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01/31/2017 SPcrry OF GRAND TERRACE -� AGENDA & STAFF REPORTS FOR THE SPECIAL MEETING OF THE CITY COUNCIL Tuesday, January 31, 2017 6.00 p.m. Special Meeting COUNCIL CHAMBERS GRAND TERRACE CIVIC CENTER - 22795 BARTON ROAD GRAND TERRACE, CA 92313 Darcy McNaboe, Mayor Sylvia Robles, Mayor Pro Tern Doug Wilson, Council Member Bill Hussey, Council Member Brian Reinarz, Council Member G Harold Duffey, City Manager Pat Jacquez-Nares, City Clerk Richard L Adams, City Attorney Yanni Demitri, Public Works Director Linda Phillips, Child Care Director Cynthia A Fortune, Finance Director Sandra Molina, Planning & Development Services Director The Grand Terrace City Council meets on the Second and Fourth Tuesday of each month at 6 00 p m CITY OF GRAND TERRACE O CITY COUNCIL AGENDA • JANUARY 31, 2017 Council Chambers Special Meeting 6 00 PM Grand Terrace Civic Center • 22795 Barton Road The City of Grand Terrace complies with the Americans with Disabilities Act of 1990 If you require special assistance to participate in this meeting, please call the City Clerk's office at (909) 824-6621 at least 48 hours prior to the meeting If you desire to address the City Council during the meeting, please complete a Request to Speak Form available at the entrance and present it to the City Clerk Speakers will be called upon by the Mayor at the appropriate time Any documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection in the City Clerk's office at City Hall located at 22795 Barton Road during normal business hours In addition, such documents will be posted on the City's website at www grandterrace-cagov <http //www grandterrace-ca gov > CALL TO ORDER CQ D 1 P ni Convene City Council Pledge of Allegiance ROLL CALL Attendee Name Present Absent $ Late Arrived Mayor Darcy McNaboe C-- ❑ ' ❑ Mayor Pro Tern Sylvia Robles ❑ ❑ Council Member Doug Wilson Cr ❑ ❑ Council Member Bill Hussey ❑ V ❑ Council Member Brian Reinarz ❑ ❑ A PUBLIC COMMENT-- �J O 06 This is the opportunity for members of the public to comment on items on the agenda only At a special meeting of the City Council, pursuant to California law, the City Council will only be taking public comment on items listed on the agenda B NEW BUSINESS Workshop on Emergency Services RECOMMENDATION Staff recommends that the City Council conduct a discussion on the Assessment Report of the City of Grand Terrace Emergency Operations Coordination, and the draft City of Grand Terrace Emergency Operations Plan DEPARTMENT PLANNING & DEVELOPMENT SERVICES City of Grand Terrace Page 1 ycr"�y„rra r4r1f AGENDA REPORT MEETING DATE January 31, 2017 Council Item TITLE a Workshop on Emergency Services PRESENTED BY Sandra Molina, Planning & Development Services Director RECOMMENDATION Staff recommends that the City Council conduct a discussion on the Assessment Report of the City of Grand Terrace Emergency Operations Coordination, and the draft City of Grand Terrace Emergency Operations Plan 2030 VISION STATEMENT This staff report supports Goal #5 "Engage in Proactive Communication" by engaging the community by participation BACKGROUND On April 12, 2016, the City Manager approved a Professional Services Agreement with Innovative Emergency Management, Inc (IEM) to provide Emergency Operations Coordination Services Services included preparation of an assessment of the City's emergency services and resources, including an update of the Emergency Operations Plan (EOP), the readiness of the City's Emergency Operations Center, make recommendations for emergency managements and Emergency Operations Center training, and also define the role of the Volunteer Emergency Operations Committee IEM Consultant, Michael Gregory, met with City staff, representatives of the Fire and Sheriff Departments, and the Volunteer Emergency Operations Committee members to discuss the emergency operations of the City and gather information to provide an assessment He also reviewed the City's emergency operations equipment at City Hall, including annex buildings and trailers Mr Gregory will lead the discussion at the January 31, 2017, special meeting DISCUSSION The Assessment Report prepared by Michael Gregory provides an overview of the process, equipment, personnel, and management necessary for completing the Emergency Operations Coordination Services The Assessment includes review of the current City Emergency Operation Plan, evaluation of equipment, recommendations for emergency management, and definition of roles and responsibilities for the Volunteer Emergency Operations Committee f, Packet Pg 3 I APPROVALS Sandra Molina Finance City Attorney Sandra Molina City Manager City Council Completed 01/23/2017 12 03 PM Completed 01/23/2017 12 30 PM Completed 01/24/2017 4 39 PM Completed 01/24/2017 8 06 PM Completed 01/25/2017 5 46 PM Pending 01/31/2017 6 00 PM 11 Packet Pg 5 ( ..�a..f_�i—F43ir.•S.J i._�� 55, . uc000n000n ' A�_( _ rt4 o cn m c� s CD Ccr2 m� 0(Q o (n O -p v 0 O °- ^D r` /-F CD CD rf CD 0 0 0 0- v e--h 0 7 Cn CD fn 3 CD CD 0 O ' s Attachment Grand Terrace EOC Services Assessment Report (2113 Discussion on Emergency Operations) Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project Table of Contents Introduction 1 Project Overview 1 Principal Findings 2 Background 5 Emergency Management Standards 5 Policies, Plans, and Procedures 5 Emergency Operations Center 6 Training and Exercise 6 Assessment Process 9 Task 1 Emergency Operations Plan Assessment 9 Task 2 Emergency Operations Center Assessment 9 Task 3 Emergency Management Training Assessment 9 Task 4 Volunteer Emergency Operations Committee Assessment 10 Task 5 Assessment Report 10 Assessment Analysis 11 Task 1 Emergency Operations Plan Assessment 11 Task 2 Emergency Operations Center Assessment 11 Task 3 Emergency Management Training Assessment 13 Task 4 Volunteer Emergency Operations Committee Assessment 14 Task 5 Assessment Report 15 Recommendations 17 Immediate Recommendations 17 Short-term Recommendations 20 Long-term Recommendations 26 Recommendations Summary 29 Next Steps 31 Appendix A Standards and Guidelines A-1 Appendix B Glossary B-1 Appendix C Acronyms and Abbreviations C-1 N c 0 r co `m a O c m L m E w c 0 c 0 fA U! 3 t1 N_ 0 M V_ N v 0 Q. m Q: c m E W M d U) W a fA 0 0 d U) U O w m L d .a c ,L^ V c m E s 0 cc a Packet Pg 8 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project Introduction The City of Grand Terrace emergency management program provides information and guidance to the City and its stakeholders to prepare for, respond to, recover from, and mitigate incidents that could have an impact on the City The City Emergency Operations Plan (EOP) provides strategic -level direction, including roles and responsibilities of all stakeholders, while the City Emergency Operations Center (EOC) serves as the central coordination center for response and recovery activities Public safety and other field response agencies respond to the incident scene and activate Incident Command The Incident Command Post (ICP) and the EOC, while having different roles and responsibilities, work together to handle the incident Incidents affecting the City can be major or minor, but all require coordination, communication, and collaboration for normal operations to resume as soon as possible Emergency management and EOC policies, plans, procedures, protocols, training, and exercises must empower personnel who perform the City's vital functions to initiate and integrate appropriate actions during an incident Small cities are challenged with limited personnel and other resources While we recognize resource limitations in the City of Grand Terrace —including the small number of City y employees —this assessment is conducted in accordance with standards and guidance that o identify what should be included in an emergency management program without regard to size or resources This is done so that, as conditions or situations change, the City will still r have applicable and appropriate guidance to maintain and improve its emergency management program This approach will ensure that the City is ready if an opportunity or t situation arises Work plans, schedules, and priorities may change as additional or 0Q unanticipated resources become available or if an emergency situation occurs that requires an influx of support resources This report is designed to help focus on the critical gaps and to develop an implementation plan to address those gaps It should be emphasized that while the City is not structurally ready for the management of V; an emergency situation, systems are in place that could be implemented if a major incident Q occurred that required activation of the City EOC San Bernardino County Fire and San h Bernardino County Sheriff, the agencies responsible for providing public safety services to the City of Grand Terrace, provide protection for the City on a daily basis and will respond to the incident and provide Incident Command on scene The San Bernardino County Office of N Emergency Services can provide limited assistance depending on the scope of the incident U to activate the City EOC and initiate mutual aid The City, however, needs a formal t0 emergency management program and process tailored and fine-tuned to the City in order to m efficiently and effectively manage emergency needs and requirements on its own, including the activation of the City EOC (It should be noted that the Volunteer Emergency Operations Committee has used the term EOC for the group, which conflicts with the standardized use of the term to describe the Emergency Operations Center In this report, the term EOC will only refer to the Emergency Operations Center, while the term VEOC will refer to the L volunteer group) r Project Overview The City Manager determined the need for this assessment project This assessment report f° provides an overview of the processes, products, personnel, and management necessary for a completing the Emergency Operations Coordination Services project for the City of Grand Terrace The desired outcome is to improve the City's level of emergency readiness, including • Improved EOP Packet Pg 10 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project • City staff members do not have current Standardized Emergency Management System (SEMS), National Incident Management System (NIMS), or Disaster Service Worker (DSW) training • Emergency management operational and administrative processes are not identified, developed, or implemented • Technology —including communications, interoperability, and situational awareness capabilities —needs improvement • Emergency management community outreach and public education is lacking • There is no active Community Emergency Response Team (CERT) program • The Volunteer Emergency Operations Committee (VEOC) needs clarification on roles and responsibilities In addition, the term EOC should not be used for this group, as it conflicts with the use of the term EOC for Emergency Operations Center 3 ' Packet Pg 12 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project Background Emergency Management Standards The most effective method for assessing an emergency management program is to determine if it conforms to established standards and guidelines For this assessment, information was obtained from the U S Department of Homeland Security (DHS), the Federal Emergency Management Agency (FEMA), the California Governor's Office of Emergency Services, and the San Bernardino County Office of Emergency Services (OES) The IEM Team used Emergency Management Accreditation Program (EMAP), American National Standards Institute (ANSI) 223/National Fire Protection Association (NFPA) 1600, and International Organization for Standardization (ISO) 22301 2012 for program references The Team also used FEMA's Comprehensive Preparedness Guide (CPG) 101 for reference to development of emergency plans and procedures See Appendix A for a complete list of standards and guidelines documents used for this assessment It is critical that policies, plans, and procedures are based on nationally accepted standards N and guidelines All emergency management documents developed in the future for the City of Grand Terrace should use these standards as a basis FEMA's CPG 101 provides clear N direction on emergency management plan structure and organization The City should develop a standard template for all emergency plans and procedures to provide consistency co and to