CC RES 2018-073 RESOLUTION NO. 2018-73
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO PALOS VERDES, CALIFORNIA ADOPTING AN
AMENDED SEMS/NIMS MULTI-HAZARD FUNCTIONAL
EMERGENCY OPERATIONS PLAN.
WHEREAS, The California's Standardized Emergency Management System
(SEMS) and the Federal National Incident Management System (NIMS) legislation
require the creation, maintenance, training, and exercising of emergency response
protocols by every local government; and,
WHEREAS, the City Council approved and adopted a SEMS/NIMS Multi-Hazard
Functional Plan on November 30, 2010 and subsequently the plan was approved by Cal
EMA on June 18, 2012; and,
WHEREAS, Emergency response to critical incidents, whether natural or human
made, requires integrated professional management, and Unified Command of such
incidents is recognized as the management model to maximize the public safety
response; and,
WHEREAS, the City of Rancho Palos Verdes Emergency Operations Plan
establishes the emergency organization, assigns tasks, specifies policies and general
procedures, and provides for coordination of the City's response to emergencies
consistent with the California's Standardized Emergency Management System and
National Incident Management System; and,
WHEREAS, The National Incident Management System, herein referred to as
NIMS, has been identified by the Federal Government as being the requisite emergency
management system for all political subdivisions, and that failure to adopt NIMS as the
requisite emergency management system may preclude reimbursement to the political
subdivision for costs expended during and after a declared emergency or disaster and for
training and preparation for such disaster or emergencies; and,
WHEREAS, the City of Rancho Palos Verdes Emergency Operations Plan is an
extension of the Los Angeles County Operational Area Emergency Operations Plan and
the State of California Emergency Plan. It will be reviewed, exercised periodically, and
revised as necessary to meet changing conditions.
THEREFORE, it shall be the public policy of this City to adopt the NIMS concept
of emergency planning and unified command. It shall further be the policy of this City to
train public officials and emergency responders responsible for emergency management.
THE CITY COUNCIL OF THE CITY OF RANCHO PALOS VERDES DOES
RESOLVE AS FOLLOWS:
Section 1: To adopt the Emergency Operations Plan by reference, as attached
hereto as Exhibit "A."
Section 2: To grant authority to the City Manager to amend and update the Plan.
Section 3: The City Clerk shall certify to the passage and adoption hereof.
PASSED, APPROVED, AND ADOPTED this 18th day of September 2018.
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Mayor
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State of California )
County of Los Angeles ) ss
City of Rancho Palos Verdes )
I, Emily Colborn, City Clerk of the City of Rancho Palos Verdes, hereby certify that the
above Resolution No. 2018-73 was duly and regularly p.: -sed and adopted by the said
City Council at regular meeting thereof held on Septembe 8, 2018.
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Resolution No. 2018-73
Page 2 of 2
City of Rancho
Palos Verdes
Emergency Operations Plan
(EOP)
September 2018
Resolution No. 2018-73
Exhibit A
Page 1 of 62
This Page Intentionally Left Blank
Resolution No. 2018-73
Exhibit A
Page 2 of 62
TABLE OF CONTENTS
Table of Contents ............................................................................................................. 3
Promulgation ...................................................................................................................... 4
Resolution .......................................................................................................................... 5
Approval and Implementation ......................................................................................... 7
Record of Changes .......................................................................................................... 8
Record of Distribution ..................................................................................................... 9
Disclosure Exemptions ....................................................................................................... 9
Introduction .....................................................................................................................10
EOP Purpose ....................................................................................................................10
Scope ................................................................................................................................11
Situation and Planning assumptions .................................................................................12
Hazard Analysis ................................................................................................................15
Hazard Mitigation ..............................................................................................................18
Whole Community Strategy and Inclusion .........................................................................21
Public Awareness and Education ......................................................................................22
Concept of Operations ....................................................................................................25
Operating under SEMS/NIMS: What it Means for Rancho Palos Verdes ..........................25
Emergency Response Levels ............................................................................................... 26
Organization and Assignment of Responsibilities .......................................................28
General .............................................................................................................................28
Disaster Council ................................................................................................................28
Assignment of Responsibilities ..........................................................................................29
Lines of Succession – Director of Emergency Services and Departmental .......................29
Temporary City Seat .........................................................................................................30
Emergency Management Organizational Structure ...........................................................30
Direction, Control, and Coordination .............................................................................32
Local Response Structure .................................................................................................32
City of Rancho Palos Verdes Emergency Operations Center (EOC) ................................32
On-Scene Command and Management ............................................................................34
Information Collection, Analysis, and Dissemination ..................................................35
Communications .............................................................................................................36
Administration, Finance, and Logistics .........................................................................37
Plan Development and Maintenance .............................................................................40
Plan Revision and Maintenance Cycle ..............................................................................40
Training .............................................................................................................................40
Exercises ..........................................................................................................................42
Authorities and References ............................................................................................44
Annexes ...........................................................................................................................46
Attachment 1: Continuity of Government .....................................................................47
Responsibilities .................................................................................................................47
Preservation of Vital Records ............................................................................................48
References ........................................................................................................................49
Attachment 2: Mutual Aid ...............................................................................................50
Responsibilities .................................................................................................................52
Policies and Procedures ...................................................................................................53
References ........................................................................................................................54
Attachment 3: Glossary of Terms ..................................................................................55
Resolution No. 2018-73
Exhibit A
Page 3 of 62
PROMULG ATI ON
The City of Rancho Palos Verdes has updated its Emergency Operations Plan (EOP) to
ensure the most effective and economical allocation of resources for the maximum benefit
and protection of life, property, and the environment during an emergency. This plan
supersedes the Emergency Operations plan adopted by City Council in January 2012
along with any other previous plans promulgated for this purpose.
The objective of the EOP is to coordinate all the facilities and personnel of the City into an
efficient organization capable of responding to any emergency. As such, this plan provides
a framework for the City of Rancho Palos Verdes to use in performing emergency
functions before, during, and after an emergency event, natural disaster or technological
incident—regardless of cause, size or complexity. While no plan can prevent death and
destruction, good plans carried out by knowledgeable and well-trained personnel will
minimize losses. Therefore, this plan describes the emergency organization, assigns
tasks, and specifies policies, procedures, and the coordination of planning efforts of staff
utilizing the Standardized Emergency Management System (SEMS) and the National
Incident Management System (NIMS). In accordance with SEMS and NIMS, this EOP is
an extension of the State of California Emergency Plan and the Los Angeles County
Operational Area EOP. It has been reviewed by staff, will be tested through training and
exercise, and revised as necessary. As per the City of Rancho Palos Verdes Emergency
Services Ordinance No. 55, last updated September 17, 1974, the City’s Disaster Council
is responsible for the development of the EOP. The Disaster Council membership includes
the Mayor, who shall be Chairman, the members of the City Council, the Director of
Emergency Services (City Manager), and the Assistant Director of Emergency Services
(appointed by the Director of Emergency Services), and Emergency Services Chiefs and
other community members as desired all of whom shall be ex-officio and nonvoting
members of the Disaster Council. This EOP update includes recommendations to specify
the Deputy City Manager as the Assistant Director of Emergency Services; and to clarify
that the Emergency Services Chiefs are the Emergency Operations Center Section Chiefs;
and to add the City’s Emergency Manager to the Disaster Council.
This plan is intended to be in accordance with all existing Federal, State and local statutes.
All Federal, State, and local laws supersede the policies and procedures listed in this plan.
All recipients are requested to advise the City of Rancho Palos Verdes regarding
recommendations for improvement.
The City’s EOP supports the overall mission of the City. As such, the City Council
endorses and gives its full support to this plan and urges all officials, employees, and
residents, individually and collectively, to support the total emergency preparedness and
response efforts of the City of Rancho Palos Verdes.
This document is hereby approved and promulgated as the City of Rancho Palos Verdes
Emergency Operations Plan.
Resolution No. 2018-73
Exhibit A
Page 4 of 62
RESOLUTION NO. 2018-73
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO PALOS
VERDES, CALIFORNIA ADOPTING AN AMENDED SEMS/NIMS MULTI-HAZARD
FUNCTIONAL EMERGENCY OPERATIONS PLAN.
WHEREAS, The California’s Standardized Emergency Management System (SEMS)
and the Federal National Incident Management System (NIMS) legislation require the
creation, maintenance, training, and exercising of emergency response protocols by
every local government; and
WHEREAS, the City Council adopted a SEMS/NIMS Multi-Hazard Functional Plan on
November 30, 2010 and subsequently the plan was approved by Cal EMA on June 18,
2012; and
WHEREAS, Emergency response to critical incidents, whether natural or human made,
requires integrated professional management, and Unified Command of such incidents
is recognized as the management model to maximize the public safety response; and
WHEREAS, the City of Rancho Palos Verdes Emergency Operations Plan establishes
the emergency organization, assigns tasks, specifies policies and general procedures,
and provides for coordination of the City’s response to emergencies consistent with the
California’s Standardized Emergency Management System and National Incident
Management System; and
WHEREAS, The National Incident Management System, herein referred to as NIMS,
has been identified by the Federal Government as being the requisite emergency
management system for all political subdivisions, and that failure to adopt NIMS as the
requisite emergency management system may preclude reimbursement to the political
subdivision for costs expended during and after a declared emergency or disaster and
for training and preparation for such disaster or emergencies.
WHEREAS, the City of Rancho Palos Verdes Emergency Operations Plan is an
extension of the Los Angeles County Operational Area Emergency Operations Plan
and the State of California Emergency Plan. It will be reviewed, exercised periodically,
and revised as necessary to meet changing conditions.
THEREFORE, It shall be the public policy of this City to adopt the NIMS concept of
emergency planning and unified command. It shall further be the policy of this City to
train public officials and emergency responders responsible for emergency
management.
THE CITY COUNCIL OF THE CITYOF RANCHO PALOS VERDES DOES
RESOLVE AS FOLLOWS:
Resolution No. 2018-73
Exhibit A
Page 5 of 62
SECTION 1. To adopt the Emergency Operations Plan.
SECTION 2. To grant authority to the City Manager to amend and update the
Plan.
SECTION 3. The City Clerk shall certify to the passage and adoption hereof.
PASSED, APPROVED, AND ADOPTED this 18th day of September, 2018.
Mayor
Attest:
City Clerk
State of California )
County of Los Angeles )ss
City of Rancho Palos Verdes )
I, Emily Colborn, City Clerk of the City of Rancho Palos Verdes, hereby certify that the
above Resolution No. 2018-73 was duly and regularly passed and adopted by the said
City Council at regular meeting thereof held on September 18, 2018.
__________________________
City Clerk
Resolution No. 2018-73
Exhibit A
Page 6 of 62
APPROVAL AND IMPLEM ENTATI ON
The City of Rancho Palos Ve rdes has a commitment to the safety of its citizens.
Their safety and security depend upon the continuation of public services before,
during, and after an emergency/disaster.
The City of Rancho Palos Verdes is mandated by federal, state, and local laws to ensure
that mitigation efforts are enhanced, preparedness is encouraged, responsiveness is
assured, and recovery is achieved efficiently and effectively, before, during, and after
natural disasters, technological incidents, and human-caused events which may occur
within the City, or have an impact on the City.
One of the primary responsibilities of the City’s Disaster Council is to develop an
Emergency Operations Plan, update the plan and maintain a record of changes. This plan
seeks to address, to the extent possible, emergency response functions of City
departments, supporting agencies, public officials, and other public and private organizations
during emergencies/disasters.
Based on the Federal Emergency Management Agency’s (FEMA) Comprehensive
Preparedness Guide 101 Version 2.0, this plan was developed with the cooperation of all
City departments, and agencies including the County of Los Angeles Office of
Emergency Management, Area G Disaster Management Area Coordinator (DMAC),
Sheriff’s Department, and Fire Department. Many such external organizations play a
pivotal and functional role in responding to a major emergency or disaster.
The EOP consists of this Basic Plan, as well as separately maintained procedural Annexes
and Supporting Documents. The Basic Plan includes:
The purpose and scope of the plan;
A description of the City’s hazards, or the situation overview, and planning assumptions;
The general Concept of Operation for emergency activities within the City, to include a
description of the City’s emergency management organization, assigned roles and
responsibilities and continuity of government principles;
The coordination mechanism, or direction and control mechanisms, utilized in the
emergency management process;
Information collection, analysis and dissemination methods;
Communications methods;
Administration, finance, and logistics;
Plan maintenance procedures; and
Authorities and references.
The EOP – Basic Plan is supported with the following Attachments:
Acronyms and Glossary of Terms
Continuity of Government
Mutual Aid
The Annexes are considered operational documents and therefore maintained
separately. The Annexes contain information about the emergency functions of the
responsible departments, agencies and organizations. The re are five (5) Annexes, one
for each of the functional areas within the City’s Emergency Management Organization:
Management, Operations, Planning & Intelligence, Logistics, and Finance &
Administration. The Supporting Documents include legal and other gu idance materials
used during a response to a major emergency or disaster.
Resolution No. 2018-73
Exhibit A
Page 7 of 62
RECORD OF CHANGES
DATE OF
REVISION
REVISION
DESCRIPTION
SECTION/COMPONENT REVISION COMPLETED
BY
January
2012
Prepared 2012
Emergency
Operations Plan
Basic Plan and Supporting
Documents
Emergency Services
Coordinator/Manager
September
2018
Update 2012
Emergency
Operations Plan
Basic Plan and Supporting
Documents
Emergency Services
Coordinator/Manager
Resolution No. 2018-73
Exhibit A
Page 8 of 62
RECORD OF DISTRIBUTION
Agency/ Jurisdiction
Title or Department
Date of
Delivery
Number
of
Copies
Delivered
City of Rancho Palos
Verdes
City Council Members 5
City Manager’s
Department
1
Finance Department
Services
1
Community
Development
Department
1
Public Works 1
Recreation & Parks 1
County of Los Angeles Fire 1
Disaster Management
Area G Coordinator
1
Sheriff 1
Contracted Providers City Attorney 1
The EOP and its annexes are also available electronically to City of Rancho Palos
Verdes employees on the City’s network drive. Printed copies are maintained in the
primary and back -up EOC locations. It’s important to note that printed copies are of
particular importance in the event of power loss or other emergency where the network
drive is not accessible.
