Agenda packet — South Pasadena City Council, December 7, 2022 (part 4 of 4)

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Provide details regarding ongoing activities and planned activities to be accomplished during the upcoming operational period.
(FORM | USE CURRENT POSITION JOBAID)
(FORM | USE CURRENT EOC-214)
Provide all completed documentation to the Documentation Unit Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

DEMOBILIZATION
Deactivate position when authorized by Finance/Administration Section Coordinator and follow Demobilization Unit Leader directions/plan. • Complete all required forms, reports, and other documentation. • Provide all completed documentation to the Documentation Unit, prior to your departure.
• Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 25 - 321
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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JobAid: Compensation & Claims Unit

POSITION

OVERVIEW

Responsible for investigating and processing physical-injury and propertydamage claims arising from emergency/disaster incident REPORT

TO FINANCE & ADMINISTRATION | CHIEF/COORDINATOR
PLANS

SUPPORTS ASSESSMENT, TRACKING, AND ORGANIZATION OF THE

COST OF IMPLEMENTATION PER STATE AND FEDERAL COST

RECOVERY GUIDELINES
FORMS,
GUIDES

FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-208 SAFETY MESSAGE
• EOC-211 CHECK-IN LIST
• EOC-215A SAFETY ANALYSIS
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
• EOC-227 CLAIMS LOG
GUIDES
• PA DAMAGE CATEGORIES

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL
To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Oversee the investigation of injuries and property/equipment damage claims arising out of the emergency.

Complete all forms required by worker's compensation program.

Maintain a file of injuries and illnesses associated with the emergency which includes results of investigations.

Supervise the Compensation and Claims Unit.

ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)

RESPONSE
Establish and maintain a compensation and claims system.

Maintain a chronological log of injuries and illnesses, and property damage reported during the emergency.
(FORM | EOC-227)
Investigate all injury and damage claims as soon as possible.

Prepare appropriate forms for all verifiable injury claims and forward them to Workmen's Compensations within the required time frame consistent with jurisdiction’s policy & procedures.
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Coordinate with the Safety Officer regarding the mitigation of hazards. (FORM | EOC-208)
(FORM | EOC-215A)
Keep the Finance/Administration Coordinator informed of significant issues affecting the Compensation and Claims Unit.

Forward all equipment or property damage claims to the Recovery Unit.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

DEMOBILIZATION
• Deactivate position when authorized by EOC Director and directed by Section Coordinator.
• Follow Demobilization Unit Leader directions/plan.
• Complete all required forms, reports, and other documentation. • Provide all completed documentation to the Documentation Unit, prior to your departure.
• Turn over financial information to Finance/Administration Section Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Be prepared to provide input to the after-action report. 25 - 325
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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JobAid: Purchasing Unit

POSITION

OVERVIEW

Responsible for financial matters involving vendor contracts REPORT TO FINANCE & ADMINISTRATION | CHIEF/COORDINATOR
PLANS

SUPPORTS ASSESSMENT, TRACKING, AND ORGANIZATION OF THE

COST OF IMPLEMENTATION PER STATE AND FEDERAL COST

RECOVERY GUIDELINES
FORMS,
GUIDES

FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
GUIDES
• PA DAMAGE CATEGORIES

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Coordinate vendor contracts not previously addressed by existing approved vendor lists.

Coordinate with Supply/Procurement Unit on all matters involving the need to exceed established purchase order limits.

Supervise the Purchasing Unit.

ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)

RESPONSE
Establish and maintain a purchasing system.

Review the emergency purchasing procedures.

Prepare and sign contracts as needed, be sure to obtain concurrence from the Finance/ Administration Section Coordinator.

Ensure that all contracts identify the scope of work and specific site locations.

Negotiate rental rates not already established, or purchase price with vendors as required.

Admonish vendors as necessary, regarding unethical business practices, such as inflating prices or rental rates for their merchandise or equipment during emergencies.
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TIME TYPE
STATUS
C=Complete
Progress - I=In
P=Pending
Finalize all agreements and contracts, as required.

Complete final processing and send documents to Budget and Payroll for payment.
vendor contracts and/or established - Verify costs data in the pre agreements.

In coordination with the Logistics Section, ensure that the Purchasing Unit processes purchase orders and develops contracts in a timely manner. all Keep the Finance/Administration Section Coordinator informed of significant issues involving the Purchasing Unit.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Provide details regarding ongoing activities and planned activities to be operational period. accomplished during the upcoming
(FORM | USE CURRENT POSITION JOBAID)
214) - (FORM | USE CURRENT EOC
Provide all completed documentation to the Documentation Unit. workstation Follow EOC check out procedures, including signing out, up and forwarding phone number where you can be reached. - clean 205A) - 211, FORM | EOC - (FORM | EOC

DEMOBILIZATION
Deactivate position when authorized by EOC Director and directed by • Section Coordinator.
directions/plan. Follow Demobilization Unit Leader •
Complete all required forms, reports, and other documentation. • Provide all completed documentation to the Documentation Unit, • prior to your departure.

Turn over financial information to Finance/Administration Section • Coordinator.

Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached. 25 - 329
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Be prepared to provide input to the after-action report. 25 - 330
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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JobAid: Recovery Unit

POSITION

OVERVIEW

Responsible for executing procedures to capture and document costs relating to a disaster/emergency
REPORT TO FINANCE & ADMINISTRATION | CHIEF/COORDINATOR

PLANS &

REPORTS

SUPPORTS ASSESSMENT, TRACKING, AND ORGANIZATION OF THE

COST OF IMPLEMENTATION PER STATE AND FEDERAL COST

RECOVERY GUIDELINES

AFTER ACTION REPORT
FORMS,
GUIDES

FORMS
• POSITION JOBAID
• EOC-205A COMMUNICATION LIST
• EOC-211 CHECK-IN LIST
• EOC-214 ACTIVITY LOG
• EOC-225 FOR PD CREDENTIALING
GUIDES
• PA DAMAGE CATEGORIES

TECHNOLOGY

• LAPTOP
• PHONE (DESK OR CELL)
RESOURCES • WORKSTATION
• POSITION BINDER (CAN BE VIRTUAL)
• VEST

PROFESSIONAL

CREDENTIAL

To receive professional credit for Emergency Management EOC/Career Credentialing, complete and turn in:
(EOC-225) to CALOES | [email protected]
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
DUTIES
Determine impacts of the emergency requiring recovery planning.

Initiate recovery-planning meetings with appropriate individuals and agencies.

Develop the initial recovery plan and strategy for the jurisdiction.

Ensure that all appropriate agencies are kept informed and have the opportunity to participate in the recovery planning process.

Develop the strategy to transition from recovery planning in the EOC to a wider post-emergency recovery effort.

