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HomeMy WebLinkAboutApproved to Adopt Resolution No. 2014-87 updating the City'sF✓ Dept. ID FD14 009 Page 1 of 2 Meeting Date: 11/17/2014 7*Wo�Ms�), 6 —0 � �T CITY OF HUNTINGTON BEACH REQUEST FOR, CITY COUNCIL ACTION MEETING DATE: 11/17/2014 SUBMITTED TO: Honorable Mayor and City Council Members SUBMITTED BY: Fred A. Wilson, City Manager PREPARED BY: Patrick McIntosh, Fire Chief SUBJECT: Adopt Resolution No. 2014-87 updating the City's Emergency Operations Plan Statement of Issue: City Council approval of the updated Emergency Operations Plan is requested. Financial Impact: Not applicable. Recommended Action: Adopt Resolution No. 2014-87, "A Resolution of the City Council of the City of Huntington Beach Approving the City's Emergency Operations Plan." Alternative Action(s): Do not adopt the resolution approving the plan. If not approved, the City will be out of compliance with State Office of Emergency Services (OES) and Federal Emergency Management Agency (FEMA) requirements. Analysis: State and federal requirements under OES and FEMA mandate that the City update its Emergency Operations Plan on a regular basis. To comply with these requirements, the Fire Department has updated the plan and it is on file in the City Clerk's Office for review. The plan establishes policies and procedures and assigns responsibilities to ensure the effective management of large-scale emergencies. It also provides information on the City of Huntington Beach emergency response organization and basic information governing mitigation preparedness response and recovery operations in the event of a disaster. All City departments have reviewed the plan and it now meets all state and federal requirements, as documented by the attached letter from OES (Attachment 1). City Council adoption of the attached resolution (Attachment 2) is recommended. Once adopted, the City will be required to operate under the new plan in the event of a disaster. Environmental Status: None. Strategic Plan Goal: Enhance and maintain public safety. HB -85- Item 7. - 1 Dept. ID FD14 009 Page 2 of 2 Meeting Date: 11/17/2014 Attachment(s): 1. State of California Office of Emergency Services Letter 2. Resolution No. 2014-87, "A Resolution of the City Council of the City of Huntington Beach Approving the City's Emergency Operations Plan," including Exhibit A: City of Huntington Beach Emergency Operations Plan (on file for Public Review in the City Clerk's Office). Item 7. - 2 HB -86- i1 :z -. = ACHMENT .+--""r 'N�' '^ ,�R- MARK GHjLARDuccj DIRECTOR August 26, 2013 Brevyn Mettler, Emergency Services Coordinator Huntington Beach Fire Department Emergency Management & Homeland Security Office 2000 Main St., Huntington Beach, CA 92648 Dear Mr. Mettler, My staff has completed their review of the City Huntington Beach (Orange OA) Emergency Operation-, Plan (EOP). I have reviewed the attached staff report and concur with its findings anti recommendations. Accordingly, I have determined that the City of Huntington Beach EOP is acceptable in accordance with the requirements of the Emergency Services Act and the Standardized Emergency Management System. This plan is also consistent with state guidance available at the time the plan was developed. This acceptance is contingent upon implementation of the recommendations in the attached staff report and the adoption of the EOP by your governing body or their designee. Following the adoption of your plan, please provide us with the following: • one copy of the adopted plan on a Compact Disc, • the letter of promulgation, • the signed Depailment/Agency Concurrence sheet, and • any resolutions that pertain to the adoption of your EOP. Thank you for your planning effort. I encourage you to continue to develop supporting operating procedures, exercise your plan, and review the plan every three years. If you have any questions or require any assistance, please contact my office at (562) 795-2909. Sincerely, t 0 5 ell - Douglas Huls Acting Deputy Regional Administrator Southern Region cc: Donna Boston, County Emergency Manager, Orange OA Master File Cal EMA Southern Region 4671 LIBERTY AVENUE Los ALAmrros, CALII-'ORNIA 90720-515 8 SOUTHERN REGION (562) 795-2900 & (562) 795-2877 FAX HB -87- Item 7. - 3 ATTACHMENT #2 and RESOLUTION NO. 2014-87 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUNTINGTON BEACH APPROVING THE CITY'S EMERGENCY OPERATIONS PLAN WHEREAS, the City of Huntington Beach has prepared an emergency operations plan; The emergency operations plan complies with all local, state and federal guidelines, NOW, THEREFORE, the City Council of the City of Huntington Beach does hereby resolve as follows: The City of Huntington Beach Emergency Operations Plan, a copy of which is attached hereto as Exhibit "A" and incorporated by this reference as though fully set forth herein, is hereby approved. PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a regular meeting thereof held on the 17th day of November , 2014. INITIATED AND APPRO D: Fire Chief 14-4342/ 111845.doc Resolution No. 2014-87 Exhibit "A" For Official Use Only The information gathered in this Annex is classified as For Official Use Only (FOUO) and should be handled as sensitive information not to be disclosed. This document should be safeguarded, handled, transmitted, and stored in a accordance with appropriate security directives. Reproduction of this document, in whole or in part, without prior approval from the City of Huntington Beach, Emergency Management and Homeland Security Office, is prohibited. AIIIIIIINNIL City of Huntington Beach Emergency Operations Plan This Page Intentionally Blank 2013 Basic Plan Ashik City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Promulgation Letter Approval Date Officials, Employees, and Citizens of the City of Huntington Beach: The preservation of life, property, and the environment is an inherent responsibility of local, state, and federal government. The City of Huntington Beach has prepared this Emergency Operations Plan (EOP) to ensure the most effective and economical allocation of resources. This ensures the maximum benefit and protection to Huntington Beach residents and visitors in times of emergency. While no plan can prevent death and destruction, comprehensive plans carried out by knowledgeable and well -trained personnel will minimize losses. This plan establishes an emergency organization, assigns tasks, and specifies policies and general procedures. The plan also provides for multi -agency and multi -jurisdictional planning efforts utilizing the concepts of the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). The objective of this plan is to incorporate and coordinate all the departments, personnel and resources of the City into an efficient organization, capable of responding to any emergency. This EOP is an extension of the California Emergency Operations Plan. It will be reviewed and exercised periodically and revised as necessary to meet changing conditions. It is a living document and will be updated to reflect changes as needed. The City Council gives its full support to this plan and urges all officials, employees and citizens, to, individually and collectively, do their share in the comprehensive emergency effort of the City of Huntington Beach. Concurrence with this promulgation letter constitutes the adoption of the EOP by the City of Huntington Beach. This EOP will become effective upon approval by the City Council. Mayor, City of Huntington Beach Page i City of Huntington Beach Emergency Operations Plan 2013 Basic Plan California Office of Emergency Services (OES) Approval Eni•nrro G. BRo%%N JR. GovuRnoR Cut OES •r trf•atn u•vuff August 26, 2013 Bre-%ryn Mettler, Emergency Services Coordinator Huntington Beach Fire Department Emergency Management & Homeland Security Office 2000 Main St., Huntington Beach, CA 92648 Dear Mr. Mettler, MARK GHiLARDucci Doux-roit My staff has completed their review of the City Huntington Beach (Orange OA) Emergency Operations Plan (EOP). I have reviewed the attached staff report and concur with its findings and recommendations, Accordingly, I have determined that the City of Huntington Beach EOP is acceptable in accordance with the requirements of the Emergency Services Act and the Standardized Emergency Management System. This plan is also consistent with state guidance available at the time the plan was developed. This acceptance is contingent upon implementation of the recommendations in the attached staff report and the adoption of the EOP by your governing body or their designee. Following the adoption of your plats, please provide us -Mth the following: • one copy of the adopted plan on a Compact Disc, • the letter of promulgation, • the signed Department/Agency Concurrence sheet, and • any resolutions that pertain to the adoption of your EOP. Thank you for your planning effort. I encourage you to continue to develop supporting operating procedures, exercise your plan, and review the plan every three years. If you have any questions or require any assistance, please contact my office at (562) 795-2909. Sincerely, Douglas Huls Acting Deputy Regional Administrator Southern Region cc: Donna Boston, County Emergency Manager, Orange OA Master File Cal EMA Southern Region 4671 Uaun" AVEKLM I.os ALA.MulM CALWORX7A 90720.5158 SOUTHERN REGION (562) 795-2900 • (562) 795-2877 FAX Page ii City of Huntington Beach Emergency Operations Plan Plan Concurrence 2013 Basic Plan Having yeviewed the City of Huntington Beach Emergency Ope tions Plan and approved same a set my signature. Fred *l n Mantya8e, 4 j N� Robert Handy Police Chief udenback tv Services Di Jack -Marshal Amation Services Di ector a ie Be gey Services Direct r on Ann Farrell Fince Director Jennifer cGr th "City Attorney �5 �v Alisa Cutchen City Treasurer C/Ve(nRo2imer Assistant City Manager (� Patrick McIntosh Fire Chief ravis Hopkins Public \Wrks Qirector Scott Hess Planning& R ldi tj`chele Warren uman Resources Dire JAi n Flynn Page iii ces Coordinator AWL City of Huntington Beach IqW Emergency Operations Plan 2013 Basic Plan This Page Intentionally Blank Page iv City of Huntington Beach Emergency Operations Plan 2013 Basic Plan City Council Resolution / Plan Approval Page v City of Huntington Beach Emergency Operations Plan 2013 Basic Plan Page vi City of Huntington Beach Emergency Operations Plan Municipal Code 8.60 ORDINANCE NO. 4031 AN ORDINANCE OF T1TE CITY OF IIUNT1NGTON BEAC14 AMENDING CiIAPTLR 8.60 OF T11E t1UNTINGTON BEACII MUNICIPAL CODE RELATING TO EMERGENCY MANAGEMENT AND HOMELAND SECURITY The City Council of the City of Huntington Beach does hereby ordain as follows: Chapter 8.60 Entersencv Manaeement and Homeland Securit-9, SECTION I. Section 9.60,010 of the Huntington Beach Municipal Code is hereby amended to read as follows: &60.010 Purposes The declared purpose of this chapter is to provide for the preparation and carrying out of plans for the protection of persons and property in this city in the event of an emergency; the direction of the Emergency Management and Homeland Security Office; and the coordination of the emergency functions of this city with all other public agencies, corporations, organizations and affected private persons. SECTION 2. Section 8.60.020 of the Huntington Beach Municipal Code is hereby amended to read as follows: &60.020 Definitions Unless a different meaning is apparent from the context or is specified elsewhere in the code, the following definitions shall be used: A. "Emergency Management" means the preparation for and the carrying out of all emergency functions necessary to mitigate, prepare for, respond to, and recover from emergencies and disasters caused by all hazards, whether natural, technological, or human caused. Comprehensive emergency management consists of four related components: all hazards, all phases, all impacts, and all stakeholders. B. "I lomeland Security" is a concerted national effort to prevent terrorist attacks ttathin the United States, reduce America's vulnerability to terrorism, minimize the damage, and recover frvtn attacks that do occur. C. "Emergency Response Organization (ERO)" means the organization that prepares for and carries out emergency operations by government, in order to prepare for, minimize and repair injury and damage resulting from actual or threatened emergency. All City Departments have a role in the E•RO and all employees arc Disaster Services Workers as set forth in California Government Code Section 3100-3109. 144Mt: r 1, 8I r d w 2013 Basic Plan Page vii City of Huntington Beach Emergency Operations Plan Ordinance No. 4031 D. "Emergency Operations Plan" means a written document which provides for the full utilization of all resources of the City, both human and material, during an emergency. This plan is maintained, updated and submitted to the Huntington Beach City Council for approval. It meets the California Local Government Emergem y Operations Plan Cross►ralk for plan Rerknv. E. "Director" means the Director of Emergency Management of the City. F. "Emergency" means the actual or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property- in this city caused by such conditions as air pollution, fire, flood, storm, epidemic, riot or earthquake, or other conditions, including conditions resulting from war or imminent threat of war, but other than conditions resulting from a labor controversy, which conditions are or are likely to be beyond the control of the services, personnel, equipment and facilities of this city. requiring the combined forces of other political subdivisions to combat. SECTION 3. Section 8.60.030 of the Huntington Beach Municipal Code is hereby amended to read as follows: 8.60.0-10 Council Created There is created an Emergency Management and homeland Security (EMHS) Council , consisting of the Director, who shall be Chair, Deputy Director who shall be the Vice Chair, Fire Chief, Police Chief Director of Public W*orls, or their representatives; Emergency Services Coordinator and any City department head who may be appointed by the Director. The Council may also include representatives of civic, business, labor, veterans, professional or other organizations, not to exceed five in number, as may be appointed by the Director. SECf1ON 4. Section 8.60.040 of the Huntington Beach Municipal Code is hereby amended to read as follows: &60.040 Council — Powers and Duties A. Powers and Duties -- Emergency Management and Homeland Security Council. It shall be tic duty of the Emergency Management and Homeland Security Council to oversee the preparedness activities of City departments, ensuring unity of purpose. ibis includes preparation and approval of plans, training of employees for emergency and disaster -related functions, and related emergency preparedness activities. B. Powers and Duties -- Chair of the Emergency Management and Homeland Security Council. The chair of the Emergency Management and Homeland Security Council shal: 1. Coordinate the activities of the Emergency Management and Homeland Security Council; 2. Coordinate and provide for dissemination of public information relating to emergency preparedness activities; 144341'11Ili Ld c 2013 Basic Plan Page viii City of Huntington Beach Emergency Operations Plan Ordinance No. 4031 3. Review and recommend to City Council the adoption of emergency and mutual aid plans and agreements. C. Powers and Duties — Emergency Management and Homeland Security Council members: 1. Formulate and maintain plans for use during emergency conditions, including a written plan for activation of the department as part of, and %kilich carries out its role in the City Emergency Response Organization; 2. Ensure that department personnel are trained in emergency managementloperations and that designated personnel participate in regular refresher training and emergency exercises, as directed by the Emergency Management and Homeland Security Council; 3. The Emergency Management and Homeland Security Council shall meet on a quarterly basis or upon call of the Chair. or in his absence or inability to call such meeting, upon the call of the Chair's authorized representative or the Vice Chair. D. Local Emergency Planning Committee (LEPC): The LEPC is created as a standing and working Emergency Management and Homeland Security Council subcommittee. The committee's membership will include the Emergency Services Coordinator, who shall be chair, and a senior manager from each City department. The LEPC will provide operational direction for implementation of the programs and policies established by the Emergency Management and Homeland Security Council, assist in the preparation of emergency plans, coordinate department emergency traininglexcreises and speak: on behalf of the department. The committee will meet monthly, at the direction of the council, or upon call of the committee chair. F. Citizen Corps Council: The Citizen Corps Council is a subcommittee of the Emergency Management and Homeland Security Council that collaborates with government and non - government agencies and volunteer organizations. the private sector, faith based and other entities involved in public safety activities. and work toward achieving common emergency management goals. The council shall be members of the LEPC and will wort: with members of the community to meet Citizen Corps goals and objectives. A segment of the LEPC and quarterly meeting of the EMUS Council xill be devoted to issues and discussion relating to Citizen Corps Programs. SECTION 5. Section 8.60.050 of the Huntington Beach Municipal Code is hereby amended to read as follows: 8.60.050 Director -- Emergency Management Created There is created the Director of Emergency Managcmcnt who shall be the City Manager of Huntington Beach. 1 s-t3si i 1 tac rAx 2013 Basic Plan Page ix City of Huntington Beach Emergency Operations Plan Ordinance No. 4031 SECTION 6. Section 8.60.060 of the Huntington Beach Municipal Mode is hereby amended to mad as follows: 8.60.060 Deputy Director — Emergency Management Created There is created the Deputy Director of Emergency Management who shall be the Fire Chief or Police Chief of I luntington Beach. SECTION 7. Section 8.60.070 of the Huntington Beach Municipal Code is hereby amended to read as follows: &60.070 Director — Powers and Duties Enumerated The Director is hereby empo% eyed to: A. Request the City Council to proclaim the existence or threatened existence of a local emergency if the City Council is in session, or to issue such proclamation if the City Council is not in session. R'henever a local emergency is proclaimed by the Director, the City Council shall take action to ratify the proclamation within seven days thereafter or the proclamation shall have no further force or effect; B. Request the governor to proclaim a State of Emergency when, in the opinion of the Director, the locally available resources are inadequate to cope with the emergency; C. Control and direct the effort of the emergency response organization of this City to accomplish the purpose of this chapter, D. Direct cooperation between and coordinate services and staff of the Emergency Response Organization of this City, and resolve questions of authority and responsibility that may arise between them: E. Represent this City in all dealings with public or private agencies on matters pertaining to emergencies as defined herein; F. In the event of the proclamation of a local emergency, as herein provided, the proclamation of a State of Emergency by the Governor or the Director of the California Office of Emergency Services, or the existence of a state of war emergent}', the Director is hereby empowered: 1. To make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by such emergency; provided, however, such rules and regulations shall be confirmed at the earliest practicable time by the City Council; 2. To obtain vital supplies, equipment and such other properties found lacking and needed for the protection of life and property and to bind the City for the fair value thereof and, if required immediately, to commandeer same for public use; 144.U1I I Is I i ds 2013 Basic Plan Page x City of Huntington Beach Emergency Operations Plan Ordinance No. 4031 3. To require emergency services of any City officer or employee and, in the event of the proclamation of a State of Emergency in the county in which this City is located or the existence of a State of Velar emergency, to command the aid of as many citizens of this community as he/she deems necessay in the execution of his or her duties. Such persons shall be entitled to all privileges, benefits and immunities as are provided by state lain for registered disaster service workers; 4. To requisition necessary personnel or material of any City department or agency; 5. To execute all of his ordinary power as City Manager, of all special powers conkrred upon him or her by this chapter or by resolution or emergency plan pursuant hereto adopted by the City Council; all powers conferred upon him or her by any statute, by any agreement approved by the City Council, and by any other lawful authority. G. The Director of Emergency Management shall designate the order of succession to his or her office to take effect in the event the Director is unavailable to attend meetings and otherwise perform his or her duties during an emergency. Such order of succession shall be approved by the City Council; H. The Deputy Director shall, under the supervision of the Director, have such other powers and duties as may be assigned by the Director. SECTION 8. Section 8.60.080 of the Huntington Beach Municipal Code is hereby amended to read as follows: 8.60.080 Creation of the Office of Emergency Management and Homeland Security A. There is created the Office of Emergency Management and Ilomeland Security. The chief administrative officer shall be the Director of Emergency Management, B. There is created the position of Emergency Services Coordinator. C. The Office of Emergency Managemet and Homeland Security shall have such staffing as determined by the Director. SECTION 9. Section 8.60.090 of the Huntington Beach Municipal Code is hereby amended to read as follows: 8.60.090 Office Powers and Duties A. The Director of the Office ofEmergency Management and l lomeland Security shall have complete authority for organizing, directing, and coordinating the emergency organization of the City, including training, directing the development and approval of all multi -departmental emergency response plans, review and approval of all emergency response plans and all emergency preparedness activities in all matters relating to preservation of life, property and environment within the City, and consistent with his.'her authority as Director of Emergency Management. 1*4,U +1I IS I.dm 2013 Basic Plan Page xi City of Huntington Beach Emergency Operations Plan Ordinance No. 4031 B. The Fire Chief (or designee) and Emergency Services Coordinator, acting by and for the Director of Emergency Management, shall: 1. Supervise the day -today responsibilities associated with organizing, directing, and coordinating the emergency response organization of the City; 3. Coordinate and collaborate with government and non -government agencies and volunteer organizations, the private sector and other entities involved in public safety activities, and work toward achieving common emergency management goals; 3. Develop appropriate plans, standard operating procedures, and planning guidance in collaboration with other City departments; 4. Prepare and process emergency management documents and applications for federal and state funds, 5. Maintain the Emergency Operations Center (EOC) to serve the City and, upon activation in all instances of an emergency, as defined herein, to collect and disseminate emergency information to concerned jurisdictions and agencies; 6. Activate the E•OC during local emergencies and special events to support field resources at the incident command level; 7. Liaison with multiple partners at all levels of federal, state and local government to develop a synergistic approach to coordination on response, planning, training and exercise. emergency management and homeland security issues; 8. Increase public awareness through education on disaster mitigation, preparedness, response and recovery from local, state and federal emergencies, andror disasters. SECTION 10, Section 8,60.100 of the Huntington Beach Municipal Code is hereby amended to read as follows: 8.60.100 Emergency Operations Plan (FOP) — Formulation The director shall prepare and maintain, on a current basis. an Emergency Operations Plan, as necessary, to carry out the purpose of this chapter. The Ernergencc Operations Plan shall be based on the Standardized Emergency Managcmcnt System (Crovcrnmcnt Code 8607). the National Incident Management System (Homeland Security Presidential Directive 5). and consistent with the plans of the state and federal governments and shall hereinafter be referred to as "the FOP." SECTION 11. Section 8.60.110 of the Huntington Beach Municipal Code is hereby amended to read as follows: 1"341 a Ha 1 I AM 2013 Basic Plan Page xii City of Huntington Beach Emergency Operations Plan Ordinance No. 4081 8.60.110 EOP — Contents The EOP shall set up the assignment of emergency duties and functions of all City agencies and employees, and volunteer organizations, as well as the lines of succession of the members of the Emergency Response Organization. SECTION 12. Section 8.60.120 of the Huntington Beach Municipal Code is hereby amended to read as follows: 8.60.120 EOP — Adoption and Amending The EOP and amendments thereto shall be placed on file with the City Clerk by the Director, and approved or disapproved by the City Council within thirty days of such Filing. The EOP, and amendments if any, shall be effective upon filing with the City Clerk unless disapproved by the City Council within thirty days of such riling. SECTION 13, Section 8,60.130 of the Huntington Beach Municipal Code is hereby amended to read as follows: 8.60.130 Dimetor-- Assignment of Duties and Functions In assigning emergency duties attd functions to City agencies and personnel, the Director shall assign responsibilities to utilize to the maximum the skills and talents of City employees. 1N%m the requisite skill or talent for a particular responsibility is not available within the City government, the Director is authorized to seek assistance on a volunteer basis from persons outside the City government. The Director shall assign duties to such persons, and grant the authority to cant' out their respective responsibilities during and after the occurrence of a disaster. SECTION 14, Section 8.60.140 of the Huntington Beach Municipal Code is hereby amended to read as follows: 8.60.140 EOP —Effect The EOP shall be binding upon all agencies of City government, its employees and registered volunteer disaster service workers, and have the effect of law whenever an emergency, as provided in this chapter, has been proclaimed. SECTION 15. Section 8.60.150 of the Huntington Beach Municipal Code is hereby amended to read as follows: 8.60.150 Organization — Creation There is created the Huntington Beach Emergency Response Organization. All officers and employees of the City shall be a part of such organization. The Director or designee shall train and organize all employees and officers of the City for purposes of maintaining the emergency capability of the City. The Director is authorized to use volunteer forces during an emergency including, but not limited to, groups, organizations, and persons who by agreement or by n4dl4rr{113 Am 2013 Basic Plan Page xiii City of Huntington Beach Emergency Operations Plan Ordinance No. 4031 operation of law are charged with the duty to protect the life and property of persons in the City during a disaster. SECTION 16. Section 9.60.160 of the Huntington Beach Municipal Code is hereby amended to read as follows: 8.60.160 Emergency Curfew The Director is hereby empowered to establish an emergency curfew in the event of a local emergency, or when a disaster or State of Emergency is declared by the President of the United States or the Governor of the State of California. SECTION 17. Section 8.60.170 of the Huntington Beach Municipal Code is hereby amended to read as follows: 8.60.170 Expenditures Any expenditures made in connection with emergency activities including mutual aid activities, WWI be deemed conclusively to be for the direct protection and benefit of the inhabitants and property of the City of Huntington Beach. SECTION 18. Section 8.60.190 of the Huntington Beach Municipal Code is hereby added to read as follows: 8.60.180 Violations — Misdemeanor It shall be a misdemeanor for any person during an emergency to: A. Willfully obstruct, hinder or delay any member of the emergency response organization in the enforcement of any lawful Wile or regulation issued pursuant to this chapter, or in the performance of any duty imposed upon him by --irtue of this chapter, B. Do any act forbidden by any lawful rule or regulation issued pursuant to this chapter if such act is of such a nature as to give or be like}- to give assistance to enemy or to imperil the lives or property of inhabitants of this city, or to prevent, hinder or delay the defense or protection thereof, C. Wear, carry or display, without authority, any means of identification specified by the emergency agency of the state. SECTION 19. This ordinance shall become effective 30 days after its adoption. is-xnn t ixi i dm 2013 Basic Plan Page xiv City of Huntington Beach Emergency Operations Plan Ordinance No. 4031 PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a regular meeting dwwf held on the 5th , day of _—"-t_ 2014. ..� ayor ATTEST: ity Clerk REVIER APPROVED: City.Magier 14-d}a1111911 dM APPROVED ASf TKO FORM: —gA�t:,— e/ ity Attorney VW21 4lti1-a1T't INITIATED AND APP O ' r- Ftre Chief 2013 Basic Plan Page xv City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Ord. No. 4031 STATE OF CALIFORNIA ) COUNTY OF ORANGE ) ss: CITY OF HUriTINGTON BEACH ) I, JOAN L. FLYNN, the duly elected, qualified City- Clerk of the City of Huntington Beach, and ex-officio Clerk of the City Council of said City, do hereby certify that the whole number of members of the City Council of the City of I luntington Beach is seven, that the foregoing ordinance kas read to said City Council at a Regular meeting thereof held on September 15, 2014, and was again road to said City Council at a Regular meeting thereof held on October 6, 2014. and %ens passed and adopted by the affirmative vote of at least a majority of all the members of said City Council. AYES: Katapodis, Hardy, Shaw, I larper, Boardman. Sullivan, Carchio NOES: None ABSENT: None ABSTAM None L Joan L. Flym CITY CLERF: of the CTY of Hutimpm Hm,h and n-o ide OcA ofthe Cm Cmmdl, da 6aeeby unify that a sywriis of this or fir a has bi�n ratMished in tlK Huntir4mn tkxh Fountain Valk) kKkp=dcnt tm Ocohcr 16.2014 In WQVda , %i:h the City Chang of said Cay _ -- "11gr Demt% City CIat 0.'w-j�vlpd Cit lerk and ea-otficio Clerk of the City Council of the Cite of Huntington Beach, California Page xvi City of Huntington Beach Emergency Operations Plan 2013 Basic Plan Record of Change Part Date 1 or 2 Section Plan Name Pages Description Page xvii City of Huntington Beach Emergency Operations Plan 2013 Basic Plan This Page Intentionally Blank Page xviff City of Huntington Beach Emergency Operations Plan Acronyms 2013 Basic Plan Acronym Definition ADA Americans with Disability Act ARC American Red Cross BC Battalion Chief CAD Computer Aided Dispatch Cal OES California Office of Emergency Services Caltrans Department of Transportation CALWAS California Warning System CBOs Community Based Organizations CBRN Chemical Biological Radiological Nuclear Explosive CCP Crisis Counseling Assistance and Training Program CCPs Casualty Collection Points CDAA California Disaster Assistance Act CERT Community Emergency Response Team CHIP California Highway Patrol CISM Critical Incident Stress Management CLEMARS California Law Enforcement Mutual Aid Radio System CLERS California Law Enforcement Radio System CLETS California Law Enforcement Telecommunications System Control One County of Orange Countywide Coordinated Communications Center DAFN Disabilities, Access and Functional Needs DES Director of Emergency Services DHS Department of Homeland Security DOC Department Operations Center DOD Department of Defense DRC Disaster Recovery Center DSP Dispatch DSR Damage Survey Report DSW Disaster Service Workers DUA Disaster Unemployment Assistance e.g., i.e. for example, that is EAP EOC Action Plan EAS Emergency Alert System EDIS Emergency Digital Information Service EM Emergency Management Page xix City of Huntington Beach -_ Emergency Operations Plan 2013 Basic Plan Acronym Definition EMAC Emergency Management Assistance Compact EMHS Emergency Management & Homeland Security EMMA Emergency Managers Mutual Aid EOC Emergency Operations Center EOC XO Emergency Operations Center Executive Officer EOP Emergency Operations Plan ERO Emergency Response Organization ESC Emergency Services Coordinator ESL English -as -a -Second -Language EVOC Emergency Virtual Operations Center FAA Federal Aviation Administration FBI Federal Bureau of Investigation FBO Faith Based Organizations FCC Federal Communications Commission FCO Federal Coordinating Officer FDOC Fire Department Operations Center FEMA Federal Emergency Management Agency FIREMARS Fire Mutual Aid Radio System FIRESCOPE Firefighting Resources of California Organized for Potential Emergencies FOC Fire Operations Center FSX Full -Scale Exercises FVSD Fountain Valley School District FX Functional Exercise GIS Geographic Information System HBCSD Huntington Beach City School District HBFD Huntington Beach Fire Department HBPD Huntington Beach Police Department HBUHSD Huntington Beach Unified High School District HCA Health Care Agency (Orange County) HMP Hazard Mitigation Plan HR Human Resources HIS Homeland Security HSEEP Homeland Security Exercise and Evaluation Program IAP Incident Action Plan ICP Incident Command Post ICS Incident Command System Page xx City of Huntington Beach Emergency Operations Plan 2013 Basic Plan Acronym Definition IDE Initial Damage Estimate IS Information Services IT Information Technology JFO Joint Field Office(federal) JIC Joint Information Center JIMS Jurisdictional Information Management System JIS Joint Information System LAC/DAC Local/Disaster Assistance Centers LDOC Law Department Operations Center LEP Limited English Proficiency LP Local Primary (radio station) MDTs Mobile Data Terminals MOU Memoranda of Understanding MS Marine Safety MSDOC Marine Safety Department Operations Center NAWAS National Warning System NDAA Natural Disaster Assistance Act (state) NGOs Non -Governmental Organizations NIMS National Incident Management System NLETS National Law Enforcement Telecommunications System NRF National Response Framework NRP National Response Plan NWS National Weather Service CA Operational Area OA EOC Operational Area Emergency Operations Center OA1 EOC-to-EOC Radio OASIS Operational Area Satellite Information System OC/OA Orange County Operational Area OCEMO Orange County Emergency Management Organization OCFA Orange County Fire Authority OCIAC Orange County Intelligence Assessment Center OCSD Orange County Sanitation District/Orange County Sheriffs Department OCTA Orange County Transit Authority OVSD Ocean View School District PDAFN Persons with Disabilities and Access and Functional Needs PIO Public Information Officer Page Foci City of Huntington Beach Emergency Operations Plan 2013 Basic Plan Acronym Definition PNP Private Nonprofit POD Points of Dispensing PSAP Public Safety Answering Point PSTN Public Switched Telephone Network PTSD Post Traumatic Stress Disorder RACES Radio Amateur Civil Emergency Services RCC Recovery Coordination Center REOC Regional Emergency Operations Center RIMS Response Information Management System RRCC Regional Response Coordination Center RSVP Retired Senior Volunteer Program (Police) SBA Small Business Administration SEMS Standardized Emergency Management System SOC State Operations Center SOP Standard Operating Procedure SUV Spontaneous Unaffiliated Volunteers TCP Traffic and Access Control Points TTX Tabletop Exercise TTY Teletypwriter ( or TDD - Telecommunications Device for the Deaf) UC Unified Command VDOC Volunteer Department Operations Center VIPs Volunteers in Police Service VOIP Voice Over Internet Protocol WARN Water Agency Response Network WC Watch Commander WC/ATWC West Coast / Alaska Tsunami Warning Center WEROC Water Emergency Response Organization of Orange County WMD Weapons of Mass Destruction WSD Westminster School District Page xxii City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Table of Contents 1. Introduction...............................................................................................................................1 1.1. Purpose.......................................................................................................................................1 1.1.1. Scope............................................................................................................................1 1.1.2. Functional Annexes...................................................................................................... 2 1.1.3. Standard Operating Procedures (SOP).........................................................................2 1.2. Authorities and References.......................................................................................................2 1.2.1. Federal Authorities....................................................................................................... 2 1.2.2. State Authorities...........................................................................................................2 1.2.3. County Authorities.......................................................................................................3 1.3. City of Huntington Beach Authorities.......................................................................................3 2. Community Profile......................................................................................................................5 2.1. Physical Setting..........................................................................................................................5 2.2. History .......................................................................................................................................5 2.3. Community Profile.....................................................................................................................6 2.4. Existing Land Use.......................................................................................................................7 2.5. Development Trends.................................................................................................................9 3. Hazards Analysis.......................................................................................................................13 3.1. Hazard Identification...............................................................................................................13 3.1.1. Hazard Identification..................................................................................................13 3.2. Hazard Profiles........................................................................................................................14 3.2.1. Earthquake.................................................................................................................14 3.2.2. Flooding......................................................................................................................19 3.2.3. Urban Fire/Explosion..................................................................................................20 3.2.4. Hazardous Materials..................................................................................................20 3.2.5. Terrorism/WMD.........................................................................................................23 3.2.6. High Wind...................................................................................................................25 3.2.7. Tornado/Water Spout................................................................................................ 25 3.2.8. Aircraft/Train..............................................................................................................26 3.2.9. Civil Unrest.................................................................................................................27 3.2.10. Epidemic/Pandemic....................................................................................................27 3.2.11. Tsunami...................................................................................................................... 29 3.2.12. Power Disruption........................................................................................................29 3.2.13. Dam failure.................................................................................................................31 4. Concept of Operations..............................................................................................................35 4.1. Introduction............................................................................................................................. 35 4.2. Four Phases of Emergency Management................................................................................35 4.2.1. Mitigation...................................................................................................................35 4.2.2. Preparedness..............................................................................................................35 4.2.3. Response.................................................................................................................... 36 4.2.4. Recovery .....................................................................................................................36 4.3. Mitigation Program.................................................................................................................36 4.3.1. Mitigation Plan...........................................................................................................37 4.3.2. Authority.................................................................................................................... 