DISCLOSURE EXEMPTIONS
The information in this document is sensitive in nature and public disclosure of this
document would have a reasonable likelihood of threatening public safety and security of
the City of Rancho Palos Verdes employees and facilities. Therefor e, the information
contained herein is exempt from the provisions of the California Public Records Act
(California Government Code §§ 6250 - 6276.48). Accordingly, the City of Rancho Palos
Verdes is withholding portions of this Plan (Annexes and Supporting Documents) from
full public disclosure. Refer any request for a copy of the Emergency Operations Plan –
Basic Plan to the City Clerk (City Manager’s Department).
Resolution No. 2018-73
Exhibit A
Page 9 of 62
INTRODUCTION
Saving lives and the protection of life, environ ment, and property are the primary goals of
governmental public safety agencies. Emergency plans provide the basis for response and
recovery operations. The success of these plans depends largely, in part, on the collaboration
of the agencies and jurisdict ions responsible for the development and maintenance of these
plans. The formation of an emergency organization, policies, and roles and responsibilities are
essential aspects of all effective emergency plans.
Utilizing the Standardized Emergency Manageme nt System (SEMS) and the National Incident
Management System (NIMS), successful emergency planning utilizes a comprehensive
approach to prepare and plan for all -hazards, disasters and emergencies. Much like other
cities in the United States, the City of Ra ncho Palos Verdes faces challenges unlike any that
have been seen before. The City of Rancho Palos Verdes is vulnerable to a host of natural
hazards including earthquakes, urban flooding, drought, and windstorms; technological
hazards including hazardous m aterials spills, major transportation accidents, and utility
emergencies; and human -caused events including civil unrest, terrorism, and disease
pandemics.
Per the City of Rancho Palos Verdes Emergency Services Ordinance No. 55, the City’s
Disaster Counci l is charged with ensuring the City is prepared for all hazards and
emergencies. Accordingly, the Disaster Council is responsible for review, development and
recommendation for adoption by the City Council of the City’s Emergency Operations Plan
(EOP). These specific tasks are more specifically assigned in the Ordinance to the Assistant
Director of Emergency Services (appointed by the Director of Emergency Services).
The EOP was developed utilizing the guidance provided in FEMA’s Comprehensive
Preparedness Guide 101 Version 2.0, and best practices from jurisdictions within California. In
accordance with SEMS and NIMS, the City of Rancho Palos Verdes has reviewed the 2012
Los Angeles County Operational Area (OA) Emergency Response Plan to ensure that the
City’s EOP is consistent.
EOP PURPOSE
The Emergency Operations Plan describes a comprehensive emergency management system
which provides for a planned response to disaster situations associated with natural disasters,
technological incidents, and human -caused events. It delineates operational concepts relating
to various emergency situations, identifies components of the Emergency Management
Organization (reports to the City’s Emergency Operations Center), and describes the overall
responsibilities for protec ting life and property and assuring the overall well -being of the
population.
The Plan also details the coordination of response services and support within the City and
the City’s relationships, obligations and dependencies with other response organizati ons and
governmental entities, to include mutual aid and specific statutory authorities, as well as state
and federal agencies and the private sector. It provides detail regarding reporting
requirements, as well as an overview of the City’s concept of oper ation for all hazards disaster
management and coordination. This plan is designed to be flexible enough so that the City’s
capabilities can adapt to a changing response environment and to the needs of
supporting organizations.
The Plan is supported by function-specific Annexes which describe roles and responsibilities of
internal and supporting departments with duties in the City’s Emergency Operations Center
Resolution No. 2018-73
Exhibit A
Page 10 of 62
(EOC). The Annexes are considered operational documents and therefore maintained
separately. There are five (5) Annexes, one for each of the functional areas within the City’s
Emergency Management Organization - Management, Operations, Planning & Intelligence,
Logistics, and Finance & Administration.
In addition, there are stand-alone emergency plans and assessments that exist that serve to
support the City’s Emergency Management Program. These plans are, by reference, a part of
this plan. Brief descriptions of each plan are included below:
1. City of Rancho Palos Verdes H azard Mitigation Plan. The Mitigation Plan
documents all of the ongoing and future actions that contribute to minimizing or eliminating
threats associated with natural hazards. The Plan is federally mandated and ensures the
City's eligibility for public assistance funds following a major regional disaster. An important
component in the Mitigation Plan is a thorough analysis of the natural hazards and their
impacts on City- owned facilities and the City at large. The City’s first Mitigation Plan
was adopted by City Council on October 5, 2004 and an update completed on August 6,
2014.
2. City of Rancho Palos Verdes General Plan Safety Element. The General Plan
Safety Element is intended to reduce the potential risk of death, injuries, property damage,
and economic and social dislocation resulting from fires, floods, earthquakes, landslides,
and other hazards. Other locally relevant safety issues, such as emergency response,
hazardous materials spills, and crime reduction, are also included. The City’s General
Plan Safety Element was adopted by City Council June 26, 1975.
SCOPE
The City of Rancho Palos Verdes EOP applies to any extraordinary emergency associated with
any hazard – natural, technological or human-caused - which may affect the City and result in
a planned, coordinated response by multiple departments and/or supporting agencies. The
EOP establishes an emergency organization and defines responsibilities for all departments
and individuals (public and private) having roles in emergency preparedness, response,
recovery and/or mitigation in the City. The EOP is designed to be compliant with SEMS and
NIMS. The “City” consists of the City’s geographic boundaries, to include all citizens,
governmental entities and departments, businesses and non-profit organizations within the
bounds of the City, and/or those individuals and entities operating or transiting the City.
The City outsources key services that have a direct bearing on the City’s emergency response
organization; specifically, law enforcement (Los Angeles County Sheriff’s Department), fire
prevention, fire suppression, and hazardous materials response and compliance (Los Angeles
County Fire Department), building permits and inspection (Los Angeles County Department of
Public Works – Building and Safety Division), residential trash collection and recycling
(EDCO), and animal control services (County of Los Angeles Department of Animal Care and
Control). As such, close planning and coordination with these agencies and organizations is
essential to the preparedness and response capabilities of the City.
During emergencies, the City Manager leads the City’s response as the Director of Emergency
Services. The City of Rancho Palos Verdes is a part of the Los Angeles County Operational
Area (OA), which includes the County and its political subdivisions (e.g. cities and special
districts). In accordance with SEMS, the City of Rancho Palos Verdes sends requests for
additional support through the OA and its designated emergency management organization,
which is under the Los Angeles County’s Office of Emergency Management. In the event the
OA cannot meet the needs of the City, requests are then sent to the Region, State and Federal
levels in accordance with SEMS/NIMS. This EOP has been developed to provide guidance for the
Resolution No. 2018-73
Exhibit A
Page 11 of 62
City of Rancho Palos Verdes based on the following objectives:
Establish the City’s policy and procedures for response to emergencies.
Describe the City’s Emergency Management Organization and establish an integrated
system for the effective management of emergencies.
Describe how people (unaccompanied minors, individuals with disabilities, others with
access and functional needs, individuals with limited English speaking proficiency, and
service animals and household pets) and property are protected and addressed.
Describe the City’s dependencies and relationships with outside agencies and jurisdictions,
as it relates to emergency response activities in the City.
Identify lines of authority and relationships.
Assign tasks and responsibilities.
Describe the resources available and means to acquire additional resources to support
emergency response activities in the City.
Provide a framework to allow for the smooth transition from the response phase to the
recovery phase.
Describe the functionality of the City’s EOC.
SITUATION AND PLANNING ASSUMPTIONS
Situation
The City of Rancho Palos Verdes is located on a coastal peninsula overlooking the
Pacific Ocean in Los Angeles County, California.
The City has a land area of 13.6 square miles, and about 43,000 residents. With
7.5 miles of Pacific coastline, a 1400-acre nature preserve, and hundreds more
acres of open space, the City has maintained a semi-rural environment. Residents
and visitors enjoy expansive views of the Pacific Ocean and ample opportunities
for recreation including golfing, hiking, beach access, and whale watching.
Notable landmarks and points of interest include the Wayfarer’s Chapel designed
by Lloyd Wright, the Point Vicente Lighthouse, Point Vicente Interpretive Center,
Terranea Resort, Palos Verdes Nature Preserve, and Trump National Golf Club.
City Governance
Rancho Palos Verdes is a California General Law city, and has operated under a
council-manager form of government since incorporation in 1973. Policy-making
and legislative authority are vested in the City Council; which consists of five
members elected at-large on a non-partisan basis, including the City Council
designated Mayor and Mayor Pro-Tem. Council Members are elected to four-year
staggered terms, with two or three Council Members elected every two years. The
City Council is responsible for passing ordinances, adopting the budget, appointing
committees, and hiring the City Manager and City Attorney. The City Manager is
responsible for carrying out the policies and ordinances of the City Council,
overseeing day-to-day operations, and appointing the heads of the City’s departments.
Demographics
Based on 2014 information from the US Census Bureau, the median age of the
City’s 42,726 residents is 47.6, and annual personal income per capita is about
$57,201. There are about 15,900 households, and the median home value is
$952,400. The unemployment rate is about 3.6% and public school enrollment is
about 11,500. The largest employers include the Palos Verdes Peninsula Unified
School District, Terranea Resort, Trump National Golf Club, and Marymount
California University.
Resolution No. 2018-73
Exhibit A
Page 12 of 62
Map: City of Rancho Palos Verdes Critical
Facilities
Resolution No. 2018-73
Exhibit A
Page 13 of 62
Planning Assumptions
1. The City of Rancho Palos Verdes is responsible for emergency response
operations and will commit all available resources to save lives, minimize injury
to persons, protect the environment, and minimize damage to property.
2. The City will use SEMS and NIMS principles in its emergency management
activities.
3. The Director of Emergency Services (City Manager) serves as the EOC Director
during times of activation, coordinating the City's disaster response in
conformance with the City of Rancho Palos Verdes Emergency Services
Ordinance No. 55.
4. The City is a member of, and will participate in, the Los Angeles County
Operational Area.
5. City resources will be made available to local agencies and citizens to cope with
disasters affecting this area.
6. Mitigation activities conducted prior to the occurrence of a disaster result in a
potential reduction in loss of life, injuries, and damage.
7. Mutual aid assistance will be requested when emergency requirements exceed
the City's ability to meet them; and will be provided as available.
8. The City is dependent upon external and/or contracted services for some of its
primary emergency response-related activities. Service agreements will be
kept up to date to ensure continuance of such services during and following a
major emergency or disaster.
9. Supporting plans and procedures are updated and maintained by responsible
parties.
Resolution No. 2018-73
Exhibit A
Page 14 of 62
HAZARD ANALYSIS
The City is exposed to a number of hazards, all of which have the potential for disrupting the
community, causing damage, and creating casualties. The 2014 Hazard Mitigation Plan
identified earthquakes, wildfires, earth movement, and tsunamis as the hazards posing the
greatest threat. Additionally, technological hazards including hazardous materials releases, major
transportation accidents, and utility emergencies were included in the EOP Hazard Analysis as
well as human- caused hazards including terrorism, civil unrest, and disease pandemics.
Based on research and analysis, data was entered into the following Hazard Analysis
(Calculated Priority Risk Index - CPRI). The CPRI approach attempts to quantify priorities for
mitigation and preparedness by assigning weighted numerical values to a range of hazard-
related characteristics. Below is the weighted key used for the CPRI followed by the CPRI
Summary for the City of Rancho Palos Verdes.
Resolution No. 2018-73
Exhibit A
Page 15 of 62
CPRI Key
CPRI
Category
Degree of Risk Assigned
Weighting
Factor
Level ID Description Index
Value
Probability
Unlikely Extremely rare with no documented history of occurrences or events.
Annual probability of less than 1 in 1,000 years. 1
45%
Possibly Rare occurrences.
Annual probability of between 1 in 100 years and 1 in 1,000 years. 2
Likely Occasional occurrences with at least 2 or more documented historic events.
Annual probability of between 1 in 10 years and 1 in 100 years. 3
Highly Likely Frequent events with a well-documented history of occurrence.
Annual probability of greater than 1 every year. 4
Magnitude/
Severity
Negligible
Negligible property damages (less than 5% of critical and non -critical facilities and infrastructure.
Injuries or illnesses are treatable with first aid and there are no deaths.
Negligible loss of quality of life. Shut down of critical public facilities for less than 24 hours.
1
30%
Limited
Slight property damage (greater than 5% and less than 25% of critical and non -critical facilities
and infrastructure). Injuries or illnesses do not result in permanent disability, and there are no
deaths. Moderate loss of quality of life. Shut down of critical public facilities for more than 1 day
and less than 1 week.
2
Critical
Moderate property damage (greater than 25% and less than 50% of critical and non-critical
facilities and infrastructure). Injuries or illnesses result in permanent disability and at least 1
death. Shut down of critical public facilities for more than 1 week and less than 1 month.
3
Catastrophic
Severe property damage (greater than 50% of critical and non-critical facilities and
infrastructure). Injuries and illnesses result in permanent disability and multiple deaths.
Shut down of critical public facilities for more than 1 month.
4
Warning
Time
> 24 hours Population will receive greater than 24 hours of warning. 1
15% 12–24 hours Population will receive between 12-24 hours of warning. 2
6-12 hours Population will receive between 6-12 hours of warning. 3
< 6 hours Population will receive less than 6 hours of warning. 4
Duration
< 6 hours Disaster event will last less than 6 hours 1
10% < 24 hours Disaster event will last less than 6-24 hours 2
< 1 week Disaster event will last between 24 hours and 1 week. 3
> 1 week Disaster event will last more than 1 week 4
Resolution No. 2018-73
Exhibit A
Page 16 of 62
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San Andreas Fault M7.8 3
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5 2 0.6 4 0.6 1 0.1 2.65
Newport-Inglewood M6.9 2 0.9 3 0.9 4 0.6 1 0.1 2.5
Palos Verdes Fault M7.1 1
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5 4 1.2 4 0.6 1 0.1 2.35
Wildfire 3
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5 3 0.9 4 0.6 3 0.3 3.15
Earth Movement 2 0.9 2 0.6 4 0.6 1 0.1 2.2
Tsunami 1
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5 2 0.6 4 0.6 1 0.1 1.75
Refer to the Hazard Mitigation Plan and General Plan Safety Element for
additional information regarding these hazards.