ensure that all standards and guidelines are followed In addition, all existing N emergency management -related plans and procedures should be reviewed and revised as -- needed to continue to meet standards All policies, plans, and procedures should be o - reviewed on a regular schedule, with an annual review and maintenance and a complete m update and revision every 3 years An administrative procedure should be developed to track this process c Policies, Plans, and Procedures CPG 101 guidance states that strategic -level documents (e g , HMP and EOP) should be developed first to explain what needs to be done Next, tactical -level documents (e g , standard operating procedures [SOPs]) should be developed to implement strategies For example, an EOC manual and employee mass notification procedure should be developed to implement guidance and direction in an emergency operations plan that meets current standards The City should prioritize development of strategic -level documents, which should be in effect for years with minor changes Once these documents are developed, City staff can focus on developing tactical -level documents that implement strategic -level guidance This approach minimizes the possibility of multiple revisions to tactical -level documents that were developed without adequate guidance or direction, thus ensuring the most effective use of limited staff resources r The City should also develop emergency management administrative procedures or processes for development of policies, plans, and procedures and for the regular review and E maintenance of these guidance documents This process would provide document templates and would create a schedule for maintenance to ensure documents are reviewed at least Q annually and after exercises and incidents It would also provide for a complete update and revision every 3 years Emergency management procedures should be developed to address administrative r obligations, such as records retention or disaster reimbursement audit requirements 5 Packet Pg 14 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project should be compliant with Homeland Security Exercise and Evaluation Program (HSEEP) guidelines The training and exercise schedule should be based on a formal Training and Exercise Plan (TEP) Under HSEEP guidelines, a TEP must be developed from a formal Training and Exercise Planning Workshop (TEPW), which should be scheduled to include representation from key stakeholders to review the training and exercise schedule and incorporate standards, guidelines, requirements, and after -action report/implementation plan findings into a coordinated TEP This plan should be reviewed and updated at least annually and after incidents and exercises A formal TEP will ensure that plans and procedures are developed, training is performed, and exercises are conducted in the correct way, focusing on the most critical needs first This process is based on standards and guidelines and ensures efficient and effective use of resources A progressive, multi -year exercise program enables organizations to participate in a series of 0 increasingly complex exercises, with each successive exercise building upon the previous w one until mastery is achieved Regardless of exercise type, each exercise within the r_ progressive series is linked to a set of common program priorities and designed to test c associated capabilities This progressive approach, with exercises that build upon each other ° and are supported at each step with training resources, will ensure that organizations do not U) rush into a full-scale exercise too quickly Effective planning of exercises and integration of N the necessary training will reduce the waste of limited exercise resources and serve to 0 address known shortfalls prior to the conduct of the exercise co r HSEEP defines two categories of exercises Discussion (e g , workshops and tabletop v exercises) and Operational (e g , drills and functional and full-scale exercises) The following descriptions provide an overview of HSEEP exercises o • Workshops encourage attendance by all relevant stakeholders to provide an overview of authorities, strategies, plans, policies, procedures, protocols, resources, concepts, and ideas The focus is on achieving or building a product, such as new standard operating procedures (SOPs), EOPs, continuity of operations (COOP) plans, or mutual aid agreements Workshops should have clearly defined objectives, products, or goals and should focus on a specific issue Tabletop exercises (TTXs) are intended to generate discussion of various issues regarding a hypothetical, simulated emergency TTXs can be used to enhance general awareness, validate plans and procedures, rehearse concepts, and/or assess types of systems needed to guide prevention of, protection from, mitigation of, response to, and recovery from a defined incident Generally, TTXs are aimed at facilitating conceptual understanding, identifying strengths and areas for improvement, and/or achieving changes in perceptions During a TTX, all participants should be encouraged to contribute to the discussion and be reminded that they are making decisions in a no-fault environment • A drill is a coordinated, supervised activity usually employed to validate a specific function or capability in a single agency or organization Drills are commonly used to C9 provide training on new equipment, validate procedures, or practice and maintain = current skills • Functional exercises (FXs) are designed to validate and evaluate capabilities, multiple functions and/or sub -functions, or interdependent groups of functions FXs a are typically focused on exercising plans, policies, procedures, and staff members involved in management, direction, command, and control functions Events are projected through an exercise scenario with event updates that drive activity typically at the management level An FX is conducted in a realistic, real-time environment, however, movement of personnel and equipment is usually simulated Packet Pg 16 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project Assessment Process IEM used an assessment process that included a mix of site visits, planning meetings, and stakeholder interviews The IEM Team conducted data collection at the City of Grand Terrace, including comprehensive review of plans and procedures, risk and hazard assessments, past -performance reviews, after -action reports, operational functions, and physical facilities The Team also conducted meetings and interviews with city personnel, volunteers, and external stakeholders to collect additional lessons learned and/or ideas that may not have been previously captured and to provide another perspective on the data collected Information in the meetings and interviews was collected in a confidential environment to encourage candid conversations The IEM Team worked with the City to identify plans and procedures that required assessment The Team looked beyond procedures themselves to the entire operating environment, including organization and operation of the emergency management program and its approach to fulfilling its missions During review of the standards and guidelines and discussions with the City, IEM discovered this assessment needed a broader perspective with its review and recommendations The Team therefore expanded this assessment to include the overall emergency management program Task 1 Emergency Operations Plan Assessment M The IEM Team reviewed and evaluated the current EOP and the EOP under revision IEM also reviewed various City, county, and state emergency plans and procedures We c conducted planning meetings to discuss the revisions to the EOP with City staff, Q- stakeholders, and with the San Bernardino County OES We determined possible revisions and corrections, discussed strategies for improvement, and developed recommendations c that were incorporated into this report Task 2 Emergency Operations Center Assessment The IEM Team evaluated the current EOC to determine its readiness for EOC activation and operation We reviewed the current location designated as the EOC and other City facilities that could be used as an EOC, including site visits to these locations IEM reviewed EOC equipment, materials, and supplies for the EOC and current procedures and processes We conducted planning meetings with stakeholders to discuss the current state of the City EOC and potential improvements We determined possible EOC options and upgrades, discussed strategies for improvement, developed an implementation plan for EOC activation procedures, training, and exercises, and developed recommendations that were incorporated into this report Task 3 Emergency Management Training Assessment The IEM Team reviewed and evaluated the current emergency management training and exercise program to determine the status of current training, what training was needed, and r past exercises We evaluated training and education methods and reviewed training records Q We also conducted planning meetings to discuss the current state of the training program and potential improvements We determined possible revisions and corrections, discussed strategies for improvement, and developed recommendations that were incorporated into this report 9 Packet Pg 18 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project Assessment Analysis Task 1 Emergency Operations Plan Assessment The City worked with the San Bernardino County OES to update the City EOP, which is currently being revised When revisions are completed, the City will have a foundational document on which to base further emergency management program improvements The California Emergency Services Act provides for the creation of local disaster councils by ordinance Cal OES has developed a disaster council emergency ordinance model Grand Terrace should review and update Chapter 2 28 in the local ordinance to ensure that it includes the latest guidance and accurately reflects current local practices Plans and procedures should be consistent with FEMA CPG 101 guidelines Plans should U be on a strategic level, while procedures should be at the tactical level Changeable C information such as names and phone numbers should be included in procedures, not plans o All documents should follow formal change -control procedures, including a formal record of N changes with dates of approval and implementation Supporting and coordinating plans such as communicable disease or crisis communications plans should be consistent with CPG N 101, NIMS, and SEMS guidance and coordinated with the EOP This includes plan titles and terminology co The EOP should clearly state that, while the City receives fire and law enforcement coverage v from the County and, consequently, the San Bernardino County Fire Department and the c San Bernardino County Sheriff Department will usually lead operations at an Incident m Command Post, the City is ultimately responsible for overall management of emergencies and disasters that impact the City and, therefore, the City is responsible for activation and c operation of the City EOC First -responder agencies can provide some training and operational support, but they are not the best choice to manage the EOC In situations large N or complex enough to require an EOC activation, first -responder resources will most likely be m Vl needed in the field and not available to deploy to the EOC The EOP should provide N guidance, roles, and responsibilities regarding positions or job titles that are responsible for N activation, staffing, and operation of the EOC Task 2 Emergency Operations Center Assessment The guidance and direction for the activation and operation of the EOC is found in the EOP M and the EOC activation procedures that are part of the EOC Manual The EOP and other emergency procedures are typically part of the overall emergency management program, L however, an overall lack of direction and general knowledge exists for how to proceed with F evaluation, planning, training, and testing due in part to the absence of an overall emergency management program City management must be actively involved in efforts to establish a functional and effective EOC, and this executive support should be very visible and exhibit 0 total commitment A fundamental reason for establishing an EOC or emergency = management program consistent with national standards and guidelines is to eliminate past a) problems with inconsistent