2017-02 - RESOLUTION NO. 2017-02
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A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GRAND
TERRACE, STATE OF CALIFORNIA, ADOPTING THE . CITY OF
GRAND TERRACE 2017 EMERGENCY OPERATIONS PLAN
WHEREAS, the City of Grand Terrace recognizes the importance of a unified
and consistent system to prepare for, respond to, recover from; and mitigate hazardous
and disaster incidents that could have an impact on the City; and
WHEREAS, the City of Grand Terrace contracted on March 22, 2016, with
Innovative Emergency Management Inc. represented by Mike Gregory to prepare a duly
assessment of-the City's emergency service and resources, to update the Emergency
Operations Plan and update the Emergency Operations Manual; and
WHEREAS, on January 31, 2017, a special workshop meeting was conducted
for the City Council, where Michael Gregory conducted a' presentation of the
Assessment Report, the Emergency Operations Coordination, and a presentation of the
City of Grand Terrace Emergency Operations Plan, and
WHEREAS, the Emergency Operations Plan provides a comprehensive strategic
level of direction and procedures for the City of Grand Terrace to prepare for.significant,
or catastrophic natural, environmental, or human caused disasters, that require a
� coordinated response; and
WHEREAS, the Emergency Operations Plan describes the fundamental
systems, strategies, policies, assumptions, responsibilities and operational priorities that
the State of California will utilize to guide and support emergency management efforts;;
and
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF GRAND
TERRACE DOES HEREBY RESOLVE AS FOLLOWS:
1. The City Council hereby accepts and adopts the revised City of Grand Terrace;
Emergency Operations Plan dated January 31, 2017, and attached hereto.
2. The Emergency Operations Plan will be reviewed, revised and re-promulgated
every five years or whenever substantial changes occur.
3. Non—substantive, changes to the Emergency Operations Plan may be made
administratively by the City Manager.
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Page 1 of 2
PASSED APPROVED AND ADOPTED by the City Council of the City of Grand
Terrace, California, at a regular meeting held on the 14th day of March, 2017.
D rcy Mc ab e
ATTEST:
Debra L. Thomas
City Clerk
APPROVED AS TO FORM:
Richard L. Adams II
City Attorney
Page 2 of 2
G��Ni� TE�ZRRCE � Cityof Grand Terrace
Emergency
Operations Plan
Part I Basic Plan
E January 31, 2017
fi
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CITY OF GRAND TERRACE Foreword
,E RAF Emergency Operations Plan
FOREWORD
This Emergency Operations Plan(EOP) is governed by a wide range of laws, regulations,plans,
and policies. The National Response Framework (NRF), National Incident Management System
(NIMS), the Standardized Emergency Management System (SEMS), and the State of California
Emergency Plan provide planning and policy guidance to local entities. Collectively, these
documents support the foundation for the City's EOP.
The EOP is an all-hazard plan describing how the City will organize and respond to incidents. It
is based on and is compatible with the laws, regulations, plans, and policies listed above. The
EOP also addresses the integration and coordination of resources and activities with other
governmental agencies, special districts, and private-sector partners.
Government, at all levels, and others must be prepared to respond to emergency or disaster
conditions to maximize the safety of the public and to minimize property damage. It is the goal
of the City of Grand Terrace that responses to.such conditions are done in the most organized,
efficient, and effective manner possible. To aid in accomplishing this goal, the City has.adopted
the principles of the National Incident Management System (NIMS), the Standardized
Emergency Management System (SEMS), the National Response Framework(NRF), and the
Incident Command System (ICS).
Public officials, departments, employees, and volunteers that perform emergency and/or first
response functions must be properly prepared. Department heads shall, to the extent possible,
ensure that necessary training is provided to themselves and their employees to further prepare
them to successfully carry out assigned emergency response roles. To the extent possible, the
procurement and maintenance of essential response equipment will also be accomplished in
support of this goal. All emergency response personnel and essential support staff must be
familiar with this EOP and the supporting procedures and documents.
Through an integrated framework of emergency plans and procedures involving all stakeholders
in the emergency management community, the City of Grand Terrace will promote effective
planning and coordination prior to an emergency, thereby ensuring a more effective response and
recovery.
i
CITY OF GRAND TERRACE Letter of Promulgation
RA Emergency Operations Plan
.0
GR[aHD TE7� ACHE
January 31, 2017
To: City Officials, Employees, and Citizens of the City of Grand Terrace
Re: Letter of Promulgation
The preservation of life, property,and the environment is an inherent responsibility of local,
state, and federal governments. The City of Grand Terrace has prepared this Emergency
Operations Plan (EOP) to ensure the most effective and economical allocation of resources for
the maximum benefit and protection of the community in time of emergency.
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While no plan can completely prevent loss of life and property, good plans carried out by
knowledgeable and well-trained personnel can and will minimize losses. This plan conforms to
current state and federal guidelines for emergency plans and complies with the California
Standardized Emergency Management System (SEMS) and the National Incident Management
System (NIMS) standards.
The objective of this plan is to incorporate and coordinate all the facilities and personnel of the
City into an efficient organization capable of responding to any emergency.
This EOP is an extension of the State of California Emergency Plan and the National Response
Framework and will be reviewed and exercised periodically and revised as necessary to meet
changing conditions.
The City Council gives its full support to this plan and urges all officials, employees, and
citizens, individually and collectively, to do their share in the total emergency effort for the City
of Grand Terrace.
Darcy McNaboe Approval Date
Mayor, City of Grand Terrace
H
CITY OF GRAND TERRACE Plan Concurrence
,ERax Emergency Operations Plan
SIGNED CONCURRENCE BY PRINCIPAL DEPARTMENTS
The undersigned representatives of principal departments concur with the mission, goals, and
objectives of the Grand Terrace Emergency Operations Plan (EO.P). As needed, revisions will be
submitted for review by the undersigned or their designees.
3/14/2017
City Manager's Office Date
G. Harold Duffey, City Manager
3/14/2017
Planning and Development Services Department Date
Sandra Molina, Director, Planning and Development
Services
3/14/2017
Public Works Date
Alan French, Director, Public Works
3/14/2017
.City Clerk Date
Cynthia A. Fortune, Deputy City Clerk
3/14/2017
Child Care Services Date
Linda Phillips, Director, Child Care Services
3/14/2017
Finance Department Date
Cynthia Fortune, Assistant City Manager/Director,
Finance
3/14/2017
Fire Services Date
Dan Wooters, Battalion Chief, San Bernardino County
Fire Department
3/14/2017
Law Enforcement Services Date
Hector Gomez, Captain, San Bernardino County
Sheriff s Department
iii
CITY OF GRAND TERRACE ��.8�U °~� Contents�
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1 INTRODUCTION..........................................................................................................................................1
12 Purpose..............................................................................................................................................................1
1.2 Scope.................................................................................................................................................................1
13 Plan Organization -----------------------------------------------1
2 SITUATION AND ASSUMPTIONS...........................................:.....................................................................3
2.1 Hazard and Threat Analysis Summary...............................................................................................................3
IZManning Assumptions......................................................................................................................................
'
23 Natural Hazards................................................................................................................................................6
2.4 |ndustriakTechno|ogical/Man'Made Hazards..................................................................................................G
2.5 Capability Assessment------------------------'--------------------J
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3 EMERGENCY MANAGEMENT ORGANIZATION............................................................................................Q
3.1 Organization, Roles,and Responsibilities.........................................................................................................8
�
3] Standardized Emergency Management System (SBNS)-Based Emergency Organization ---------..14
3.3 Emergency Functions--------------'------------'---_-----T------'16
4 CONCEPT Of OPERATIONS................ .......................................................................................................19
4.1 Overview.............................................................................................................. --------------I9
4.2 Emergency Management Phases ...................................................................................................................19
4.3 Emergency Declarations.................................................................................................................................23
4.4 Notification and Mobilization...........................................................................................................................Z5
4.5 SEN1S Coordination Levels.....................------------------------------- ..........25
4.6 Incident Command System...........................................
...................................................................................Zb
5 EMERGENCY OPERATIONS CENTER..........................................................................................................20
52 Emergency Operations Center Organization...................................................................................................Z8
52 Special Districts, Private And Nonprofit Agencies..........................................................................................29
53 Primary And Alternate EO[.............................
/..............................................................................................30
54 Activation/Deactivation ofEO[......................................................................................................................3O
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5.5 Reld/EO[Communications and Coordination...............................................................................................]z
5.6 Fije|d/EOC Direction And Control Interface.....................................................................................................3l
5.7 Field Coordination with DOCs and EOCo........................................................................................................33
`
�iv
CITY OF GRAND TERRACE Table of Contents
Emerge ncy.Operations Plan
6 MUTUAL AID................::..........................................................................................................................34
7 INFORMATION COLLECTION,ANALYSIS,AND DISSEMINATION................................................................35
7.1 Technology......................................................................................................................:................................35
8 PUBLIC INFORMATION.............................................................................................................................37
8.1 Overview.........................................................................................................................................................37
8.2 Responsibility......................................................................................:............................................................37
8.3 Function..........................................................................................................................................................38.
8.4 Joint Information Center................................................................................................................................38
8.5 Public Awareness and Education......:.............................................................................................................39
9 ACCESS AND FUNCTIONAL NEEDS............................................................................................................41
10 CONTINUITY OF GOVERNMENT...............................................................................................................42
10.1 Overview.........................................................................................................................................................42
10.2 Alternate Government Facilities........................'........................:....................................................................43
10.3 Vital Record Retention.......:..........................:..................................................................................................43
11 RECOVERY OVERVIEW..............................................................................................................................45
11.1 Overview.........................................................................................................................................................45
11.2 Recovery Organization....................................................................................................................................46
11.3 Recovery Damage Assessment.......................................................................................................................47
11.4 Recovery Documentation...................................................................................:...........................................48
11.5 Recovery After-Action Reports........................................................................................................................49
11.6 Recovery Disaster Assistance.......................................................................................................................:.50
12 ADMINISTRATION AND LOGISTICS............................................................................................................53
12.1 Administration.................................................................................................................................................53
12.2 Logistics..........................................................................................................................................................54
13 EMERGENCY PLAN MAINTENANCE AND DISTRIBUTION...........................................................................55
13.1 Record of Changes..........................................................................................................................................55
13.2 Record of Distribution....................................................................................................................................55
14 STANDARD OPERATING PROCEDURES DEVELOPMENT............................................................................56
15 TRAINING AND EXERCISES.......................................................................................................................57
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15.1 Preparedness Training......................................:..............................................................................................57
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..� �� CITY OF GRAND TERRACE Table of Contents
ERf Emergency Operations Plan
15.2 Preparedness Exercises..................................................................................................................................57 .
APPENDIX 1:AUTHORITIES AND REFERENCES......................................................................................................59
LocalAuthorities.....................................................................................................................:...............................59
StateAuthorities........................................................................................................................................................59
FederalAuthorities..................................................................................................................................................59
References...............................................................................................................................................................60
APPENDIX 2:GLOSSARY OF TERMS......................................................................................................................61
APPENDIX3:CONTACT LIST..................................................................................................................................76
APPENDIX 4:STANDARDIZED EMERGENCY MANAGEMENT SYSTEM EOC POSITION CHECKLISTS.........................77
APPENDIX 5:SUPPORTING DOCUMENTATION.....................................................................................................78
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i
CITY OF GRAND TERRACE Section 1
n ;ERa Emergency Operations Plan . Introduction
1 INTRODUCTION
1.1 PURPOSE
This Emergency Operations Plan(EOP)provides a comprehensive, single source of guidance
and procedures for the City of Grand Terrace to prepare for and respond to significant or
catastrophic natural, environmental, or human caused risks that produce situations requiring
coordinated response. It further provides guidance regarding management concepts relating to
the response and abatement of various emergency situations, identifies organizational structures
and relationships, and describes responsibilities and functions necessary to protect life and
property. The plan is consistent with the requirements of the Standardized Emergency
Management System (SEMS) as defined in Government Code Section 8607(a) for managing
response to multiagency and multi jurisdictional emergencies. SEMS incorporates the use of the
Incident Command System (ICS), mutual aid, the operational area concept, and
multi/interagency coordination.
In accordance with the City of Grand Terrace Municipal Code and the California Emergency
Services Act (ESA), this plan is in effect at all times and applies to all functions of the City.
1.2 SCOPE
This plan provides guidance on response to the City's most likely and demanding-emergency
conditions. It does not supersede the well-established protocols for coping with day-to-day
emergencies involving law enforcement, the fire service, medical aid, transportation services,
flood control, or other discipline-specific emergency response systems. Rather,it places
emphasis on those unusual and unique emergency conditions that will require extraordinary
response beyond the ability of any one set of organizations to respond. Neither does this plan
include detailed response-level operating instructions. Each organization identified in this plan is
responsible for and expected to develop, implement, and test procedures, instructions, and
checklists that reflect cognizance of the emergency management concepts contained herein.
1.3 PLAN ORGANIZATION
There.are five parts to this Emergency Plan: the Basic Plan, Emergency Function Annexes,
Support Annexes, Hazard-Specific Annexes, and Appendices.
Basic Plan: The Basic Plan describes the fundamental systems, strategies,policies, assumptions,
.responsibilities, and operational priorities,that California will utilize to guide and support
emergency management efforts.
Essential elements of the basic plan include:
A description of the emergency services that are provided by governmental agencies and
how resources are mobilized;
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CITY OF GRAND TERRACE Section,1
F aE Emergency Operations Plan Introduction
• An outline of the methods for carrying out emergency operations and the process for
rendering mutual aid;
• An overview of the system for providing public information; and
• Emphasis on the need for continuity planning to ensure uninterrupted government
operations.
These elements culminate with a comprehensive emergency management concept of operations
that outlines the relationships and responsibilities for state government and its political
subdivisions.
Emergency Function Annexes: This plan implements Emergency Function working groups,
which will develop functional annexes that follow an established format to describe discipline-
specific goals, objectives, operational concepts, capabilities, organizational structures, and
related policies and procedures. The functional annexes will be developed separately from the
basic plan and will make reference to existing agency and department plans and procedures.
Supporting plans and documents should be listed in an attachment to each functional annex.
Support Annexes: The support annexes describe the framework through which the City of
-Grand Terrace departments and agencies, the private sector, not-for'profit and voluntary
organizations, and other nongovernmental organizations (NGOs).coordinate and execute the
—� common emergency management strategies. The actions described in the support annexes apply
to nearly every type of emergency.
Hazard-Specific Annexes: The hazard-, threat-, or incident-specific annexes describe the
policies, situation, concept of operations, and responsibilities for particular hazards, threats, or
incidents.
Appendices: Subsequent plans and procedures that are developed in support of the EOP, such as
mutual aid plans, hazard-specific plans, catastrophic plans, and related procedures will be
incorporated by reference and maintained separate from the basic plan.
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CITY OF GRAND TERRACE Section 2
a.
,ERr Emergency Operations Plan Situation and
Assumptions \'
2 SITUATION AND ASSUMPTIONS
2.1 HAZARD AND THREAT ANALYSIS SUMMARY
The City of Grand Terrace is located 50 miles east of downtown Los Angeles and 55 miles west
of Palm Springs in the County of San Bernardino. The City is situated off the I-215 freeway,
between the I-10 and the 60 freeways, encompassing an area of approximately 3.6 square miles.
The City has a current population of 12,337. It is bound on the west, north, and east by the City
of Colton and on the south by a Riverside County unincorporated area. The City was
incorporated in 1978 as a-general law city, operating under a council/city manager form of
government.