Supervise the Recovery Unit.

ACTIVATION
Check in at the EOC.
(FORM | EOC-211, FORM | EOC-205A)
Assist with EOC Set-up (If not already fully set-up).

Check workstation to ensure readiness.

Wear identification vest and read over job aid.

Receive situation, section and position briefing from available and appropriate personnel.

Ensure readiness to maintain concise records of position activities. (FORM | EOC-214)

RESPONSE
Establish and maintain a recovery system.

Monitor the current situation report to include recent updates and determine overall impacts of the emergency.

Based on available information, prepare an initial estimate of likely recovery issues that must be addressed. Document these in a preliminary report.
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TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Coordinate with the Advance Planning Unit to determine major mid-tolong range social, economic, environmental and political impacts.

Assist the Operational Area as necessary in determining appropriate sites for Disaster Application Centers.

Facilitate recovery planning meetings involving appropriate Management and General Staff personnel and other agencies as needed.

Develop a recovery plan and strategy for the jurisdiction or agency.

Coordinate with Finance/Administration to ensure that FEMA, OES and other public reimbursement source documents and applications are consistent with the recovery strategy.

In conjunction with Finance/Administration, ensure that specific project timelines are developed to meet the goals and objectives of the recovery plan.

SHIFT CHANGE/TRANSFER OF DUTIES
Provide turnover briefing to position replacement.

Follow EOC check out procedures, including signing out, workstation clean-up and forwarding phone number where you can be reached. (FORM | EOC-211, FORM | EOC-205A)

TYPE TIME
STATUS
C=Complete
I=In-Progress
P=Pending
Clean up your work area before you leave.

Provide a forwarding phone number where you can be reached.

Assists the EOC Coordinator and Planning & Intelligence Section with preparing the After-Action Report.
(REPORT | AFTER ACTION)
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·'.t
EMERGENCY OPERATIONS PLAN, PART 2
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SHIFT/STAFF CHANGE

TASKS (PENDING)
NOTES
Name:

Forwarding
Phone #: _______________________
Date: Time: ________________am / pm
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4 EOC Forms & Tools

4.1 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 begin with the development and maintenance of a common operating picture.

4.1.1 Common Operating Picture Guidance

In order to develop a common operating picture 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 [requiring] continuous monitoring of relevant sources of information regarding actual incidents and developing hazards (National Response Framework).

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
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EMERGENCY OPERATIONS PLAN, PART 2
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• 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:
• Enable 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 and follows the following
input/output process.

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 in inaccurate operating picture will result.

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.
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Situational
Awareness
Common
Operating
Picture
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4.1.2 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 x: Planning P…
Figure: Planning P
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PHASE 4:

Prepare and
Disseminat e
the Plan
PHASE 2:

Establish
Incident
Objectives
0 PLANNING

MEETING
EOC OBJECTIVES 0 UPDATED&

POLICIES

CONFIRMED

INITIAL

BRIEFING
EOC

ACTIVATES

INCIDENT
OCCURS
ACT~~~ PLAN O APPR:VAL

PRODUCTION DISTRIBUTION
Regular Sit Reps are
completed and routed.
"Heads Up" Briefings updates
are utilize for rapid
information dissemination

ONGOING
FIELD

SUPPORT&
EMERGENCY OPERATIONS PLAN, PART 2
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Figure: Ongoing O

4.1.3 Planning P Meeting Agendas
The following are example Planning P meeting details and agendas:
25 - 342
PHASE 4:

Prepare and
Disseminate
the Plan
PHASE 4:

Prepare and
Disseminate
he Plan
PHASE 3:

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PHASE 2:

Esta blish
Incident
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PLANNING

MEETING

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PHASE 2:

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EOC OBJECTIVES
• UPDATED&

POLICIES

INCIDENT
OCCURS
0 PLANNING
MEETING 0 EOC

ACTION PIAN

PRODUCTION
D

DETERMINE EOC

RESOURCES TO

SUPPORT

FIELD NEEDS

OEOC OBJECTIVES

UPDATED&

POLICIES

CONFIRMED
EOC • ACTION PLAN : APPROVAL
PRODUCTION DISTRl:UTION
RegtJarSltRepsare
completed arid routed.
"HeadsUp"Briefinssupdates
a re utilize for rapid
Recuar Sit Reps are
completed and routed.
·Heads up• Briefings updates
are utilize for rapid
information dis.seminarion

ONGOING
FIELD
. . . . :
-

APPROVAL
&

DISTRIBUTION
0 EOC

BRIEFING
-NEW

OPS PERIOD BEGINS
PHASE 5:

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EMERGENCY OPERATIONS PLAN, PART 2
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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/Coordinator) 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
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 EOC Objectives meeting.
• Prepare for the Objectives Meeting.
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Objectives Updates & Policy Confirmation Meeting
(Planning P Step 4):

Meeting Called By: EOC Director
Attended By: Management & General Staff
Led By: Planning & Intelligence Chief/Coordinator or Designee Purpose: Develop EOC objectives to support on-scene and EOC operations and confirm policies.

Outcome: EOC objectives updated and policies confirmed.

Meeting Called By: EOC Director
Attended By: Management & General Staff (other EOC positions as appropriate) Led By: Planning & Intelligence Chief/Coordinator or Designee Purpose: Develop a unified EOC strategy to support emergency management and onscene operation resource needs.

Outcome: Resources identified to support emergency management and field needs.

Meeting Called By: EOC Director
Attended By: Management & General Staff (other EOC positions as appropriate) Led By: Planning & Intelligence Chief/Coordinator 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 agenda
Agenda:
• Planning & Intelligence Chief/Coordinator 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 Chief/Coordinator reviews coordination and support priorities, objectives, and decisions
• Operations Section Chief/Coordinator 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 Chief/Coordinator reviews Operations Section Chief/Coordinator proposed plan to ensure that the EOC Management Priorities and operational objectives are met.
• Planning & Intelligence Chief/Coordinator reviews and validates responsibility for any open actions/tasks and management objectives.
• Planning & Intelligence Chief/Coordinator 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/Coordinator covers transport, communications and supply updates and issues,
• Finance Section Chief/Coordinator covers fiscal issues, • Public Information Officer covers public affairs and public information issues, • Liaison Officer covers interagency issues, and
• Safety Officer covers any safety concerns or considerations 25 - 346
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• Planning & Intelligence Chief/Coordinator requests EOC Management Group’s approval of the plan as presented. EOC Management Group may provide final comments
• Planning & Intelligence Chief/Coordinator 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 break out meetings to fill in the information gaps that may exist. 25 - 347
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EOC Briefing Meeting
(Planning P Step 9):

