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HomeMy WebLinkAboutInformational Item - Emergency Preparation UpdateV____ O 1_ CITY OF PALM DESERT DEVELOPMENT SERVICES STAFF REPORT REQUEST: Informational Item on Emergency Preparation SUBMITTED BY: Gary Rosenblum, Risk Manager DATE: October 13, 2005 The newly revised Palm Desert Standardized Emergency Management System Plan has been distributed. This Version 3.0 is not a substantive revision from the previous version 2.10 from June 2002, but it does have some improvements. The key elements of the plan focus on the functions and operations that City Employees will be performing. It does not include the functions that we expect will be performed by the Police and Fire departments who have their own action plans. This SEMS plan covers the functions that the City will perform: • Management supervision and coordination. • Logistics and planning support to Police and Fire search and rescue and security operations. • Public information outreach. • Coordination with County, State and Federal agencies. • Communication coordination between agencies and the public. • Building and Safety and infrastructure inspection and assessment operations. • Logistics and Planning Support for Red Cross and related shelter and necessities outreach to the public. • Coordination with public utilities, banks, hotels, and other major businesses in the City. • Restoration of City Hall operation and functions. • Financial tracking and management. • City contractor management for building and safety and cleanup. The main revisions between the previous version and this one were to separate the names of the City Emergency Response Team from the plan (to allow more frequent updates of the team names), and to condense multiple Situation Analysis sections into a single team working on situation analysis within the Planning Section (to create more flexible structure). Other revisions included were adding management of our contingency contractors for Building and Safety FEMA assistance (Willdan) and building cleanup and restoration (Belfor USA) to the plan. I do not believe these revisions are substantial enough to warrant the approval process used for the last version, and believe there is more value in expediting the distribution of the revised plan to our staff. Staff Report Standardized Emergency Management System Plan Version 3.0 Page 2 of 3 October 13, 2005 City Emergency Response preparation projects have been ongoing. Outreach to the public is increased with a Brightside Special Edition devoted exclusively to Emergency Planning. The Risk Manager provides detailed emergency planning guidance both over the phone and through personal presentations to homeowner associations, churches, and commercial enterprises. This guidance consists of both things individuals can do to prepare and what the City is expecting it will be able to provide. Contacts have been made with local banks to assist in coordinating emergency plans regarding public cash flow issues. Local hotels and regional shopping centers have also been contacted. The Risk Manager has been in close coordination with both the Riverside County Office of Emergency Services regarding training and grant money, and with the regional Coachella Emergency Manager's Association for providing planning and response services. This coordination activity includes regular meetings with the local and regional Red Cross, and Animal Samaritans of the Desert as well as the school districts and hospitals. Requests for information and presentations are being received at about one per day since Hurricane Katrina. The City is reviewing and updating basic emergency supplies. New and additional basic response and survival supplies are on order. An "employee emergency supply vendor day" is in planning stage for October. Employees will have the opportunity to purchase pre -assembled emergency kits from a local vendor. Regional medical caches in the City have been inventoried for restocking by our Fire Department medical team. The City blanket and sleeping bag cache has been repackaged for easier staging in the event they are needed. The City is finalizing the contingency contract with the large national clean up and restoration company (Belfor USA) for major events, and has identified other alternate local clean up and restoration contractors who have been added as local vendors to our system for smaller events or to supplement in a major event. Our communications systems have been reviewed and upgrades are planned. We purchased one dozen "family frequency" walkie-talkies, which use open channels and have a range of 5-8 miles for back up local radio communications. These can be used by both our emergency responders, in the event our standard radios are out of service, and by local HOA, schools and church groups to communicate with the City. We test our RACES "ham" radio monthly. We repaired our hard -wired EOC-based satellite phone, which is now tested monthly, and will purchase 8-10 hand-held satellite phones before the end of 2005. These phones will be distributed to Police and Fire Chief, Mayor, City Manager, Incident Commander alternates and Emergency Manager for use in the event normal phone, cell phone, and radio transmitter service is interrupted. G \DevServ.ces\Gary Rosenblum\Word Fdes\Staft Reports\SEMSPIan doc Staff Report Standardized Emergency Management System Plan Version 3.0 Page 3 of 3 October 13, 2005 The EOC has a dedicated laptop that stores emergency information, forms and phone numbers, as well as the SEMS plan. All this information is also backed up on several separated disk files and the City network. The EOC has been modified for a flexible floor plan with new lightweight folding tables and new stack chairs. This enables the room to be configured as necessary during the emergency. Submitted By: Department Head Gary Rosenblum Risk Manager City Manager Homer Croy ACM for Development Services G \DevServ,ces\Gary Rosenblum\Word Fdes\Statf Reports\SEMSPIan doc CITY OF PALM DESERT, CALIFORNIA STANDARDIZED EMERGENCY MANAGEMENT SYSTEM PLAN (SEMS PLAN) Version 3.0 September 2005 GENERAL•INFORMATION Authority This Standardized Emergency Management System Plan is authorized by the Palm Desert Municipal Code 2.48.070 and is activated by Declaration of Local Emergency for a good and sufficient reason according to Palm Desert Municipal Code 2.24.090. The Emergency Operations Center (EOC) The City of Palm Desert EOC is used to coordinate, manage and provide mitigation planning for any emergency situations or a disaster. The EOC is activated when a Declaration of Local Emergency is made by the City Council, or by another individual authorized by Palm Desert Municipal Code 2.48.090 (City Manager, Emergency Services Coordinator/Risk Manager, Assistant City Manager/Redevelopment, Assistant City Manager/Public Works, Assistant City Manager/Community Services, Assistant City Manager/Economic Development). Location The City of Palm Desert Emergency Operations Center is located in the Civic Center or other contingent location to be identified .if the EOC is non-functional. Access Entry into the Emergency Operations Center MUST be made through the Employee entry. All personnel MUST identify themselves as City of Palm Desert employees, using pre -assigned identification badges. Any request to activate the EOC other than those listed above must be made with the approval of the parties listed above. The City Manager is to be notified when the Emergency Operations Center is activated. In addition, the "On Duty" Police Department Watch Commander, Captain, or Fire Chief or his designated representative will also be notified. When placing the Emergency Operations Center into operation, the following information is established: 1. The level of the emergency. 2. Declaration of an emergency. 3. Establish Section Chiefs within the Standardized Emergency Management System (SEMS). 