The City, which has an approximate elevation of 2,000 feet, lies at the base of a mountain and is
known as the"Blue Mountain City."The existing land uses within the City are primarily
residential, but the City has a business district and light industrial district, as well as two mobile
parks. The City has several water aqueducts, a canal (the Gage Canal), and three reservoirs. The
reservoirs include all of Palm Ave.,particularly near Observation, and a reservoir also borders
High Grove at the foot of Blue Mountain.
Temperatures in the City range from an average high of 80°F and an average low of 53°F. The `
climate is characterized by hot dry summers when temperatures can rise above 100°, and
moderate winters, with rare freezing temperatures. A major portion of the precipitation occurs
between December and March. Snow in the upper reaches of the area is possible, but is not
considered an important contributing factor to'runoff.
3
y � CITY OF GRAND TERRACE Section 2
Aa , Emergency Operations.g Y Plan Situation and
-� Assumptions
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The City is exposed to many hazards, all of which have the potential to disrupt the community,
causing damage and creating casualties. Possible natural hazards include earthquakes, floods,
wildfires, and winter storms. Other man-made disaster situations could develop from hazardous
material (HazMat) accidents, public health-related incidents, major transportation accidents, or
acts of terrorism. The threat of a war-related incident such as a nuclear,biochemical, or
conventional attack is present as well.
The organ izations.described or noted in this plan will be aware of significant emergency
conditions as they arise. These conditions will trigger a response consistent with the respective
responsibilities and roles defined either by this plan or other legal and policy frameworks. The
responding organizations will be constrained in their response by the level of training, readiness
activities, and interagency coordination undertaken prior to the event.
• The citizens of Grand Terrace will be expected to provide for their immediate needs to
the extent possible for at least two weeks following a catastrophic event, or for at least 72
hours following a location-specific event. This may include public as well as private
resources in the form of lifeline services.
• A catastrophic earthquake would adversely impact local, County, and state government
response capabilities. Consequently, a number of local emergencies would be declared.
• Communications, electrical power, water and natural gas lines, sewer lines, and fuel
stations will be seriously impaired during the first 24-72 hours following a major
earthquake and may not be fully restored for 30 days or more.
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g� CITY OF GRAND TERRACE Section 2
RarE Emergency Operations Plan Situation-and
Assumptions
• Transportation corridors will be affected so only equipment, foodstuffs, supplies, and
materials on hand will be available for use during the first 72 hours of emergency
operations.
• It is possible only emergency response personnel on duty at the time of a significant
earthquake will be available during the first 6-12 hours. Mission capability may be
available within 24 hours.
• In the event of a catastrophic earthquake, a clear picture regarding the extent of damage,
loss of life, and injuries may not be known for at least 36 hours.
2.2 PLANNING ASSUMPTIONS
• Due to limited staff and resources, a major emergency or disaster may overwhelm the
capabilities of Grand Terrace to provide prompt and effective emergency response and
recovery. Mutual aid will be requested when disaster relief requirements exceed the
City's ability to meet them.
• Transportation infrastructure may be damaged or disrupted. Emergency responders may
have difficulty reaching people, and evacuation routes may cause traffic backups,
slowing egress from damaged areas. The movement of emergency supplies may be
impeded.
• Communication infrastructure may be damaged or disrupted, thus slowing dissemination
of information and the reporting of persons needing help.
• Homes,businesses, public buildings, antenna sites, and other critical facilities may be
damaged or destroyed. Public utilities may be damaged and either completely or partially_
inoperable.
• Emergency medical services and transport ambulances may be in short supply. Medical
and health care facilities that do remain.open may be overwhelmed with medical care
requests. Additionally,medicines may be in short supply.
• Damage to facilities that use hazardous or toxic chemicals could result in the release of
these hazardous materials into the environment.
• Businesses in Grand Terrace may not be able to supply the public with basic necessities
such as food, water, blankets, etc. Additionally,businesses may have difficulty remaining
open.
• Volunteers will come from within the City. Some volunteers may come from other areas
to help, which may present challenges with accountability. Donated goods that are not
presently needed may be dropped off at various locations.
• Effective emergency operations require periodic training and exercises.
• Grand Terrace emergency personnel and disaster service workers will utilize SEMS and
the National Incident Management System (NIMS).
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CITY OF GRAND TERRACE Section 2
R.E Emergency Operations Plan Situation and
Assumptions
• City communication and work centers may be destroyed or rendered inoperable during a
disaster. Normal operations can be disrupted during a general emergency; however, the
City can still operate effectively if public officials, first responders, employees,
volunteers, and residents are:
■ Familiar with established policies and procedures;
■ Assigned pre-designated tasks;
■ Provided with assembly instructions; and
■ Formally trained in their duties, roles, and responsibilities required during emergency
operations.
• The City's planning strategies will make every effort to consider the needs of the general
population, children of all ages, individuals with disabilities and others with access and
functional needs, immigrants, individuals with limited English proficiency, and diverse
racial and ethnic populations.
2.3 NATURAL HAZARDS
The City of Grand Terrace General Plan—Public Safety Element identified the following natural
hazards:
• Wildfires
• Earthquake
• High winds/straight line winds
• Extreme heat
• Utility failure/power disruption
• Flooding
• Dam failure
• Drought and water shortage
• Landslides
The.San Onofre nuclear power plant located about 60 miles fi om Grand Terrace was previously
identified as a hazard,but it has since been shut down. Flooding could be from rainfall or from
infrastructure within the City such as aqueducts, the Gage Canal, and City reservoirs.
2.4 INDUSTRIAL/TECHNOLOGICAL/MAN-MADE HAZARDS
In addition to natural hazards, the City may be faced with the following industrial, technological,
or man-made hazards:
• Public health emergency
I—J • HazMat incident. .
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CITY OF GRAND TERRACE Section 2
Emergency Operations Plan Situation and -
Assumptions
• Airplane crash
• Civil unrest
• Terrorism
2.5 CAPABILITY ASSESSMENT
The City's Hazard Mitigation Plan (HMP) is currently under development. Upon completion and,
approval of the HMP, the EOP may be revised to include additional details and a summary for
each hazard listed previously:
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CITY OF GRAND TERRACE Section 3
Qa Emergency Operations Plan Emergency
i
Management Organization
3 EMERGENCY MANAGEMENT ORGANIZATION
3.1 ORGANIZATION, ROLES, AND RESPONSIBILITIES
3.1.1 Emergency Organization
Emergency Organization Defined
City of Grand Terrace Municipal Code, Chapter 2.28.090 states: "All officers and employees of
this city, together with those volunteer forces enrolled to aid them during an emergency, and all
groups, organizations, and persons who may by agreement or operation of law, including persons
impressed into service under the provisions of Section 2.28.060(F)(3),be charged with duties
incident to the protection of life and property in this city during such emergency, shall constitute
the emergency organization of the city."
Roles and Responsibilities
All participating agencies and response organizations will have various roles and responsibilities
throughout an emergency. Therefore, it is critical that the local command structure be established
to support response and recovery efforts and maintain a significant amount of flexibility to
expand and/or contract as the situation evolves. Typical duties may also change depending on the
severity and size of the incident(s) and the availability of local resources. Because of this, it is
also important to develop and maintain depth within the command structure and response
organizations.
The City of Grand Terrace conducts all emergency management functions in accordance with
SEMS and NIMS. During an emergency, the City has the responsibility to manage and
coordinate the overall emergency response and recovery activities. The City is responsible for
ensuring critical staff are identified and trained at a level enabling effective execution of existing
response policies, plans, and procedures.
Most City departments have emergency functions in addition to their normal daily duties. Each
department is responsible for developing and maintaining its own emergency standard operating
procedures (SOPs) and ensuring they are coordinated with other procedures. Specific
responsibilities are outlined below.
Director of Emergency Services
The City of Grand Terrace's Emergency Management Organization (including emergency
response and recovery) will be directed by the City Manager, who serves as the Director of
Emergency Services. The City Manager/Director of Emergency Services is responsible to the
City Council, and has the overall responsibility for the development and implementation of the
EOP and the overall emergency management program and emergency organization.
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CITY OF GRAND TERRACE Section 3
Re , Emergency Operations Plan Emergency
j-�
Management Organization
The Director of Emergency Services is responsible.for the programmatic and administrative
direction of the emergency management program. The EOC Director is designated by the
Director of Emergency Services and, supported by the Emergency Management Organization,
has overall operational responsibility for:
• Coordinating with the Director of Emergency Services;.
• Overall management of the emergency situation;
• . Organizing, staffing, and operating the Emergency Operations Center(EOC);
• Operating communications and warning systems;
• Providing information and guidance to the public;
• Maintaining information on the status of resources,services, and operations;
• Advising San Bernardino County Operational Area(OA)/San Bernardino CountyFire—
Office of Emergency Services (County OES) of the emergency and maintaining contact
throughout the event;
• Obtaining support for the City of Grand Terrace and providing support to other
jurisdictions as required;
• Identifying and analyzing potential hazards and recommending appropriate
countermeasures;
• ,Collecting, evaluating, and disseminating damage assessment and other essential
information; and
• Providing status and other reports to the San Bernardino County OA.
Disaster Council
The Grand Terrace Disaster Council is codified at Chapter 2.28.030 of the Grand Terrace
Municipal Code. The Disaster Council meets upon the call of the Council's Chair or, in the
absence of the Mayor or inability to call such a meeting, upon call of the Council's Vice-Chair,
and is empowered to develop and recommend for adoption by the City Council emergency and
mutual aid plans, agreements, ordinances, resolutions, and rules and regulations as are necessary
to implement such plans and agreements. The Disaster Council consists of the Mayor of the City,
who serves as Chair; the Director of Emergency Services, who serves as Vice-Chair; the
Assistant Director of Emergency Services; the chiefs (senior officials/representatives) of
emergency service providers (including fire and law enforcement); and representatives of civic,
business, labor,veterans, professional, or other organizations having an official emergency
responsibility and who may be appointed by the Director.of Emergency Services with the advice
and consent of the City Council.
City Council
Responsibilities include:
• Coordinating with the Director of Emergency Services on policy decisions;
9
CITY OF GRAND TERRACE Section 3
w mer Emergency Operations Plan Emergency
WaE g Y
Management Organization
• Communicating with other elected officials;
• Assisting with the dissemination of public information; and
• Proclaiming the existence of a Local Emergency.
3.1.2 City Department/Support Agency Roles
City Manager
Responsibilities include:
• Serve as chief administrative head of city government;
• Assume full management responsibility for all City operations;
• Serve as Director of Emergency Services;
• Enforce all laws in ordinances in the city;
• Control, order and give directions to all department heads and to subordinate officers and
employees through their department heads;
• Prepare and submit the annual budget and oversee city finances and purchasing; and
• Exercise general supervision over all public buildings, parks and other public property.
Planning and Development Services
Responsibilities include:
• Serving as the City's liaison to the San Bernardino County OES, Cal OES, and the
Federal Emergency Management Agency(FEMA);
• Coordinating the City damage assessment assignments for City facilities, possible shelter
sites, and structures throughout the community;
• Inspecting and posting as necessary all damaged buildings,both public and private, and
determining if they are safe or if they should be evacuated;
• Estimating the extent of damage/cost of repair of structures;
• Assisting in the Preliminary Damage Assessment (PDA) with local, state, and federal
organizations to determine losses and recovery needs;
• Assisting with the review and permit process of the repair or replacement of damaged
structures,both public and private;
• Activating, coordinating, and operating emergency shelters, including coordination with
Red Cross; '
• Arranging for the acquisition or use of required transportation resources; and
• Coordinating and overseeing the management and support of the EOC and other essential
facilities and sites used during disaster operations.
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CITY OF GRAND TERRACE Section 3
Aw , Emergency Operations Plan Emergency
� D
Management Organization
Public Works
Responsibilities include:
• Providing assistance with barricades, sandbags, road closures, debris removal, emergency
road repair, traffic control, and damage surveys and assessments of roadways and
facilities;
• Conducting a damage assessment of City signal system;
• Assisting in determining safe evacuation routes;
• Assisting with inspections and/or liaison with utility companies;
• Eliminating immediate threat to lives or public health and safety;
• Taking"protective measures to minimize damage to private and public facilities;
• Coordinating removal.of public and private buildings.and structures that pose an
immediate threat to the safety of the general public; and
• Providing technical assistance and/or equipment within their capability for the City and
other jurisdictions within the state in accordance with the Public.Works Mutual Aid
Agreement.
City Clerk
Responsibilities include:
Providing for a secure and safe location for all vital records of the City;
• Assisting with the Local Emergency Proclamation and Resolution process;
• Assisting the EOC with maintaining documentation and proper record keeping; and
• Coordinating Information Technology contract support.
Child Care Services
Responsibilities.include:
• Provide child care on a daily basis;
• Providing for a secure and safe location for child care;
• Provide family support services during EOC activation; and
• Maintain the child care center as a potential location for the EOC.
Finance
Responsibilities include:
• Providing financial support, response, and recovery for the emergency/disaster;
• Supporting the response effort and the acquisition, transportation, and mobilization of
resources;
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• Overseeing the procurement and allocation of supplies and materials not normally
provided through mutual aid channels;
• Ensuring the payroll, accounts payables, and revenue collection process continues; and
• Collecting, sorting, tracking, and distributing donations.
Human Resources
Responsibilities include:
• Maintaining current addresses and telephone numbers of all City employees;
• Assisting with emergency shelter activations;
• Assisting with the Employee Message Center where employees or their families may call
in or receive status reports;
• Handling questions and problem solving in the areas of health benefits;
• Processing claims for injuries to emergency responders including DSWs; and
• Acting as liaison with contracted third party administrator for workers' compensation and
risk liability.
Information Technology
Responsibilities include:
• Installing, activating,and maintaining information systems for the EOC;
• Repairing computer and technology-related equipment and services, as necessary,
throughout City facilities;
• Coordinating radio communications (amateur, hand-held, short wave, etc.); and
• Providing information systems support as needed.
Fire Services
Responsibilities include:
• Responding to all types of fires, including structure, vegetation, and those involving
vehicles or aircraft;
* Assisting with medical aids from injuries or medical conditions;
• Responding to all types of HazMat spills, exposures, and releases;
•. Assisting with rescues such as swift water, steep terrain, vehicle collisions, confined
spaces, and structural collapses; and
• Providing mutual aid.
Law Enforcement Services
Responsibilities include:
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• Protecting lives, property, and the environment;
• Providing access and perimeter control;
• Coordinating the evacuation of threatened populations to safe areas;
• Disseminating accurate and timely emergency public information and warning to the
public; and
• Identifying the need and request mutual aid pertaining to law enforcement services.
3.1.3 County Government/Operational Area
Section 8605 of the California Emergency Services Act designates each county area as an OA.
Each OA is made up of the county government, local governments, and special districts located
within the county. During a State of Emergency, a State of War Emergency, or a Local
Emergency, the OA is required to coordinate resources,priorities, and information and serve as a
coordination/communication link to the State Mutual Aid system.
Per SB 1841 dated December 1, 1996, utilization of the OA during emergencies is now
mandatory for local governments wishing to receive financial reimbursement for personnel-
related response costs. The City of Grand Terrace signed the agreement confirming that the City
is a signatory to the San Bernardino County Operational Area Agreement. The San Bernardino
County OA EOP was updated in 2012. The San Bernardino County EOC serves as the OA EOC.
It is physically located at 1743 Miro Way, Rialto, California.