Meeting Called By: EOC Director
Attended By: All EOC personnel
Led By: Planning & Intelligence Chief/Coordinator 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 Chief/Coordinator 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 Chief/Coordinator reviews objectives and any changes to the EOC Action Plan
• Situation Unit conducts Situation Briefing.
• Operations Section Chief/Coordinator discusses current response actions and accomplishments.
• Logistics Section Chief/Coordinator covers transport, communications, and supply updates
• Finance Section Chief/Coordinator 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 Chief/Coordinator solicits final comments and adjourns briefing.
• Out-going Sections Chiefs/Coordinators conduct individual break out meetings with the on-coming Section Chiefs/Coordinators to complete process 25 - 348
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4.1.4 EOC Action Plan

4.1.4.1 EOC ACTION PLAN TEMPLATE
OVERVIEW:

Event Name:

Operational Period:

Jurisdiction:

Date Prepared:

Time Prepared:

MAP SKETCH:

Prepared By:

Approved By:
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SUMMARY OF PRIORITIES, OBJECTIVES AND ACTIONS
Overall Event Priorities

Management Section Objectives

Operations Section Objectives

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Planning Section Objectives

Logistics Section Objectives

Finance/ Administration Section Objectives

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Organizational Chart:
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Weather Impacts on Operations:

Weather Forecast 5-Day
Weather Maps:

Additional Attachments
Click here to enter text.
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4.1.4.1 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
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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 25 - 356
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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 25 - 357
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Organizational Chart:
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Operatio ruOiief I
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EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 275
Weather Impacts on Operations:

None are forecasted.

Weather Forecast 5-Day
Weather Maps:

Additional Attachments
None.
25 - 359

DAY HIGH/LOW PRECIP WIND HUMIDITY UV INDEX SUNRISE SUNSET

TONIG HT
~ --/ 49· / 10% JAN 8 SW 14 mph 91 o/o 0 of 10 ,l 7:24am ,it 5:03 pm MON ... 541/49° / 20% JAN 9 SSW 15 mph 82% 1 of 10 ,l 7:24am ,it 5:04 pm TUE ... 541/49° / 100% ,l 7:24am ,it 5:05 pm JAN 10 ,,, SSE 24 mph 96% 0 of 10 WED
~. 551/41" / 20% JAN 11 SW 13 mph 78% 2 of 10 ,l 7:24am ,it 5:06 pm THU
~. 501/3T / 20% N 10 mph 2 of 10 ,l 7:24am ,it 5:07 pm JAN 12 82% FRI
~*~ 551/39° ' 0% N 7 mph 2 of 10 ,l 7:23 am ,it 5:09 pm JAN 13 -',,, .... 59%

NATIONAL DOPPLER RADAR
CURRENT TEMPERATURES (°F)
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 276

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EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 277

4.1.5 EOC Forms
The table below list 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

1. FORM_EOC 201_Incident Briefing FORM_EOC
201_Incident Briefing

2. FORM_EOC 202_Incident Objectives FORM_EOC
202_Incident Objecti

3. FORM_EOC 205A_Communication List FORM_EOC
205A_Communicatio

4. FORM_EOC 207_Organization Chart FORM_EOC
207_Organization Ch

5. FORM_EOC 208_Safety Message FORM_EOC
208_Safety Message.

6. FORM_EOC 209_Incident Status Summary FORM_EOC
209_Incident Status

7. FORM_EOC 210_Resource Status Change FORM_EOC
210_Resource Status

8. FORM_EOC 211_Check-In FORM_EOC
211_Check-In.docx

9. FORM_EOC 213_Resource Request FORM_EOC
213_Resource Reque

10. FORM_EOC 214_Activity Log FORM_EOC
214_Activity Log.doc
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EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 278
# Name Form

11. FORM_EOC 215_Resource Planning Worksheet FORM_EOC
215_Resource Planni

12. FORM_EOC 215A_Safety Analysis FORM_EOC
215A_Safety Analysis

13. FORM_EOC 226_Individual Performance Rating FORM_EOC 226_Individual Perfo

14. FORM_EOC 227_Claims Log FORM_EOC
227_Claims Log.docx

15. FORM_EOC 230_Daily Meeting Schedule FORM_EOC
230_Daily Meeting S

16. FORM_F&A_Cost Worksheet FORM_F&A_Cost
Worksheet.docx

17. FORM_F&A_Initial Damage Estimate FORM_F&A_Initial
Damage Estimate.do

18. CalEOC IDE CalEOC IDE.pdf

19. FORM_LOGS_DSWV Registration 2013 FORM_LOGS_DSWV
Registration 2013.do

20. FORM_LOGS_Resource Request FORM_LOGS_Resou
rce Request.docx

21. FORM_LOGS_Resource Tracking FORM_LOGS_Resou
rce Tracking.xlsx

22. FORM_MGT Media Briefing Schedule FORM_MGT Media
Briefing Schedule.do
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EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 279
# Name Form

23. FORM_MGT_Disaster Assistance Directory FORM_MGT_Disast er Assistance Directo

24. FORM_MGT_Media Call FORM_MGT_Media
Call.docx

25. FORM_MGT_Press Release FORM_MGT_Press
Release.docx

26. FORM_MGT_Proclamation Resolutions FORM_MGT_Procla
marion Resolutions.

27. FORM_MGT_Public Call FORM_MGT_Public
Call.docx

28. FORM_OPS_Fire Deployed Resources FORM_OPS_Fire
Deployed Resources

29. FORM_OPS_Windshield Survey FORM_OPS_Winds
hield Survey.docx

4.1.6 EOC Reports
The table below list 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 Template

1. REPORT_OPS_Agricultural Status REPORT_OPS_Agric
ultural Status.docx

2. REPORT_OPS_Communication Status REPORT_OPS_Com
munication Status.d
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EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 280
# Name Report Template

3. REPORT_OPS_Energy Status REPORT_OPS_Energ
y Status.docx

4. REPORT_OPS_Firefighting Status REPORT_OPS_Firefi
ghting Status.docx

5. REPORT_OPS_Hazmat Status REPORT_OPS_Hazm
at Status.docx

6. REPORT_OPS_Mass Care Status REPORT_OPS_Mass
Care Status.docx

7. REPORT_OPS_Public Safety Status REPORT_OPS_Publi
c Safety Status.docx

8. REPORT_OPS_Public Works Status REPORT_OPS_Publi
c Works Status.docx

9. REPORT_OPS_Search&Rescue REPORT_OPS_Searc
h&Rescue.docx

10. REPORT_OPS_Transportation Status REPORT_OPS_Trans
portation Status.doc

11. REPORT_OPS_Utility Status REPORT_OPS_Utility
Status.docx

12. REPORT_P&I_Local Government After Action REPORT_P&I_Local Government After Ac

13. REPORT_P&I_Situation Status REPORT_P&I_Situati
on Status.docx
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EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 281

4.1.7 EOC Plans
The table below list 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 Template

1. PLAN_P&I_Advance PLAN_P&I_Advance.
docx

2. PLAN_P&I_Demobilization PLAN_P&I_Demobili
zation.docx

3. PLAN_P&I_EOC Action PLAN_P&I_EOC
Action.docx

4.1.8 EOC Guides
The table below list 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 GUIDE_F&A_PA
Damage Categories.