4. Section Chiefs determine the need for additional support personnel. September 2005 Page 2 of 98 GENERAL INFORMATION Levels of Disaster The City of Palm Desert recognizes three levels of disaster, which will be dictated by the severity of the emergency. These levels correspond to. the State of California Office of Emergency Services (OES) and our City of Palm Desert Emergency Plan. Level 1 A significant Citywide emergency. Local resources are adequate and available. Some off duty personnel in all departments may be recalled. Level 2 A moderate to severe emergency. Local resources are not adequate and Mutual Aid may be required. All off duty personnel will be recalled. Contingency Building and Safety contractor is activated. Level 3 A major disaster. Resources in or near the impact area are overwhelmed and extensive Mutual Aid is required. A state of Emergency may be proclaimed and a Presidential Declaration of an Emergency or Major Disaster may also be requested. All off duty personnel in all departments will be recalled. Contingency Building and Safety contractor is activated. Standardized Emergency Management System The Standardized Emergency Management System develops flexible organization and coordination from the time an incident occurs until the requirement for management and operation no longer exists. The Incident Commander is a title which can apply .equally to a Police Captain, Fire Department Chief Officer, City Manager or Assistant City Manager/General Services, Assistant City Manager/Public Works, and Risk Manager depending on the immediate circumstances. As chains of command within the County, State and Federal response are developed; the Incident Commander may come from one of those entities. • The structure of the Standardized Emergency Management System can be established and expanded depending upon the changing conditions of the incident. It is intended to be staffed and operated by qualified', trained personnel from the City of Palm Desert and could include representatives from outside agencies: Palm Desert Police, any Utility Company, the Red Cross, and many others. September 2005 Page 3 of 98 The Standardized Emergency Management System Organizational Structure can be utilized for any type or size of emergency ranging from a minor incident involving only a few members of the Emergency Organization, to a major incident involving several agencies outside the Palm Desert area. The Standardized Emergency Management System Organizational Structure allows agencies throughout the State of California to communicate using common terminology and operating procedures. It also allows for the timely acquisition of a combination of resources during the time of emergency. The SEMS Organizational Structure develops in a modular fashion based upon the type and size of the incident. The organization's staff builds from the top down. The specific organizational structure established for any given incident will be based on the management needs of the incident. The SEMS Organizational Structure has five major functional areas: Command, Operations, Planning, Logistics and Finance. The Command Section The Command Section is, responsible for overall command and administration of the incident. Command also includes certain support staff functions required to support the command function. A. Incident Commander B. Emergency Services Officer C. Legal Officer D. Public Information Officer E. Policy Decision Group F. Riverside County Office of Emergency Services Incident Commander The Incident Commander is usually the City Manager, Assistant City Managers or a designated representative of the City Administration as described in the Emergency Plan. Incident Commander is a title which can apply equally to a Police Captain, Fire Department Chief Officer, or other appointed person by the City Administration depending on the type of situation. Emergency Services Officer The Emergency Services Officer is the individual assigned by the .City Manager, Incident Commander or the City of Palm Desert Municipal Code. The Emergency Services Officer is intended to act as a resource to the Incident Commander. The Emergency Services Officer will also act as, or designate a County EOC Liaison to coordinate with the Riverside County Emergency Operations Center and act on behalf of the City of Palm Desert in all matters relative to the emergency. September 2005 Page 4 of 98 Legal Officer The Legal Officer is usually the City Attorney or Assistant City Attorney. The Legal Officer is intended to provide legal advice to the Incident Commander in all legal matters relative to the emergency. Public Information Officer The Public Information Officer is a member of a team of specially trained personnel employed by the City of Palm Desert to act as a source'of information to the public and news media. The Public Information Officer will coordinate with the Riverside County Office of Emergency Services (OES) and utilize the Riverside County Emergency Alert System (EAS) Policy Decision Group The Policy Decision Group is made up of the Incident Commander, Fire Chief, Police Chief, Community Development Director, Operations, Planning, Logistics and Finance Section Chiefs, and as may be required, Technical Specialists. The City Council may also designate a Council Liaison who coordinates Council input with the Policy Decision Group. The Legislative Section The Legislative Section is the elected or temporarily appointed member of the City Council. The legislative section is responsible for adopting all necessary emergency ordinances and resolutions to declare a state of an emergency, special law enforcement control, funds for responding to the emergency and providing emergency care and shelter for displaced people. The legislative section may also adopt special rules and regulations, waive normal zoning and building code requirements and modify the Municipal Codes to provide for the longer -term response and recovery from a major emergency or disaster. In a Level 3 emergency, the Incident Commander will temporarily appoint persons to the Legislative Section until the duly elected members arrive. The Council may provide a Liaison to the Policy Decision Group as necessary. The Operations Section The Operations Section, under the supervision of the Operations Section Chief, is dedicated to all field operations. In addition, the Operations Section is responsible for the management of all incident tactical activities. The following functions and units are the responsibility of the Operations Section. A. Fire and Rescue/Medical B. Law Enforcement C. Liaison County EOC D. Maintenance and Engineering E. Damage Assessment September 2005 Page 5 of 98 Operations Section Chief The Operations Section Chief is in charge of all functions and units in the Operations Section and reports directly to the Incident Commander. He/she is generally an Assistant City Manager, and can be the Police Chief or Fire Battalion Chief depending on immediate staffing. needs. The Operations Section Chief is also a member of the Policy Decision Group and is also responsible for the management of all operations directly applicable to the emergency. The Operations Section Chief assists in the development and execution of the Incident Action Plan, in addition, approves all requests for Mutual Aid and other resources. Fire and Rescue/Medical The Fire and Rescue/Medical Unit's primary mission is the prevention, suppression and control of fires and medical response. In addition, and as personnel permits, it supports medical treatment at Fire Stations, Disaster Care Locations and conducts rescue operations with the assistance of Maintenance and Engineering Services and other outside agencies as required for heavy rescue. The Medical Unit's function is a liaison position and may be assigned to a fire fighter or other Operations Section worker. They will determine the medical need of the City and coordinate with the Riverside County Emergency Operations Center for the appropriate medical response. It is essential that the Medical Unit maintain an ongoing liaison between the City of Palm Desert Emergency Operations Center and Riverside County's Emergency Operations Center. Law Enforcement The Law Enforcement Unit's mission is to provide warning information, evacuate citizens, and provide traffic control and security. Law Enforcement also enforces temporary rules and laws, controls crime and looting and assists the coroner in the identification of remains and in the operation of a temporary morgue. Maintenance and Engineering The Maintenance and Engineering Unit's mission is to coordinate all public works, heavy rescue, engineering and utilities activities. In addition, Maintenance and Engineering Units inspect bridges, overpasses, underpasses and other infrastructure for damage. Damage Assessment The Damage Assessment Unit's assignment is to provide an overall inspection of the City and to prepare a damage assessment report for the Incident Commander. Additionally, this unit maintains ongoing communications between field units and the members of the Damage Assessment Unit in the Emergency Operations Center and keeps all information and intelligence current, complete and correct. September 2005 Page 6 of 98. The