3.1.4 State Government
During a State of War Emergency, a State of Emergency, or a Local Emergency, Cal OES
coordinates the emergency activities of all state agencies in connection with such emergency and
has the authority to use any state government resource to fulfill mutual aid requests or to support
emergency operations. Cal OES operates the California State Warning Center(CSWC) 24 hours
a day to receive and disseminate emergency alerts and warnings. When needed, the State
Operations Center (SOC) and Regional Emergency Operations Centers (REOCs) are activated to
coordinate emergency management information and resources. Cal OES also coordinates the
delivery of federal grant and disaster reimbursement programs under Presidential declarations of
emergency and major disaster.
3.1.5 Federal Government
The Federal Government supports emergency management throughout the nation and in
California by providing tools, resources, and guidance to support California's emergency
management system.
When an emergency occurs that exceeds, or is anticipated to exceed, resources located within the
state, or when federal departments or agencies acting under their own authorities are partners in
the unified command for an emergency, the Federal Government will implement the National
Response Framework (NRF) to access federal department and agency capabilities, organize the
federal response, and ensure coordination with all response partners.
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F aHF Emergency Operations Plan Emergency
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3.1.6 Private Sector
Private.sector organizations play a key role before, during, and after an emergency. First, they
must provide for the welfare and protection of their employees it!the workplace. In addition, the
City must work seamlessly with businesses that provide water, power, communication networks,
transportation,medical care, security, and numerous other services upon which both response
and recovery are particularly dependent.
3.1.7 Nongovernmental Organizations
NGOs play extremely important roles before, during, and after an emergency. For the City of
Grand Terrace,NGOs such as the American Red Cross provide sheltering, emergency food
supplies, counseling services, and other vital services to support response efforts.and promote the
recovery of disaster victims. NGOs collaborate with responders, governments at all levels, and
other agencies and organizations.
3.1.8 Individuals and Households
Although not formally a part of the City's emergency operations, individuals and households
play an important role in the overall emergency management strategy.
Community members can contribute by:
Reducing hazards in their homes,
• Preparing emergency supply kits and household emergency plans,
• Preparing family and pet preparedness plans,
• Monitoring emergency communications carefully, and
• Volunteering with established organizations.
3.2 STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS)-BASED
EMERGENCY ORGANIZATION
SEMS requires that.every emergency response involving multiple jurisdictions or multiple
agencies include the five functions identified below. These functions must be applied at each
level of the SEMS organization.
1. 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 Local Government Levels. Command,
and Management are further discussed below:
a. Command: A key concept in all emergency planning is to establish command and
tactical control at the lowest level that can perform that role effectively in.the
organization. In the ICS, the Incident Commander (IC), with appropriate policy
direction and authority from the responding agency, sets the objectives to be
accomplished and approves the strategy and tactics to be used to meet those
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objectives. The IC must respond to higher authority. Depending upon the incident's
size and scope, the higher authority could be the next ranking level in the
organization up to the agency or department executive. This relationship provides an
operational link with policy executives who customarily reside.in the Department
Operations Center (DOC) or EOC, when activated.
b. Management: The EOC serves as a central location from which multiple agencies or
organizations coordinate information collection and evaluation, priority setting, and
resource management. Within the EOC, the Management function:
i. Facilitates multiagency coordination and executive decision making in support of
the incident response,
ii. Implements the policies established by the governing bodies, and
iii. Facilitate the activities of the Multiagency Coordination(MAC) Group.
2. Operations: Responsible for coordinating and supporting all jurisdictional operations in
support of the response to the emergency through implementation of the organizational
level's Action Plans (APs). At the Field Level, the Operations Section is responsible for
the coordinated tactical response directly applicable to, or in support of, the objectives in
accordance with the Incident Action Plan (IAP). In the EOC, the Operations Section
Coordinator manages functional coordinators who share information and decisions about
discipline-specific operations.
3. Logistics: Responsible for providing facilities, services, personnel, equipment, and
materials in support of the emergency. Unified ordering takes place through the Logistics
Section Ordering Managers to ensure control and accountability over resource requests.
As needed, Unit Coordinators are appointed to address the needs for communications,
food, medical, supplies, facilities, and ground support.
4. Planning/Intelligence: Responsible for the collection, evaluation, and dissemination of
operational information related to the incident and for the preparation and documentation
of the IAP at the Field Level or the AP at an EOC. Planning/Intelligence also maintains
information on the current and forecasted situation and on the status of resources
assigned to the emergency or the EOC. As needed, Unit Coordinators are appointed to
collect and analyze data, prepare situation reports, develop APs, set geographic
information system (GIS) priorities, compile and maintain documentation, conduct
advance planning, manage technical specialists, and coordinate demobilization.
5. Finance/Administration: Responsible for all financial and cost analysis aspects of the
emergency and for any administrative aspects not handled by the other functions. As
needed, Unit Leaders are appointed to record time for the incident or EOC personnel and
hired equipment, coordinate procurement activities, process claims, and track costs.
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CITY OF GRAND TERRACE Section 3
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Figure 1:Standard EOC Structure under SEMS
3.3 EMERGENCY FUNCTIONS
The California State Emergency Plan establishes the California Emergency Functions (CA-EFs),
which consist of 17 primary activities deemed essential to addressing the emergency
management needs of communities in all phases of emergency management. The CA-EFs were
designed to bring together discipline-specific stakeholders at all levels of government to
collaborate and function within the four phases of emergency management. The CA-EFs consist
of an alliance of agencies, departments, and other stakeholders with similar functional
responsibilities. This grouping allows each CA-EF to collaboratively mitigate,prepare for,
cohesively respond to, and effectively recover from an emergency.
` Table 1: California Emergency Functions
1. Transportation Assists in the management of transportation systems Public Works/
and infrastructure during domestic threats or in Maintenance
response to incidents.
2. Communications Provides resources, support, and restoration of General Services
government emergency telecommunications, (Information
including.voice and data. Technology)
3. Construction & Organizes capabilities and resources to facilitate the Engineering/Building
Engineering delivery of services, technical assistance, and Safety
engineering expertise, construction management,
and other support.
4. Fire & Rescue Monitors the status of fire mutual aid activities. Fire
Coordinates support activities related to the
detection and suppression of urban, rural, and _
wildland fires and emergency incident scene rescue
activities and provides personnel, equipment, and
supplies to support local jurisdictions.
5. Management Coordinates and resolves issues among the CA-EFs General Services
in the four phases of emergency management to
ensure consistency in the development and
maintenance of the EOP annexes. During
emergencies, serves in an advisory capacity to the
i
EOC Director.
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° ae g y Operations p Emergency
Management Organization
6. Care &Shelter Coordinates actions to assist responsible Community
jurisdictions in meeting the needs of victims Development
displaced during an incident, including food
assistance, clothing, non-medical care and
sheltering,family reunification, and victim recovery.
7. Resources Coordinates plans and activities to locate, procure, Police/Fire
and pre-position resources to support emergency
operations.
8. Public Health & Coordinates Public Health and Medical activities and Community
Medical services in support of resource needs for Development
preparedness, response, and recovery from
emergencies and disasters.
9. Search and Supports and coordinates response of personnel Fire and Police
Rescue and equipment to search for and rescue missing or
trapped persons, which may involve criminal acts
and water rescues.
10. Hazardous Coordinates resources and supports the responsible Fire
Materials agencies in preparing for, preventing, minimizing,
assessing, mitigating, responding to, and recovering
from a threat to the public or environment by actual
or potential hazardous materials releases. .
11. Food & Coordinates activities during emergencies impacting General Services
Agriculture the agriculture and food industry and supports the
recovery of impacted industries and resources after
incidents.
12. Utilities Provides resources and support to responsible Public Works
jurisdictions and in partnership with private sector to
restore gas, electric, water, wastewater, and
telecommunications.
13. Law Coordinates law enforcement personnel and Police
Enforcement equipment to support responsible law enforcement
agencies, coroner activities, and public safety in
accordance with Law Enforcement and Coroner's
Mutual Aid Plans.
14. Long-Term Supports and enables economic recovery from the Community
Recovery long-term consequences of extraordinary Development
emergencies and disasters.
15. Public Supports the accurate, coordinated, timely, and City Manager
Information accessible information to affected audiences,
including governments, media, the private sector, the
local populace, and individuals with disabilities and
others with access and functional needs.
16. Evacuation Supports the safe evacuation of-persons, domestic Police/SB County
animals, and livestock from hazardous areas. Animal Control and'
Care
17. Volunteer& Supports responsible jurisdictions in ensuring the Community
Donations most efficient and effective use of affiliated and Development/Fire
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Management unaffiliated volunteers and organizations and
monetary and in-kind donated resources to support
incidents requiring a state response.
r�
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Table 2:-California Emergency Function Matrix .
l�-,:1i1F° �, tF i`9an :rJyr':;�F;ti•1,(;,artiv'+Jn�= `v —1=, err, r � �, (�� r(. �, ' , rs`. r�,idti� r. 2~
,
1. Transportation S S S P
2. Communications S S P S
3. Construction & Engineering P S S P
4. Fire& Rescue S P S
5: Management S P S S S S S S S S S
6. Care &Shelter S P S S S P
7. Resources P S S P P S
8. Public Health &Medical P S S
9. Search & Rescue P P P S
10. Hazardous Materials S P S
11. Food &Agriculture S S P
12. Utilities P S
13. Law Enforcement P S S
14. Long-Term Recovery S S S S S S S S S S
15. Public Information S P S S S S S S S
16. Evacuation P S S P
17. Volunteer& Donations Management S S S
P= Primary S=Support
�Q _
CITY OF GRAND TERRACE Section 4
Emergency Operations g Y Plan Concept of Operations
4 CONCEPT OF OPERATIONS
4.1 OVERVIEW
The City's emergency response is an extension of day-to-day operations. Emergency operations
rely on the normal authority and responsibilities of government, plus police powers that may be
invoked by executive authority under specified conditions. Government at all levels must work
together effectively, along with the private sector,business and industry, community-based
organizations, and volunteers in order to meet the challenges posed by a disaster.
The organizational scheme for emergency operations will incorporate requirements of the SEMS,
and will be applied through the EOC and the DOCs.
SEMS is the system required by Government Code Section 8607(a) for managing the response to
multiagency and multi-jurisdiction emergencies in California. SEMS consists of five
organizational levels that are activated as necessary: field response, local government,
operational area, region, and state. NIMS is required by Homeland Security Presidential
Directive-5 (HSPD-5): Management of Domestic Incidents.
SEMS incorporates the use of ICS, the Master Mutual Aid Agreement, existing mutual aid
systems, the OA concept, and multiagency or interagency coordination. SEMS helps unify all
elements of the City's emergency management organization into a single integrated system. Its
use is mandatory in order to be eligible for state funding of response-related personnel costs
resulting from a disaster.
ICS is used to organize on-scene operations for a broad spectrum of emergencies from small to
complex incidents, both natural and man-made. The field response level is where emergency
management/response personnel, under the command of an appropriate authority, carry out
tactical decisions and activities in direct response to an incident or threat.
Additional information may be found in California Code of Regulations (CCR), Title 19, Section
2400, and the SEMS Approved Course of Instruction. NIMS information is available through
FEMA at FEMA.gov.
4.2 EMERGENCY MANAGEMENT PHASES
Emergency management can be categorized into a series of phases. Each phase is unique and
will cause the initiation of a response level consistent with it.
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a ,Faat Emergency Operations Plan Concept of Operations
Mitigation
_ DISASTER
CYCLE
Respond
Figure 2:Disaster Cycle j
4.2.1 Preparedness Phase
Day-to-Day
The preparedness phase involves activities taken in advance of an emergency. These activities
develop the City of Grand Terrace's operational capabilities and effective responses to a disaster.
Disaster plans are developed and revised to guide disaster response and increase available
resources. Planning activities include developing hazard analysis, writing mutual aid agreements,
training response personnel, and improving public information and communications systems.
These preparedness activities, as well as related plans and procedures, are in effect,at all times to
provide authorization to accomplish these essential preparedness activities.
Increased Readiness
As a crisis begins to develop, government takes action to increase its readiness. Actions taken
during the buildup of a crisis situation are designed to increase an organization's ability to
respond effectively to a disaster. Increased readiness actions include briefing government
officials, reviewing plans, preparing information for release to the public, updating resource lists,
and testing warning and communications systems. Events that may trigger increased readiness
are:
• Issuance of a credible long-term earthquake prediction;
• A flood or severe winter storm advisory;
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• Conditions conducive to wildfires, such as the combination of high heat, strong winds,
and low humidity;
• Wind surge;
• An expansive HazMat incident;
• An outbreak of disease activity;
• Information or circumstances indicating the potential for acts of violence, terrorism, or
civil unrest; and/or
• Dam failure.
4.2.2 Response Phase
Pre-Impact
When emergency management authorities are.able to recognize the approach of a potential
disaster, actions are taken to save lives and protect property. The response phase is activated to
coordinate emergency response activities. During this phase, warning systems may be activated,
resources may be mobilized, EOCs may be activated, and evacuation may begin.
Immediate Impact
(� During this phase, emphasis is placed on saving lives, controlling the situation, and minimizing
the effects of the disaster. Immediate response actions are accomplished within the affected area
by government agencies (including mutual aid) and segments of the private sector. During this
phase, Incident Command Posts (ICPs) and EOCs may be activated, and emergency instructions
may be issued to the public. Some examples of initial response.activities include:
• Briefing the City Manager and key officials or employees on the situation;
• Establishing Incident Command or Unified Command(s), where applicable;
• Activating the City EOC;
• Developing and implementing IAPs and EOC Action Plans (EAP);
• Disseminating warnings, emergency public information, and instructions to the citizens
of Grand Terrace;
• Conducting evacuations and/or rescue operations;
• Caring for displaced persons and treating the injured;
• Conducting initial damage assessments and surveys;
• Assessing the need for mutual aid assistance;
• Restricting the movement of traffic and people; and
• Coordinating with state and federal agencies working in the field.
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CITY OF GRAND TERRACE Section 4
rt .E AE Emergency Operations Plan Concept of Operations ,
Sustained
As the emergency continues, assistance is provided to victims of the disaster and efforts are
made to reduce secondary damage. Mutual aid may be provided to assist with these efforts, and
response support facilities may also be established. The incident's resource requirements
continually change to meet the needs of the incident: Examples of sustained response activities
include:
• Preparing detailed damage assessments;
• Operating mass care facilities;
• Conducting coroner operations;
• Procuring required resources to sustain operations;
• Documenting situation status;
• Protecting, controlling, and allocating resources;
• Restoring vital utility services;
• Documenting expenditures;
• Developing and implementing IAPs and EAPs for extended operations;
• Disseminating emergency public information;
• Declaring a Local Emergency;
• Requesting a gubernatorial and federal declaration, if required;
• Prioritizing resource allocations; and
• Facilitating interagency/multiagency coordination.
4.2.3 Recovery Phase
At the onset of an emergency, actions are taken to enhance the effectiveness of recovery
operations. Recovery is composed of steps the City will take during and after an emergency to
restore government.function and community services to levels existing prior to the emergency.
Recovery is both a short- and long-term process. Short-term operations seek to restore vital
services to the community and provide for the basic needs of the public, such as bringing
necessary lifeline systems (e.g., power, communications, water and sewage, disposal of solid and
hazardous wastes, or removal of debris) to an acceptable standard while providing for basic
human needs (e.g., food, clothing, and shelter).