37 4.3.3. Plan Adoption.............................................................................................................37 4.3.4. Mitigation Properties.................................................................................................37 Page xxiii AML City of Huntington Beach 2013 Emergency Operations Plan Basic Plan 4.3.5. Hazard Mitigation Planning Process...........................................................................39 4.3.6. Plan Use......................................................................................................................39 4.4. Preparedness Program............................................................................................................41 4.4.1. Community Education................................................................................................41 4.4.2. Planning......................................................................................................................41 4.4.3. Training and Exercise..................................................................................................42 4.5. Response - Direction, Control and Coordination....................................................................47 4.5.1. National Incident Management System(NIMS).........................................................48 4.5.2. Standardized Emergency Management System(SEMS)............................................49 4.5.3. Incident Command System........................................................................................51 4.6. Emergency Response Organization.........................................................................................53 4.7. Emergency Response Organization Activations......................................................................54 4.8. Emergency Operations Center (EOC)...................................................................................... 55 4.8.1. EOC Activation Level I — Minimum Staffing................................................................55 4.8.2. EOC Activation Level II — Functional Staffing.............................................................. 55 4.8.3. EOC Activation Level III — Full Staffing Level............................................................... 56 4.8.4. EOC Organization.......................................................................................................56 4.8.5. Alternate EOC.............................................................................................................56 4.8.6. Activation and Notification Process........................................................................... 58 4.9. Employee Release/Recall Policy..............................................................................................59 4.9.1. Release Policy.............................................................................................................59 4.9.2. Recall Policy, EOC Staff...............................................................................................59 4.9.3. Recall Policy, Employees............................................................................................ 60 4.10. Disaster Service Worker..........................................................................................................60 4.11. Department Operations Centers (DOC)..................................................................................61 4.12. Mutual Aid...............................................................................................................................61 4.12.1. Mutual Aid System..................................................................................................... 62 4.12.2. Mutual Aid Coordinators............................................................................................62 4.12.3. Mutual Aid and Emergency Operations Facilities......................................................66 4.12.4. Huntington Beach Mutual Aid Structure....................................................................66 4.12.5. Huntington Beach Mutual Aid Policy.........................................................................67 4.13. Incident Action Plans (IAP)/EOC Action Plans(EAPs)..............................................................68 4.13.1. IAP (Field)................................................................................................................... 68 4.13.2. EOC Action Plan (EAP)................................................................................................ 69 4.14. Alert and Warning...................................................................................................................70 4.14.1. Phases of Warnings....................................................................................................71 4.14.2. Homeland Security Advisory System..........................................................................71 4.14.3. Emergency Alert System (EAS)...................................................................................71 4.14.4. Integrated Public Alert and Warning System(IPAWS)...............................................73 4.1465. National Warning System(NAWAS)...........................................................................73 4.14.6. National Weather Service (NWS)............................................................................... 73 4.15. Continuity of Government......................................................................................................74 4.15.1. Alternate Facilities......................................................................................................74 4.15.2. Succession..................................................................................................................74 4.15.3. Vital Records Protection.............................................................................................76 4.16. Americans with Disabilities Act Compliance...........................................................................76 Page xxiv City of Huntington Beach 2013 Emergency Operations Plan Basic Plan 4.17. Persons with Disabilities and Access and Functional Needs(DAFN).......................................78 4.17.1. DAFN Community.......................................................................................................78 4.17.2. Partnership with persons DAFN.................................................................................79 S. Information Collection, Analysis and Dissemination..................................................................83 5.1. Public Information Coordination.............................................................................................83 5.1.1. Public Awareness/Education......................................................................................83 5.1.2. Media Relations/Coordination...................................................................................84 5.1.3. Hard -to -Reach and Vulnerable Populations...............................................................84 5.1.4. Intergovernmental Affairs — State and Local Officials ................................................ 85 5.1.5. Joint Information System (JIS) Activation...................................................................86 5.1.6. Operational Area Joint Information System (JIS) Plan...............................................88 5.1.7. 2-1-1 Information and Referral Services....................................................................89 6. Communications......................................................................................................................91 6.1. Local Systems.......................................................................................................................... 91 6.1.1. Voice Systems............................................................................................................. 91 6.1.2. Data Systems.............................................................................................................. 92 6.2. Orange County Operational Area (OC/OA) Systems...............................................................92 6.3. State of California Systems......................................................................................................94 7. EOC Organization and Assignment of Responsibilities................................................................97 7.1. Roles and Responsibilities.......................................................................................................97 7.1.1. EOC Organization.......................................................................................................98 7.1.2. Management Section.................................................................................................99 7.1.3. Planning Section and Planning Section Chief...........................................................102 7:1.4. Operations Section and Operations Section Chief...................................................104 7.1.5. Logistics Section and Logistics Chief — Community Services Department ...............109 7.1.6. Finance Section and Finance Chief...........................................................................111 7.2. EOC Deactivation...................................................................................................................113 8. Recovery Operations..............................................................................................................117 8.1. Introduction...........................................................................................................................117 8.1.1. Short -Term (72 hours to six months).......................................................................117 8.1.2. Mid -Term (six months to two years)........................................................................118 8.1.3. Long -Term (two to ten years or longer)...................................................................118 8.2. Recovery Organization..........................................................................................................119 8.2.1. Emergency Recovery Team......................................................................................119 8.2.2. Joint Field Office (Federal).......................................................................................119 8.3. Roles and Responsibilities.....................................................................................................120 8.4. Assistance Programs..............................................................................................................121 8.4.1. Individual Assistance................................................................................................121 8.4.2. Public Assistance......................................................................................................122 8.5. After -Action Reporting..........................................................................................................123 9. Plan Development and Maintenance......................................................................................125 Page xxv City of Huntington Beach Emergency Operations Plan 2013 Basic Plan This Page Intentionally Blank Page xcvi WCity of Huntington Beach ill Emergency Operations Plan Emergency Operation Plan - Basic 1. Introduction 1.1. Purpose 2013 Basic Plan This plan has been developed to provide a comprehensive emergency management plan for the City of Huntington Beach. This Emergency Operations Plan (EOP) addresses the planned response to extraordinary emergency situations associated with natural disasters, man-made incidents and homeland security emergencies in or affecting the City of Huntington Beach. This EOP is designed to be flexible enough to address both traditional and catastrophic incidents. It contains a hazard analysis, description of preparedness measures that will preserve life and minimize damage, describes activation and response procedures, and establishes a recovery system in order to return the City to its normal state of affairs. It provides an overview of the National Incident Management Systems (NIMS), Standardized Emergency Management System (SEMS) and the Operational Area concepts. It also identifies components of the City Emergency Management Organization and describes the overall responsibilities of Federal, State, Region, Operational Area and City entities. 1.1.1. Scope This plan defines the individual and departmental responsibilities in the process of mitigating, preparing for, responding to and recovering from disasters. It does not describe the field level response to emergencies which are described in department Standard Operating Procedures (SOPS). It describes coordination between the City of Huntington Beach, the Orange County Operational Area (OC / OA), the State of California Office of Emergency Services (OES) and the Federal Emergency Management Agency (FEMA). Emergencies are managed from the City's Emergency Operations Center (EOC) and by the City's Emergency Response Organization (ERO), which is responsible for directing, coordinating and supporting the various City departments and other agencies in their emergency response activities. This plan's purpose is to establish policies and procedures that will assure the most effective utilization of all resources in the City in order to minimize potential loss of life and protect the environment and property within the City of Huntington Beach. This plan is designed to be read, understood, and exercised prior to an emergency. It is flexible enough to use in all emergencies and will facilitate response and short-term recovery activities. It is designed to define the role that the City of Huntington Beach will take in the NIMS and SEMS frameworks. This document is the product of a joint planning effort involving the City Emergency Management & Homeland Security (EMHS) Office, Emergency Preparedness Committee, City departments, non -governmental agencies and outside organizations. Technical advice was obtained from OES and FEMA. Much of the information in the plan came about as the result of the Orange County Emergency Management Organization (OCEMO) Plan Page 1 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Writing Subcommittee meetings where information was shared by all participating cities, Orange County and other public agencies. 1.1.2. Functional Annexes Functional Annexes are individual plans that focus on missions (e.g., EOC sections, public information, alerting and warning, damage assessment, etc.) and hazard/incident specific plans that supplement the Basic Plan. These Annexes discuss how the City's response will be managed and organized before, during and after an emergency. 1.1.3. Standard Operating Procedures (SOP) SOPS describe the purpose, authorities, durations and details of the preferred method for performing a single function or a number of interrelated functions in a uniform manner. The EMHS Office and department directors are responsible for development and maintenance of their respective segments of this plan and their appropriate supporting SOPS as stated here and set forth in each section. Some department directors may choose to develop only one plan, the EOP, and make it an all-inclusive EOP/SOP. 1.2. Authorities and References 1.2.1. Federal Authorities • Federal Civil Defense Act of 1950 (PL 920) • Federal Disaster Relief Act of 1974 (PL 93-288) • Flood Control and Coastal Act (PL 84-99) (US Army Corps of Engineers) • Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (PL 100-707) • Homeland Security Act of 2002 • Homeland Security Presidential Directive (HSPD) 5, Management of Domestic Incidents • Homeland Security Presidential Directive (HSPD) 8, National Preparedness • U.S. Dept. of Homeland Security (USDHS) National Incident Management System (NIMS) • U.S. Department of Homeland Security (DHS) National Response Framework (NRP) • Presidential Directive 39 and 62 terrorism investigations delegated to U.S. Dept. of Justice/FBI • NRT-1, Hazardous Materials Emergency Planning Guide 1.2.2. State Authorities • State of California Emergency Plan • California Emergency Services Act, Chapter 7 of Division 1 of Title 2 of the Government Code • California Emergency Resources Management Plan and sub -plans • Government Code Section 8605 (Counties designated Operational Areas) • California Government Code 8607(a) creation of SEMS • California Office of Emergency Services (OES) Standardized Emergency Management System (SEMS) Guidelines • California Emergency Services Act, Gov. Code Section 8660, Good Samaritan Act Page 2 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan • California Master Mutual Aid Agreement • California Law Enforcement Mutual Aid Plan • California Fire & Rescue Operations Plan • California Oil Spill Contingency Plan • California Natural Disaster Assistance Act (Chapter 7.5 of Div 1 of Title 2 Government Code • California Hazardous Materials Incident Contingency Plan • California Health and Safety Code, Div 20, Chapter 6.5 (hazardous materials) • California Fire Service and Rescue Emergency Mutual Aid Plan • Disaster Assistance Procedure Manual (California Office of Emergency Services (OES) • California Emergency Resources Management Plan • California Office of Emergency Services (OES) Earthquake Recovery Manual for Local Governments 1.2.3. County Authorities • Orange County Operational Area (OC/OA) Emergency Operations Plan, 2007 • Orange County Fire Services Operational Area Mutual Aid Plan • American Red Cross Orange County Chapter— Disaster Operations Plan • OC/OA San Onofre Nuclear Generating Station (SONGS) Emergency Plan • OC/OA Weapons of Mass Destruction (WMD) Annex • OC/OA Aviation Accident Annex • OC/OA Metropolitan Medical Response System (MMRS) Annex • OC/OA Tsunami Annex • OC/OA Care and Shelter Annex • OC/OA Dam/Reservoir Failure Annex • OC/OA Strategic National Stockpile Annex • Orange County Fire Authority's Hazardous Materials Area Plans • Orange County Law Enforcement Mutual Aid Contract • Orange County Fire Service OA Mutual Aid Plan 1.3. City of Huntington Beach Authorities • City of Huntington Beach Municipal Code Ordinance Chapter 8.60 • Local Hazard Mitigation Plan • SEMS, the Incident Command System and Operational Area concept, adopted by Huntington Beach Resolution 6732 • Central Net Operations Authority Joint Powers Agreement • Metro Cities Fire Authority — Emergency Communications Plan (Metro Net) • Huntington Beach Municipal Code Ordinance 17.05.120 Hazardous Conditions • NIMS and its concepts and policies, adopted by Huntington Beach Resolution 2005-47 • City of Huntington Beach adoption of Orange County's Public Works Mutual Aid Plan, 1996 Page 3 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan This Page Intentionally Blank Page 4 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan 2. Community Profile 2.1. Physical Setting The City of Huntington Beach is bordered by the Pacific Ocean to the south and west, by Seal Beach on the northwest, by Newport Beach on the southwest, by Westminster and Fountain Valley on the north, and Costa Mesa on the east. Huntington Beach is located 35 miles southeast of Los Angeles (see Regional Location Map, Page 11). Huntington Beach is served by the 405 freeway which follows the northern boundary of the City. There are two major arterial highways through Huntington Beach. These are the Pacific Coast Highway (PCH) and Highway 39/Beach Boulevard. The PCH follows the coastline to the west of the City. Highway 39/Beach Boulevard is a major north/south transportation route. These two highways are especially busy in summer months when tourists come to the beach. The terrain of Huntington Beach is relatively flat. Elevations in the City range from a maximum of 100 feet above sea level to below sea level in the south end. On the southeast side of Huntington Beach, where the City meets the City of Fountain Valley, the elevation is only 5-20 feet above sea level. The south end of town is where the Santa Ana River flowed naturally prior to the construction of the Santa Ana River flood control channels. At the north-western end of the City are Huntington Harbour, Bolsa Chica Wetlands and Sunset Beach annexed in 2011. 2.2. History Huntington Beach, also known as Surf City, is a coastal City along the Pacific Ocean. It has an area of 27.7 square miles, with 10 miles of shoreline. Huntington Beach was incorporated in 1909 under its first mayor, Ed Manning. Its original developer was the Huntington Beach Company, a real-estate development firm owned by Henry Huntington, a railroad magnate after whom the City is named. The Huntington Company is still a major landowner in the City. Huntington Beach remained a sleepy seaside town until the famous oil boom. The initial growth of the City began with the 1920's oil boom. Wells sprang up overnight and in less than a month, the town grew from 1,500 to 5,000 people. Beginning in the late 1950's and continuing into the 1960's and 1970's, residents by the thousands moved into the City. Huntington Beach became the fastest growing City in the continental U.S. as housing tract after housing tract was built. In the 1970's and 1980's oil production rigs were concealed to improve the beach's image. In 1925, Duke Kahanamoku brought the sport of surfing to Huntington Beach and the Southern California shores. The City's first surf shop, Gordie's Surf Boards, opened in 1953. Six years later, the first U.S. Surfing Championships were held in Huntington Beach. The following year, the Surfing Championships were covered on television, which rocketed Huntington Beach's international fame as a surfer's paradise. In 2005, the USA Surf Team adopted Huntington Beach as its official home and the Association of Surfing Professionals -North America moved to the City. Page 5 of 125 - City of Huntington Beach Emergency Operations Plan 2.3. Community Profile 2013 Basic Plan The City of Huntington Beach has a population of approximately 190,000 residents within an area of approximately 27.7 square miles. In 2011, the City annexed the Sunset Beach community, which encompasses approximately 85 acres of land located at the north end of the City. Tables 2.3.-1 through 2.3.-3 provide an overview of the population data, racial makeup and education levels for the City of Huntington Beach and Sunset Beach Census Designated Place (CDP) based on the 2010 Census. Table 2.3.-1- Huntington Beach Population Data Population Huntington Beach Sunset Beach CDP Total Population 189,992 971 Males 94,260 530 Females 95,732 441 Median Resident Age 38.7 46.9 Median Household Income $ 80,000 $56,136 Per Capita Income $ 41,346 $41,860 Median House Value $ 709,700 $1,000,000+ Source http://tacttinder.census.gov Table 2.3.-2 - Huntington Beach Racial Makeup Race Huntington Beach Sunset Beach CDP White (non -Hispanic) 127,640 (67.2%) 813 (83.7%) Black 1,635 (0.9%) 4 (0.4%) American Indian 532 (0.3%) 6 (0.6%) Asian 20,792 (10.9%) 40 (4.1%) Pacific Islander 595 (0.3%) 2 (0.2%) Other Race 395 (0.2%) 4 (0.4%) Two or More Races 5,992 (3.2%) 23 (2.4%) Hispanic 32,411(17.1%) 79 (8.1%) .Source http://tacMnder.census.goy Page 6 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Table 2.3.-3 - Huntington Beach Education Levels Education Attainment (Age 25 and Over) Huntington Beach Sunset Beach CPD Less than 9th Grade 4,046 8 9th to 121h Grade 5,463 16 High School Graduate 24,561 124 Some College, No Degree 34,505 202 Associate Degree 13,122 128 Bachelors Degree 35,428 336 Graduate or Professional Degree 19,160 157 Source http://factfinder.census.gov In addition to this, the City has an extensive park system, which includes 58 public parks, riding stables and the largest city -owned and operated regional park in Orange County. There are approximately three miles of equestrian trails, two golf courses, 72 tennis courts, a marina and a protected wildlife preserve. Schools within the City include 35 elementary, 10 middle, 5 high schools (public and private) and Golden West Community College. 2.4. Existing Land Use This subsection contains information regarding existing land use and was taken from the City of Huntington Beach General Plan, Land Use Element. The City of Huntington Beach General Plan addresses the use and development of private land, including residential and commercial areas. This plan is one of the City's most important tools in addressing environmental challenges, including transportation and air quality, growth management, conservation of natural resources, clean water and open spaces. Table 2.5.-1 Land Use Designations identifies the land use designations and typical permitted uses allowed in the City. Through these land use designations, the City of Huntington Beach has some capability to reduce exposure to natural and man -caused hazards. For example, open space land use can be designated in areas of hazard risk to prevent damage to developed property. Understanding where residential and commercial land uses are in relation to hazard risk is a key component to implementing mitigation strategies. In this way, information from the City's General Plan will be used to guide the implementation of local mitigation actions. Table 2A-1: Land Use Designations Land Use Designation Typical Permitted Uses Residential Residential Low (RL) Single family residential units; clustered zero -lot line developments; and "granny" flats. Residential Medium (RM) Single family residential units, duplexes, townhomes, and garden apartments. Page 7 of 125 r' City of Huntington Beach Emergency Operations Plan Table 2A-1: Land Use Designations 2013 Basic Plan Land Use Designation Typical Permitted Uses Residential Medium High Townhomes, garden apartments, apartment "flats." (RMH) Residential High (RH) Townhomes, garden apartments, and apartments. Commercial Commercial Small-scale retail commercial, professional offices, eating and drinking Neighborhood (CN) establishments, household goods, food sales, drug stores, personal services, cultural facilities, institutional, health, government offices, and similar uses. Commercial General (CG) Retail commercial, professional offices, eating and drinking establishments, household goods, food sales, drugstores, building materials and supplies, personal services, recreational commercial, overnight accommodations, cultural facilities, government offices, educational, health, institutional and similar uses. Commercial Regional (CR) Anchor department stores, outlet stores, promotional ("big box") retail, retail commercial, restaurants, entertainment, professional offices, financial institutions, automobile sales facilities, and similar region - serving uses. Commercial Office (CO) Professional offices and ancillary commercial services. Commercial Visitor (CV) Hotels/motels, restaurants, recreation -related retail sales, cultural uses (e.g., museums) and similar uses oriented toward visitors to the City. Industrial Industrial (1) L Light manufacturing, research and development, warehousing, business parks and professional offices, supporting retail, financial, and restaurants. ii. Warehouse and sales outlets. Public and Institutional Public (P) Governmental administrative and related facilities, such as public utilities, schools, public parking lots, infrastructure, religious and similar uses. Mixed Use Mixed Use (M) i. Single uses containing Commercial Neighborhood (CN), or Commercial General (CG) or Residential use as listed above. ii. Mixed use areas that may include Vertically Integrated Housing (MV) or Horizontally Integrated Housing (MH) uses, townhomes, garden apartments, and mid -/high-rise apartments, Neighborhood (CN) and Commercial General (CG) uses. iii. The exact density, location, and mix of uses in this category is intended to be governed by a Specific Plan to allow greater design flexibility and to address the uniqueness of a particular area. Page 8 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Table 2.4.-1: Land Use Designations Land Use Designation Typical Permitted Uses Mixed Use -Vertically i. Single use structures containing Neighborhood (CN) and Integrated Housing (MV) Commercial General (CG) uses as listed above. ii. Mixed use structures incorporating residential units on the second floor and/or rear of commercial uses; with restrictions on the types of commercial uses to ensure compatibility with the housing. Open Space Parks (OS-P) Public parks and recreational facilities. Shoreline (OS-S) Publicly owned coastal beaches. Ancillary buildings may be permitted, such as food stands and recreation equipment rentals. Commercial Recreation Publicly or privately owned commercial recreation facilities, such as golf (OS-CR) courses. Conservation (OS-C) Properties to be retained for environmental resource conservation and management purposes. Ancillary buildings, such as maintenance equipment storage, may be permitted. Water Recreation (OS-W) Lakes and other water bodies used for recreational purposes, such as boating, swimming, and water skiing. Source: Huntington Beach General Plan, 199b 2.5. Development Trends Development Patterns Huntington Beach's 17,730 acres, or 27.7 square miles, is 98% developed with residential, commercial, industrial, institutional and public use structures and streets/highways. The remaining 2% of the land within the City boundaries is vacant. Residential is the largest single land use, with single family units representing the majority of all housing. Residential neighborhoods are structured as large super blocks throughout the City, focusing on a school and/or park. The City's commercial areas are generally located along the major streets, at major intersections, and in the downtown area. Industrial areas are generally developed into large centers in the northwest part of the City, as a linear corridor along Gothard Street, and adjacent to the coastal frontage in the southeast and southwest. Sunset Beach Annexation Sunset Beach is a small, beachfront community adjacent to and northwest of the City of Huntington Beach. It was annexed into the City of Huntington Beach in August, 2011. Sunset Beach is surrounded by Huntington Beach on the south and east, the City of Seal Beach on the north and the Pacific Ocean on the west. This community is home to an estimated 917 residents and 641 dwelling units. The approximately 85 acre community is elongated (just over one mile) and narrow, with a combination of residential, commercial and public land uses. Sunset Beach has maintained its old-time charm, with a quaint post office and a women's club. Page 9 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Aside from the beautiful white sand beach, a predominant feature of this community is a 13- acre linear park that fronts most of the homes in this community, provides free parking for beach users, contains five remodeled restrooms, and a tot lot. Due to the recent annexation of Sunset Beach, the demographics and other pertinent information regarding this area have not been aggregated with City of Huntington Beach statistics. It is anticipated that this information will be consolidated and available for the future revisions. Future Development The City of Huntington Beach is nearly built -out with little vacant land remaining for new development. Future development in the City will consist of construction on the few remaining vacant infill sites as well as redevelopment of existing projects. With the scarcity of vacant land, many older and underutilized residential properties are being demolished to make way for new development built to the maximum density permitted. Outdated shopping centers and freestanding commercial buildings will continue to be demolished and redeveloped or undergo fagade improvements and remodeling. Similarly, underutilized industrial properties will probably continue to be recycled into modern industrial business parks. The trend to convert unused school sites to residential or other development will also likely continue. Based on this trend it is anticipated that the residential and employment populations of the City will increase in conjunction with redevelopment and greater utilization of developed properties within the City. As a result, a greater population will potentially be exposed to the hazards identified within the City. Page 10 of 125 v City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Exhibit 1- Regional Location Map Giendale�+ �,; Pasa enna I01 [11 Long Beach Page 11 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan This Page Intentionally Blank Page 12 of 125 t City of Huntington Beach ` Emergency Operations Plan 3 Hazards Analysis 2013 Basic Plan A hazard analysis has indicated that the City is at risk from numerous hazards associated with natural disasters and technological incidents. Many of the hazards which exist in or adjacent to the city have the potential for causing disasters exceeding any one jurisdiction's capabilities to successfully respond making regional collaboration essential. 3.1. Hazard Identification The threats, risks and vulnerabilities are based on multiple variables that constantly change with new information, mitigation and preparedness measures and as new threats arise. As more accurate and detailed information becomes available, it may, or may not affect the risk/vulnerability scoring of a specific hazard. As a result, only a generalized description of each threat is placed in this plan. The EMHS Office is responsible for keeping apprised of this information, maintaining records, and ensuring the Emergency Response Organization is aware and includes it in preparedness and mitigation measures. During the plan review cycle, information will be updated if needed and the City Emergency Preparedness Committee will make adjustments. More detailed information on a specific hazard can be referenced in the Hazard Mitigation Plan or hazard specific Annexes. The original hazard identification was started in 2003. In 2011, the Planning Team reviewed the hazards identified in the original hazard mitigation plan and made several revisions. This section reflects those revisions and presents the Planning Team's rationale. 3.1.1. Hazard Identification County Hazard Analysis In 2003, the Orange County Emergency Management Organization (OCEMO) met to develop the jurisdictional Emergency Operations Plans (EOPs). For the first six months, Orange County cities worked together to develop the Hazard Analysis section of their respective plans. The Committee reviewed maps such as the FEMA State Hazard Map to determine hazards that impact Orange County. The group came to a consensus on all the hazards that impact the planning area. The next phase of this process included a review of the Phase 1 results by key Huntington Beach staff members, who then developed a City -specific ranking process. This list was then reviewed and updated in 2011. These hazards were prioritized in a table. Table 3.1-1 lists the ten hazards the City is considered to be most vulnerable. Page 13 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Table 3.1-1- Hazard Ranking Planning Priority Risk Chance of Occurrence Effect 1 Earthquake 7 10 2 Flood 10 7 3 Urban Fire or Explosion 8 8 4 Hazardous Materials 8 8 6 Terrorism/ WMD 7 9 7 High Wind 9 5 8 Tornado 6 7 9 Aircraft/Train Accident 4 9 10 Civil Unrest 7 5 11 Pandemic 3 10 12 Tsunami 3 9 13 Power Disruption 5 5 14 Dam Failure 2 8 Chance of Occurrence and Effect numbers indicate the likelihood and severity of the particular incident. Higher numbers signify greater chance of occurrence and greater effect. *Chance of Occurrence is based on Huntington Beach history, geography, and the potential for that incident to occur within the City. **Effect is the significance that hazard would have on the City assuming the worst case scenario. 3.2. Hazard Profiles 3.2.1. Earthquake General Description An earthquake is a ground shaking event typically associated with stress/ strain occurring within the earth's crust. Typical causes of stress/ strain come from faults, volcanic activity and/or magmatic activity. Earthquakes are most commonly associated with faults, which typically coincide at tectonic plate boundaries along the earth's surface. These boundaries are slowly moving towards, away, or past one another, which is a major contributor to stress/ strain in the earth's crust. Where plates are slide past one another, often times they get stuck due to Page 14 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan friction, causing a buildup of stress. When this stress overcomes plate friction, an earthquake occurs, releasing energy that travels in waves through the earth's crust causing sudden, rapid shaking. In the case of California, the San Andreas Fault is considered the boundary between the Pacific and North American Tectonic Plates, which are sliding past each other. Specific Situation The San Andreas Fault Zone is located approximately 70 miles east of Huntington Beach. This fault is the dominant active fault in California; it is the main element of the boundary between the Pacific and North American tectonic plates. The longest and most publicized fault in California, it extends approximately 650 miles from Cape Mendocino in northern California to east of San Bernardino in southern California, and is approximately 35 miles northeast of Orange County. This fault was the source of the 1906 San Francisco earthquake, which resulted in some 700 deaths and millions of dollars in damage. It is the southern section of this fault that is currently of greatest concern to the scientific community. Geologists can demonstrate that at least eight major earthquakes (Richter magnitude 7.0 and larger) have occurred along the Southern San Andreas Fault in the past 1200 years with an average spacing in time of 140 years, plus or minus 30 years. The last such event occurred in 1857 (the Fort Tejon earthquake). Based on that evidence and other geophysical observations, the Working Group on California Earthquake Probabilities has estimated the probability of a similar rupture (magnitude7.8) in the next 30 years (1994 through 2024) to be about 50%. The range of probable magnitudes on the San Andreas Fault Zone is reported to be 6.8 - 8.0. The Newport -Inglewood Fault is considered the second most active fault in California. It extends from the Santa Monica Mountains southeastward through the western part of Orange County to the offshore area near Newport Beach and was the source of the destructive 1933 Long Beach earthquake (magnitude 6.4), which caused 120 deaths and considerable property damage. During the past 60 years, numerous other shocks ranging from magnitude 3.0 to 5+ have been recorded. The Southern California Earthquake Center (SCEC) reports probable earthquake magnitudes for the Newport -Inglewood fault to be in the range of 6.0 to 7.4. Elsinore Fault Zone is located in the northeast part of Orange County. This fault follows a general line easterly of the Santa Ana Mountains into Mexico. The main trace of the Elsinore Fault zone is about 112 miles long. The last major earthquake on this fault occurred in 1910 (magnitude 6.0), and the interval between major ruptures is estimated to be about 250 years. SCEC reports probable earthquake magnitudes for the main trace of the Elsinore fault to be in the range of 6.5 to 7.5. At the northern end of the Elsinore Fault zone, the fault splits into two segments: the 25 mile long Whittier Fault (probable magnitudes between 6.0 and 7.2), and the 25 mile long Chino Fault (probable magnitudes between 6.0 and 7.0). San Jacinto Fault Zone is approximately 30 miles north and east of the county. The interval between ruptures on this 130 mile long fault zone has been estimated by SCEC to be between 100 and 300 years, per segment. The most recent event (1968 magnitude 6.5) occurred on the Page 15 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan southern half of the Coyote Creek segment. SCEC reports probable earthquake magnitudes for the San Jacinto fault zone to be in the range of 6.5 to 7.5. The San Joaquin Hills Thrust Fault is a recently discovered southwest -dipping blind thrust fault originating near the southern end of the Newport -Inglewood Fault close to Huntington Beach, at the western margins of the San Joaquin Hills. Rupture of the entire area of this blind thrust fault could generate an earthquake as large as magnitude 7.3. In addition, a minimum average recurrence interval of between about 1650 and 3100 years has been estimated for moderate - sized earthquakes on this fault (Grant and others, 1999). Puente Hills Thrust Fault is another recently discovered blind thrust fault that runs from northern Orange County to downtown Los Angeles. This fault is now known to be the source of the 1987 Whittier Narrows earthquake. Recent studies indicate that this fault has experienced four major earthquakes ranging in magnitude from 7.2 to 7.5 in the past 11,000 years, but that the recurrence interval for these large events is on the order of several thousand years. Palos Verdes Fault Zone is located off the coast of Huntington Beach. It starts north of Long Beach and extends south past Newport Beach where it is projected to join the Coronado Bank Fault Zone. The Palos Verdes Hills Fault is capable of a 6.0-7.0 magnitude earthquake. It has two main branches and continues southward as the Palos Verdes -Coronado Bank Fault Zone. An issue of concern is the fault has the potential to cause shaking, liquefaction, and a local tsunami that would strike without sufficient warning time to evacuate the Orange County and Long Beach coastal areas. A major earthquake along any of these faults could result in substantial casualties and damage resulting from collapsed buildings, damaged roads and bridges, fires, flooding, and other threats to life and property. Other faults traversing the Los Angeles Basin, Riverside, San Bernardino, and San Diego Counties could also affect Huntington Beach, but not as severely. There may still be unmapped earthquake faults throughout Southern California that could also affect the Huntington Beach area. Historical Relevance 1933 Long Beach Earthquake In 1933, the Long Beach 6.4 magnitude earthquake struck the Los Angeles Basin. The quake occurred on the Newport -Inglewood Fault and the epicenter was approximately 10 miles southeast of Long Beach and approximately 2 miles south of Main Street and Pacific Coast Highway. Huntington Beach was mostly undeveloped at that time so much of the damage was in the more heavily populated City of Long Beach, hence the name of the earthquake. Damage to Huntington Beach was concentrated in the downtown area, especially along Main Street where numerous unreinforced masonry buildings were damaged. Central School, which sat on the site where Dwyer Middle School resides today, sustained severe damage, requiring subsequent demolition. Page 16 of 125 �f City of Huntington Beach Emergency Operations Plan Exhibit 2 - liquefaction and Fault Map Potential Areas of Liquefaction City Boundary—� Faultlines Major Streets Isobath Address dock Ranges 2013 Basic Plan Elevation in Feet -- Below 0 ` 0to25 -�tl -- 25 to 50 Information Services Department J 50 to 75 -� f,1 75 to 100 HB GIS Above 100 April 2013 Page 17 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan This Page Intentionally Blank Page 18 of 125 City of Huntington Beach Emergency Operations Plan 3.2.2. Flooding 2013 Basic Plan General Description A flood occurs any time a body of water rises to cover what is usually dry land. Floods have many causes, including heavy rains, spring snowmelt, tsunamis, hurricanes, coastal storms, and dam or levee failure. When flooding occurs, affected areas may sustain damage to structures and personal property, as well as severe damage to the environment in the form of soil erosion and deforestation and damage to utilities and transportation systems. Specific Situation The flood menace in Huntington Beach tends to be obscured by the infrequent occurrence of very large floods. Storms that could be labeled severe have occurred in less than 10 of the past 175 years. These storms have tended to be particularly disastrous by reason of the false sense of security derived from long periods of mild semi -arid years. Orange County in cooperation with the US Army Corps of Engineers have worked to improve the flood control protection. However, the threat still exists as stated in the Orange County Operational plan: In 1938, the Santa Ana River flooded parts of Anaheim, Santa Ana, and Garden Grove, reportedly killing more than 50 people. The flood and its damage were a catalyst for construction of Prado Dam, developed as part of the U.S. Army Corps of Engineers 100- year discharge flood control protection plan. Despite the Corps extensive efforts at flood control protection, it appears that the river is inadequate to handle the Standard Project Flood or even the lesser intensity storms (100-year event). In fact, the U.S. Army Corps of Engineers is currently undertaking a project to increase the level of protection at Prado Dam, from the current 70-year level of protection to a 190-year level of protection. Further, those portions of the County that would not be inundated by the river overflow during the 100-year event could be subject to flooding from overflow of storm water drainage facilities that are presently inadequate for carrying the 100-year discharge. Weather Related Flooding In Huntington Beach, 75% of the city sits at an elevation between 25 feet above sea level to below sea level, which increases the vulnerability to flooding. The city has a vast network of flood control facilities to prevent flooding but heavy rains have the potential to exceed the capacity of the system and cause flooding throughout the city. During periods of heavy rains, water fills the storm drainage system to capacity. Nearby pump stations are unable to pump the accumulated rainwater into the substandard flood control channels which causes drainage problems. The southwest facing beach of Huntington Beach can experience surf and wave impacts from both winter and summer storms. Heavy rains combined with high tide and large surf creates an Page 19 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan increased potential for flooding. High tides may prevent flow from the Santa Ana River into the Pacific Ocean resulting in flooding in the south end of Huntington Beach. Tidal Flooding Tides are the periodic rise and fall of all ocean waters resulting from the gravitational attraction of the moon and the sun upon the surface of the earth. Because the moon is much closer to the earth than the sun, it is the principal cause of tides. During high tide events the wetland areas and Sunset Beach/Huntington Harbour areas, are susceptible to street flooding and breeching of sea walls. This hazard can be compounded during rainfall events, storm surges, or distant source tsunami surges. 