Planning Section The Planning Section is under the supervision of the Planning Section Chief. Some of the duties and responsibilities of the Planning Section are the gathering and analysis of all data regarding the incident and the assigned resources. In addition, the Planning Section is also responsible for resource status, developing alternatives for tactical operations, conducting the planning meetings, and assisting in the preparation of the Incident Action Plan for the overall operation. The following functions and units are in the Planning Section: A. Situation Analysis B. Resource Status C. Documentation D. Other Technical Specialists Planning Section Chief The Planning Section is managed by the Planning Section Chief, who is responsible for collecting, evaluating, disseminating and forecasting information relative to the emergency for the purpose of assisting the Incident Commander and the Policy Decision Group in the development of an Incident Action Plan. Situation Analysis The Situation Analysis Unit's primary role is to collect and process all information and intelligence. In addition, Situation Analysis will evaluate and disseminate information for display in the EOC, the recording of operations, and acting as a resource to the Planning Section Chief. Situation Analysis Support Staff The Situation Analysis and Support Staff are assembled as needed and are flexible in operation. It may include Resource Status activities that collate information from Damage Assessment, Situation Analysis, Fire & Rescue, Law Enforcement and various other sources. Once this information is gathered, under the supervision of Situation Analysis, Resource Status will post and keep current all information on the status display boards and maps in the Emergency Operations Center. It may include a Documentation Unit to record all events and operations. In addition, the unit maintains and files all EOC messages, maintains an official history of the emergency to ensure complete documentation for the purpose of recovery of funds, and provides necessary guidance to members of the EOC for individual workstation documentation procedures. Technical Specialists may be needed to act as an advisory resource providing expert information in the development of an Incident Action Plan. Some areas of expertise might be hazardous materials incidents, radiological incidents, or other emergencies where specialized information is required. September 2005 Page 7 of 98 The Logistics Section The Logistics Section, under the supervision of the Logistics Section Chief, arranges resources including Mutual Aid, manages volunteer personnel and also arranges and coordinates facilities for the emergency team and for the public, transportation, supplies, equipment, fuel, food and other related needs as required. The Logistics Section is made up of the following functions and units: A. Personnel (Volunteers/COPS/Daycare/ID Systems/Compensation and Claims) B. Supply C. Waste Disposal D. Transportation E. Care and Shelter and Animal Rescue F. Coroner G. Utilities H. EOC and Civic Center Facilities Operation and Restoration I. Information Technology and GIS Services J. Dispatch Manager/Switchboard/Communications/RACES The Logistics Section Chief The Logistics Section Chief manages all functions and units of the Logistics Section, and coordinates the provision of personnel, materials and facilities as required to mitigate the emergency. Personnel (Volunteers/COPS/Daycare/ID Systems/Compensation and Claims) The Personnel Unit provides direction and control to convergent volunteer workers and fills the personnel needs of the Operations Section upon request. The personnel issues involve determining which City employees are available for emergency team duty and which are present. It also coordinates the intake of volunteers and identifies activities they can perform. Citizens on Patrol volunteers may be available, so their activities can also be coordinated. Employees may wish to keep their children close by, and organizing child care to assist them is important to keep .emergency response teams staffed. This group will also generate ID badges as necessary for members of the emergency team and volunteers. Tracking employee time is an important operation in conjunction with the finance group. Any incidents involving the employees, or volunteers that may lead to a claim are to be handled and processed by this group as well. Supply The Supply Unit provides all tangible products that may be required during an emergency that are not related to transportation or personnel. Some examples would be shovels, rain gear, food, etc. September 2005 Page 8 of 98 Waste Disposal The Waste Disposal Unit is a source of information on, and coordinator for, the timely disposal of waste and debris generated by the emergency. Depending on the circumstances, the waste may be hazardous or non -hazardous according to State and Federal regulations and must be handled accordingly. Transportation The Transportation Unit provides and maintains any City vehicle, (with the exception of Fire and Law Enforcement equipment), which may be required to be used during the emergency. These vehicles may include cars, trucks, buses, heavy equipment, fixed and rotary wing aircraft, and any other equipment as required. This group also coordinates refueling operations for all City vehicles that operate on gas, CNG, or other type of fuel. Fire and Police resources will be requested using the Mutual Aid Agreements through the Operations Section Chief. Care and Shelter The Care & Shelter Unit provides shelter to all homeless and displaced persons resulting from the emergency. The temporary shelters may be set up in any of the designated Red Cross shelter sites or schools. In addition, a temporary shelter may be set up in the Palm Desert Community Center or other City facilities for the sheltering of the Emergency Operations Center personnel, firefighters, police officers, maintenance and engineering personnel, and other City employees. Pets and animals are not allowed in human shelters, so this activity also includes coordinating animal rescue and shelter with local animal rescue and shelter organizations. Coroner The County Coroner is the Riverside County Sheriff and his designee. The Coroner Unit is staffed with personnel from the Palm Desert Police Department supplemented as needed with volunteers from the funeral homes within the City of Palm Desert. Working as a team, the mission of the Coroner Unit is acting at the direction of the Riverside County Coroner through a liaison, to identify and catalogue the remains of deceased persons and remove them to a Fatality Collection Area or temporary morgue. Utilities The Utilities Unit provides an ongoing source of information to the Damage Assessment and Situation Analysis Units on the current status of electrical power, natural gas, cable television and telephone communication capabilities within the City of Palm Desert. Based on this information, the Incident Commander will direct, as available, Southern California Edison, Coachella Valley Water District, Southern California Gas Company, Verizon, Time Warner Cable, and any other utilities to restore service in any given area of the City. September 2005 Page 9 of 98 EOC and Civic Center Facilities Operation and Restoration The EOC Facilities Operation and Restoration team will keep the Civic Center offices operating as best they can under the circumstances. Issues of concern are back-up power generator and water supplies for the building. Clean up of the building may be organized with a building restoration contractor. Debris may need to be cleared to allow the Emergency Team to operate. Food and drinks may need to be coordinated and if necessary, temporary sanitation facilities. Information Technology and GIS Services The Information Technology Services Unit is responsible for restoring as much computer operation as possible at the desktop level and at the internal network level. They will seek to maintain effective computer and internet applications during an emergency situation where electricity, phone, and cable service may be intermittent. They are also responsible for opening and maintaining channels of communication via email and other electronic means for emergency services personnel who must operate their computers remotely from the EOC Systems back-ups and restoration files are operated as necessary. GIS services may be needed to operate mapping applications during emergency operations. Dispatch Manager/Switchboard/Communications/Radio Amateur Civil Emergency