Recovery also includes cost recovery activities. Once stability is achieved, the City can
concentrate on long-term recovery efforts, which focus on restoring the community to a normal
or improved state of affairs: The recovery period is also an opportune time to institute mitigation
measures, particularly those related to the recent emergency. This is also the phase of reassessing
procedures and functions of all annexes of this disaster plan for deficiencies. Resources to restore ,-
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CITY OF GRAND TERRACE Section 4
aNn ,E.�E Emergency Operations Plan Concept of Operations
t
or upgrade damaged areas may be available if it can be shown extra repairs will mitigate or
lessen the chances of, or damages caused by, another similar disaster in the future.
4.2.4 q Mitigation Phase
Mitigation planning includes a review of ways to avert future emergencies and reduce the impact
of future disasters. Specific HMPs are prepared subsequent to a federally declared disaster. They
reflect the current risk analysis and mitigation priorities specific to the declared disaster.
Mitigation efforts include, but are not limited to:
• Amending local ordinances and statutes, such as zoning ordinances,building codes, and
other enforcement codes;
Initiating structural retrofitting measures;
• Assessing tax levies or abatements;
• Emphasizing public education and awareness;
• Undertaking flood control projects;
• Removing fuel in areas having a high potential for wildfires; and
• Assessing and altering land use planning.
�- 4.3 EMERGENCY DECLARATIONS
4.3.1 Emergency Proclamations
Overview
To those directly affected, every disaster is catastrophic and merits a"proclamation" of an
emergency. There are, however, a variety of governmental disaster proclamations/declarations
that may be issued independently of one another. Sometimes city councils, county executives, or
governors issue formal declarations that may or may not involve special emergency powers (for
the issuing government) or eligibility for special assistance funds. The California Emergency
Services Act provides for three types of emergency proclamations in California:
• Local Emergency Proclamation;
• Governor's Proclamation of State of Emergency; and
• State of War Emergency.
Emergency proclamations expand the emergency powers and authorities of the state and its
political subdivisions. They also provide a mechanism for unaffected jurisdictions to provide
resources and assistance to the affected jurisdictions. Although emergency proclamations
facilitate the flow of resources and support to the affected jurisdictions and local government,
they are not a prerequisite for rendering mutual aid and assistance under existing agreements or
requesting assistance from the Red Cross. During a State of Emergency or State of War
Emergency, the Governor has complete authority over all agencies of state government.
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CITY OF GRAND TERRACE Section 4
,E aaN Emergency Operations Plan Concept of Operations
Local Emergency Proclamation
A Local Proclamation will usually be proclaimed for large-scale emergencies or disasters
threatening the safety of the persons and property within the City of Grand Terrace. Typically,
EOC staff will discuss the emergency situation. If warranted, Grand Terrace Municipal Code
2.28.060 authorizes the Director of Emergency Services to issue a Local Proclamation. The City
Council must formally ratify the proclamation within seven days. The Proclamation of a Local
Declaration provides the City of Grand Terrace with legal authority to:
• Request the governor to proclaim a State of Emergency;
• Issue or.suspend orders and regulations necessary to provide for the protection of life and
property, including issuing orders or regulations imposing a curfew;
• Exercise_full power to request mutual aid from state agencies and other jurisdictions;
• Require the emergency services of any Grand Terrace official or employee;
Obtain vital supplies and equipment and, if required, immediately commandeer the same
for public use;
• Impose penalties for violation of lawful orders; and
• Conduct emergency operations without incurring legal liability for performance, or
failure of performance, per Article 17 of the Emergency Services Act.
State of Emergency
A State of Emergency may be proclaimed by,the Governor when a City or.County declares an
emergency. The Governor may also declare a State of Emergency when conditions of disaster or
extreme peril exist, which threaten the safety of persons and property within the state.
Whenever the Governor declares a State of Emergency, the following will apply:
• Mutual aid shall be rendered as needed;
• The Governor shall have the right to exercise all police powers vested in the State by the
Constitution and the laws of the State of California within the designated area;
• The Governor may suspend orders, rules, or regulations of any state agency and any .
regulatory statute or statute prescribing the procedure for conducting state business;
• ' The Governor may commandeer or make use of any private property or personnel (other
than media) in carrying out the responsibilities of his office; and
• The Governor may promulgate, issue, and enforce orders.and regulations deemed
necessary.
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 receipt
by California of a warning from the Federal Government indicating that such an enemy attack is
24
a`p CITY OF GRAND TERRACE Section 4
Emergency Operations°E £ g Y Plan Concept of Operations
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.
Whenever the Governor proclaims a State of War Emergency, or if a State of War Emergency
exists, all provisions associated with a State of Emergency apply, plus:
All state agencies and political subdivisions are required to comply with the lawful orders and
regulations of the Governor, which are made or-given within the limits of the Governor's
authority as provided for in the California Emergency Services Act.
Presidential Declaration
If an emergency is beyond the ability of local and state governments to manage effectively, the
Governor will request federal assistance. FEMA evaluates the request and recommends an action
to the White House based on the disaster, the local community, and the state's ability to recover.
The President approves the request for federal disaster funding or FEMA informs the governor it
has been denied. This decision process could take a few hours or several weeks depending on the
nature of the disaster. Following a Presidential Declaration, federal assistance is available to
supplement the efforts and resources of state and local governments to alleviate public and
private sector damage and loss.
�1 4.4 NOTIFICATION AND MOBILIZATION
In the event of a major emergency or disaster, the Notification and Mobilization System may be
put into effect. It is important that all employees are aware of their position, especially in the
case of assignment changes. Emergency notification and mobilization is based upon regular
position assignment, not individuals. These assignments may be changed as an incident
develops, or as needs are assessed.
Emergency assignments allow employees to know when to respond during disaster operations
and they help to minimize the amount of phone calls necessary. This system does not affect the
handling of smaller, local emergencies. These will be handled by on-duty units,mutual aid,
and/or limited call-out of off-duty officers.
If employees are unable to report to their regular facility or alternate staging area, they are
encouraged to report to the closest local jurisdiction to register as a Disaster Services Worker.
All employees are declared to be Disaster Services Workers by Section 3100-3109 of the
California Government Code.
4.5 SEMS COORDINATION LEVELS
There are five SEMS organizational levels.
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1. Field Response: The Field Response Level is where emergency response personnel and
resources, under the command of responsible officials, carry out tactical decisions and
activities in direct response to an incident or threat.
2. Local Government: The Local Government Level includes cities, counties, and special
districts. Local governments manage and coordinate the overall emergency response and
recovery activities within their jurisdiction. Local governments are required to use SEMS
when their EOC is activated or a Local Emergency is declared or proclaimed in order to
be eligible for state reimbursement of response-related costs.
3. Operational Area: An OA is the intermediate level of the state's emergency
management organization, which encompasses a county's boundaries and all political
subdivisions located within that county, including special districts. The OA facilitates
and/or coordinates information, resources, and decisions regarding priorities among local
governments within the OA. The OA serves as the coordination and communication link
between the Local Government Level and Regional Level: State, federal, and tribal
jurisdictions in the OA may have statutory authorities for response similar to that at the
local level.
4. Region: The Regional Level manages and coordinates information and resources among
OAs within the mutual aid region and also between the OA and the state level. The
Regional Level also coordinates overall state agency support for emergency response
activities within the region. California is divided into three California Governor's Office
of Emergency Services (Cal OES) Administrative Regions—Inland, Coastal, and
Southern—which are further divided into six mutual aid regions. The Regional Level
operates out of the REOC.
5. State: The State Level of SEMS.prioritizes tasks and coordinates state resources in.
response to the requests from the Regional Level, and coordinates mutual aid among the
mutual aid regions and between the Regional Level and State Level. The State Level also
serves as the coordination and communication link between the state and the federal
emergency response system. The State Level requests assistance from other state
governments through the Emergency Management Assistance Compact (EMAC) and
similar interstate compacts/agreements and coordinates with FEMA when federal
assistance is requested. The State Level operates out of the SOC.
4.6 INCIDENT COMMAND SYSTEM
ICS is a nationally recognized on-scene emergency management system specifically designed to
allow its user(s) to adopt an integrated organizational structure equal to the complexity and
demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS
uses a common organizational structure to effectively accomplish management of the incident by
objectives.
The five functions of the ICS organization are command, operations, planning, logistics, and
finance.
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® CITYOF GRAND TERRACE Section 4
agEt Emergency Operations Plan
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4.6.1 Command
_Command is responsible for the overall command of the incident. The command function also
includes the Information Officer, Liaison Officer, and Safety Officer.
4.6.2 Operations
Operations is responsible for the coordinated tactical response of all field operations directly
applicable to or in support of the mission(s) in accordance with the IAP. Operations develops the
operations portion of the IAP, requests resources to support tactical operations, maintains close
communication with the IC, and ensures safer tactical operations. The operations function
includes branches, divisions, groups, and air operations personnel.
4.6.3 - Planning
Planning is responsible for the collection, evaluation, documentation, and use of information
about the development of the incident. The planning function includes the resource unit, situation
unit, documentation unit, and demobilization unit.
4.6.4 Logistics
Logistics is responsible for providing facilities, services, personnel, and equipment, as well as
tracking the status of resources and materials in support of the incident. The logistics function
-` includes the supply unit, facilities unit, ground support unit, communications unit, food unit, and
medical unit.
4.6.5 Finance
Finance is responsible for all financial and cost analysis aspects of the incident, and/or any
administrative aspects not handled by the other functions. The finance function includes the time
unit, procurement unit, compensation/claims unit, and the cost unit.
27
CITY OF GRAND TERRACE Section 5
Emergency Operations Plan Emergency Operations
Center
5 EMERGENCY OPERATIONS CENTER
5.1 EMERGENCY OPERATIONS CENTER ORGANIZATION
When an emergency or disaster occurs, or has the potential to occur, the jurisdiction will activate
the EOC. The EOC will organize according to the SEMS functions of Management, Operations,
Planning/Intelligence, Logistics, and Finance/Administration and will activate those functions
necessary for the emergency.
Potential SEMS EOC functions are shown below:
1. Management Section: The following activities and responsibilities are part of the
Management function:
a. Overall EOC management;
b. Facilitation of Multiagency Coordination System (MACS) and MAC Groups;
c. Public information coordination and Joint Information Center(JIC) management; and
d. Provision for public safety and risk communications and policy.
2. Operations Section:The following activities and responsibilities are part of the
Operations function:
a. Transportation;
b. Construction and engineering;
c. Fire and rescue;
d. Care and shelter;
e. Resources;
f. Public health and medical;
g. Hazardous materials;
h. Utilities;
i. Law enforcement;
j. Long-term recovery;
k. Evacuation;
1. Volunteer and donations management; and
m. Others as needed.
3. Planning/Intelligence Section: The following activities and responsibilities are part of
the Planning/Intelligence function: -
a. Situation status; -
28
`aG$ CITY OF GRAND TERRACE Section 5
Emergency Operations g Y Plan Emergency Operations
Center
b. . Resource status;
c. Situation analysis;
d. Information display;
e. Documentation;
f. Advance planning;
g. Technical services;
h. Action planning; and
i. Demobilization.
4. Logistics Section: The following activities and responsibilities are part of the Logistics
function:
a. Field incident support;
b. Communications support;
c. Transportation support;
d. Personnel;
e. Supply and procurement;
f Resource tracking;
g. Sanitation services; and
h. Computer support.
5. Finance/Administration: The following activities and responsibilities are part of the
Finance/Administration function:
a. Fiscal management;
b. Time-keeping;
c. Purchasing;
d. Compensation and claims;
e. Cost recovery; and
f. Travel request, forms, and claims.
5.2 SPECIAL DISTRICTS, PRIVATE AND NONPROFIT AGENCIES
Depending on the size and kind of incident, involvement from special districts, utilities,
volunteer organizations, and/or private organizations may be necessary in Grand Terrace's EOC.
During EOC activations, these agencies respond to Grand Terrace-focused emergencies and will
coordinate and communicate directly with staff in the EOC. Ideally, the agency will provide a
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CITY OF GRAND TERRACE Section 5
Emergency Operations.Rau g Y p erati Plan Emergency Operations
Center
representative to the EOC and will serve in the Management Section to better facilitate
coordination.
5.3 PRIMARY AND ALTERNATE EOC
Primary Grand Terrace EOC Location
Grand Terrace City Hall
22795 Barton Road
Grand Terrace, CA 92313
Alternate Grand Terrace EOC Location
San Bernardino County Fire Station#23
22582 City Center Court
Grand Terrace, CA 92313
The alternate EOC will be activated only when the primary EOC is damaged or inaccessible,
and/or evacuation of EOC responders becomes necessary. When the use of the alternate EOC
becomes necessary, those occupying the primary EOC will be asked to relocate to the alternate
EOC site. If the primary EOC is unusable before its activation, EOC responders will be asked to
report to the alternate EOC site. The Logistics Section will arrange for relocation of EOC staff
members to the alternate EOC. Direction and control authority will be transferred from the
primary EOC to the alternate EOC (when necessary) by the EOC Director. All Section
Coordinators will advise appropriate emergency response personnel of the transition.
5.4 ACTIVATION/DEACTIVATION OF EOC
The following personnel have the authority, as directed by the City Council, to activate the EOC:
• City Manager/Director of Emergency Services; and
• If the Director is not available, the Assistant Director of Emergency Services.
The City Council will be promptly notified when the EOC is activated.
Level One EOC Activation: Level One is a minimum activation. This level may be used for
situations that initially only require a few people (e.g., a short-term earthquake prediction at
condition one or two level; alerts of storms or tsunamis; or monitoring of a low-risk planned
event). At a minimum, Level One staffing consists of the EOC Director. Section Coordinators
and a situation assessment activity in the Planning and Intelligence Section may be included in
this level. Other members of the organization could also be part of this level of activation(e.g.,
the Communications Unit, Logistics Section, or an Information Officer).
Level Two EOC Activation: Level Two activation is normally achieved as an increase from
Level One or a decrease from Level Three. This activation level is used for emergencies or
planned events that would require more than a minimum staff but would not call for a full
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qi CITY OF GRAND TERRACE Section 5
Emergency erations Plan
- g Y O p Emergency Operations.
Center
activation of all organization elements, or less than full staffing. One person may fulfill more
than one SEMS function. The EOC Director, in conjunction with the General Staff,will
determine the required level of continued activation under Level Two, and demobilize functions
or add additional staff to functions as necessary based,upon event considerations.
Representatives to the EOC from other agencies or jurisdictions may be required under Level
Two to support functional area activations.
Level Three EOC Activation: Level Three activation involves a complete and full activation
with all organizational elements at full staffing. Level Three would normally be the initial
activation during any major emergency.
The numbering sequence of EOC staffing progression is established in the SEMS guidelines and
is opposite of the NIMS numbering sequence. Given that the SEMS guideline has been in place
since the inception of SEMS, the State Emergency Plan recommends continuing the sequence as
established in the SEMS guidance documents.
5.5 FIELD/EOC COMMUNICATIONS AND COORDINATION
Responsibility for emergency response is based on statutory authority. The emergency response
is coordinated under SEMSACS, which provides a flexible, adaptable, and expandable response
organization to address all-hazards of varying magnitude and complexity.
An EOC is activated to support field operations when an emergency requires additional
resources, or when requested resources;exceed that which is available from within the
jurisdiction. Field ICs and EOCs will establish communications when the EOC is activated.
Local government EOCs will establish communications with the Operational Area EOC
(OAEOC). The OAEOC will communicate with the REOC, and the REOC will communicate
with the SOC.