3.2.3. Urban Fire/Explosion General Situation Common causes of urban fires include incendiary, electrical, short circuit or ground fault, unattended cooking, sparks from machinery, and combustibles too close to heat. A variety of fire protection challenges exist within Huntington Beach due to the high -density residential areas, large industrial complexes, high rise buildings, and petrochemical industry. These potentially problematic areas include the older residential downtown area, high density coastal and residential areas, industrial complexes, Bella Terra, several high-rise buildings, and coastal hotels. Specific Situation The combination of building materials, population density, and natural conditions can lead to disastrous results. Within Orange County there are several instances of disastrous fires such as the 1986 Thanksgiving Day fire in Huntington Beach. The 1982, Anaheim Apartment fire, left 1,500 people homeless and cost $50 million in property damage. 3.2.4. Hazardous Materials General Description According to Huntington Beach Municipal Code Section 17.58.010, hazardous materials are substances that are flammable, combustible, explosive, toxic, noxious, and/or corrosive, an oxidizer, an irritant, or radioactive. This also includes sanitary sewer overflow. A hazardous material spill or release can pose a risk to life, health, or property. In addition to the immediate risk to life safety, public health, and air quality, the potential for water source contamination and the potential environmental impacts of accidental hazardous materials releases and toxic substances, there is also concern over the long-term public health and environmental impacts that may result from the sustained use of or exposure to certain substances. An incident could result in the evacuation of a few people, a section of a facility, or an entire area. Page 20 of 12S City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Exhibit 3 - FEMA Flood Zones Map Elevation in Feet 100 year Flood Zone 500 year Flood Zone --� Below 0 Q City Boundary 0 to 25 ` 25 to 50 Information Semices Department Major Streets j 50 to 75 Isobath .... 75 to 100 IiB GIS Address Slack Ranges Above 100 April2013 Page 21 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan This Page Intentionally Blank Page 22 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan An oil spill is a release of liquid petroleum into the environment due to human activity that results in pollution of land, water, and air. Oil releases also occur naturally through oil seeps either on land or under water. Oil spills can result from the release of crude oil from offshore oil platforms, drilling rigs, wells, pipelines, storage tanks, tank trucks, and marine tank vessels (tankers). Refined petroleum products such as gasoline, diesel, and heavier fuels such as bunker fuel used by cargo ships are also sources of potential petroleum product spill releases. The northern portion of Huntington Beach, as well as the Gothard Street Corridor, contains a large percentage of the City of Huntington Beach's industries with quantities of hazardous chemicals. The extent of a hazardous material spill may vary from significant impacts causing injuries and evacuation to minor impacts requiring minimal cleanup. Depending on the origin, size, and duration of the release, an oil spill can have serious impacts on air and water quality, public health, plant and animal habitat, and biological resources. Spill clean-up and remediation activities may cost millions of dollars and impacts can last for years. The environmental impacts contribute to short- and long-term impacts on economic activities in areas affected by oil spills. Specific Situation On February 7, 1990, a tanker named American Trader spilled approximately 400,000 gallons of Alaska North Slope crude oil into the Pacific Ocean off of Huntington Beach, California. The oil spill affected 60 square miles of ocean and washed ashore approximately 14 miles of beaches, affecting sea life and recreational use of beaches. On March 17, 2004, the Krik 80 Oil Well, located near Magnolia Street and Banning Avenue, ruptured. The oil spray impacted 360 homes in the surrounding neighborhoods. The oil well, owned and operated by Gregory Miral, was abandoned by the California Department of Conservation, Division of Oil, Gas & Geothermal Resources on March 27, 2004. The cleanup was completed on July 17, 2004. 3.2.5. Terrorism/WMD General Situation Terrorism In the wake of the 1993 World Trade Center bombing in New York and the Oklahoma City bombing in 1995, terrorism has become a serious concern for emergency management, emergency responders, and the public at large. The September 11, 2001 attacks on New York City's World Trade Center and the Pentagon elevated concerns about terrorism to a level never imagined. Preparation is now necessary to respond to situations of this magnitude that go beyond the terrorist incident scenarios that we are familiar with, such as: Chemical, Biological, Radiological, Nuclear, or Explosive (CBRNE) weapons. Terrorism includes the unlawful use of force or violence against persons or property to intimidate or coerce a government, the civilian population, or any segment thereof, in Page 23 of 12S City of Huntington Beach 2013 Emergency Operations Plan Basic Plan furtherance of political or social objectives. Terrorism affects us through fear, physical injuries, economic losses, psychological trauma, and erosion of faith in government. Terrorism is not an ideology; it is a strategy used by individuals or groups to achieve their political goals. Domestic Terrorism involves groups or individuals whose terrorist activities are directed at elements of our government or population, without foreign direction. An example of a domestic terrorist incident is the Oklahoma City bombing of the Federal Building, or the Environmental Liberation Front (ELF), in which the terrorists are American citizens. International Terrorism involves groups or individuals whose terrorist activities are foreign - based and/or directed by countries or groups outside the United States, or whose activities transcend national boundaries. An example of an international terrorist incident is the September 11, 2001 attacks on the World Trade Center and Pentagon. These acts were conducted by non -American citizens, making them International Terrorists. Weapons of Mass Destruction (WMD) A WMD is defined in Section 2382a of Title 18 U.S.C., as any destructive device containing an explosive, incendiary, or poison gas, bomb, grenade, rocket having a propellant charge of more than four ounces, missile having an explosive or incendiary charge of more than one quarter ounce, mine or device similar to the above; poison gas; any weapon involving a disaster organism; or any weapon that is designed to release radiation or radioactivity at a level dangerous to human life. WMDs are generally categorized as: Chemical, Biological, Radiological, Nuclear, or Explosive (CBRNE). WMD can be used by both terrorists or as an act of war by a foreign nation. The consequences to the United States and the City of Huntington Beach would depend upon the nature of the attack or the result of an attack somewhere else on the globe. Several conditions may prevail and require different responses. A WMD attack occurring in the jurisdiction could cause severe casualties, extensive property damage, fires, flooding, and other ensuing hazards. Specific Situation In response to this tremendous challenge, Orange County Sheriff's Department Emergency Management Division (OCSDEMD) and the Orange County Terrorism Working Group have developed the Orange County WMD Annex to the County and OA Emergency Plans approved by the OA Executive Board and the County Board of Supervisors. There is a potential for a WMD incident in Orange County, and the potential is escalating. Experience with recent incidents demonstrates that there are no longer physical targets or victim groups 'off limits' to terrorists. There is no limit to the number of potential targets. A broad approach should be taken against terrorism rather than developing specific plans for each potential target. The OA response in other emergencies can be used as a backbone for preparing to coordinate, communicate, and cooperate between jurisdictions and share resources. Page 24 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan 3.2.6. High Wind General Situation Santa Ana Winds (sometimes referred to as "Santa Ana's") are warm, dry, gusty offshore winds that blow from the east or northeast and occur below the passes and canyons of the coastal ranges of Southern California, sweeping across the greater Los Angeles Basin. Based on local history, most incidents of high wind in the City of Huntington Beach are the result of the Santa Ana Wind conditions. While high impact wind incidents are not common to the area, significant wind events have been known to negatively impact the local community. The entire City of Huntington Beach is affected by Santa Ana Winds. According to the National Weather Service (NWS), winds must blow at speeds greater than 25 knots to be called Santa Ana Winds. These winds accelerate to speeds of 35 knots as they move through canyons and passes, with gusts to 50 or even 60 knots. Specific Situation While the effects of Santa Ana Winds are often overlooked, it should be noted that in 2003, two deaths in Southern California were directly related to the fierce condition. A falling tree struck one woman in San Diego. The second death occurred when a passenger in a vehicle was hit by a flying pickup truck cover launched by the Santa Ana Winds. 3.2.7. Tornado/Water Spout General Description Tornadoes are produced when there is warm, moist air near the ground, cool air aloft, and winds that speed up and change direction with height (wind shear) in the atmosphere. An obstruction, such as a house, in the path of the wind causes it to change direction. This change increases pressure on parts of the house, and the combination of increased pressures and fluctuating wind speeds creates stresses that frequently cause structural failures. In order to measure the intensity and wind strength of a tornado, Dr. T. Theodore Fujita developed the Fujita Tornado Damage Scale. This scale compares the estimated wind velocity with the corresponding amount of suspected damage and uses six classifications with increasing magnitude from an "FO" tornado to a "F5+" tornado. Tornadoes in the City of Huntington Beach have been classified as FO and F1 events. A waterspout is a tornado that occurs over water. A waterspout appears during the same atmospheric conditions as a tornado. When a waterspout reaches land, it is then termed a "tornado." Waterspouts are common occurrences off the Coast of Orange County. They are typically spotted off the coasts of Seal Beach, Huntington Beach, and Newport Beach during winter and summer storms and occasionally make landfall. Specific Situation Due to its location in Southern California, Huntington Beach is subject to tornados and waterspouts. Huntington Beach has been subject to six tornados in the past 44 years, resulting Page 25 of 125 f City of Huntington Beach 2013 Emergency Operations Plan Basic Plan in a 14% chance of occurrence in any given year. In addition, Huntington Beach has been subject to 4 waterspout events over 23 years, resulting in a 17 % chance of occurrence in any given year. 3.2.8. Aircraft/Train General Situation Aircra A major air crash that occurs in a heavily populated residential area can result in considerable loss of life and property. The impact of a disabled aircraft as it strikes the ground creates the likely potential for multiple explosions resulting in intense fires. Regardless of where the crash occurs, the resulting explosions and fires have the potential to cause injuries, fatalities, and the destruction of property at and adjacent to the impact point. The time of day when the crash occurs may have a profound effect on the number of dead and injured. Damage assessment and disaster relief efforts associated with an air crash incident will require support from other local governments, private organizations, and state and federal governments. Train A major train derailment that occurs in a heavily populated industrial area can result in considerable loss of life and property. As a train leaves its track, there is no longer any control as to the direction it will travel. Potential hazards could be overturned rail cars, direct impact into an industrial building, or entering into normal street traffic. Each of these hazards encompasses many threats, such as a hazardous materials incident, fire, severe damage to either adjacent buildings or vehicles, and loss of life of those on the train or in either adjacent buildings or vehicles and pedestrians. Specific Situation Aircra Huntington Beach lies beneath the traffic patterns of three local airfields: (1) Long Beach Airport, (2) Los Alamitos Armed Forces Reserve Center, and (3) John Wayne Airport. Traffic patterns for these airfields are such that the approach patterns to Long Beach and John Wayne typically cross over Huntington Beach, in particular over the Huntington Beach Pier at an altitude between 1,000 feet and 2,500 feet. Train Based on limited miles of train track and the slow speed of the transport trains that use Huntington Beach railways, train related disasters may not heavily affect transportation circulation within Huntington Beach. Impact to telecommunications, electrical and gas lines or food and supplies as a result of a train accident would be minimal. Of greater concern are the hazardous materials and/or flammables transported by trains throughout the County. In addition, an incident involving AMTRAK and Metrolink passenger trains, which use the Page 26 of 125 r City of Huntington Beach *: Emergency Operations Plan 2013 Basic Plan Burlington Northern Santa Fe Line, could result in a demand for a large number of fire suppression, heavy rescue, and paramedic personnel and related equipment. 3.2.9. Civil Unrest General Situation The spontaneous disruption of normal, orderly conduct and activities in urban areas, or the outbreak of rioting or violence that is of a large nature, is referred to as civil unrest. Civil unrest can be spurred by specific events, such as large sporting events or criminal trials, or can be the result of long-term disfavor with authority. Civil unrest is usually distinguished by the fact that normal on -duty police and safety forces cannot adequately deal with the situation until additional resources can be acquired. This is the time period when civil unrest can grow to large proportions. The threat to law enforcement and safety personnel can be severe and bold in nature. Securing of essential facilities and services is necessary. Looting and fires can take place as a result of perceived or actual non-intervention by authorities. During an episode of civil unrest, available resources and equipment may be allocated and reallocated based on changing conditions and priorities. Specific Situation Southern California is been prone to civil unrest, such as the Watts Riots of 1965, LA Riots of 1992 and most recently, local events in Anaheim and Huntington Beach. Huntington Beach experienced a major event on Labor Day in 1986 during the OP Pro surfing championships that lasted several hours until the police department established control of the incident. On the final day the 2013 U.S. Open of Surfing in Huntington Beach a civil disturbance broke out as crowds left the event and packed Main Street. The disturbance resulted in property damage, injuries and arrests. 3.2.10. Epidemic/Pandemic General Situation Certain communicable diseases are required to be reported to the local health department according to the State of California Code of Regulations. Epidemiology and Assessment (E&A) unit's medical director, public health nurses, and epidemiologists investigate individual cases and outbreaks of reported communicable diseases. See http://www.ochealthinfo.com/docs/­`public/``­epi/diseases.pdf for the list of reportable diseases. Bioterrorism is a significant concern throughout the County and specifically Orange County. The intentional release of smallpox or other highly communicable diseases would tax all available medical resources within the County. Such an incident could cause a significant impact to life, safety and the economy of Orange County. Page 27 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Specific Situation Currently the diseases of concern for epidemic in Orange County include: influenza, monkeypox, Severe Acute Respiratory Syndrome (SARS), and West Nile Virus (WNV). Around the world and the nation outbreaks of these diseases, except WNV, have been contained, however, the possibility of spread is a plausible threat to the County. An influenza pandemic is one of the primary public health concerns of the 215t century. It is likely to occur in "waves" of infection, each lasting approximately 8 to 12 weeks and separated by weeks of inactivity. In total, it could last from 18 months to several years. An influenza pandemic is likely to affect everyone in Orange County at some point and can greatly impact "business as usual" in any sector of society or government. A pandemic will place a great strain on existing health care resources and may exceed health care resources. Personnel, supplies, equipment, and pharmaceutical responses (e.g., vaccination and antivirals) may be in short supply and/or unavailable and non -pharmaceutical responses (e.g., strict adherence to respiratory hygiene, hand washing, self -isolation, and social distancing) will be the most effective strategies to limit transmission. This will make it difficult to pre -treat potentially exposed individuals and will limit treatment options once infection sets in. If transportation is compromised in the region or country, food and other essentials may be unavailable as well. Outbreaks are expected to occur simultaneously throughout much of the County and the State, which may limit the availability of mutual aid assistance and resources from other areas. The OA, with the leadership of the Orange County Health Care Agency (OCHCA), has developed a Pandemic Influenza Annex to this EOP that will support the OA's response to this potential threat. An additional public health threat that has epidemic/pandemic potential is the WNV. The WNV is a potentially serious illness that is most commonly spread by the bite of an infected mosquito. Experts believe the virus is established as a seasonal epidemic in North America that flares up in the summer and continues into the fall. WNV affects the central nervous system and symptoms vary: • No Symptoms in most people; approximately 80 percent of people who are infected with WNV will not show any symptoms at all. • Mild Symptoms in some people; up to 20 percent of the people who become infected will display mild symptoms including: fever, headache, body aches, nausea, vomiting, and sometimes swollen lymph glands or a skin rash on the chest, stomach, and back. Symptoms typically last a few days. • Serious symptoms in a few people; about one in 150 people infected with WNV will develop severe illness. The severe symptoms can include: high fever, headache, neck stiffness, stupor, disorientation, coma, tremors, convulsions, muscle weakness, vision loss, numbness, and paralysis. These symptoms may last several weeks and neurological effects may be permanent. OCHCA maintains statistical data on communicable diseases in the County. These statistics are based on the State mandated reportable diseases. See the HCA website for the statistics. Page 28 of 125 City of Huntington Beach Emergency Operations Plan 3.2.11. Tsunami 2013 Basic Plan General Description A tsunami is a series of traveling ocean waves of extremely long length generated primarily by earthquakes occurring below or near the ocean floor. Underwater volcanic eruptions and landslides can also generate tsunamis. Tsunami waves propagate across the deep ocean with a speed exceeding 500 miles per hour and a wave height of only one foot or less. Tsunami waves are distinguished from ordinary ocean waves by their great length between wave crests, often exceeding 60 miles or more in the deep ocean, and by the time between these crests, ranging from ten minutes to an hour. As tsunamis reach the shallow waters of the coast, the waves slow down and the water can pile up into a wall of destruction 30 feet or more in height. The effect can be amplified where a bay, harbor or lagoon is present, funneling the wave as it moves inland. Large tsunamis have been known to rise over 100 feet. Even a tsunami 10 to 20 feet high can be very destructive and cause many deaths and injuries. Tsunamis can be categorized as Pacific -wide and "local". Typically, a Pacific -wide tsunami is generated by major vertical ocean bottom movement in offshore deep trenches. Various sources associated with a Pacific -wide tsunami are illustrated on Distant Source Tsunami Scenarios. The sources depicted in this exhibit were used to prepare the Cal OES Tsunami Inundation Mapping prepared for the coastal areas of California. A "local" tsunami can be a component of the Pacific -wide tsunami in the area of the earthquake or a wave that is confined to the area of generation within a bay or harbor and caused by movement of the bay itself or landslides. The local tsunami may be the most serious threat as it strikes suddenly, sometimes before the earthquake shaking stops. Specific Situation The City of Huntington Beach, including the Sunset Beach area, is susceptible to tsunamis. According to the Cal OES Tsunami Inundation Map of the Newport Beach Quadrangle, prepared on March 15, 2009, the entire 8.5 miles of the Huntington Beach coastline could be impacted by maximum onshore run up as high as 16 feet above mean sea level. Tsunamis have been reported since ancient times. They have been documented extensively in California since 1806. Although the majority of tsunamis have occurred in Northern California, Southern California has been affected as well. In 1964, following the Alaska 8.2 Earthquake, tidal surges of approximately 4 to 5 feet hit the Huntington Harbour area causing moderate damage. 3.2.12. Power Disruption General Situation The emergency management community is concerned with both short-term power outage consequences as well as longer -term impacts. Security and safety issues at large venues and retail establishments, for example, present short-term concerns. Longer -term impacts can be Page 29 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan anticipated if disruptions continuously occur in utility, transportation, health care, communications systems and commerce. As a result of this situation, the City ERO is responsible for disaster preparedness, response, and recovery must focus on two areas: 1) promoting preparedness by individuals in both the public and private sectors, and 2) planning specifically for the impacts of rolling blackouts and power outages on City services. There are many scenarios that could generate a localized power outage ranging from weather to traffic accidents. A widespread power outage can occur in California as seen during the San Diego Gas and Electric Power Outage in September 2011. Furthermore, in 2012 strong winter winds in Los Angeles left residents without power for days. These events, while usually short term, should be taken into consideration and can have consequences if not addressed. The electrical grid within the State and surrounding areas has been constructed to minimize cascading outages; however, energy and power shortages similar to the shortage that occurred in California during the summer of 2001 are possible. One must remember there is always potential for larger event lasting days to weeks as seen recently in the eastern portion of the U.S. Energy shortages occur when demand for power approaches the capacity to produce power. To reduce the potential for a sudden surge of demand exceeding production capabilities, the State has instituted a series of alerts to warn consumers as demand begins to rise. This condition is most likely to occur in the hot summer months between late morning and early evening. Infrastructure interdependencies Even more critical and less apparent are the somewhat obscure interrelationships or interdependencies among the various "infrastructures". These include electric power, natural gas/oil, telecommunications, transportation, water/sewer systems, banking/finance, agriculture, emergency, and government services. The other type of "infrastructures" that might be affected could include lifeline support of homebound medically dependent persons, homeless shelters and their support systems, mail delivery, bus service, school systems, recreational outlets and tourism among others. Several types of interdependencies can occur: physical, cyber, logistical, and geographic. These interdependencies can lead to a "cascading effect," that translates into disruptions in areas or other infrastructures that may not even be closely related. Electric power has become a central commodity for the provision of modern lifestyles, and its loss can stop other services from being delivered. One example is the continuous power source needed to run the ventilator for a medically dependent person. Less obvious ones might be the telephone system needed to summon help, or the transportation system needed to take the person elsewhere or the water system needed to maintain sanitary conditions. The failure of any one would put the medically dependent person at risk. Page 30 of 125 0 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Specific Situation Localized Power Outage Planned power outages occur quite often as the power company, Southern California Edison (SCE) upgrades its infrastructure with more reliable equipment and technology. When upgrades or routine maintenance are scheduled, it is the responsibility SCE to notify their customers the power will be turned off. Localized, unplanned outages can occur unexpectedly at any time, for a variety of reasons, from weather events to grid overload. Stage Ill Power outages If demand exceeds supply, rotating outages will occur. These outages should be one to two hours per area (electrical service "block"). If the deficiency exists over a protracted period, the outages could move from area to area on a frequent basis until the demand drops or the supply increases. As such, local jurisdictions could see outages move between areas in the community on a continuous basis for one or more hours each, over a period of many hours. During the summer season Southern California Edison (SCE) may notify the City of Huntington Beach of identified blocks subject for Stage III power outages. These areas have the potential to be completely blacked out for one -hour periods in Stage III power outages. These areas change year to year and maps can be found on the Independent Service Operators (ISO) website at www.caiso.com or by contacting the Orange County Operational Area EOC. The Independent Service Operators (ISO) controls the flow of power throughout the State. They monitor the reserves and order companies to interrupt power to ensure the power grid remains stable and power is delivered to the most critical sites. Large Scale Widespread Power Outage Large scale power outages are highly unlikely, but contingency planning should take them into account. The first is the possibility of a large-scale "cascading" power failure on a regional and/or multi -state basis. Again, though this is highly unlikely, unchecked imbalance in the electrical grid can cause problems that take much longer to alleviate. Utilities must restart generation and transmission from a "black start" condition which takes hours. The greater the percentage of the grid that goes out, the longer it takes to resume operations. Outages could last from a few hours to a day or longer in some areas. 3.2.13. Dam failure General Description Dam failures can result from a number of natural causes such as earthquakes, erosion of the face or foundation of the dam, improper sitting of the dam, and rapidly rising floodwaters, or from manmade causes including structural/design flaws. Dam failure can result in severe flood events to lower -lying areas. A dam failure will cause loss of life, damage to property, and other ensuing hazards, as well as the displacement of persons residing in the inundation path. Damage to electric generating Page 31 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan facilities and transmission lines could also impact life support systems in communities outside the immediate hazard areas. A catastrophic dam failure, depending on the size of the dam and the population downstream, could exceed the response capability of local communities especially overtaxing the public safety personnel and resources. Damage control and disaster relief support would be required from other local government agencies, private organizations, the State of California, and possibly the Federal government. The City of Huntington Beach is subject to potential flooding from two dams, Prado and Seven Oaks. These two dams are located to the northeast of Orange County in San Bernardino County and feed directly into the Santa Ana River. These are the only two dam facilities that could fail and potentially impact the Huntington Beach area. The impact could cause loss of life, destroy thousands of properties and greatly affect residential, businesses, and tourism to the area. Specific Situation Huntington Beach lies within the Santa Ana River floodplain. The Santa Ana River begins near the Mt. San Gorgonio summit in the San Bernardino Mountains at an elevation of over 8,000 feet. The river's course drains over 90 miles through both the San Bernardino and Santa Ana ranges, with 27 miles of the river flowing through Orange County to the Pacific Ocean. The Santa Ana River drainage basin covers 2,450 square miles and is the largest basin in southern California. Page 32 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Exhibit 4 — Prado Dam Inundation and Essential Services Facilities Map McFadden Huntington seam . Prado Dam Inundation and 0 Essential Service Facilities `E City of Huntington Beach m McFadden / Ave. v Ave. stater a�.. © Talbert Ave. C e E z MIN \N P 4' VE, j 010 0, OF04 szo w, r/! _ -.. Miles High Schools Police Stations Fire Stations Marine Saftey Headquarters ® Columbia Huntington Beach Hospital & Medical Center tt'a Helicopter Pad ® School District EOC Facilities Civic Center City Yards Flood Inundation Page 33 of 125 W—nation Services Depatmmt M -M Mt, AOL City of Huntington Beach Emergency Operations Plan 2013 Basic Plan This Page Intentionally Blank Page 34 of 125 _' City of Huntington Beach 2013 qWEmergency Operations Plan Basic Plan 4, Concept of Operations 4.1. Introduction This EOP addresses the spectrum of response contingencies, ranging from relatively minor incidents to large-scale disasters such as an earthquake. Some emergencies will be preceded by a buildup or warning period, providing sufficient time to warn the public and implement mitigation measures designed to reduce loss of life, property damage, and effects on the environment. Other emergencies occur with little or no advance warning, thus requiring immediate activation of the EOP and efficient and coordinated mobilization and deployment of resources. All departments and agencies of the City must be prepared to promptly and effectively respond to any emergency and take all appropriate actions, including requesting and providing mutual aid. The goals of emergency management 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 maintain records required for cost recovery efforts. 4.2. Four Phases of Emergency Management There are four phases of every disaster: Mitigation, Preparation, Response and Recovery; it is a constant cycle. As soon as the Response Phase is completed, the Recovery Phase is initiated. Then, immediately begin mitigating the hazard that caused the emergency. Then, preparation begins for the next disaster. The four phases are described below: 4.2.1. Mitigation Mitigation refers to any activity that prevents an emergency, reduces the chance of an emergency happening, or reduces the effects of unavoidable circumstances that turn into emergencies. Mitigation refers to any sustained action taken to reduce or eliminate long-term risk to life and property from a hazard event. Mitigation, also known as prevention (when done before a disaster), encourages long-term reduction of hazard vulnerability. The goal of mitigation is to decrease the need for response as Incidentopposed to simply increasing the response Frepare��s capability. Mitigation can protect critical 7* community facilities, reduce exposure to liability, and minimize community disruption. The Emergency Mttiga:ian Management #�os��snse 4.2.2. Preparedness Cycle Preparedness is a continuous cycle of planning, organizing, training, equipping, exercising, Raccvat;r Page 35 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan evaluation and improvement activities to ensure effective coordination and the enhancement of capabilities. The preparation phase of emergency management includes ensuring that the City's disaster ordinance and Emergency Operations Plans (EOPs) are complete and current. The disaster ordinance is vital in that it outlines who is in charge, the order of succession, the process for declaring a Local Emergency and other key information. The EOP details how the City will conduct emergency operations and defines areas of responsibility. Other preparation activities include providing training for all the jurisdiction's department responders on ICS, SEMS, and NIMS and their specific role in emergency situations, and conducting exercises and drills that range from "table top" to "full scale" events. 4.2.3. Response The Response phase includes the mobilization of the necessary emergency services and first responders in the disaster. In the response phase, the most critical factor for the City is ensuring that first responders are supported so they can save lives, property and protect the environment. This is accomplished by ensuring that the Emergency Operations Center (EOC) is equipped for immediate activation. 4.2.4. Recovery Recovering from a disaster takes coordination among city, county, state and federal governments. All levels of government and non-profit organizations will work together to provide temporary housing for displaced persons. The City will work with the Federal Emergency Management Agency (FEMA) to set up Disaster Service Centers where residents can seek financial assistance. The City government also files disaster claims with FEMA and has claimed over five million dollars since 1988 from floods, storms and pier damage. Getting Huntington Beach businesses back into service is important to the recovery of the community and the City since sales tax revenue supports the City's financial recovery. Getting schools back in session is also vital to the recovery of the City. Parents cannot return to work if their children are not safely in school. Having schools in session gives everyone the feeling that things are returning to normal. It will take both public and private organizations working together to adequately respond to and recover from a disaster. 4.3. Mitigation Program Emergencies and disasters may cause injuries and death, leave people displaced, result in significant damage to our communities, businesses, public infrastructure and environment. In addition, the cost of response and recovery may be tremendous, causing economic loss. Hazard mitigation is intended to reduce or eliminate the loss of life and property. After disasters, repairs and reconstruction are often completed in such a way as to simply restore to pre -disaster conditions. Such efforts expedite a return to normalcy; however, the replication of pre -disaster conditions results in a cycle of damage, reconstruction and repeated damage. Hazard mitigation ensures that such cycles are broken and that post -disaster repairs and reconstruction result in increased resiliency. While we cannot prevent disasters from happening, their effects can be reduced or eliminated through a well -organized public Page 36 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan education and awareness effort, preparedness activities and mitigation actions. For those hazards which cannot be fully mitigated, the community must be prepared to provide efficient and effective response and recovery when needed. 4.3.1. Mitigation Plan As the cost of damage from natural disasters continues to increase, Huntington Beach understands the importance of identifying effective ways to reduce vulnerability to disasters. A Hazard Mitigation Plan (HMP) will assist Huntington Beach in reducing vulnerability to disasters by identifying resources, information and strategies for risk reduction while helping to guide and coordinate mitigation. The Plan provides a set of strategies intended to do the following: • Reduce risk from natural hazards through education and outreach programs, • Foster the development of partnerships; and • Implement preventative activities. The resources and information within the Plan have been included to: • Establish a basis for coordination and collaboration among participating agencies and public entities, • Identify and prioritize future mitigation projects; and • Assist in meeting the requirements of federal assistance programs. The Hazard Mitigation Plan works in conjunction with other plans, including the City's General Plan and Emergency Operations Plan. 4.3.2. Authority The Disaster Mitigation Act of 2000 (DMA 2000), Section 322 (a-d) requires that local governments prepare a hazard mitigation plan as a condition of receiving federal disaster mitigation funds. Under this act, the hazard mitigation plan shall describe the process for identifying hazards, assess a jurisdiction's risks and vulnerabilities, identify and prioritize mitigation actions to minimize these risks, and encourage public participation and input during the preparation of the plan. The current Huntington Beach Hazard Mitigation Plan update serves to meet these requirements. 4.3.3. Plan Adoption The City of Huntington Beach used a resolution to adopt the local hazard mitigation plan. Upon completion of Cal OES and FEMA review and approval, the Huntington Beach Hazard Mitigation Plan was adopted by the Huntington Beach City Council. 4.3.4. Mitigation Properties The mission of the Huntington Beach Hazard Mitigation Plan is to promote sound public policy designed to protect citizens, critical facilities, infrastructure, private property, and the environment from natural hazards. This can be achieved by increasing public awareness, Page 37 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan documenting the resources for risk reduction and loss -prevention, and identifying activities to guide the City toward building safer, more sustainable communities. To assist Huntington Beach staff and decision makers, the following five categorical priorities have been identified for use in evaluating this plan and implementing mitigation activities. Protect Life and Property Implement activities that assist in protecting lives by making homes, businesses, infrastructure, critical facilities and other property more resistant to losses from natural and man -caused hazards. Reduce losses and repetitive damages from natural and man -caused hazard events while promoting insurance coverage for catastrophic hazards. Improve hazard assessment information in order to make recommendations for discouraging new development in high hazard areas and encouraging preventative measures for existing development in areas vulnerable to natural and man -caused hazards. Public Awareness Develop and implement education and outreach programs to increase public awareness of the risks associated with natural and man -caused hazards. Provide information on tools, partnership opportunities, and funding resources to assist in implementing mitigation activities. Natural Systems Balance natural resource management and land use planning with natural hazard mitigation to protect life, property and the environment. Preserve, rehabilitate and enhance natural systems to serve natural hazard mitigation functions. Partnerships and Implementation Strengthen communication and coordinate participation among and within public agencies, citizens, nonprofit organizations, business and industry to gain a vested interest in implementation. Encourage leadership within public and private sector organizations to prioritize and implement local and regional hazard mitigation activities. Enhance Emergency Management and Homeland Security Policy Establish policy to ensure implementation of mitigation projects that reduce the vulnerability of critical facilities, utilities, and infrastructure. Strengthen emergency operations by increasing collaboration and coordination among public agencies, nonprofit organizations, business and industry. Coordinate and integrate natural and man -caused hazard mitigation activities, where appropriate, with emergency operations plans and procedures. Mitigation Goals and Objectives While maintaining consideration for the five priorities described above, the Hazard Mitigation Planning Team (Planning Team or the Team) reviewed the previous plan's goals and objectives during the current planning process. The Hazard Mitigation Planning Team also reviewed the goals from the most current Orange County Hazard Mitigation Plan. Based on these reviews and the updated hazard risk assessment, the Hazard Mitigation Planning Team agreed on the Page 38 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan following revised goals and objectives. Several of the previous goals and objectives were found to be more appropriate as potential mitigation activities. These were highlighted and considered separately for inclusion in the list of identified mitigation actions. The Hazard Mitigation Planning Team consolidated the hazard specific goals and objectives into goals and objectives that apply to the City regardless of the specific hazard (Refer to Table 4.3-1). 