emergency Alert System (EAS)
4. GUIDE_MGT_EPI-JIC SOP
5. GUIDE_MGT_Legal Authorities
6. GUIDE_MGT_Recovery Plan_Project Management
7. GUIDE_P&I_EOC Org Chart
8. GUIDE_P&I_Planning P
GUIDE_F&A_PA
Damage Categories.
GUIDE_MGT_77
Most Asked Questio
GUIDE_MGT_Emerg
ency Alert System (EA
GUIDE_MGT_EPI-JIC
SOP.docx
GUIDE_MGT_Legal
Authorities.docx
GUIDE_MGT_Recov
ery Plan_Project Man
GUIDE_P&I_EOC
Org Chart.docx
GUIDE_P&I_Plannin
g P.docx
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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11.1 2.11 EOC Deactivation
The EOC may be deactivated by one of the following individuals:
• City Manager
• City Manager designated alternate
• Emergency Management Administrator
• Upon the request of the City Council/Disaster Council • Upon the request of the Field Incident Commander/Police Chief Under the following three conditions:
1. Reduced threat: If the incident's intensity or impact decreases significantly, the EOC can be deactivated.
2. Completion of response: When primary response and initial recovery actions are finished, the EOC may no longer be needed.
3. Authority decision: Deactivation is determined by the incident commander or designated authority based on the situation's assessment.
11.12.12 EOC Demobilization
To ensure a structured and efficient process for demobilizing resources, personnel and operations following an emergency or disaster response the procedure can be utilized:
1. Criteria for Demobilization
• Demobilization can begin when the Incident Commander (IC) or Emergency Operations Center (EOC) Director determines that:
• The immediate threat to life, property, and the environment has been mitigated. • Sufficient progress has been made in response to efforts. • Resources are no longer required at the current level of activation. • Gradual demobilization can occur as the situation stabilizes and fewer resources are needed.
• Full demobilization can take place once all critical tasks and response operations are complete.
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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2. Initiate Demobilization
• The IC or EOC Director announces the decision to demobilize to all involved departments, agencies, and personnel.
3. Develop a Demobilization Plan
• The Planning Section develops a comprehensive Demobilization Plan outlining the process, timeline, and responsibilities.
• The plan includes criteria for resource release, transportation arrangements, and any necessary debriefings or evaluations.
4. Gradual Demobilization
• Begin scaling down operations by releasing non-essential resources and personnel first. • Maintain essential functions and critical response activities until they are no longer needed.
5. Resource Release
• Identify resources (personnel, equipment, and supplies) that are no longer needed. • Coordinate with the Logistics Section to manage the orderly release and return of resources. • Ensure all resources are accounted for and documented before being released.
6. Personnel Demobilization
• Notify personnel of their demobilization status and provide instructions for returning equipment and completing any necessary documentation.
• Conduct debriefings to gather feedback and lessons learned. • Ensure all personnel complete a check-out process, including timesheets and expense reports.
7. Equipment and Supply Return
• Return all borrowed or rented equipment to the appropriate vendors or storage facilities. • Inventory and restock supplies used during the response. • Document any damaged or lost equipment and arrange for repairs or replacements as necessary.
8. Full Demobilization
• Once all critical tasks and response operations are complete, initiate full demobilization.
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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• Ensure that all remaining resources and personnel are released, and that all documentation is finalized.
9. Deactivation of EOC
• Gradually scale down EOC operations as response activities wind down. • Ensure all EOC positions complete necessary documentation and reports. • Deactivate the EOC once all critical functions have been completed and transferred to normal operations.
10. Financial and Administrative Closeout
• The Finance and Administration Section finalizes all expense tracking, reimbursement requests, and financial documentation.
• Complete any required reports and submit them to the appropriate authorities.
11. Debriefing, After-Action Reporting, EM professional Development Credentialling • Conduct formal debriefings with all involved departments and agencies to capture insights and areas for improvement.
• Compile an After-Action Report (AAR) detailing the response efforts, successes, and areas needing improvement.
• Develop a Corrective Action Plan (CAP) to address any identified gaps or deficiencies. • For personnel seeking EM Professional Development Credentialling complete and submit EOC- 225 form
12. Transition to Recovery
• Ensure a smooth transition from response to recovery operations. • Transfer remaining responsibilities to the Recovery Coordination Group as appropriate.