2. GUIDE_MGT_77 Most Asked Questions in an
Emergency GUIDE_MGT_77
Most Asked Questio

3. GUIDE_MGT_Emergency Alert System (EAS) GUIDE_MGT_Emerg ency Alert System (EA

4. GUIDE_MGT_EPI-JIC SOP GUIDE_MGT_EPI-JIC
SOP.docx
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@I I
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 282

5. GUIDE_MGT_Legal Authorities GUIDE_MGT_Legal
Authorities.docx

6. GUIDE_MGT_Recovery Plan_Project Management GUIDE_MGT_Recov ery Plan_Project Man

7. GUIDE_P&I_EOC Org Chart GUIDE_P&I_EOC
Org Chart.docx

8. GUIDE_P&I_Planning P GUIDE_P&I_Plannin
g P.docx
25 - 366
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 283
5 Appendix A - Resources
Category Kind Function Specifications Quantity Owner Location 25 - 367
EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 284

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EMERGENCY OPERATIONS PLAN, PART 2
CITY OF SOUTH PASADENA, CA 285
6 Appendix B - Contact List
Person or
Location Name
Title or
Function Phone Number Email Other
25 - 369
ATTACHMENT 3
Earthquake Annex
25 - 370
City of South Pasadena
Emergency Operations Plan

EARTHQUAKE ANNEX
June 2022
Approved:____________________Title:__________________Date:_____________ 25 - 371

FOREWORD
The Southern California area sits on some of the most unstable ground in the country.

Some 10 million people work and live above the 200+ known earthquake faults throughout the Region. Earthquake faults are a result of tectonic plates pushing together, 6 to 15 miles beneath the earth’s surface. The movement between the North American Plate and the Pacific Plate pushes Los Angeles County north, about 1 ¾ inches per year. Los Angeles County is 3 meters (10 ft) closer to San Francisco today than it was in 1924.

Southern California experiences more than 200,000 earthquakes every decade.

Fortunately, most are too small to be felt. Notable exceptions are the Sylmar earthquake, February 9, 1971; the Whittier earthquake, October 1, 1987; and the Northridge earthquake, January 17, 1994. Seismologists predict an 80 to 90% probability, of a magnitude 7+ earthquake in Los Angeles, before 2024. Because of those predictions, South Pasadena remains on constant alert to seismic activity.

When a “major earthquake” strikes the City of South Pasadena, the entire City will experience significant impact but it is unlikely that the entire City will be totally devastated.

There will be pockets of damage with lesser amounts of damage, over a wide area. The infrastructure will sustain substantial damage including structure collapse and the interruption of transportation routes, utilities, and communications. The City’s Public Safety Departments may respond to numerous fires, persons trapped in collapsed structures, hazardous materials releases, traffic collisions, and a variety of medical emergencies.

The City of South Pasadena Earthquake Annex has been developed, to be a guide, for Earthquake Emergency Operations.
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CONTENTS
FOREWORD ................................................................................................................................................... 1 CONTENTS..................................................................................................................................................... 2 MANAGEMENT AND ORGANIZATION............................................................................................... 3 INCIDENT COMMAND SYSTEM....................................................................................................... 3 CITY EMERGENCY OPERATIONS ORGANIZATION.............................................................. 3 DEPARTMENT HEAD POSITION CHECKLIST........................................................................... 3 AREA COMMAND.................................................................................................................................... 4 PUBLIC SAFETY DEPARTMENTS INITIAL PRIORITIES....................................................... 5 RECONNAISSANCE OF THE CITY ................................................................................................. 5 OPENING OF THE EMERGENCY OPERATIONS CENTER (EOC)................................... 5

SOUTH PASADENA POLICE DEPARTMENT (SPPD) AND VERDUGO FIRE COMMUNICATIONS CENTER (VFCC) OPERATIONAL PROCEDURES........................ 6 RESPONSE IF VFCC IS NON-OPERATIONAL........................................................................... 6 DISASTER MODE.................................................................................................................................... 7 AREA COMMANDER POSITION CHECKLIST............................................................................ 7 ZONE COMMAND POSITION CHECKLIST.................................................................................. 8 EMERGENCY OPERATIONS CENTER ACTIVATION MATRIX .......................................... 9 EARTHQUAKE OPERATIONS............................................................................................................. 10 EMERGENCY MODE (EEM) ............................................................................................................ 10 25 - 373
Earthquake Annex | 3
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MANAGEMENT AND ORGANIZATION
Unlike most other large emergency incidents that may impact South Pasadena, a major earthquake has the potential to impact the entire City at one time. Therefore, the command structure in the City may be more complex, and involve more levels than most other incidents. For any earthquake causing significant damage within the City of South Pasadena, the Emergency Operations Center (EOC) may be activated, and field operations may be controlled under an Area Command structure. All operations will be conducted under standard Incident Command System principles.

INCIDENT COMMAND SYSTEM
Incident Command will be handled by a Unified Command. Unified Command is a team effort process that allows all agencies, with political, geographical, or functional responsibility for an incident, to establish a common set of incident objectives and strategies, that all can agree upon. Command may be unified for geographic or political reasons.

CITY EMERGENCY OPERATIONS ORGANIZATION
During a local emergency, the City Manager is the Director of the Emergency Services (Municipal Code Sect. 11). As Director, the City Manager is authorized to promulgate, issue and enforce rules, regulations, orders, and directives that he/she considers necessary for the protection of life and property. The City Manager exercises full authority over operations of the various City Departments.

DEPARTMENT HEAD POSITION CHECKLIST
 Check-in upon arrival at the EOC.
 Obtain a briefing on the situation.
 Determine your personal operating location and set up as necessary.  Clarify any issues regarding your authority and assignment and what others in the organization do.
 Participate, as member of Emergency Operations Center general staff.  Provide effective oversight and management of all department operations.  Ensure that field command personnel have a clear understanding of department policies, expectations, limitations, and priorities.
 Evaluate the need for, and request mutual aid resources.  Resolve conflicts concerning overall response priorities, strategies, and/or resource use. Work with staff to establish priority use for scarce resources.  Work with information officer to develop media strategy. 25 - 374
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AREA COMMAND
Area Command is an incident command tool, primarily designed to assist in managing a very large incident or portions thereof, where multiple incident management teams are assigned. Area Command is responsible for the overall direction of multiple incident command teams. This includes insuring that conflicts are resolved, incident objectives are established, and strategies are selected for the use of critical resources. It may be pre-established for “predicted earthquakes,” it may be established spontaneously following an earthquake. When Area Command is established, Incident Commanders, for the incidents under its authority, will report to the Area Commander. For incidents under its authority, Area Command has the responsibility to:
• Set overall incident related priorities.
• Allocate critical resources, based on priorities.
• Ensure that incidents are properly managed.
• Ensure that incident(s) objectives are met and do not conflict with each other or with City policy.