4.3.5. Hazard Mitigation Planning Process Previous Planning Process The 2004 Huntington Beach/Fountain Valley Hazard Mitigation Planning Team was the result of a collaborative effort between the City of Huntington Beach, City of Fountain Valley, Huntington Beach City School District, Huntington Beach High School District, Ocean View School District, and Fountain Valley School District. These agencies collectively developed the mission, goals, and action items for the mitigation plan. The hazard mitigation planning process for the 2004 Hazard Mitigation Plan included nine monthly meetings and three special meetings. The process included listing assets, reviewing policies and ordinances which guide development in hazard areas, researching hazards and their impacts, and determining strategies to mitigate these hazards. Planning Process for Huntington Beach Hazard Mitigation Plan 2011 Update In 2011, the City of Huntington Beach initiated an update to their hazard mitigation plan as a single jurisdiction plan. A Hazard Mitigation Planning Team met for three milestone collaboration sessions and held one conference call. The Hazard Mitigation Planning Team developed the mission, goals, and strategies for this mitigation plan. This team consisted of representatives from the main City Departments, including: • City Manager's Office • Fire Department • Emergency Management & Homeland Security Office • Planning Department • Public Works Department • Information Services Department 4.3.6. Plan Use Each section of the mitigation plan provides information and resources to assist people in understanding the hazard -related issues facing residents, businesses, and the environment. The structure of the plan enables people to use a section of interest to them and allows the City of Huntington Beach to review and update sections when new data is available. The ability to update individual sections of the mitigation plan places less of a financial burden on the City. Decision makers can allocate funding and staff resources to selected pieces in need of review, thereby avoiding a full update, which can be costly and time consuming. The ease of incorporating new data into the plan will result in a hazard mitigation plan that remains current and relevant to Huntington Beach. Page 39 of 125 AM City of Huntington Beach W_ -1 Emergency Operations Plan Table 4.3-1 - Mitigation Goals and Objectives 2013 Basic Plan Goal 1: Protect life and property from future natural and man -caused hazards. Objective LA: Implement activities that assist in protecting lives by making homes, businesses, infrastructure, critical facilities, and other property more resistant to natural and man - caused hazards. Objective 1.6: Reduce losses and repetitive damage for chronic hazard events, while promoting insurance coverage for catastrophic hazards. Objective 1.C: Improve hazard assessment information to make recommendations for discouraging new development and encouraging preventative measures for existing development in areas vulnerable to natural hazards. Objective 1.D: Reduce loss of life by creating successful warning systems for effective notification of events during a disaster. Goal 2: Raise public awareness of events and increase participation in preparedness and mitigation activities Objective 2.A: Develop and implement education and outreach programs to increase public awareness of the risks associated with natural and man -caused hazards. Objective 2.13: Provide information on tools, partnership opportunities, and funding resources to assist in implementing mitigation activities. Goal 3: Protect Natural Systems Objective 3.A: Balance watershed planning, natural resource management, and land use planning with hazard mitigation to encourage a sustainable environment which reduces risk to life and property. Objective 3.B: Preserve, rehabilitate, and enhance natural systems to serve natural hazard mitigation functions. Goal 4: Develop partnerships within communities and develop implementation strategies Objective 4.A: Strengthen communication and coordinate participation among and within public agencies, residents, non-profit organizations, business, and industry to gain a vested interest in implementation. Objective 4.13: Encourage leadership within public and private sector organizations to prioritize and implement local, county, and regional hazard mitigation activities. Goal 5: Enhance emergency management and homeland security policy Objective 5.A: Establish policy to ensure mitigation projects for critical facilities, services, and infrastructure. Objective 5.13: Strengthen emergency operations by increasing collaboration and coordination among public agencies, non-profit organizations, business, and industry. Objective 5.C: Coordinate and integrate natural hazard mitigation activities, where appropriate, with emergency operations plans and procedures. Page 40 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan 4.4. Preparedness Program 4.4.1. Community Education Citizen Corps Council The Citizen Corps Council is a Department of Homeland Security recommended group that collaborates with government and non -government agencies and volunteer organizations, the private sector, and faith based and other entities involved in public safety activities, and work toward achieving common emergency management goals. The council is represented on the LEPC and will work with members of the community to meet Citizen Corps goals and objectives. A segment of the LEPC and quarterly meeting of the EMHS Council will be devoted to issues and discussion relating to Citizen Corps Programs. Community Emergency Response Team (CERT) Huntington Beach has made disaster preparedness public education a priority since 1985 when the City hired an Assistant Coordinator to start a community outreach program. This culminated in the Community Emergency Response Team (CERT) Program which was started in 1991. CERT plays a crucial role in the City's preparedness training efforts. CERT training is offered at least once a year by the Emergency Management and Homeland Security (EMHS) office. Since 1991, over 10,000 residents have been trained through the EMHS Office and the CERT program to prepare and respond to their family, neighborhood, school, business and/or City in a disaster. 4.4.2. Planning Emergency Management and Homeland Security Council It is the duty of the Emergency Management and Homeland Security Council to oversee the preparedness activities of city departments, ensuring unity of purpose. This includes preparation and approval of plans, training of employees for emergency and disaster -related functions, and related emergency preparedness activities. Local Emergency Planning Committee In September 2006, the City formed the Emergency Preparedness Committee. In 2014 the committee was officially created as a part of the Municipal Code 8.60 and renamed the Local Emergency Planning Committee (LEPC). Prior to that, the EOC had department representatives that met individually with the EOC, not as a group. The LEPC is a standing and working Emergency Management and Homeland Security Council subcommittee. The committee's membership includes the Emergency Services Coordinator, who shall be chair, and a senior manager from each City department. The LEPC will provide operational direction for implementation of the programs and policies established by the Emergency Management and Homeland Security Council, assist in the preparation of emergency plans, coordinate department emergency training/exercises and speak on behalf of the department. The Page 41 of 125 AML City of Huntington Beach 2013 Emergency Operations Plan Basic Plan committee will meet monthly, at the direction of the council, or upon call of the committee chair. Orange County Emergency Management Organization In 1985, the Board of Supervisors formed the Orange County Cities Emergency Management Organization (OCCEMO). The group operated until 1996 when SEMS legislation passed. One of the five SEMS basic components is Operational Areas (OA). An OA consists of a county government and all political subdivisions located within county areas. In Orange County, the governing bodies of the County and the political subdivisions within the County organized and became OCEMO. The County of Orange is the lead and the other OCEMO participants include 114 public agencies which are: the County, 34 Cities, 9 Sanitation Districts, 6 Sanitary Districts, 33 Education/School Districts, 19 Waste and Irrigation Districts, 5 Community Service Districts, the Orange County Transit Authority (OCTA), the Vector Control District, the Cemetery District, 2 Parks Districts, 2 Library Districts and the Storm District. Most of these agencies signed the Operational Area Agreement. OCEMO is a standing subcommittee (the working group) to the OA Executive Board. They are required to establish OA policies, procedures, training, exercises and plans. They review Emergency Management legislation and grant opportunities. OCEMO identifies and examines programs of concern to the subdivisions and the county and coordinates the development of appropriate plans and programs leading toward an integrated OA approach to preparedness for emergencies. This includes cost efficient and effective programs, coordinated public education and sharing of specialized programs, plans and tools. OCEMO coordinates the emergency management needs of the jurisdictions within Orange County. 4.4.3. Training and Exercise Huntington Beach has a basic philosophy on training and exercises that lies at the foundation of preparedness. Below are some of the policies that the City has institutionalized to ensure its readiness: • Exercises are conducted frequently and in accordance with procedures that ensure people remember what to do and how to perform tasks. Training is provided to a minimum of three individuals per EOC position. • The City takes advantage of all activations, including small events, to practice response procedures, train staff and identify issues and problems so that they can be addressed prior to a large activation. • Amateur radio operators and volunteers are engaged during trainings, exercises and real world incidents as much as possible. Training All local government staff who may participate in emergencies in the Emergency Operations Center, in Department Operations Centers (DOCs) or at the field level must receive appropriate SEMS, NIMS and other specialized training as required by SEMS regulations, NIMS policy or their job function, respectively. Individual departments are responsible for coordinating and Page 42 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan executing training or sending employees to attend appropriate training programs. With regard to SEMS and NIMS, a pre -designated list of approved courses has been identified below. SEMS/NIMS training are ongoing to ensure all emergency response personnel are trained in SEMS/NIMS and the EOP. Training is scheduled as needed and to accommodate personnel changes. Specialized training courses (e.g., fire suppression, tactical operations, etc.) for first responders or other City employees are the responsibility of individual departments to identify, develop and/or execute/attend. As required by the City of Huntington Beach, each department shall coordinate the following NIMS training at relevant levels for emergency personnel: Entry Level • FEMA IS-700: NIMS, An Introduction • ICS-100: Introduction to ICS or equivalent • ICS-200: Basic ICS; or its equivalent First Line Single Resource, Field Supervisors • IS-700 • ICS-100 • ICS-200 Middle Management• Strike Team Leaders Division Supervisors, EOC Staff, etc. • IS-700 • IS-800: National Response Plan • ICS-100 • ICS-200 • ICS-300: Intermediate ICS Command and General Staff Area Emergency and EOC Management • IS-700 • IS-800 • ICS-100 • ICS-200 • ICS-300 • ICS-400: Advanced ICS As required by the City of Huntington Beach, each department shall coordinate the following SEMS training at relevant levels for emergency personnel (some of the SEMS and NIMS training requirements overlap): Page 43 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Course Name Target Audience SEMS Introductory For all personnel that may become involved in multi -agency or Course multi -jurisdictional response at any level. ICS Orientation A general orientation to ICS for personnel working in support roles IS-100 and for off incident personnel who require a minimum of ICS orientation. ICS Basic Personnel who respond to an incident to assist or support the IS-200 organization but do not normally supervise others. ICS Intermediate Personnel who supervise an ICS branch, division, group or unit, or IS-300 are members of the Command Staff. ICS Advanced Personnel who will supervise sections; Command Staff; Incident or IS-400 Area Commanders; also, those who may assume key agency management roles over incidents. SEMS Emergency Support, supervisory, management and executive personnel in Operations Center department level or agency EOCs or DOCs who would perform an Course EOC function at any SEMS level. SEMS Executive Course Executives, administrators and policy makers within agencies that are required. The EMHS Office is responsible for documenting SEMS/NIMS training in the City. A record of SEMS/NIMS training is maintained for each person who is a part of the ERO. Records of each class and attendance are kept electronically in the EOC. In addition, public safety departments maintain individual records of training for as long as employed by the City. Exercises Exercises are conducted to maintain the readiness of operational procedures. Exercises provide personnel with an opportunity to become thoroughly familiar with relevant procedures, facilities and systems which will actually be used in emergency situations. Citywide, multi - agency, or regional exercises are conducted annually to ensure departments are able to efficiently perform emergency functions and work together with external organizations. These larger scale exercises are coordinated by numerous groups, including the EMHS Office, Fire Department, Police Department, the OCSD Emergency Management Division, the Urban Area Working Group and others. Individual departments may conduct exercises more frequently as they deem necessary. As a part of the Anaheim/Santa Ana Urban Area, the City of Huntington Beach is a signatory to the Combined Areas Homeland Security Exercise and Evaluation Program (HSEEP) Three -Year Exercise Plan. The Exercise Plan, which presents a common approach for cross -jurisdictional exercises in the Orange County Operational Area, provides a framework for developing desired exercises and exercise execution work plans, and provides timelines that tentatively schedule Page 44 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan exercises for a three year period, based on needs and capabilities. The various types of exercises described above are defined in more detail below: Seminars/Orientations Seminars are commonly employed to orient participants to, or provide an overview of: authorities, strategies, plans, policies, procedures, protocols, response resources or concepts and ideas. Seminars provide a good starting point for jurisdictions that are developing or making major changes to their plans and procedures. They offer the following attributes: • Low -stress environment employing a number of instruction techniques, such as lecture, multimedia presentations, panel discussions, case study discussions, expert testimony, and decision support tools • Informal discussions led by a seminar leader • Discussions not constrained by real-time portrayal of events • Settings that are effective with both small and large groups Workshops Workshops usually focus on development of a product by the attendees. Organization of attendees into functional groupings aided by facilitators and the use of breakout sessions are common. Final results are often presented and approved in a plenum session. In conjunction with exercise development, workshops are most useful in achieving specific aspects of exercise design, such as the following: • Determining program or exercise objectives • Developing exercise scenario and key events listings • Determining evaluation elements and standards of performance Tabletop Exercises (TTXs) TTXs involve senior staff, elected or appointed officials or other key staff in an informal setting to discuss simulated situations. This type of exercise is intended to stimulate discussion of various issues regarding a hypothetical situation. It can be used to assess plans, policies and procedures or to assess types of systems needed to guide the prevention, response to and recovery from the defined event — or to solve a specific problem. TTXs are typically aimed at facilitating the understanding of concepts, identifying strengths and shortfalls and/or achieving a change in attitude. The effectiveness of TTXs is derived from the energetic involvement of participants and their assessment of recommended revisions to current policies, procedures and plans. Attributes of a TTX may include the following: • Practicing group problem solving • Familiarizing senior officials with Emergency Response • A specific case study • Examining personnel contingencies • Testing group message interpretation Page 45 of 125 JiMhL City of Huntington Beach 2013 Emergency Operations Plan Basic Plan • Participating in information sharing • Assessing inter -agency coordination • Achieving limited or specific objectives Drills A drill is a coordinated, supervised activity usually employed to test a single specific operation or function in a single agency. Drills are commonly used to provide training on new equipment, develop or test new policies or procedures, or practice and maintain current skills. Typical attributes include: • A narrow focus, measured against established standards • Instant feedback • Realistic environment • Performance in isolation Functional Exercises (FXs) The FX is designed to test and evaluate individual capabilities, multiple functions or activities within a function or interdependent groups of functions. It is generally focused on exercising the plans, policies, procedures and staffs of the direction and control nodes of incident command and unified command. Generally, events are projected through an exercise scenario with event updates that drive activity at the management level. The movement of personnel and equipment is simulated. The objective of the FX is to execute specific plans and procedures and apply established policies, plans and procedures under crisis conditions within or by a particular function team(s). The FX simulates the reality of operations in a functional area by presenting complex and realistic problems requiring rapid and effective responses by trained personnel in a highly stressful environment. Attributes of an FX include: • Evaluating functions • Evaluating the EOC and staff • Reinforcing established policies and procedures • Measuring the adequacy of resources • Examining inter -jurisdictional relationships Full -Scale Exercises (FSXs) In an FSX, response elements are required to mobilize and deploy to a designated site or locale in response to a simulated incident, generally for an extended period. Actual mobilization and movement of personnel and resources are required to demonstrate coordination and response capability. EOCs and field command posts are activated. The FSX is the largest, most costly and most complex exercise type and may involve participation at the state, local, regional and federal level. Although pre -scripted events may be used, the exercise is primarily driven by player actions and decisions. The FSX is used to evaluate the operational capabilities of systems, functional interfaces and interaction during an extended period. It involves testing a Page 46 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan major portion of operations plans and organizations under field conditions. Attributes of an FSX may include the following: • Assessing organizational and individual performance • Demonstrating inter -agency cooperation • Allocating resources and personnel • Assessing equipment capabilities • Activating personnel and equipment locations • Assessing inter -jurisdictional cooperation • Exercising public information systems • Testing communication systems and procedures • Analyzing memoranda of understanding (MOUs), standard operating procedures (SOPS), plans, policies and procedures 4.5. Response - Direction, Control and Coordination The key element to an effective emergency response is the structure and system used to organize the response. In the State of California, there are three specific systems that, by law, must be followed. Each of these systems is built on the same basic structure and includes; the Incident Command System (ICS), the Standardized Emergency Management System (SEMS), and the National Incident Management Systems (NIMS). These systems are very similar, and include common principles such as, emergency response agencies to utilize common terminology, span of control, organizational flexibility, personnel accountability, comprehensive resource management, unified command and incident action plans. The SEMS and NIMS are based on the Incident Command System (ICS), which was adapted from the system originally developed by the Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE) program. The City of Huntington Beach complies with SEMS and NIMS in order to be eligible for state and federal funding, and to ensure the ability to coordinate among responding agencies in Huntington Beach and from mutual aid providers. Huntington Beach will: • Use SEMS/NIMS when an emergency is declared or proclaimed or the EOC is activated • Establish coordination and communications with the field Incident Commander(s), either through Department Operating Centers (DOCs) to the EOC, or directly to the EOC, when activated • Use existing mutual aid systems for coordinating fire and rescue, law enforcement, public works and medical/health resources • Use multi -agency or inter -agency coordination to facilitate decisions for overall local government emergency response activities The SEMS, NIMS and ICS will be used in all Huntington Beach emergency operations. The SEMS is the system required by California Government Code Section 8607(a) for managing response to multi -agency and multi -jurisdiction emergencies in California. SEMS has been adopted by Page 47 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan the City to manage response to multi -agency and multi -jurisdiction emergencies and to facilitate communications and coordination between all levels of the system and among all responding agencies. Chapter 1 of Division 2 of Title 19 of the California Code of Regulations establishes the standard response structure and basic protocols to be used in emergency response and recovery. Similarly, NIMS provides a consistent nationwide template to enable all government, private sector and non -governmental organizations to work together during domestic incidents. The intent of NIMS is to be applicable to all domestic incidents and improve coordination and cooperation between public and private entities during such incidents. The six key components of NIMS are: command and management, preparedness, resource management, communications and information, supporting technologies, and ongoing management and maintenance. 4.5.1. National Incident Management System (NIMS) After the terrorist attacks of September 11, 2001, many of the issues that were identified in the 1970s were again identified as issues on a broader scale. As a result, the need for a national emergency management and response plan was identified. On February 28, 2003, President George W. Bush issued Homeland Security Presidential Directive-5 (HSPD-5). In HSPD-5, President Bush called on the Secretary of Homeland Security to develop and administer a National Incident Management System to provide a consistent nationwide approach for federal, state, tribal and local governments to work together to prepare for, prevent, respond to and recover from domestic incidents, regardless of cause, size or complexity. Similar to the SEMS regulation for California, HSPD-5 requires federal, state and local organizations to adopt NIMS and provide training to all employees. As an additional requirement of the law, agencies must adopt NIMS in order to be eligible for certain federal preparedness assistance grants, contracts and other activities. The President has assigned National emergency preparedness and operating responsibilities to certain federal agencies. Overall responsibility is assigned to the Federal Emergency Management Agency (FEMA). Other federal agency assignments are based on their regular functions and capabilities and are detailed in the National Response Plan (NRP)/National Response Framework (NRF). Federal emergency management includes the administration of natural disaster relief programs for incidents requiring federal assistance. Initial requests for federal assistance will be made to and coordinated with the FEMA Region IX, Regional Response Coordination Center (RRCC) by the Cal OES Operations Center (SOC), unless other more specific procedures are agreed upon and contained in mutually approved contingency plans. Other federal interactions with the Operational Areas and OA Members may include the: • Environmental Protection Agency during hazardous materials incidents • U.S. Coast Guard on oil spills • FBI in law enforcement operations Page 48 of 125 City of Huntington Beach Emergency Operations Plan • U.S. Forest Service during wildfires • Health and Human Services in public health emergencies 2013 Basic Plan 4.5.2. Standardized Emergency Management System (SEMS) In 1991, the Oakland - East Bay Hills Fire revealed gaps in coordination during disaster response. As a result, a bill was introduced by Senator Nicholas Petris from the Oakland area and Government Code Section 8607 became law. The intent of this law was to improve the coordination of state and local agencies during a disaster or emergency response in California by making many of the same precepts of ICS applicable at ALL levels of emergency management, from the field all the way to the state. The statute directed the Governor's Office of Emergency Services (Cal OES), in coordination with other state agencies and local agencies, to establish the Standardized Emergency Management System (SEMS). With the creation of SEMS also came the requirement that in California, all state, county, city and special district agencies use SEMS during an emergency or disaster and that all state, county, city and special district agency employees take a basic course in SEMS. SEMS is structured as follows: State Level The state level manages state resources in response to the emergency needs of the other levels and coordinates mutual aid among the mutual aid regions and between the regional level and state level. The state level also serves as the coordination and communication link between the state and the federal disaster response system. Regional Level Due to its size, the state has been divided into six mutual aid regions. The purpose of a mutual aid region is to provide more effective application and coordination of mutual aid and other emergency related activities. The Cal OES has also established three Administrative Regions (Coastal, Inland, and Southern). These Administrative Regions are the means by which the State maintains day-to-day contact with emergency services Federal Level organizations at local, county and private sector organizations. FEMA The regional level manages and coordinates information and resources among operational areas within the mutual aid region and also between the State Level Cal EMA operational areas and the state level. The regional level also coordinates overall state agency support for emergency response activities within the region. County or Operational Area Operational Area Level Section 8605 of the California Emergency Services Act designates each county Local area as an Operational Area (OA). California is comprised of 58 OAS — one for Government each geographic county. The OA is the intermediate level of the state's emergency services organization and is made up of the county government, Field local (city) governments and special districts which are located within the Responders Page 49 of 125 IAM City of Huntington Beach 2013 Emergency Operations Plan Basic Plan county area. During a State of Emergency, a State of War Emergency or a Local Emergency, OAs are used to coordinate resources, priorities, and information and serve as a coordination/communication link to the State Mutual Aid System. As of December 1, 1996, per SB 1841, the utilization of the OA during emergencies is mandatory for local governments who wish to receive financial reimbursement for personnel -related response costs. There are 114 signatories to the Orange County OA Agreement. The OA responsibilities are: • Coordinating information, resources and priorities among local governments within the operational area • Coordinating information, resources and priorities between the regional level (Cal OES responsibility) and the local government level • Using multi -agency or inter -agency coordination to facilitate decisions for overall OA level emergency response activities SEMS regulations specify that the county board of supervisors is responsible for the establishment of an OA. The Orange County Sheriff -Coroner Department is the lead agency for the Orange County OA. All local governments should cooperate in organizing an effective operational area, but the operational area's authority and responsibility are not affected by the nonparticipation of any local government. Activation of the OA during a State of Emergency or a Local Emergency is required by SEMS regulations under the following conditions: • A local government within the operational area has activated its EOC and requested activation of the operational area EOC to support their emergency operations. • Two or more cities within the operational area have proclaimed a local emergency. • The county and one or more cities have proclaimed a local emergency. • A city, city and county, or county has requested a governor's proclamation of a State of Emergency, as defined in the Government Code Section 8558(b). • A State of Emergency is proclaimed by the governor for the county or two or more cities within the operational area. • The operational area is requesting resources from outside its boundaries. This does not include resources used in normal, day-to-day operations that are obtained through existing mutual aid agreements. • The operational area has received resource requests from outside its boundaries. This does not include resources used in normal, day-to-day operations that are obtained through existing mutual aid agreements. If the Orange County OA is activated, a Director of Emergency Management (DEM) or Operational Area Coordinator will be appointed depending on the type of hazard and will have the overall responsibility for coordinating resources on behalf of OA Members and supporting emergency operations within the county. The Orange County EOC located at Loma Ridge fulfills the role of the OA EOC. Page 50 of 12S City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Local Government Level Local governments include cities, counties, and special districts. Local governments manage and coordinate the overall emergency response and recovery activities within their jurisdiction and among their field responders. Local governments are required to use SEMS when their EOC is activated or a local emergency is proclaimed in order to be eligible for state funding of response -related personnel costs. In SEMS, the local government emergency management organization and its relationship to the field response level may vary depending upon factors related to geographical size, population, function, and complexity. Local jurisdictions are also responsible for the overall direction of personnel and equipment provided for emergency operations through mutual aid (Government Code Section 8618). Local governmental levels shall provide the following functions: management, operations, planning/intelligence, logistics, and finance. 4.5.3. Incident Command System The City will adhere to all NIMS and SEMS principles. All personnel assigned to the EOC Management Section should read the Basic Plan and Municipal Code Ordinance 8.60. The NIMS and SEMS require that the Incident Command System (ICS) and its concepts be utilized during all emergencies. The key concepts of ICS are as follows. Organization Flexibility — Modular Organization The five essential SEMS/NIMS functions are established as "sections" within the Huntington Beach EOC: (1) Command/Management, (2) Operations, (3) Planning, (4) Logistics and (5) Finance. All other functions will be organized as branches, groups, or units within sections. The activated functions and their relationship to one another will depend upon the size and nature of the incident. Only those functional elements that are required to meet current objectives will be activated. Those functions that are needed but not staffed will be the responsibility of the next higher element in the organization. Management of Personnel — Unity of Command and Span of Control Each activated function will have only one person in charge of it (unity of command), but a supervisor may be in charge of more than one functional element. Every individual will have only one supervisor to eliminate any potential for conflicts or confusion among supervisors. Each supervisor will be responsible for no more than seven persons/functions, with the ideal span of control being three to five. Unified Command/Area Command Concepts Unified Command (UC) is an ICS application used when more than one agency has incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the UC, often the senior person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and strategies and a single Incident Action Plan (IAP). This is accomplished without losing or abdicating agency authority, autonomy, responsibility or accountability. This occurs most frequently at the field level, in large-scale events, that involve more than one jurisdiction. Page 51 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan An Area Command is an organization established (1) to oversee the management of multiple incidents that are each being handled by an ICS organization, or (2) to oversee the management of large or multiple incidents to which several Incident Management Teams have been assigned. The Area Command has the responsibility to set overall strategy and priorities, allocate critical resources according to priorities, ensure that incidents are properly managed, and ensure that objectives are met and strategies followed. Area Command becomes Unified Area Command when the multiple incidents under the control of the Area Command are multi - jurisdictional. Area Commands are typically established at EOCs or some location other than an incident command post. In certain types of disasters, Huntington Beach EOC will utilize a Unified Command structure. Each hazard has a pre -assigned EOC Executive Officer (EOC XO) or Unified Command designation depending on the types of disciplines involved in the response. Huntington Beach may also be integrated into a UC or Area Command established by other jurisdictions during an incident. Multi -Agency and Organizational Level Coordination An integral part of SEMS/NIMS is the use of multi/inter-agency coordination. Within the context of SEMS/NIMS, this involves prioritizing and assigning resources, handling competing demands and maximizing resources amongst numerous response organizations, disciplines and levels. The Key ICS Organizational Structure Management Section Operations Planning Logistics Finance Section I I Section Section I I Section Management Section The Management Section is responsible for overall emergency management policy and coordination through the joint efforts of governmental agencies and private organizations. Operations Section The Operations Section is responsible for coordinating all jurisdictional operations in support of the emergency response through implementation of the Incident Action Plan. Planning Section The Planning Section is responsible for collecting, evaluating and disseminating information; developing the IAP in coordination with other sections; initiating and preparing the county's After -Action Report and maintaining documentation. Page 52 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Logistics Section The Logistics Section is responsible for the coordinating and providing of equipment, supplies and materials, communications, facilities, services, and personnel to the response. Finance Section The Finance Section is responsible for financial activities, such as personnel and equipment cost, accounting and documentation, and other administrative aspects. 4.6. Emergency Response Organization City of Huntington Beach Emergency Response Organization is formed per City Municipal Code Ordinance chapter 8.60. This Municipal Code Ordinance describes the powers and duties, the Emergency Management and Homeland Security (EMHS) Council, the role of the Director of Emergency Management (DEM), the Emergency Operations Plan (this plan) and the City's Emergency Response Organization (ERO). The City will manage emergencies operating under the following: • The Standardized Emergency Management System (SEMS) and the Operational Area concept - adopted in November 1995 (City Resolution 6732) • The National incident Management System (NlMS) - adopted on August 1, 2005 (Resolution 2005-47) • The Operational Area Plan —Adopted January 10, 2010 (Resolution 2010-01) • Huntington Beach Municipal Code Ordinance 8.60 (revised and updated 2014) Emergency Response Organization Emergency Operation Center (EOC) Operations Logistics Section Section Fire & Rescue Law Branch I I Branch Fire & Rescue Marine Safety LAW Enforcement FDOC I I MSDOC I I LDOC Metro -Net Communications Truck Companies MS Officers Traffic/Patrol Engine Companies Lifeguards Aero Page 53 of 125 Finance Planning Section Section Damages Ass Public Works Unit Branch Public Works PW DOC Water Operations Fleet/Maint. Engineering/Const City of Huntington Beach 2013 Emergency Operations Plan Basic Plan 4.7. Emergency Response Organization Top -Down Bottom -Up Activations Activation Activation Emergencies can occur in several ways. An emergency warning such as a dam failure or EOC tsunami warning may result in the EOC being Warning Activates activated followed by the DOCs and the mobilizing of field resources. This is top -down activation. However, the more common type EOC DOCs of emergency occurs when the field responders Activates Activate are the first on the scene, such as a fire or hazardous materials spill. The field personnel activate the DOCs and then the EOC, if needed. DOCs Field Resources This is bottom -up activation. The City must be l Activate l Mobilized prepared for both types of occurrences. Every day, the City experiences emergencies Field Resources and police, fire, public works, and marine safety 9-1-1 Call officers respond. These operational Mobilized departments respond to emergencies together on a regular basis. When an emergency incident requires the response of more than one department (including outside organizations) over an extended period of time, it is recommended that the ICS be established to manage the emergency and the DOCs and EOC be activated, as needed. This alleviates many problems, including: determining who is in charge, establishing coordination between responding agencies, coordinating communications, eliminating duplicate resource ordering, and providing for a more effective response to the emergency. The key to successfully managing a major emergency is to activate all needed levels of the organization early on. Don't get behind the curve. Anticipate the potential impact to residents and visitors, infrastructure, public and private property, and the environment. The mission of this plan is to ensure that the City has a comprehensive and standardized system and an Emergency Response Organization trained in the system and prepared to manage and respond to an emergency. The organization must effectively and efficiently deploy resources to preserve life, property, and the environment; minimize chaos; and be able to manage the short - and long-term social, political and economic issues. The following levels of the Emergency Response Organization can be activated, as needed, to manage an emergency: • Field Level and Field Command Posts • Department Operations Centers (DOC) • City EOC • Orange County Operational Area EOC (OC/OA EOC) Page 54 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan • California Emergency Management Agency (California Office of Emergency Services (OES) Region 1 EOC (REOC) • State of California EOC (SOC) • Federal Emergency Management Agency (FEMA) 4.8. Emergency Operations Center (EOC) The Emergency Operations Center serves as the centralized point to manage overall City response to major disasters. The EOC is a dedicated stand-alone facility, located in the Civic Center, with resources necessary to facilitate an effective emergency response. EOC staff coordinates interdepartmental activity, implements City policy, determines the mission and priorities, engages in long range planning and coordination with outside agencies and provides direction and authority to act. When the Emergency Response Organization is activated, representatives from City departments will report to the EOC and fill their assigned roles. The EOC allows for face-to-face coordination among personnel who must set priorities for use of resources and evaluate the need to request mutual aid. Either the Police Dispatch Center or the Emergency Management & Homeland Security personnel will initiate the EOC activation plan to Level I — III. 4.8.1. EOC Activation Level I — Minimum Staffing A Level I activation includes key personnel needed to conduct operations as designated by the DEM or designee. This level is usually used during a warning phase or a build up phase, or special event. At the discretion of the DEM the EOC may be staffed at alternate sites such as Marine Safety HQ and the Mobile Command Post. This is to help facilitate coordination at smaller incidents and special events. Suggested Staffing: • EOC XO • Emergency Management / Liaison Officer (EM / Liaison Officer) • Affected Operation Section representatives 4.8.2. EOC Activation Level II —Functional Staffing A level II activation includes additional personnel for specific functions needed to conduct operations as designated by the DEM or designee. One or more of the DOCs may be activated depending on the nature of the incident. At the discretion of the DEM, the EOC will support the incident. Suggested Staffing: • EOC XO • Emergency Management / Liaison Officer (EM / Liaison Officer) • Command and General Staff • Affected DOC's Page 55 of 125 City of Huntington Beach i Emergency Operations Plan 2013 Basic Plan 4.8.3. EOC Activation Level III —Full Staffing Level The level of activation would be a complete and full activation, with all organizational elements at full staffing according to the Standardized Emergency Management System. 