5.6 FIELD/EOC DIRECTION AND CONTROL INTERFACE
5.6.1 Command and Control
During response to minor or moderate events,jurisdictions may manage the emergency with
existing resources and may or may not activate their local EOC. Personnel that are part of'a field-
level emergency response will utilize ICS to manage and direct on-scene operations.
During multiple-incident situations within the County, an Area Command may be established to
provide for the ICs at separate locations. Generally, an Area Commander will be assigned and
receive policy direction from the EOC.
Another scenario for the EOC/Area Command interaction would be the occurrence of several
similar type incidents located in close proximity but in different jurisdictions. A Unified Area
Command may be established to oversee Incident Commands operating in general proximity to
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CITY OFGRANDTERRACE Section S
Emer enc O erations Plan Emergency p Emergency Operations
Center -
each other. The Unified Area Command would coordinate with the activated local government
EOCs.
In all cases, the final authority and responsibility for incident management in a local jurisdiction
rests with the local elected officials and the senior appointed official. In Grand Terrace, the
senior appointed official is the City Manager.
5.6.2 Coordination with the Operational Area
Coordination and communications should be established between activated local government
EOCs and the OA. This is communicated through the City's Director of Emergency Services or
designee by phone, radio, or computer. The Director of Emergency Services will notify and
communicate with San Bernardino County Fire Office of Emergency Services who serves as the
County OAEOC. The OA responsibilities involve coordinating with the City and other
organizations to deploy field-level emergency response personnel, activate emergency operations
centers, and issue orders to protect the public.
The MACS is the decision-making system used by member jurisdictions of the San Bernardino
County OA. Agencies and disciplines involved at any level of the SEMS organization work
together to facilitate decisions for overall emergency response activities, including the sharing of
critical resources and the prioritization of incidents.
5.6.3 - Multiagency or Interagency Coordination (MACS)
Multiagency coordination is a process that allows all levels of government and all disciplines to
work together more efficiently and effectively. Multiagency coordination occurs across the
jurisdictional lines or across levels of government. The primary function of MACS is to
coordinate activities above the field level and to prioritize the incident demands for critical or
competing resources. A MACS consists of a combination of elements: personnel, procedures,
protocols, business practices, and communications integrated into a common system.
In the EOC, representatives who are authorized to represent or commit agency resources and
funds are brought together to form Multiagency Coordination-Groups (MAC Groups) that can:
• Commit agency resources and funds;
• Provide coordinated decision making;
• Allocate resources among cooperating agencies;
• Establish priorities among incidents;
• Harmonize agency policies; and
• Provide strategic guidance to support incident management.
MAC Groups may include:
Representatives from the City's departments and agencies;
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CITY OF GRAND TERRACE Section 5
Emergency O Plan
p q� g Y Operations p Emergency Operations
Center
■ Representatives from outside agencies including special districts, volunteer agencies,
and private organizations;
■ Coordination with agencies not represented in the EOC; which may be accomplished
through other methods of communications; and
■ Involvement by all departments and agencies in the EOC action planning process,
which is essential for effective emergency management within the City.
5.7 FIELD COORDINATION WITH DOCS AND EOCS
Communication and coordination among SEMS levels is clearly necessary for effective
emergency response. In a major emergency, the City's EOC may be activated to coordinate the
overall response. ICs in the field may communicate with the DOCs, which in turn will
communicate and coordinate with the EOC. Depending on the incident; the ICs may
communicate directly with the EOC, usually to their counterpart in the Operations Section.
When.the EOC is directly overseeing the incident command teams, the EOC is operating in a
centralized coordination and direction mode.
33
CITY OF GRAND TERRACE Section 6
�q Emergency Operations g Y Plan Mutual Aid
6 M UTUAL AI D
Formal mutual aid requests will follow specified procedures and are processed through pre-
identified mutual aid coordinators. Mutual aid requests will follow discipline-specific chains
(i.e., fire, law enforcement, emergency manager, etc.) from one level of government to the next.
The mutual aid coordinator receives the mutual aid request and coordinates the provision of
resources from within the coordinator's geographic area of responsibility. In the event resources
are unavailable at one level of government, the request is forwarded to the next higher level of
government to be filled.
I. Field-Level Requests:Requests for Master Mutual Aid Agreement(MMAA) resources
originate from the Field Level and are managed by the IC. If the IC is unable to obtain
the resource through existing local channels, the request is elevated to the next successive
government level until obtained or cancelled.
2. Local Government Requests: Local jurisdictions are responsible for the protection of
life and property within the municipal geographic boundaries. The local jurisdiction
where the incident occurred should assess its resource inventory and existing local
agreements to determine if the requested resource is available. When locally committed
resources are exhausted and mutual aid is needed, the local official will request assistance
from the OA Mutual Aid Coordinator.
3. Operational Area Requests: The OA is a composite of its political subdivisions, (i.e.,
municipalities, contract cities, special districts, and county agencies). The OA Mutual
Aid Coordinator assesses the availability of resources within the OA and fulfills the
resource request based upon that assessment. In the event resources are unavailable at the
OA level, the request is forwarded to the responsible Regional Mutual Aid Coordinator to
be filled.
4. Region-Level Requests: The state is geographically divided into six Mutual Aid
Regions. For Law Enforcement Mutual Aid, Region I is divided into two sub-regions.
Each Mutual Aid Region is composed of multiple OAs and has a Regional Mutual Aid
Coordinator. The Regional Mutual Aid Coordinator is granted the authority to coordinate
the mutual aid response of discipline-specific resources within the Region to support a
mutual aid request by a jurisdiction also within the Region. In the event resources are
unavailable at the Region level, the request is forwarded to the State Mutual Aid
Coordinator to be filled.
5. State-Level Requests: On behalf of the Governor, the Director of Cal OES has the
responsibility for coordination of state mutual aid resources in support of local
jurisdictions during times of emergency.
The Director will analyze and coordinate the request by forwarding it to an unaffected
REOC or tasking an appropriate state agency to fill the need.
34
CITY OF GRAND TERRACE Section 7
Emergency Operations Plan
b Y p Information Collection,
Analysis, and Dissemination
7 INFORMATION COLLECTION, ANALYSIS, AND
DISSEMINATION
EOCs are responsible for gathering timely, accurate, accessible, and consistent intelligence
during an emergency. Situation reports should create a common operating picture and be used to
adjust the operational goals,priorities, and strategies.
To ensure effective intelligence flow, emergency response agencies at all levels must establish
communications systems and protocols to organize, integrate, and coordinate intelligence among
the affected agencies. The flow of situation reports among the levels of government should occur
in the following order:
.Field
Field situation reports should be disseminated to local the EOC.
Local EOC
The local EOC will summarize reports received from the field, DOCs, and other reporting
disciplines, and send to the OAEOC.
OA EOC
The OA EOC will summarize reports received from responsible local EOCs, county field units,
county DOCs, and other reporting disciplines, and forward to the Cal OES REOC.
REOC
The REOC will summarize situation reports received from the OA EOC, state field units, state
DOCs, and other reporting disciplines; and forward to the SOC.
SOC
The SOC will summarize situation reports received from the REOC, state DOCs, state agencies,
and other reporting disciplines, and distribute to state officials and others on the distribution list.
Joint Field Office (JFO)
When the state-federal JFO is activated, the REOC and SOC situation reports will be assimilated
into the JFO situation report. The REOC organization may be co-located with the federal
organization at the JFO.
7.1 TECHNOLOGY
The use of technology via the internet has redefined the parameters of emergency management
and has enhanced simultaneous record keeping for the City. The utilization of internet web-
hosted computer applications includes WebEOC. These applications range from simple email
capabilities to a dedicated emergency management software application with event reports,
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+ �f� CITY OF GRAND TERRACE Section 7
RE,aa Emergency Operations Plan Information Collection,
Analysis, and Dissemination
situation reports, press releases, pictures, electronic notification systems, map plotting of events,
weather maps, and real-time video/audio conferencing.
WebEOC
The City of Grand Terrace utilizes WebEOC, a crisis information management system for
sharing elements of the crisis. This allows the City to have a common operating picture,
situational awareness, and information coordination throughout San Bernardino County during
an emergency. Grand Terrace's EOC responders are able to share real-time information with
other agencies within the County, which allows for a coordinated deployment of resources
available to emergency managers.
In addition to WebEOC, the County OA has other emergency management information systems
operational in the EOC. They include the Operational Area Satellite Information System
(OASIS) and Emergency Alert System (EAS). These systems link the County OA EOC with
each of the cities and towns comprising the OA, County DOCs, Cal OES, and local radio
stations.
Local Radio Station AM 1640 and Ham Radio
The City of Grand Terrace has a local radio station, AM 1640, to-ass ist in disseminating
information to the public during an emergency, and to provide emergency preparedness tips to
residents before disasters strike. The City also has an amateur radio station that can be used to
communicate with and receive updates from other jurisdictions during an emergency. The
AM 1640 radio station is located in the Grand Terrace City Hall Annex Building. The amateur
radio station is housed at Fire Station#23 in Grand Terrace.
36 .
+p� CITY OF GRAND TERRACE Section 8
Emergency Operations g Y Plan Public Information
8 PUBLIC INFORMATION
8.1 OVERVIEW
The purpose of EF 16, "Public Information,"is to communicate timely and accurate information
by accessible means and in accessible formats on the incident's cause, size, and current situation
to affected audiences, including governments, media, the private sector, the local populace,
individuals with disabilities and others with access and functional needs, and additional
stakeholders (both directly affected and indirectly affected).
Public information must be coordinated and integrated as part of MACS across jurisdictions,
agencies, and organizations; among federal, state, tribal, and local governments; and with the
private sector and NGOs.. Public information includes processes, procedures, and organizational
structures required to gather, verify, coordinate, and disseminate information.
The City's designated Public Information Officer (PIO) acts as spokesperson for the City as
directed. The PIO directs, plans, organizes, and coordinates a public relations and information
dissemination program for the City. Contract fire and police services have also designated PIOs
to respond to any emergencies for the dissemination of information.
\" 8.2 RESPONSIBILITY
Although government regulates radio and TV stations, they are considered with the unregulated
medium (newspapers)because of the common functions these organizations provide in a
disaster.
The media provides the public with hazard warnings, safety instructions, official announcements,
notice of emergency regulations, evacuation procedures, directions on getting to medical and
mass care facilities, status reports on the condition of lifelines, and damage assessment
information. Radio and television stations are required to maintain and test emergency
communications equipment.
The Federal Communications Commission(FCC) governs the EAS, and local emergency
managers are responsible for getting.emergency information to EAS and for ensuring that the
information is translated for non-English speakers and made available to those with visual and
hearing disabilities.
Accurate and timely information is critical to saving lives and protecting property in a.disaster.
Coordination between the media and the EOC and other official communications systems
contributes importantly to rumor control and assessments of report validity, and strengthens
coordination generally among local, county, state, and federal information officials. Coordination
with the media can also improve the quality of status reports about response efforts.
37
CITY OF GRAND TERRACE Section 8
Emergency Operations Plan _
g Y p Public Information
Although this Plan addresses public information and media relations in the context of emergency
response, the basis for the success of that effort occurs long before the disaster. Public awareness
and education prior to any emergency are crucial to successful public information efforts during
and after the emergency. The pre-disaster awareness and education programs must be viewed as
equal in importance to all other preparations for emergencies and receive an adequate level of
planning.
8.3 FUNCTION
The coordination of public information in a disaster will require a high level of coordination
between cities and towns, special districts, private organizations, and the County. For purposes
of this Plan, the EOC will provide overall coordination of the City's public information during a
disaster. This coordination will be initiated when there is a Level Two activation of the EOC.
The EOC PIO will perform the public information function under the management component of
SEMS.
It will be the responsibility of this public information function to coordinate the collection of
information from field, local, and zone locations and formulate an accurate and comprehensive
picture of the disaster situation for release to the public. Dissemination of information may occur
in the form of press releases, public service announcements, situation summaries, EAS, media
interviews, and press conferences.
In addition to the functions generally described for the public information function, the political,
economic, and social impacts of the statements released must be.considered. A high level of
coordination will need to occur with elected officials to ensure that the message(s) provided to
the public reflects public policy as it relates to the particular disaster event.
Depending on the type of event, the EOC PIO may perform his or her function from a field
location, at a JIC, or other field support location designated by an IC. The EOC PIO's primary
role is established, and the PIO maintains positive working relationships with the media in.
attendance to ensure that the public receives accurate, comprehensive, and timely reports of the
event.
8.4 JOINT INFORMATION CENTER
The JIC is a central location that facilitates operation of the Joint Information System (JIS). It is
a location where personnel with public information responsibilities perform critical emergency
information functions, crisis communications, and public affairs functions. JICs may be
established at the EOC, at incident sites, or can be components of federal, state, tribal, territorial,
regional, or local MACS (e.g., MAC Groups or EOCs).
Typically, an incident-specific JIC is established at a single, on-scene location in coordination
with federal, state, and local agencies (depending on the requirements of the incident) or at the
national level, if the situation warrants. Informational releases are cleared through Incident
Command/Unified Command, the EOC/MAC Group, and/or federal officials in the case of
38
CITY OF GRAND TERRACE Section 8
�E Emergency Operations Plan Public Information
s
federally coordinated incidents to ensure consistent messages, avoid release of conflicting
information, and prevent a negative impact on operations. This formal process for informational
releases ensures the protection of incident-sensitive information. Agencies may issue their own,
releases related to their policies, procedures, programs, and capabilities; however, these should
be coordinated with the incident-specific JIC(s).
A single JIC location is preferable, but the system is flexible and adaptable enough to
accommodate virtual or multiple JIC locations, as required. For example,multiple JICs may be
needed for a complex incident spanning a wide geographic area or multiple jurisdictions. In
instances when multiple JICs are activated, information must be coordinated among all
appropriate JICs; each JIC must have procedures and protocols to communicate and coordinate
effectively with one another. Whenever there are multiple JICs, the final release authority must
be the senior command, whether using Unified or Area Command structures. A county JIC may
be used when an incident requires County coordination and is expected to be of long duration
(e.g., weeks or months) or when the incident affects a large area of the County.
8.5 PUBLIC AWARENESS AND EDUCATION
The public's response to any emergency is based on an understanding of the nature of the
emergency, the potential hazards, the likely response of emergency services, and knowledge of
what individuals and groups with and without access and functional needs should do to increase
_ their chances of survival and recovery.
Public information and education prior to any emergency are crucial to successful public
information efforts during and after the emergency. Disaster preparedness and education
programs/information are viewed as equal in importance to all other preparations for
emergencies and receive an adequate level of planning. The City of Grand Terrace places a high
priority on public disaster awareness by providing citizens access to emergency planning,hazard
mitigation, and emergency resources through the City's website(www.grandterrace-ca.gov),
emergency preparedness tips in the newsletter that accompanies solid waste and recycling
billing,.and the City's radio station—AM 1640. Other public outreach efforts include exercises
conducted by the City's volunteer Emergency Operations Committee and City Staff.
8.5.1 . Emergency Public Information
During an emergency, the City coordinates with the County of San Bernardino Sheriff's
Department for the dissemination of information about the emergency to keep the public
informed about what has happened and the actions of the emergency response agencies, and to
summarize the expected outcomes of the emergency actions. The PIO's primary role is to
disseminate emergency instructions and critical information to the media and the public and to
provide approved messages that are accessible to all sectors within the access and functional
needs population, including the deaf and blind and those who require messages in a different
language. The primary systems that may be utilized in an emergency are described below.