The Unified Area Command organization in our City initially will normally consist of the South Pasadena Fire Department (SPFD) Battalion 9 Chief and the South Pasadena Police Department (SPPD) Watch Commander. Unified Area Command will be established simultaneous with the City-wide drive through windshield survey by SPFD and SPPD units.

Major events such as earthquakes, floods, civil disturbances, multiple wildland fires, or terrorist activity may create a large number of incidents. Due to their size and potential impact, these events provide an appropriate environment for the possible use of Area Command.

As with any element of Incident Command System (ICS), the use of Area Command is incident driven and will be implemented to meet the span of control needs of a dynamic event. Area Command may also be pre-designated for significant situations such as earthquake or anticipated civil disturbance. It may be implemented City-wide or any other selected geographic area.

In areas of concentrated damage or large numbers of incidents, the area command may be divided further into Zones as previously described. Each Zone Commander reports to the Area Commander.

In the City of South Pasadena, Area or Zone Commands are normally established in three predesignated areas:

Area/ Zone 1 – North of Mission Street
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Earthquake Annex | 5
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Area/ Zone 2 – South of Mission Street, West of Meridian Avenue Area/ Zone 3 – South of Mission Street, East of Meridian Avenue

PUBLIC SAFETY DEPARTMENTS INITIAL PRIORITIES
• During an earthquake all public safety shall seek shelter for personal protection using the “duck, cover, and hold on” method.
• Once shaking has stopped, all response vehicles shall be removed from their designated area to their earthquake safe area.
• City infrastructure of fire station, city hall, and public works shall be assessed by Fire Department personnel. The Police Station shall be assessed by the Police Department.
• Fire and Police personnel assessing the infrastructure shall check with the Department Head or supervisors for individual department accountability of personnel.
• Fire and Police personnel shall report status of facilities to their respective Unified Area Commander.

RECONNAISSANCE OF THE CITY
• After the City Hall complex has been assessed, E81, RA 81, and SPPD Patrol Units should conduct a reconnaissance of the City using the pre-designated reconnaissance routes and information sheets. A code-3, emergency lights and siren, survey is to be conducted unless otherwise instructed by the Unified Area Command.
• Only significant findings are to be reported to the Unified Area Command. It is imperative to complete a thorough survey of the City. However, this should not eliminate the opportunity for immediate action if necessary to save a life or keep a fire from spreading. Fire and Police personnel recognizing the need to take immediate action shall communicate the circumstances to the Unified Area Commanders.
• Fire and Police units shall return to the Unified Area Command Post when their respective reconnaissance is complete and provide documentation of the status of structures, transportation route, or infrastructure damage. • The Unified Area Command will inform Verdugo; the Chief of Police and Fire Chief using the Earthquake Visual Intensity Scale (EVIS), and status of public safety resources in the City.

OPENING OF THE EMERGENCY OPERATIONS CENTER (EOC)
• In the absence of the Fire Chief, or the Police Chief, the Unified Area Commanders will be responsible for opening the EOC if necessary. If the Unified Area Commanders are unavailable, the on-duty Fire Captain or Watch Commander will open the EOC as time permits.
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• The “ACTIVATION STEPS” binder located in the EOC that should be used as a guide for personnel opening the EOC.

SOUTH PASADENA POLICE DEPARTMENT (SPPD) AND VERDUGO FIRE

COMMUNICATIONS CENTER (VFCC) OPERATIONAL PROCEDURES
When VFCC and the SPPD dispatch are fully operational, calls for service will be sent to the Unified Area Commanders (UAC, BC9 and WC) to prioritize, dispatch and track resources. However, the Unified Area Commanders may, at any time, based on the complexity, severity, and number of incidents occurring within a specific geographic area, create a Zone Command using the above pre-determined areas or designate their own impact areas to ensure an appropriate span of control. That decision will be incident driven.

The Battalion 9 Command Vehicle is set up to become the UAC with additional radios, and cellphones. If available, the front of San Marino Fire Station apron (driveway) is the primary safe area for the Fire Department, and should serve as a primary location for a Unified Area Command Post. In this scenario Battalion 9 Chief Officer will need to communicate with SPPD via radio. If Battalion 9 is not in quarters at Fire Station 91, the safe area front apron at Fire Station 81 may also serve as the Unified Area Command Post, Battalion 9 Chief Officer will need to operate with the SMPD via radio.

If there is a low volume of emergency incidents following an earthquake and no observable damage, SPPD and VFCC will return to normal dispatching. SPFD and SPPD may resume normal operations, and in this scenario VFCC remains fully operational and retains control of field resources, Area Commanders will not be dispatching or tracking resources.

If the earthquake intensity or damage is observed, SPPD Dispatch, VFCC and the Area Commanders will attempt to make a smooth transition of calls for service to the Unified Area Command. Information from the VFCC will be transmitted electronically to the ACP (Area Command Post). SPPD Dispatch will transmit calls for service via radio or runner.

The ACP will then prioritize, assign resources, track, and dispose of the incident, as appropriate.

RESPONSE IF VFCC IS NON-OPERATIONAL
If VFCC is non-operational, the UAC becomes the basis of the organization. The UAC will function as an independent operational system, within the City of South Pasadena.

The UAC will provide coordination and control of activities within that area. Calls for service will be transmitted from SPPD Dispatch directly to the UAC by radio, cell phone or runner.

Commented [DM1]: Verify station #
Commented [EZ2R1]: This is correct. So Pas is 81. San
Marino is 91
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The UAC will assume Unit status-keeping and dispatch responsibilities within the City.

Incidents that are reported during the district survey (“Still alarms”) will be identified by sequential incident numbers starting with the number “1”(one). The UAC will be responsible for assigning incident numbers to all incidents identified in the field.

The UAC will report to the City of South Pasadena Emergency Operations Center, if and when it is established. The UAC will normally be established in a safe area in front of Fire Station 91.