13. Review and Update EOP
• Review the effectiveness of the demobilization procedure and overall response. • Update the Emergency Operations Plan (EOP) with any necessary revisions based on lessons learned and feedback from the demobilization process.
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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Appendix A – Acronyms
Action Plan (AP)
After Action Report (AAR)
California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA) California Disaster Assistance Act (CDAA)
California Emergency Services Act (ESA)
Continuity of Government (COG)
Continuity of Operations (COOP)
Department Operations Center (DOC)
Emergency Management Assistance Compact (EMAC)
Emergency Operations Center (EOC)
Emergency Operations Plan (EOP)
EOC Action Plan (EAP)
Incident Action Plan (IAP)
Incident Commander (IC)
Incident Command Post (ICP)
Incident Command System (ICS)
Joint Information Center (JIC)
Multiagency Coordination Group (MAC Group)
Multiagency Coordination System(s) (MACS)
Multi-year Training and Exercise Plan (MYTEP)
National Incident Management System (NIMS)
National Response Framework (NRF)
Operational Area (OA)
Public Information Officer (PIO)
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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Regional Emergency Operations Center (REOC)
The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) Standard Operating Procedure (SOP)
Standardized Emergency Management System (SEMS)
State Operations Center (SOC)
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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Appendix B – Glossary of Terms
Action Plan (AP): See EOC Action Plan and Incident Action Plan.
Activation: 1) Initial activation of an EOC may be accomplished by a designated official of the emergency response agency that implements SEMS as appropriate to accomplish the agency's role in response to the emergency. 2) An event in the sequence of events normally experienced during most emergencies.
After Action Report (AAR): A report that examines response actions, application of SEMS, modifications to plans and procedures, training needs, and recovery activities. AARs are required under SEMS after any emergency that requires a gubernatorial state of emergency proclamation.
Local government AARs must be submitted to Cal OES within 90 days.
Agency: A division of government with a specific function offering a particular kind of assistance. In the Incident Command System (ICS), agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as assisting or cooperating (providing resources or other assistance). Governmental organizations are most often in charge of an incident, though in certain circumstances private sector organizations may be included. Additionally, Non-Governmental Organizations (NGO) may be included to provide support. All-Hazards: Any incident, natural or human-caused, that warrants action to protect life, property, environment, public health, or safety, and minimize disruptions of government, social, or economic activities.
California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA): An agreement entered by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and public agencies of the State of California to assist each other by providing resources during an emergency. Mutual Aid occurs when two or more parties agree to furnish resources and facilities and to render services to each other in response to any type of disaster or emergency. California Emergency Support Functions (CA-ESF): The CA-ESFs are a grouping of State agencies, departments, and other stakeholders with similar functional activities/responsibilities whose responsibilities lend to improving the state’s ability to collaboratively prepare for, effectively mitigate, cohesively respond to, and rapidly recover from any emergency. CA- ESFs unify a broad-spectrum of stakeholders with various capabilities, resources, and authorities to improve collaboration and coordination for a particular discipline. They also provide a framework for the state government to support regional and community stakeholder collaboration and coordination at all levels of government and across overlapping jurisdictional boundaries.
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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California Emergency Services Act (ESA): An Act within the California Government Code to ensure preparations within the state will be adequate to deal with natural, human-caused, or war-caused emergencies which result in conditions of disaster or in extreme peril to life, property, and the natural resources of the state, and generally to protect the health and safety and preserve the lives and property of the people of the state.
Catastrophe: Any natural or human-caused incident, including terrorism that results in extraordinary levels of mass casualties, damage, or disruption severely affecting the population, infrastructure, environment, economy, national morale, and/or government functions.
Command: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority.
Command/Management: Command is responsible for the directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the SEMS EOC levels.
Command Post: See Incident Command Post.
Command Staff: The Command Staff at the SEMS Field Level consists of the Information Officer, Safety Officer, and Liaison Officer. They report directly to the Incident Commander. They may have an assistant or assistants, as needed. These officers are also found at the EOC levels in SEMS, and they report directly to the EOC Director and comprise the Management Staff. They may have an assistant or assistants, as needed.