emergency activities and ensure that emergency operations are E s managed similarly and consistently Combining these standards and guidelines with the �a institutional knowledge of City personnel will be key to establishing a successful program An a Emergency Manager or designated emergency management point of contact (POC) can provide a single point of coordination, communication, and collaboration 11 Packet Pg 20 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project at the EOC, with regular inventory conducted EOC staff should not have to rely on bringing anything to the EOC in an emergency situation Regular tests should be conducted of all EOC equipment, including computers, phones, radios, monitors, lighting, and heating, ventilation, and air conditioning controls The City does not have a clear, concise, and complete EOC Operations Manual and/or SOP that includes all the information required to activate, operate, and demobilize the EOC While in the EOP provides guidance on who is responsible for activating and staffing the EOC, the o EOC Operations Manual/SOP provides specific details, including positions to be staffed and L personnel to fill those positions The City is responsible for activating the EOC, and City staff a need to be trained and assignments developed to ensure that designated City staff are O available 24/7 Training is critical, but the EOC SOP should be written so that any individual should be able to carry out the procedures Ultimately, however, the City Manager is = responsible for activating the EOC Roles and responsibilities need to be clear m The City does not have a current emergency notification system The inability to quickly w make appropriate notifications or activate EOC and other responder personnel can have a = dramatic impact on an incident that can result in loss of incident control c 2 There are multiple technology challenges Some of these challenges can be addressed by upgrading equipment (such as larger size and quantity of monitors), and some can be N addressed administratively (e g , by training personnel unfamiliar with WebEOC) The City o should install emergency generators in multiple locations but should also consider installing hard -wire external temporary generator connections in case installed equipment fads r N The City does not have a designated Joint Information Center (JIC) The JIC should not be in the same building as the EOC The City should consider a designated JIC/media center Q location and should have alternate locations planned These locations should be coordinated with San Bernardino County OES ., c d Task 3 Emergency Management Training d Assessment a While there are some records of training activities in the past, City employees essentially lack any emergency management -related training It would be more efficient and effective, and would ensure that all employees have the most current training, to start a training program from the beginning As activities to date have been fragmented and inconsistent, v IEM recommends starting from scratch as if there were no program in existence and no O training or exercises had been conducted previously All City employees are Disaster U Service Workers by state law and should receive DSW training In addition, NIMS requires various training programs for various classes of emergency workers Since state law m mandates that all public employees are emergency workers, all City employees are required F- to have at least the minimum level of NIMS training c m It is apparent that a fundamental foundation in SEMS and NIMS training is lacking Such L O training at all levels will provide a broad -based understanding of SEMS/NIMS fundamentals and provide the foundation for advanced training for appropriate staff to ensure the necessary and proper coordination with other local, state, and Federal agencies related to incident response and recovery The City should select other key stakeholders who may be c�a directly or indirectly involved in a major incident and determine their role in the overall a response as well as their coordination with the EOC All personnel should be trained on NIMS IS-700 and ICS-100 All supervisors and above should be trained on ICS-200 Additional FEMA training should be completed in accordance with NIMS guidance In addition, all personnel should be trained in DSW and Basic SEMS 13 Packet Pg 22 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project The need for coordination and communication across so many agencies and organizations, along with the number and size of activities needed, is the driving force behind the recommendation that the City establish a full-time dedicated Emergency Manager position with experience in emergency management and experience working and developing trust with all types of stakeholders Issues ranging from keeping the EOC in 100-percent operational capability at all times to the management of training and exercises over a multi- year period require a full-time position that is not distracted by other roles and responsibilities This has become more and more apparent in many sectors, such as local and state government, military, public health, and higher education Roles and responsibilities; along with training requirements, are more than what a volunteer committee can manage If a full-time dedicated Emergency Manager position is not possible at this time, then a full-time staff member should be assigned these duties and responsibilities Volunteers from the CERT program can be designated to assist this staff member One important concept that should be implemented is an emergency management working w` group, a planning team that includes critical internal and external stakeholders and serves as the central coordination group for all emergency management -related activities, from = coordinating plans and procedures to coordinating training and exercise schedules to 2 developing an effective EOC The emergency management working group is an efficient and 3 effective program and provides the City with valuable input by maximizing communication w and coordination The inclusive nature of this team also improves stakeholder buy -in Efforts p would be greatly enhanced by more involvement with San Bernardino County's planning teams N The City should consider obtaining National Oceanic and Atmospheric Administration C (NOAA) National Weather Service (NWS) Storm Ready certification This accreditation not Q only helps drive the overall readiness level of the city but also provides visible proof of these accomplishments This helps demonstrate to both employees and stakeholders the executive commitment to improving capabilities m Task 5 Assessment Report This Assessment Report was developed to provide a summary of issues and a list of recommendations for the City of Grand Terrace to improve its emergency capabilities At a surface level, nothing in this report should be considered as overriding or superseding existing policies, plans, or procedures without a review and assessment of the implementation of those recommendations and how they may have an impact on all stakeholders c a) E t 0 a 15 Packet Pg 24 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project Recommendations Recommendations have been categorized into Immediate, Short-term, and Long-term recommendations Immediate recommendations should be implemented within 6-12 months of this report Short-term recommendations should be implemented within 12-24 months of this report Long-term recommendations, including ongoing initiatives, are anticipated to be implemented more than 24 months after this report Recommendations are prioritized based on the following factors • Actionable tasks • Tasks that will have the greatest immediate impact on the City's emergency management program • Dependency on other actions or capability requirements (staff, plan development, budget allocations, etc ) • Tasks that are required to ensure ongoing strength of the program and supporting policies, plans, and procedures Immediate Recommendations M r r The following high -priority recommendations should be implemented within 6-12 months of this report Develop a Clear Vision/Mission Statement for Emergency Management An emergency management program must have a clear vision and mission, based on an all - hazards approach that defines roles and responsibilities for planning, preparedness, response, recovery, and mitigation phases of emergency management The mission establishes the scope of emergency management within the City and increases awareness of the program The mission should also establish key roles, responsibilities, and functions for City personnel in all phases of emergency management and communicate objectives and strategies for the program The City's emergency management program must maintain a central role in all emergency management -related activities in the City to support the core mission As a result, emergency management staff must be present for system -wide initiatives and tasks related to emergency operations, response efforts that require the direct support and expertise of emergency management personnel, and support during the activation of the EOC, as = necessary Emergency management should provide planning support for any upcoming initiatives, including identification of new capabilities to support planning, preparedness, response, recovery, and mitigation for the City E s Designate a Permanent Emergency Management Representative/Point of Contact a The City should designate a permanent emergency management program representative who is the central POC for the program The City should hire a full-time dedicated city employee for the designated representative/POC position A full-time, dedicated Emergency 17 Packet Pg 26 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project Establish a Central, Accessible, and Secure Repository for Emergency Management Policies, Plans, and Procedures The City should develop a central repository for policies, plans, and procedures All emergency management documents should be maintained electronically in a central location on the internal network or an identified web -based solution, with hard copies stored in a single designated location The folders should be secured based on the sensitivity of documents, including their level of release with external stakeholders Executive -level management and emergency management officials should have access to all documents and secured folders Designated City employees and other stakeholders should have access to emergency plans and procedures in case of an emergency incident Additional access levels can be identified and installed for different employee types and positions, such as general employees, working group members, and first responders It is essential that documents never be stored on local hard drives or computers, with the exception of laptop computers designed to operate independently in the event of a major infrastructure failure Master electronic copies should be secured on network- or web -based folders Backup documentation is required for all current planning documents All electronic documents should have at least one hard copy for backup Emergency plans and procedures should have multiple hard copies for use during emergency incidents in case electronic access is lost Reinstate the CERT Program The City, in coordination with the San Bernardino County OES CERT program coordinator, should reinstate the City CERT program A lead CERT member should be designated who reports to the Emergency Manager The Emergency Manager will be the primary POC for the City CERT program and to the San Bernardino County CERT program coordinator CERT is a nationally recognized program that provides access to grant funding not available through the Volunteer Emergency Operations Committee structure Training, exercise, and coordination activities are also available for CERT programs that are not available through the Committee structure In addition, the City should consider a Teen CERT training program, whether sponsored directly by the City or in coordination with other local organizations While the City should be the lead for CERT in the jurisdiction, other organizations (such as the school district) can coordinate with the City to provide training under a Teen CERT program, rather than have Teen CERT graduates become members of the City CERT program Bringing together different facets of the community into