DISASTER MODE
When a citizen calls the Department and requests assistance, the Public Safety Departments have a “duty to respond.” This legal responsibility can be broken by direct notification to the caller that “the City of South Pasadena is in the Disaster Mode and will not respond to your call, until the situation is known.” Calls will be cataloged and transmitted to the Area Commanders for triage and follow up as resources permit.

Incident information will be transmitted to the ACP, via electronic or other means. The ACP will then prioritize, assign resources, track, and closure of the incident, as appropriate.

AREA COMMANDER POSITION CHECKLIST
 Obtain incident briefing.
 Obtain and carry out the delegation of authority, from department command, for overall management and direction of incidents within the designated area command.
 Notify Verdugo Fire Communications (VFCC) of Area Command perimeters along with requesting additional radio channels, resources and staging location(s).  Establish appropriate location for area command post, usually the safe area apron for Fire Station 91 or Station 81.
 Determine and implement appropriate area command organization.  Establish reporting relationships for incident commanders within the designated area command.
 Determine need for, and request, technical specialists, and cooperating or assisting agency representatives.
 Obtain incident briefing and incident action plans from incident commanders, as appropriate.
 Periodically conduct joint meetings with incident commanders, as appropriate (assess incident situations and review incident objectives and strategies, prior to strategy meetings).
 Make priority decisions on critical resource needs.
 Maintain close coordination with adjacent jurisdictions.  Approve incident commanders’ requests for, and release of, critical resources. 25 - 378
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 Approve demobilization plans.
 Ensure that all incidents have incident numbers assigned, either by VFCC or by area command (see incident numbering).
 Maintain a log of major actions / decisions.

ZONE COMMAND POSITION CHECKLIST
 Conduct apparatus radio check in on Zone Tactical channel (Fire Red 7, or Red 11 b/u).
 Assume command of assigned resources.
 Initiate district drive through and have companies relay damage assessments, once completed assign resources based upon greatest need and potential impact.  Establish appropriate location for Zone command post.  Communicate resource requests and resource availability to Area Command.  Develop communications plan within Battalion including available cell phone numbers of commanders.
 Obtain incident briefings and incident action plans from incident commanders, as appropriate.
 Ensure companies begin documentation using ICS 214 forms.  Identify logistical needs and coordinate with Area Command.  Ensure that all incidents have incident numbers assigned either by VFCC or by area command (see incident numbering).
 Maintain activity log.
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EMERGENCY OPERATIONS CENTER ACTIVATION MATRIX
CITY OF SOUTH PASADENA – EMERGENCY OPERATIONS CENTER – ACTIVATION MATRIX

EVENT EXAMPLES AND

CHARACTERISTICS
THREAT

ASSESSMENT
CITY

RESPONSE
LEVEL

RESPONSE ACTIONS
Earthquake Predictions/Advisories –
Level One
Severe Weather Advisories
Minor Localized Incidents Involving
Two or More Departments
Generally Short-Term with Four-toTwelve Hours of Concern

LOW RISK LEVEL
THREE
Initially activate and brief Level
Three EOC staff.

Any staff specifically required by the
requesting agency or EOC Director.

Earthquake Predictions/Advisories –
Level Two, Three
Moderate Earthquake Affecting the
City of South Pasadena
Major Fire, Wind, or Rain Storm
Affecting the City of South
Pasadena
Two or More Large Incidents
Involving Two or More Departments
Longer Term Incident – Two or
More Shifts

MEDIUM RISK LEVEL
TWO
Activate and brief Level Two EOC
staff to include all those
enumerated in Figure 4-5:
• All EOC Section Coordinators
• Liaison representatives as
appropriate
Any staff specifically required by the
requesting agency or EOC Director
City-wide or Regional Emergency
Three or More Departments with
Life Safety Impacts
Mutual Aid Resources May Not Be
Available for Twenty-Four Hours or
More
Long Duration, Several Days to
Weeks
HIGH RISK LEVEL ONE Activate and brief Full Response
Organization, staff to include those
enumerated in Figure 4-6.

Any staff specifically required by the
EOC Director Operate on twelve
hour shifts.
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EARTHQUAKE OPERATIONS
The severity of an earthquake can be expressed in terms of both intensity and magnitude.

However, the two terms are quite different, and they are often confused. Intensity is based on the observed effects of ground shaking on people, buildings, and natural features. It varies from place to place within the disturbed region depending on the location of the observer with respect to the earthquake epicenter. Magnitude is related to the amount of seismic energy released at the hypocenter of the earthquake. It is based on the amplitude of the earthquake waves recorded on instruments. The magnitude of an earthquake is represented by a single, instrumentally determined value.

Seismic waves are the vibrations from earthquakes that travel through the Earth; they are recorded on seismographs. Seismographs record a zig-zag trace that shows the varying amplitude of ground oscillations beneath the instrument. The time, location, and magnitude of an earthquake can be determined from the data recorded by seismograph stations.

The Richter magnitude scale was developed as a mathematical device to compare the size of earthquakes. The magnitude of an earthquake is determined from the logarithm of the amplitude of waves recorded by seismographs. Adjustments are included in the magnitude formula to compensate for the variation in the distance between the various seismographs and the epicenter of the earthquakes. On the Richter Scale, magnitude is expressed in whole numbers and decimal fractions. For example, a magnitude of 5.3 might be computed for a moderate earthquake, and a strong earthquake might be rated as magnitude 6.3. Because of the logarithmic basis of the scale, each whole number increase in magnitude represents a tenfold increase in measured amplitude; as an estimate of energy, each whole number step in the magnitude scale corresponds to the release of about 31 times more energy than the amount associated with the preceding whole number value.

EMERGENCY MODE (EEM)
The City Public Safety Departments will go into Emergency Mode any time a detectable earthquake tremor is felt. It will remain in that mode until either the Battalion Chief and Watch Commander determines otherwise. The intensity and impact of the event will determine the level of response.

All personnel are responsible for their own preparedness. During an earthquake, City employees shall seek the closest safe refuge and assist others in doing the same. They shall follow their respective Department Emergency Plans and assist fellow workers.

When VFCC becomes aware that an earthquake was felt, the dispatch center will immediately go into the Emergency Mode. VFCC will notify all VFCC fire stations, and 25 - 381
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announce their operational capability. SPFD and SPPD will immediately vacate quarters and respond to their pre-designated “safe location.” Public Safety resources will operate from their pre-designated safe location, pending direction from the Unified Area Command.

The Battalion 9 Commander will, as soon as practical, notify the SPPD, that the SPFD is in the Emergency Mode.

If the earthquake was felt at their location, or as directed by the Battalion Commander, SPFD and SPPD resources will immediately commence a drive-through survey of their district. The drive-through shall be done in the “emergency” mode, unless otherwise directed by the Unified Area Command.