Communications: Process of the transmission of information through verbal, written, or symbolic means.
Continuity of Government (COG): Activities that address the continuance of constitutional governance. COG planning aims to preserve and/or reconstitute the institution of government and ensure that a department or agency’s constitutional, legislative, and/or administrative responsibilities are maintained. This is accomplished through succession of leadership, the pre-delegation of emergency authority, and active command and control during response and recovery operations.
Continuity of Operations (COOP): Planning should be instituted, including all levels of governments, across the private sector and non-governmental organizations as appropriate, to ensure the continued performance of core capabilities and/or critical government operations during any potential incident.
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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Coordination: The process of systematically analyzing a situation, developing relevant information, and informing appropriate command authority of viable alternatives for selection of the most effective combination of available resources to meet specific objectives. The coordination process (which can be either intra- or inter-agency) does not involve dispatch actions. However, personnel responsible for coordination may perform command or dispatch functions within the limits established by specific agency delegations, procedures, legal authority, etc. Multiagency or interagency coordination is found at all SEMS levels.
Coordination Center: Term used to describe any facility used for the coordination of agency or jurisdictional resources in support of one or more incidents.
Corrective Actions: Implementing procedures based on lessons learned from actual incidents or from training and exercises.
Cost Unit: Functional unit within the Finance/Administration Section responsible for tracking costs, analyzing cost data, making cost estimates, and recommending cost-saving measures.
Critical Infrastructure: Systems and assets, whether physical or virtual, so vital to the United States that the incapacity or destruction of such systems and assets would have a debilitating impact on security, national economic security, national public health or safety, or any combination of those matters.
Demobilization: The orderly, safe, and efficient return of an incident resource to its original location and status.
Department Operations Center (DOC): An Emergency Operations Center (EOC), specific to a single department or agency where the focus is on internal agency incident management and response. They are often linked to and, in most cases, are physically represented in a combined agency EOC by authorized agent(s) for the department or agency.
Disaster: A sudden calamitous emergency event bringing great damage, loss, or destruction.
Division: The partition of an incident into geographical areas of operation. Divisions are established when the number of resources exceeds the manageable span of control of the Operations Section Chief. A Division is located within the ICS organization between the Branch and resources in the Operations Section.
Documentation Unit: Functional unit within the Planning/Intelligence Section responsible for collecting, distributing, recording, and safeguarding all documents relevant to an incident or within an EOC.
Emergency: Any incident(s), whether natural or human-caused, that requires responsive action to protect life or property. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for which, in the determination of the President, federal PART 1
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ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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assistance is needed to supplement state and local efforts and capabilities to save lives, protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States.
Emergency Management Assistance Compact (EMAC): A congressionally ratified organization that provides form and structure to interstate mutual aid. Through EMAC, a disaster-affected state can request and receive assistance from other member states quickly and efficiently, resolving two key issues upfront: liability and reimbursement.
Emergency Management Community: The stakeholders in emergency response in California include the residents of California, the private sector and federal, state, local, and tribal governments.
Emergency Operations Center (EOC): The physical location at which the coordination of information and resources to support incident management (on-scene operations) activities normally takes place.
An EOC may be a temporary facility or may be located in a more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction. EOC may be organized by major functional disciplines (e.g., fire, law enforcement, and medical services), by jurisdiction (e.g., federal, state, regional, tribal, city, county), or some combination thereof.
Emergency Operations Plan (EOP): The ongoing plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards.
Emergency Response Agency: Any organization responding to an emergency, or providing mutual aid support to such an organization, whether in the field, at the scene of an incident, or to an operations center.
Emergency Response Personnel: Personnel affiliated with or sponsored by emergency response agencies.
EOC Action Plan: The plan developed at SEMS EOC levels, which contains objectives, actions to be taken, assignments, and supporting information for the next operational period.
Essential Facilities: May include facilities such as law enforcement, fire, emergency operations centers, schools, medical facilities, and other resources that have a role in an effective and coordinated emergency response.
Evacuation: Organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas and their reception and care in safe areas.
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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Federal: Of or pertaining to the federal government of the United States of America.
Finance/Administration Section: The section responsible for all administrative and financial considerations surrounding an incident or EOC activation.