one CERT program will improve the effectiveness of the program, provide for more efficient use of limited resources, and improve overall City emergency readiness Merge the Existing Volunteer Emergency Operations Committee into the Reinstated CERT Program co N The Volunteer Emergency Operations Committee and the dedicated support that volunteers provide is a valuable resource to the City of Grand Terrace and best used within a CERT structure CERT can not only provide the same services previously performed by the Committee, but can also provide additional community -wide services in a nationally Q recognized format, which allows access to grant funding and other resources not available through the current Committee structure Combining current Committee members, new CERT members, and other members such as those participating in a Teen CERT program will improve overall City readiness by bringing together different facets of the community, all of whom can learn from one another 19 Packet Pg 278 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project and recovery The current Grand Terrace Emergency Services webpage has some helpful information, but this information should be updated and revised into the Ready Grand Terrace format FEMA established Ready gov as a template for emergency information Examples include Ready gov, Readyl-A, ReadyOntano, SBReady (San Bernardino City), ReadyOC, ReadyRiverside, and SacramentoReady San Bernardino County has the ReadySB N Community Preparedness app that can be used by Grand Terrace San Diego County has o ReadySanDiego org, AlertSanDiego org, SDCountyEmegency com, SDCountyRecovery com, and EvacuateMyPet as other examples, as well as Prepare SoCal, a a public awareness campaign to create more resilient communities that are better equipped p to help each other prevent, prepare for, and respond to life -threatening disasters Any social media platforms used by Grand Terrace should be linked to the emergency c management program and should be ready for use in an emergency situation The use of social media such as Facebook and Twitter to both distribute information to the Whole w Community and to gather information for EOC situational awareness has become a standard c 0 practice c 0 The City should participate in emergency management community preparedness events and activities such as National Preparedness Month in September, America's PrepareAthon, 0 and the Great California Shakeout o M Develop Response and Recovery Procedures in Compliance with N SEMS and NIMS i- The City should coordinate with both internal and external emergency responders to establish clear response procedures to support emergency management goals and objectives Key elements include incident response coordination procedures and damage assessment procedures These procedures must be compliant with SEMS and NIMS guidance With the limited resources currently available in the City, it should be anticipated that most emergencies will require external assistance SEMS and NIMS were developed in part to ensure that, in these situations, all personnel are trained to the same standards and guidelines, ensuring that external assistance can rapidly and effectively integrate into a City emergency response and recovery organizational structure The City should include the development of emergency management -specific SOPs for administrative, finance, mitigation, planning, response, recovery, and continuity planning An example of inconsistency with emergency management standards and guidance is the term "Volunteer Emergency Operations Committee," which, in the City of Grand Terrace, is commonly referred to as the "EOC " The "EOC" term is reserved to refer to the "Emergency Operations Center " One of the fundamentals of SEMS and NIMS is consistent and standardized terminology If the Committee is to be maintained, then the Committee name should be changed to prevent confusion and to maintain consistent, standard terminology w Develop an Emergency Management Planning Process s The City should develop a coordinated process for development and maintenance of .00. emergency policies, plans, and procedures The process should be included in regular Q activities of the Emergency Management Working Group to ensure that they are coordinated on a citywide basis The current status of completed plans and documents in the development stage should be assessed and documented Review, update, maintenance, and validation schedules for existing and developing documents should be identified and communicated to relevant stakeholders 21 Packet Pg 30 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project emergency managers and responders This document should be coordinated with the San Bernardino County OES This plan will be a component of the overall EOP • Develop a communications mteroperability plan that facilitates both internal and external communications This document should be coordinated with the San Bernardino County OES This plan will be a component of the overall EOP • Review, develop, and update mutual aid agreements to ensure necessary aid and partnering opportunities are identified and current This document should be coordinated with the San Bernardino County OES This plan will be a component of the overall EOP • Develop strategies for planning for people with disabilities and others with access and functional needs This will help ensure that people with disabilities and others with access and functional needs are properly included in the planning process This will also ensure that the City complies with recent guidance and best practices This document should be coordinated with the San Bernardino County OES • Continue to participate in regional emergency planning and recovery planning This will ensure that the City is aware of and integrated with regional initiatives • Continue to participate in local and state emergency management meetings This will ensure that City policies, plans, and procedures align with local stakeholder N planning This process establishes and continues a strong collaboration and o coordination with key stakeholders M r • Continue to develop, update, and maintain existing emergency management plans v as required r Develop an Emergency Management Operat►onal and Adm►n►strat►ve Process The City needs adequate resources and personnel to handle the many administrative requirements in an emergency management program, from maintaining required financial, grant, and regulatory records to tracking emergency policies, plans, and procedures and required revisions and updates This also includes documentation of various logistics requirements such as maintaining inventory records of emergency supplies and equipment Administration will also help to ensure key logistical and financing tasks are completed Through developing this area, the City will be able to properly maintain documentation for disaster procurement processes, track and manage resources, and follow necessary steps for reimbursement As a result, development of an administrative focus for emergency management could help limit loss of revenue and liability for the City As part of this effort, the City should develop a process or procedure to regularly research and identify potential grant opportunities, which would then be analyzed for applicability, and L to determine whether to pursue the grant The City should also research opportunities with foundations and corporations that may be able to provide resource support, including personnel E s Operational and administrative tasks include the following r • Develop a reference library, including electronic and hard and soft copies, to a facilitate access to key emergency management documentation and information • Actively research and pursue grant opportunities This activity should be coordinated with the San Bernardino County OES 23 Packet Pg 32 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project Directive 8 (PPD-8) This is accomplished in part through implementation of a building-block approach for exercise activities, including seminars, workshops, TTXs, drills, FXs, and FSEs Included in the TEP are training and exercise forecasts, which provide a graphic illustration of proposed activities forecasted for upcoming calendar years It is representative of the natural progression of training and exercises that take place in accordance with the HSEEP Progressive Exercise Cycle approach The training and exercise schedule should be maintained and refined continuously by the City, including the status of program initiatives and a realistic schedule for upcoming quarters The schedule should adhere to FEMA training and exercise standards Although some training has been conducted in the past, records are incomplete and too much time has passed, so the City should proceed as if no training has been conducted in the development of the TEP Emergency management training and exercise tasks include the following • Develop and implement an internal training and exercise workgroup as a o subcommittee of the emergency management working group The group should N meet regularly (monthly is recommended, but at least quarterly) to ensure training and exercises are properly coordinated This activity should be coordinated with the San Bernardino County OES • Conduct an annual stakeholder -inclusive TEPW in accordance with HSEEP c� guidance to update the TEP This activity should be coordinated with the San Bernardino County OES C • Review and update the TEP on an annual basis 0 • Coordinate training and exercise activities with stakeholders, especially the San Bernardino County OES, to maximize use of existing resources and develop an E efficient and effective training and exercise schedule N • Develop and conduct training courses and exercises in accordance with HSEEP d a guidance and as described in the TEP While the TEPW and resultant TEP will N provide the specific guidance, the City should consider at least one TTX every year 0) and at least one FSE every 3 years This should include at least one after-hours Z exercise and one no -notice exercise every year N • Develop and conduct SEMS/DSW training for all current employees in accordance UO with California Governor's Office of Emergency Services guidance w • Develop and conduct personal and/or family emergency preparedness training for all m employees • Conduct NIMS 700 and 100 training for all employees in accordance with NIMS = requirements This activity should be coordinated with the San Bernardino County 0 L OES • Conduct additional NIMS training for all applicable employees in accordance with NIMS requirements E • Develop and conduct emergency management training for all new employees, r including the completion of required training prior to release to assignment Q • Coordinate with the San Bernardino County OES to ensure all training and exercises related to the City are synchronized and resources are shared as appropriate 25 Packet Pg 34 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project Support Ongoing Emergency Management Operational and Administrative Tasks The City should continue to provide adequate resources and personnel to handle emergency management program administrative requirements As part of this effort, the City should continue to regularly research and identify potential grant opportunities, which would then be U) analyzed for applicability, and to determine whether to pursue the grant c r R Emergency management operational and administrative tasks include the following `m o. • Maintain the reference library O • Actively research and pursue grant opportunities • Maintain and update human resources rules and regulations related to emergencies and disasters w • Maintain emergency shelters o c • Maintain emergency supplies kits for designated locations 2 N • Maintain emergency supplies kits for all vehicles 0 M • Maintain emergency supplies kits for all employees o • Maintain emergency communications capabilities and interoperability T N • Maintain emergency management GIS and mapping capabilities • Maintain an alternate EOC Q. m • Pursue and complete NOAA NWS Storm Ready certification c • Pursue and complete Emergency Management Accreditation Program E w • Provide an annual presentation on emergency management activities to the City N Council v, Support Ongoing Emergency Management Training and Exercise Tasks The City should continue to support and develop the training and exercise program as w detailed