In light of the City's susceptibility and vulnerability to hazards, continuing emphasis
must be placed on emergency planning, training of full-, part-time and reserve
personnel, public awareness and education, and assuring the adequacy and
availability of sufficient resources to cope with the range of emergencies. The City is
engaged in ongoing public education programs, including programs administered
under the Los Angeles County Office of Emergency Management Disaster
Management Area Coordinator (DMAC), of which the City is a member of “Area G”.
The programs focus on the need of individuals to be knowledgeable about the nature
of disasters and proper responses to those disasters. They also encourage citizens to
make the necessary preparations for disasters and emergencies.
Resolution No. 2018-73
Exhibit A
Page 17 of 62
HAZARD MITIGATION
As mentioned earlier, the City maintains a Hazard Mitigation Plan in compliance with
the federal Disaster Mitigation Act of 2000 (DMA 2000). The Plan is updated every five
years and contains a thorough analysis of hazards and a summary of mitigation actions
ongoing and planned for R a n c h o P a l o s V e r d e s . Hazard mitigation is defined as
actions taken to minimize or eliminate threats associated with hazards. The Plan is written
to address pre-disaster opportunities for mitigation. Post-disaster activities are regulated
through federal regulations discussed below.
This section of the EOP establishes actions, policies and procedures for implementing
Section 409 (Minimum Standards for Public and Private Structures) of the Robert T.
Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law 93 288, as
amended), following a Presidential Declaration of Emergency or Major Disaster. It also
assigns hazard mitigation responsibilities to various elements of federal, state, and local
governments in California.
Hazard mitigation is defined as any action taken to reduce or eliminate the long-term risk
to human life and property from natural hazards. Section 409 of Public Law 93 288 requires,
as a condition to receiving federal disaster aid that repairs and reconstruction be done in
accordance with applicable codes, specifications, and standards. It also requires that the
state or local government recipients of federal aid evaluate the natural hazards of the area in
which the aid is to be used, and take action to mitigate them, including safe land use and
construction practices.
To be effective, hazard mitigation actions must be taken in advance of a disaster.
Nevertheless, the immediate post-disaster period does present opportunities for mitigation.
Section 409 deals with the opportunities presented in a current disaster to mitigate
potential hardship and loss resulting from future disasters. Thus, hazard mitigation is a
continuing year-round effort and activity in which all local communities and state agencies
are encouraged to prepare hazard mitigation plans that identify ways to reduce damage
caused by disasters. Hazard mitigation includes such activities as:
• Improving structures and facilities at risk.
• Identifying hazard prone areas and developing standards for prohibited or restricted
use.
• Recovery and relief from loss, including insurance.
• Providing hazard warning and protecting the population.
Following a presidential disaster declaration, the Hazard Mitigation Grant Program (HMGP)
is activated. The HMGP is authorized by Section 404. The program’s purpose is to fund
projects which are cost-effective and which substantially reduce the risk of future damage,
hardship, loss or suffering resulting from a major natural disaster. Grants are available to
eligible applicants in the declared areas only.
The HMGP fund is based upon a 15 percent share of the Federal Emergency
Management Agency (FEMA) estimate of all Damage Survey Reports (DSRs) for public
assistance work performed, and Individual Assistance costs. The federal contribution can be
up to 75 percent of the cost of the hazard mitigation project approved for funding, with
applicants providing match funding through a combination of either state, local or private
sources. HMGP funds cannot be used as the sole match for other federally funded programs.
Resolution No. 2018-73
Exhibit A
Page 18 of 62
Section 404 funding may not be used to fund any mitigation project that might be eligible
under Public Assistance or other federal programs, although it might be used to
complement or enhance mitigation funded under Individual or Public Assistance. By
regulation Section 404 funding is the funding of last resort.
Following each Presidential declaration of Emergency or Major Disaster, the Regional
Director of the Federal Emergency Management Agency (FEMA) and the Governor execute a
document called the Federal/State Agreement. This agreement includes appropriate
provisions for hazard mitigation. Under the "typical paragraph" set out to serve this purpose,
the State agrees to:
Evaluate or have the applicant evaluate specific natural hazards in the disaster
area, and make appropriate recommendations to mitigate them.
Follow up with applicants to ensure that the appropriate hazard mitigation actions
are taken.
Follow up with applicants to ensure that the appropriate hazard mitigation plan or
plans are developed and submitted to the FEMA Regional Director for concurrence.
Review and update as necessary disaster mitigation portions of emergency plans.
A Hazard Mitigation Officer is appointed for the state and local applicant. These individuals
will constitute the hazard mitigation survey team that will:
Identify significant hazards in the affected areas, giving priority to disaster related
hazards.
Evaluate impacts of these hazards and recommend mitigation measures.
The hazard mitigation survey team uses information from Damage Survey Reports and
visits selected sites where significant damage has occurred. The state and local
representatives on the hazard mitigation survey team are responsible for ensuring that
there is adequate consultation among interested federal, state, and local parties.
The hazard mitigation survey team also prepares a hazard mitigation plan which is submitted
to the FEMA Regional Director through the Governor's authorized representative within 180
days after a Presidential declaration. The objectives of the plan are to:
• Recommend hazard mitigation measures for local, state, and federal agencies.
• Establish short and long-term planning f rameworks for implementation of hazard
mitigation efforts.
Each applicant is expected to use its resources and capabilities as necessary to
perform emergency work, such as debris removal or emergency measures to save lives, or
to protect public health and safety, or to protect property, before requesting assistance
from state or federal government. Local, state, and federal preliminary damage
assessments are used to identify major hazards and opportunities for hazard mitigation
activities prior to a declaration of Major Disaster or Emergency. Damage survey reports shall
include identification of hazards and shall recommend mitigation measures to be incorporated
into the repair work.
The federal/state hazard mitigation survey team shall review applicable land use
Resolution No. 2018-73
Exhibit A
Page 19 of 62
regulations, construction standards, and other appropriate hazard mitigation measures.
Utilizing information from preliminary damage assessments, Damage Survey Reports, and
all other pertinent information, the team shall visit the sites of significant damage and shall
evaluate all hazards at those sites. For each identified significant hazard the team shall
include appropriate hazard mitigation recommendations.
In cases where no plans for hazard mitigation exist or are inadequate, the team shall report
its findings and make recommendations to develop, improve or maintain hazard mitigation
plans. Existing local and state hazard mitigation plans shall be updated and new ones
developed as deemed necessary. Technical advice and assistance will be sought from
federal, state and local agencies in developing new plans or updating existing plans to mitigate
hazards identified.
The hazard mitigation survey team shall make recommendations on any needs for new
mapping or re-mapping of high hazard areas. A set procedure has been established for
hazard mitigation following a disaster, to avoid similar disasters in the future. Hazard
mitigation measures include avoidance, reduction and land use regulations.
The FEMA Regional Director is responsible for hazard mitigation actions under the terms of
the Federal/State Agreement. The Regional Director shall provide overall leadership with
respect to the general administration of Section 409 to ensure that the ultimate benefits
to be gained through effective hazard mitigation programs are not diminished. The
Regional Director also provides technical advice and assistance.
State and local governments will be encouraged to adopt safe land use practices and
construction standards. A representative of C al OES will be appointed by the Governor and
will be responsible for state performance of hazard mitigation activities under the
Federal/State Agreement.
The applicant's authorized representative, appointed locally, is responsible for local
performance of hazard mitigation measures under the terms of the Federal/State
Agreement. The applicant's authorized representative shall, to the extent of legal authority,
implement and enforce land use regulations and safe construction practices which are
agreed upon as conditions for FEMA grants or loans. Each city and county is charged with
implementing and enforcing its own hazard mitigation measures.
Local Government Responsibilities
The key responsibilities of local governments are to:
• Participate in the process of evaluating hazards and adoption of appropriate
hazard mitigation measures, including land use and construction standards.
• Appoint a Local Hazard Mitigation Officer, if appropriate.
• Participate on Hazard Mitigation Survey Teams and Interagency Hazard Mitigation
Teams, as appropriate.
• Participate in the development and implementation of Section 409 plans or plan
updates, as appropriate.
• Coordinate and monitor the implementation of local hazard mitigation measures.
Resolution No. 2018-73
Exhibit A
Page 20 of 62
WHOLE COMMUNITY STRATEGY AND INCLUSION
The whole community concept is a process by which residents, emergency management
representatives, organizational and community leaders, and government officials can
understand and assess the needs of their respective communities and determine the best
ways to organize and strengthen their resources, capacities, and interests. Engaging in
whole community emergency management planning builds a more effective path to societal
security and resilience.
This plan supports the following whole community principles:
Understand and meet the needs of the entire community, including people with
disabilities and those with other access
and functional needs.
Engage and empower all parts of the
community to assist in all phases of the
disaster cycle.
Strengthen what works well in communities
on a daily basis.
In 2011 FEMA published A Whole Community
Approach to Emergency Management:
Principles, Themes, and pathways for Action.
The Whole Community document recognizes
that effects of natural and manmade disasters
have become more frequent, far-reaching, and
widespread. Also, that the Nation’s traditional
approach to managing the risks associated with
disasters relies too heavily on the government.
In keeping with the whole community approach, the City’s EOP was developed with the
guidance of representatives from City departments, County departments/agencies, law
enforcement, fire services, emergency management, the access and functional needs
communities, business and industry, and various other stakeholders. The effectiveness of
the emergency response is largely predicated on the preparedness and resiliency of the
collective community.
Community resiliency consists of three key factors:
1) The ability of first response agencies (e.g. fire, law, emergency medical, public
works) to divert from their day-to-day operations to the emergency effectively and
efficiently.
2) The strength and inclusivity of the emergency management system and organizations
within the City, to include the Emergency Operations Center (EOC), and emergency
public information systems and tools (e.g., mass notification and communication
systems, etc.).
3) The preparedness of the City’s citizens, businesses and community organizations.
During the course of this plan’s development, a “Whole Community” meeting was conducted
to specifically solicit information and input for the Emergency Operations Plan. Invitees
included members of the City’s Emergency Preparedness Committee and
residents. The meeting was well attended and several ideas were shared between members
Resolution No. 2018-73
Exhibit A
Page 21 of 62
of the public, the Emergency Preparedness Committee and the City’s Emergency Manager.
The mission o f the City’s Emergency Preparedness Co mmittee shall be to advise and
make recommendations to the City Council on matters pertaining to emergency Preparedness
to help ensure that the City of Rancho Palos Verdes develops and maintains a high state of
readiness to respond to a wide variety of emergencies and disasters.
The Committee meets on a monthly basis with a total of seven members selected by
the City C o u n c i l . These meetings are a good opportunity for presenting and
discussing community matters pertaining to emergency management. Input from these
meetings are documented, and where appropriate, incorporated into emergency policies and
planning documents, inclusive of the EOP Basic Plan, Annexes, and Supporting Documents.
Position
Chair
Vice-Chair
Committee Member
Committee Member
Committee Member
Committee Member
Committee Member
The City of Rancho Palos Verdes recognizes and understands that the community is only as
strong as its most vulnerable members and seeks to ensure that all persons regardless
of socioeconomic status, physical or cognitive ability, language, age, race, ethnicity,
sexual orientation, gender, or residence have equal access to emergency systems
and resources in the event of a disaster.
Given, however, the diverse needs of the City it is also understood that “government”
alone cannot accomplish this. Therefore, the City calls upon all its members (citizens and
businesses/organizations) to engage, participate, and take ownership of the collective
preparedness and resiliency effort in and for the City.
Whether an individual, family, neighborhood, community, business, government, place of
worship, or other gathering of people, there is a common need to prepare for disaster. The
National Preparedness System outlines an organized process for everyone in the whole
community to move forward with their preparedness activities and achieve the National
Preparedness Goal.
PUBLIC AWARENESS AND EDUCATION
The public’s response to any emergency is based on an understanding of the nature of the
emergency, the potential hazards, the likely response of emergency services and knowledge
of what individuals and groups should do to increase their chances of survival and recovery.
Resolution No. 2018-73
Exhibit A
Page 22 of 62
Pre-disaster awareness and education programs must be viewed as equal in importance to
all other preparation for emergencies and receive an adequate level of planning.
The City of Rancho Palos Verdes p laces a high priority on public disaster education.
Following is a description of additional opportunities afforded to staff and residents relating
to disaster response and recovery:
The City supports amateur radio (ham) operators in the community. Ham radio is a
popular hobby and service that brings people, electronics and communication together.
People use ham radio to talk across town, around the world, or even into space, all
without the Internet or cell phones. It's fun, social, educational, and most
importantly it serves as a critical lifeline during times of need. A base station is
maintained in the Rancho Palos Verdes Emergency Communications Center (ECC).
The City continues to dedicate a prominent and easily-referenced section of the
City’s website to the provision of emergency management-related information to the
public. Posted information includes this EOP, Rancho Palos Verdes specific
hazard and threat information, and links to tools and resources to support individual
and collective readiness and resilience.
The State of California made a special effort to provide citizens with access to the
hazards that could impact where people live, work, and play. State of California’s
“MyHazards” website (http://myhazards.caloes.ca.gov), GIS-based online software that
provides site- specific hazard information including proximity to earthquake faults,
floodplains, and dam inundation areas.
Resolution No. 2018-73
Exhibit A
Page 23 of 62
The City encourages participation in Volunteers on Patrol (VOP) which is led by the
Los Angeles County Sheriff’s Department (Lomita Station). The primary objective for
the volunteer members is to prevent crime by mere presence while identifying public
hazards. Members also act as the eyes and ears of the Sheriff's Department by
identifying suspicious activities, crimes in progress, or dangerous circumstances. The
members do not take action themselves, but are trained to notify the proper authorities.