Function: Function refers to the five major activities in ICS: Command, Operations, Planning, Logistics and Finance/Administration. The same five functions are also found at all SEMS EOC Levels. At the EOC, the term Management replaces Command. The term function is also used when describing the activity involved, (e.g., the planning function). A sixth function, Intelligence/Investigations, may be established, if required, to meet emergency management needs.
Group: Established to divide the incident management structure into functional areas of operation.
Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. Groups, when activated, are located between branches and resources in the Operations Section. See Division.
Hazard: Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome.
Incident: An occurrence or event, natural or human-caused, which requires a response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, civil unrest, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, tsunamis, war-related disasters, public health and medical emergencies, and other occurrences requiring an emergency response.
Incident Action Plan (IAP): An oral or written plan containing general objective reflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide directions and important information for management of the incident during one or more operational periods. At the SEMS EOC Level, it is called the EOC Action Plan.
Incident Command: Responsible for overall management of the incident and consists of the Incident Commander, either single or unified command, and any assigned supporting staff.
Incident Commander (IC): The individual responsible for all incident activities, including the development of strategies and tactics, and the ordering and the release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site.
PART 1
EOP
ORG
PURPOSE CONCEPT
OF OPS
ORG
ASSIGNMENTS
DIRECTION,
CONTROL COMS INFO ADMIN,
FIN & LOGS
PLAN
DEVELOP AUTHORITIES
PART 2
EMERGENCY
RESPONSE
APPENDIX A-ACRONYMS
APPENDIX B-GLOSSARY
APPENDIX C-ITEMS
APPENDIX D-SERVICES
APPENDIX E-OTHER PLANS
APPENDIX F-CONTACT [EXT]
APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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Incident Command Post (ICP): The field location where the primary functions are performed. The ICP may be co-located with the incident base or other incident facilities.
Incident Command System (ICS): A standardized on-scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize field-level incident management operations.
Information: Pieces of raw, unanalyzed data that identifies persons, evidence, events; or illustrates processes that specify the occurrence of an event. May be objective or subjective and is intended for both internal analysis and external (news media) application. Information is the “currency” that produces intelligence.
Intelligence: Product of an analytical process that evaluates information collected from diverse sources, integrates the relevant information into a cohesive package, and produces a conclusion or estimate. Information must be real, accurate, and verified before it becomes intelligence for planning purposes. Intelligence relates to the specific details involving the activities of an incident or EOC, and current and expected conditions, and how they affect the actions taken to achieve operational period objectives. Intelligence is primarily intended for internal use and not for public dissemination.
Intelligence/Investigations: Intelligence gathered within the Intelligence/Investigations function is information that either leads to the detection, prevention, apprehension, and prosecution of criminal activities (or the individual(s) involved) including terrorist incidents or information that leads to determination of the cause of a given incident (regardless of the source) such as public health events or fires with unknown origins. This is different from the normal operational and situational intelligence gathered and reported by the Planning Section.
Joint Information Center (JIC): A facility established to coordinate all incident-related public information activities. It is the central point of contact for all news media. Public information officials from all participating agencies should co-locate at the JIC.
Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction over an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., federal, state, tribal, and local boundary lines) or functional (e.g., law enforcement, public health).
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Key Resources: Any publicly or privately controlled resources essential to the minimal operations of the economy and government.
Local Government: According to federal code36a county, municipality, city, town, township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under state law), regional or interstate government entity, or agency or instrumentality of a local government; an Indian tribe or authorized tribal entity, or in Alaska a Native village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity.
Logistics: Providing resources and other services to support incident management.
Logistics Section: The section responsible for providing facilities, services, and material support for an incident or EOC activation.
Management Staff: See Command Staff.
Mitigation: Provide a critical foundation in the effort to reduce the loss of life and property from natural and/or human-caused disasters by avoiding or lessening the impact of a disaster and providing value to the public by creating safer communities. Mitigation seeks to fix the cycle of disaster damage, reconstruction, and repeated damage. These activities or actions, in most cases, will have a long-term sustained effect.
Mobilization: The process and procedures used by all organizations - federal, state, tribal, and local - for activating, assembling, and transporting all resources that have been requested to respond to or support an incident.