J
39
GCITY OF GRAND TERRACE Section 8
Emer enc O erations Plan Emergency p Public Information ;--,
Emergency Alert System
The EAS is designed for the broadcast media to disseminate emergency public information. This
system enables the President and federal, state, and local governments to communicate with the
general public through commercial broadcast stations.
This system uses the facilities and personnel of the broadcast industry on a volunteer basis. EAS
is operated by the broadcast industry according to established and approved EAS plans and
standard operating guides, and within the rules and regulations of the FCC. FCC rules and
regulations require all participating stations with an EAS OA to broadcast a common program.
Each broadcast station volunteers to participate in EAS and agrees to comply with the
established rules and regulations of the FCC.
The EAS is administered by the Sheriff of San Bernardino County and the County OA.
Activation of the San Bernardino County EAS will be for emergency events and conditions of
concern to a significant segment of the population of San Bernardino County. The message must
be a voice message; it may be prerecorded and it must originate from the Sheriff s
Communications Center.or the County OA EOC.
Telephone Emergency Notification System (TENS)
The County of San Bernardino acquired the TENS to provide rapid emergency notifications to
residents of the County. TENS, also referred to as a Reverse 9-1-1 Public Warning System, is a
public warning system that may be used to warn or advise County residents of the potential for
fire, flood, or other emergency circumstances in the County.
An emergency may require varied responses depending on the type of incident, whether it is an
act of nature, human-caused, or a technical event. The primary purpose of TENS is to improve
the notification of persons within a geographic area in the event of a life-threatening incident or
threat. This may include evacuation notices, shelter-in-place orders, and/or special instructions
for an imminent threat.
TENS uses a database of phone numbers and addresses that are geocoded with the County's
street network to identify phone numbers in a specific area. The notification system can complete
both small- and large-scale notifications. The system is a notification option for public safety
officials to make emergency notifications in a timely manner.
40
CITY OF GRAND TERRACE. Section 9
Emergency Operations Plan Access and Functional
Needs
9 ACCESS AND FUNCTIONAL NEEDS
People with disabilities and others with access and functional needs include those members of
the community that may have additional needs before, during, and after an incident in functional
areas, including but not limited to maintaining independence; communication, transportation,
supervision, and medical care.
Individuals in need of additional response assistance may include those who:
• Have disabilities;
• Live in institutionalized settings;
• Are seniors;
• Are children;
• Are from diverse cultures;
• Have limited English proficiency or are non-English speaking; or
• Who are transportation disadvantaged.
{ Lessons learned from recent emergencies concerning people with disabilities and older adults
have shown that the existing paradigm of emergency planning, implementation, and response
must change to meet the needs of these groups during an emergency. These lessons show four
areas that are repeatedly identified as the most important to people with disabilities and older
adults:
1. Communications and Public Information: Emergency notification systems must be
accessible to ensure effective communication for people who are deaf/hard of hearing,
blind/low vision, or deaf/blind.
2. Evacuation and Transportation: Evacuation plans must incorporate disability and older
adult transportation providers to be used for identifying and moving people with mobility
impairments and those with transportation disadvantages.
3. Sheltering: Care and shelter plans must address the access and functional needs of
people with disabilities and older adults to allow for sheltering in general population
shelters.
4. Americans with Disabilities Act: When shelter facilities are activated, the jurisdiction
will ensure they accommodate the provisions of the Americans with Disabilities Act
(ADA).
The City of Grand Terrace is committed to the inclusion of access and functional needs in the
City's planning efforts,and will do everything reasonably possible to communicate and
coordinate with members of the population who have access and functional needs.
41
r+A7v' CITY OF GRAND TERRACE Section 10
a Emergency Operations Plan Continuity of
Government
10 CONTINUITY OF GOVERNMENT
10.1 OVERVIEW
A major disaster could result in great loss of life and property, including the death or injury of
key government officials, the partial or complete destruction of established seats of.government,
and the destruction of public and private records essential to continued operations of government
and industry. Law and order must be preserved and government services maintained. Applicable
portions of the California Government Code and the Constitution of the State of California
provide authority for the continuity and preservation of local government.
Continuity of leadership and government authority is particularly important with respect to
emergency services, direction of emergency response operations, and management of recovery
operations. To this end, it is particularly essential that the City of Grand Terrace continues to
function as a government entity. The California Government Code and the Constitution of
California provide the authority for state and local governments to reconstitute themselves in the
event incumbents are unable to serve.
Under California's concept of mutual aid, local officials remain in control of their jurisdiction's
emergency operations while others may provide additional resources upon request. A key aspect
of this control is to be able to communicate official requests, situation reports, and other
emergency information throughout any disaster situation. To ensure continuity of government,
seven elements must be addressed by government at all levels:
• Succession of officers;
• Seat of government;
• Emergency powers and authority;
• Emergency plans;
• Primary and alternate EOCs;
• Preservation of vital records; and
• Protection of critical infrastructure.
10.1.1 Succession and Powers of the Director of Emergency Services
Pursuant to the Grand Terrace Municipal Code Section 2.28.070, "The Director of Emergency
Services shall designate the order of succession to that.office, to take effect in the.event the
director is unavailable to attend meetings and otherwise perform his duties during an emergency.
Such order of succession shall be approved by the City Council."
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CITY OF GRAND TERRACE Section 10
Emergency Operations Plan Continuity of
Government
The City of Grand Terrace EOP identifies the following lines of succession for the Director of
Emergency Services:
• First Alternate:
■ Director, Planning and Community Development Services
• Second Alternate:
■ Director, Public Works
10.2 ALTERNATE GOVERNMENT FACILITIES
Section 23600 of the California Government Code provides, among other things:
• The City Council shall designate alternative City seats, which may be located outside
City boundaries (real property cannot be purchased for this purpose);
• A resolution designating the alternate City seats must be filed with the Secretary of State;
and
• Additional sites may be designated subsequent to the original site designations if
circumstances warrant.
In the event the primary location is not usable because of emergency conditions, the temporary
seat of City government will be Grand Terrace Fire Station#23.
10.3 VITAL RECORD RETENTION
The preservation of vital records is of high importance to the City of Grand Terrace. The City
has an established Records Management Program, which is tasked to manage City records
efficiently and economically by reducing the amount of unnecessary records being stored;
creating a Citywide Records Retention Program; establishing standards and procedures for
storing records; and maintaining historical records of the City.
The City Clerk is the designated custodian of vital records for the City of Grand Terrace, and is
responsible for the protection and recovery of vital records during and after an emergency.
Vital records are defined as those records that are essential to:
• Protect and preserve the rights and interests of individuals, governments, corporations,
and other entities. Records of this type would include authorizing legislation, land use,
infrastructure engineering drawings, payroll, accounts receivable, and licenses.
• Conduci emergency response and recovery operations. Records of this type would
include utility system maps, locations of emergency supplies and equipment, emergency
operations plans and procedures, and personnel rosters.
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CITY OF G RAND TERRACE Section 10
r Emergency Operations R n NRs°` g y Plan Continuity of
Government
• Reestablish normal governmental functions and protect the rights and interests.of
government. Records of this type would include the municipal code, minutes, resolutions,
official proceedings, and financial records of the City.
Vital records for the City of Grand Terrace are stored on-site and will soon be transferred to the
City's electronic document management system. The City's Information Systems Administrator
will maintain routine backups of the repository.
r�
i
44
CITY OF GRAND TERRACE Section 11
Emergency Operations. .�f g Y Plan Recovery Overview
t
11 RECOVERY OVERVIEW
11.1 OVERVIEW
Recovery programs provide relief to individuals and communities stricken by an emergency and
restore public services to a state of normalcy. Recovery efforts include damage assessments and
the actions necessary to return health and safety systems (e.g., water,electricity, and food)and
services (e.g., acute health care and law enforcement) to a community's minimum operating
standards. Successful recovery activities result in the restoration of government operations,
businesses, reconstruction of public buildings and infrastructure, and the rebuilding of impacted
communities.
Recovery continues after the immediate public safety and life support infrastructure has been
restored, and encompasses activities that result in the rebuilding of the affected communities
based on their strategic priorities. It includes 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 emergencies. Thus,
many recovery activities are long term and may continue for many years.
In the aftermath of a disaster, many citizens will have specific needs that must be met. Typically,
y ,there will be a need for such services as:
• An assessment of the extent and severity of damages to homes and other property;
• Restoration of services generally available in communities: water, food, and medical
assistance;
• The repair of damaged homes and property;
• Vital records recovery; and
• Professional counseling for City.citizens when the sudden changes resulting from the
emergency have resulted in mental anguish and the inability to cope.
Recovery operations occur in two phases: short term and long term. The following is an
overview of each phase, including the objectives and goals of the phases.
11.1.1 Short-Term Recovery
Short-term recovery operations will begin during the response phase of the emergency. The
major objectives of short-term recovery operations include:
• Rapid and orderly debris removal and cleanup; and
• Coordinated restoration of essential services (electricity, water and sanitary systems).
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�a CITY OF.GRAND TERRACE Section 11
Emerenc Operations� g Y Plan Recovery Overview
zy< A
The goal of short-term recovery is to restore local government to at least a minimal capacity.
Short-term recovery includes:
• Expanded social, medical, and mental health services;
• Re-establishment of the City's continuity of government;
• Re-establishment of transportation routes; and
• Abatement and demolition of hazardous structures.
For federally declared disasters, Local Assistance Centers (LACs) are established by local
government and are staffed by local government, State OES, and/or FEMA personnel to assist
disaster victims and businesses in applying for grants, loans, and other benefits.These LACs
may host representatives from various agencies (governmental and private industry) in a
coordinated,effort to stage a"one-stop" location for assistance to disaster victims and businesses.
11.1.2 Long-Term Recovery
The major objectives of long-term recovery operations include:
• Coordinated delivery of social and health services;
• Recovery of disaster response costs;
• Effective integration of mitigation strategies into recovery planning and operations in
order to ensure a maximum reduction of vulnerability to future disasters; and
• Re-establishing the local economy to pre-disaster levels.
The goal of long-term recovery is to restore facilities to pre-disaster conditions if this is
desirable. Long-term recovery activities include hazard mitigation'activities, restoration or
reconstruction of public facilities, and disaster response cost recovery.
11.2 RECOVERY ORGANIZATION
Federal and state response and recovery operations will be mutually coordinated to ensure the
effective mobilization of resources to and in support of the City in accordance with the
California Catastrophic Incident Base Plan: Concept of Operations dated September 23, 2008.
For the City, recovery operations will be managed and directed through the City Manager's
Office. Recovery activities will be coordinated and managed by the City Manager and the
Emergency Services Coordinator, along with the assistance of other designated City
representatives. Designated City staff will assist in facilitating and leading the recovery process.
City departments will also be represented and responsible for certain functions throughout the
recovery process. (Reference Figure 3 below.)
The OA plays a different role in recovery than in response.' The OA may act as an information
and coordination point for its constituent jurisdiction; however, each local jurisdiction(rather
than the OA) works directly with state and federal recovery programs.
46
irly CITY OF GRAND TERRACE Section 11
Emergency O Plan
.Ra g Y Operations p Recovery Overview
! 9
SPECIAL DISTRICTS
e - ..
RECOVERY; • D- !
REPRESENTATIVES MANAGEMENT Making
PuMic Information:
e • • I o r
8
Figure 3:Recovery Operations Organization
11.2.1 Recovery Operations Responsibilities
The City has specific responsibilities in recovering from a disaster. The chart listed below depicts
the functional responsibilities assigned to City departments and/or key personnel.
Table 3:Functional Responsibilities Assigned to City Departments and/or Key Personnel
Political process management; interdepartmental coordination; City Manager
policy development; decision making; public information; City Clerk
government operations and communications; space acquisition; City Emergency Management
supplies and equipment; vehicles; personnel; and related support
Advise on emergency authority, actions, and associated liabilities; City Attorney
preparation of legal opinions; and preparation of new ordinances
and resolutions
Land use and zoning variance; permits and controls for new Planning and Development
development;revision of building regulations and codes; code
enforcement; plan review; and building and safety inspections
Debris removal; demolition; construction; management of and Public Works
liaison with construction contractors; and restoration of utility
services
Public finance; contracting; accounting claims processing; and Finance
insurance settlements
Applications for disaster financial assistance; liaison with Planning and Development
assistance providers; and on-site recovery support City Emergency Management
11.3 RECOVERY DAMAGE ASSESSMENT
\ The recovery damage/safety assessment is the basis for determining the type and amount of state
and/or federal financial assistance necessary for recovery. City staff will complete a detailed
47
CITY OF GRAND TERRACE Section 11
Emergency Operations g Y Plan Recovery Overview
damage/safety assessment and will forward this report to County OES for inclusion in the
County's IDE (Initial Damage Estimate) report.
Building codes and land use regulations can reduce most of the structural damage that would
otherwise result from a disaster. Nevertheless, damage will usually occur and a fast and accurate
assessment of conditions is essential for immediate response and long-term recovery.
Damage/safety assessments are a multi-department responsibility:A summary of those
responsibilities follows:
• Superintendent of Schools: Assess condition of school buildings.
• Public Works/Engineering: Assess flood control systems, structures, and capabilities;
damage related to debris; and City transportation issues.
• Cal Fire: Assess situations where HazMat is involved. Also will provide initial surveys
to assess damage, initiate initial life safety activity, and identify impacts to critical
facilities.
• Building and Safety: Perform detailed physical dainage assessment on a building-by-
building basis on nongovernmental buildings. Coordinate engineering contract and
volunteer services.
r
• Administrative Services/Finance: Utilize damage assessment information to correlate,
verify, and document damage assessment losses in dollar values. Coordinate with other
City departments and various agencies. Provide financial basis for City claims for
reimbursement from federal and state sources.
• Public Works/Engineering: Conduct initial and detailed assessment of all City
buildings.
• Sheriff: Provide initial assessment of damage observed, identify impacts to critical
facilities, and provide airborne surveillance where required.
• General Services/Information Systems: Provide initial and detailed assessments of
damage to City telecommunications systems.
• General Services: Compile damage assessment data for transmission to County OA.
11.4 RECOVERY DOCUMENTATION
Recovery documentation and reporting are key to recovering eligible emergency response and
recovery costs. Timely damage/safety assessments, documentation of all incident activities, and
accurate reporting will be critical in establishing the basis for eligibility of disaster assistance
programs.
The damage assessment documentation information should include the location and extent of the
damage and an estimate of costs for:
• Debris removal;
48
CITY OF GRAND TERRACE Section 11
Emergency Operations Plan Recovery Overview
• Before and after photographs of the damage;
• Emergency work; and
• Repairing or replacing damaged facilities to a non-vulnerable and mitigated condition.
The cost of compliance with building codes for new construction, repair, and restoration will also
be documented. The cost of improving facilities may be included under federal mitigation
programs.
Documentation is key to recovering expenditures related to emergency response and recovery
operations. Documentation must begin at the field response level and continue throughout the
operation of the EOC as the disaster,unfolds.
Included in the EOC Planning/Intelligence Section is a Documentation Branch that will
coordinate the collection of all incident documentation for dissemination and filing.
11.5 RECOVERY AFTER-ACTION REPORTS
The completion of after-action reports (AARs) is a part of the required SEMS reporting process.
The Emergency Services Act, Section 8607(f) mandates that the State OES, in cooperation with
- involved state and local agencies, completes an AAR within 120-days after each declared
disaster.