Fire Companies and Patrol Units will follow a pre-designated route, paying specific attention to buildings with a high potential for life loss. They will also evaluate the impact on the infrastructure, including transportation routes, utilities, bridges, and public services.

All identified problems should be documented and significant problems shall be reported immediately to the UAC.

While it is clear that the best way to get a comprehensive view of the City is through a thorough a ground survey, it may be unreasonable to expect ground resources in impacted areas to complete their surveys. The UAC will have to evaluate and prioritize incidents, based on the probability of significant injuries or potential for lives saved. When SPPD or SPFD feels compelled to stop at an incident and begin rescue, EMS, or suppression operations, the UAC Commanders shall be notified immediately.

The UAC will support the operation to whatever extent possible by requesting additional resources through their respective channels. When this occurs, the UAC then becomes responsible for all activities within the areas of the City that have not undergone a complete ground survey.

The UAC shall prioritize incidents and dispatch the minimal amount of resources possible.

If available, additional resources may be sent to more complex incidents, when requested by on-scene officers. Resources may be dispatched in configurations that are most appropriate to the incident, this may include individual units, fire companies, Task Forces, or Strike Teams.

Strategic priorities shall be:
• Protecting life
• Protecting property
• Protecting the environment
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All operations should be accomplished in the safest manner possible.

NOTE: This Annex matches the City of San Marino Annex and operations are based on the Area Command expectations of Verdugo Fire Communications. 25 - 383
ATTACHMENT 4
Heat Emergency Annex
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City of South Pasadena
Emergency Operations Plan

Extreme Heat / Power
Interruption Annex
June 2022
Approved____________________Title:___________________Date:_____________ 25 - 385
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CONTENTS
Purpose........................................................................................................................... 3 Decision Points ............................................................................................................... 4 Extreme Weather Conditions .......................................................................................... 5 Objectives ....................................................................................................................... 6 Contacts.......................................................................................................................... 7 Level III............................................................................................................................ 8 Level 1I............................................................................................................................ 9 Level I............................................................................................................................ 10 Attachment A – Excessive Heat & Cooling Center Locations........................................ 11 Attachment B – Mass Notification Templates................................................................ 13 Attachment C – EnERGy Dependent Residents (Confidential) (As of July 2021 none have been identified).............................................................................................................. 14 25 - 386
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PURPOSE
The purpose of this plan is to guide decision makers during extreme heat conditions or when a power shutoff or a rotating outage is impacting South Pasadena. This plan identifies resources, actions and critical issues regarding an extreme heat event, including monitoring, public information, and cooling centers. This document is intended to be used by the City Manager, Police Department, Fire Department, Public Works and Community Services once an Excess Heat Warning has been issued by the National Weather Service (NWS) or power shutoff or rotating outages are impacting South Pasadena. 25 - 387
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DECISION POINTS
This plan will be activated by any Executive Team member when any one of the following occur:
• Heat Advisory issued by the NWS for the Los Angeles/ Oxnard Zone • Predicted 100-degree weather in South Pasadena for 3 or more days • California Independent Service Operator (CAISO) issues a Stage 3 Electrical Emergency or rotating outages during an Excessive Heat event (The CAISO is unable to meet minimum contingency reserve requirements, and load interruption is imminent or in progress)
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EXTREME WEATHER CONDITIONS
Heat Advisory: A Heat Advisory is issued within 12 hours of the onset of extremely dangerous heat conditions. The National Weather Service (NWS) generally issues an advisory when the maximum heat index temperature is expected to be 100 degrees or higher for at least two days, and night time air temperatures will not drop below 75 degrees.

Excessive Heat Watches: Heat watches are issued when conditions are favorable for an excessive heat event in the next 24 to 72 hours. A Watch is used when the risk of a heat wave has increased but its occurrence and timing are still uncertain.

Excessive Heat Warning: An Excessive Heat Warning is issued within 12 hours of the onset of extremely dangerous heat conditions. In general, the NWS issues a Warning when the maximum heat index temperature is expected to be 105 degrees or higher for at least 2 days and night time air temperatures will not drop below 75 degrees.

The NWS, Oxnard Office, advisories, warnings and watches are based mainly on Heat Index Values. Heat advisories are issued by county when any location within that county is expected to reach criteria. The Heat Index, sometimes referred to as the apparent temperature is given in degrees Fahrenheit. The Heat Index is a measure of how hot it really feels when relative humidity is factored in with the actual air temperature. If NWS forecasters believe conditions will exist for two consecutive days in which vulnerable populations may be impacted, they will issue an alert. A heat advisory means that vulnerable populations can be affected by heat if precautions are not taken.
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OBJECTIVES
The overall objectives of the Extreme Heat/Power Interruption Annex are as follows:
• Establish roles and responsibilities for the individual departments. • Provide a public notification of the warning through multiple platforms. • Provide guidance for public safety staffing levels.
• Coordinate the public outreach activities when appropriate. • Facilitate communication between departments in order to make sure the City of South Pasadena is prepared.
• Consider utilizing local volunteer organizations such as Neighborhood Watch to reach-out and assist the elderly and disabled as needed during a prolonged heat event.
• Consider requesting assistance from the South Pasadena Unified School District to provide greater access to District swimming pools during a prolonged, or extreme heat event.

In order to protect life and property, appropriate preparedness and mitigation techniques need to take place which is why this document was created.

Please take the time to familiarize yourself with this plan.

Any questions, comments, and/or updates regarding this plan can be directed to:

Fire Chief Paul Riddle
[email protected]
(626) 403-7300
-OrDivision Chief Eric Zanteson
[email protected]
(626) 403-7300
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CONTACTS
Southern California Edison Public Relations Manager
Jeanette Soriano
(626) 221-9311
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LEVEL III
Decision Point:
• Heat Advisory or Excessive Heat Watch Issued by the
National Weather Service for Los Angeles / Oxnard
• Predicted 100-degree weather in South Pasadena for 2 or more days in a row
Responsible
Department / Agency Level III – Actions
Emergency Manager /
Fire Chief
Monitor weather information using the National Weather
Service data and locally available weather stations.

Issue crisis communications on the City’s website and social media platforms (Nixle, Facebook, Twitter…).

Consider activating a resident Support Hotline.

SPPD Command Staff Monitor information received from the Fire Department.

Community Services
Staff
Consider establishing a Cooling Center at designated City operated locations for predicted Heat Advisory events.

Consider extended Public Library hours of operation, and post flyers for resident information.

Public Works Staff
Send the Emergency Manager / Fire Chief any pertinent
information from concerning SP Public Works systems
operation.

Monitor information received from the City’s Emergency
Manager / Fire Chief.

Ensure City fuel supplies are sufficient throughout the heat advisory and extreme heat conditions.