4.8.4. EOC Organization The Management Section, under the direction of the Director of Emergency Management (DEM), is responsible for overall emergency management policy and coordination through the joint efforts of governmental agencies and private organizations. The EOC Executive Officer (EOCXO) is responsible for managing the response operations during the emergency. The EOC XO supervises the Operations, Logistics, Planning and Finance Sections. The EOC XO will either activate appropriate sections or perform their functions as needed. The Operations Section is responsible for coordinating all jurisdictional operations in support of the emergency response through implementation of the City's EOC Incident Action Plan. The Planning Section is responsible for collecting, evaluating and disseminating information; developing the City's EOC Incident Action Plan in coordination with other Sections; initiating and preparing the City's After -Action and Corrective Action Report; and maintaining documentation. The Planning Section/Recovery Unit will develop the recovery strategy, manage recovery operations and plan for demobilization. The Logistics Section is responsible for providing supplies, equipment, materials, food, facilities, transportation, fuel, services, personnel, volunteers, information services and communications services in support of the emergency. The Finance Section is responsible for financial activities, cost recovery, purchasing, liability, workers' compensation claims, payments and other administrative aspects. 4.8.5. Alternate EOC If the City's primary EOC is damaged and non -operational, the City has designated four alternate EOC sites: (1) Water Operations multi -purpose room, (2) Central Net Fire Training Center, (3) Public Works Corporate Yard, (4) the Mobile Command Post. The EOC is the responsibility of the Emergency Services Coordinator, whose duties include maintaining the operational readiness of the primary EOC, and alternate EOC The Emergency Services Coordinator and manager of each alternate EOC will be responsible for ensuring a state of readiness in that facility. An alternate EOC will be activated only when the primary EOC is damaged, inaccessible, and/or if evacuation of EOC staff members becomes necessary. When the use of an alternate EOC site becomes necessary, those occupying the primary EOC will be asked to relocate to the alternate EOC site. If the primary EOC is unusable before its activation, staff members will be asked to report directly to an alternate EOC site. Page 56 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan The EOC Logistics Section will arrange for relocation of EOC staff members to the alternate EOC. The DEM will transfer direction and control authority from the primary EOC to an alternate EOC when necessary. All EOC Section Chiefs will advise their emergency response field forces of the transition to the alternate EOC. As many supplies as possible will be transferred from the primary EOC to the alternate EOC. The operational capabilities of the alternate EOC will be similar to those of the primary EOC. Primary Alternate — Water Operations Facility 19001 Huntington Street The Water Operations Alternate EOC is located in the large multi -purpose room. The facility has been dedicated as the alternate, but full functionality will be accomplished in three phase; Phase 1 — Equipment purchase and installation; Phase 2 — Activation Planning and EOC documentation; Phase 3 — Exercising the facility. When the project is complete the facility will have: • Capacity: 150 - 200 • Kitchen facilities • Generator Power • Audio/Visual equipment • Phone systems • Conference room • EOC position binders and vests • Digital access to emergency files • Tables/Chairs • Limited office supplies Secondary Alternate — Central Net Fire Training Center Basement, 18301 Gothard Street The lower level of this facility is designated as the Fire DOC, but has the capability of providing limited support with several rooms. The upper level has several offices, a conference room and a large class room that can be converted to support emergency operations. This facility is has: • Capacity: 50 —150 • Kitchen facilities • Limited Radio Equipment (Fire and 2-meter amateur radios only) • Audio/Visual equipment • Phone systems (Limited) • Digital access to emergency files • Tables/Chairs • Limited office supplies Page 57 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Potential Alternate — Marine Safety Headquarters 103 Pacific Coast Hwy. The Marine Safety HQ can be used as an alternate or for Level 1 EOC activations for special events in the downtown/beach area. This facility has: • Capacity:50 • Kitchen facilities • Generator Power • Audio/Visual equipment • Phone systems • Digital access to emergency files • Limited office supplies Potential Alternate — Public Works Corporate Yard 17301 Gothard Street The Public Works Corporate Yard has not been activated or exercised. This facility has: • Audio/Visual equipment • Phone systems • Digital access to emergency files • Limited office supplies Potential Alternate - Mobile Command Post The Mobile Command post has been designed to provide some of the most basic functions needed in an EOC. If necessary, it will serve as a base of operations until a more suitable location is located. 4.8.6. Activation and Notification Process EOC activation should be considered whenever one or more of the following apply to an incident: • The response of two or more City departments is required. • There is a possibility the incident will escalate. • There is a possibility that the City's resources may be overtaxed and/or exhausted, requiring the activation of mutual aid. • The anticipated duration of the incident is greater than eight hours. • The number of involved agencies, departments, and/or organizations may require a centralized coordination location. • Protective and/or response measures being implemented are of significant magnitude. • There is a possibility for the involvement of external (from outside the City) agencies/ organizations in the response. Page 58 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan The City Manager, Assistant City Manager, Fire Chief, Chief of Police and/or Public Works Director have the authority to activate the EOC. In an emergency situation that is changing or escalating quickly, any one of these individuals can activate the EOC under their best judgment. Note: For additional information to support the activation of the EOC, refer to the EOC Activation Plan. An automatic activation of the EOC requiring no deliberation may take place under the following circumstances: • On the order of the DEM • When the Governor has proclaimed a State of Emergency in an area that includes Huntington Beach • On the proclamation of a State of War Emergency as defined in the California Emergency Services Act (Chapter 7, Division 1, Title 2, California Government Code) • A Presidential declaration of a National Emergency in an area that includes Huntington Beach • Upon receipt of an attack warning or the observation of a chemical, biological, radiological, nuclear, or explosive attack that impacts Huntington Beach • An earthquake of 6.0 or greater magnitude occurs within a 50 mile radius of the City of Huntington Beach 4.9. Employee Release/Recall Policy 4.9.1. Release Policy The primary responsibility for managing the response of City employees during and following a disaster lies with the individual operating departments. Employees of all departments represent a valuable resource which might be needed in response to a disaster. In the event of an emergency during normal working hours, City employees shall remain at work and may be assigned duties that can be performed safely to assist in the emergency response and recovery efforts of the City. The City Manager has sole authority to order a general release of City employees. Department Heads may release individual employees as instructed by the City Manager and/or in accordance with their department emergency plan. Employees who leave their assignment without authorization when emergencies occur during working hours, or who fail to comply with instructions issued outside of normal working hours may be subject to disciplinary action. 4.9.2. Recall Policy, EOC Staff If an individual with responsibilities in the EOC becomes aware of an incident in Huntington Beach that he/she thinks might logically warrant EOC activation, but has not received an activation notification, then that individual should attempt to determine if the EOC has been activated by: Page 59 of 125 t City of Huntington Beach 2013 Emergency Operations Plan Basic Plan • Directly contacting the EOC via telephone • Contacting his or her Department Operations Center or Supervisor • Monitoring local Emergency Alert System (EAS) broadcasts for instructions - KWVE (107.9) If activation of the EOC cannot be confirmed through these sources, but reports indicate extensive damage to the Huntington Beach area, employees that live in the cities of Seal Beach, Costa Mesa, Newport Beach, Fountain Valley or Westminster should report to work as soon possible. All other should if possible, report within 12 hours. If roads are impassable and an employee cannot get to work, the employee should wait until he/she can do so safely. 4.9.3. Recall Policy, Employees Each City Department is responsible for having an employee recall procedure. Whenever an emergency occurs outside normal working hours, all employees are directed to follow news media broadcasts and comply with instructions issued for City employees or respond in accordance with established departmental procedures. City staff recalled for duty following a disaster, or in anticipation of a potential disaster, should report immediately to their pre -assigned location (e.g., Department Operations Center, if applicable) for emergency instructions. If there is any question about where to report, or if an employee's pre -assigned location is rendered inoperable, employees should immediately contact the EOC. Employees who are requested to report for duty should be instructed to tend first to family needs before reporting. If necessary, employees can bring family members to work and employee specific shelters will be opened. Following a major disaster, employees who are traveling from outside the City should be prepared to show proper City identification and explain the purpose for gaining entry to the City upon request by any law enforcement official. In addition, City identification may be required to obtain meals and lodging or gain access to designated City facilities or operations. 4.10. Disaster Service Worker The State of California Disaster Service Worker (DSW) Program includes all public employees impressed into service by a person having authority to command the aid of citizens in the execution of his or her duties during a state of war, a state of emergency, or a local emergency. As public employees, all paid City employees are DSWs. Examples of emergencies for which City employees may be called upon to help as DSWs include fire, flood, earthquake, or public health emergencies. In an emergency, non -essential public employees (those that are not required for continuity of operations) may be released from their usual duties so that they can be reassigned to assist any agency or organization carrying out its emergency response duties. Employees acting as DSWs will be assigned duties within their scope of training, skill, and ability. Examples of DSW responsibilities include: Page 60 of 125 City of Huntington Beach Emergency Operations Plan • Working in a shelter or mass prophylaxis clinic • Acting as a messenger at a designated site • Serving food to emergency staff or to vulnerable populations • Working in Disaster Recovery Centers 2013 Basic Plan Many City employees are already identified and trained for emergency response in Department Operations Centers (DOCs) or the City Emergency Operations Center (EOC). Some departments have specific disaster response duties that employees are trained to fulfill. Employees who do not have a specific disaster assignment, and have not received specific training, may be asked to perform general duties as assigned under the DSW Program. 4.11. Department Operations Centers (DOC) Due to the size of the City, it is necessary to manage department resources from decentralized locations in large-scale emergencies. The EOC lacks sufficient space to hold all the personnel needed for this function. Each operations section function has a Department Operation Center (DOC) which they may activate in times of an event. The decision to activate a DOC is the responsibility of each department head. When response personnel become heavily impacted they will request the activation of their DOC. The DOCs will coordinate resource requests, track resources and incidents, and make initial mutual aid requests. If the incident has the potential to be a large-scale emergency over an extended period of time, the EOC will be activated to provide coordination between the DOCs/departments. The EOC provides guidance and policy direction to the Field Incident Commanders who maintain operational authority. The DOCs and the EOC must determine resource priorities, track and provide incident specific information to the OC/OA EOC and coordinate mutual aid requests. Critical information from the field should be relayed to EOC, through the DOC, where it will be utilized to set citywide objectives, make policy decisions, order outside resources, and complete a citywide EOC Action Plan. 4.12. Mutual Aid The foundation of California's emergency planning and response is a statewide mutual aid system which is designed to ensure that adequate resources, facilities and other support are provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation. 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. This Agreement was developed in 1950 and has been adopted by the state, all 58 counties and most incorporated cities in California. The Master Mutual Aid Agreement creates a formal structure wherein each jurisdiction retains control of its own facilities, personnel and resources, but may also receive from or render assistance to other jurisdictions within the state. State government is obligated to provide available resources to assist local jurisdictions in emergencies. Page 61 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan 4.12.1. Mutual Aid System A statewide mutual aid system, operating within the framework of the Master Mutual Aid Agreement, allows for the progressive mobilization of resources to and from emergency response agencies, local governments, operational areas, regions and the state with the intent to provide requesting agencies with adequate resources. The statewide mutual aid system includes several discipline -specific mutual aid systems, such as fire and rescue, law, medical, emergency management and public works. These systems work through local government, operational areas, regional and state levels consistent with the SEMS/NIMS. Mutual aid may also be obtained from other states. Interstate mutual aid may be obtained through direct state -to -state contacts pursuant to interstate agreements and compacts or may be coordinated through federal agencies. California mutual aid regions are established under the Emergency Services Act by the Governor. Six mutual aid regions numbered I -VI have been established within California. The City of Huntington Beach is located in Region I. Region I is located in the OES Southern Administrative Region. 4.12.2. Mutual Aid Coordinators To facilitate mutual aid, discipline -specific mutual aid systems work through designated mutual aid coordinators at the operational area, regional and state levels. The basic role of a mutual aid coordinator is to receive mutual aid requests, coordinate the provision of resources from within the coordinator's geographic area of responsibility and pass on unfilled requests to the next level. The general flow of mutual aid resource requests and resources within mutual aid systems are depicted below in the Discipline -Specific Mutual Aid System. Page 62 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Mutual aid requests that do not fall into one of the discipline -specific mutual aid systems are handled through the emergency services mutual aid system by emergency management staff at the local government, operational area, regional and state levels. Mutual aid coordinators may function from an Emergency Operations Center (EOC), their normal departmental location or other locations depending on the circumstances. Some incidents require mutual aid but do not necessitate activation of the affected local government or operational area EOC because of the incident's limited impacts. In such cases, mutual aid coordinators typically handle requests from their normal work location. When EOCs are activated, all activated, discipline -specific mutual aid systems should establish coordination and communications with the EOCs as follows: • When an OA EOC is activated, operational area mutual aid system representatives should be at the OA EOC to facilitate coordination and information flow. • When OES or Regional EOC (REOC) is activated, regional mutual aid coordinators should have representatives in the REOC unless it is mutually agreed that effective coordination can be accomplished through telecommunications. • State agencies may be requested to send representatives to the REOC to assist Cal OES regional staff in handling mutual aid requests for disciplines or functions that do not have designated mutual aid coordinators. • When the State Operations Center (SOC) is activated, state agencies with mutual aid coordination responsibilities will be requested to send representatives to the SOC. SEMIS Law Disaster LEVEL Emergeiicy Fire S_ Rescue Enforcement MedicallHealtlt Other Systems Services System as Developed System System STATE OES Director Chief Fire C Rescue Coordinator OES REG1oXAL Regioaal - ,} Administrator Fire & Rescue Coordinator Lain- Disaster Enforcement Medicalliealth• Functional Coordinator Coordinator Coorchna[or e 1' A fal Alsx Law Disaster Enforcement MedicalT-iealth Functional Coordinator Coordinator I I Coordinator -. OPERATIONALStaff 15E] _ .. ..:::_ate '<;: ..':w,.t- .::.� K. ....•_ca,.. _ Law Disasrer Fire R Rescue Enforcemem ealth Functional Coordinator Coordinator Coordinato Coordmator Emergency LOCAL, Management _ GOVERNMENT Staff Law Disaster rI Fire Chief Enforcement Medic'.Z.lth Functional Coordinator Coordinator Coordina[or * Includes Mental Health Mutual Aid System tResource Requests Information Flow and Coordination Page 63 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Fire and Rescue Mutual Aid Regions The Six Standard Mutual Aid Regions State of California CALIFORNIA EMERGENCY MANAGEMENT AGENCYCal ENLA h Administrative, Mutual Aid, and Local Emergency Planning Committee Regions 3 t C; Coastal MA and LEPC Region II Inland MA and LEPC Region III. MA and LEPC Region IV '> MA and LEPC Region V Southern MA and LEPC Region I w . - MA and LEPC Region VI I_ } Mutual Aid Region Boundary i 1 g .G:T:EFt '. TLbtWt:_ '•A FFESX'J - . •L / IdNGS `] VI R�4ERS;L 0 25 50 100 Created M Ca EMA-&S. S—y Al— e Miles Arno z7. vn da abnnM&CAFAt4A6m htA_IEFC 0527rt mtd Page 64 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Law Enforcement and Coroner Mutual Aid Regions The Six Standard Mutual Aid Regions Cal E•MA CALIFORNIA EMERGENCY MANAGEMENT AGENCY Page 65 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan 4.12.3. Mutual Aid and Emergency Operations Facilities Incoming mutual aid resources may be received and processed at several types of facilities, including marshalling areas, mobilization centers and incident facilities. Each type of facility is described briefly below. Marshalling Area: An area used for the complete assemblage of personnel and other resources prior to their being sent directly to the disaster -affected area. Marshalling areas may be established in other states for a catastrophic California earthquake. Mobilization Center: An off -incident location where emergency service personnel and equipment are temporarily located pending assignment, release or reassignment. For major area -wide disasters, mobilization centers may be located in or on the periphery of the disaster area. Incident Facilities/Staging Areas: Staging areas are temporary locations at an incident where personnel and equipment are kept while awaiting tactical assignments. Incoming resources may be sent to staging areas, other incident facilities or directly to an incident depending on the circumstances. 4.12.4. Huntington Beach Mutual Aid Structure Huntington Beach Fire Department The Huntington Beach Fire Department falls under the State Mutual Aid Plan. Huntington Beach is in Mutual Aid Region I. All Huntington Beach Fire Department requests for additional resources are to be initiated by the Field Incident Commander to fire dispatch who will coordinate with the OA Fire Mutual Aid Coordinator, who will make requests to the Region I Coordinator. If the Region I Coordinator is unable to comply with requests, the Coordinator will search all other Areas in Region I for the resources requested. If that proves unsuccessful, the Coordinator will contact other Regions until the resources are acquired. Huntington Beach Police Department California's Law Enforcement Mutual Aid Plan was formulated in the early 1950s and enacted into law as part of the Government Code in 1970. One of the most important features of the Law Enforcement Mutual Aid Plan is the role of the requesting law enforcement official. Operational responsibility remains with the requestor. All of Huntington Beach's requests for additional resources will be initiated by the Police Watch Commander who will request assistance from the Orange County Sheriff's Department. Huntington Beach is in Law Enforcement and Coroner Mutual Aid Region I. Huntington Beach Public Utilities Water Agency Response Network Huntington Beach has joined the Water Agency Response Network (WARN) master mutual aid agreement with water utilities throughout California. The WARN agreement covers reimbursement for emergency supplies, equipment and personnel, emergency phone lists and website resource lists. WARN mutual assistance can be activated by contacting any WARN member agency directly or by requesting mutual aid through the Water Emergency Response Page 66 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Organization of Orange County (WEROC) EOC. If more than one county is impacted by a disaster, it is recommended that aid be requested through the State Emergency Management Agency Utilities Operations Center. Emergency Managers Mutual Aid (EMMA) This statewide plan allows for rapid deployment of skilled emergency services managers and coordinators from various jurisdictions in the State of California to aid other jurisdictions impacted by disaster. The EMMA Plan was approved by the California Emergency Council on November 21, 1997. The Plan is consistent with the Natural Disaster Assistance Act and the California Emergency Services Act. Emergency Management Assistance Compact (EMAC) The Emergency Management Assistance Compact (EMAC) is a congressionally -ratified organization that provides form and structure to interstate mutual aid. Through EMAC, a disaster -impacted state can request and receive assistance from other member states quickly and efficiently, resolving two key issues upfront: liability and reimbursement. Volunteer and Private Agencies Volunteer agencies and private agencies may participate in the mutual aid system along with governmental agencies. Volunteer agencies such as the American Red Cross, Salvation Army, and others are an essential element of the statewide emergency response to meet the needs of disaster victims. The American Red Cross and the Salvation Army have liaisons assigned to the Huntington Beach EOC. Community Emergency Response Teams (CERT) and Radio Amateur Civil Emergency Services (RACES) are two volunteer organizations that provide support and emergency communications and have liaisons assigned to the EOC. Business and industry in the private sector own or have access to substantial response and support resources. Community Based Organizations (CBOs) or Non -Governmental Organizations (NGOs) provide valuable resources before, during, and after a disaster. These resources can be effective assets at any level. Some private agencies have established mutual aid arrangements to assist other private agencies within their functional areas. For example, electric and gas utilities have mutual aid agreements within their industry and have established procedures for coordinating with governmental EOCs. Mutual aid arrangements may include both governmental and private agencies. Mutual aid system representatives at the Huntington Beach EOC may be located in various functional elements (sections, branches, groups or units) or serve as an agency representative, depending on the incident and the extent to which the EOC is activated. 4.12.5. Huntington Beach Mutual Aid Policy Mutual aid resources will be provided and utilized in accordance with the California Master Mutual Aid Agreement. During a proclaimed emergency, inter -jurisdictional mutual aid will be coordinated at the county, operational area or mutual aid regional levels. Within Orange County, the 800 MHz communications system is used by all Orange County agencies. Page 67 of 125 4' City of Huntington Beach 2013 =< Emergency Operations Plan Basic Plan The City of Huntington Beach will make mutual aid requests through the Orange County Operational Area. Requests should specify, at a minimum: • Number and type of personnel needed • Type and amount of equipment needed • Reporting time and location • Authority to whom forces should report • Access routes • Estimated duration of operations • Risks and hazards Mutual aid assistance may be provided under one or more of the following authorities: • California Master Mutual Aid Agreement • California Fire and Rescue Emergency Plan • California Law Enforcement Mutual Aid Plan • Emergency Managers Mutual Aid (EMMA) • Southern California Public Works Mutual Aid Statewide • Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-288, as amended) for federal support to state and local disaster activities 4.13. Incident Action Plans (IAP)/EOC Action Plans (EAPs) 4.13.1. IAP (Field) An Incident Action Plan (IAP) formally documents incident goals (known as control objectives in NIMS), operational period objectives and the response strategy defined by incident command during response planning. It contains general tactics to achieve goals and objectives within the overall strategy, while providing important information on event and response parameters. Equally important, the IAP facilitates dissemination of critical information about the status of response assets themselves. Because incident parameters evolve, action plans must be revised on a regular basis (at least once per operational period) to maintain consistent, up-to-date guidance across the system. Initially following a major disaster, the field Incident Commander/Unified Command will create an IAP for each individual incident (e.g., building collapse, flooded neighborhood, etc.) Once the EOC is fully operational, the Operations Section Chief will determine whether Incident Commanders continue with the formal IAP process, or roll into a large Incident Action Plan. The Operation Section may divide the City into Area Commands or Divisions and create one IAP for each functional area. Whatever is determined, the fields IAP's must reflect the goals and objectives of the EOC Action Plan, and, in turn, the EOC Action Plan should support the field response. The following should be considered for inclusion in an IAP: • Incident goals (where the response system wants to be at the end of response) Page 68 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan • Operational period objectives (major areas that must be addressed in the specified operational period to achieve the goals or control objectives) • Response strategies (priorities and the general approach to accomplish the objectives) • Response tactics (methods developed by Operations to achieve the objectives) • Organization list with ICS chart showing primary roles and relationships • Assignment list with specific tasks • Critical situation updates and assessments • Composite resource status update • Health and safety plan (to prevent responder injury or illness) • Communications plan (how functional areas can exchange information) • Logistics plan (e.g., procedures to support Operations with equipment, supplies, etc.) • Responder medical plan (providing direction for care to responders) • Incident map (i.e., map of incident scene) • Additional component plans, as indicated by the incident 4.13.2. EOC Action Plan (EAP) Using EOC Action Plans (EAPs) will provide specific direction to EOC personnel by providing them with knowledge of the objectives to be achieved and the steps required for achievement. Action plans not only provide direction, but also serve to provide a basis for measuring achievement of objectives and overall system performance. Action planning is an important management tool that involves a process for identifying priorities and objectives for emergency response or recovery efforts. Action planning also provides documentation of the priorities, objectives, associated tasks and the personnel assigned to perform the tasks. The EAP may or may not be the overall action plan for the entire incident. For example, if an Area Huntington Beach EOC Planning Cycle Prepare for Planning EOC Action Plan the Planning Prep & Meeting Meeting Approval Time, Operations P4 Tactics Briefing Meetings rime: Time: • • • t EOC Policy Meeting Execute Plan & Assess Progress n !Ptial Policy tOC Meeirgg I cid0t briefing Initial Res onse Current Operational Period: & Assessment From to Notification lnciffentlThreat 0 Page 69 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan Command is established at another facility and it develops an IAP for the entire response, then the Huntington Beach EOC may develop its own EAP that only addresses its portion of and obligations. There may also be incidents when the on -scene Incident Command Post (ICP) develops an IAP and the EOC also develops one relevant to its mission and role in support of the ICP plan. In other cases, the EAP will serve as the primary response policy. Huntington Beach follows the NIMS incident planning process and standards. The EAP is a living document prepared based on the best available information at the time of the planning meeting. Action plans are developed for a specified operational period that may range from 12 hours to 24 hours. The operational period is determined by first establishing a set of priority actions that need to be performed. A reasonable time frame is then established for accomplishing those actions. The action plans need not be complex, but should be sufficiently detailed to guide EOC elements in implementing the priority actions. The format of the IAP will depend upon the time since the incident occurred and the magnitude of impact. For the initial response, the format may be limited to a well -prepared outline for an oral briefing. For most incidents that will span multiple operational periods, the plan will be developed in writing according to ICS procedures. The action planning process should involve the Policy Group, EOC XO, Command and General Staff, school district representatives and other agency representatives, as needed. The Planning Section is responsible for development of the action plan and for facilitation of action planning meetings. Planning meetings will not be delayed in anticipation of future information. During the planning meeting, the EOC XO, Section Chiefs, and Policy Group and other representatives (when appropriate) will develop the plan collectively. The planning process should provide the following: • Current information that accurately describes the incident situation and resource status • Predictions of the probable course of events • Alternative strategies to attain critical incident objectives • An accurate, realistic EAP for the next operational period 4.14. Alert and Warning Alert and Warning is the process of alerting governmental forces and the general public to the threat of imminent extraordinary danger. Dependent upon the nature of the threat and the population group at risk, warning can originate at any level of government. Success in saving lives and property is dependent upon timely dissemination of warning and emergency information to persons in threatened areas. Local government is responsible for warning the populace of the jurisdiction. Government officials accomplish this using communications systems and warning devices located within the community or mounted on official vehicles. The warning devices are normally activated from a point that is staffed 24 hours a day. There are various Federal, State and Local systems in place (described below) Page 70 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan whereby an alert or warning may be originated or be disseminated. Each description includes information specific to Orange County and explains how these systems may be accessed. 4.14.1. Phases of Warnings Monitoring City officials constantly monitor events and the environment to identify specific threats that may impact their jurisdiction and increase awareness of emergency personnel and the community when a threat is approaching or imminent. Notification Notification involves contacting emergency response personnel and public officials about actions they are to take, as well as details of the event. Emergency organizations maintain documented emergency notification procedures, systems, and call lists to ensure responsible individuals can be notified in a timely manner. See the EOC Activation Plan for procedures and phone numbers for activating the EOC. Alerting & Warning the Public Emergency officials implement warning procedures when a specific threat occurs. Warning requires immediate action to protect people, the environment, and public and private resources. 4.14.2. Homeland Security Advisory System The Department of Homeland Security has instituted a threat alerting system which is utilized nationwide to alert public safety personnel and the general public of the terrorist threat level to the nation. In conjunction to the Homeland Security Advisory System, the County of Orange has formed the Orange County Intelligence Assessment Center (OCIAC) to further assess potential and/or viable threats to the County and communicate these threats to local law enforcement and related agencies. Source: ntas-public-guide.pdf 4.14.3. Emergency Alert System (EAS) The EAS is a national public warning system that requires AM and FM radio stations, broadcast television stations and cable television systems to provide communications capability to the President to address the American public during a national emergency. The system also may be used by state and local authorities to deliver important emergency information such as AMBER Alerts and weather information targeted to a specific area. The President has sole responsibility for determining when to activate the EAS at the national level and has delegated this authority to the director of FEMA. FEMA is responsible for implementation of the national - Page 71 of 125 City of Huntington Beach 2013 x Emergency Operations Plan Basic Plan level activation of EAS, tests and exercises. The NWS develops emergency weather information to alert the public of imminent dangerous weather conditions. The Federal Communications Commission's (FCC) role includes prescribing rules that establish technical standards for EAS, procedures for EAS participants to follow in the event EAS is activated and EAS testing protocols. Additionally, the FCC ensures that EAS state and local plans conform to the FCC EAS rules and regulations. Each broadcast station and cable television system volunteers to participate in EAS and agrees to comply with established rules and regulations of the FCC. Presidential messages are required to be carried, or the station must go off the air. State and local activations are not mandatory and messages may be transmitted on a voluntary basis. Each state has been divided into a number of EAS operational areas, consisting of one or more counties within radio reception range of EAS stations serving the area. California has 23 EAS Local Areas. One primary station in each local area assumes the function of the Local Primary (LP) broadcast station. It is called the LP-1 station. If for any reason the LP-1 is unable to carry out this responsibility, a designated alternate station (LP-2) will assume the responsibility of transmitting EAS messages. The Orange County LP-1 is KWVE, 107.9 FM. The Orange County LP-2 is Control One, using a County VHF system. The LP stations will transmit emergency information first, and the participating stations and cable systems will then re -transmit the same emergency message. Activation of the Orange County EAS shall be for emergency events and conditions of concern to a significant segment of the population of Orange County and shall meet the requirements identified in the Orange County EAS Plan. EAS requests are submitted to the County of Orange Countywide Coordinated Communications Center (Control One). Examples of emergencies identified by Orange County which may warrant EAS activation are: immediate evacuations, flash flood warnings, severe thunderstorm warnings, tornado warnings and tsunami warnings. EAS activation can be authorized by any one of the following parties: • Orange County Sheriff -Coroner Department (Sheriff -Coroner or Watch Commander) • Orange County Fire Authority (Fire Chief, Deputy Chief, Assistant Chief Division Chief or Battalion Chief) • Designated County of Orange Agencies (Health Care Agency or Public Works Department) • County of Orange DEM • Authorized public officials of the incorporated cities of Orange County (City Manager, City Chief of Police, City Watch Commander, City Fire Chief or City Battalion Chief) • CHIP (limited to multi -jurisdiction and/or statewide Child Abduction Alerts) • Authorized representative of the National Weather Service (NWS) Note: Additional Information on EAS activation can be found in the EOC Activation Plan and the EOC Management Section Annex. Page 72 of 125 `; City of Huntington Beach Emergency Operations Plan 2013 Basic Plan 4.14.4. Integrated Public Alert and Warning System (IPAWS) During an emergency, alert and warning officials need to provide the public with life-saving information quickly. The Integrated Public Alert and Warning System (IPAWS) is a modernization and integration of the nation's alert and warning infrastructure and will save time when time matters most, protecting life and property. Federal, State, territorial, tribal and local alerting authorities can use IPAWS and may also integrate local systems that use Common Alerting Protocol standards, with the IPAWS infrastructure. IPAWS provides public safety officials with an effective way to alert and warn the public about serious emergencies using the EAS, Wireless Emergency Alerts, NOAA Weather Radio, and other public alerting systems from a single interface. In December 2009, the DHS reached agreement with the FCC and the two main telecommunication industry bodies: Alliance for Telecommunications Industry Solutions and Telecommunications Industry Association, to establish a specification for the interface between Commercial Mobile Alert System (CMAS) and commercial mobile carries. Under this agreement, the industry was given a 28 month period to develop, test and deploy a system to allow CMAS alerts to be disseminated to mobile devices. Specifically, the system will allow 90-character SMS to be pushed to all cell phones and pagers in a geographical area, warning of imminent dangers to life or property. The first such gateway was expected to open in early 2011. The Orange County Operational Area is the lead in coordinating this integration. 4.14.5. National Warning System (NAWAS) NAWAS is a dedicated wire -line system that provides two-way voice communications between the federal warning center, state warning points and local warning points. NAWAS is a nationwide system developed to send warnings of impending attack throughout the nation, if necessary. The system may be activated from two federal facilities that are staffed 24 hours a day: the National Warning Center (North American Air Defense Command, Colorado Springs) and the Alternate National Warning Center (Olney, Maryland). NAWAS is tested three times a day at unscheduled times. The state warning point, Cal OES Sacramento, acknowledges the test for California. If Cal OES does not respond, the alternate, California Highway Patrol (CHIP) Sacramento, will acknowledge the test. Immediately following the national test, the state NAWAS test is conducted. During major peacetime emergencies, state agencies may use portions of NAWAS augmented by state and local systems. Each state has a warning point that controls the NAWAS connection within the state. 