in the TEP The goal of the training program is to provide required and essential training to an effective, efficient, and timely manner to improve overall emergency response m readiness and capabilities The goal of the exercise program is to improve overall readiness and capabilities of emergency response by validating training, emergency plans, and procedures to identify strengths and areas for improvement, demonstrate operational capabilities, and prepare personnel to respond to real -world incidents, regardless of the threat or hazard r c Training and exercise tasks include the following E s • Maintain the internal training and exercise workgroup as a subcommittee of the r emergency management working group a • Conduct an annual stakeholder -inclusive TEPW • Update the TEP on an annual basis • Coordinate training and exercise activities with stakeholders 27 Packet Pg 36 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project Recommendations Summary .Recommendation or L (Long- Responsible Party I Develop a clear vision/mission statement for emergency City Manager management Designate a permanent emergency management City Manager representative/point of contact I Establish an emergency management working group Emergency Manager d i Establish a central, accessible, and secure repository for Working Group, emergency management policies, plans, and Information procedures Technology I Reinstate the CERT program City Manager Merge the existing volunteer emergency operations committee into the reinstated cert program City Manager I Update the Emergency Operations Plan (EOP) Emergency Manager Identify primary and alternate eocs and develop eoc t Working Group activation cache I Develop EOC activation procedures, including roles and Working Group responsibilities for EOC stakeholders S Improve emergency management community outreach Working Group and public education S Develop response and recovery procedures in Working Group compliance with SEMS and NIMS S Develop an emergency management planning process Working Group S Develop an emergency management operational and Working Group administrative process S Develop an emergency management training and Working Group exercise process L Support ongoing emergency management planning Working Group L Support ongoing emergency management operational Working Group and administrative tasks L Support ongoing emergency management training and Working Group exercise tasks L Develop a Business Continuity Plan (BCP)/Continuity of;` Working Group Operations (COOP) Plan L Develop a Recovery Plan Working Group 29 PacketPg 38 co N c m s Q Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project Next Steps The organizational issues described in this document need to be addressed through a comprehensive improvement of the City's emergency management program and require a strategic approach to guide planning, training, exercises, and administrative tasks The following recommendations should be addressed within 6-12 months of the final delivery of the assessment report • Develop and communicate emergency management vision and mission statements • Designate a permanent emergency management program representative/POC • Establish an emergency management working group • Establish a central, accessible, and secure repository for emergency management policies, plans, and procedures • Reinstate the CERT program • Merge the existing Volunteer Emergency Operations Committee into the CERT program • Update the Emergency Operations Plan (EOP), including the City Emergency Organization ordinance r • Identify a primary and alternate EOC and develop an EOC activation cache • Develop EOC activation procedures, including roles and responsibilities for EOC stakeholders These efforts will establish a foundation for program development and all future emergency management initiatives The recommendations in this report are tiered to most effectively build the City emergency management program both in an immediate and long-term manner It is still essential to have a strategic, phased approach to increase and improve personnel, plans, and capabilities All future development will be based on the successful completion of these immediate recommendations a 31 Packet Pg 40 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project Appendix A: Standards and Guidelines • 1 Emergency Management Accreditation Program (EMAP) Emergency Management Standard 2013 http //www emaponline org/mdex php/root/for-program s/23-2013-emergency-management- standard/file 2 ANSI 223/NFPA 1600 Standard on Disaster/Emergency Management and Business Continuity/Continuity of Operations Programs 2016 http //www nfpa org/codes-and-standards/document-information-pages?mode=code8°code=1600 3 ISO 22301 2012 Business Continuity Management Systems 2012 https //www iso org/obp/ui/#iso std iso 22301 ed-1 v2 en 4 ISO 22398 2013 Guidelines for Exercises 2013 https //www iso org/obp/ui/#iso std iso 22398 ed-1 v1 en 5 ASIS GDL BC 01 Business Continuity Guideline A Practical Approach for Emergency Preparedness, Crisis Management, and Disaster Recovery 2005 https //www uschamber com/sites/default/files/legacy/issues/defense/files/guidelinesbc pdf 6 ASIS SPC 1-2009 Organizational Resilience Security, Preparedness, and Continuity Management Systems —Requirements with Guidance for Use 2009 http //www ndsu edu/fileadmin/emgt/ASIS SPC 1-2009 Item No 1842 pdf • 1 Post -Katrina Emergency Management Reform Act of 2006 https //www congress gov/109/bills/s3721/BILLS-109saZ2jrs_pdf 2 Robert T Stafford Disaster Relief and Emergency Assistance Act 2013 http //www Tema gov/media-library-data/1383153669955- 2lf970bl9e8eaa67087b7da9f4af706e/stafford act booklet 042213 508e pdf 3 National Incident Management System 2008 http//wwwfemagov/pdf/emergency/nims/NIMS core pdf 4 Presidential Policy Directive PPD-8 National Preparedness 2011 http //www dhs qov/presidential-policy-directive-8-national-preparedness 5 FEMA Strategic National Risk Assessment 2011 http //www fema gov/media-library-data/20130726-1854-25045- 5035/rma strategic national risk assessment ppd8 1 pdf 6 FEMA National Preparedness Goal 2011 http //www fema gov/media-library-data/20130726-1828-25045- 9470/national preparedness goal 2011 pdf 7 FEMA Core Capabilities 2011 https //www fema qov/core-capabilities E w 0 Q A-1 Packet Pg 42 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project 1 California Emergency Services Act 2011 http //www calema ca qov/planrnngandpreparedness/documents/2011 esa pdf 2 Standardized Emergency Management System (SEMS) 2006 http //www calema ca qov/Planning and Prepared ness/Documents/2006-SEMSGdIms- CovConlntro pdf 3 State of California Emergency Plan 2009 http //www calema ca qov/PlanningandPrepared ness/Documents/SEP 7-01-09 covrev pdf 4 Cal EMA Strategic Plan 2010-2015 http //www calema ca qov/LandmgPages/Documents/Cal EMA Strategic Plan 2010-2015 pdf 5 California Disaster and Civil Defense Master Mutual Aid Agreement http //www calema ca qov/plannmgandpre pared ness/docu m ents/cam asterm utaid pdf 6 California Catastrophic Incident Base Plan Concept of Operations 2008 http //www calema ca qov/PlanningandPreparedness/Documents/Cat Incident Base Plan pdf 7 Southern California Catastrophic Earthquake Response Plan 2010 http //www calema ca gov/planningandpreparedness/pages/catastrophic-planning aspx E w c 0 U) fA 3 _N 0 M N O Q d Q' C d E U) N d fA M a fA d V d U) U O w m �a L L d F ,L^ V C d E s �a r Q A-3 Packet Pg 44 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project Appendix B: Glossary Access and Functional Needs Individuals and groups who may have additional needs before, during, and after an incident, including but not limited to maintaining independence, communication, transportation, supervision, and medical care After -action Report A document that analyzes the effectiveness of actions following an incident, event, or exercise The document may include lessons learned and recommendations to improve procedures or planning All Hazards A grouping or classification encompassing all conditions —environmental or manmade —that have the potential to cause injury, illness, or death, or damage to or loss of equipment, infrastructure, services, or property Alert/Notification The dissemination of emergency information to personnel, individuals, or the general public to notify, protect, or guide protective actions M Business Continuity The ability to ensure continuity of service and support and to maintain its viability before, after, and during an event Call Tree A document that depicts the calling responsibilities and the calling order used to Q. contact key individuals in the event of an incident c Chain of Command The order in which authority and power in an organization is used and assigned from top management down within an organization N m Concept of Operations A planning section that clearly and concisely states a proposed Q system, including what the plan will accomplish and how it will be done using available N resources R Continuity of Operations (COOP) Plan A plan that provides guidance on the system restoration from an event, and for maintaining a state of readiness to provide the necessary level of information processing support commensurate with the mission requirements/priorities identified by the respective functional proponent The Federal government and its supporting agencies traditionally use this term to describe activities otherwise known as Disaster Recovery, Business Continuity, Business Resumption, or Contingency Planning Crisis A critical event that, if not handled in an appropriate manner, may dramatically co impact a department's profitability, reputation, or ability to operate, or, an occurrence and/or perception that threatens the operations, staff, shareholder value, stakeholders, brand, c reputation, trust, and/or strategic/business goals of a department E E t Critical Functions Business activities or information that could not be interrupted or r unavailable for several business days without significantly jeopardizing the operation of the a organization Critical Infrastructure Systems whose incapacity or destruction would have a debilitating impact on the economic security of an organization, community, nation, etc B-1 Packet Pg 66 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project Response The initial reaction to an incident or event focused on saving lives Standardized Emergency Management System (SEMS) The California system of concepts and principles for managing incidents NIMS is based on SEMS Stakeholder An external entity or representative from an external agency that has shared interest with the City Volunteer Emergency Operations Committee The group of volunteers who assist the city with emergency operations The term "EOC has been used for this group, but it should not be confused with the EOC term that refers to an Emergency Operations Center Whole Community An approach to emergency management where the resources of the community are collected and utilized in preparing for, protecting against, responding to, recovering from, and mitigating against all hazards r+ Q B-3 Packet Pg 48 Assessment Report City of Grand Terrace Emergency Operations Coordination Services Project Appendix C: Acronyms and Abbreviations Acronym/Abbreviation ADA Americans with Disabilities Act AFN Access and Functional Needs ANSI American National Standards Institute BCP Business Continuity Plan Cal OES California Governor's Office of Emergency Services CERT Community Emergency Response Team COOP Continuity of Operations CPG Comprehensive Preparedness Guide DHS U S Department of Homeland Security DSW Disaster Service Worker EF Emergency Function EOC Emergency Operations Center EOP Emergency Operations Plan ESF Emergency Support Function FEMA Federal Emergency Management Agency GIS Geographic Information System HSEEP Homeland Security Exercise and Evaluation Program IC Incident Commander ICP Incident Command Post ICS Incident Command System ISO International Organization for Standardization JIC Joint Information Center NDRF National Disaster Recovery Framework NFPA National Fire Protection Association NGO Nongovernmental Organization NIMS National Incident Management System NOAA National Oceanic and Atmospheric Administration NRF National Response Framework NWS National Weather Service PIO Public Information Officer POC Point of Contact PPD-8 Presidential Preparedness Directive 8 C-1 Packet Pg 50 Q fflllk c,n a6sx R? y rNP»*�nanyot'tibnt° ,;,i'^�� y�hx"rs�ynt';ia"'�'�s., ¢�� ,x��w -, �'H�` .. • � i��^'F3a>;'iv°rLi�k�¢�.