Multiagency Coordination Group (MAC Group): Typically, administrators/executives, or their appointed representatives, who are authorized to commit agency resources and funds, are brought together and form MAC Groups. MAC Groups may also be known as multiagency committees, emergency management committees, or as otherwise defined. It can provide coordinated decision- making and resource allocation among cooperating agencies and may establish the priorities among incidents, harmonize agency policies, and provide strategic guidance and direction to support incident management activities.
Multiagency Coordination System(s) (MACS): Multiagency coordination systems provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination. The elements of multiagency coordination systems include facilities, equipment, personnel, procedures, and communications. Two PART 1
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of the most commonly used elements are EOC and MAC Groups. These systems assist agencies and organizations responding to an incident. Mutual Aid Agreements and/or Assistance Agreements:
Written or oral agreements between and among agencies/organizations and/or jurisdictions that provide a mechanism to quickly obtain emergency assistance in the form of personnel, equipment, materials, and other associated services. The primary objective is to facilitate rapid, short-term deployment of emergency support prior to, during, and/or after an incident.
Mutual Aid Coordinator: An individual at the local government, Operational Area, Region or State Level that is responsible for coordinating the process of requesting, obtaining, processing, and using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual aid system.
Mutual Aid Region: A mutual aid region is a subdivision of Cal OES established to assist in the coordination of mutual aid and other emergency operations within a geographical area of the state, consisting of two or more Operational Areas.
National: Of a nationwide character, including the federal, state, tribal, and local aspects of governance and policy.
National Incident Management System (NIMS): Provides a systematic, proactive approach guiding government agencies at all levels, the private sector, and non-governmental organizations to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life or property and harm to the environment.
National Response Framework (NRF): A guide to how the nation conducts all-hazards incident management. Non-governmental Organization (NGO): An entity with an association based on the interests of its members, individuals, or institutions. It is not created by a government, but it may work cooperatively with the government. Such organizations serve a public purpose, not a private benefit.
Examples of NGO include faith-based charity organizations and the American Red Cross.
Officer: 1) The ICS title for the personnel responsible for the Command Staff (Management Staff at EOC) positions of Safety, Liaison, and Public Information. 2) One who holds an office or post; especially one elected or appointed to a position of authority or trust in a corporation, government, institution, etc.
Operational Area (OA): An intermediate level of the state emergency organization, consisting of a county and all other political subdivisions within the geographical boundaries of the county.
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Operational Period: The time scheduled for executing a given set of operation actions, as specified in the Incident Action Plan. Operational periods can be of various lengths, although usually last 12-24 hours.
Operations Section: The section responsible for all tactical incident operations and implementation of the Incident Action Plan. In ICS, it normally includes subordinate branches, divisions, and/or groups.
At the SEMS EOC levels, the section is responsible for the coordination of operational activities. The Operations Section at an EOC contains branches, groups, or units necessary to maintain appropriate span of control.
Organization: Any association or group of persons with like objectives. Examples include, but are not limited to, governmental departments and agencies, private sector, and/or non-governmental organizations.
Planning Section: The section responsible for the collection, evaluation, and dissemination of operational information related to the incident or EOC activities and for the preparation and documentation of the IAP or EOC action plan, respectively. This section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident or EOC activation.
Political Subdivisions: Includes any city, city and county, county, tax or assessment district, or other legally authorized local governmental entity with jurisdictional boundaries.
Preparedness: A continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and taking corrective action in an effort to ensure effective coordination during incident response.
Within NIMS, preparedness focuses on the following elements: planning, procedures and protocols, training and exercises, personnel qualification and certification, and equipment certification.
Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring.
Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine the full nature and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting or disrupting illegal activity, and apprehending potential perpetrators and bringing them to justice.
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Private Sector: Organizations and entities that are not part of any governmental structure. The private sector includes for-profit and not-for-profit organizations, formal and informal structures, commerce, and industry.
Protocols: Sets of established guidelines for actions (which may be designated by individuals, teams, functions, or capabilities) under various specified conditions.
Public Information: Processes, procedures, and systems for communicating timely, accurate, and accessible information on the incident’s cause, size, and current situation; resources committed; and other matters of general interest to the public, responders, and additional stakeholders (both directly affected and indirectly affected).