Section 2450(a) of the SEMS Regulations states that "Any city, city and county, or county
declaring a local emergency for which the governor proclaims a state of emergency, and any
state agency responding to that emergency shall complete and transmit an after-action report to
State OES within.90 days of the close of the incident period as specified in the California Code
of Regulations, section 29000)."
11.5.1 Use of After-Action Reports
AARs are made available to all interested public safety and emergency management
organizations and serve the following important functions:
• As a source for documentation of response activities;
• Identifying problems/successes during emergency operations;
• Analysis of the effectiveness of the components of SEMS; and
• Describes and defines a plan of action for implementation of improvements.
The SEMS approach to the use of AARs emphasizes,the improvement of emergency
management at all levels. The AAR provides a vehicle for not only documenting system
improvements, but can also, if desired, provide a work plan for how these improvements can be
implemented.
49
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CITY OF GRAND TERRACE Section 11
Emer enc O erations Plan Emergency p Recovery Overview
11.5.2 Coordination
It may be useful to coordinate the AAR process when multiple agencies/jurisdictions are
involved in the same emergency. Jurisdictions are encouraged to work together in the
development of AARs when appropriate and feasible. For example, an OA may take the lead in
coordinating the development of an AAR, which involves several jurisdictions. If appropriate,
jurisdictional reports may become part of an overall OA report.
Coordination is required in passing on information to and cooperating with other EOC Branches
and elements of the emergency organization. The dissemination of information, establishment of
priorities, and distribution of resources.cannot be done by any one person—and probably not by
any one agency or department. A concerted effort on the part of many individuals in many
agencies or departments will be required.
SEMS regulations under Title IX, Division 2, Chapter 1, Section 2450(a) require any federal,
state, or local jurisdiction proclaiming or responding to a local emergency for which the
governor has declared a State of Emergency or State of War Emergency to complete and
transmit an AAR to Cal OES within 90 days of the close of the emergency period..Upon
completion of the AAR, corrective actions are identified to make recommendations for
correcting problems noted in the response/recovery effort, or during exercises and training.
Depending on the level of the AAR, corrective action may encompass anything from detailed r-
recommendations for improving individual agency plans and procedures to broader system-wide
improvements. Priority corrective actions are assigned to relevant stakeholders and tracked to
ensure the identified problem has been addressed.
11.6 RECOVERY DISASTER ASSISTANCE
When requesting implementation of disaster assistance programs, some key areas of concern
must be adequately addressed. These areas include the needs of distinct groups, disaster
assistance available at each level of declaration, and the level of detail required on each request
for disaster assistance.
Disaster assistance is divided into two forms: Individual and Public Assistance.
11.6.1 Individual Assistance (IA) Programs
The disaster individual assistance programs have been developed for the needs of four distinct
groups:
• Individuals: May receive loans or grants for real and personal property, dental, funeral,
medical, transportation, unemployment, sheltering, and rental assistance, depending on
the extent of the damage.
• Businesses (including agriculture interests): May obtain loans that are often made
available through the United States Small Business Administration (SBA) to assist with
physical and economic losses as a result of a disaster or an emergency.
50
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CITY OF GRAND TERRACE Section'11
Emer enc O erations Plan Emergency p Recovery Overview ,
• Agriculture: Programs exist for agricultural or.other rural interests through the United
States Department of Agriculture, including assistance for physical and production losses.
• Government: Funds and grants are available to government and certain nonprofit
organizations to repair, reconstruct, and mitigate the risk of future damage. A state grant
program is available to local governments to respond to and recover from disasters.
Federal grant programs are available to assist governments and certain nonprofit
organizations in responding to and recovering from disasters.
11.6.2 Public Assistance Program
The Public Assistance Program provides federal disaster grant assistance for the repair,
replacement, or restoration of disaster-damaged, publicly-owned facilities and the facilities of
certain private nonprofit (PNP) organizations. The federal share of assistance is not less than
75% of the eligible cost for emergency measures and permanent restoration. The state determines
how the non-federal share (up to 25%) is split with the applicants. Eligible applicants include:
• States, local governments, Indian tribes, and certain PNP organizations; and
• Eligible PNP facilities that must be open to the public and perform essential services of a
governmental nature.
11.6.3 Eligible Work
To be eligible, the work must be required as the result of the disaster, be located within the
designated disaster area, and be the legal responsibility of an eligible applicant. Work that is
eligible for supplemental federal disaster grant assistance is classified as either emergency work
or permanent work.
FEMA has developed a number of reference documents that give specific details regarding
Public Assistance. These documents include:
• Public Assistance—Policy.Digest
• . Public Assistance—Public Assistance Guide
• Public Assistance—Applicant Handbook
• Public Assistance—Debris Management Guide
• Public Assistance Program Public Assistance Coordinator—9570.2 SOP September 1999
• Public Assistance Program Case Management File—9570.3 SOP September 1999
• Public Assistance Program Kickoff Meeting—9570.4 SOP September 1999
• Public Assistance Program Project Formulation—9570.5 SOP September 1999
• Public Assistance Program Validation of Small Projects—9570.6 SOP September 1999
• Public Assistance Program Immediate Needs Funding—95X7 SOP September 1999
51
CITY OF GRAND TERRACE. Section 11
a W 2aF Emergency O Plan
g Y Operations p Recovery Overview
11.6.4 Hazard Mitigation Grant Programs
The Hazard Mitigation Grant Program (HMGP) provides grants to states and local governments
to implement long-term hazard mitigation measures after a major disaster declaration. The.
purpose of the HMGP is to reduce the loss of life and property due to natural disasters and to
enable mitigation measures to be implemented during the immediate recovery from a disaster.
The HMGP is authorized under Section 404 of the Robert T. Stafford Disaster Relief and
Emergency Assistance Act.
The HMGP is only available to applicants that reside within a federally declared disaster area.
Eligible applicants are:
• State and local governments;
• Indian tribes or other tribal organizations; and.
• Certain nonprofit organizations.
Although individuals may not apply directly to the state for assistance, local governments may
sponsor an application on their behalf.
The amount of funding available for the HMGP under a particular disaster declaration is limited.
The program may provide a state with up to 7.5 percent of the total disaster grants awarded by '
FEMA. States that meet higher mitigation planning criteria may qualify for a higher percentage
under the Disaster Mitigation Act of 2000 (DMA2000). FEMA can fund up to.75 percent of the
eligible costs of each project. The grantee must provide a 25 percent match.
The DMA2000 states that each jurisdiction (counties, cities, towns, and special districts) must
have a local hazard mitigation plan (LHMP).approved by Cal OES to be eligible for FEMA pre-
and post-disaster mitigation funds. The objective of the LHMP is "to save lives, preserve
property, and protect the environment during times of disaster."The City of Grand Terrace's
HMP is currently under development.
The federal regulations governing the HMGP are.found in Title 44 of Code of Federal
Regulations Part 206 and Part 13. For.specific information regarding current HMGP activities,
refer to the Cal OES website (www.caloes.ca.gov).
52
CITY OF GRAND TERRACE Section 12
Emergency O Plan
° g Y Operations p Administration and
� Logistics
12 ADMINISTRATION AND LOGISTICS
12.1 ADMINISTRATION
An EOP lays the groundwork for emergency operations. However, having a plan does not in
itself enable the City of Grand Terrace to respond effectively to a disaster. Experience shows that
if responders do not fully understand procedures or responsibilities, serious problems will arise.
during efforts to respond to an incident. To implement this Plan, therefore, emergency staff and
disaster support agencies must also be trained in the plan's overall concept, their own
responsibilities under it, and the procedures it sets forth. Training helps ensure that response
agencies fully understand the plan.
A plan is necessary,but it is not a sufficient management tool by itself. It can generate consensus
about the need to take specific actions and commit to specific programs, but to manage
emergencies effectively, the plan must be regularly updated, monitored, and evaluated. It must
also be supplemented.by SOPS that ensure its requirements are being addressed. Additionally, it
must be implemented, whether_through regulation, budgets, or ongoing decision making.
The implementation process necessary to make this Plan of use should be three-dimensional: it
should take advantage of the broad range of training and informational resources available via
the federal and state governments and the Internet; it should include function-specific training
based upon SOPs; and it should reach not only response agencies but also the general population.
Whereas training and information from federal, state, or Internet sources is fairly general, the
primary goal of an internal training program is to ensure that response agencies fully understand,
and can act on, the roles assigned to them in the Plan. The third dimension of training is that
which is designed for the community at large. For a response effort to be effective, citizens must
know the proper responses to disasters and must also follow instructions.
In addition to the training efforts stated above, the implementation activities must include
correction of capability shortfalls, which should be a planned multi-year effort to ensure that
capability targets are being met and that the response capability is not degraded.
12.1.1 Administrative Process
1. The City will submit situation reports, requests for assistance, and damage assessment
reports to the San Bernardino County OA.
2. The San Bernardino County OA will forward reports and requests for assistance to Cal
OES.
3. The City will utilize pre-established bookkeeping and accounting methods to track and
maintain records of expenditures and obligations.
4. Narrative and written log-type records of response actions will be kept by the City. The
logs and records will form the basis for status reports to the County OA/Cal OES.
53
CITY OF GRAND TERRACE Section 12 .
Emergency Operations Plan Administration and --.
Logistics
5. The City will make reports to the County by the most practical means and in a timely
manner.
6. All written records, reports, and other documents will follow the principles of NIMS.
The City of Grand Terrace incorporates the following administrative actions prior to an
emergency:
• Develop a written EOP and SOPS;
• Track emergency services training records;
• Document'drills and exercises to include the critiques; and
• Include NGOs in the City's emergency planning activities.
The administrative actions during and after an emergency include:
• Maintenance of written log-type records;
• Issuance of press releases;
• Submission of status reports, requests for assistance, and initial damage assessment
requests to the OA EOC;
• Utilize pre-established accounting methods to track and maintain records of expenditures
and obligations; and
• Document recovery operations.
12.2 LOGISTICS
.The City of Grand Terrace incorporates the following logistics before an emergency:
• Acquiring and typing City equipment;
• Stockpiling supplies;
• Designating emergency facilities, such as shelter sites;
• Establish mutual aid agreements, such as with American Red Cross; and
• Prepare a resource contact list.
Logistics during an emergency include:
• Moving emergency equipment into place;
• Arranging for food and transportation;
• Arranging for shelter facilities;
Calling on mutual aid, if needed; and
• Providing backup power and communications, if needed.
54
aTYOFGRANOTERRACE Section 13
RN�0. c� Emergency O Plan
-�, g Y Operations p Plan Maintenance
13 EMERGENCY PLAN MAINTENANCE AND DISTRIBUTION
The City's Emergency Services Coordinator is responsible for regular reviews and maintenance
of the City of Grand Terrace EOP. Modifications may occur as a result of post-incident critiques
and/or changes to responsibilities, procedures, laws, or regulations. The Emergency Services
Coordinator will also be responsible for soliciting and incorporating input from persons with
access and functional needs and those who serve them into the EOP revision. The EOP shall be
ADA-compliant.
Revisions will be prepared, coordinated, published, and distributed to all City departments and
other agencies as shown on.the distribution list. Annexes may be added to the Plan at future
dates, as needed, and will also be documented on the"Update/Revision List Form."The form
will be inserted into the front section of this Plan.
13.1 RECORD OF CHANGES
13.2 RECORD OF DISTRIBUTION
r4i&
55
CITY OF GRAND TERRACE Section 14
Emergency O Plan
g Y Operations p SOP Development
14 STANDARD OPERATING PROCEDURES DEVELOPMENT
SOP'provide the purpose, authorities, duration, and details for the preferred method of
performing a single function or a number of interrelated functions in a uniform manner. SOPs
must also facilitate.the need to carry out actions under conditions that may not have been
anticipated when the SOP was developed. For example, it may be necessary to consider
alternative procedures that solve a problem in order to perform in a more time- or cost-efficient
way.
The SOPS for the City of Grand Terrace are published separately to support the EOP. They
include:
• Guidance information;
• Position.checklists (included in the EOC Manual)
• Responsibilities of responding employees/agencies;
• Procedures;
• Personnel assignments;
• Contact lists;
l
• Equipment lists; and -
• Forms.
It is the responsibility of the City's designated Emergency Services representative, working with
the various City departments and other agencies, to update the SOPs on.an as-needed basis.
56
CITY OF GRAND TERRACE Section 15
Rn �f Emergency.Operations Plan Training and Exercises
J
15 TRAINING AND EXERCISES
The Federal Government, through FEMA, promulgates the Homeland Security Exercise and
Evaluation Program (HSEEP), which is a standardized methodology for exercise design,
development, conduct, evaluation, and improvement to ensure homeland security and terrorist
response capabilities are adequately tested and exercised. All OA Training and Exercise
activities reported within the OA TEP will follow federal NIMS guidelines and HSEEP
formatting in keeping with state and federal requirements.
The San Bernardino County Operational Area Training and Exercise Partners is a multiagency,
multi jurisdiction group that represents the interests of the entire OA (24 cities, unincorporated
county, special districts,NGOs, and the private sector) and serves as the planning group for OA
trainings and exercises to:
F
• Lead and support the implementation of OA-wide trainings and exercises;
• Develop and maintain a comprehensive multi-year OA Training and Exercise Plan
(TEP); and
• Improve collaboration, planning and preparedness capabilities, and coordination across
agencies,jurisdictions, and the private sector.
The City of Grand Terrace supports participation in the OA TEP Workshops, the OA Multi-Year
TEP, and HSEEP format as guidance for the City's training and exercise program.
15.1 PREPAREDNESS TRAINING
Training and testing are essential to ensure emergency response personnel at all levels of
government are operationally ready. As part of the emergency management training curriculum,
it is recommended thatpersonnel with emergency responsibilities complete emergency .
management courses as described in the SEMS Approved Course of Instruction (ACI) and the
NIMS integration criteria.
The City is responsible for providing and maintaining the training and testing records to
demonstrate the City's compliance with SEMS and NIMS requirements.
15.2 PREPAREDNESS EXERCISES
Exercises provide personnel with an opportunity to become thoroughly familiar with the
procedures, facilities, and systems that will-actually be used in emergency situations. The City of
Grand Terrace participates in all-hazard exercises that involve emergency management/response
personnel from multiple disciplines and/or multiple jurisdictions. The exercises:
• Are as realistic as possible;
• Stress the application of standardized emergency management;
• Are based on risk assessments (credible threats, vulnerabilities, and consequences);
57
,itAOt�; CITY OF GRAND TERRACE Section 15
any Emergency Operations Plan
g Y p Training. and Exercises
• Include NGOs and the private sector, when appropriate;
• Incorporate the concepts and principles of SEMS and NIMS;
• Demonstrate continuity of operations issues; and
• Incorporate issues related to access and functional needs populations.
Training and exercises of the emergency management organization (EOC, ICS, and/or other.
agencies) components can take many forms. Exercises range from seminars/workshops to full-
scale demonstrations. They will generally fall within one of the following types of training
activity:
15.2.1 Seminars/Workshops
Seminars/Workshops are low-stress, informal discussions in a group setting with little or no
simulation. They are used to provide information and introduce people to policies, plans, and
procedures.
15.2.2 Tabletop Exercises
Tabletop exercises provide a convenient and low-cost method designed to evaluate policies,
plans, and procedures and resolve coordination and responsibilities. Such exercises are a good .
way to see if policies and procedures exist to handle certain issues. �^
15.2.3 Functional Exercises
Functional exercises are designed to test and evaluate the capability of an individual function
such as communications, public evacuation, or medical.