Resolution No. 2018-73
Exhibit A
Page 24 of 62
CONCEPT OF O PER ATI ON S
It is the responsibility of government to undertake an ongoing comprehensive approach to
emergency management in order to mitigate the effects of hazardous events. The ultimate
goals of emergency management (inclusive of prevention, mitigation, preparedness,
response and recovery) are to:
Provide effective life safety measures, reduce property loss, and protect the
environment.
Provide for the rapid resumption of impacted businesses and community services.
Provide accurate documentation and records required for cost recovery efforts.
Local government has the primary responsibility for emergency manageme nt activities
within its jurisdiction. When an emergency exceeds the local government's capability to
respond, assistance is requested from other local jurisdictions, and State and Federal
governments. In any case, incident command and response operations remain with the
local jurisdiction.
All jurisdictions within California operate under the Standardized Emergency Management
System (SEMS) and the National Incident Management System (NIMS). In the State of
California, the use of SEMS is mandatory to be el igible for reimbursement of response -
related personnel costs. The basic frameworks for SEMS and NIMS incorporate the use of
the Incident Command System (ICS) and the Multi -Agency Coordination System (MACS).
This EOP is based on SEMS and NIMS. It is unders tood that in an emergency scenario,
the day-to-day activities, which do not contribute directly to the emergency operation, may
need to be suspended for the duration of the emergency.
OPERATING UNDER SEMS/NIMS: WHAT IT MEANS FOR RANCHO PALOS VERDES
Fully activated, SEMS consists of the emergency management systems of all local
jurisdictions (including special districts), Operational Areas (county -wide), California
Mutual Aid Regions (two or more counties) and State Government. Exhibit 1: SEMS
Organizational Levels identifies the five organizational SEMS levels, which are activated
as necessary: field response, local government, operational area, region, and State.
As a local jurisdiction, the City of Rancho Palos Verdes is responsible for directing and/or
coordinating emergency operations within the City, with the other levels being responsible
for coordinating with, and/or providing support to the City, and other local jurisdictions.
What “Field” and “Local” mean to Rancho Palos Verdes: Under SEMS/NIMS, t he City
is responsible for two (2) of the five (5) levels —namely, the “field response” and
“local government”. At the field response level, all department and agencies will use
the Incident Command System (ICS) to standardize the emergency response and
report emergency related information to the emergency management organization in
the City’s Emergency Operations Center (EOC). The EOC manages the overall city
response to major disasters and coordinates inter -departmental activity, implements
city policy, determines the mission and priorities, and provides direction and the
authority to act. EOC personnel engage in long range planning and coordination with
outside agencies. The EOC also is the source of information coordination for
dissemination to the public , and provides support for cost recovery efforts for the city,
by tracking and reporting the personnel, supplies and equipment used by the city
Resolution No. 2018-73
Exhibit A
Page 25 of 62
EXHIBIT 1: SEMS ORGANIZATIONAL LEVELS
departments. The City of Rancho Palos Verdes Emergency Management
Organization is described in more detail in th e Organization and Assignment of
Responsibilities section below.
What the “Operational Area” means to the City of Rancho Palos Verdes: The City’s
EOC reports to the Los Angeles County Operational Area EOC, which is managed by
the Los Angeles County Office of Emergency Management.
In the event that needed
resources exceed the
capabilities of the City EOC,
requests will be sent to the
OA EOC.
What “Region” means to the
City of Rancho Palos Verdes:
The OA EOC reports to the
Southern Regional
Emergency Operations
Center (REOC), which has
additional resources in the
event that OA EOC resources
are exceeded. The OA (and
by extension, the City of
Rancho Palos Verdes) is in
Region I, which includes Los
Angeles, Orange, Ventura,
Santa Barbara, and San Luis
Obispo Counties. Region VI is
also a part of the Southern
Region and includes
Riverside, Imperial and San
Diego counties.
What “State” and “Federal”
mean to the City of Rancho
Palos Verdes: From the
REOC, additional assistance
can be requested from the
State, who can then request
Federal assistance if
necessary.
EMERGENCY RESPONSE LEVELS
Based on SEMS, the State of California and the Los Angeles Operational Area
Emergency Response Plan (OA ERP) identify three levels of emergencies used to
categorize the response to an emergency. This categorization is also utilized by the
City of Rancho Palos Verdes . These levels are common to all annexes in this
plan. These are noted below in Exhibit 2: Emergency Response Levels.
Resolution No. 2018-73
Exhibit A
Page 26 of 62
EXHIBIT 2: EMERGENCY RESPONSE LEVELS
RANCHO PALOS VERDES | LOS ANGELES OPERATIONAL AREA | STATE
OF CALIFORNIA
LEVEL 1 A major disaster wherein resources in or near the impacted area are
overwhelmed and extensive state and/or federal resources are required. A
LOCAL EMERGENCY and a STATE OF EMERGENCY will be proclaimed and
a PRESIDENTIAL DECLARATION OF EMERGENCY or MAJOR DISASTER
may be requested.
LEVEL 2 A moderate to severe emergency wherein local resources are not
adequate and mutual aid may be required on a regional or even statewide
basis. A LOCAL EMERGENCY may or may not be proclaimed and a STATE OF
EMERGENCY might be proclaimed.
LEVEL 3 A minor to moderate incident wherein local resources are
adequate and available. A LOCAL EMERGENCY may or may not be proclaimed.
Details regarding the City of Rancho Palos Verdes proclamation process are located
separately in the Management Annex.
Resolution No. 2018-73
Exhibit A
Page 27 of 62
ORG AN IZ ATI ON AND ASSIGNMENT OF RESPONSIBILITIES
The City of Rancho Palos Verdes has the overall responsibility to provide an effective
emergency response in the City. The City uses SEMS and NIMS for incident management.
These emergency management systems provide not only for the on-scene management of an
incident, but also for the coordination of response activities between the City and other
jurisdictions (such as neighboring cities, the OA EOC, supporting agencies, etc.).
The City of Rancho Palos Verdes emergency management structure and organization
cover all emergency management phases, specifically – mitigation, preparedness, response and
recovery.
All references within this section are as defined, and/or derived from the description and authority
in Rancho Palos Verdes M unicipal Code Title 2, Chapter 2.24, Disaster Council.
GENERAL
The structure of the Emergency Management Organization is based on the following principles:
Compatibility with the structure of governmental and private organizations
Use of SEMS/NIMS
All-hazards approach
Clear lines of authority and channels of communication
Simplified functional structure
Incorporation into the emergency organization of all available personnel resources having
disaster capabilities
Formation of special purpose units to perform those activities particular to major
emergencies
Inclusive of mitigation, preparedness, response and recovery
A major emergency can change the working relationships between government and industry
and among government agencies. For example:
Consolidation of several departments under a single chief, even though such departments
normally work independently.
Formation of special purpose units (situation intelligence, emergency information,
management to perform functions not normally required). Personnel assigned to such units
may be detached from their regular employment when the units are activated.
Formation of multiple agencies or multiple jurisdiction commands to facilitate the response to
an emergency.
Changes in the emergency organization as designed may be required for an effective response
to specific incidents. Specific operational concepts, including the emergency response actions
of City departments and supporting agencies, are reflected in the annexes and supplemental
guides to this plan.
DISASTER COUNCIL
The City of Rancho Palos Verdes Di saster Council consists of the following entities:
Mayor – Chair and member of the City Council
Director of Emergency Services (City Manager) – Vice Chair
Assistant Director of Emergency Services (Deputy City Manager)
Emergency Services Chiefs (EOC Section Chiefs)
Representatives of civic, business, labor, veteran, professional or other organizations having
official emergency responsibilities (as determined by the City Manager with City Council
consent)
Resolution No. 2018-73
Exhibit A
Page 28 of 62
ASSIGNMENT OF RESPONSIBILITIES
Disaster Council
It shall be the duty of the Disaster Council:
To develop and recommend for adoption by the City Council, emergency and mutual aid
plans and agreements, and such ordinances and resolutions and rules and regulations as
are necessary to implement such plans and agreements
The Disaster Council meets upon call of the Chair (in the absence of the Chair, the Vice Chair)
The Disaster Council is also empowered to register, maintain registration, and direct the activities
of disaster service workers in the City.
Director of Emergency Services
The City Manager is designated as the Director of Emergency Services. The City Manager will
control and direct the efforts of the City’s Emergency Management Organization in order to
carry out the duties identified in Rancho Palos Verdes M unicipal Code Title 2 , Chapter 2.24,
Disaster Council.
LINES OF SUCCESSION – DIRECTOR OF EMERGENCY SERVICES AND
DEPARTMENTAL
Director of Emergency Services
The Director of Emergency Services is authorized to establish an order of succession to the
office of the Director of Emergency Services should the Director not be available to serve. The
Emergency Operations Plan identifies the intentions of the Director of Emergency Services
regarding the order of succession.
The successor, as approved by the City Council, shall act as the Director of Emergency
Services, with all the same powers and authorities. Only these alternates will be empowered to
exercise the powers and authorities of the Director of Emergency Services.
ORDER OF SUCCESSION DAY TO DAY JOB TITLE DEPARTMENT
Director of Emergency
Services
City Manager City Manager’s Department
First Alternate Deputy City Manager City Manager’s Department
Second Alternate Finance Director Finance Department
Notification of any successor changes shall be made through the established chain of
command.
Resolution No. 2018-73
Exhibit A
Page 29 of 62
Departmental
All levels of government are required to provide for the continuity of government in the event
that current officials are unable to carry out their responsibilities. (SEMS, NIMS).
DEPARTMENT TITLE
City Manager’s Department 1. City Manager
2. Deputy City Manager
Finance Department 1. Finance Director
2. Deputy Finance Director
Community Development Department 1. Community Development Director
2. Deputy Community Development Director
Public Works Department 1. Public Works Director
2. Deputy Public Works Director
Recreation and Parks Department 1. Recreation and Parks Director
2. Deputy Recreation and Parks Director
TEMPORARY CITY SEAT
Section 23600 of the California Government Code provides among other things:
• The City Council shall designate alternative city seats that 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.
• Additional sites may be designated subsequent to the original site designations if
circumstances warrant.
In the event the primary location is not usable because of emergency conditions, the temporary
seat of city government will be as follows. It is incumbent upon all levels of government to
designate temporary seats of government in the event the normal location is not available. For
example, the normal seat of government for the City is located at City Hall, 30940
Hawthorne Boulevard, Rancho Palos Verdes, CA 90275 . In the event this location
is not available, additional sites have been identified, in priority order, as the temporary seat of
government. These sites shall have the capacity and capability to conduct operations,
inclusive of the necessary equipment, communications, planning and response tools necessary
to function as the seat of government.
First Alternate: Hesse Community Park, 29301 Hawthorne Boulevard
Second Alternate: Point Vicente Interpretative Center, 31501 Palos Verdes Drive West
Third Alternate: As designated by the Director of the EOC
EMERGENCY MANAGEMENT ORGANIZATIONAL STRUCTURE
In this plan, emergency operations are divided into five emergency functions: Management,
Operations, Planning & Intelligence, Logistics, and Finance & Administration. Within those
functional areas are positions assigned to City departments and outside organizations. The
EOC Staffing Assignments chart below identifies the distribution of assignments between
departments and outside organizations.
Resolution No. 2018-73
Exhibit A
Page 30 of 62
EOC Staffing Assignments Primary (P) and Alternate (A)
Function/Position
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MANAGEMENT SECTION CHIEF
(EOC Director) P A
Director’s Assistant P A
Coordinator P/A
Safety Officer P A
Security Officer in EOC P A
Security Officer in Field P/A
Public Information Officer P A
Public Information Officer Assistant P A
Liaison Officer P A
Legal Advisor P/A
OPERATIONS SECTION CHIEF P/A
Ops Chief Assistant – In Field P/A
Public Works Field Staff P/A
Fire & Rescue P/A
Law Enforcement P/A
Construction & Engineering P/A
Health & Welfare Unit P/A
Building Official P/A
PLANNING & INTELLIGENCE
SECTION CHIEF P/A
Situation Analysis P/A
Advance Planning P/A
Documentation & Demobilization P/A
Documentation & Demobilization Assistant P/A
OARRS Operator P/A
LOGISTICS SECTION CHIEF A P
Resource Tracking A P
Communications & Info Technology P/A
Transportation P A
Supply & Procurement Unit P A
Facilities Unit P/A
FINANCE & ADMINISTRATION
SECTION CHIEF P/A
Compensation & Claims P/A
Recovery P/A
Purchasing P/A
Time Keeping & Personnel P/A
Cost Accounting P/A
Resolution No. 2018-73
Exhibit A
Page 31 of 62
DIRECTION, CONTROL, AND COORDIN ATI ON
The Disaster Council and the City’s EOP provide the structures, based upon SEMS and
NIMS, for implementing city-level policy and operational coordination for domestic incident
response. It can be partially or fully implemented in response to a potential/actual threat, in
anticipation of a significant event, or in response to an incident. Selective implementation
allows for a scaled response, delivery of the exact resources needed, and a level of
coordination appropriate to each incident.
LOCAL RESPONSE STRUCTURE
All incidents will be managed at the lowest possible level. Responders will use ICS to
manage response operations. In accordance with SEMS/NIMS, the City will exhaust its
resources, enact established mutual aid agreements, and then seek support from the Los
Angeles County Operational Area (OA). In the event the needs of the City exceed that of
the OA, the OA will then request regional, and if needed State support.
CITY OF RANCHO PALOS VERDES EMERGENCY OPERATIONS CENTER
(EOC)
The decision to activate the EOC will be made by the Director of Emergency Services,
when there is a significant incident in the City (e.g. a major incident resulting in
discontinuation of City services and or the displacement of City residents or businesses for
an extended time); there is an incident that has occurred or is likely to occur that will
require a large commitment of resources by two or more city departments over an
extended period of time; or where additional resource support and/or coordination of
response assets is necessary.
The decision to activate the EOC may also come upon receiving a request from an
Incident Commander (in charge of the field Incident Command Post) who determines
that additional resources or capabilities are needed for incident response.
See above Lines of Succession for the individuals with authority to activate the EOC.
The EOC will help to form a common operating picture of the incident; assist on-scene
command with external coordination and the securing of additional resources; and
coordinate/liaise with other jurisdictions and special districts, to include the County OA.