Service (RACES) The Dispatch Manager and this team coordinate communication systems with the Emergency Operations Center. Working with the Logistics Section Chief, the Dispatch Managers will ensure that all field operations are in communication with the EOC and their activities are coordinated with Operations needs and, meeting Logistics direction. Modes of communication available to the Emergency team include the standard radios, amateur radio (RACES), family frequency walkie-talkie, satellite phone, and Nextel cell phones. Switchboard operations will coordinate with both the EOC and the Public Information Officer (PIO). RACES, is a group of volunteer amateur radio operators who provide emergency communications when other means of communications are out of service, nonexistent, or otherwise not available. These personnel are not primarily City employees. The Finance Section The Finance Section provides for the tracking of the time worked by all emergency personnel involved in the incident, provides cost analysis and projections, and records all injury claims for compensation. The Finance Section Chief who normally is the Director of Finance manages the Finance Section. The Finance Section Chief will establish the need for specific functions within the Finance Section. September 2005 Page 10 of 98 The Finance Section is made up of the following functions and units: A. Cost B. Time C. Compensation and Claims D. Recovery Finance Section Chief The Finance Section Chief provides supervision to members of the Finance Section and manages all financial aspects of the emergency. In addition, he/she manages the receipt of claims for compensation against the City from members of the general public. Cost The Cost Unit provides the projected cost of supplies and materials to support the emergency. In addition, it collects all cost data, performs cost-effectiveness analysis and provides cost estimates and cost saving recommendations. Time The Time Unit maintains records of all personnel time worked at the emergency, which includes all volunteers that may or may not be previously registered as Disaster Service Workers. Compensation and Claims The Compensation and Claims Unit manages all legal claims for compensation filed against the City of Palm Desert. It accepts as the official agent for the City, all legal claims resulting from damage and personal injury. In addition, it provides counsel to the Incident Commander upon request and provideslegal counsel in areas of claims for bodily injury and property damage compensation presented to the City of Palm Desert. Recovery The Recovery Unit will be a contractor responsible for the establishment of the Disaster Assistance Centers (DAC's), which should be co -located within or near selected shelter sites. Recovery Unit will assist displaced or homeless persons with the proper documentation to qualify them for State and Federal disaster assistance. Recovery will coordinate closely with Care and Shelter, Red Cross, and State and Federal agencies. They will also assist in building and safety functions that will allow rebuilding to occur as rapidly as possible. The Recovery Unit contractor will be managed by the Building & Safety Director. September 2005 Page 11 of 98 PALM DESERT CITY COUNCIL DISASTER PREPARATION AND RESPONSE SUPERVISOR: Mayor of Palm Desert WORKSTATION: Selected Convening Location General Duties The Palm Desert City Council's responsibilities are to enact emergency ordinances and resolutions, make legislative decisions on the disaster response and recovery, and to provide political and public relations guidance to the Palm Desert community residents affected by the disaster. Their need to convene is based on the severity of a disaster and the Palm Desert community's response to it. Generally, the Palm Desert City: Council will not need to convene in a Level 1 or Level 2 emergency, although the Mayor or the Incident Commander has the prerogative to convene should the Mayor or the Incident Commander deem it necessary. During a Level 1 or a Level 2 event the Incident Commander can inform the various City Council members at their homes or through an established protocol. In a Level 3 event, the Palm Desert City Council will convene as part of the disaster response. This requires establishment of a protocol to avoid duplication of communications, so that the Incident Commander may focus and control the incident response. Good planning requires that the Palm Desert City Council establish a protocol that will include all the needed flexibility for the Council and the other governmental board members. Included in the protocol will be locations where the Palm Desert City Council members should report and convene as a part of a Level 3 disaster event response. YOUR RESPONSIBILITY 1. The Palm Desert City Council must establish and maintain a flexible communication and convening protocol. 2. Select a Policy Decision Group Liaison. ACTION CHECKLIST During a Level 3 event or when the Mayor deems it necessary, the Palm Desert City Council will be prepared to do the following: 1. Report to Palm Desert City Hall. 2. Set up communications linkage (i.e., telephone, cellular phone, Internet E-Mail). September 2005 Page 12 of 98 3. Receive status reports from the Incident Commander. 4. Relay status reports from the Incident Commander to all Council Members. 5. Receive a status report from the Press Officer. 6. Be prepared to respond to the status report. 7. Be prepared to convene the City Council. 8. Be prepared to declare a local state of emergency. 9. Be prepared to enact emergency legislation and ordinances. 10. Be prepared to authorize expenditures. 11. Be prepared to contact and speak with State and Federal officials (i.e., State Assembly person, State Senator, Governor, Congress person and Senator, President). 12. Be prepared to speak to the Palm Desert community. 13. Be prepared to speak to the press, when appropriate, utilizing the EOC Media Center, or other appropriate location. September 2005 Page 13 of 98 INCIDENT COMMANDER SUPERVISOR: City Council ASSISTANTS: Alternates as designated WORKSTATION: EOC-Incident Command or Normal Workstation GENERAL DUTIES 1. Serve as Incident Commander in charge of Emergency Services for the City. 2. Makes executive decisions. 3. Makes rules, regulations, and orders. 4. Manages, controls and directs the Emergency Organization. YOUR RESPONSIBILITY Serves as the overall commander of the City of Palm Desert's Emergency Response effort. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from Police Group and Command Staff. 2. Depending on the type of the incident and the information available, implement partial or full activation of the EOC. 3. Determine if all key personnel or alternates are in the EOC or have been notified. 4. Appoint and brief Section Chiefs as required: A. Operations Section Chief B. Planning Section Chief C. Logistics Section Chief D. Finance Section Chief 5. Assess the situation, define problems, and establish priorities. 6. Determine the need for evacuation. 7. Estimate the incident duration. 8. Determine if there is a need to make an "Emergency Declaration." September 2005 Page 14 of 98 9. Establish the frequency of briefing sessions. 10. Develop overall strategy with the Policy Decision Group, Command Staff and Section Chiefs. 11. Establish operational work periods for all Emergency Operations Center and field personnel (12-hour shifts are recommended). 12.Designate a liaison to the following: A. Riverside County Emergency Operations Center -Indio B. City Council Members of the City of Palm Desert 13.Develop an Incident Action Plan with the assistance of the Policy Decision Group, Command Staff and Section Chiefs. 14.Establish periodic briefing sessions with the entire Policy Decision Group and Command Staff to update the overall situation. 15.Develop a public information briefing with the Public Information Officer. 16.Notify Riverside County Office of Emergency Services to request additional resources as deemed necessary (except Fire and Police Mutual Aid). 17.Review and approve all requests for outside resources and Mutual Aid. 18.Establish communications as required. Full mobilization of all radio communications would include: A. Palm Desert Police/Sheriff B. Riverside County Fire C. Maintenance/Engineering Division D. Building Inspection E. RACES F. Page Alert G. Coachella Community Disaster Net H. Riverside County Disaster Net I. Open frequency walkie-talkies (Civic Center range only) 19.Identify needs for coordinating EOC functions with the neighboring communities, Riverside County, State and Federal Emergency Organizations. 