Public Information Officer (PIO): A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for interfacing with the public and media and/or with other agencies with incident-related information requirements.
Recovery: The development, coordination, and execution of service- and site-restoration plans; the reconstitution of government operations and services; individual, private–sector, non-governmental, and public assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political, environmental, and economic restoration; evaluation of the incident to identify lessons learned; post-incident reporting; and development of initiatives to mitigate the effects of future incidents.
Regional Emergency Operations Center (REOC): Facilities found at Cal OES Administrative Regions.
REOC provides centralized coordination of resources among Operational Areas within their respective regions and between the Operational Areas and the State Level.
Reimbursement: Provide a mechanism to recoup funds expended for incident-specific activities.
Resource Management: Efficient emergency management and incident response requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under NIMS includes mutual aid agreements and assistance agreements; the use of special federal, state, tribal, and local teams; and resource mobilization protocols.
Resources: Personnel and major items of equipment, supplies, and facilities available or potentially available for assignment to incident operations and for which status is maintained. Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC.
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Response: Activities that address the short-term, direct effects of an incident. Response includes immediate actions to save lives, protect property, and meet basic human needs. Response also includes the execution of EOP and of mitigation activities designed to limit the loss of life, personal injury, property damage, and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations; continuing investigations into nature and source of the threat; ongoing public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing them to justice.
Response Personnel: Includes federal, state, territorial, tribal, sub-state regional and local governments, private sector organizations, critical infrastructure owners, and operators, NGO and all other organizations and individuals who assume an emergency management role. Also known as an Emergency Responder.
Safety Officer: A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for monitoring incident operations and advising the IC on all matters relating to operational safety, including the health and safety of emergency responder personnel. The Safety Officer may have assistants.
Section: 1) The organizational level having responsibility for a major functional area of incident or EOC Management, (e.g., Operations, Planning, Logistics, Finance/Administration) and Intelligence/Investigations (if established). The section is organizationally situated between the branch and the Incident Command. 2) A separate part or division as: a. A portion of a book, treatise, or writing. b. A subdivision of a chapter. c. A division of law.
Situation Report: Often contains confirmed or verified information regarding the specific details relating to the incident.
Special District: A unit of local government (other than a city, county, or city and county) with authority or responsibility to own, operate, and maintain systems, programs, services, or projects [(as defined in California Code of Regulations (CCR) Section 2900(s)] for purposes of natural disaster assistance. This may include joint powers authority established under Section 6500 et. seq. of the California Code of Regulations.
Stafford Act: The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) establishes the programs and processes for the federal government to provide disaster and emergency assistance to states, local governments, tribal nations, individuals, and qualified private PART 1
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nonprofit organizations. The provisions of the Stafford Act cover all hazards including natural disasters and terrorist events. Relevant provisions of the Stafford Act include a process for Governors to request federal disaster and emergency assistance from the President. The President may declare a major disaster or emergency.
Standard Operating Procedure (SOP): Complete reference document or an operation manual that provides the purpose, authorities, duration, and details for the preferred method of performing a single function or several interrelated functions in a uniform manner.
Standardized Emergency Management System (SEMS): A system required by California Government Code and established by regulations for managing response to multiagency and multijurisdictional emergencies in California. SEMS consists of five organizational levels, which are activated as necessary: Field Response, Local Government, Operational Area, Region, and State.
Standardized Emergency Management System (SEMS) Guidelines: The SEMS guidelines are intended to assist those responsible for planning, implementing, and participating in SEMS.
Standardized Emergency Management System (SEMS) Regulations: Regulations establishing the Standardized Emergency Management System (SEMS) based upon the Incident Command System (ICS) adapted from the system originally developed by the Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE) program including those currently in use by State agencies, the Multiagency Coordination System (MACS) as developed by FIRESCOPE program, the Operational Area concept, and the Master Mutual Aid Agreement and related mutual aid systems.
Regulations are found in Title XIX. Division 2. Chapter 1, Section 2400 et. seq.
State: When capitalized, refers to any State of the United States, the District of Columbia, the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands, and any possession of the United States. See Section 2 (14), Homeland Security Act of 2002, Public Law 107−296, 116 Stat. 2135 (2002).