Core functions of the EOC include coordination, communications, resource allocation and
tracking, information collection, analysis and dissemination. To accomplish this, the EOC
will be activated and staffed to the appropriate level necessary for the response.
The EOC is organized into five (5) functional sections, each responsible for carrying out
different aspects of the coordination and support provided to the field response incident
commander(s): Management, Operations, Planning & Intelligence, Logistics, and Finance
& Administration.
Management Section. Responsible for overall emergency policy and coordination
through joint efforts of governmental agencies and private organizations.
Operations Section. Responsible for coordinating all jurisdictional operations in
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support of the emergency response through implementation of the local government's
action plan.
Planning & Intelligence Section. Responsible for collecting, evaluating, and
disseminating information; developing the local government's action plan in
coordination with other functions; and maintaining documentation.
Logistics Section. Responsible for providing facilities, services, personnel, equipment,
and materials.
Finance & Administration Section. Responsible for financial activities and other
administrative aspects.
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ON-SCENE COMMAND AND MANAGEMENT
At the scene of the actual emergency, an Incident Commander is responsible for
command of all response activities, including the development of strategies and tactics and
the ordering and release of resources. The Incident Commander has overall authority
and responsibility for conducting incident operations and is responsible for the
management of all incident operations at the incident site. When multiple command
authorities are involved, the incident may be led by a Unified Command comprised of
officials who have jurisdictional authority or functional responsibility for the incident under
an appropriate law, ordinance, or agreement. The Unified Command provides direct, on-
scene control of tactical operations. At the tactical level, on-scene incident command and
management organization are located at an Incident Command Post, which is typically
comprised of local and mutual aid responders.
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I NFORM ATI ON COLLECTION, AN ALY SIS, AND DISSEMI N ATI ON
The EOC serves as the hub for information collection, analysis, and dissemination of
information relating to the incident or event.
Establishing a common operating picture and maintaining situational awareness are
essential to effective incident management. Information gathered by responders on
scene, by communications centers and dispatch centers, the media, and the public in
general will be analyzed by stakeholders, departments, agencies, and organizations and
verified.
Information needing to be disseminated to responders will be disseminated via the on-
scene incident command staff and information needing to be disseminated to the public will
be disseminated via the EOC’s Public Information Officer (PIO). The PIO will utilize available
media outlets, including social media, to get necessary information to the public as soon as
possible.
Periodic EOC briefings will be held to update agencies, departments, organizations, and
other entities of the current status of the incident, event, or disaster. Briefings should
occur at least once per shift, with the understanding that the schedule may be, and will be,
adjusted to suit the needs of the situation.
The Joint Information Center (JIC) plays a large role in the collection, analysis, and
dissemination of information, and provides support to the City. See Management
Annex - Emergency Public Information and Warning for additional information
regarding the City’s JIC/emergency public information system.
Information needing to be shared with other levels of government, other agencies and
departments outside the city, and the private sector will be shared as necessary to
ensure public safety, economic integrity, and effective resources for response and recovery.
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COMMUNICATIONS
Communication inside the EOC should be a two-way flow (both top down, and bottom
up) through the established ICS structure. All communications should use plain language
and avoid acronyms or jargon.
The EOC serves as the hub of information for the incident, and will communicate
necessary information and response actions to the field. Information will be communicated
from the field to the EOC. The Management Section in the EOC will make priority decisions
and provide guidance and direction to the EOC General Staff (Section Chiefs), who will
coordinate the management of the incident per the direction of the Management Section,
and in conjunction with City Council.
Communication will be coordinated between the City EOC and all responding departments
and supporting agencies through various forms of communications devices, channels and
methods. If the EOC is activated, all incident related information, updates, resource
requests, etc. will be done in accordance with communications policies and procedures
outlined in the Management Annex. Communications with the Los Angeles OA EOC
include OARRS in addition to other methods chosen to communicate, and as requested by
the OA EOC.
Currently, the City maintains alternate systems for emergency communications. The
EOC is equipped with a variety of communications systems in addition to the public dial
network (phone and Internet access). The systems, inclusive of amateur radio (e.g., “ham
radio”), analog, VOIP, and cellular, provides alternate modes of communications to City
departments and support agencies and to a broad range of OA, State and other
agencies. In addition to radio- and cellular-based communications, staff has been
issued Government Emergency Telecommunications Service (GETS) cards allowing for
priority phone dialing.
The Public Works Department, and contracted Fire and Law Enforcement possess the
greatest number and types of communication devices in the City inclusive of phones,
cellular devices, computers, radios, etc.
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AD M INI S TR ATI O N, FINANCE, AND LOGISTICS
ADMINISTRATION
All assets (human resources, facility, and equipment resources) of the City will become
the purview of the EOC to direct in any way necessary to respond to an emergency.
Incident Command in the field will be instrumental in monitoring and documenting needs
and requests to the EOC. Personnel in the EOC will handle and document available
resources and requests, as well as keep disaster records in relation to damage, expenses,
time, assistance and recovery. Accounting is necessary to keep records dealing with
documentation, damages, and costs associated with the incident.
On a day-to-day basis, the following departments provide financial, accounting,
procurement and human resource management services:
• Finance. The Finance D epartment is responsible for all cash management functions,
accounting functions, and ensuring compliance with the annual adopted budget.
• Public Works. The Public Works Department frequently is involved in conducting bids for
major capital projects and professional services. This is accomplished in strict compliance
with R a n c h o P a l o s V e r d e s Municipal Code Title 2 , Chapter 2.44 :
Purchasing System. Depending on the nature of work being bid, and the estimated
value of the resulting purchase or contract, the Public Works Department may directly
seek informal bids in order to secure the product or service. Other products or services
of a higher value may require joint participation with the F i n a n c e Department and
ultimate approval of the City Manager or City Council.
• Administration. The City Manager’s Department – The Human Resources Division is
responsible for personnel recruitment and selection activities, labor negotiations, job
classification and compensation analysis, employee benefits administration, organizational
development and training, Employee Assistance Program (EAP), discipline and grievance
handling, and employee recognition.
In an incident, personnel from these departments will fulfill roles within the Finance and
Administration and Logistics Sections of the EOC. The Finance Department will serve as
the lead for the EOC Finance & Administration Section.
The Public Works De partment will serve as the lead department for the EOC Logistics
Section.
In addition to adhering to Rancho Palos Verdes Title 2 , Chapter 2.44
“Purchasing System,” the City of R a n c h o P a l o s V e r d e s will comply with
the following Codes of Federal Regulations (CFR) for Documentation, Time,
Compensation and Cost Accounting, and Purchasing and emergency procedures
as outlined in the California Emergency Services Act (CESA) Legal Authority for
Emergency Expenditures and the California Disaster Assistance Act (CDAA), as noted
below:
2 CFR Part 200 (200.333 Record Retention through 200.337, Restrictions on
public access to records)
2 CFR Part 200 (200.430 Compensation—personal services through 200.439
Equipment and other Capital Expenditures)
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2 CFR Part 200 (200.318 General Procurement Standards through 200.326
Contract Provisions)
CESA, Article 16 (8654.b Authority of Governor during emergency or major disaster)
CDAA, Article 4 Allocations to Local Agencies and Article 5 – Funds
The City of Rancho Palos Verdes should comply with their own procurement
procedures in accordance with applicable state and local laws and regulations, provided
they conform to applicable federal laws and standards. If there is a question regarding
applicable law(s), ordinance(s), etc., the more stringent policy shall apply. Any reimbursable
expenditures need to processed and documented as required by federal laws and standards.
FINANCE
State and local entities do not normally integrate emergency expenditures into their
budgeting process. Nevertheless, events occur on a periodic basis requiring substantial
and necessary unanticipated obligations and expenditures.
The EOC Finance & Administration Section will manage all financial, administrative and
cost analysis aspects of an emergency. Initially, this work may be done in the EOC, but
in later stages of the emergency this function may be accomplished at alternate locations
and/or concurrently within the bounds of normal operating procedures.
Disaster-related expenditures and obligations of state agencies, local jurisdictions and
organizations may be reimbursed under a number of federal programs. The federal
government may authorize reimbursement of approved costs for work performed in the
restoration of certain public facilities after a major disaster declaration by the President of the
United States under the statutory authority of certain federal agencies.
The EOC Finance & Administration Section is responsible for the following functions and
documentation:
Expenditures
Purchase authorizations
Timekeeping records (Force Account Labor)
Equipment use (Force Account Equipment)
Vendor contracting
Property damage
Injury claims
Cost accounting
The EOC Finance & Administration Section works closely with the EOC Logistics Section
to ensure proper documentation of human, equipment, and other resources, as well as
procurement processes.
Audits of state and local jurisdiction emergency expenditures will be conducted in the
normal course of state and local government audits. Audits of projects approved for funding
with federal disaster assistance funds are necessary to determine the eligibility of the costs
claimed by the applicant. The City recognizes that proper documentation in accordance with
established codes and regulations is essential for state and/or federal reimbursement.
In the City of Rancho Palos Verdes , event documentation shall be captured and
tracked by various methods which may include activating one or more “Emergency Activity
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Account Codes” and/or establishing a “Disaster Fund” in the City’s financial accounting
system based upon the size and complexity of the emergency response required. In the
City’s financial accounting system, activities are used to track all of the expenses associated
with a particular function.
Rancho Palos Verdes Municipal Code Title 2 , Chapter 2.44.140. “Exceptions” states
that “the city m an ag er f inds that e xig ent c ircumsta nce s req u ire the
immedi ate purch ase of such services su pp li es or eq uipment .”
Consult the Purchasing Policy for additional information on this topic.
LOGISTICS
The EOC Logistics Section provides guidance for coordinating resources needed to
support planned events, emergency response and recovery operations. The Logistics Section
primarily addresses protocols, processes, and systems for requesting, utilizing, tracking
and reporting resources that are outside the standard practices of pre-existing discipline-
specific mutual aid agreements (e.g., Fire and Law Enforcement).
For the purposes of this document, and its associated annexes, a “resource” is defined
as “personnel, teams, equipment, facilities, and supplies needed to achieve an identified task.”
The EOC Logistics Section is responsible for the coordination and management of
citywide resources during an event. Logistics main functions include, but are not limited to:
Identification of Logistics / Resource Requirements
Inventory of Resources
Requesting Resources
Ordering and Acquiring Resources
Mobilizing Resources
Resource Allocation and Prioritization
Resource Tracking and Reporting
Donations and Volunteer Management
Certification and Credentialing
Recovery and Demobilization
Reimbursement
To ensure proper documentation and to maximize cost recovery, the EOC Logistics
Section works closely with the EOC Finance & Administration Section.
Additional details regarding the EOC Logistics Section may be found in Logistics Annex.
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PLAN DEVELOPMENT AND MAINTENANCE
PLAN REVISION AND MAINTENANCE CYCLE
The objective of any Emergency Management Organization is efficient and timely
response during emergencies. The City EOP is the first step toward that objective. The
Disaster Council is responsible for making revisions to the plan that will enhance the conduct
of response operations and will prepare, coordinate, publish and distribute any necessary
changes to the plan to all entities as shown on the record of distribution list of this Plan. Basic
Plan changes will be approved by the City of Rancho Palos Verdes City Council. To
ensure the EOP is a relevant, up-to-date tool, and in compliance with State-level regulations,
the City of Rancho Palos Verdes EOP will be reviewed and updated every three (3) years.
Changes to improve the plan will be incorporated into the plan based on deficiencies
during drills, exercises or actual emergencies and/or best practices/lessons learned from
jurisdictions outside the City. Significant changes at the local (City and/or County/OA), state
and/or federal levels may precipitate an out of cycle emergency update and/or review.
Annexes to the Plan are designed to be able to readily adapt to changes in policy,
doctrine, processes and to the specifics of various hazards, which can occur frequently. As
such, they are not tied to the Basic Plan maintenance process or City Council approval.
Therefore, the annexes will be updated on an ongoing basis, and at a minimum, in cycle with
revisions to the Basic Plan every three years.
The EOP Basic Plan, and all Attachments, Appendices and Annexes incorporated into the
Basic Plan:
1. Shall be kept as a “Master Copy” on paper and electronically on the City of Rancho
Palos Verdes network and on a memory stick in the EOC-in-a-Box.
2. Shall be distributed to all EOC staff with “primary responsibilities” in hard copy. A list of
Plan holders will be maintained by the Emergency Services Manager.
3. Shall have at least five (5) hard and electronic memory stick copies of the Plan (one for
the EOC Director and each Section Chief) kept in the EOC-in-a-Box in the EOC supply
area at both the primary and alternate EOC sites.
TR AINING
Planning alone will not achieve preparedness or build and maintain resilience. Training
and exercising are essential to make emergency operations personnel, and their support
systems, operationally ready.
As a member of the Operational Area (OA), all agency and department staff who have
designated roles in an emergency (e.g. field and EOC responders) in the EOC must receive
appropriate SEMS, NIMS, and other specialized training as required by SEMS
regulations, NIMS policy, or their job function, respectively. The Emergency Manager
will coordinate with i ndividual departments to coordinate and execute training.
Training records will be maintained by Human Resources . When a new City employee is
hired, it is up to H uman Resources personnel to notify the employee of any required
training and to share training records with the E m e r g e n c y M a n a g e r . All
outsourced/contracted Fire and Law Enforcement staff will maintain their training records
with their respective departments.
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Although some of the NIMS trainings below are available online through the FEMA’s Emergency
Management Institute Independent Study Program, live training deliveries provide a much richer
environment for learning and sharing of important information. Following are the recommended
trainings developed by Cal OES. The City of Rancho Palos Verdes will use its discretion in
adhering to the S E M S a n d NIMS training recommendations for those with designated
emergency roles:
NIMS/SEMS TRAINING
COMPLIANCE STANDARDS
SOURCE: ADAPTED FROM CAL
OES TRAINING REFERENCE
CHART
(JUNE 2012)
NI
M
S
AW
A
R
E
N
E
S
S
(I
S
70
0
)
SE
M
S
IN
T
R
O
D
U
C
T
I
O
N
IC
S
IN
T
R
O
D
U
C
T
I
O
N
(I
C
S
10
0
)
SE
M
S
EM
E
R
G
E
N
C
Y
OP
E
R
A
TI
O
N
S
CE
N
T
E
R
IC
S
BA
S
I
C
(I
C
S
20
0
)
IC
S
IN
T
E
R
M
E
D
I
A
T
E
(
I
C
S
30
0
)
IC
S
AD
V
A
N
C
E
D
(I
C
S
40
0
)
NA
T
I
O
N
A
L
RE
S
P
O
N
S
E
PL
A
N
(I
S
80
0
)
All City executives and decision
makers (response-related
department heads and elected
officials)
All City staff who may be tasked to
assist during a major emergency
All first responders and registered
volunteers (e.g., CERT, etc.)