4.14.6. National Weather Service (NWS) The National Weather Service (NWS) transmits continuous weather information on designated frequencies nationwide. In addition to weather information, these radio stations have the ability to broadcast emergency weather information as well as all -hazards emergency information. The public may purchase these inexpensive radio receivers that will receive these transmissions from local retail stores. The frequencies for local weather information are: Page 73 of 125 City of Huntington Beach 2013 W-71 Emergency Operations Plan Basic Plan 162.450 MHz —Orange County, Riverside County, San Bernardino County 162.550 MHz — Los Angeles County 162.400 MHz —San Diego County 4.15. Continuity of Government A major disaster or national security emergency could result in the death or injury of key government officials and/or the partial or complete destruction of established seats of government along with public and private records essential to continued operations of government. Government at all levels is responsible for providing continuity of effective leadership, authority and adequate direction of emergency and recovery operations. The California Government Code Section 8643(b) and the Constitution of California provide the authority for state and local government to reconstitute itself in the event incumbents are unable to serve. 4.15.1. Alternate Facilities Section 23600 of the California Government Code provides, among other things that: • The City Council shall designate alternative City seats, which may be located outside City boundaries. • Real property cannot be purchased for this purpose. • A resolution designating the alternate City seats must be filed with the Secretary of State. • 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: Huntington Beach Alternate Temporary Seats of City Government Central Library -Theater First Alternate 7111 Talbert Avenue Edison Community Center Second Alternate 21377 Magnolia Avenue Murdy Community Center Third Alternate 7000 Norma Drive 4.15.2. Succession The first step in assuring continuity of government is to have personnel who are authorized and prepared to carry out emergency actions for the government in the event of a natural, Page 74 of 12S City of Huntington Beach 2013 Emergency Operations Plan Basic Plan technological or national security disaster. Article 15, Section 8638 of the Emergency Services Act authorizes governing bodies to designate and appoint three standby officers for each member of the governing body and for the chief executive, if not a member of the governing body. Standby officers may be residents or officers of a political subdivision other than that to which they are appointed. The City Manager is designated as the DEM. A successor to the position of DEM is appointed by City Council. Should the City Manager be unavailable or unable to serve, the positions listed below, in order, shall act as the DEM. Should these positions be unavailable or unable to serve, the individuals who hold permanent appointments to the following positions in the City will automatically serve as Acting DEM in the order shown. The individual who serves as Acting DEM shall have the authority and powers of the DEM and will serve until the DEM is again able to serve or until a successor has been appointed by the City Council. Director of Emergency Management Line of Succession* Director City Manager First Alternate Assistant City Manager Second Alternate Fire Chief Third Alternate Chief of Police Fourth Alternate Public Works Director Fifth Alternate Planning Director Sixth Alternate Information Services Director Seventh Alternate Library Services Director Eighth Alternate Director of Human Resources Ninth Alternate Finance Director Tenth Alternate Community Services Director * This line of succession is provided as an example. The actual line of succession during an emergency event will be established within the EOC activation plan. Notification of any successor changes shall be made through the established chain of command. Article 15, Section 8637 of the Emergency Services Act that authorizes political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety. Article 15, Section 8633 of the Emergency Services Act establishes a method for reconstituting the governing body. It establishes that, should all members, including all standbys, be unavailable, temporary officers shall be appointed as follows: • By the chairman of the board of the county in which the political subdivision is located. Page 75 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan • By the chairman of the board of any other county within 150 miles (nearest and most populated down to farthest and least populated). • By the mayor of any city within 150 miles (nearest and most populated down to farthest and least populated). Article 15, Section 8642 of the Emergency Services Act authorizes local governing bodies to convene as soon as possible whenever a State of War Emergency, State of Emergency or Local Emergency exists and at a place not necessarily within the political subdivision. Article 15, Section 8643 of the Emergency Services Act describes the duties of a governing body during emergencies as follows: • Ascertain the damage to the jurisdiction and its personnel and property • Reconstitute itself and any subdivisions • Perform its function in preserving law and order and furnishing local services 4.15.3. Vital Records Protection Vital records are defined as those records that are essential to: • Protect the rights and interests of individuals. Examples include vital statistics, land and tax records, license registers and articles of incorporation. • Conduct emergency response and recovery operations. Records of this type include utility system maps, locations of emergency supplies and equipment, the City's Emergency Management Plan and personnel rosters. • Re-establish normal governmental functions. Included in this group are charter, statutes, ordinances, court records and financial records. Each level of government down to the departmental level is responsible for designating a custodian for vital records and ensuring that vital record storage and preservation is accomplished. Vital record storage methods that might be utilized include, but are not necessarily limited to: • Overhead sprinkler systems, where appropriate • Inerting agents for vital records • Fireproof containers • Vault storage (both in and out of the jurisdiction) The City Clerk is the designated custodian of vital records. This position will maintain a list of records and their locations. For more information, see the Management Section Annex. 4.16. Americans with Disabilities Act Compliance The City of Huntington Beach, valuing its diverse population and attending to all community needs, strives to comply with the Americans with Disability Act (ADA). This need became evident after significant challenges surfaced following the 1989 Loma Prieta Earthquake, the 1994 Northridge earthquake and, even more so, Hurricane Katrina in 2005. The City must Page 76 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan ensure that disaster planning, response and recovery take into consideration the citizens highlighted in the ADA. Seventy percent of those who died in Hurricane Katrina were over 60 years of age. Because of this, the City of Huntington Beach formed a Disaster Preparedness Special Needs Populations Committee in 2007. This committee no longer exists, however a Disability Access and Functional Needs (DAFN) Representative sits on the City's Local Emergency Planning Committee (LEPC) to represent the DAFN population. When the City of New Orleans was evacuated, some victims of Hurricane Katrina were left behind because they had no transportation or no assistance. Even a nursing home was abandoned with clients left behind, drowning or dying from lack of care. Another nursing home evacuated its clients but did not take safety precautions and the van transporting clients caught fire. Many died needlessly. The City's Special Needs Population Committee made the following improvements to the City plans: • Huntington Beach Emergency Management & Homeland Security (EMHS) Office and the Senior Outreach Center jointly prepared the Huntington Beach At -Risk Senior Response Plan in 1999. The program includes: o The At -Risk Senior Response Plan o Recruitment of volunteers to act as the Senior Response Teams o Training for CERT, Senior Center Volunteers and RACES volunteers o Training for the Senior Center employees on how to setup and operate a Command Post and Manage the Response o A full-scale drill with over 100 participants o Trainings and exercises conducted in 2001, 2003, 2005, and 2008 In addition, the EMHS staff, CERT Volunteers and Senior Center employees participate on the County Disabilities Access and Functional Need (DAFN) committee and are assisting the County in completing plans. Disaster response to citizens in need will be initiated with impartiality. The City of Huntington Beach will depend on and coordinate with the American Red Cross. According to the 1996 Statement of Operational Relationship between the Department of Social Services and the American Red Cross, the Red Cross will make every effort possible to select shelter sites that are accessible for citizens with functional needs and work to include compensatory equipment in their shelter design. Furthermore, the American Red Cross will provide shelter residents who have functional needs with appropriate literature and, through their human relations liaisons, will ensure that the needs of their clients are being met in accordance with the ADA. The City of Huntington Beach will work closely with the American Red Cross, Orange County Department of Social Services and the Department of Rehabilitation to ensure that other response and recovery needs, such as food, transportation and communication, are appropriately addressed. Page 77 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan The July 26, 2004 Federal Register (Volume 69, Number 142), Part II and The President Executive Order 13347 of July 22, 2004, Individuals with Disabilities in Emergency Preparedness, discuss disasters and people with disability access and functional needs. In an emergency, the City of Huntington Beach will make every effort possible to deal with all its citizens' needs. In the initial hours of a disaster, there may be a shortage of resources and priorities will be on lifesaving operations, not care and sheltering. It may, therefore, take some time to deal with every individual in need. 4.17. Persons with Disabilities and Access and Functional Needs (DAFN) 4.17.1. DAFN Community According to the U.S Census Bureau, 54 million Americans (about one -fifth of the U.S population) have a disability. That is an astonishing number. Take the population of any community and divide by five. The result approximates the number of residents with special needs in that community. Of course, some communities will have a larger or smaller proportion of citizens with special needs, but few vary markedly from this calculation. It is helpful to set forth a few basic statistics: • Nearly four million people require the assistance of another person for daily life activities such as getting dressed, eating and bathing. (Source: U.S Census) • More than eight million Americans have limited vision; 130,000 are totally blind. (American Foundation for the Blind) • 28 million Americans have hearing loss; 500,000 are completely deaf. (National Association of the Deaf) • There are 1.5 million wheelchair users. An additional 4 million people require mobility aids such as canes and walkers. (U.S Census) • More than 7 million people have mental disabilities. (U.S Department of Health and Human Services) • Many individuals have more than one disability. Figures like these reflect the range of issues that need to be taken into account in developing and carrying out emergency plans. For instance, mobility limitations may make it difficult to climb up and down stairs or to move quickly over long distances. Vision impairments might impede reading signs or traversing unfamiliar or altered terrain. Hearing limitations could prevent one from following warnings or instructions and individuals with developmental disabilities may be unable to comprehend response efforts. As valuable as they are, statistics give emergency planners only a superficial impression of the impact of disability during an emergency. What is more important is the experience of being disabled, which raises such questions as: • What is it like to be a person with a functional need during and after an emergency? • Can one hear or understand the warnings? • Can one quickly exit a home or workplace? Page 78 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan • Can one move about the community after escaping? • Are there special, necessary or even vital daily items (e.g.: medications, power supplies, medical devices) that are not likely to be available in emergency shelters? • Are basic services like restrooms and showers available and accessible to people with functional needs? These questions are not always easy to answer. That is why it is imperative to analyze various needs and form meaningful partnerships with the disability community. The City will utilize facilities that meet ADA requirements for public shelters prior to turning to other facilities. 4.17.2. Partnership with persons DAFN Opportunities and Benefits Involving and listening to people with disability access and functional needs assures the best insights for addressing their needs. Emergency planners should: • Identify those in the community who might have functional needs before, during and after a disaster or emergency. Doing so in advance results in an improved emergency plan, a better determination of resources needed and more informed actions and decisions. • Customize awareness and preparedness messages and materials for specific groups of people, thereby increasing the ability of these individuals to plan and survive in the event of an emergency. Such preparedness allows appropriate allocation of critical personnel, equipment and assets during the response period and reduces 9-1-1 call volume. • Educate citizens with functional needs about realistic expectations of services during and after an emergency while also demonstrating a serious commitment to their functional needs. Such education results in a more cooperative relationship with local authorities and enhances their appreciation of the concerns of people with functional needs. It also leads to improved response by the entire community. • Learn and gain from the knowledge, experiences and non-traditional resources the DAFN community can bring to a partnership effort with emergency professionals. By utilizing and embracing members of the DAFN process, emergency personnel often discover creative solutions before they are needed during an emergency. These solutions may benefit not only the DAFN needs community but also the general population. • Work with institutional and industry specific groups that are not typically considered emergency service resources but can offer valuable and timely support to emergency professionals. Identifying and marshaling these groups in advance leads to a better prepared service community that is able to take on responsibilities during an emergency. It also leads to a unified team able to quickly assess a situation and communicate service gaps during an emergency and to a host of additional equipment, materials and skilled personnel. Page 79 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan • The City of Huntington Beach Office of Emergency Management & Homeland Security has worked closely with the City's Senior Center, senior facilities and senior mobile home parks. It has conducted several presentations for the Senior Providers, a group managed by the Senior Center to coordinate needs of the seniors with the providers. Communication Is the Key Communication is the lifeline of emergency management. This is especially true for people with disability access and functional needs, many of whom are unemployed, socially isolated or in other ways less connected to society than those without access and functional needs. Fortunately, most emergency management communication can be implemented as a simple adjunct to more general strategies: • Communication with members of the DAFN community must be viewed differently depending on the point at which it is initiated. This can be done: o Well before an event, as part of a preparedness outreach effort o Prior to an event, as emergency warning or notification o During an event, as emergency information and instruction o Following the event, as recovery information • The medium used to reach disability DAFN populations may change at different points in the timeline. In addition, the technology employed may vary, and the amount of labor required to complete the task may change. In general, however, there are some important considerations to keep in mind when directing communication on one's own or in partnership with the media. o Television stations must be responsible to all viewers and not run a text message "crawl" across a television screen in any area reserved for closed captioning as this will make both sets of messages unintelligible for hearing impaired viewers. o Camera operators and editors need to include a sign language interpreter in the picture if one is interpreting next to the official spokesperson presenting emergency information. o Those setting up emergency hotlines during an event should include TTY/TDD (Text Telephone, also known as Telecommunication Device for the Deaf) numbers when available or the instruction "TTY callers use relay." Make sure the same information is provided by the official spokesperson and is used on television and radio. o Frequently repeat the most essential emergency information in a simple message format that those with cognitive functional needs can follow. Evacuation Planning for Person with DAFN Not all disasters require residents to flee their homes or businesses. However, the need for escape or rapid exit is common enough that it should be explicitly addressed as part of emergency planning efforts. Such planning can be a lifesaver. Experience demonstrates that people who are aware of evacuation procedures and who engage in escape drills are more successful in fleeing buildings than those who are unfamiliar with the procedures. There are Page 80 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan several types of facilities and structures where special consideration is required in connection with the evacuation of people with functional needs. Entire Communities Evacuations of entire communities typically take place over a longer period than facility evacuations. They can be even more traumatizing, since people are leaving their homes, businesses and possessions behind. Community evacuation plans should be designed to allow the necessary time, consideration and assistance for people with functional needs. They will require adequate notification of evacuation plans. They also must be able to bring with them special equipment (e.g., wheelchairs, dialysis machines and ventilators) and guide animals. In some communities, these concerns have led to the creation of staggered evacuation orders with notification to large care facilities ahead of the general population because their lead time is so much longer. Communities may need to provide accessible transportation support and other resources if people are ordered to evacuate the area. Include Disability Needs in the Recovery Phase The recovery phase of an emergency is typically the longest and most difficult aspect of a disaster for a community's residents and can be especially traumatic for people with functional needs. In addition to coping with any personal losses or injuries that they may have suffered, members of the DAFN population who experience a disaster may be deprived of vital connections to attendants, guide animals, neighbors, local business owners and even family members. They may no longer be able to follow their accustomed routines. The disaster may also cause psychological distress by forcing individuals with functional needs to confront their limitations on a more or less continuous basis or to relive traumatic hospitalization experiences from their past. Such possibilities are more than theoretical. The terrorist attacks of September 11, 2001, for instance, produced powerful psychological effects among the general population. According to the Washington Post, two to three months after the attacks, "Nearly half of the residents of lower Manhattan and as many as one in four Americans nationwide had difficulty sleeping, suffered flashbacks and were easily startled, symptoms usually found among patients with post -traumatic stress disorder (PTSD)." Similarly, two months after the disaster, the New York Academy of Medicine found that the prevalence of PTSD and depression among adults in Manhattan was twice the national average. And six months after the attacks, more than one- fourth of New York City public school children exhibited mental health problems severe enough to impair their normal functioning. Like all people, those with functional needs are affected by these issues, but for this population they are often more severe. In the weeks following the attacks, many people with functional needs living in Lower Manhattan experienced the following: • Paratransit service in the Ground Zero area was suspended and placed under stricter limits citywide. • Some people were unable to get necessary prescriptions filled. Page 81 of 125 - City of Huntington Beach 2013 VFEmergency Operations Plan Basic Plan • Wheelchair and other equipment repairs were delayed or unfinished because repair shops were closed. • Much of the DAFN population was unable to keep critical health care appointments because either they could not find transportation or they were unable to leave their homes. • People who are blind or have low vision had to spend hundreds of hours learning how to navigate the rearranged city on foot and by re-routed public transportation. Emergency planners can do little to counter some of these effects, such as psychological distress and changed city environments, which are frequent results of disaster. What can be done is to ensure that those services and needs most critical to people with access and functional needs are restored or addressed as a priority during the recovery phase. Some major considerations include: • Making allowances at the blockades, shelters and other impacted areas for access by attendants, home health aides, visiting nurses, guide animals and other individuals crucial to the immediate health care of the DAFN population • Identifying the impact of an interruption of utility services on the DAFN community • Planning for accessible shelter and appropriate temporary housing needs • Addressing how the DAFN population, who are employed by businesses that are able to open soon after a disaster, will get to work • Involving a representative of the DAFN community in "after action reports" or "hot wash reports" in order to capture the true impact of the disaster and to improve plans for the future Page 82 of 125 City of Huntington Beach Emergency Operations Plan 5. Information Collection, Analysis and Dissemination 5.1. Public Information Coordination 2013 Basic Plan Public information consists of the processes, procedures and systems to communicate timely and accurate information by accessible means and in accessible formats on the incident's cause, size and current situation to the public, responders and additional stakeholders (both directly affected and indirectly affected). Public information must be coordinated and integrated across jurisdictions, agencies and organizations, and with the private sector and NGOs. Public information includes processes, procedures and organizational structures required to gather, verify, coordinate and disseminate information. During an emergency, City officials must communicate and educate the public (including businesses, individuals and residents) on the risks and issues faced by the community. The goal of emergency public information is to keep the public informed of the general progress of events and provide educational information, particularly in the realm of health and safety. Public information will be disseminated using all media methods: television, radio, newspapers, internet, and wire services. A comprehensive emergency public information program combines educational and emergency information to reduce casualties and property damage, and provides long-term public education related to hazard awareness. In either case, the participation of multiple agencies and jurisdictions is often required for successful implementation. Emergency Public Information activities are structured under a Joint Information System (JIS) concept which ensures coordination of messages, whether the Public Information Officers (PIO) are located at one site Joint Information Center (JIC) or multiple sites (virtual JIC). The JIS is designed to disseminate a variety of information and instruction to the general public, government officials, and the news media through direct contact, news conferences, news releases and advisories, web sites and social media sites, and timely response to public and news media queries. 5.1.1. Public Awareness/Education Educating the public on actions that can be taken prior to an event is one of the best ways to build resilience within the community and ensure that the population is as prepared as possible for an emergency. Huntington Beach is committed to this public outreach through Public Education and ReadyOC. ReadyOC is a public service campaign aimed at educating and empowering Orange County residents, businesses and the community to better prepare for emergency situations. The goal of ReadyOC is to get local residents better prepared for a variety of emergency situations that could impact the county and also to offer opportunities for concerned citizens to get involved in local readiness efforts. Page 83 of 125 City of Huntington Beach WIF Emergency Operations Plan 2013 Basic Plan 5.1.2. Media Relations/Coordination The role of the mainstream media is changing. The public's reliance on mainstream media continues to decline. The widespread use of phones and computers has led to higher interconnectivity and social connectedness of internal and external audiences. In addition, the public now relies on social media as a source of information. At times, the public is not only a receiver of information. People are now able to convey information as citizen reporters who report news from their smart phones, tablets and other devices. In order to address these changes in communication, the PTO's communication must be faster, more direct, more interactive and more transparent. Planning how to communicate in urgent situations must be done well in advance. The PTO's key messages should be developed in advance. Just as there is a "golden hour" in emergency medical services, there is a "golden hour" for public information as well. The communications decisions that the PIO makes in the first hour of a critical incident will affect the PIO's success. Good working relationships with the media help during an incident. To help build these relationships the AS group will: • Make a periodic effort to meet with the news managers at local media outlets to familiarize them with the JIS/JIC concepts and JIS Annex. • On a periodic basis, provide the media with a contact list with after -business hours contact information. • Newsroom trainings may be scheduled with the news managers to acquaint reporting staff with JIS/JIC operations and procedures. • Review and update all contact lists (e.g., media, PIO and other agencies) every six months. 5.1.3. Hard -to -Reach and Vulnerable Populations Every effort will be made to contact hard -to -reach and vulnerable populations which include, but are not limited to: the hearing impaired, visually impaired, populations that do not speak English or speak English -as -a -Second -Language (ESL), economically disadvantaged, and Disability Functional and Access Needs (DAFN) populations. Populations can be vulnerable based upon: • A certain set of shared characteristics • Circumstances of a situation For example, after a disaster, disaster victims who would be easy to reach under normal circumstances may now be part of a hard -to -reach population because they are living in a shelter without typical means of communication. Vulnerable populations are unique depending upon each community's demographics and available support. The key to communicating with vulnerable populations is the preparatory work done before an incident. Message content for crisis notification to all populations should be developed prior to an incident. Page 84 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan To be successful with vulnerable populations, the PIO must build a network of collaborators or champions. With these "trusted agents," PIOs must establish channels of communication and relationships during non -emergency times that can be leveraged during an incident. Building these relationships takes time. Some broad ways to define vulnerable populations include: • Economically disadvantaged • Limited English language competence • Physical, cognitive or sensory disability • Cultural/geographic isolation • Age vulnerability Being able to reach all constituents requires knowing what languages are spoken by constituents. PIOs should identify resources and develop policies to address the language needs of their jurisdiction. • PIOs should determine the languages spoken in their jurisdiction by collecting demographic data from local and federal sources. • PIOs should develop language access policies and protocol guidance. • Documents that communicate vital information to the public should be translated into the most prevalent languages spoken by the Limited English Proficiency (LEP) community. (Note: Pictures and diagrams are easier to understand or interpret than verbal communication.) • All agency personnel should be educated about language access and know how to use agency language assistance services. • Bilingual staff can be used to conduct community outreach and build relationships between the department and immigrant and LEP residents. PIOs can pool resources and leverage assets with other agencies and services to meet their needs. 5.1.4. Intergovernmental Affairs —State and Local Officials An effective AS requires partnerships with: • Individuals and households • Private sector • Nongovernmental Organizations (NGOs) Individuals and households contribute by reducing hazards in and around their homes, preparing an emergency supply kit and household emergency plan, and monitoring emergency communications carefully. The private sector plays a key role before, during and after an incident. Many private -sector organizations are responsible for operating and maintaining portions of the Nation's critical Page 85 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan infrastructure. In addition, they must provide for the welfare and protection of their employees in the workplace. Nongovernmental Organizations (NGOs) also play important roles before, during and after an incident. For example, NGOs provide shelter, emergency food supplies, counseling services and other vital support services to support response and promote the recovery of disaster victims. These groups often provide specialized services that help individuals with special needs, including those with functional needs. There are legal implications and protective mechanisms for partnerships, either informal or mutual aid agreements. The goal of building coalitions and partnerships is to bring together community partners and other stakeholders to prepare for both disaster and non -disaster times. The best time to do this is before an event or an emergency. Stakeholder management includes managing a PIO's partners and Federal and State external affairs staff and politicians. • Before an incident, the PIO should maintain ongoing communication and participate in joint training and exercises • During response and recovery, the PIO should use a collaborative approach to planning, decision -making and assignments • After an incident, the PIO should share lessons learned 5.1.5. Joint Information System (JIS) Activation The Huntington Beach Joint Information System (JIS) is considered activated whenever two or more department PIOs are mobilized to manage information on the same incident. Emergency situations almost always begin with the involvement of one of the City's departments; typically, Fire or Police. Following the initiation of an incident, one of the three PIOs (City, Fire and Police) in the City is notified of a potential or existing need for public information support at their department through: • A direct media inquiry • Notification from a department dispatcher that a significant or unusual event is or may be underway • Automatic or intentional activation of the EAS Notification from a department supervisor, field personnel or Incident Commander • Notification from the City EOC • Experiencing (e.g., feeling an earthquake) or baring witness to (e.g., in person or via media outlet) an incident of significance Upon being individually activated, each department PIO is responsible for assessing the situation to determine whether additional support is needed from the other PIOs in the City or whether the incident might escalate to involve other departments. The City PIO should always be kept apprised of activities when department PIOs are officially activated. If the activated PIO determines that he/she might need additional support from other PIOs or the City's Public Page 86 of 125 f City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Information Office (triggering activation of the JIS), then the City PIO should be contacted to determine the appropriate level of AS activation. That determination will include: which PIOs will be activated, the gathering location (or distribution of PIOs) and the appropriate communications strategy. In other events, the actual involvement of the City PIO is contingent upon the situation. For example, in an incident involving the Fire and Police departments, it may be determined that the Fire and Police PIOs can jointly handle the situation without additional assistance. They should keep the City PIO apprised of their activities even if the formal involvement of the City PIO may not be necessary. During an emergency situation, the three Huntington Beach PIOs will make initial contact virtually via e-mail, phone, etc. This is particularly true during incidents of short duration. The PIO whose department is least affected by the emergency will be stationed at the City EOC when it is activated. The other PIOs will likely converge near or around the incident scene where media is likely to be on hand. If Huntington Beach is involved in an incident involving other jurisdictions and a Unified Command (UC) or Joint Information Center (JIC) is established (either in or outside Huntington Beach), then at least one of the City/department PIOs or appropriate designee will be dispatched to that location to facilitate coordination on behalf of the Huntington Beach JIS. If the incident is anticipated to have a long duration but remain localized to Huntington Beach, the City PIO may choose to identify and staff a formal JIC location. This location may be mobile or fixed. If facilities are needed only for media briefings then the City Council Chamber will be the pre -designated location when a formal JIC is not activated. Joint Information Center (JIC) Joint Information Centers can be both physical locations as well virtual sites that utilize an online interface for document collaboration and dissemination. The decision to use a virtual JIC in place of a physical one or an Area JIC will be made by the PIO or designee. The JIC should be located near the EOC or incident to allow for easy coordination. If the incident is localized, representatives from responding agencies must be invited to participate to allow for coordination of public information. The City and OA may establish a Virtual JIC using ResponcIOC to coordinate public information. PrepareOC/RespondOC is a collaborative website designed to facilitate business continuity, disaster recovery, and emergency response preparedness and planning efforts. The site enables Orange County agencies, Operational Area member jurisdictions, participating non- profits and area partners to share resources, documentation, communications, training materials and more in a secure, online environment. ResponcIOC is the part of the site that is used by the OA to maintain emergency plans, shared calendars and other critical documents. Many groups have their own areas that they use to collaborate on planning, training, or other preparedness efforts. Page 87 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan Hotline Agencies may activate an inquiry center to centralize information sharing among the public, the media and government. Inquiry centers should be directly linked to media centers orjoint information centers as appropriate. Establishing a Hotline allows for: • Monitoring of radio and television stations and informing the PIO Coordination Team of inaccuracies • Sharing of information about the emergency or the government's response • Identification of information trends, which in turn allows PIO to focus on providing targeted information • Identification of rumors and of misinformation and bringing these to the attention of the PIO Coordination Team • Response to questions using official, verified information that has been approved for release • Call referrals, as appropriate, to federal, state, local, volunteer and private sector agencies • Adjusting the mode of communication to meet the needs of those whose primary language is not English and to meet the functional needs of the blind, deaf and hard of hearing The City has the ability to establish a hotline in Civic Center Room B-7/8. There are 8 lines available and phones located in the EOC will be moved to the Civic Center if hotline is activated. In addition, the City may request that the OA activate their public information hotline. This required coordination with the OA EOC may require a City representative. 5.1.6. Operational Area Joint Information System (JIS) Plan The City Emergency Manager and PIO staff participated in developing the Operation Area plan JIS Annex. It will be used in the event that multiple jurisdictions are impacted. For more details regarding information in this section, refer to the OA AS Plan. The AS provides the mechanism to organize, integrate and coordinate information to ensure timely, accurate, accessible and consistent messaging activities across multiple jurisdictions and/or disciplines with the public, the private sector and NGOs. It includes the plans, protocols, procedures and structures that are used to provide public information and establishes JICs that are critical supporting elements of the JIS. Key elements include: • Interagency coordination and integration • Gathering, verifying, coordinating and disseminating consistent messages • Support for decision makers • Flexibility, modularity and adaptability Area 1lC (Operational Area) The Area JIC is a centralized, physical location in which the public information function for the OA is coordinated. This location is ideally situated close to the OA EOC and provides for media access when needed, but it can be located anywhere that is suitable to support the response. Page 88 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan (The list of identified JIC locations can be found in section 2.3.6. of the OA JIC Plan) Regardless of where the JIC is located, the function remains the same, to support the overarching AS structure with tools that improve the public messaging and information that is required after a disaster. 5.1.7. 2-1-1 Information and Referral Services Local and state governments may consider supplementing their public information programs with established 2-1-1 information and referral services to increase the public's access to vital emergency -related information, including evacuation routes, shelter locations, and road closures, to reduce inappropriate calls to 9-1-1 and make referrals to essential health and social services. The 2-1-1 program can improve access to government and non-profit community services for people who are most at risk, including older adults, people with disabilities, and the non-English speaking. Page 89 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan This Page Intentionally Blank Page 90 of 125 City of Huntington Beach Emergency Operations Plan :: i�nrr�rr��cr 6.1. Local Systems 6.1.1. Voice Systems 2013 Basic Plan Telephones The EOC has 35 separate phone lines. The phone lines are on two different phone systems, digital and analog. If power goes out, the analog system will still function. Cellular Phones Many employees are provided City -issued cellular phones and most carry personal cell phones. In an emergency situation, the use of all forms of redundant communication is encouraged should primary systems fail. EOC-to-EOC Radio (0A1) The OA EOC-to-EOC Radio system is designed as an additional communications system between the Orange County OA EOC, OA Members and other OAs with this radio capability. The frequencies are always monitored by Control One in the event a jurisdiction cannot communicate by any other method. 800MHz OA Radio System Fax Machine Facsimile is still the secondary method of communication between the OA EOC and OA Members due to the number of reporting jurisdictions and the quantity of documentation they provide. (WebEOC® may become primary within the next few years.) Radio Amateur Civil Emergency Services (RACES) RACES consists of volunteer amateur radio (ham radio) operators who are committed to assisting with emergency communications in times of disaster. This group can provide auxiliary communications for all response agencies and other departments. The City maintains a cadre of ham radio volunteers and radio base stations to ensure communications between the EOC and various locations can be maintained. Individual operators may have their own base stations that can also be dispatched at the discretion of the EOC. Emergency information can be communicated through RACES operators to any location an operator and base station is dispatched (e.g., mutual aid EOCs, Incident Command Posts, shelters, staging areas, etc.). The EOC has Police, Fire, Public Works (Silver 1, 2 and 3) and RACES radios. The Police radio room is a backup Police dispatch center. Satellite Phones Satellite phones are mobile phones that communicate directly with orbiting communications satellites to ensure communications independent of terrestrial systems (e.g., radios, telephones). Both handheld and hardwired satellite phones are available at the Huntington Page 91 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Beach and OA EOCs. Handheld satellite phones need a clear view of the sky. Thus, they do not work inside buildings or cars and they must be used outside. Hardwired satellite phones within the EOC are connected to external antennas that allow them to be used from inside the building. 