20.If there is little or no damage to the City of Palm Desert, be prepared to provide Mutual Aid to other jurisdictions if the emergency is region wide. September 2005 Page 15 of 98 21. Confirm the assignment of a representative from the Sheriff's Department or the Civil Air Patrol to obtain information for Situation Analysis, Policy Decision Group, Operations Section, Fire & Rescue/Medical, Law Enforcement, and Maintenance and Engineering. Report to Damage Assessment. 22. Using the EOC kit at the Incident Commander workstation, maintain all required records, and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 16 of 98 EMERGENCY SERVICES OFFICER SUPERVISOR: Incident Commander WORKSTATION: EOC-Incident Command or Normal Workstation GENERAL DUTIES 1. Serve as advisor to the Incident Commander and Policy Decision Group and Command Staff. 2. Serve as advisor to, and act on behalf of, the Incident Commander in all matters that require a command decision. 3. Provide information, answer questions, direct and coordinate members of the Policy Decision Group, Command Staff, Section Chiefs and workstation staff. 4. May be temporarily assigned to serve in any of the Command Section positions as assigned by the Incident Commander. EMERGENCY SERVICES OFFICER YOUR RESPONSIBILITY Provide assistance to the Incident Commander in all areas of the emergency. Maintain contact with the Liaison Officer at Riverside County EOC and provide direction in all matters that require a command decision from the Incident Commander. In addition, act in any of the Command Section positions as required. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Policy Decision Group and Command Staff. 2. Assess the emergency and provide advice to the Incident Commander as to the extent of activation of the EOC. 3. Assist the Incident Commander in filling needed workstation personnel. 4. Provide assistance and information to Section Chiefs as required. 5. Working with the Policy Decision Group and Command Staff, assist the Incident Commander in the development of an overall strategy. A. Assess the situation. B. Define the problem. C. Establish priorities. September 2005 Page 17 of 98 D. Determine the need for evacuation. E. Estimate the incident duration. F. Determine if there is a need to make an "Emergency Declaration". 6. Assist in the formulation of the Incident Action Plan by the Planning Section Chief. 7. Working with members of the Policy Decision Group and Command Staff, assist in the development of an Incident Action Plan. 8. Assist in the execution of the Incident Action Plan. 9. Facilitate and attend periodic briefing sessions conducted by the Incident Commander. 10.Act as or appoint a liaison for the City of Palm Desert to Riverside County Office of Emergency Services, make all necessary notifications to Riverside County EOC for Mutual Aid. 11. Check to ensure that all necessary communications have been established. 12. Fill Safety officer role, responsible for monitoring and assessing safety hazards or unsafe situations for responding resources, and for developing measures for ensuring personnel safety or delegate an appropriate designee. 13.Coordinate all EOC functions with neighboring jurisdictions, Riverside County, State and Federal emergency and support organizations. 14.Coordinate with representatives from cooperating and assisting agencies. 15. Using the EOC kit at the Incident Commander workstation, maintain all required records and documentation to support thehistory of the emergency. A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005• Page 18 of 98 POLICY DECISION GROUP SUPERVISOR: Incident Commander WORKSTATION: EOC-Incident Command or City Council Offices GENERAL DUTIES 1. Provide special technical expertise to the Incident Commander. 2. Working as a team, formulate the strategy and Incident Action Plan. 3. Act as a resource and provide possible mitigation plans to the Incident Commander. YOUR RESPONSIBILITY Working as a team, assess the incident and provide assistance in the development of a strategy and an Incident Action Plan. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Command Staff. 2. Assign available personnel to assist you at the Incident Commander workstation. 3. Working with the Incident Commander and the Command Staff, develop an overall strategy.and an Incident Action Plan. A. Assess the situation. B. Define the problem. C. Establish priorities. D. Determine the need for evacuation. E. Estimate the incident duration. 4. Attend all meetings called by the Incident Commander. 5. Assist in the implementation of the Incident Action Plan. 6. Advise the Incident Commander as required of the need for Riverside County Mutual Aid. 7. Advise the Incident Commander as required of the need for additional resources. 8. In the event of a sustained emergency: A. Ensure that all workstation positions are filled. B. Provide a scheduled change of personnel to the Emergency Operations Center. September 2005 Page 19 of 98 9. If there is little or no damage to the City of Palm Desert, be prepared to provide Mutual Aid to other jurisdictions if the emergency is region wide. 10. Using the EOC kit at the Incident Commander workstation, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 20 of 98 SUPERVISOR: WORKSTATION: LEGAL OFFICER Incident Commander EOC-Incident Command GENERAL DUTIES 1. Advise the Incident Commander on legal requirements of the City of Palm Desert during an emergency. 2. Prepare legal documents and provide legal services as required. 3. Maintain legal information, records and reports relative to the emergency. 4. May fill assignments within the Council Staff as required by the Incident Commander. YOUR RESPONSIBILITY Advise the Incident Commander on the legal requirements of the City of Palm Desert during the emergency. ACTION CHECKLIST 1. Identify yourself as the Legal Officer by putting on the vest with your title. 2. Read the entire Action Checklist. 3. Obtain a situation briefing on the extent of the emergency from the Incident Commander. 4. Establish areas of legal responsibility and/or potential liabilities. 5. Appoint and brief staff as necessary. 6. Prepare proclamations, emergency ordinances and other legal documents as required by the City Council and the Incident Commander. 7. Advise the City Council, Incident Commander, and the Command Staff on the legality and/or implications of contemplated emergency actions and policies. 8. Develop the rules and regulations and laws required for acquisition and/or control of critical resources. 9. Develop the necessary ordinances and regulations to provide a legal basis for evacuation of citizens. September 2005 Page 21 of 98 10.Commence such civil and criminal proceedings as are necessary and appropriate to implement and enforce emergency actions. 11.As needed, prepare documents relative to the demolition of hazardous structures or conditions. 12.Using the EOC kit at the Incident Commander workstation, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty Precise information is essential to meet requirements for reimbursement by the State and Federal Government. September 2005 Page 22 of 98 PUBLIC INFORMATION OFFICER SUPERVISOR: Incident Commander WORKSTATION: EOC-Incident Command GENERAL DUTIES 1. Prepares and disseminates Emergency Public Information. 2. Keep the public informed on a timely basis during a threatened or actual emergency through the use of the media or other available means. 3. Maintain a relationship with the media representatives and hold periodic press conferences as required. 4. Provide rumor control. 5. Provide information to the Policy Decision Group and Incident Commander and members of the Command Staff. YOUR RESPONSIBILITY Formulate and release information about the emergency to the news media and other appropriate agencies. ACTION CHECKLIST 1. Obtain a briefing from the Policy Decision Group and Command Staff. 2. Assess the situation. 3. Prepare an initial information summary as soon as possible after arrival. 4. Issue warnings about unsafe areas, structures and/or facilities. 5. Observe constraints on the release of information imposed by the Policy Decision Group and Command Staff. 6. Obtain approval for the release of all information from the Incident Commander or designated representative. 7. Establish necessary contacts with the media (newspapers, radio, television) and provide whatever assistance is required. 8. Utilize the Media Center in the EOC or identify another location for presenting to the media. September 2005 Page 23 of 98 9. Gather and disseminate instructions, warnings and announcements. 