All staff with assignments in the
Emergency Operations Center
All EOC staff member who may
serve as “Management Staff”
(e.g., member of the Management
Section) or “General Staff”
(Section Chief)
Any field responder who may serve
as “Command Staff” (e.g.,
member of the Command Section)
or “General Staff” (Section Chief)
Any whose primary responsibility
is emergency management (e.g.,
Emergency Services Coordinator)
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HSEEP EXERCISE CONTINUUM
According to the U.S. Department of Homeland Security NIMS
Training Program (September 2011), in conjunction with
participating in exercises and real events, emergency
management and response personnel should refresh their
mandated NIMS training every three years.
Specialized training courses (e.g., tactical operations, disaster
finance, etc.) for first responders are the responsibility of the
primary responsible City department (ex. Police) to identify,
develop, execute and attend. The Fire and Law Enforcement
Training Offices and Emergency Management (for all other City
employees) maintain documentation of all disaster training
programs, including evidence of SEMS and NIMS training.
In addition to the above-identified state and federal training requirements, the City of
Rancho Palos Verdes requires new employees attend training on their responsibilities
relating to serving as a Disaster Service Worker. Each public employee takes an oath upon
entrance into public service stating their knowledge and willingness to serve as a Disaster
Service Worker. The expectations and regulations relating to the service will be included in
the City’s Disaster Service Worker Training.
EXERCISES
The best method for putting training to the test and for allowing staff to demonstrate
and practice their skills in a near real-world situation is through exercises. Exercises allow
personnel to become thoroughly familiar with the procedures, facilities and systems which
will be used in emergency situations.
The Homeland Security Exercise and Evaluation Program (HSEEP) is a capabilities and
performance-based exercise program that provides a standardized methodology and
terminology for exercise design, development, conduct, evaluation, and improvement planning.
Following HSEEP doctrine and best practices, a regular exercise program should be
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progressive, and exercises can be accomplished in several ways. California’s SEMS
Guidelines recommend the following exercise protocols and schedule:
Tabletop Exercises provide a convenient and low-cost method of introducing officials to
problem situations for discussion and problem solving. Such exercises are a good way to
see if adequate emergency policies and procedures exist.
Functional Exercises simulate actual emergencies. They typically involve complete
emergency management staffs and are designed not only to exercise procedures, but to
also test the readiness of personnel, communications, and facilities.
Full-Scale Exercises (also known as Field Exercise) involve the actual movement of people
and equipment to respond to a simulated event in the field. EOCs are activated, as well as
the field component to provide all players with as realistic an experience as possible. These
exercises are the final step in the exercise progression and provide all players with valuable
information. These “lessons” can then be applied to existing plans to improve response.
SEMS EXERCISE
RECOMMENDATIONS
YEARLY EVERY
TWO
YEARS
EVERY
FOUR
YEARS
EOC Tabletop Exercise
EOC Functional Exercise
EOC Full-Scale Exercise (with field
response)
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AUTHORITIES AND REFERENCES
The following provides emergency authorities for conducting and/or supporting emergency
operations:
City of Rancho Palos Verdes
City of Rancho Palos Verdes M unicipal Code Title 2, Chapter 2.24, Disaster
Council (last updated 1974)
City of Rancho Palos Verdes Emergency Services Ordinance No. 55, adopted in 1974 by
the City Council.
Resolution No. 90-36, adopting the Public Works Mutual Aid Agreement, adopted 1990.
Resolution No. 74-79 adopting the Master Mutual Aid Agreement, adopted 1974.
Resolution No. 97-30 adopting the SEMS Multi-Hazard Functional Plan, adopted 1997.
Agreement, Joint Powers Act, Area “G” Cities and the County of Los Angeles; City
became a signatory in 1974.
Resolution No. 74-80 adopting Workers Compensation Benefits for Disaster Service
Workers, adopted 1974.
Resolution No. 79-87 authorizing Workers Compensation Benefits to any person who
volunteers to perform services for the City, adopted 1979.
Ordinance No.135. Designation of Powers, Section 4, to require emergency services of
any City officer or employee and authorize them to commandeer the aid of citizens,
adopted 1980.
Resolution No. 2018-XX appointing standby officers for the City Council. Insert new 2018
Reso if approved by City Council
City of Rancho Palos Verdes & Rolling Hills Estates Multijurisdictional Hazard Mitigation
Plan (updated 2016)
City of Rancho Palos Verdes Continuity of Operations Plan (COOP) (2017)
County of Los Angeles
Los Angeles County Operational Area Emergency Response Plan (June 2012)
County of Los Angeles Resolution, adopting the California Master Mutual Aid
Agreement, adopted November 28, 1950
Los Angeles County Operational Area Emergency Alert System Plan (1999)
County of Los Angeles Hazardous Materials Area Plan (1992)
Los Angeles County Law Enforcement Mutual Aid Compact
Los Angeles County Fire Service Operational Area Mutual Aid Plan
State of California, Office of Emergency Services
California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the
State of California Government Code)
California State Emergency Plan (July 2009) and sub-plans/Annexes
Governor's Orders and Regulations for a War Emergency, 1971
Article 9, Emergency Services, Section 8605 of the Government Code, Operational Areas
Petris (SEMS) SB 1841 Chapter 1069 - Amendments to the Government Code,
Article 7, California Emergency Services Act
California Master Mutual Aid Agreement
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California Fire and Rescue Emergency Plan (December 2014)
California Emergency Management Mutual Aid Plan (November 2012)
California Law Enforcement Mutual Aid Plan (2014)
California Fire and Rescue Operations Plan
Standardized Emergency Management System Guidelines
California Disaster Assistance Act (California Government Code, Title 2, Division 1,
Chapter 7.5)
Disaster Assistance Procedure Manual (State Office of Emergency Services)
California Emergency Resources Management Plan
Emergency Managers Mutual Aid Plan (dated November 1997)
Federal
Developing and Maintaining Emergency Operations Plans Comprehensive
Preparedness Guide (CPG) 101 Version 2.0 (November 2010)
Guidance on Planning for Integration of Functional Needs Support Services in
General Population Shelter, November 2010
A Whole Community Approach to Emergency Management: Principles, Themes
and Pathways for Action (December 2011)
Disability, Access and Functional Needs Emergency Management Planning Guidance
(June 2015)
Americans with Disabilities Act (1990)
ADA Amendments Act (2008), P.L. 110-325, and those associated with them
Rehabilitation Act (1973), Sections 501, 503, 504 and 508
Older Americans Act (1965), Title III
Emergency Management Assistance Compact (EMAC) (1996)
Executive Order 13407 - Public Alert and Warning System
1995 Presidential Memorandum “Emergency Alert System (EAS) Statement of
Requirements”
Civil Defense Act
Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, 42
U.S.C. 5121, et seq., as amended
Homeland Security Presidential Directive 5, Management of
Domestic Incidents, February 28, 2003
Homeland Security Presidential Directive 8, National Preparedness, December 17, 2003
The Code of Federal Regulations, Title 44, Chapter 1, Federal Emergency
Management Agency, October 1, 2007
Post Katrina Emergency Management Reform Act of 2006
National Response Framework (As revised)
National Incident Management System (NIMS)
Presidential Decision Directive (PDD) 39 (U.S. Policy on Counterterrorism) and 62
(Combating Terrorism): terrorism investigations delegated to U.S. Dept. of Justice/FBI
Debris Removal Guidelines for State and Local Officials (FEMA DAP-15)
A Guide to Federal Aid and Disasters (DAP-19)
Digest of Federal Disaster Assistance (DAP-21)
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ANNEXES
While the Basic Plan covers general emergency policy and doctrine, many functions
require more specific guidance. Also, various types of emergencies need more detailed
guidelines and discussions of policies. The City of Rancho Palos Verdes EOP Annexes fill
these needs.
Nationwide, it is common to find three types of annexes: functional, hazard-specific, and
site- specific:
Functional Annexes discuss certain functions or operations that cut across most or
all emergencies, such as emergency management or public information.
Hazard-Specific Annexes concern the peculiarities of certain types of emergencies,
and how the general policies and doctrines in the Basic Plan may need to be modified
in those circumstances, such as a catastrophic dam failure.
Site-Specific Annexes provide emergency coordination details regarding specific
properties within the bounds of the City that, if impacted, could have major ramifications
for the City and where additional coordination with groups external to the City are
required, such as a school or shopping center.
At present, there are five (5) functional Annexes including:
Management Annex
Operations Annex
Planning & Intelligence Annex
Logistics Annex
Finance & Administration Annex
The City reserves the right to add additional Annexes in the future. Due to the sensitivity
of the information contained in the Annexes, these are redacted from public view.
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ATTACHMENT 1: CONTINUITY OF GOVERNMENT
A major disaster or attack could result in great loss of life and property; including the death
or injury of key government officials, the partial or complete destruction of established
seats of government, and the destruction of public and private records essential to continued
operations of government and industry.
In the aftermath of a disaster or attack, during the reconstruction period, law and order must
be preserved and, as much as possible, government services must be maintained. It is
essential that local government continues to function. Applicable portions of the California
Government Code and the State Constitution (see below) provide authority for the
continuity and preservation of State and local government.
RESPONSIBILITIES
Government at all levels is responsible for providing continuous, effective leadership and
authority under all aspects of emergency services operations (prevention, preparedness,
response, recovery, and mitigation). Under California's concept of mutual aid, local officials
remain in control of their jurisdiction’s emergency operations while additional resources may
be provided by others upon request. A key aspect of this control is to be able to
communicate official requests, situation reports, and emergency information throughout any
disaster a community might face.
Preservation of Local Government (Need City Council approval prior to
completing this section).
Article 15 of the California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of
the Government Code) provides the authority, as well as the procedures to be employed, to
ensure continued functioning of political subdivisions within the State of California. Generally,
Article 15 permits the appointment of up to three standby officers for each member of the
governing body and up to three standby officers for the chief executive, if not a member of
the governing body. Article 15 provides for the succession of officers who head departments
responsible for maintaining law and order or in furnishing public services relating to health
and safety. The article also outlines procedures to assure continued functioning of political
subdivisions in the event the governing body, including standby officers, is unavailable to
serve.
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PRESERVATION OF VITAL RECORDS
In the City of Rancho Palos Verdes, the City Clerk is responsible for the preservation of vital
records. Vital Records are those essential City documents needed during a disaster which will
enable City personnel to continue to provide important services to the citizens. Vital records are
also needed after a disaster to reconstruct the essential functions, the business of the City, and
protect the rights of the citizens.
Vital records of the City of Rancho Palos Verdes are usually either in a paper or electronic
format. To the greatest extent possible, departments back-up electronic records, files, and
databases and pre-position them at alternate locations. The City’s Continuity of Operations
Plan (COOP), approved in January 2017, identifies vital files, records, and/or databases and
their record depository’s back-up location.
Vital records of the City of Rancho Palos Verdes City Clerk’s Office are routinely
stored in – see Table 6: Vital Files, Records, and Databases Inventory - Critical and Essential
Functions matrix from the January 2017 Rancho Palos Verdes COOP below:
Table 6: Vital Files, Records, and Databases Inventory (Critical and Essential Functions)
1. Name
of Vital
Files,
Records,
or
Database
s
2.
Current
Location
3. Primary
Format of
Records
4. Back-up/
Redundanc
y
Information
5. Person(s)
Responsibl
e for
Maintenanc
e, Retrieval,
and
Security
6.
Accessible
from
Alternate
Location?
Yes/No
7. Identify
Security
Considerat
ions
City Clerk
W:/Drive
City
Network
Drive
Microsoft
Office:
Word,
Excel,
Outlook,
PowerPoint
Back-up City Clerk
and IT
Manager
Yes Secure IT
System
Off-site
back-up of
Microsoft
Office
Laserfich
e
City
Clerk’s
Office
Electronic
Document
Manageme
nt System
Cloud
Storage/Ba
ck-up and
Paper
Records
City Clerk
and IT
Manager
Yes to view
documents
Need
software
and
scanner to
add
documents
Off-site
back-up of
Laserfiche
database
WebLink City
Network
Electronic
Documents
Public and
Intranet
Portal to
Laserfiche
files
Laserfiche
Cloud
Storage/Ba
ck-up and
Paper
Records
City Clerk
and IT
Manager
Yes
Resolution No. 2018-73
Exhibit A
Page 48 of 62
1. Name
of Vital
Files,
Records,
or
Database
s
2.
Current
Location
3. Primary
Format of
Records
4. Back-up/
Redundanc
y
Information
5. Person(s)
Responsibl
e for
Maintenanc
e, Retrieval,
and
Security
6.
Accessible
from
Alternate
Location?
Yes/No
7. Identify
Security
Considerat
ions
Granicus City
Clerk’s
Office
Electronic
Documents
(Agendas,
Minutes,
Staff
Reports,
City Council
Meeting
Video)
Documents
are stored
in
Laserfiche
or on
W:/Drive
City Clerk
and IT
Manager
Yes
Record depositories should be located well away from potential danger zones and/or housed
in facilities designed to withstand blast, fire, water, and other destructive forces. Such action
will ensure that constitutions and charters, statutes and ordinances, court records, official
proceedings, and financial records would be available following any disaster.
Each department within the city should identify, maintain and protect its own essential records.
REFERENCES
Continuity of Government in California (Article IV, Section 21 of the State Constitution).
Preservation of Local Government (Article 15 of the California Emergency Services Act).
Temporary Seat of State Government (Section 450, Title 1, Division 3, Chapter 1 of
the Government Code).