�r3a VV a :- �t F �, fi • al . ,4' - +1� Ywr, :> t .Z +r ,ti y 110 bra 4 n �I uA ?� d 1 b a„ ��y��t, k'n $.Y+��' FG'7``0��^ k „3 w�"'Sa: k k r i 5'riv k-`' V,a, y `k'v.", :" , '`+,, ;.Fx'`1?M a .,<, 9s,f ^ ., < ' M _ J •A "�. �. z *"""w,uJ,A,�p: � j"g�7wL �5_ "3�y i�3{fi"FH i e.,a'.r t4b;v.xd'`S'v h.�>A.di iM1a� 'Yt k, y, s#'''' -:`s. -bray, ;'tk.:.;s. h' n,`- a d ,+' r d ,t �3'',e�"a!'.e'•`� T CA N cot O114< -ITZ O cD ►--�� are � n CD Attachment Grand Terrace EOP Part I Basic Plan 2017-01-31 (2113 Discussion on Emergency Operations) CITY OF GRAND TERRACE Letter of Promulgation Emergency Operations Plan January 31, 2017 To City Officials, Employees, and Citizens of the City of Grand Terrace Re Letter of Promulgation M 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 M Operations Plan (EOP) to ensure the most effective and economical allocation of resources for c the maximum benefit and protection of the community in time of emergency 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 r a Mayor, City of Grand Terrace Approval Date 1-1 Packet Pg 54 1b CITYOFGRAND TERRACE Table of Contents Emergency Operations Plan Table of Contents 1 INTRODUCTION 11 Purpose 12 Scope 13 Plan Organization 2 SITUATION AND ASSUMPTIONS 21 Hazard and Threat Analysis Summary 22 Planning Assumptions 23 Natural Hazards 24 Ind ustrial/Technological/Man-Made Hazards 25 Capability Assessment 3 EMERGENCY MANAGEMENT ORGANIZATION 31 Organization, Roles, and Responsibilities 32 Standardized Emergency Management System (SEMS)-Based Emergency Organization 33 Emergency Functions 4 CONCEPT OF OPERATIONS 41 Overview 42 Emergency Management Phases 43 Emergency Declarations 44 Notification and Mobilization 45 SEMS Coordination Levels 46 Incident Command System 5 EMERGENCY OPERATIONS CENTER 51 Emergency Operations Center Organization 52 Special Districts, Private And Nonprofit Agencies 53 Primary And Alternate EOC 54 Activation/Deactivation of EOC 55 Field/EOC Communications and Coordination 56 Field/EOC Direction And Control Interface 57 Field Coordination with DOCs and EOCs L 1 1 1 1 3 3 5 6 6 7 8 8 14 16 19 19 19 23 25 25 26 28 28 29 30 30 31 31 33 N C 0 as d a O d OFL a) E LU C 0 C 0 N N 7 N_ M r N w Q 4 Packet Pg 56 1b CITY OF GRAND TERRACE Table of Contents Emergency Operations Plan 15 2 Preparedness Exercises 57 APPENDIX 1 AUTHORITIES AND REFERENCES 59 Local Authorities 59 c 0 State Authorities 59 Federal Authorities 59 d Q' O References 60 c m APPENDIX 2 GLOSSARY OF TERMS 61 m E APPENDIX 3 CONTACT LIST 76 11.111 C c 0 APPENDIX 4 STANDARDIZED EMERGENCY MANAGEMENT SYSTEM EOC POSITION CHECKLISTS 77 0 N (A APPENDIX 5 SUPPORTING DOCUMENTATION 78 0 0 U) G M r N Q vi Packet Pg 58 CITY OF GRAND TERRACE Section 1 Emergency Operations Plan g Y p 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, o which will develop functional annexes that follow an established format to describe discipline- o specific goals, objectives, operational concepts, capabilities, organizational structures, and N 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 o Supporting plans and documents should be listed in an attachment to each functional annex M 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 M organizations, and other nongovernmental organizations (NGOs) coordinate and execute the o common emergency management strategies The actions described in the support annexes apply to nearly every type of emergency N 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 r a z Packet Pg 60 CITY OF GRAND TERRACE Section 2 Emergency Operations Plan g Y p Situation and Assumptions t~ 1-{cghlands Running Springs r rit _ J -'Muscoy y r 5.;��=-- �'� San Bernardln0 Rancha, - Fontana Rialto icamonga t€ Mentone _ Redlands - n Yucaipa Grand Terrace Mira Lom._. " a Calimesa R`ut5idou �f Eastvale V ru a,- , Riverside.,_ 5 t Norco%-oreno'`Valley Coronas Woodcrest brce 1� miles 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 organizations 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 Imes, 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 4 Packet Pg 62 CITY OF GRAND TERRACE Section 2 w� Emergency O Plan ` g Y Operations p 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 23 NATURAL HAZARDS M T T The City of Grand Terrace General Plan — Public Safety Element identified the following natural hazards M • 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 from Grand Terrace was previously identified as a hazard, but it has since been shut down Flooding could be from rainfall or from c7 infrastructure within the City such as aqueducts, the Gage Canal, and City reservoirs E 2.4 INDUSTRIAL/TECHNOLOGICAL/MAN-MADE HAZARDS r r In addition to natural hazards, the City may be faced with the following industrial, technological, a or man-made hazards • Public health emergency • HazMat incident 6 Packet Pg 64 CITY OF GRAND TERRACE Section 3 Emergency Operations Plan Emergency 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 C, expand and/or contract as the situation evolves Typical duties may also change depending on the o severity and size of the incident(s) and the availability of local resources Because of this, it is r also important to develop and maintain depth within the command structure and response N organizations a The City of Grand Terrace conducts all emergency management functions in accordance with SEMS and NEWS 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 t response and recovery) will be directed by the City Manager, who serves as the Director of r Emergency Services The City Manager/Director of Emergency Services is responsible to the Q City Council, and has the overall responsibility for the development and implementation of the EOP and the overall emergency management program and emergency organization Packet Pg 66 CITY OF GRAND TERRACE Section 3 Emergency Operations Plan Emergency 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 o 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 Community 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 a structures, both public and private, • Activating, coordinating, and operating emergency shelters, including coordination with .Ec Red Cross, r r Arranging for the acquisition or use of required transportation resources, and Q • Coordinating and overseeing the management and support of the EOC and other essential facilities and sites used during disaster operations 10 Packet Pg 68 CITY OF GRAND TERRACE Section 3 Emergency Operations Plan Emergency Management Organization • 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 c • Collecting, sorting, tracking, and distributing donations r Human Resources 0 O Responsibilities include • Maintaining current addresses and telephone numbers of all City employees, d • Assisting with emergency shelter activations, w • Assisting with the Employee Message Center where employees or their families may call o in or receive status reports, o N • Handling questions and problem solving in the areas of health benefits, N • Processing claims for mjunes to emergency responders including DSWs, and o • Acting as liaison with contracted third party administrator for workers' compensation and r 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 w Responsibilities include L • 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 r w • Providing mutual aid Law Enforcement Services Responsibilities include 12 Packet Pg 70 CITY OF GRAND TERRACE Section 3 wy Emergency Operations Plan Emergency g Y Management Organization 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 in 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 317 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 N 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 32 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 r 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 a 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 14 Packet Pg 72 CITY OF GRAND TERRACE Section 3 Emergency Operations Plan Emergency g Y Management Organization "` � ;;,_'.�*•.`.' -J -,. `� a .. r v4 �„_£ fir- � s�. �* 4•,y ray• y� iK '� .k .`i � yli •1f: �,. v'.'. . r'.e ��T ! s�'..•.. a;• _i�+l"i �� — �n t f$- :§J +�Y�'� gr,� '.4 `Esr".rza�x+°:�r'�„`d£.'lY `i• , D t , _ r Figure I 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 I California Emergency Functions CS'ti� MR 8 U l l 09.� 1 Transportation Assists in the management of transportation Public Works/ systems and infrastructure during domestic threats Maintenance or in 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 Engineering/Budding Engineering the 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 wddland 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- General Services EFs 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 EOC Director 16 Packet Pg 74 CITVOFGRAND TERRACE Section 3 ` Emergency Operations Plan Emergency g Y Management Organization 17 Volunteer & Supports responsible jurisdictions in ensuring the Community Donations most efficient and effective use of affiliated and Development/Fire Management unaffiliated volunteers and organizations and monetary and in -kind donated resources to support incidents requiring a state response Q 18 Packet Pg 76 CITY OF GRAND TERRACE Emergency Operations Plan 4 CONCEPT OF OPERATIONS 4.1 OVERVIEW Section 4 Concept of Operations 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 umfy 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 42 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 19 Packet Pg 78 CITY OF GRAND TERRACE Section 4 Emergency Operations Plan g Y p Concept of Operations • 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 422 Response Phase Pre -Impact When emergency management authorities are able to recognize the approach of a potential a disaster, actions are taken to save lives and protect property The response phase is activated to 0 coordinate emergency response activities During this phase, warning systems may be activated, r, resources may be mobilized, EOCs may be activated, and evacuation may begin N 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, co r • Establishing Incident Command or Unified Command(s), where applicable, a • Activating the City EOC, a0 w • Developing and implementing IAPs and EOC Action Plans (EAP), • Disseminating warnings, emergency public information, and instructions to the citizens of Grand Terrace, ~ c • Conducting evacuations and/or rescue operations, L c� • Caring for displaced persons and treating the injured, c d • Conducting initial damage assessments and surveys, E • Assessing the need for mutual aid assistance, r • Restricting the movement of traffic and people, and • Coordinating with state and federal agencies working in the field 21 Packet Pg 80 07Y OF GRAND TERRACE Section 4 Emergency Operations Plan g Y p Concept of Operations 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 424 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 U' other enforcement codes, W • Initiating structural retrofitting measures, c _ • Assessing tax levies or abatements, ° N N • Emphasizing public education and awareness, N • Undertaking flood control projects, • Removing fuel in areas having a high potential for wildfires, and r N • Assessing and altering land use planning 43 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 d Emergency proclamations expand the emergency powers and authorities of the state and its s political subdivisions They also provide a mechanism for unaffected jurisdictions to provide r resources and assistance to the affected jurisdictions Although emergency proclamations Q 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 23 Packet Pg 82 CITY OF GRAND TERRACE Section 4 Emergency Operations Plan g Y p 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 o 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 N supplement the efforts and resources of state and local governments to alleviate public and private sector damage and loss T 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 mimrmze 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 c7 encouraged to report to the closest local jurisdiction to register as a Disaster Services Worker c All employees are declared to be Disaster Services Workers by Section 3100-3109 of the E California Government Code m r w a 4.5 SEMS COORDINATION LEVELS There are