6.1.2. Data Systems E-Mail E-mail is a method of communication utilized between the City and the OA due to the number of reporting jurisdictions and the quantity of documentation they provide. All county employees have an e-mail account as do most individuals working for OA Members. Like cellular telephones, if other primary means of data or voice communications fail, then e-mail should be considered a sufficient back-up. Before using e-mail personnel should confirm that the intended recipient(s) has access to and is checking their e-mail. Critical information should never be sent over e-mail unless confirmation exists that the intended recipient is receiving the messages. The OA has established e-mail accounts for use specifically during OA EOC activations. The eocliaison@ocsd.org e-mail will serve as a reliable e-mail account designed to accept correspondence with OA jurisdictions. WebEOC® WebEOC® is a web based crisis information management system that provides secure real-time information sharing to help City managers make sound decisions quickly in time of disaster. This software allows viewing of critical information countywide as well as posting information for all authorized personnel to see in the Emergency Operation Center, Department Operation Centers, in the field or other remote locations. The City will primarily use WebEOC° for the following purposes: • Review situational information posted by the City and OA Members • Send information to OA using Jurisdictional Information Management System (JIMS) • Use applicable position checklists, contact lists and plans posted to WebEOC® 6.2. Orange County Operational Area (OC/OA) Systems Cache Radios The County of Orange maintains 800 MHz portable radios that can be deployed to support emergency incidents. The radios are maintained at Control One and are available for deployment 24 hours a day. The radios have two sets of pre-programming. The Law program includes all common talk groups and conventional channels but no agency specific talk groups. The Fire program corresponds to a typical city or county fire radio with the exception of Zone 1 being OCFA programming. Contact the on -duty Control One supervisor to request the use of these cache radios. Page 92 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Countywide Coordinated Communications Center (Control One) The Orange County Sheriff's Department functions as the 24-hour-a-day emergency point of contact through their countywide coordinated communications center known as Control One. Communications Coordinators monitor numerous radio, California Law Enforcement Telecommunication System (CLETS) and telephone systems and are responsible, through established procedures, for Alerting & Warning notifications for a wide variety of emergency incidents that impact, or have the potential to impact, Orange County. Incident Notification Procedure When notified of any incident that requires countywide notification, Control One will immediately broadcast the information following an established notification procedure. Incidents may include: earthquakes, fires, hazardous material events, significant weather (such as a Tornado Warning, Flash Flood Warning or Hurricane Warning), 9-1-1 outage or other emergencies. Notifications are made using radio, telephone and CLETS systems to the public, law enforcement, fire service, hospitals and other public safety agencies. This information is also provided to the public using the EAS, Sigalert and NWS radio systems. Orange County Jurisdiction Information Management System The Orange County Jurisdiction Information Management System (JIMS) is used by all cities, county agencies, special districts, school districts and approved private and non -governmental organizations to coordinate, collaborate and share information during a disaster. Accurate and timely information that is shared with the most people possible is critical for situational awareness, mission and resource prioritization. The communication protocol for participating in JIMS is discussed below. Two primary types of information are shared within JIMS: Activation Status and Status Updates. Activation Status confers the level of activation of the jurisdictions EOC and other related information. Status Updates include many different kinds of reports, such as: Initial Damage Estimates, Casualties, Proclamations, Utility Outages, Evacuations, Mass Care Sites, Road Closures, Infrastructure Schools, Hospitals, Advisories / Press Releases, Potable Water, Waste Water, DOC Status and Resource Requests. There are two situations when OA jurisdictions should begin input into JIMS. The first is if their EOC is activated for any reason. The second is upon request by the OA following their EOC activation. OA jurisdictions should attempt to submit their Activation Status within one hour in either case. Status Updates should be added or updated as information is collected and verified. Each jurisdiction is responsible for updating all status updates that apply to their jurisdiction. Successive communications methods should be used in this order: WebEOC®, e-mail, fax, landline phone, OA Radio, EOC-to-EOC 800 MHz talk group, RACES and satellite phone. Jurisdictions should utilize the next communication method only if the preceding one is not available to them. Page 93 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan 6.3. State of California Systems California Warning System (CALWAS) California Warning System (CALWAS) is the state portion of National Warning System (NAWAS) that extends to communications centers throughout the state. Cal OES headquarters ties into the federal system through the Warning Center in Mather (Sacramento). Circuits then extend to County warning points. The California Highway Patrol (CHP) headquarters in Sacramento is the state's alternate warning point. Both state and federal circuits are monitored 24 hours a day at the Warning Center and the alternate point. The Local warning points monitor the State circuit. Immediately following the NAWAS test, the State conducts the CALWAS test. The County of Orange Countywide Coordinated Communications Center (Control One) monitors CALWAS and all backup systems 24 hours a day and functions as the point of contact for Orange County. California Law Enforcement Mutual Aid Radio System (CLEMARS) CLEMARS was established to provide common police radio frequencies for use statewide by state and local law enforcement agencies during periods of man-made or natural disasters or other emergencies where inter -agency coordination is required. It is administered by the State of California through Cal OES. Additional information can be obtained from the CLEMARS Plan, available from the Cal OES Telecommunications Division. California Law Enforcement Radio System (CLERS) CLERS is a microwave interconnected radio repeater system with statewide coverage. This system was designed for use by law enforcement agencies for point-to-point communications, to provide a backup warning system to all counties in the state and serves as the backbone for the California EAS. Control One monitors this system 24 hours a day and functions as the point of contact for Orange County. Additional information can be obtained from the CLERS Plan, available from the Cal OES Telecommunications Division. California Law Enforcement Telecommunications System (CLETS) CLETS is a high-speed message switching system that provides law enforcement and criminal justice agencies access to various databases and the ability to transmit and receive point-to- point administrative messages with other agencies within California or, via the National Law Enforcement Telecommunications System (NLETS), to other states and countries. HBPD has message switching computer systems and computer aided dispatch (CAD) systems which directly connect to CLETS. Many of these systems have mobile data terminals (MDTs) which allow officers in the field to inquire directly into various systems. Control One monitors this system 24 hours a day and uses CLETS for the distribution of Alert and Warning information. Page 94 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Emergency Digital Information Service (EDIS) The EDIS provides local, state and federal agencies with a direct computer link to news media, other agencies and the public during emergencies. EDIS supplements existing emergency public information systems such as the EAS. The main purpose of EDIS is to distribute official information to the public during emergencies. However, a system that is not used day-to-day will not be used with confidence during an emergency. Therefore, certain non -emergency uses of EDIS are permitted so long as they do not interfere with transmissions that are more urgent. Control One uses EDIS for the distribution of alerting and warning information when requested to do so. Additional information can be obtained from the EDIS Plan, available from the CalOES Telecommunications Division. Fire Mutual Aid Radio System (FIREMARS) FIREMARS was established to provide a common 800 MHz channel for use statewide by state and local fire agencies during periods of man-made or natural disasters or other emergencies where inter -agency coordination is required. It is administered by the State of California through the CalOES. Control One monitors this system 24 hours a day and functions as the point of contact for Orange County. Cal Fire This is a statewide VHF High Band repeater system that is used by Fire Mutual Aid Coordinators at the state, regional and OA level. It is administered by the State of California through the CalOES. The Orange County Fire Authority dispatch center monitors this system 24 hours a day and functions as the point of contact for Orange County. Operational Area Satellite Information System (OASIS) The CalOES leases transponder space from a commercial satellite operator and operates a satellite communications system known as OASIS. This system serves as one of the various back-up and redundancy systems and allows public safety agencies to exchange disaster intelligence and resource requests when either the public switched telephone network (PSTN) fails or a secure communications source is needed. In the event of PSTN failure, OASIS is the primary back up, providing voice and internet connectivity to the California State Warning Center, the CalOES, Regional Emergency Operations Centers (REOC), key State agencies and each OA. It is administered by the CalOES. Control One monitors this system 24 hours a day and functions as the point of contact for Orange County. Additional information can be obtained from the OASIS Guidelines Plan available from the CalOES Telecommunications Division. White Fire These VHF High Band simplex channels are available to all fire agencies statewide. The three available channels have been designated Fire White-1, Fire White-2 and Fire White-3. Fire White-1 is authorized for base station and mobile operations. Fire White-2 and Fire White-3 Page 95 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan are for mobile and portable use only and are intended for on -scene use. Control One monitors Fire White-124 hours a day. Additional information can be obtained from the Statewide Mutual Aid Radio System Plan available from the CalOES Telecommunications Division. Page 96 of 125 City of Huntington Beach Emergency Operations Plan 7. EOC Organization and Assignment of Responsibilities 7.1. Roles and Responsibilities 2013 Basic Plan Under the SEMS/NIMS, the City has responsibilities at the field response level and local government level. At the field response level, all departments 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 EOC. In some instances, communication/coordination between the field and the City EOC may take place through Department Operations Centers under their respective Operations Section branch in the EOC. The Huntington Beach response organization reports to the Orange County Operational Area (OA). SEMS/NIMS regulations require an operational area EOC to be activated when a local government within the operational area activates its EOC, and/or when two or more cities within the Operational Area have declared a local emergency. The City of Huntington Beach is responsible for coordinating with other local governments, the field response level, and the OA; and for providing mutual aid within its capabilities. This section describes the organization of the Huntington Beach EOC and includes clear descriptions of each position's roles and responsibilities, as well as the identification of those organizations and/or individuals responsible for staffing each position or serving as a successor/alternate. The requirement to use NIMS/SEMS/ICS includes fulfilling the management and coordination role of local government and providing for the five essential functions: management, operations, planning, logistics and finance. In an emergency situation requiring activation of the EOC, an emergency requiring response by more than one department/agency (whether or not the EOC is activated) or in cases where a Local Emergency, State of Emergency or State of War Emergency is proclaimed, the command relationships described in this section will apply. It is important to note that the organizational structure described in this section describes Huntington Beach's ultimate capability and full staffing of all potential positions. Because of the flexible, modular nature of ICS, it will be rare that every position and organizational element identified in this section will be active simultaneously. The incident will define which elements need to be staffed. In addition, it may be discovered that one element of the organization can manage the responsibilities of those elements under it. For example, the Finance Section Chief may be able to handle the responsibilities of the Procurement and Time/Cost Units. In that case, the supporting Units will not be staffed, but the Finance Section Chief will have responsibility for performing the functions of those Units if necessary. If the organization is not fully expanded, then supervisory positions are responsible for performing the functions of the un-staffed Units, Groups, Branches and/or Sections (as applicable) that they oversee. Page 97 of 125 City of Huntington Beach 2013 `, V _ Emergency Operations Plan Basic Plan 7.1.1. EOC Organization Policy Group rector of Emerg Management EOC Executive Officer Legal Officer Public Information Officer (Group) Operations Section Law Branch Director/Aid Fire & Rescue Branch Director/Aid Marine Safety Division RACES Public Works Branch Director/Aid Engineering Division Utilities Division DAFN* Officer Planning Section Situation Analysis Unit Advance Planning I Demobilization Unit Documentation Unit Damage Assessment Unit GIS Technical Specialist(s) Recovery Unit `Disabilities and other Access and Functional Needs Page 98 of 125 Emerg. Mgmt. / Liaison Officer (Group) EOC Technical Support Safety / Security Officer Logistics Section Services Branch Information Systems Unit Human Resources Unit Volunteer/ Unit CERT Support Branch Supplies Unit Facilities/Transportation Unit Food Unit Donations Unit Care & Shelter Branch Finance Section Purchasing Unit Cost Analysis I Recovery Unit Time Unit Claims/Comp Unit City of Huntington Beach Emergency Operations Plan 2013 Basic Plan 7.1.2. Management Section In an incident command organization, the Command Staff consists of the DEM, the EOC Executive Officer and various special staff positions and/or groups. The Command Staff element is provided through special staff positions and groups that are specifically designated, report directly to the DEM or EOC XO and are assigned responsibility for key activities that are not a part of the ICS General Staff functional elements. Additional Management Staff positions may also be necessary depending on the nature and location(s) of the incident and/or specific requirements established by Incident Command. For example, a Medical Advisor may be designated and assigned directly to the Management Staff to provide advice and recommendations to Management in the context of incidents involving medical and mental health services, mass casualty, acute care, vector control, epidemiology and/or mass prophylaxis considerations. Multi -jurisdictional incidents will involve a Unified Command element which will bring together Field Incident Commanders and EOC Executive Officers to develop a coordinated Action Plan to make the best use of all available resources. Director of Emergency Management (DEM) The emergency management staff is located in the EOC and is directed by the City Manager (or designee) who serves as the DEM. The DEM is responsible to the City Council and EMHS Council per Municipal Code Chapter 8.60. The DEM has the authority to direct all EOC activity and is responsible for the City's overall emergency management policy and coordination. EOC Policy Group The Policy Group, comprised of high-level decision makers, sets policy and response and recovery direction, making recommendations on the course of action to be taken by the City. They provide strategic methodology to the DEM on how to manage the City in the most effective manner. The DEM has all final decision making responsibility and authority and the Policy Group is only a recommending body. The individuals in the Policy Group may hold key positions in the Command and General Staff, but they will be asked to help set City policy during a disaster. A Policy Group meeting will be convened when called for by the DEM and will consist of the following positions or their designee: • City Manager • Fire Chief • Police Chief • Public Works Director • City Attorney • City Clerk • Public Information Officer • Emergency Services Coordinator • EOC Section Chiefs Page 99 of 125 City of Huntington Beach 2013 W—F Emergency Operations Plan Basic Plan The Policy Group may be expanded to include Agency Representatives from outside agencies such as a: school district, college, hospital, a representative from the Chamber of Commerce representing businesses, county, state and federal agencies, or other appropriate Agency Representatives. Additional department heads may be included during the response and recovery effort. For example, the Economic Development Director may be asked to assist with policy related to recovery. EOC Executive Of (EOCXO) An EOC XO is assigned to the City's Emergency Operations Center as the citywide commander of all emergency response efforts. Although the DEM has legal obligation and ultimate authority to control response operations, it is generally accepted that the EOC XO conceives strategic objectives, response strategies and implements response measures. The Huntington Beach response environment is one built on collaboration, full and complete understanding and use of a common operating picture. Therefore, the EOC XO receives advice from the Policy Group and seeks approval/validation for response strategies and objectives through the DEM and Policy Group. The EOC XO: • Has full responsibility for the response efforts of the City • Directs all other departments and City resources in a disaster operation • Approves the EOC Action Plan and ensures all requests for action are completed • Oversees Section Chiefs and other members of the Management Staff assigned to the primary/alternate EOC and ensures they are accomplishing mission objectives. In most cases, the EOC XO's direct supervision responsibilities will be limited to those liaisons assigned to the primary/alternate EOC. • Maintains awareness of and directs field forces through appropriate chains of command in the EOC • Makes necessary executive decisions regarding orders, rules and regulations • Makes operational plans and policies and establishes operational priorities • Seeks council from the Policy Group and approval/validation from the DEM The type of incident will determine whether staffing for the position of EOC XO will be the Fire Chief, Chief of Police, the Public Works Director or a Unified Command. The lead City department during a disaster shall be the department normally in charge of the response efforts for the specific incident, such as the Police Department, Fire Department, or Public Works Department. Public Information Officer — City Manoger's Office Public Information Officers (PIOs) are responsible for interfacing with the public, the media, each other (within City departments) and other agencies or jurisdictions with incident -related public information requirements during emergency situations. PIOs develop accurate and complete information on the incident's cause, size, current situation, resources committed and other matters of general safety and interest for both internal and external consumption. Page 100 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan The City of Huntington Beach has three PIOs (City, Fire and Police). The Public Relations Officer within the City Manager's Office (City PIO) is the ultimate authority for public information in the City. His/her most important role is to create and coordinate the City's overall public information strategy, including strategies for emergency situations or events. The City PIO is supported by the Fire Department PIO and Police Department PIO. The PIO's will operate out of the EOC Public Information Office during emergency situations. The room is equipped with two desks, compatible computers, telephones, televisions, an AM/FM radio and a fax machine; additional televisions are located right outside the door. Emergency Management/Liaison Officer — Emergency Services Coordinator The Liaison Officer position is filled by the full time Emergency Management & Homeland Security Office personnel who develops and maintains the emergency management plans, conducts training and exercises and maintains the EOC in an operational readiness condition 24 hours a day, 7 days a week. The EM/Liaison Officer is staff to the DEM and the EOC XO as well as a member of the Management Section/Command Staff and staff to the Policy Group. During an emergency, the EM/Liaison Officer is the point of contact for all outside agency representatives to the EOC and maintains contact with the County OA, OES, and FEMA as well as the six school districts. The EM/Liaison Officer maintains contact with all EOC Sections to ascertain their needs. Due to the limited size of the EOC, it is impossible to allow all Agency Representatives who request access to the EOC a position in the EOC; decisions will have to be made and priority given to those most needed by the EOC personnel. EOC Technical Support — Information Services Department The EOC Technical Support Unit is responsible for the primary and back-up EOC communication systems. He/she ensures that radio, telephone, and wireless services are functional in the EOC. The EOC Technical Support Unit is responsible for supporting all information technology (IT) systems that are used by response organizations/agencies during the disaster and recovery periods. He/she ensures that computer resources and services are provided to EOC staff, as required, and oversees the procurement and installation of requested IT resources. The EOC Technical Support Unit will provide technical WebEOC° and other IT support to EOC staff. Safety/Security Officer- Fire Department/Police Department When activated, the Safety / Security Officer position in the EOC has two roles, ensuring a safe and secure working environment in the EOC and in the entire response organization. The Safety Officer will routinely inspect and correct any deficiencies in the operating environment of the EOC. The Safety / Security Officer will also ensure that personnel working in EOC positions are not overly stressed or working for extended periods that may jeopardize their health. This position is responsible for coordinating all safety and security for the response organization but is directly responsible for the EOC. If necessary, either of these elements may be delegated Page 101 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan to Police or Fire personnel, depending on the situation. The primary EOC has relatively restricted access, but may require additional security at the elevator and Civic Center entrances. Legal Officer — City Attorney's Office The City Attorney or appointee will be the EOC Legal Officer and will provide legal advice to the DEM in all legal matters relative to the emergency. He/she will assist in the preparation of legal documents such as: Resolutions, Proclamations, a Declaration of Local Emergency, a Resolution of the City Council requesting the Governor of the State of California to proclaim a State of Emergency in the City of Huntington Beach, a Resolution requesting the concurrence of the State Director of Cal OES in declaring a Local Emergency, ordinances relative to the demolition of hazardous structures and conditions or other Ordinances that may be needed during an emergency. The Legal Officer will maintain legal information, reports and records relative to the emergency. Commence legal proceedings as needed. The City Attorney is a member of the EOC Management Section and is staff to the Policy Group. When the Policy Group is activated, the City Attorney will attend all meetings as the legal advisor and provide information relative to emergency related ordinances. Disabilities, Access and Functional Needs (DAFN) Officer The DAFN Officer provides information and guidance to EOC on access and functional needs - related issues and available resources. He/she ensures people with disabilities and access and functional needs are properly considered in all aspects of the incident response and facilitates communication between EOC and disability service organizations and advocacy groups. 7.1.3. Planning Section and Planning Section Chief The Planning Section Chief is responsible for the overall collection, evaluation and dissemination of all operational information concerning the incident required to understand the current situation, predict incident course and in the preparation of the response objectives and strategies. The Planning Chief has the overall responsibility for facilitating planning meetings and the preparation of the EOC Action Plan. Situation Analysis Unit — Planning Department The Situation Analysis Unit is responsible for the collection, processing and organizing of all incident information. The Unit collects and processes information on incidents, situations and status. They evaluate information and make recommendations to the Planning Section Chief. The Situation Analysis Unit Leader will act on the behalf of the Section Chief in his or her absence. A major requirement of the EOC following a disaster is collecting and analyzing information on the nature, severity, extent of damage, and the status of available resources to meet the emergency, and reporting the results through established channels. The information will Page 102 of 125 r City of Huntington Beach Emergency Operations Plan 2013 Basic Plan provide a logical basis for response decisions, a basis for requesting state and federal assistance, and a basis for both short- and long-range recovery decisions. Documentation Unit — City Clerk The Documentation Unit will create and maintain the necessary records which document all disaster response and recovery activities. To accomplish this, the Documentation Unit will: (1) provide clerical services to the EOC, (2) maintain accurate and complete computerized incident files, (3) provide duplication services, (4) pack and store incident files for legal, analytical, historical and financial reimbursement purposes, (5) request, track, and fax all Operational Area forms, as needed and (6) maintain all EOC forms. Damage Assessment Unit — Planning / Building Department The Damage Assessment Unit provides assessment of buildings to determine if they are safe for occupancy following a disaster. The unit collects damage information on public and private structures and provides costs estimates to the Operational Area and State. In an emergency, the Public Works Branch Director, in consultation with the Operations Section Chief, may allow some of the public works -related groups to operate from the PWDOC. The Planning Department, Building Division, as the lead for the Private Property Inspections Group, will have the option to integrate with the PWDOC, or continue working from the City EOC/Civic Center. Advanced Planning / Demobilization Unit — Fire Department/Planning Department The Advanced Planning / Recovery Unit is responsible for assisting the Situation Analysis Unit by identifying potential response and recovery related issues likely to occur beyond the next operational period, generally within 36 to 72 hours. Those assigned will review all available status reports, Action Plans, and other significant documents. They will determine potential impacts of the disaster, particularly issues which might modify the overall strategic response objectives. The Advanced Planning / Demobilization Unit will develop a demobilization plan and coordinate with the Field Incident Commanders. Recovery Unit — Economic Development The Recovery Unit Leader will develop a Recovery / Reconstruction Plan with the assistance of all departments prior to an emergency. This plan will then be used at the onset of the disaster. It will state how the City will recover from the incident using all City Departments as needed. Initially "response" efforts will take priority over "recovery" efforts. The Recovery Unit Leader will set recovery priorities and develop an Emergency Recovery Team which may or may not include the Emergency Response Organization participants. GIS Unit — Information Services The GIS Unit is responsible for collecting, analyzing, and disseminating information throughout the response organization. The focus of the team will be to develop an integrated common operational picture of an emergency event. It will review information coming from the field, departmental control centers and EOC personnel to quality control the data, identify gaps, and Page 103 of 125 ^ 11 ­11 ­ ' City of Huntington Beach 2013 VPEmergency Operations Plan Basic Plan develop intelligence products for staff. Most of the GIS products will be built around geospatial information. These include situation maps, an incident action plan and briefing maps. However, using a team approach, the GIS Specialist will be called upon to support other team members as needed. Technical Specialists j Technical Specialists Unit Technical Specialists are advisors with special skills and are activated only when needed. Specialists may serve anywhere within the organization, including the Management Staff. No minimum qualifications are prescribed, as technical specialists normally perform the same duties during an incident that they perform in their everyday jobs, and they are typically specially certified in their fields or professions. Technical Specialists assigned to the Planning Section may report directly to its chief, may report to any function in an existing unit or may form a separate unit within the Planning Section, depending on the requirements of the incident and the needs of the Section Chief. Technical Specialists may also be assigned to other parts of the organization (e.g., to the Operations Section to assist with tactical matters or to the Finance Section to assist with fiscal matters). Generally, if the expertise is needed for only a short period and it normally involves only one individual, that individual should be assigned to the Situation Unit. If the expertise will be required on a long-term basis and may require several personnel, it is advisable to establish a separate Technical Specialist Unit in the Planning Section. The Technical Specialist: • Provides technical expertise to the EOC Planning Section and others, as required • Provides support specific to a field or function not addressed elsewhere or by any other discipline in the EOC 7.1.4. Operations Section and Operations Section Chief The Operations Section Chief is a member of the General Staff and is responsible for the management and coordination of all EOC related operational functions. The Operations Section Chief will ensure that, based on the emergency, all necessary operational functions have been activated and are appropriately staffed. The Operations Section Chief will be designated at the beginning of the incident and will be chosen by the EOC XO. Traditionally, the Fire Department Division Chief of Operations has held this position in the early stages of an event because of the fire service's experience with ICS. However, this is not a rule and a decision must be based on assigning the individual who is most qualified. A good rule of thumb is to assign an Operations Section Chief from the same department as the EOC XO, which is based on the department most impacted by the event. Fire and Rescue Branch — Fire Department The Fire and Rescue Branch in the EOC Operations Section is responsible for linking the EOC to Fire Department Operations Center, Metro -Net, fire and rescue mutual aid system and, as appropriate to the jurisdiction Incident Command on incidents under the management of the fire services. Page 104 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan The Branch Director reports to the Operations Section Chief. The Branch will obtain situation reports, requests for resource support (outside of the mutual aid system), and be the primary link from the EOC to fire department operations. The Branch will supply fire DOC and ICs, as appropriate, with information and directives developed in the EOC. Fire Department Operations Center In an emergency situation, the Huntington Beach Fire Department may choose to activate the Fire Department Operations Center (FDOC). City departments have Operations Centers that can be activated on an individual basis or as groups. When an incident seriously impacts a department's resources and personnel, it may choose to activate the FDOC at the discretion of the department head. The DOCs manage the respective department's field units. In this situation, the Fire and Rescue Branch Director, in consultation with the Operations Section Chief, may allow some or all fire -related groups (as described above) to operate from the FDOC. If that is the case, then the Fire and Rescue Branch Director at the City EOC will coordinate with individuals at the FDOC to ensure response objectives are being met and to satisfy mutual aid requests as deemed necessary by the FDOC. For this to occur, the FDOC's response plans must include procedures for performing the group responsibilities described above, since the actual coordination and execution of such responsibilities will not be taking place at the City EOC. All department response plans must be in conformance with the Emergency Operations Plan (EOP) and must meet all Huntington Beach, state and federal requirements (e.g., SEMS, NIMS, etc.). Marine Safety Division — Fire Department When activated by calling personnel listed in the EOC Activation Plan, Operations Section, Marine Safety Branch. Personnel are listed in line of succession - the order in which they are to be called in to the EOC. A Marine Safety Lieutenant may be assigned to the EOC in the absence of the Marine Safety Chief. A Lieutenant will be assigned Officer in Charge of the Marine Safety DOC. Marine Safety Lieutenants may also be assigned to set up field command posts, as needed. Marine Safety Officers will be assigned to front line response. They may be assisted by Recurrent Lifeguards, as available. Marine Safety DOC Lifeguard Headquarters (if operable) will be used as a Department Operations Center (DOC), Command Post and/or field base of operations. Marine Safety personnel will first check in at Lifeguard Headquarters. If Lifeguard Headquarters is not operable, Marine Safety personnel will check in at Jr. Lifeguard Headquarters or another designated field site. Marine Safety field personnel will respond to aquatic search and rescue calls as needed. Marine Safety field personnel will patrol and monitor potentially dangerous aquatic environments throughout the City in trucks, personal watercraft, and/or boats. Field units will issue warnings and begin evacuation of the beach and aquatic areas, as needed. The DOC will coordinate search and rescue response with the outside agencies from Lifeguard Headquarters. The primary contact is the State of California Department of Parks and Recreation (State Parks) personnel and other Marine Safety personnel from Orange County Page 105 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan coastal cities. The Huntington Beach Marine Safety Branch will coordinate any warnings and evacuation messages with the State Parks, including Sunset Beach (OC Lifeguards). Marine Safety will establish field command posts and first aid stations, as needed. If a large population is evacuated from the beach, the Marine Safety DOC will request that either bus transportation and/or shelters be provided for displaced persons without vehicles. Marine Safety will provide first aid on the beach, in shelters or where needed to assist the Fire Department. Medical Operations The Fire and Rescue Branch will oversee medical operations supported by local hospitals and the American Red Cross in conjunction with the Orange County Health Care Agency (OCHCA). Many of the hazards which exist in or about the City have the potential for causing disasters of such magnitude as to make centralized coordination with and between mutual aid systems necessary. The OCHCA provides Health Care services during emergencies to the county and serves as the Health Care Mutual Aid System Coordinator. In large-scale disaster situations, communication and coordination between Mutual Aid Systems, on designated communication and coordination points, will facilitate Operational Area and State response. The Operational Area EOC (OA EOC) is the designated location. Overall management of countywide disaster medical operations is the responsibility of the Public Health Director. Expedient medical care and first aid for casualties will be provided through a network of Casualty Collection Points (CCPs) and first aid stations operated by the Orange County Public Health Department, and supported by local hospitals and health care professionals. In the absence of county authorities, the City, to the extent possible, will accomplish the tasks delineated in this section. In the event county medical resources are unable to meet the needs of disaster victims, the City may request mutual aid from neighboring jurisdictions. This request will be made through the Operational Area EOC. Search & Rescue When a natural, technological or manmade incident occurs, rescue efforts will be undertaken to search for trapped and injured persons and to extricate them safely and quickly. Rescue operations may require personnel and equipment from fire, law enforcement, and public works agencies and from the private sector. In Orange County, search and rescue responsibilities are shared with the Operational Area Fire and Rescue Mutual Aid Coordinator and the Law Enforcement Mutual Aid Coordinator. If activated, the Search and Rescue Group will coordinate all urban search and rescue operations, and may be assisted by personnel and equipment from other public and private fire and rescue organizations including: fire, law enforcement, and public works agencies; and from the private sector. Operations associated with this situation may require the total spectrum of rescue operations, from evacuation, to debris removal and tunneling, shoring and stabilization of structures. Hazardous Materials Page 106 of 12S City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Huntington Beach has one of four Hazardous Materials Teams within Orange County (along with Orange County Fire Authority and Anaheim Fire Department). The team is made up of a Captain, an Engineer, and two Paramedics. All are trained Hazardous Materials specialists. In addition, the Huntington Beach Hazardous Materials Team is composed of the City's technical experts for Chemical, Biological, Radiological, Nuclear and Explosives/Weapons of Mass Destruction (CBRNE/WMD) type incidents. Law Enforcement Branch — Police Department The Law Enforcement Branch in the EOC Operations Section is responsible for linking the EOC to law enforcement agencies Department Operations Centers, Dispatch Centers, the law enforcement mutual aid system, and, as appropriate to the jurisdiction, with Incident Command on incidents under the management of law enforcement agencies. The Law Enforcement Branch Director reports to the Operations Section Chief. The Branch will obtain situation reports, requests for resource support (outside of the mutual aid system), and be the primary link from the EOC to law enforcement operations. The Branch will supply law enforcement agency DOCs and ICs as appropriate, with information and directives developed in the EOC. The Branch Director reports to the Operations Section Chief. The Branch will obtain situation reports, requests for resource support (outside of the mutual aid system), and be the primary link from the EOC to fire department operations. The Branch will supply the Law DOC and Incident Commands as appropriate, with information and directives developed in the EOC. Law Enforcement Branch Department Operations Center (Law DOC) In an emergency situation, the Huntington Beach Police Department may choose to activate the Law DOC. City departments have Operations Centers that can be activated on an individual basis or as groups. When an incident seriously impacts a department's resources and personnel, it may choose to activate the Department Operations Center at the discretion of the department head. The DOCs manage the respective department's field units. In this situation, the Law Enforcement Branch Director, in consultation with the Operations Section Chief, may allow some or all law/police-related groups (as described above) to operate from the Law DOC. If that is the case, then the Law Enforcement Branch Director at the City EOC will coordinate with individuals at the Law DOC to ensure response objectives are being met and to satisfy mutual aid requests as deemed necessary by the Law DOC. For this to occur, the Law DOC's response plans must include procedures for performing the group responsibilities described above, since the actual coordination and execution of such responsibilities will not be taking place at the City EOC. All department response plans must be in conformance with this Plan and must meet all Huntington Beach, state and federal requirements (e.g., SEMS, NIMS, etc.). Evacuations and Movement The Law Branch is responsible for coordinating evacuation within the City as well as drafting and issuing evacuation orders. This section of the plan provides guidance for the conduct of evacuation, dispersal or relocation operations during natural disasters, technological incidents Page 107 of 125 r ` City of Huntington Beach 2013 Emergency Operations Plan Basic Plan and nuclear defense emergencies. It also describes the organization and responsibilities for conducting evacuation operations. The Law Branch may be supported by Marine Safety for the area West of Pacific Coast Highway. The Fire Department evacuates non -ambulatory individuals and during hazardous chemical situations that require special personal protective equipment; Public Works will assist where needed. Air Operations The Air Operations Group (Aero Bureau) will be activated in the event of a local emergency or a natural disaster requiring local or mutual aid air assets. In the event of an emergency requiring the use of a helicopter, the Law Enforcement Branch Director, or Law DOC Duty officer will activate the Air Operations Group. All off -duty Aero Bureau personnel including mechanics shall attempt to contact the Aero Bureau supervisor to determine if they are needed. Personnel should make every effort to provide the supervisor with their status, their ability to respond to work and their estimated time of arrival. Should pick-up by detail aircraft be required, a designated pick-up point and time should be established. If they are unable to make contact, they should respond to the police heliport for assignment. Public Works Branch — Public Works Department The Public Works Department will operate under normal operating procedures until a situation stresses its personnel and/or resources. When the situation becomes unmanageable under normal procedures, the Public Works Department Operations Center (PWDOC) may be activated at the Water Operations facility to better manage the resources. It shall be the responsibility of the PWDOC Duty Officers to ensure that their operation, when activated, is staffed with sufficient management and clerical personnel, supplies and equipment. The PWDOC Duty Officers shall also see that effective and stable lines of communications are in place and operative to carry out all incident objectives. In some cases, the EOC will be activated first and in other cases, the field and/or DOCs will be activated first. If a situation warrants, the EOC may be activated, at which time Public Works representatives will report to the EOC to coordinate response with all other City departments. The Public Works representatives in the EOC are the Public Works Branch Director, Utilities Division, Engineering Division and Public Works Aid. The Branch Director reports to the Operations Section Chief. The Branch will obtain situation reports, requests for resource support (outside of the mutual aid system) and be the primary link from the EOC to Fire Department operations. The Branch will supply the PWDOC and Incident Commands, as appropriate, with information and directives developed in the EOC. Public Works Department Operations Centers (PWDOC) In an emergency situation, the Huntington Beach Department of Public Works may choose to activate the PWDOC. City departments have Operations Centers that can be activated on an individual basis or as groups. When an incident seriously impacts a department's resources and Page 108 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan personnel, it may choose to activate the Department Operations Center at the discretion of the department head. The DOCs manage the respective department's field units. In this situation, the Public Works Branch Director, in consultation with the Operations Section Chief, may allow some of the public works -related groups (as described above) to operate from the PWDOC. All department response plans must be in conformance with this Emergency Operations Plan and must meet all Huntington Beach, state and federal requirements (e.g., SEMS, NIMS, etc.). 