Temporary County Seats (Section 23600, Title 3, Division 1, Chapter 4, Article 1 of
the Government Code).
Member of the Legislature (Section 9004, Title 2, Division 2, Part 1, Chapter 1.5, Article
1 of the Government Code).
Legislative Session after War or Enemy-Caused Disaster (Sections 9035_9038,
Title 2, Division 2, Part 1, Chapter 1.5, Article 2.5 of the Government Code).
Succession to the Office of Governor (Article V, Section 10 of the State Constitution).
Succession to the Office of Governor (Sections 12058_12063, Title 2, Division 3,
Part 2, Chapter 1, Articles 5.5 and 6 of the Government Code).
Succession to Constitutional Offices (Sections 12700_12704, Title 2, Division 3,
Part 2, Chapter 7 of the Government Code).
Preservation of State Records (Sections 14745_14750, Title 2, Division 3, Part 5.5,
Chapter 5, Articles 2 and 3 of the Government Code).
City of Rancho Palos Verdes Continuity of Operations Plan (COOP) – Approved January
2017.
Resolution No. 2018-73
Exhibit A
Page 49 of 62
ATTACHMENT 2: MUTUAL AID
The foundation of California's emergency planning and response is a statewide mutual
aid system, designed to ensure that adequate resources, facilities, and other support
services are provided to jurisdictions whenever their own resource capabilities are exceeded
or overwhelmed during any incident.
The basis for the system is the California Disaster and Civil Defense Master Mutual Aid
Agreement, as provided for in the California Emergency Services Act. The Civil Defense
Master Mutual Aid Agreement was developed in 1950 and adopted by California's
incorporated cities and by all 58 counties. It created a formal structure, in which each
jurisdiction retains control of its own personnel and facilities, but can give and receive help
whenever it is needed. State government, on the other hand, is obligated to provide
available resources to assist local jurisdictions in emergencies. The Standardized
Emergency Management System (SEMS) includes mutual aid as an essential element in
responding to disasters and emergencies.
Through this system, each local jurisdiction relies first on its own resources, and then calls
for assistance:
City to city,
City to county,
County to county, and
County to the regional office of the OES, which relays unmet requests to the State.
To facilitate the coordination and flow of mutual aid, the state has been divided into six (6)
Cal OES Mutual Aid Regions. Through this mutual aid system, Cal OES can receive a
constant flow of information from every geographic and organizational area of the state. This
includes direct notification from a state agency or department or from a local government
official that a disaster exists or is imminent. In some cases, it also includes information
that makes it possible to anticipate an emergency and mitigate its effects by accelerated
preparations, or perhaps prevent an incident from developing to disaster proportions.
To further facilitate the mutual aid process, particularly during day-to-day emergencies
involving public safety agencies, Fire and Rescue, and Law Enforcement Coordinators have
been selected and function at the Operational Area (countywide), Mutual Aid Region (two
or more counties), and at the state level. It is expected that during a catastrophic event,
such as an earthquake, Coordinators will be assigned at all levels for other essential
services (e.g., Medical, Care and Shelter, Rescue).
The City of Rancho Palos Verdes is located within OES Mutual Aid Region I, and the
OES Southern Administrative Region. The Southern Administrative Region contains two of
the six Mutual Aid Regions, which are managed through the Cal OES Southern Regional
Operations Center (See Figure: California Mutual Aid Regions). The primary mission of
t h e Southern Region's emergency management organization is to support Operational
Area response and recovery operations and to coordinate non-law and non-fire Mutual Aid
Regional response and recovery operations through the Regional EOC.
Resolution No. 2018-73
Exhibit A
Page 50 of 62
Figure: California Mutual Aid Regions
The following Mutual Aid Region designations apply to Rancho Palos Verdes :
OES Mutual Aid Region I
Law Enforcement Mutual Aid Region I, however, for Law Enforcement, Region I
encompasses Orange and Los Angeles Counties. Region 1-A added Ventura, Santa
Barbara and San Luis Obispo Counties.
Fire and Rescue Division Mutual Aid Region I, which includes Orange, Los Angeles,
Ventura, Santa Barbara, and San Luis Obispo Counties.
Resolution No. 2018-73
Exhibit A
Page 51 of 62
RESPONSIBILITIES
Local Jurisdictions
Local jurisdictions are responsible for:
Developing and maintaining current emergency plans that are compatible with the California
Master Mutual Aid Agreement and the plans of neighboring jurisdictions, and are designed
to apply local resources to the emergency requirements of the immediate community or its
neighbors.
Maintaining liaisons with the appropriate Cal OES Mutual Aid Region Office and
neighboring jurisdictions.
Identifying Multipurpose Staging Areas (MSA) to provide rally points for incoming mutual aid
and/or a staging area for support and recovery activities.
Responding to requests for mutual aid.
Dispatching situation reports to the appropriate Operational Area Coordinator and/or Cal
OES Mutual Aid Region as the emergency develops and as changes in the emergency
dictate.
Requesting assistance from neighboring jurisdictions, and/or the Operational Area, as
necessary and feasible.
Receiving and employing resources as may be provided by neighboring jurisdictions, state,
federal, and private agencies.
Carrying out emergency regulations issued by the Governor.
Operational Area
The Operational Area (OA) is responsible for:
Coordinating intra-county mutual aid.
Maintaining liaison with the appropriate Cal OES Mutual Aid Region Coordinator, the local
jurisdictions within the county, and neighboring jurisdictions.
Identifying Multi-Purpose Staging Areas (MSA) to provide rally points for incoming mutual
aid and/or staging areas for support and recovery activities.
Channeling local mutual aid requests which cannot be satisfied from within the county to the
appropriate Cal OES Mutual Aid Region Coordinator.
Dispatching reports to the appropriate OES Mutual Aid Region Coordinator as the
emergency develops and as changes in the emergency dictate.
Receiving and employing resources provided by other counties, state, federal, and private
agencies.
Carrying out emergency regulations issued by the Governor.
Cal OES Mutual Aid Region
Cal OES Mutual Aid Region is responsible for:
Coordinating inter-county mutual aid.
Maintaining liaisons with appropriate state, federal, and local emergency response
agencies located within the Region.
Providing planning guidance and assistance to local jurisdictions.
Responding to mutual aid requests submitted by jurisdictions and/or Operational Area
Coordinators.
Receiving, evaluating, and disseminating information on emergency operations.
Resolution No. 2018-73
Exhibit A
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Providing the State Director, OES, with situation reports and, as appropriate, recommending
courses of action.
California Governor’s Office of Emergency Services
California Governor’s Office of Emergency Services (Cal OES) is responsible for:
Performs executive functions assigned by the Governor.
Coordinates the extraordinary emergency activities of all state agencies.
Receives, evaluates, and disseminates information on emergency operations.
Prepares emergency proclamations and orders for the Governor and disseminates to all
concerned.
Receives, processes, evaluates, and acts on requests for mutual aid.
Coordinates the application of state mutual aid resources and services.
Receives, processes, and transmits requests for federal assistance.
Directs the receipt, allocation, and integration of resources supplied by federal agencies
and/or other states.
Maintains liaison with appropriate state, federal, and private agencies.
Coordinates emergency operations with bordering states.
Other State Agencies
Other State Agencies may provide mutual aid assistance to local jurisdictions based on
capabilities and available resources.
Interstate
The Emergency Management Assistance Compact (EMAC) defines the interstate mutual aid
system within the United States. EMAC is a congressionally ratified mutual aid compact that
legally establishes a national system to facilitate resources across state lines during an
emergency or disaster. In 1996, EMAC was ratified as Public Law 104-321, making EMAC the
first national disaster compact to be ratified by Congress since the Civil Defense Act of 1950.
Through EMAC (which is administered through the National Emergency Management
Association), assistance can be offered during governor-declared states of emergency through a
system that allows states to send personnel, equipment, services, and commodities to help
disaster relief efforts in other states. EMAC covers all hazards, and may also be used to support
special events—so long as they are governor-declared emergencies by the requesting State.
POLICIES AND PROCEDURES
Rancho Palos Verdes-Specific Policies and Procedures
The City of Rancho Palos Verdes contracts fire and law enforcement services from
the Los Angeles County Fire Department and Los Angeles County Sheriff’s Department.
During local emergencies, mutual aid will be requested by the Incident Commander or their
liaison. All other mutual aid requests are processed through the Los Angeles Operational Area
EOC. The Operational Area then requests public works, emergency managers or other mutual
aid through its regular channels.
If mutual aid is not available due to a lack of communications, lack of an existing system or
the City of Rancho Palos Verdes has been so devastated that managers are not sure of
what steps to take, a request for Operational Area support will be made to the Operational
Area.
Resolution No. 2018-73
Exhibit A
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The Operational Area will inform the requesting City of Rancho Palos Verdes the
status of the request and also provide updated information to the EOC in a periodic
Situation Report.
Existing mutual aid agreements and financial protocols will be followed.
General Mutual Aid System Policies and Procedures
Mutual aid resources will be provided and utilized in accordance with the California
Master Mutual Aid Agreement and supporting separate agreements.
During a proclaimed emergency, inter-jurisdictional mutual aid will be coordinated at
the appropriate Operational Area or Mutual Aid Regional level whenever the available
resources are:
Subject to state or federal control
Subject to military control
Located outside the requesting jurisdiction
Allocated on a priority basis
Due to the variety of radio communications systems, local agencies should
coordinate, where possible, with incoming mutual aid forces to provide an interoperable
communications plan.
Requests for and coordination of mutual aid support will normally be accomplished
through established channels (cities to Operational Areas, to Mutual Aid Regions, to
State). Requests should include, as applicable:
Number of personnel needed
Type and amount of equipment
Reporting time and location
Authority to whom they are to report
Access routes
Estimated duration of operations
REFERENCES
Mutual aid assistance may be provided under one or more of the following authorities:
State of California Fire and Rescue Emergency Plan
State of California Law Enforcement Mutual Aid Plan
Local Mutual Aid Agreement
Federal Disaster Relief Act of 1974. (Public Law 93_288) (Provides federal support to
state and local disaster activities.)
State of California Emergency Management Mutual Aid Plan
Resolution No. 2018-73
Exhibit A
Page 54 of 62
ATTACHMENT 3: GLOSSARY OF TERMS
Glossary
Activation: (1) The notification and recall of jurisdiction staff to respond to an emergency. (2)
Bringing a facility or resource into operation.
After-Action Report (AAR): A post-incident report covering response actions, application of
SEMS, modifications to plans and procedures, training needs, and recovery activities. AARs are
required under SEMS after any emergency which requires a declaration of an emergency.
Reports are required within 90 days of the emergency’s end.
Agency: An agency is a division of government with a specific function, or a non-governmental
organization (e.g., private contractor, business, etc.) that offers a particular kind of assistance.
In ICS, agencies are defined as jurisdictional (having statutory responsibility for incident
mitigation), or assisting and/or cooperating (providing resources and/or assistance). (See
Assisting Agency, Cooperating Agency and Multi-agency.)
Agency Administrator or Executive: Chief Executive Officer (or designee) of the agency or
jurisdiction that has responsibility for the incident.
Agency Representative: An individual assigned to an incident or to an EOC from an assisting
or cooperating agency who has been delegated authority to make decisions on matters affecting
that agency's participation at the incident or at the EOC. Agency Representatives report to the
Liaison Officer at the incident, or to the Liaison Coordinator at SEMS EOC levels.
Area Command: An organization established to: 1) oversee the management of multiple
incidents that are each being handled by an Incident Command System organization; or 2) to
oversee the management of a very large incident that has multiple Incident Management Teams
assigned to it. Area Command has the responsibility to set overall strategy and priorities,
allocate critical resources based on priorities, ensure that incidents are properly managed, and
ensure that objectives are met and strategies followed.
Branch: The organizational level at the SEMS Field Level having functional or geographic
responsibility for major parts of incident operations. The Branch level is organizationally between
Section and Division/Group in the Operations Section, and between Section and Units in the
Logistics Section. Branches are identified by the use of Roman Numerals or by functional name
(e.g., medical, security, etc.). Branches are also used in the same sequence at the SEMS EOC
Levels.
Branch Director: The ICS title for individuals responsible for supervision of a Branch at the
Field Level. At SEMS EOC levels, the title Branch Coordinator is preferred.
Chain of Command: A series of management positions in order of authority
Command Post: (See Incident Command Post)
Command Staff: The Command Staff at the SEMS Field level consists of the Information
Officer, Safety Officer, Legal Officer and Liaison Officer. They report directly to the Incident
Commander. They may have an assistant or assistants, as needed. These functions may also
be found at the EOC levels in SEMS. At the EOC, they would report to the EOC Director but
may be designated as Coordinators. At EOCs, the functions may also be established as
Resolution No. 2018-73
Exhibit A
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Sections, or Branches to accommodate subsequent expansion.
Compacts: Formal working agreements among agencies to obtain mutual aid.
Continuity of Operations Planning: Helps ensure that the facility can sustain operations that
are absolutely vital including administrative and business components immediately following a
crisis or disaster situation.
Cooperating Agency: An agency supplying assistance other than direct tactical or support
functions or resources to the incident control effort (e.g., American Red Cross, utilities, etc.).
Coordination: The process of systematically analyzing a situation, developing relevant
information, and informing appropriate command authority of viable alternatives for selection of
the most effective combination of available resources to meet specific objectives. The
coordination process (which can be either intra- or inter-agency) does not involve dispatch
actions. However, personnel responsible for coordination may perform command or dispatch
functions within the limits established by specific agency delegations, procedures, legal
authority, etc. Multi-agency or Inter-agency coordination is found at all SEMS levels.
Cost-Sharing Agreements: Agreements between agencies or jurisdictions to share designated
costs related to incidents. Cost sharing agreements are normally written but may also be verbal
between authorized agency or jurisdictional representatives at the incident.
Delegation of Authority: A statement provided to the Incident Commander by the Agency
Executive delegating authority and assigning responsibility. The Delegation of Authority can
include objectives, priorities, expectations, constraints and other considerations or guidelines as
needed. Many agencies require written Delegation of Authority to be given to Incident
Commanders prior to their assuming command on larger incidents.