five SEMS organizational levels 25 Packet Pg 84 CITY OF GRAND TERRACE Section 4 ` Emergency O Plan , g Y Operations p Concept of Operations 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 462 Operations Operations is responsible for the coordinated tactical response of all field operations directly applicable to or in support of the nussion(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 463 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 464 Logistics T 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 c, includes the supply unit, facilities unit, ground support unit, communications unit, food unit, and c medical unit 465 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 a 27 Packet Pg 86 1b CITY OF GRAND TERRACE Section 5 Emergency Operations Plan g Y p Emergency Operations Center b Resource status, c Situation analysis, d Information display, e Documentation,CL 0 L f Advance planning, a► 0 g Technical services, h Action planning, and d °' 1 Demobilization d w 4 Logistics Section The following activities and responsibilities are part of the Logistics c 0 function g a Field incident support, N b Communications support, N o c Transportation support, d Personnel, N e Supply and procurement, M r 0 f Resource tracking, c g Sanitation services, and N h Computer support o 5 Finance/Administration The following activities and responsibilities are part of the tlJ m Finance/Admimstration function a Fiscal management, a. b Tune -keeping, n. w c Purchasing, d L d Compensation and claims, L e Cost recovery, and -a L f Travel request, forms, and claims r 5.2 SPECIAL DISTRICTS, PRIVATE AND NONPROFIT AGENCIES c d Depending on the size and kind of incident, involvement from special districts, utilities, a 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 29 Packet Pg 88 CITY OF GRAND TERRACE Section 5 Emergency Operations Plan g Y 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 55 FIELD/ECIC COMMUNICATIONS AND COORDINATION M Responsibility for emergency response is based on statutory authority The emergency response is coordinated under SEMSACS, which provides a flexible, adaptable, and expandable response M 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 56 FIELD/ECIC DIRECTION AND CONTROL INTERFACE 5 6 1 Command and Control 0 L During response to minor or moderate events, jurisdictions may manage the emergency with F existing resources and may of 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 i C7 During multiple -incident situations within the County, an Area Command may be established to d provide for the ICs at separate locations Generally, an Area Commander will be assigned and E receive policy direction from the EOC o a 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 31 Packet Pg 90 CITY OF GRAND TERRACE Section 5 Q` Emergency Operations Plan g Y 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 Q 33 PacketPg 92 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 71 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, 35 Packet Pg 94 CO) T w a CITY OF GRAND TERRACE Emergency Operations Plan 8 PUBLIC INFORMATION 8.1 OVERVIEW Section 8 Public Information 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 F' 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 c� hearing disabilities E 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 Q 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 Packet Pg 96 CITY OF GRAND TERRACE Section 8 (a- Emergency Operations Plan g Y p Public Information 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 85 PUBLIC AWARENESS AND EDUCATION M 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 r- 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 o 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 E 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 a 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 39 Packet Pg 98 CITY OF GRAND TERRACE Section 9 Emergency Operations Plan g Y p 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, E • Live in institutionalized settings, - c 0 • Are seniors, c • Are children, • Are from diverse cultures, o • Have limited English proficiency or are non-English speaking, or cn T • 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, blmd/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 I people with disabilities and older adults to allow for sheltering in general population shelters L 4 Americans with Disabilities Act When shelter facilities are activated, the jurisdiction will ensure they accommodate the provisions of the Americans with Disabilities Act E (ADA) ea r w The City of Grand Terrace is committed to the inclusion of access and functional needs in the a 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 Packet Pg 100 CITY OF GRAND TERRACE Section 10 Emergency Operations Plan g Y p 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 co 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, c� and other entities Records of this type would include authorizing legislation, land use, infrastructure engineering drawings, payroll, accounts receivable, and licenses E • Conduct emergency response and recovery operations Records of this type would r include utility system maps, locations of emergency supplies and equipment, emergency a operations plans and procedures, and personnel rosters 43 Packet Pg 102 CITY OF GRAND TERRACE Emergency Operations Plan 11 RECOVERY OVERVIEW 11.1 OVERVIEW Section 11 Recovery 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 N 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 o economic restoration, evaluation of the incident to identify lessons learned, post -incident M reporting, and development of initiatives to mitigate the effects of future emergencies Thus, N 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, 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 c 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 a • Coordinated restoration of essential services (electricity, water and sanitary systems) 45 Packet Pg 104 CITY OF GRAND TERRACE Section 11 Emergency Operations Plan g Y p Recovery Overview Figure 3 Recovery Operations Organization 112 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 City Attorney liabilities, 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 i, 47 Packet Pg 106 CITY OF GRAND TERRACE Section 11 Emergency Operations Plan g Y p Recovery Overview The damage assessment documentation information should include the location and extent of the damage and an estimate of costs for • Debris removal, • 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 Plammng/Intelligence Section is a Documentation Branch that will coordinate the collection of all incident documentation for dissemination and filing 115 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) " 115 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 49 a Packet Pg 108 CITY OF GRAND TERRACE Section 11 Emergency Operations Plan g Y p Recovery Overview • 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 • 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 116 2 Public Assistance Program The Public Assistance Program provides federal disaster grant assistance for the repair, y replacement, or restoration of disaster -damaged, publicly -owned facilities and the facilities of N certain private nonprofit (PNP) organizations The federal share of assistance is not less than o 75% of the eligible cost for emergency measures and permanent restoration The state determines M how the non-federal share (up to 25%) is split with the applicants Eligible applicants include N • 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 116 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 F- • 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 a • 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 51 Packet Pg 110 CITY OF GRAND TERRACE Section 12 Emergency Operations Plan g Y 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 apse 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 y about the need to take specific actions and commit to specific programs, but to managein emergencies effectively, the plan must be regularly updated, monitored, and evaluated It must o also be supplemented by SOPs that ensure its requirements are being addressed Additionally, it Cl) must be implemented, whether through regulation, budgets, or ongoing decision making N 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 11 Administrative Process 1 The City will submit situation reports, requests for assistance, and damage assessment reports to the San Bernardino County OA d 2 The San Bernardino County OA will forward reports and requests for assistance to Cal s OES r w 3 The City will utilize pre -established bookkeeping and accounting methods to track and a 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 Packet Pg 112 CITY OF GRAND TERRACE Section 13 Emergency Operations Plan g Y 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 mserted into the front section of this Plan 13.1 RECORD OF CHANGES ti y 13.2 RECORD OF DISTRIBUTION 13.2 RECORD OF DISTRIBUTION I�. YQ-I, w Q 55 Packet Pg 114 CITY OF GRAND TERRACE Emergency Operations Plan 15 TRAINING AND EXERCISES Section 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 junsdiction 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 • Lead and support the implementation of OA-wide trainings and exercises, N • 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 that personnel 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 152 PREPAREDNESS EXERCISES 6 r 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 E Grand Terrace participates in all -hazard exercises that involve emergency management/response r personnel from multiple disciplines and/or multiple jurisdictions The exercises Q • Are as realistic as possible, • Stress the application of standardized emergency management, • Are based on risk assessments (credible threats, vulnerabilities, and consequences), 57 Packet Pg 116 16 CITY OF GRAND TERRACE Appendix 1: Emergency Operations Plan g Y p 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 STATE AUTHORITIES • 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 a Packet Pg 118 CITY OF GRAND TERRACE Appendix 2: Emergency Operations Plan � Y p Glossary of Terms 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) r Governmental organizations are most often in charge of an incident, though in certain circumstances private sector organizations may be included Additionally, NGOs may be C? included to provide support r 0 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 (NENIAA) 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 Califorma 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 L improving the state's ability to collaboratively prepare for, effectively mitigate, cohesively respond to, and rapidly recover from any emergency CA-EFs unify a broad spectrum of stakeholders with various capabilities, resources, and authorities to improve collaboration and E coordination for a particular discipline They also provide a framework for the state government to to support regional and community stakeholder collaboration and coordination at all levels of a government and across overlapping jurisdictional boundaries 61 Packet Pg 120 1b CITY OF GRAND TERRACE Appendix 2: Emergency Operations Plan g Y p Glossary of Terms 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 antra- 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/Admimstration Section responsible for tracking o costs, analyzing cost data, making cost estimates, and recommending cost -saving measures M T T 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 mternet 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 L 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 z �a r Disaster A sudden calamitous emergency event bringing great damage, loss, or destruction Q 63 Packet Pg 122 CITY OF GRAND TERRACE Appendix 2: Emergency Operations Plan g y 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 M 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 94. areas M 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 fitnetion 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 E s Hazard Something that is potentially dangerous or harmful, often the root cause of an unwanted r outcome Q 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, 65 Packet Pg 124 CITY OF GRAND TERRACE Appendix 2: Emergency O Plan g Y Operations p Glossary of