7.1.5. Logistics Section and Logistics Chief — Community Services Department The Logistics Section Chief is responsible for the acquisition, transportation and mobilization of resources, facilities and personnel to support the response effort at the disaster sites and incident facilities, such as public shelters, EOC, DOCs and Incident Command Posts. Logistics provides shelters for displaced individuals and supplements the work force with employees and volunteers. This section also manages information systems and communications resources. When the EOC is activated, the Logistics Chief reports to the EOC. He/she will manage the logistical needs of the City of Huntington Beach emergency organization. If the Logistics Chief needs assistance, he/she will activate the branches needed. Branches will respond to needs of the emergency organization. If the Branches need assistance, they will activate the Units and Units will be expanded as needed to meet the logistical needs of the City. If the incident is minor, the Logistics Chief may manage and run the entire section alone. Services Branch The Services Branch is responsible for all services needed to support the EOC, DOCs and the incident. The Services Branch consists of Information Services (IS) Unit, Human Resources (HR) Unit, Volunteers Unit, and CERT Unit. The Services Branch will receive requests from operations and other sections for Information services needs, staffing, and volunteers. When the Logistics Chief activates the Services Branch, he/she will manage all the needs of the branch or activate individual units as needed. Human Resources Unit - Human Resources Department The Human Resources Unit is responsible for providing additional personnel for response and recovery efforts through the use of City employees, trained volunteers, mutual aid responders, Community Based Organizations (CBO), Faith Based Organizations (FBO) and Spontaneous Unaffiliated Volunteers (SUV). They will also manage all personnel related issues, determine and disseminate personnel policies and ensure that all responders (including volunteers) are properly credentialed, skilled and trained for their intended assignment. The Human Resources and Library Services Departments have primary responsibility for staffing this branch. Information Services Unit - Information Services Department Information Services Unit is responsible for managing all radio, data and telephone needs of the City of Huntington Beach Emergency Response Organization including the EOC, the five DOCs, the field Command Posts and any support facilities needed during the incident. They Page 109 of 125 f City of Huntington Beach Emergency Operations Plan 2013 Basic Plan coordinate public safety radio technicians and CAD specialists, Information Services Systems and RACES, Volunteers/Donations Unit - Library Services Department The Volunteer Unit is responsible for managing organized volunteer groups, community groups, faith based groups and spontaneous volunteers. Volunteers are crucial in both the response and recovery efforts of the disaster. They can supplement City personnel and they should be utilized. Skill levels and training vary dramatically among the many different types of volunteers. The Library Services Department is responsible for volunteer operations and will act as the Volunteer Unit Leader. Following a major emergency, the Services Branch will determine whether to activate the Volunteer Unit. All volunteers will be managed by the Library Services Department except for pre -registered volunteers such as RACES and CERT, who have specific assignments. Library Services is responsible for the Volunteer Unit Leader in the Logistics Section and reports to the EOC. Volunteers will come whether requested or not and the Volunteer Unit should be activated early in a disaster to be ready to receive these valuable resources. The Library Services Department must be prepared to organize their staff to manage volunteers during extraordinary emergency situations. As part of the planning process, the Library has written Standard Operating Procedures (SOP) outlining their operation, organization and alerting procedures to meet the needs of the City. CERT Unit The CERT Unit Leader is responsible for coordinating all CERT response and recovery efforts. CERT Disaster Service Workers can provide a wide variety of skills that will support first responders and City employees in a disaster. The CERT Unit will work closely with the Volunteer Unit to support the management and supervision of CBOs, FBOs, NGOs and SUVs. The CERT Unit may also request CERT Mutual Aid from the OC/OA EOC Volunteer Unit. The CERT Unit will initially report to the Emergency Management/ Liaison Officer personnel and after the first operational period will report to the Human Resource Branch Director. Following a major emergency, the Emergency Management & Homeland Security Office will determine whether to activate the CERT Unit. All CERT volunteers will be managed and deployed by the EM/ Liaison Officer, the CERT Unit Leader or the CERT Command Post. CERT will only activate the CERT Command Post when needed. In addition to specific assignments to CERT, such as the At Risk Seniors Plan, CERT may be utilized to meet a wide variety of needs. CERT Disaster Service Workers may be used in conjunction with CBOs, FBOs, NGOs and SUVs as team leaders and communicators. Care and Shelter Branch - Community Services Department In any type of disaster, employees, residents and visitors to the City may be displaced. If individuals are displaced in a disaster situation, it is ultimately the American Red Cross and City government's responsibility to provide temporary shelter for the impacted population. Page 110 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan The EOC will be activated as the result of a disaster situation. When the EOC is activated, the Care and Shelter Branch and the American Red Cross will be activated to manage shelter operations. The EOC will request the American Red Cross (ARC) activate the actual shelters. ARC will activate, manage, staff and provide logistical support to all shelters in a disaster unless severely impacted by the disaster and unable to do so. If the ARC is not able to activate a shelter, the Shelter Unit will take direct responsibility for activation, staffing, providing logistical support and all other aspects of the shelter operations until such time as the ARC or other organizations are available. Support Branch - Community Services Department The Community Services Department is responsible for directing all response efforts of the Support Branch. The Community Services Department will staff the Support Branch disaster response efforts from the EOC. During an EOC Activation, the Support Branch Director fulfills the duties of all positions of all Support Branch Units until the units have been activated and staffed. It is recommended that the Support Branch Director carry out the duties of the Supply Unit and all other units first. While the Support Branch Units all have specific duties, the Support Branch Director can assign tasks to any position in the branch. Supply Unit - Community Services Department The Supply Unit will determine if the item exists within City government. if not, they will work with the Finance Section/Procurement Unit. If the Procurement Unit cannot locate the item, they will request the item through the mutual aid system to the OA. The Support Branch Director will fulfill the responsibilities of the Supply Unit in most circumstances and will fill this position after all other Support Branch positions have been filled. Food Unit - Community Services Department The Food Unit is responsible for managing all food ordering, preparation and serving for incident responders. They support the Red Cross in supplying food to incident victims. Feeding and sheltering priorities will be given to City employees, Mutual Aid responders, volunteers, and any other workers to help lifesaving operations continue without interruption. Facilities / Transportation Unit - Community Services Department The Facilities / Transportation Unit is responsible for listing, maintaining and tracking the status of all City facilities. They will determine facility requirements during an incident, obtaining additional facilities as required. They will also provide facility maintenance services, such as sanitation, lighting and cleanup during a disaster. They are responsible for transportation equipment, fuel and for arranging pickup and delivery of supplies, as well as the movement of people. 7.1.6. Finance Section and Finance Chief When there is a specific need for financial, reimbursement (individual and agency or department), and/or administrative services to support incident management activities, a Finance Section is established. Not all agencies and incidents will require such assistance. In Page 111 of 125 City of Huntington Beach 2013 _ Emergency Operations Plan Basic Plan large, complex scenarios involving significant funding originating from multiple sources, the Finance Section is an essential part of the response organization. In addition to monitoring multiple sources of funds, the section must track and report on the financial "burn rate" as the incident progresses. This allows Management to forecast the need for additional funds before operations are negatively affected. This is particularly important if significant operational assets are under contract from the private sector. The Finance Section may also need to monitor cost expenditures to ensure that applicable statutory rules are followed. Close coordination with the Planning Section and Logistics Section is also essential so that operational records can be reconciled with financial documents. Because of the flexible nature of SEMS/NIMS/ICS, only one or a few specific functions may be required (e.g., cost analysis). This Section will be activated as required for the purposes of maintaining records on personnel and equipment time; for providing payments to vendors for supplies and equipment usage; and for determining the cost considerations or various alternative strategies associated with incident planning. The Finance Section Chief will determine, given current and anticipated future requirements, the need for establishing specific subordinate units. Cost Analysis/Recovery Unit — Finance Department The Cost Recovery Unit is responsible for providing cost analysis data for the incident to help the planning and recovery efforts. The Unit must ensure that all pieces of equipment and personnel that require payment are properly identified; obtain and record all cost data; analyze and prepare estimates of incident costs and maintain accurate records of incident costs. The Cost Recovery Unit should be activated at the onset of any disaster/emergency and is responsible for maintaining the Disaster Accounting System and procedures to capture and document costs relating to a disaster/emergency in coordination with other sections and departments. The Unit also acts as liaison with the disaster assistance agencies and coordinates the recovery of costs as allowed by law. Maintenance of records in such a manner that will pass audit is also an extremely important task of this Unit. Accurate and timely documentation is essential to financial recovery. The Cost Analysis Unit will prepare all FEMA/DHS financial claim materials necessary to file, track and receive financial reimbursement claims to the City. Purchasing Unit — Finance Department This Purchasing Unit Plan describes the organizational and operational policies and procedures required to meet the needs of purchasing supplies, material and equipment necessary to support emergency response and recovery activities. The purpose is to provide a centralized procurement system that identifies the organization's financial obligations. Time Unit- Finance Department The Time Unit is responsible for tracking hours worked by paid personnel, volunteers, contract labor, mutual aid and all others. They ensure that daily personnel time recording documents are prepared and compliance to the agency's time policy is met. In addition, they are responsible for ensuring that time and equipment use records identify the scope of work and Page 112 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan site -specific work location consistent with initial safety/damage assessment records, sites and Damage Survey Reports (DSRs). Personnel time and equipment use records should be collected and processed for each operational period, as necessary. Records must be verified, checked for accuracy and posted according to existing policy. Excess hours worked must also be determined and separate logs maintained. Time and equipment use records must be compiled in appropriate format for cost recovery purposes. Claims / Compensation Unit- Human Resources Department The Claims / Comp unit is responsible for managing the investigation and compensation of physical injuries and property damage claims involving the City of Huntington Beach arising out of an emergency. This includes completion of all forms required by Workers' Compensation programs and local agencies, maintaining a file of injuries and illnesses associated with the incident, providing investigative support of claims and issuing checks upon settlement of claims. 7.2. EOC Deactivation The individual acting as DEM or EOC XO during the incident has the authority to determine when it is appropriate to deactivate the EOC. The duration of an EOC Activation is unknown. For pre -planned events or smaller incidents with few recovery concerns, the activation might be limited to days or even hours. Following significant emergencies (e.g., a major earthquake), the EOC may be activated for months and potentially a year or longer as operations shift from response to supporting long-term recovery of the community. Following smaller incidents, deactivation of the EOC will typically take place after on -scene incident management activities have ceased, when it is determined that on -scene personnel have the incident fully contained and there is limited or no possibility of escalation, or when the incident has become small and specific enough that a single Department Operations Center can manage the incident alone. In either case, the DEM and/or EOC XO, in consultation with the Policy Group, will determine the appropriate time to deactivate the EOC. Once the decision has been made to deactivate the EOC, closing it down will occur in a phased process. Depending on the magnitude of the incident and the associated response, this phased process may be implemented over months, days, hours or even minutes. The precise timing of each phase will be determined by the DEM or EOC XO. The five phases are as follows: Operations Section: The Operations Section will typically be the first to deactivate and tactical teams and field personnel should account for equipment and emergency workers and then return to their home bases. . The specifics of this demobilization will be determined by the Operations Section Chief and on -scene Command in accordance with the Demobilization Plan developed by the Planning Section / Demobilization Unit. Page 113 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Logistics Section: The Logistics Section will support the Operations Section's deactivation. It will begin closing down facilities and reclaiming or disposing of resources that were used to support emergency workers (e.g., feeding locations, lodging, sanitation, etc.). It will also assist in accounting for resources, determining their status, returning or disposing of response resources and reporting status, costs and losses to the Finance Section. Planning Section: Following deactivation of the Operations and Logistics Sections, the Planning Section will cease operations. The Planning Section remains active while the Operations and Logistics Sections deactivate, in case complications with field demobilization or resource management arise that might need to be addressed strategically. In addition, the Planning Section / Demobilization Unit is responsible for developing the demobilization plan that is being used by the Operations and Logistics Sections. Should questions arise or revised strategies be needed, the Planning Section will be available during this critical time. Finance Section: The Finance Section is one of the last General Staff functional element to cease operations because it is responsible for gathering all documentation related to the incident, identifying all associated costs (including demobilization costs), and leading cost recovery efforts. It may sometimes take considerable time to ensure all appropriate documentation is gathered from the other sections and to validate costs. Furthermore, complete accountability for the operation cannot be determined until all other sections have fully deactivated. Management Function: Because the DEM and EOC XO are accountable for all emergency management activities from start to finish, the Management function is the last to deactivate. At any time throughout the deactivation process, the DEM and/or EOC XO may choose to dismiss elements of the Management Function (e.g., Policy Group, Liaison Officer, etc.), however, one of the command positions (DEM or EOC XO) must be maintained to ensure all activities are fully and successfully executed and then terminated. The DEM or EOC XO will typically receive a debriefing from the Section Chiefs as they cease operations. Once the last chief has reported out and the DEM or EOC XO is confident that operations are terminated and all things are accounted for, official operational termination/deactivation may occur. As individuals are released from the EOC, they will perform the following activities in accordance with the SEMS' Generic Demobilization Phase Checklist: • Close out logs and log out of WebEOC° when authorized by the EOC XO or an appropriate supervisor • Complete all required forms, reports and other documentation. Submit all forms and logs to the Planning / Intelligence Section / Documentation Unit, as appropriate, prior to departure • Be prepared to provide input to the after -action report • Cleanup work area before leaving • Leave a forwarding phone number with the Emergency Management/ Liaison Officer as necessary Page 114 of 12S City of Huntington Beach 2013 Emergency Operations Plan Basic Plan • Notify other appropriate organizations of the deactivation • Ensure that any open actions not yet completed will be handled after deactivation • Proclaim termination of the position/organizational element (e.g., Unit, Branch, etc.) and resume normal agency operations Following an EOC activation and deactivation, the Emergency Services Coordinator will be responsible for restoring the City EOC to a state of readiness. This may include: • Coordinating cleaning services • Servicing equipment or coordinating repairs • Restocking supplies • Reorganizing/rearranging furniture or other resources Page 115 of 125 City of Huntington Beach Emergency Operations Plan This Page Intentionally Blank Page 116 of 125 2013 Basic Plan City of Huntington Beach 2013 Emergency Operations Plan Basic Plan 8. Recovery Operations 8.1. Introduction Recovery refers to those measures undertaken by an entity following a disaster that will return all systems (utilities, roads, government offices, etc.) to normal levels of service. A successful recovery starts at the moment of impact. There is no clearly defined separation between response and recovery. The tasks are different from response, but they should be carried out simultaneously. Establishing a recovery organization prior to a disaster has proven effective in enabling a smooth and speedy recovery. Emergency response personnel are to continue using SEMS/NIMS principles and procedures during recovery. Recovery operations differ significantly from emergency response activities, which are greater in the SEMS/NIMS Operations and Logistics functions. Recovery activities see much more activity in the Finance and Planning functions and less in the other SEMS functions. The OA also plays a different role in recovery than in response. The OA may act as an information and coordination point for its constituent jurisdiction; however, each local jurisdiction works directly with state and federal recovery programs rather than having to go through the OA. Recovery priorities include: • Reinstatement of individual autonomy • Restoration of family unity • Provision of essential public services • Permanent restoration of private and public property • Restoration of normal government operations • Restoration of public services • Research to uncover residual hazards, advance knowledge of disasters and improve future emergency operations The City's Emergency Operations Center (EOC) will be activated to manage the disaster/emergency and will continue operations into the recovery phase. It is possible, based on the size and length of the recovery period that operations may shift to a Recovery Coordination Center. Even though response efforts may take priority over recovery efforts, a representative from the Economic Development employees will be assigned to lead the Recovery Unit during the height of response operations. In that role, that individual will begin assessing the situation to identify recovery priorities and strategies for consideration. When all lifesaving and immediate property protection operations are complete, the DEM will determine who will act as the lead the phases of recovery. 8.1.1. Short -Term (72 hours to six months) Short-term recovery is associated with periods ranging from a few days to approximately six months after a disaster. Activities include rapid damage assessment, debris removal, temporary relocation of residents and businesses, immediate restoration of services, temporary Page 117 of 12S City of Huntington Beach 2013 Emergency Operations Plan Basic Plan financial relief to disaster victims, immediate abatement of extreme hazards, and crisis counseling to disaster victims. The restoration of infrastructure is one of the highest priorities because it impacts many other elements of the recovery. In particular, focus should be placed on the restoration of: • Electric power • Communications • Water and sewer • Facilities designated as critical or essential to the City • High impact areas and special districts, schools and hospitals • Economic and social systems of the community Since these restoration activities will have been initiated during the response phase, continued coordination into the recovery phase is necessary to follow through with high priority areas for service resumption. 8.1.2. Mid -Term (six months to two years) In the mid-term phase of recovery, the most vital services have been restored, but life may not be characterized as "back to normal." This period, which ranges from months to two years, may be characterized by the following: • Displaced persons may still be living in temporary housing • Businesses are once again open, but may be operating from temporary facilities • Transportation arteries may be open, but are not fully restored • Government, private and non-profit sectors and individuals may have applied for grants and loans but have not received the money Behavioral health services become paramount during this time as disaster victims experience the stresses related to coping with the ongoing disaster effects. 8.1.3. Long -Term (two to ten years or longer) Long term recovery and reconstruction takes many months to many years to accomplish. Tasks may involve the following: • Reconstruction of damaged buildings • Permanent re-establishment of public, private and non-profit services • Economic recovery • Long-range planning for hazard mitigation and land use Long-term recovery for severely traumatized victims may involve bringing those individuals into the county mental health system for care. Additional long-term considerations include updating plans based on lessons learned and conducting post -incident assessments. Page 118 of 125 City of Huntington Beach Emergency Operations Plan 8.2. Recovery Organization 2013 Basic Plan In the aftermath of a disaster, all departments will be responsible for carrying out some portion of the recovery and reconstruction duties and assisting in the preparation of the City's Recovery and Reconstruction Plan. Some departments may even be expected to defer some of their normal day-to-day operations in order to devote personnel and equipment to carrying out functions during the initial phase of recovery. Any City department, whether or not it has been assigned a specific recovery role, may be called upon to provide recovery assistance to other departments. Some departments may be designated to coordinate or assist in coordinating recovery functions between departments and/or outside agencies. All departments will be expected to comply immediately with reasonable requests for assistance from the Recovery Team. In the event that a request will impede the ability of the department to fulfill its normal primary and non -deferrable mission, the team will coordinate through the DEM. The final decision to divert a department's resources from its normal primary and non -deferrable mission to recovery support activities will be made by the DEM. 8.2.1. Emergency Recovery Team Because recovery operations may go on for years and the EOC may be needed to support new emergency response operations, it may not be advantageous to have recovery operations based in the City EOC. Instead, the DEM may choose to move recovery operations to another facility, which will be designated as the Recovery Coordination Center (RCC). Additional consideration should be given to co -locating the RCC with a facility to provide service to the public. This "one stop" opportunity for citizens may address temporary housing, demolition permits, building permits, federal grants, tax relief, American Red Cross services, etc. FEMA refers to this type of facility as a Disaster Recovery Center (DRC). Prior to renting or assigning the facility, coordination with Cal OES and FEMA is recommended. The RCC should be a facility that is available to support the potential long-term needs of the recovery operation. It should be convenient to City personnel, have appropriate security and capabilities and be accessible to citizens should it be used as a service center to support constituents. 8.2.2. Joint Field Office (Federal) Following a Presidential Declaration of a Disaster or Emergency, a Joint Field Office (JFO) will be established in the proximity of the disaster area. If applicable, City staff will coordinate closely with the Federal Coordinating Officer (FCO) and JFO staff to recover and rebuild the community. The NO provides the direction and coordination point for federal assistance. Typical functions of the NO include: • Management - Coordination of the overall federal assistance programs for individual and public assistance, as well as any existing emergency work Page 119 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan • Public Information - Overall direction of public news releases on the progress of the emergency recovery actions, public notices on obtaining assistance, problems and other pertinent information • Liaison - Provides coordination and cooperation with other federal, state and local agencies • Operations - Responsible for damage survey teams, outreach activities and program implementation (i.e., public assistance, individual assistance and hazard mitigation) • Logistics - Provides materials and resources to perform the tasks associated with recovery • Finance - Tracks and monitors federal costs, approves purchases and audits activities as needed • Plans/Intelligence - Develops federal action plans, identifies priorities and potential problems, and documents the overall recovery actions 8.3. Roles and Responsibilities The Recovery organization is required to communicate and interact with all departments on recovery planning and will be responsible for forming the task force, which will prepare the City's Recovery and Reconstruction Plan. This function will be activated at the initial stages of a disaster response through the Recovery Unit under the Planning Section. Additional recovery activities will be coordinated through the Recovery Unit/RCC, Cal OES & FEMA Filing Unit under the Finance Section. This Unit will start the process of collecting the required documentation for future Cal OES and FEMA reimbursement filings. Following a transition to recovery operations, the recovery organization, as identified above, will be responsible for short and long-term recovery planning, redevelopment and economic recovery efforts. The recovery organization is responsible for the dissemination of information, the establishment of recovery priorities and distribution of resources. A concerted effort on the part of many individuals in many departments will be required to coordinate and implement recovery operations. During a transition to recovery, unneeded EOC public safety personnel will be relieved from the Operations Section while staff from departments with recovery responsibilities, such as Planning and Building, Community Services, Public Works, and Finance are added. If the recovery organization must work full time, the DES must consider how it will maintain day-to-day workloads for disaster and normal City functions. City personnel will be working long hours coordinating the recovery process. Many have responsibilities during the response phase and the recovery phase. To keep staff from "burnout," maximum work hours per day and/or week may need to be set. Exhausted, over -worked personnel should not make decisions. It may be determined that additional personnel must be hired during the recovery phase. Refer to FEMA Public Assistance Program for reimbursement opportunities. Page 120 of 125 City of Huntington Beach Emergency Operations Plan 8.4. Assistance Programs 2013 Basic Plan Disaster assistance is divided into two forms: individual and public assistance. Individual assistance consists of services provided to individuals and businesses. Public assistance provides assistance to government entities and certain non-profit organizations. Both of these programs are only available after a presidential disaster declaration. They will be managed jointly by Cal OES and the FEMA and coordinated with the EMHS Office. 8.4.1. Individual Assistance Individual assistance is money or direct assistance to individuals, families and businesses in an area where property has been damaged or destroyed and those losses are not covered by insurance. It is meant to help with critical expenses that cannot be covered in other ways. This assistance is not intended to restore damaged property to its condition before the disaster. Some housing assistance funds are available through the Individuals and Households Program; however, most disaster assistance from the federal government is in the form of loans administered by the Small Business Administration. The following FEMA and SBA Programs are available by calling the FEMA registration line 800-745-0243; TTY users contact TRS for a connection) or online at http://www.fema.p,ov/assistance/register: Individuals and Households Program • Temporary Housing (a place to live for a limited period of time): Money is available to rent a different place to live, or to move to a government provided housing unit when rental properties are not available. • Repair: Money is available to homeowners to repair damage from the disaster to their primary residence that is not covered by insurance. The goal is to make the damaged home safe, sanitary and functional. • Replacement: Money is available to homeowners to replace their home destroyed in the disaster that is not covered by insurance. The goal is to help the homeowner with the cost of replacing their destroyed home. • Other than Housing Needs: Money is available for necessary expenses and serious needs caused by the disaster. This includes: disaster -related medical and dental costs, disaster -related funeral and burial costs, clothing, household items (room furnishings, appliances), tools (specialized or protective clothing and equipment) required for citizens' jobs, necessary educational materials (computers, school books, supplies), fuels for primary heat sources (heating oil, gas, firewood), clean-up items (wet/dry vacuum, air purifier, dehumidifier), repair to disaster damaged vehicles, moving and storage expenses related to the disaster (moving and storing property to avoid additional disaster damage while disaster -related repairs are being made to the home), other necessary expenses or serious needs as determined by FEMA. Page 121 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan Small Business Administration Disaster Loans The U.S. Small Business Administration (SBA) can make federally subsidized loans to repair or replace homes, personal property or businesses that sustained damages not covered by insurance. The Small Business Administration can provide three types of disaster loans to qualified homeowners and businesses: • Home disaster loans to homeowners and renters to repair or replace disaster -related damages to home or personal property • Business physical disaster loans to owners to repair or replace disaster -damaged property, including inventory and supplies • Economic injury disaster loans, which provide capital to small businesses and to small agricultural cooperatives to assist them through the disaster recovery period Legal Services FEMA, through an agreement with the Young Lawyers Division of the American Bar Association, provides free legal assistance to disaster victims. Crisis Counseling The Crisis Counseling Assistance and Training Program (CCP) is designed to provide supplemental funding to states for short-term crisis counseling services for people affected in presidentially declared disasters. Disaster Unemployment Assistance The Disaster Unemployment Assistance (DUA) program provides unemployment benefits and re-employment services to individuals who have become unemployed because of major disasters. Non -Profit Volunteer Charitable Organization Volunteer and charitable organizations, such as the American Red Cross and the Salvation Army, are available to provide physical and psychological support. The American Red Cross provides shelter, food, clothing and temporary housing. The Salvation Army provides food, clothing and spiritual support. 8.4.2. Public Assistance The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) is a United States federal law designed to bring an orderly and systemic means of federal natural disaster assistance for state and local governments in carrying out their responsibilities to aid citizens. Congress' intention was to encourage states and localities to develop comprehensive disaster preparedness plans, prepare for better intergovernmental coordination in the face of a disaster, encourage the use of insurance coverage and provide federal assistance programs for losses due to a disaster. The objective of the FEMA Public Assistance (PA) Grant Program is to provide assistance to states, local governments and certain nonprofit organizations through supplemental federal disaster grant assistance for the cost of emergency operations and the repair, replacement or restoration of disaster -damaged publicly -owned facilities and the Page 122 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan facilities of certain Private Nonprofit (PNP) organizations. FEMA uses a statewide per capita impact indicator of $1.37 per person (FFY 2013) as an indicator that the disaster incident is of such size that it might warrant Federal assistance. This is a cost -share program where the federal share of assistance is not less than 75% of the eligible cost for the emergency measures and permanent restoration. The grantee (the State of California) determines how the non- federal share (up to 25%) is split with the sub grantees (eligible applicants). The state cost share is authorized through the State Natural Disaster Assistance Act (NDAA). NDAA funds are available to counties, cities and special districts to repair disaster -related damages to public buildings, levees, flood control works, channels, irrigation works, city streets, county roads, bridges and other public works, except facilities used solely for recreational purposes. This program offers up to 75% of the eligible cost to repair, restore, reconstruct or replace public property or facilities, cover direct and indirect costs of grant administration with the Cal OES Director's concurrence and cover the cost of overtime and supplies used for response. The Emergency Recovery Team will be responsible for gathering information and submitting claims for reimbursement to Cal OES and FEMA. A post -disaster applicant's briefing will occur, sponsored by Cal OES and FEMA, to describe the program, eligibility rules, filing procedures and deadlines. Participation in these activities by a number of the RCC staff is critical to take full advantage of the program and minimize appeal proceedings later. For the most current information about public assistance program eligibility and rules, refer to Cal OES and FEMA guidance. 8.5. After -Action Reporting SEMS/NIMS regulations require any jurisdiction declaring a Local Emergency for which the governor proclaims a State of Emergency to complete and transmit an After -Action and Corrective Action Report to Cal OES within 90 days of the close of the incident period. The After -Action Report will provide at a minimum: • Response actions taken • Applications to SEMS/NIMS • Suggested modifications to SEMS/NIMS • Necessary mediation to plans and procedures • Identified training needs • Recovery activities to date The After -Action report documents the City of Huntington Beach response activities and identifies areas of concern and success. The Corrective Action Report will develop a work plan for implementing improvements in the response and recovery system. The After -Action Report is a composite of documents submitted by all functions and provides a broad perspective of the incident. It references documents that are more detailed and addresses all areas specified in the regulations. It includes all documents generated by the Page 123 of 125 City of Huntington Beach Emergency Operations Plan 2013 Basic Plan response phase and data gathered from interviews of emergency responders. It will coordinate with, but not encompass, the post -disaster hazard mitigation plan. However, hazard mitigation efforts may be included in the "recovery actions to date" portion of the After -Action Report. The Planning Section develops the After -Action and Corrective Actions Report. The Emergency Services Coordinator is responsible for ensuring the completion and distribution of the Huntington Beach After -Action Report and will send it to the OA who will forward it to Cal OES within the required 90-day period. Page 124 of 125 City of Huntington Beach 2013 Emergency Operations Plan Basic Plan 9. Plan Development and Maintenance The Huntington Beach City Manager, with assistance from the City's Emergency Management & Homeland Security Staff, is responsible for ensuring that necessary changes and revisions to this plan are prepared, coordinated, published and distributed. These changes will be done through the City's LEPC. City departments will follow SEMS and NIMS when preparing SOPS. They will also conduct periodic reviews, update alert procedures and resource lists, and maintain a high level of preparedness by participating in yearly exercises, being prepared to implement all or portions of the plan as necessary. Page 125 of 125 Res. No. 2014-87 STATE OF CALIFORNIA COUNTY OF ORANGE ) ss: CITY OF HUNTINGTON BEACH ) I, JOAN L. FLYNN the duly elected, qualified City Clerk of the City of Huntington Beach, and ex-officio Clerk of the City Council of said City, do hereby certify that the whole number of members of the City Council of the City of Huntington Beach is seven; that the foregoing resolution was passed and adopted by the affirmative vote of at least a majority of all the members of said City Council at a Regular meeting thereof held on November 17, 2014 by the following vote: AYES: Katapodis, Hardy, Shaw, Boardman, Sullivan, Carchio NOES: None ABSENT: Harper ABSTAIN: None City Verk and ex-officio Flerk of the City Council of the City of Huntington Beach, California