Department Operations Center (DOC): A facility used by a distinct discipline, such as flood
operations, fire, medical, hazardous material, or a unit, such as Department of Public Works, or
Department of Health. DOCs may be used at all SEMS levels above the field response level
depending upon the needs of the emergency.
Deputy: A fully qualified individual who, in the absence of a superior, could be delegated the
authority to manage a functional operation or perform a specific task. In some cases, a Deputy
could act as relief for a superior and therefore must be fully qualified in the position. Deputies
may also be found as necessary at all SEMS EOC levels.
Division: Divisions are used to divide an incident into geographical areas of operation. Divisions
are identified by alphabetic characters for horizontal applications and, often, by numbers when
used in buildings. Divisions are also used at SEMS EOC levels and are found organizationally
between Branches and Units.
Division or Group Supervisor: The position title for individuals responsible for command of a
Division or Group at an Incident. At the EOC level, the title is Division Coordinator.
Emergency: A condition of disaster or of extreme peril to the safety of persons and property
caused by such conditions as air pollution, fire, flood, hazardous material incident, storm,
epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestations or
disease, the Governor's warning of an earthquake or volcanic prediction, or an earthquake or
other conditions, other than conditions resulting from a labor controversy.
Emergency Services Director / Emergency Management Director: The individual within
Resolution No. 2018-73
Exhibit A
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each political subdivision that has overall responsibility for jurisdiction emergency management.
For cities and counties, this responsibility is commonly assigned by local ordinance.
Emergency Operations Center (EOC): A location from which centralized emergency
management can be performed. EOC facilities are established by an agency or jurisdiction to
coordinate the overall agency or jurisdictional response and support to an emergency.
Emergency Operations Plan (EOP): The plan that each jurisdiction has and maintains for
responding to appropriate hazards.
EOC Action Plan: The plan developed at SEMS EOC levels which contains objectives, actions
to be taken, assignments and supporting information for the next operational period.
Field Operations Guide (FOG): A pocket-size manual of instructions on the application of the
Incident Command System.
Finance Section: One of the five primary functions found at all SEMS levels which is
responsible for all costs and financial considerations. At the incident the Section can include the
Time Unit, Procurement Unit, Compensation/Claims Unit and Cost Unit.
Function: In ICS, function refers to the five major activities in the ICS, i.e., Command,
Operations, Planning, Logistics and Finance. The same five functions also are found at all
SEMS EOC levels. At the EOC, the term Management replaces Command. The term function is
also used when describing the activity involved, e.g., "the planning function."
General Staff: The group of management personnel reporting to the Incident Commander or to
the EOC Director. They may each have a deputy, as needed. At the Field and EOC SEMS level,
the General Staff consists of:
Operations Section Chief
Planning and Intelligence Section Chief
Logistics Section Chief
Finance and Administration Section Chief
Group: Groups are established to divide the incident into functional areas of operation. Groups
are composed of resources assembled to perform a special function not necessarily within a
single geographic division. (See Division) Groups are located between Branches (when
activated) and Resources in the Operations Section.
Incident: An occurrence or event, either human-caused or by natural phenomena, that requires
action by emergency response personnel to prevent or minimize loss of life or damage to
property and/or natural resources.
Incident Action Plan (IAP): The plan developed at the field response level which contains
objectives reflecting the overall incident strategy and specific tactical actions and supporting
information for the next operational period. The plan may be oral or written.
Incident Commander (IC): The individual responsible for the command of all functions at the
field response level.
Incident Command Post (ICP): The location at which the primary command functions are
executed. The ICP may be collocated with the incident base or other incident facilities.
Incident Command System (ICS): The nationally used standardized on-scene emergency
management concept specifically designed to allow its user(s) to adopt an integrated
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organizational structure equal to the complexity and demands of single or multiple incidents
without being hindered by jurisdictional boundaries. ICS is the combination of facilities,
equipment, personnel, procedures, and communications operating within a common
organizational structure, with responsibility for the management of resources to effectively
accomplish stated objectives pertinent to an incident.
Incident Objectives: Statements of guidance and direction necessary for the selection of
appropriate strategy(s), and the tactical direction of resources. Incident objectives are based on
realistic expectations of what can be accomplished when all allocated resources have been
effectively deployed. Incident objectives must be achievable and measurable, yet flexible enough
to allow for strategic and tactical alternatives.
Joint Information Center (JIC): A facility established to coordinate all incident-related public
information activities. It is the central point of contact for all news media at the scene of the
incident. Public information officials from all participating agencies should collocate at the JIC.
Joint Information System (JIS): Integrates incident information and public affairs into a
cohesive organization designed to provide consistent, coordinated, timely 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 Incident Commander; advising
the Incident Commander 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: The range or sphere of authority. Public agencies have jurisdiction at an incident
related to their legal responsibilities and authority for incident mitigation. Jurisdictional authority
at an incident can be political/geographical (e.g., special district city, county, state or Federal
boundary lines), or functional (e.g., police department, health department, etc.). (See Multi-
jurisdiction)
Liaison Officer: A member of the Command Staff at the Field SEMS level responsible for
coordinating with representatives from cooperating and assisting agencies. At SEMS EOC
levels, the function may be done by a Coordinator and/or within a Section or Branch reporting
directly to the EOC Director.
Local Government: Means local agencies per Article 3 of the SEMS regulations. The
Government Code 8680.2 defines local agencies as any city, city and county, county, school
district or special district.
Local Government Advisory Committee (LGAC): Committees established by the Director of
OES to provide a forum for the exchange of information among the cities and counties of a
Mutual Aid Region. The LGAC may develop a consensus of action and policy among local
emergency managers on issues, policies, and programs of concern to local governments, and if
necessary bring such concerns to the attention of OES Executive Management.
Logistics Section: One of the five primary functions found at all SEMS levels. The Section
responsible for providing facilities, services and materials for the incident or at an EOC.
Master Mutual Aid Agreement: An agreement entered into by and between the State of
California, its various departments and agencies, and the various political subdivision, municipal
corporations, and other public agencies of the State of California to assist each other by
providing resource during an emergency Mutual aid occurs when two or more parties agree to
furnish resources and facilities and to render services to each other to prevent and combat any
Resolution No. 2018-73
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type of disaster or emergency.
Mitigation: The activities designed to reduce or eliminate risks to persons or property or to
lessen the actual or potential effects or consequences of an incident. Mitigation measures may
be implemented prior to, during, or after an incident. Mitigation measures are often formed by
lessons learned from prior incidents. Mitigation involves ongoing actions to reduce exposure to,
probability of, or potential loss from hazards. Measures may include zoning and building codes,
floodplain buyouts, and analysis of hazard-related data to determine where it is safe to build or
locate temporary facilities. Mitigation can include efforts to educate governments, businesses,
and the public on measures they can take to reduce loss and injury.
Mobilization: The process and procedures used by all organizations Federal, state and local for
activating, assembling, and transporting all resources that have been requested to respond to or
support an incident.
Multi-Agency or Inter-Agency Coordination: The participation of agencies and disciplines
involved at any level of the SEMS organization working together in a coordinated effort to
facilitate decisions for overall emergency response activities, including the sharing of critical
resources and the prioritization of incidents.
Multi-Agency Coordination System (MACS): The combination of personnel, facilities,
equipment, procedures and communications integrated into a common system. When activated,
MACS has the responsibility for coordination of assisting agency resources and support in a
multi-agency or multijurisdictional environment. A MAC Group functions within the MACS. MACS
organizations are used within the California Fire Services.
Mutual Aid Agreement: Written agreement between agencies and/or jurisdictions in which they
agree to assist one another upon request, by furnishing personnel and equipment.
Mutual Aid Coordinator: An individual at local government, operational area, region or state
level that is responsible to coordinate the process of requesting, obtaining, processing and
using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual
aid system.
National Incident Management System (NIMS): A system mandated by HSPD-5 that provides a
consistent nationwide approach for Federal, State, local, and tribal governments; the private
sector; and nongovernmental organizations to work effectively and efficiently together to prepare
for, respond to, and recover from domestic incidents, regardless of cause, size, or
complexity. To provide for interoperability and compatibility among Federal, State, local, and
tribal capabilities, the NIMS includes a core set of concepts, principles, and terminology. HSPD-
5 identifies these as the ICS; multiagency coordination systems; training; identification and
management of resources (including systems for classifying types of resources); qualification
and certification; and the collection, tracking, and reporting of incident information and incident
resources.
Office of Emergency Services (OES): The Governor's Office of Emergency Services.
Operational Area (OA): An intermediate level of the state emergency organization, consisting
of a county and all political subdivisions within the county area.
Operational Period: The period of time scheduled for execution of a given set of operation
actions as specified in the Incident Action Plan. Operational Periods can be of various lengths,
although usually not over 24 hours.
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Operations Section: One of the five primary functions found at all SEMS levels. The Section is
responsible for all tactical operations at the incident, or for the coordination of operational
activities at an EOC. The Operations Section at the SEMS Field Response Level can include
Branches, Divisions and/or Groups, Task Forces, Teams, Single Resources and Staging Areas.
At the EOC levels, the Operations Section would contain Branches or Divisions as necessary
because of span of control considerations.
Planning Meeting: A meeting held as needed throughout the duration of an incident to select
specific strategies and tactics for incident control operations and for service and support planning.
On larger incidents, the planning meeting is a major element in the development of the Incident
Action Plan. Planning meetings are also an essential activity at all SEMS EOC levels.
Planning and Intelligence Section: One of the five primary functions found at all SEMS levels.
Responsible for the collection, evaluation, and dissemination of information related to the incident
or an emergency, and for the preparation and documentation of Incident or EOC Action Plans.
The section also maintains information on the current and forecasted situation, and on the
status of resources assigned to the incident. At the SEMS Field Response level, the Section will
include the Situation, Resource, Documentation, and Demobilization Units, as well as technical
specialists. Other units may be added at the EOC level.
Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring.
Prevention involves actions to protect lives and property. It involves applying intelligence and
other information to a range of activities that may include such countermeasures as deterrence
operations; heightened inspections; improved surveillance and security operations; investigations
to determine the full nature and source of the threat; public health and agricultural surveillance
and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law
enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity
and apprehending potential perpetrators and bringing them to justice.
Public Information Officer (PIO): A member of the Command Staff responsible for interfacing
with the public and media or with other agencies requiring information directly from the incident.
There is only one Public Information Officer per incident. The PIO may have assistants. This
position is also referred to as Public Affairs or Information Officer in some disciplines. At SEMS
EOC levels, the information function may be established as a Coordinator or as a section or
branch reporting directly to the EOC Director.
Region Emergency Operations Center (REOC): Facilities found at State OES Administrative
Regions. REOCs are used to coordinate information and resources among operational areas
and between the operational areas and the state level. The Southern Region REOC is located
at Joint Training Base Los Alamitos.
Resources: Personnel and equipment available, or potentially available, for assignment to
incidents or to EOCs. Resources are described by kind and type, and may be used in tactical
support or supervisory capacities at an incident or at EOCs.
Recovery: The development, coordination, and execution of service-and site-restoration plans;
the reconstitution of government operations and services; individual, private-sector,
nongovernmental, and public-assistance programs to provide housing and to promote
restoration; long-term care and treatment of affected persons; additional measures for social,
political, environmental, and economic restoration; evaluation of the incident to identify lessons
learned; post-incident reporting; and development of initiatives to mitigate the effects of future
incidents.
Response: Activities that address the short-term, direct effects of an incident. Response
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includes immediate actions to save lives, protect property, and meet basic human needs.
Response also includes the execution of emergency operations plans and of mitigation activities
designed to limit the loss of life, personal injury, property damage, and other unfavorable
outcomes.
Safety Officer: A member of the Command Staff at the incident or within an EOC responsible
for monitoring and assessing safety hazards or unsafe situations, and for developing measures
for ensuring personnel safety. The Safety Officer may have assistants.
Section: That organization level with responsibility for a major functional area of the incident or
at an EOC, e.g., Operations, Planning, Logistics, Finance & Administration.
Section Chief: The ICS title for individuals responsible for command of functional sections:
Operations, Planning/Intelligence, Logistics and Finance & Administration. At the EOC level, the
position title will be Section Coordinator.
Service Branch: A Branch within the Logistics Section responsible for service activities at the
incident. Includes the Communications, Medical and Food Units.
Special District: A unit of local government (other than a city, county, or city and county) with
authority or responsibility to own, operate or maintain a project (as defined in California Code of
Regulations 2900(s) for purposes of natural disaster assistance. This may include a joint-
powers authority established under section 6500 et seq. of the Code.
Staging Area: Staging Areas are locations set up at an incident where resources can be placed
while awaiting a tactical assignment. Staging Areas are managed by the Operations Section.
Standardized Emergency Management System (SEMS): A system required by
California Government Code for managing response to multi-agency and multi-jurisdiction
emergencies in California. SEMS consists of five organizational levels which are activated as
necessary: Field Response, Local Government, Operational Area, Region, State.
State Operations Center (SOC): An EOC facility operated by the Governor's Office of
Emergency Services at the state level in SEMS.
Support Branch: A Branch within the Logistics Section responsible for providing personnel,
equipment and supplies to support incident operations. Includes the Supply, Facilities and
Ground Support Units.
Type: Refers to resource capability. A Type 1 resource provides a greater overall capability due
to power, size, capacity, etc., than would be found in a Type 2 resource. Resource typing
provides managers with additional information in selecting the best resource for the task.
Unified Area Command: A Unified Area Command is established when incidents under an
Area Command are multi-jurisdictional. (See Area Command and Unified Command.)
Unified Command: In ICS, Unified Command is a unified team effort which allows all agencies
with responsibility for the incident, either geographical or functional, to manage an incident by
establishing a common set of incident objectives and strategies. This is accomplished without
losing or abdicating agency authority, responsibility or accountability.
Unit: An organizational element having functional responsibility. Units are commonly used in
incident Planning & Intelligence, Logistics, or Finance sections and can be used in
Resolution No. 2018-73
Exhibit A
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Operations for some applications. Units are also found in EOC organizations.
Unity of Command: The concept by which each person within an organization reports to one
and only one designated person.
Resolution No. 2018-73
Exhibit A
Page 62 of 62