10.Arrange for necessary workspace and staffing for the news media. 11. Provide approved information for release to the news media. 12.Issue news bulletins. 13.Arrange for transportation and liaison personnel for media and VIP's. 14.Attend all meetings in the Command Staff Conference Room to update news bulletins and media news releases. 15.Arrange meetings between the media and emergency personnel and/or members of the City Council as appropriate for the emergency situation or status of the emergency. 16. Monitor television and radio transmissions. 17. Coordinate Riverside County OES for the EAS or other communication systems to issue warnings. 18. Respond to special requests for information. 19. Establish and assign staff to operate a rumor control hotline if necessary. 20. Provide information to public on available transportation routes, closures, etc. 21. Publicize an official list of disaster assistance centers and shelter sites. 22. Ensure that announcements and information are translated for special populations. 23. Using the EOC kit at the Incident Commander workstation, maintain all required records and documentation to support the history of the emergency: A. Message received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page24of98 OPERATIONS SECTION CHIEF SUPERVISOR: Incident Commander WORKSTATION: EOC-Operations GENERAL DUTIES 1. Implement the Incident Action Plan. 2. Manage the Operations Section. 3. Directly supervise the operations of the EOC. 4. Assume operational command. 5. Evaluate and act on operational information. 6. Establish a priority of actions that must be taken. YOUR RESPONSIBILITY Coordinate emergency operation functions of • the Operations Section, Fire & Rescue/Medical, Law Enforcement, .Maintenance and Engineering, Liaison Officer, Damage Assessment. Activate the Operations element of the Palm Desert Area Disaster Plan. ACTION CHECKLIST 1. Obtain a briefing from the Policy Decision Group and Command Staff. 2. Evaluate field conditions associated with the emergency. •Determine the resources committed and coordinate with Situational Analysis. 3. Develop the Incident Action Plan. 4. Assign and brief operations personnel on implementing the Incident Action Plan. 5. Coordinate with the Riverside County EOC or secondary EOC in Indio. 6. Brief the Policy Decision Group and the Command Staff as necessary. 7. Coordinate the activities of all the departments and agencies involved in the operation. 8. Determine the needs and request more resources when necessary. 9. Establish field communications with affected area(s). September 2005 Page 25 of 98 10.Assign specific work tasks to various units of the Operations Section as required. 11. Determine resources that are committed or available. 12.Receive, evaluate and disseminate emergency information through the P10. 13. Determine the need for additional resources. Make recommendations to the Incident Commander. 14. Establish a priority board restoration plan. to assist facilities, i.e., hospitals, shelters, schools:etc. Coordinate with Law Enforcement. 15.Using the Operations Section EOC kit, maintain all .required records and docuinentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 26 of 98 FIRE AND RESCUE / MEDICAL SUPERVISOR: Operations Section Chief WORKSTATION: Field Operations GENERAL DUTIES 1. Prevent, control and suppress fires. 2. Conduct rescue operations with the assistance of the Maintenance Division when heavy rescue is required. 3. Update and brief Operations Section Chief. 4. Support emergency medical treatment at Fire Stations and Disaster Medical Cache Locations. 5. Isolate and control releases of hazardous materials. YOUR RESPONSIBILITY Coordinate all fire field forces and to establish needs and to provide necessary resources. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Operations Section Chief. 2. Assess the impact of the emergency on the Fire & Rescue/Medical operations capability. 3. Check the status of Fire Apparatus, availability and deployment. 4. Advise the Incident Commander of the current situation as required. 5. Locate and have available for use, all personnel lists and work schedules. 6. Check with the other Operations Section Units for a briefing on the status of the emergency: A. Law Enforcement B. Liaison County EOC C. Maintenance and Engineering D. Damage Assessment 7. Coordinate all Fire & Rescue/Medical activities with the other units of the Operations Section and the Operations Section Chief. September 2005 Page 27 of 98 8. Determine if the water system is functional for fire fighting. 9. Advise the Division Supervisors of the Incident Action Plan. Advise what limitations or restrictions exist. 10. Order of priority for the emergency: A. Fire and rescue. B. Hazardous material releases, which may immediately impact a large segment of the City. C. Medical support. 11.Conduct search and rescue operations. The Division Supervisors are in charge of this operation and will request additional resources, as they deem necessary from other City Departments. This will be coordinated through the Operations Section Chief and the Logistics Section Chief. 12.Assist in the evacuation of the injured victims to First Aid Facilities, Casualty Collection Points or Hospitals. Coordinate with the Medical Liaison Position in the Operations Section. 13. Determine if current and forecasted weather conditions will complicate large and intense fires, hazardous material releases, major medical incidents and/or other potential problems. 14. Using the appropriate Incident Command System (ICS) forms at the Operations or Fire & Rescue/Medical workstation, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 28 of 98 MEDICAL SUPERVISOR: Operations Section Chief WORKSTATION: Field Operations GENERAL DUTIES 1. Assess the emergency and determine the extent of medical casualties. 2. Establish communication and work in cooperation with the Riverside County EMS MED NET. 3. Coordinate resources for the medical needs of the City and multi- casualty functions of the emergency. YOUR RESPONSIBILITY Coordinate all medicalrequirements for the City of Palm Desert. Establish needs and provide resources. ACTION CHECKLIST 1. Obtain a briefing from the Operations Section Chief. 2. Determine your responsibilities under the Incident Action Plan. 3. Execute your responsibilities under the Incident Action Plan. 4. Coordinate all activities with the Operations Section Chief and consult with other units within the Operations Section to assess the situation. A. Law Enforcement B. Maintenance and Engineering C. Damage Assessment 5. Establish radio contact with Riverside County MED NET. Coordinate all requests for additional medical assistance through Riverside County MED NET. 6. Update and brief the Fire & Rescue/Medical unit. 7. Follow the guidelines as set forth in the Riverside County Medical Protocols. 8. Assess the situation and determine the following: A. Location and nature of the emergency. B. Approximate number of injuries and/or dead. C. Best response route. September 2005 Page 29 of 98 D. Need for medical assistance. E. Triage teams. F. Treatment teams. G. Red Cross. H. Blood banks. I. Staging areas. J. Emergency medical treatment facilities. K. First aid stations. L. Casualty collection points. M. Fatality collection points. N. Other resources. 9. Other pertinent information, such as hazardous materials incidents. 10. Designate Division Supervisors and set up a command post with Fire & Rescue. 11.Identify Division Supervisors by geographic areas, i.e., Division East, Division West. 12.Assign an incident Safety Officer to observe personnel safety and to report to the Operations Section Chief as soon as possible on any injuries and/or deaths. 13.Alert the appropriate local hospital to prepare to receive casualties as required. 14. Establish and announce over the MED NET the location of Staging Areas, Casualty Collection Points and Fatality Collection Points to Ambulance personnel. 15. Notify the Riverside County Red Cross of the following: A. Casualties. B. Shelter needs for casualties. C. Needs for additional resources. D. Appropriate reaction time to establish emergency facilities. 16.Determine the need to establish Casualty Collection Points, and/or First Aid Stations. Coordinate this with the Care & Shelter Unit in the Logistics Section. 17.Determine the need to establish Emergency Medical Treatment Facilities. 