15.2.4 Full-Scale Exercises
Full-scale exercises simulate an actual emergency. They typically involve the complete
emergency management staff and are designed to evaluate the operational capability of the
emergency management system.
58
�a CITY OF GRAND TERRACE Appendix 1:
o. . Emergency Operations Rn Fq�°F g Y Plan Authorities and
References
APPENDIX 1: AUTHORITIES AND REFERENCES
LOCAL AUTHORITIES
• Grand Terrace Municipal Code:
■ Emergency Organization(Grand Terrace Municipal Code Chapter 2.28)
• Grand Terrace Resolutions:
■ California Master Mutual Aid Agreement
■ Registered Volunteer Disaster Service Workers
■ Adopting the Emergency Plan (including the implementation of SEMS as required by
Section 8607 of the California Emergency Services Act)
■ Adoption of NIMS
■ Adoption of LHMP
■ LHMP adopted into the Safety Element of the General Plan
r
STATE AUTHORITIES
Lam`
• California Civil Code, Chapter 9, Section 1799.102—Good Samaritan Liability
• California Code of Regulations, Title 19
• California Disaster Assistance Act
• California Disaster and Civil Defense Master Mutual Aid Agreement
• California Emergency Services Act
• Governor's Executive Order W-9-91 and Administrative Orders (prepared under the
authority of the Governor's Executive Order W-9-91)
• Standardized Emergency Management System Guidelines
Standardized Emergency Management System Approved Course of Instruction
FEDERAL AUTHORITIES
• Federal Civil Defense Act of 1950 (Public Law 920) as amended
• National Incident Management System
National Response Framework and National Disaster Recovery Framework
• Robert T. Stafford Disaster Relief and Emergency Assistance Act (as amended)
• Title 44.Code of Federal Regulations
59
CITY OF GRAND TERRACE Appendix 1:
EwJ Emergency Operations Plan Authorities and ,
References
REFERENCES
• City of Grand Terrace General Plan, Safety Element
• City of Grand Terrace Hazard Mitigation Plan
• California Catastrophic Incident Base Plan: Concept of Operations
• California Emergency Plan
• California Master Mutual Aid Agreement
California Emergency Management Mutual Aid Plan
• California Fire Service and Rescue Emergency Mutual Aid Plan
• California Hazardous Materials Incident Contingency Plan
• California Law Enforcement Mutual Aid Plan
• Homeland Security Presidential Directive 5 (HSPD-5)
• National Incident Management System
• National Response Framework
• National Disaster Recovery Framework
• Standardized Emergency Management System Guidelines
• Standardized Emergency Management System Approved Course of Instruction
• State of Emergency Orders and Regulations (regulations.made in advance of a State of
Emergency—Standby Orders) .
• State of War Emergency Orders and Regulations (regulations made in advance,of a State
of War Emergency—Standby Orders)
• Title 44 Code of Federal Regulations
60
CITY OF GRAND TERRACE Appendix 2:
Emergency Operations R.a{ g Y Plan Glossary of-Ter m- s
APPENDIX 2: 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 declaration of an emergency. Reports must be
submitted within 90 days to Cal.OES.
Agency: A division of government with a specific function offering a particular kind of
assistance. In 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,NGOs may be
included to provide support.
All-Hazards: Any incident, natural or man-made, that warrants action to protect life,property,
the environment, and 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 into 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 Functions (CA-EFs): 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-Us 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.
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California Emergency Services Act (ESA): An Act within the California Government Code to
ensure that preparations within the state will be adequate to deal with natural, man-made, or war-
caused emergencies that result in conditions of disaster or in extreme peril to life, property, and
the natural resources of the state, as well as to generally protect the health and safety and
preserve the lives and property of the people of the state.
Catastrophe: Any natural or man-made incident, including terrorism, which 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 Local Government Levels.
Command Post: See Incident Command Post.
Command Staff: At the SEMS Field Level, consists of the Information Officer, Safety Officer, _
and Liaison Officer, which report directly to the IC. 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.
Common Terminology: Normally used words and phrases. Avoids the use of different
words/phrases for the same concepts and for consistency, and to allow diverse incident
management and support organizations to work together across a wide variety of incident
Management functions and hazard scenarios.
Communications: The process of transmitting 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's 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
government) across the private sector and NGOs as appropriate to ensure the continued
performance of core capabilities and/or critical government operations during any potential
incident. -
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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 interagency) 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: A term used to describe any facility that is used for the coordination of
agency or jurisdictional resources in support of one or more incidents.
Corrective Actions: Implementing procedures that are based on lessons learned from actual
incidents or from training and exercises.
Cost Unit: A 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.
Cyber Threat: An act or threat that poses potentially devastating disruptions to critical
infrastructure, including essential communications such as voice, email, and internet
connectivity.
Cybersecurity: The protection of data and systems in networks.that are connected to the
internet, including measures to protect critical infrastructure services. These services may
include essential communications such as voice, email, and internet connectivity.
Demobilization: The orderly, safe, and efficient return of an incident resource to its original
location and status.
Department Operations Center (DOC): An EOC specific to a single department or agency and
is focused on internal agency incident management and response. DOCs are often linked to and,
in most cases, are physically represented in a combined agency EOC by an authorized agent(s)
for the department or agency.
Disaster: A sudden calamitous emergency event bringing great damage, loss, or destruction.
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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: A 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 man-made, 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 assistance is needed to supplement state and local efforts and capabilities to
save lives and to.protect property and public health and safety, or to lessen or avert the threat of a
catastrophe in any part of the 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 up front: liability and reimbursement.
Emergency.Management Community: The stakeholders in emergency response in California
including 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. An 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 Resource Directory(ERD): A directory containing information on agency or
organization personnel, emergency certifications and qualifications, and vendor and support
organization supplies, equipment, etc. that may be needed during an emergency. Supplies and
equipment can include such items as potable water tenders, portable toilets, heavy equipment,
prepared meals,bulk foodstuffs, cots, rental office trailers, etc. To the extent possible and when
appropriate, equipment should be typed by capability according to a common and accepted
typing schematic. Emergency resource directories should only include those items likely to be
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� g Y Operations p Glossary of Terms
needed by the preparing agency or organization in the performance of their duties and should not
attempt to include everything that may be needed in any emergency.
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 (EAP): The written plan developed at SEMS local level that contains
objectives, actions,to be taken, assignments, and supporting information for the next operational
period.
Essential Facilities: Police, fire, EOCs, schools,.medical facilities, and other resources that have
a role in an effective and coordinated emergency response.
Evacuation: The organized, phased, and supervised withdrawal, dispersal, or removal of
civilians.from dangerous or potentially dangerous areas and their reception and care in safe
areas.
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: The five major activities in ICS: Command, Operations, Planning, Logistics, and
Finance/Administration. The same five functions are also found at all SEMS Local Government
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 man-made, 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, HazMat spills, nuclear accidents;
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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 objectives 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 direction and important
information for management of the incident during one or more operational periods. At the
SEMS local level, there is a similar document called the EOC Action Plan.
Incident Base: The location at which primary Logistics functions for an incident are coordinated
and administered. There is only one base per incident.'(Incident name or other designator will be
added to the term base.) The Incident Command Post may be co-located with the Base.
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 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.
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. ICS is one of the components of both NIMS and SEMS.
Information:.Pieces of raw, unanalyzed data that identifies persons, evidence, and/or events, or
illustrates processes that specify the occurrence of an event. Maybe objective or subjective and
is intended for both internal analysis.and external (news media)application. Information is the
"currency" that produces intelligence.
Intelligence: The 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
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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 an aspect of information.
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.
Interoperability: Allows emergency management/response personnel and their affiliated
organizations to communicate within and across agencies and jurisdictions via voice, data, or
video-on-demand, in real-time, when needed and when authorized.
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.
Joint Information System (JIS): Integrates incident information and public affairs into a
cohesive organization designed to provide consistent, coordinated, accurate, accessible, timely,
and complete information during crisis or incident operations.The mission of the JIS is to
provide a structure and system for developing and delivering coordinated interagency messages;
developing, recommending, and executing public information plans and strategies on behalf of
the IC; advising the IC concerning public affairs issues that could affect a response effort; and
controlling rumors and inaccurate information that could undermine public confidence in the
emergency response effort.
Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at 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).
Key Resources: Any publicly or privately controlled resources essential to the minimal
operations of the economy and government.
Liaison: A form of communication for establishing and maintaining mutual understanding and
cooperation.
Liaison Officer: A member of the Command Staff(Management Staff at the Local Government
Levels) responsible for coordinating with representatives from cooperating and assisting
_ agencies or organizations. At SEMS Local Government Levels, reports directly to the EOC
Director and coordinates the initial entry of Agency Representatives into the Operations Center
— and also provides guidance and support for them as required.
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Local Government: According to federal code a 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 governinent entity, or agency or instrumentality of a locale .
government; an Indian tribe or authorized tribal entity, or in Alaska a Native village or Alaska
Regional Native Corporation; or 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: At the•SEMS Local Government Level, consists of the Public Information
Officer, Safety Officer, and Liaison Officer, which report directly to the EOC Director. They
may have an assistant or assistants, as needed.These officers are also found at the Field
Response Level in $EMS, and they report directly to Incident Commander as"part of the
Command Staff..
Mitigation: Provides a critical foundation in the effort to reduce the loss of life and property
from natural and/or man-made 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.
Mobilization Center: An off-emergency location where emergency services personnel and
equipment may be temporarily located, pending assignment to emergencies, release, or
reassignment.
Multiagency or Interagency Coordination: The participation of agencies and disciplines
involved at any level of the SEMS organization working together in a coordinated effort to
facilitate decisions for overall emergency response activities, including the sharing of critical
resources and the prioritization of incidents.
Multiagency Coordination Group (MAC Group): Typically, administrators/executives, or
their appointed representatives, who are authorized to commit agency resources and funds and
are brought together, forming MAC Groups. MAC Groups may also be known as multiagency
committees, emergency management committees, or as otherwise defined by the System. It can
provide coordinated decision making and resource allocation among cooperating agencies and
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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): Provide the architecture to support
coordination for incident prioritization, critical resource allocation, communications systems
integration, and information coordination. The elements of MACS include facilities, equipment,
personnel,procedures, and communications. Two 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 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 NGOs 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.
Nongovernmental Organization (NGO): An entity with an association that is 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 NGOs 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
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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.
Operational.Period: The time scheduled for executing a given set of operation actions as
specified in the IAP. Operational periods can be of various lengths, although they usually last
12-24 hours.
Operations Section: The section responsible for all tactical incident operations and the
implementation of the IAP. In ICS, it normally includes subordinate branches, divisions, and/or
groups. At the SEMS Local Government 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, the private sector, and/or NGOs.
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 also 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 Local Government 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,
nongovernmental, 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.
Recovery Plan: A plan developed to restore the affected area or community.
Regional Emergency Operations Center (REOC): Facilities found at Cal OES Administrative
Regions. REOC provides centralized coordination of resources among OAs within their
respective regions and between the OAs and the State Level.
Reimbursement: Provides 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 the 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 the
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, NGOs,
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 Local
Government 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.
Span of Control: The number of resources for which a supervisor is responsible, usually
expressed as the ratio of supervisors to individuals. (Under NIMS, an appropriate span of control
is between 1:3 and 1:7, with optimal being 1:5.)
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 a joint powers authority established under Section 6500 et.
seq. of the Code.
Stafford Act: The Robert T. Stafford Disaster Relief and Emergency Assistance 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 nonprofit
organizations. The provisions of the Stafford Act cover all-hazards, including natural disasters
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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.
Staging Area: Established at an incident for the temporary location of available resources. A
staging area can be any location in which personnel, supplies, and equipment can be temporarily
housed or parked while awaiting operational assignment.
Standard Operating Procedure (SOP): A complete reference document or an operations
manual that provides the purpose, authorities, duration, and details for the preferred method of
performing a single function or a number of 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
multi jurisdictional 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 SEMS based upon 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, MACS as developed by FIRESCOPE
program, the OA concept, and the Master Mutual Aid Agreement and related mutual aid
systems. Regulations are found at TITLE 19. DIVISION 2. Chapter 1, 00 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): Operated by Cal OES at the State Level in SEMS, it is
responsible for the centralized coordination of state resources in support of the three Cal OES
Administrative REOCs. 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 HazMat 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 Law
107-296; 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. r
Tribal: Any Indian tribe, band, nation, or other organized group or community, including any
Alaskan Native Village as defined in or established pursuant to the Alaskan Native Claims
Settlement Act (85 stat. 688) [43 U.S.C.A. and 1601 et seq.].
Type: 1) An ICS resource classification that refers to capability. Type 1 is generally considered
to be more capable than Types 2, 3, or 4, respectively, because of size, power, capacity, or(in the
case of incident management teams) experience and qualifications. 2) A.class, kind, or group
sharing one or more characteristics; category. 3) A variety or style of a particular class or kind of
things.
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 Unified Command, often the senior person from agencies and/or
disciplines participating in the Unified Command, 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 that are needed to meet operational responsibilities'
under national security emergencies or other emergency or disaster conditions (emergency
74
CITY OF GRAND TERRACE Appendix 2:
Emergency Operations Plan Glossary of Terms
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, 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.
}
75
CITY OF GRAND TERRACE Appendix 3:
Emergency Operations Plan Contact List
APPENDIX 3: CONTACT LIST
Emergency contact information is maintained in a separate document and is updated on a regular .
basis.
76
CITY OF GRAND TERRACE Appendix 4:
Emergency Operations g Y p Plan SEMS EOC Position
Checklists
APPENDIX 4: STANDARDIZED EMERGENCY MANAGEMENT
SYSTEM EOC POSITION CHECKLISTS
The EOC position checklists are maintained in the EOC Manual separate from this document and
are updated on a regular basis.
77
o� 1s� CITY OF GRAND TERRACE Appendix 5:
Emergency Operations g Y Plan Supporting -.
Documentation
APPENDIX 5: SUPPORTING DOCUMENTATION
Training and testing are essential to ensure emergency response.personnel of all levels of
government and the public are operationally ready. As part of the emergency management
training curriculum, it is recommended that City personnel with emergency responsibilities
complete emergency management courses as described in SEMS Approved Course of Instruction
(ACI) and NIMS integration criteria.
In addition to SEMS and NIMS courses, City personnel may be provided EOP orientation,
Disaster Service Worker training, EOC Section Specific training, and other additional
specialized training as available.
The San Bernardino County Fire Office.of Emergency Services is responsible for tracking the
County's NIMS compliance and, as required by FEMA and Cal OES, prepares and submits the
annual NIMSCAST report. The City of Grand Terrace formally adopted NIMS regulations and
may utilize the web-based NIMSCAST reporting tool to report the City's NIMS compliance.
78
STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO )
CITY OF GRAND TERRACE )
I Debra L. Thomas, City Clerk of the CITY OF GRAND TERRACE, CALIFORNIA,
DO HERBY CERTIFY that the foregoing Resolution, being Resolution No. 2017-02 was
duly passed, approved and adopted by the City Council, approved and signed by the
Mayor, and attested by the City Clerk, at the regular meeting of said City Council held
on the 14th day of March, 2017, and that the same was passed and adopted by the
following vote:
AYES: Council Members Hussey, Reinarz; Mayor Pro Tern Robles; Mayor
McNaboe
NOES:
ABSENT: Council Member Wilson
ABSTAIN:
Executed.this 21st day of July, 2017, at Grand Terrace, California.
D`ebra.L. Thomas, City Clerk
[SEAL]