State Operations Center (SOC): The SOC is operated by the California Governor’s Office of Emergency Services at the State Level in SEMS. It is responsible for centralized coordination of state resources in support of the three Regional Emergency Operations Centers (REOC). It is also responsible for providing updated situation reports to the Governor and Legislature.
Strategy: The general plan or direction selected to accomplish incident objectives.
System: An integrated combination of people, equipment, and processes that work in a coordinated manner to achieve a specific desired output under specific conditions.
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Technical Assistance: Support provided to state, tribal, and local jurisdictions when they have the resources, but lack the complete knowledge and skills needed to perform a required activity (such as mobile-home park design or hazardous material assessments).
Technical Specialists: Personnel with special skills that can be used anywhere within the SEMS organization. No minimum qualifications are prescribed, as technical specialists normally perform the same duties during an incident that they perform in their everyday jobs, and they are typically certified in their fields or professions.
Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as activity that involves an act dangerous to human life or potentially destructive of critical infrastructure or key resources; is a violation of the criminal laws of the United States or of any state or other subdivision of the United States in which it occurs; and is intended to intimidate or coerce the civilian population, or influence or affect the conduct of a government by mass destruction, assassination, or kidnapping. See Section 2 (15), Homeland Security Act of 2002, Public Law107−296, 116 Stat. 2135 (2002).
Threat: An indication of possible violence, harm, or danger.
Tools: Those instruments and capabilities that allow for the professional performance of tasks, such as information systems, agreements, doctrine, capabilities, and legislative authorities.
Unified Command: An ICS application used when more than one agency has incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the UC, often the senior person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and strategies and a single IAP.
Unit: The organizational element with functional responsibility for a specific incident planning, logistics, or finance/administration activity.
Vital Records: The essential agency records needed to meet operational responsibilities under national security emergencies or other emergency or disaster conditions (emergency operating records), or to protect the legal and financial rights of the Government and those affected by Government activities (legal and financial rights records).
Volunteer: For purposes of NIMS, a volunteer is any individual accepted to perform services by the lead agency (which has authority to accept volunteer services) when the individual performs services without promise, expectation, or receipt of compensation for services performed. See 16 U.S.C. 742f(c) and 29 CFR 553.101.
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Appendix C – Resources (Items)
To identify and obtain the needed resources for the emergency operations please follow the existing City of Lancaster day to day procedures. This action does not prevent emergency procedures/plans from being enacted to accelerate the action. This may include:
• Use of Force Labor, Equipment and Supplies
• Contractual/Procurement process to obtain Labor, Facilities, Equipment and Supplies including Memorandums of Agreement/Understanding
• Requesting resources through Mutual Aid Process
• Requesting resources from the County
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Appendix D – Resources (Services)
To identify and obtain the needed resources for the emergency operations please follow the existing City of Lancaster day to day procedures. This action does not prevent emergency procedures/plans from being enacted to accelerate the action. This may include:
• Use of Force Labor, Equipment and Supplies
• Contractual/Procurement process to obtain Labor, Facilities, Equipment and Supplies including Memorandums of Agreement/Understanding
• Requesting resources through Mutual Aid Process
• Requesting resources from the County
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Appendix E – Resources (Other
Plans)
To identify and obtain the needed resources for the emergency operations please follow the existing City of Lancaster day to day procedures. This action does not prevent emergency procedures/plans from being enacted to accelerate the action. This may include:
• Use of Force Labor, Equipment and Supplies
• Contractual/Procurement process to obtain Labor, Facilities, Equipment and Supplies including Memorandums of Agreement/Understanding
• Requesting resources through Mutual Aid Process
• Requesting resources from the County
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Appendix F – Contact List [External]
For a current copy of this contact list, please contact the Lancaster, Emergency Management Administrator.
Appendix F –
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Appendix G – Contact List [Internal]
For a current copy of this contact list, please contact the Lancaster, Emergency Management Administrator.
Appendix G –
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Appendix H – Duty Officer
Communication Flow Chart
For a current copy of this communication flow chart, please contact the Lancaster, Emergency Management Administrator.
Appendix H – Duty
Officer Communicati
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APPENDIX G-CONTACT [INT]
APPENDIX H-DUTY OFFICER
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