18.Coordinate with Care & Shelter Unit. A. Arrange for coordination of medically trainedcivilian volunteers. B. Arrange for the coordination of vocationally trained medical personnel. C. Establish ingress and egress traffic patterns for ambulances, fire equipment, and other authorized emergency vehicles. September 2005 Page 30 of 98 D. Coordinate with Law Enforcement, relative to the assignment of Law Enforcement personnel as needed for the emergency transportation of medical teams and emergency medical supplies. 19.Coordinate the following with the Law Enforcement unit: A. Traffic flow. B. Crowd control. C. Security perimeter (as required). 20. Review the current situation: A. Determine the intensity of the incident and the impact on the Incident Action Plan. B. Advise all medical personnel to intensify, stabilize, or demobilize as required. 21. Using the Operations or Fire & Rescue/Medical EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 31 of 98 LAW ENFORCEMENT SUPERVISOR: Operations Section Chief WORKSTATION: EOC Operations or Normal Workstation GENERAL DUTIES 1. Enforce laws and temporary rules and provide security for citizens. 2. Receive and disseminate warning information: 3. Direct evacuation of citizens, control traffic as necessary. 4. Assist the Riverside County Coroner's Office in the identification of remains and the operation of a temporary morgue. YOUR RESPONSIBILITY Protect lives and property, enforce laws and proclaimed orders, control traffic, assist the coroner, and combat crime. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Operations Section Chief. 2. Confirm the assignment of a representative from the Sheriffs Department or the Civil Air Patrol to maintain information for Situation Analysis, Policy Decision Group, Operations Section, Fire & Rescue/Medical, Law Enforcement, Maintenance and Engineering, and Damage Assessment. 3. Assess the situation relative to Law Enforcement needs. 4. Identify Division Supervisors by geographic areas, i.e., Division East, Division West. 5. Coordinate all Law Enforcement activities with the other units in the Operations Section and the Operations Section Chief. Consult with other Operations units to assess the situation. A. Fire & rescue/medical. B. Liaison County EOC. C. Maintenance and engineering. C. Damage assessment. 6. Check personnel schedules and assess needs for the emergency. September 2005 Page 32 of 98 7. Alert Law Enforcement personnel and initiate recall procedure as required. 8. Determine if all key Law Enforcement personnel or their alternates are in the EOC or have been notified. 9. Assess the impact of the emergency on the Law Enforcement operational capability. 10. Provide search for: A. All potential shelter sites (designated Red Cross shelter sites, high schools, middle schools, elementary schools, churches). B. Casualty Collection Points (to be determined). D. Disaster Medical Cache (location as identified by the Coachella Valley Regional Resource Guide). 11. Request additional Law Enforcement personnel resources through the Riverside County Law Enforcement Mutual Aid Coordinator. Coordinate with the Logistics Section Chief. 12. Keep the Operations Section Chief, Planning Section Chief, and Resource Status advised as to what resources are presently committed and what resources are still available. 13. Establish communication with the Operations Section in the Riverside County EOC Law Enforcement Unit, and other local agencies. 14. Move emergency vehicles to open areas in case of earthquake or aftershocks. 15.Appoint Division Supervision; i.e., Division East, Division West. 16.Advise Division Supervisors if any limitations or restrictions exist. 17.Coordinate multi -scene incidents. 18.Assign a Safety Officer to observe personnel safety and to relay all personnel casualty information to the Operations Section Chief as soon as possible after an injury or death. 19. Confirm that the flow of information to the Division Supervision is ongoing. 20.Order an immediate general survey of the disaster area(s) by field units. Particular attention will be given to assess the extent of the area(s) involved and reporting this information to the Planning Section (refer to Disaster Operation Guide for specific assignments). September 2005 Page 33 of, 98 21.Check facilities that contain hazardous materials (refer to the Riverside County Office of Environmental Health). 22. Prepare to evacuate areas of the City that have suffered severe damage or life threatening hazards. 23.Conduct and coordinate selective and voluntary evacuations to open Red Cross authorized, staffed and pre -designated shelters (refer to the City of Palm Desert Shelter Map for designated shelter sites). 24. Prepare to screen traffic coming into the City, especially into dangerous areas. 25. Request barricades and/or other needed supplies from Maintenance and Engineering. 26. Direct and/or manage evacuation in coordination with the Care & Shelter Unit. 27. Establish emergency traffic routes in coordination with Maintenance and Engineering Divisions and initiate traffic control. 28. Provide security for: A. Evacuation Areas i. Schools. ii. Designated shelter sites. iii. Fatality collection points. B. EmergencyMedical Treatment Facilities iv. 'Casualty collection point. v. First aid stations. vi. Fire stations. vii. Disaster medical cache areas 29. Restrict access or otherwise secure areas as required by the emergency. 30. Coordinate removal and relocation of deceased persons under the direction and liaison of the Riverside County Coroner. 31. Initiate Animal Control measures as necessary using Orphan Pet Oasis. 32.Confirm that Law Enforcement personnel needs such as feeding and sheltering are satisfied through Care & Shelter in the Logistics Section. 33.If there is little or no damage in the City, be prepared to provide assistance to other jurisdictions. September 2005 Page 34 of 98 MAINTENANCE AND ENGINEERING SUPERVISOR: Operations Section Chief WORKSTATION: EOC-Operations GENERAL DUTIES 1. Brief and update the Operations Section Chief or the Incident Commander as required. 2. Coordinate all activities with the Operations Section Chief. 3. Brief the Maintenance and Engineering staff. 4. Supervise the Maintenance and Engineering Unit of the Operations Section. YOUR RESPONSIBILITY Coordinate all Maintenance and Engineering activities in the EOC. ACTION CHECKLIST 1. Obtain a briefing or preliminary survey of the damaged area(s) to develop complete information for Situation Analysis. 2. Check telephones and city -owned radios to ensure proper operation. 3. Confirm the assignment of a representative from Maintenance and Engineering to rendezvous with a fixed wing aircraft to survey the City from the air to maintain information for Situation Analysis, Policy Decision Group, Operations Section, Fire & Rescue/Medical, and Law Enforcement. Report to Damage Assessment. 4. Check the Maintenance and Engineering personnel list and work schedule. Initiate a call back as required. 5. Confirm that all key Maintenance and Engineering personnel or alternates are in the EOC or have been notified. 6. Assess the impact of the disaster on the Maintenance and Engineering operational capability. 7. Identify Division Supervisors by geographic area, i.e., Division East, Division West. September 2005 Page 35 of 98 8. Set Maintenance and Engineering priorities based on the nature of the emergency to assist in the development and execution of an Incident Action Plan. 9. Set up Situation Map and Incident Log. 10. Brief and update the Incident Commander of all Mainteriarice and Engineering emergency responsibilities, including priorities, plans, and resources. 11. Brief the Maintenance and Engineering staff. 12. Confirm assignment of staff to the following EOC Section Chiefs: A. Fire & rescue/medical. B. Law enforcement. C. Maintenance and engineering. D. Damage assessment. 13. Inventory the following essential City services and establish priorities for the restoration of all essential services: A. Electrical power. B. Natural gas. C. Telephone service. D. Blocked streets. E. Bridges. F. Overpasses. G. Underpasses. H. Water system. I. Sewer system. J. Storm drain system. K. Traffic signals. 14.Coordinate with other local utility districts: A. Coachella Valley Water District B. Southern California Edison C. Verizon D. Imperial Irrigation E. Time Warner Cable F. Southern California Gas G. Any Other Utility Services 15. Coordinate all emergency activities with other City emergency operations. 