City Manager
Monitor information received from the Public Safety Chiefs and/or SP Public Works.

Forward information to City Council as necessary.
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LEVEL II
Decision Point:
• Excessive Heat Warning Issued by the National Weather Service for Los Angeles / Oxnard
• Predicted 105-degree weather in South Pasadena for 2 or more days in a row
Responsible
Department / Agency Level II – Actions
Emergency Manager /
Fire Chief
Monitor weather information using the National Weather
Service data and locally available weather stations.

Issue an Excessive Heat Warning Press Release to the local news media as well as placing it on the City’s website.

Post Excessive Heat information on the Police Department’s social media platforms (Nixle, Facebook, Twitter etc.).

Post press release and create an event situation status for Excessive Heat Warning to Los Angeles County Operational Area Response and Recovery System (OARRS).

Consider activation of the EOC to Level III for monitoring of the event.

Consider change to Employee Information Hotline
messaging.

Activate the Resident Support Hotline.

SPPD Command Staff Monitor information received from the Fire Department.

Community Services
Staff
Establish Cooling Centers at the Public Library for the predicted Heat Advisory events.

Consider extended Public Library hours of operation, and post flyers for resident information.

Public Works Staff
Send the Emergency Manager / Fire Chief any pertinent
information concerning SP Public Works systems operation.

Monitor information received from the City’s Emergency
Manager / Fire Chief.

Ensure City fuel supplies are sufficient throughout the extreme heat conditions.

City Manager
Monitor information received from the Public Safety Chiefs and/or SP Public Works.

Forward information to City Council as necessary.
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LEVEL I
Decision Point: • CAISO issues a Stage 3 Electrical Emergency or rotating outages.

Responsible
Department / Agency Level I – Actions
Emergency Manager /
Fire Chief
Monitor weather information using the National Weather
Service data and locally available weather stations.

Complete necessary items from the Level II Checklist.

Consider activating the EOC to support Stage 3 Electrical Emergency or rotating outages.

Post press release and create an event situation status for Power Interruption to OARRS.

Consider activating Community Alerting processes such as Connect South Pasadena
Contact Energy Dependent Residents and assess needs (if resources permit)
Change Employee Emergency Information Hotline
messaging.

Activate the Resident Support Hotline
SPPD Command Staff Monitor information received from the Fire Department.

Disseminate to SPPD personnel as necessary.

Community Services
Staff Complete necessary items from the Level II Checklist.

Public Works Staff
Monitor information received from the Fire Department.

Ensure City fuel supplies are sufficient throughout the extreme heat conditions.

City Manager
Monitor information received from the Public Safety Chiefs and/or SP Public Works.

Consider EOC activation.

Consider Alert and Warning / Public Outreach.

Forward information to City Council as necessary.
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ATTACHMENT A – EXCESSIVE HEAT & COOLING CENTER

LOCATIONS
DATE
SAMPLE PRESS RELEASE:

FOR IMMEDIATE RELEASE PRESS RELEASE #
(XXX)
Subject: Excessive Heat Warning & Cooling Center Locations Contact: XXXXXXXXX
The National Weather Service has issued an Excessive Heat Warning for the National Weather Service, Los Angeles/Oxnard Office effective (Sunday, October 22, 20XX at 6:00 a.m. through Wednesday, October 25, 20XX at 6:00 p.m.) (A wind advisory has also been issued where winds speed between 15-25 mph and gusts of up to 40 mph are possible.

Temperatures will near or be in excess of 90 degrees.) An elevated sense of awareness is imperative during extreme weather conditions.

South Pasadena has Official Cooling Centers:

South Pasadena Public Library – 1100 Oxley Street
South Pasadena Senior Center – 1102 Oxley Street
War Memorial Building – 435 Fair Oaks Ave (backup location) Cooling Center Hours area as follow:

Prolonged exposure to excessive temperatures may cause serious conditions like heat exhaustion or heat stroke which can be fatal. Symptoms of heat exhaustion may include heavy sweating, muscle cramps, weakness, headache, nausea or vomiting and dizziness. Warning signs of heat stroke may include an extremely high body temperature, unconsciousness, confusion, hot and dry skin (no sweating), a rapid, strong pulse, and a throbbing headache. If symptoms of heat stroke occur, immediately call for medical assistance. Move the person to a shady area and begin cooling their body with water.

Recommended precautions to prevent heat related illnesses include:
• Drink plenty of water; don’t wait until you are thirsty. • Wear light, loose-fitting clothing.
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• Stay out of the sun if possible, and when in the sun wear a hat, preferably with a wide brim, and use sunscreen.
• Avoid strenuous activities if you are outside or in non-air-conditioned buildings. If you are working outdoors, take frequent rest and refreshment breaks in a shaded area.
• Never leave children, elderly people or pet unattended in closed cars or other vehicles.
• Check on those, like neighbors, who are at high risk to make sure they are staying cool – including seniors who live alone, people with heart or lung disease, and young children.
• Stay cool indoors – if your home is not air conditioned, visit public facilities such as shopping malls and libraries to stay cool.
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ATTACHMENT B – MASS NOTIFICATION TEMPLATES
Connect South Pasadena
This is the City of South Pasadena with an important message on (date & time). Southern California Edison (SCE) may experience power interruption in the City of South Pasadena service area. For questions contact SCE at (800) 611-1911.

Nixle
Southern California Edison may experience power interruption in the City of South Pasadena. For further information contact SCE at (800) 611-1911.

Social Media
Southern California Edison may experience power interruption in the City of South Pasadena.

For questions contact SCE: (800) 611-1911.
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ATTACHMENT C – ENERGY DEPENDENT RESIDENTS
(CONFIDENTIAL) (AS OF JULY 2021 NONE HAVE BEEN IDENTIFIED) The following energy dependent residents will be contacted, if resources permit, in the event of a power emergency lasting longer than 2 hours.

Address: Address:

Affected
Residents:

Contact Name: Contact Name:

Primary Phone: Primary Phone:

Secondary Phone: Secondary Phone:

Address: Address:

Affected
Residents:

Contact Name: Contact Name:

Primary Phone: Primary Phone:

Secondary Phone: Secondary Phone:

Address: Address:

Affected
Residents:

Contact Name: Contact Name:

Primary Phone: Primary Phone:

Secondary Phone: Secondary Phone:

Address: Address:

Affected
Residents:

Contact Name: Contact Name:

Primary Phone: Primary Phone:

Secondary Phone: Secondary Phone:

Address: Address:
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Affected
Residents:

Affected
Residents:

Contact Name: Contact Name:

Primary Phone: Primary Phone:

Secondary Phone: Secondary Phone:
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South Pasadena City CouncilDecember 7, 2022

South Pasadena City Council
December 7, 2022