Terms 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 o 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 r N 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 r Liaison A form of communication for establishing and maintaining mutual understanding and cooperation E 0 �a r Liaison Officer A member of the Command Staff (Management Staff at the Local Government a 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 67 Packet Pg 126 CITY OF GRAND TERRACE Appendix 2: Emergency O Plan ,� Y Operations p Glossary of Terms may establish the priorities among incidents, harmonize agency policies, and provide strategic guidance and direction to support incident management activities Mulhagency 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 o State Level that is responsible for coordinating the process of requesting, obtaining, processing, M and using mutual aid resources Mutual Aid Coordinator duties will vary depending upon the N 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 w Nongovernmental Organization (NGO) An entity with an association that is based on the m interests of its members, individuals, or institutions It is not created by a government, but itmay _ 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 a 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 69 Packet Pg 128 CITY OF GRAND TERRACE Appendix 2: Emergency Operations Plan g y p Glossary of Terms 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, M the ieconstitution of government operations and services, individual, private sector, N 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, M environmental, and economic restoration, evaluation of the incident to identify lessons learned, o 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 m E s Resources Personnel and major items of equipment, supplies, and facilities available or r potentially available for assignment to incident operations and for which status is maintained Q Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC 71 Packet Pg 130 CITY OF GRAND TERRACE Appendix 2: C-r Emergency Operations Plan g Y p Glossary of Terms 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 o Government Code and established by regulations for managing response to multiagency and N multi jurisdictional emergencies in California SEMS consists of five organizational levels, N which are activated as necessary Field Response, Local Government, Operational Area, Region, o and State co r r Standardized Emergency Management System (SEMS) Guidelines The SEMS Guidelines v are intended to assist those responsible for planning, implementing, and participating in SEMS Cl? 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, oo 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 r Governor and legislature m E s Strategy The general plan or direction selected to accomplish incident objectives r r a System An integrated combination of people, equipment, and processes that work in a coordinated manner to achieve a specific desired output under specific conditions 73 Packet Pg 132 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 Packet Pg 134 1b CITY OF GRAND TERRACE Appendix 4: mh Emergency Operations Plan g Y p 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 0 r a 77 Packet Pg 136 G� b O Attachment Grand Terrace EOC Manual Table of Contents 2017-01-31 (2113 Discussion on Emergency Operations) RECORD OF REVISIONS REV TITLE INITIALS DATE J REVISED 01/31/2017 PAGE ii M N v RESTRICTED INFORMATION -DO NOT DISTRIBUTE I Packet Pg 140 1 O J TABLE OF CONTENTS INTRODUCTION/ADMINISTRATION VII MANUAL DEVELOPMENT AND MAINTENANCE XI EOC ACTIVATION DECISION 1 EOC DEMOBILIZATION 8 POSITION CHECKLIST ALL POSITIONS 9 POSITION CHECKLIST EOC DIRECTOR 13 POSITION CHECKLIST EOC DIRECTOR ASSISTANT 18 POSITION CHECKLIST EOC COORDINATOR 19 POSITION CHECKLIST EOC SECURITY UNIT 21 POSITION CHECKLIST EOC SAFETY OFFICER 22 POSITION CHECKLIST EOC PIO 25 POSITION CHECKLIST JIC MANAGER 27 r POSITION CHECKLIST EOC LIAISON OFFICER 29 POSITION CHECKLIST AGENCY REPRESENTATIVES 31 AGENCY REPRESENTATIVES - SPECIFIC RESPONSIBILITIES 32 POSITION CHECKLIST OPERATIONS SECTION COORDINATOR 34 POSITION CHECKLIST OPERATIONS ASSISTANT 37 POSITION CHECKLIST ECS UNIT 38 POSITION CHECKLIST EOC DISPATCH UNIT 40 POSITION CHECKLIST FIRE BRANCH 41 POSITION CHECKLIST LAW BRANCH COORDINATOR 43 POSITION CHECKLIST EVACUATION UNIT 45 POSITION CHECKLIST ENGINEERING BRANCH COORDINATOR 46 POSITION CHECKLIST HEALTHIWELFARE BRANCH COORDINATOR 49 POSITION CHECKLIST CARE/SHELTER UNIT 51 POSITION CHECKLIST D O C 53 POSITION CHECKLIST PLANNING/INTELLIGENCE SECTION COORDINATOR 54 POSITION CHECKLIST SITUATION ANALYSIS UNIT 57 POSITION CHECKLIST SITREP SPECIALIST 60 POSITION CHECKLIST EAP SPECIALIST 62 POSITION CHECKLIST DISPLAY SPECIALIST 64 POSITION CHECKLIST INTELLIGENCE SPECIALIST 66 POSITION CHECKLIST TECHNICAL UNIT 67 TYPICAL TECHNICAL SPECIALISTS 68 POSITION CHECKLIST DOCUMENTATION UNIT 69 REVISED 01/31/2017 PAGE iv RESTRICTED INFORMATION— DO NOT DISTRIBUTE Packet Pg 142 1 J APPENDIX E1 WEBEOC INFORMATION FLOW CHART APPENDIX E2 EOC/FIELD INTERFACE ' APPENDIX E3 UC/EOC/OUTSIDE INTERFACE APPENDIX E4 SEMS FLOW CHART APPENDIX E5 LOCAL/STATE/FED INTERFACE ' APPENDIX F JUST -IN -TIME TRAINING REVISED 01/31/2017 PAGE vi 128 129 130 131 132 132 133 RESTRICTED INFORMATION —DO NOT DISTRIBUTE Packet Pg 144 1 t City Council Presentation 01/31/2017 // c 1�Q r�raC7t�1�CJC1C a(�_-i C1GC�C7C7Q—I EJ�iu�—� C7L�OQE p�t�1n _i>_ City Council Presentation Grand Terrace EO Services Assessment Project January 31, 2017 ©IEMm Welcome/Administrative/Introductions ■ Welcome - City Manager G Harold Duffey ■ Administrative Information - Safety/Emergency ■ Introductions - Staff - Consultant ® IEM GT EO Services Assessment Gty Council 2 Grand Terrace EO Services Project 1 City Council Presentation 01/31/2017 Agenda ■ Project Goals ■ Key Issues ■ Project Plan ■ Deliverables ■ Principal Findings ■ Assessment Report Review ■ Next Steps ■ Summary/Questions QIEM GT EO Services Assessment Oty Councd 3 Project Goals ■ Consultant contracted for professional expertise to review and assess current program - Improve the City's level of emergency readiness - Improve EOP - Improve ability to activate and operate the EOC - Improve emergency resource management - Determine roles and responsibilities for the Volunteer Emergency Operations Committee - Develop emergency management training and exercise framework QIEM GT EO S—ices Assessment CltyCouncd Grand Terrace EC) Services Project 2 City Council Presentation 01/31/2017 1 P Key Issues ■ Grand Terrace government is responsible for management of emergencies that impact the City of Grand Terrace, whether or not other organizations provide assistance or services (e g , shelters) ■ Emergency Management includes policy decisions, public information and coordination of resources ■ The EOC is the central point of these activities ■ Limited City staff available to staff the City EOC and other emergency facilities (shelter, distribution, etc ) ® IEM GT EO Services Assessment Oty Counal 5 Key Issues ■ While city is not structurally ready for management of an emergency situation, systems are in place that could be implemented in a major incident ■ San Bernardino County Sheriff and Fire resources will provide on scene (field) incident command — these services already provided on a daily basis ■ San Bernardino County OES could provide limited assistance ■ Cal OES could also provide assistance © IEM GT EO Services Assessment Oty Counal 6 I Grand Terrace EO Services Project 3 City Council Presentation 01/31/2017 Key Issues ■ Mutual Aid will be important to fill critical roles ■ Grand Terrace must follow SEMS/NIMS to provide for rapid integration of mutual aid resources and maintain eligibility for disaster reimbursement ■ Volunteers will also be important resources ■ The City needs a permanent, trained emergency management point of contact for coordination of planning, response and recovery ® IEM GT EO Services Assessment UtyCounal 7 Project Plan ■ Review/assess current City EOP revision ■ Evaluate current EOC activation capability ■ Identify/evaluate emergency resources and equipment ■ Review/determine role of Volunteer Emergency Operations Committee ■ Review/assess emergency management and EOC training & exercises ® IEM GT EO Services Assessment GtyCouncil Grand Terrace EO Services Project 4 City Council Presentation 01/31/2017 Deliverables ■ Assessment Report - Consultant provided clear, concise, comprehensive and specific recommendations for improvement based on standards, guidelines, & best practices ■ EOP Update - EOC Manual (activation, equipment, resources) ■ EM Training ■ Presentations (senior staff, City Council) ®IEM GT EO Semices Assessment OtyCounal Principal Findings ■ Support from senior leadership and elected officials ■ Emergency management program does not exist ■ Emergency manager position does not exist ■ Designated emergency management representative assignment not consistent, lacks training ■ Emergency management —related planning documents need update or do not exist ■ In some cases, documents do not meet emergency management standards ©'EM GTEOSemices Assessment QtyCounal Grand Terrace EO Services Project 5 City Council Presentation 01/31/2017 Principal Findings ■ Emergency management policies, plans, and procedures needs improvement ■ EOC does not meet standards, is not used or tested regularly, no EOC activation procedure ■ EOC staff are not clearly identified, assigned, and trained ■ Emergency management training and exercises needs improvement ■ City staff need DSW, SEMS, & NIMS training ®I EM GT EO Services Assessment City Counal Principal Findings ■ Emergency management operational and administrative processes needs improvement ■ Technology —including communications, interoperability, and situational awareness capabilities —needs improvement ■ Emergency management community outreach and public education needs improvement ■ Community Emergency Response Team (CERT) program not active ®1 EM GT EO Services Assessment City Counal Grand Terrace EO Services Project 6 City Council Presentation 01/31/2017 Assessment Report Review ■ Introduction ■ Background ■ Assessment Process ■ Assessment Analysis ■ Recommendations ■ Next Steps © IEM GT EO Services Assessment CityCounul 13 NEXT STEPS EOP ■ All Hazards based, comprehensive guidance for the City to organize and respond to an emergency incident ■ Includes emergency services coordination, resource mobilization, and emergency public information ■ Emphasis on need for continuity planning to ensure uninterrupted governmental services ■ Public document, requires City Council approval ®'EM GT EO Services Assessment OtyCouncil 14 Grand Terrace EO Services Project 7 City Council Presentation 01/31/2017 NEXT STEPS EOP ■ EOP revisions completed ■ Entire document updated to meet current California standards and requirements ■ Incorporated recommendations from San Bernardino County OES ■ Staff will calendar EOP adoption at next available City Council meeting ® IEM GT EO Services Assessment CityCouncil I EOC Manual ■ Developed EOC Manual separate from EOP, implements EOP guidance ■ Provides information and guidance to mobilize, activate, operate and demobilize the EOC ■ Only Table of Contents provided here, complete document contains restricted/confidential information QIEM GT EO Semces Assessment GtyCouncil 16 Grand Terrace EO Services Project 8 City Council Presentation 01/31/2017 NEXT STEPS- EMTralning ■ DSW/SEMS/NIMS Training - City staff classroom sessions conducted 11/30/2016 - Online training is on -going ■ EOC Training/Exercise - Need to conduct EOC training and exercises for city staff (they will manage the EOC) - Coordinate with San Bernardino County OES to attend classes at no cost - California CSTI courses also available ® IEM GT EO Services Assessment Gty Counal 77 NEXT STEPS. Grand Terrace CERT ■ Incorporate Volunteer Emergency Operations Committee ■ Develop Grand Terrace CERT documentation and implementation plan ■ Eligible for training and equipment assistance from San Bernardino County as well as state and federal CERT grant funding ■ CERT can provide assistance with emergency management program and activities ® IEM GT EO Services Assessment GtyCounal 18 Grand Terrace EO Services Project 9 City Council Presentation 01/31/2017 Summary/Questions © I EM GP EO Services Assessment City Counal Grand Terrace EO Services Project 10