16. If there is little or no damage to the City of Palm Desert, be prepared to provide assistance to other jurisdictions. September 2005 Page 36 of 98 17. Using the Operations or Maintenance and Engineering EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 37 of 98 DAMAGE ASSESSMENT SUPERVISOR: Operations Section Chief WORKSTATION: EOC-Operations Coordinated with Field GENERAL. DUTIES 1. Provide for an initial inspection of all the structures in the entire City. 2. Prepare Damage Assessment Reports. 3. Collect and report information to the Operations Section Chief. 4. Provide Damage Assessment Teams as required. YOUR RESPONSIBILITY The collection, evaluation, dissemination and use of informationrelative to Damage Assessment in the City. State Certification in Damage Assessment (ATC-20) is required to be assigned to this section. Manage Building & Safety Assessment Staff: All Building and Safety Staff with appropriate Certification. Manage Emergency Mutual Aid. Building and Safety Contractor: All Willdan personnel under the direction of the Director of Building and Safety and the Willdan Responsible Individual named in Contract No. C21830. ACTION CHECKLIST 1. Identify yourself as Damage Assessment by putting on the Certified Inspector Badge with your identification code number. 2. Obtain a briefing on the extent of the emergency from the Operations Section Chief. 3. Recall Building Inspectors, Code Enforcement, and Traffic Technicians as required. 4. Prepare to receive information from Fire, Police, and Maintenance and Engineering representatives conducting an aerial survey of the City if possible. 5. Provide for an initial .inspection of key City Locations on the established priority list. This priority list includes: A. Evacuation Areas September 2005 Page 38 of 98 i. Schools. ii. Designated shelter sites. iii. Fatality collection points. B. Emergency Medical Treatment Facilities iv. Casualty collection point. v. First aid stations. vi. Fire stations. vii. Disaster medical cache areas. 6. Beyond the priority list, rapidly assess the entire City and report locations of damaged structures, utilities, roads, signaled traffic controlled intersections and facilities. 7. Prepare the initial damage estimate of the City. 8. Collect, record and total the type and estimated value of damage. 9. Alert and activate ALL structural inspection personnel. 10. Request volunteer structural engineers to assist in the inspection of structures. Provide Construction Services Inspectors to act as guides for the engineers. 11. Provide as required, Damage Assessment teams to survey structures and potential shelter sites after the emergency. 12.Provide as required, Damage Assessment Teams to inspect and mark hazardous structures and record damage. City damage records are utilized by State and Federal Emergency Loan and Assistance Agencies as a basis for Federal assistance money. 13. Inspect and post critically damaged structures for occupancy or condemnation using the ATC 20 placards. 14. Initiate requests for Mutual Aid Building Inspectors and Structural Engineers through the Logistics Section Chief. 15. Prepare a plan for utilization of Building Inspectors to ensure proper deployment as well as a comprehensive coverage of the damaged area(s) (additional inspectors may be obtained under Mutual Aid). 16.Coordinate with all departments for possible information on damage to structures. September 2005 Page 39 of 98 17.Coordinate with the following agencies for field information and Damage Assessment Reports: A. RACES B. Sunline Transit, Ca!trans C. Desert Sands Unified School District D. Southern California Gas, SCE, Verizon, Time Warner Cable, other utilities E. Palm Desert Parks, Recreation and Community Services Department F. Palm Desert Fire Department G. Palm Desert Police Department H. Palm Desert Maintenance and Engineering Divisions 18.Inventory damaged City buildings and private buildings. 19.Using the Operations or Damage Assessment EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. Precise information is essential to meet requirements for reimbursement by the State and Federal government. September 2005 Page 40 of 98 PLANNING SECTION CHIEF SUPERVISOR: Incident Commander WORKSTATION: EOC PLANNING or Normal Workstation GENERAL DUTIES 1. Manage the Planning Section in the EOC. 2. Predict and manage information about the emergency. 3. Brief and update the Command Staff and Policy Decision Group on the impact of the emergency on the City of Palm Desert, as well as the intensity and projected duration of the incident. YOUR RESPONSIBILITY Synthesizing collected information about the present circumstances of the emergency and creating a daily Incident Action Plan for future actions for the short term (24 hours) and generally modifying the short term plan into an ongoing long term recovery (days to weeks) action plan. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Command Staff/Policy Decision Group. 2. Prepare to review information from an aerial survey for Situation Analysis. 3. Confirm that all key Planning Section personnel or alternates are in the EOC or have been notified. Recall the required staff members necessary for the emergency: 4. Organize and assign Planning Section Units as required: A. Situation analysis. B. Situation support and documentation. 5. Develop Situation Analysis information on the impact of the emergency from the following outside sources: A. Riverside County EOC B. Sunline Transit C. Caltrans D. Desert Sands Unified School District E. Red Cross F. RACES September 2005 Page 41 of 98 G. Palm Desert Parks, Recreation and Community Services Department H. Palm Desert Police Department I. Palm Desert Fire Department J. Palm Desert Maintenance Division K. Local Media (radio and television) L. Coachella Valley Water District 6. Assess the impact of the emergency on the City of Palm Desert, including the ongoing assessment by the Damage Assessment Unit and other field operations. 7. Keep the Command Staff and Policy Decision Group advised and briefed. 8. Prepare an Incident Action Plan by priorities and objectives with the Incident Commander and the Policy Decision Group. 9. Review intelligence information, determine the credibility and predict the influence on the emergency. 10.Assemble information on alternative strategies. 11.Identify the need for use of special resources. 12. Provide periodic predictions on the status of the emergency. 13.Prepare and distribute Incident Commander and Command Section orders for additional resources. 14. Confirm that Resource Status compiles and displays emergency status and summary information. 15. Prepare summary situation reports of the emergency in the City of Palm Desert for transmission to the Riverside County EOC. 16. Begin planning for recovery in the emergency. area(s). 17.Using the Planning EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 42 of 98 SITUATION ANALYSIS SUPERVISOR: Planning Section Chief WORKSTATION: EOC PLANNING or Normal Workstation GENERAL DUTIES 1. Collect and process all information and intelligence. 2. Evaluate and disseminate information in'the Planning Section. 3. Prepare predictions at periodic intervals or upon request, and make recommendations to the Planning Section Chief. 4. Supervise the display of the situation map and status boards. YOUR RESPONSIBILITY Organize an efficient system to collect and organize accurate emergency situation and status information. Determine the means to provide this information as needed to Planning, Operations and Command Sections. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Planning Section Chief. 2. Supervise and organize the available staff assigned to Situation Support and Documentation. Some staff may be utilized to collect information directly from the field. 3. Collect data on the emergency: A. Location and the nature of the emergency. B. Special hazards. C. Number of injured persons. D. Number of deceased persons. E. Structural property damage (estimate a dollar value). F. Personal property damage (estimate a dollar value). G. City of Palm Desert resources committed to the emergency. H. City of Palm Desert resources available. I. Assistance provided by outside agencies and resources committed. J. Shelters, type, location, number of people that can be accommodated. K. Maintain access to the inventory of available personnel, equipment, vehicles, etc. developed by the Resource Status Unit. September 2005 Page 43 of 98 4. Develop sources of information and assist the Planning Section Chief in collecting and organizing data from the following: A. Command Staff B. Operations Section C. Logistics Section D. Finance Section 5. Establish a system to ensure follow up contacts. 6. Determine weather conditions, current and upcoming. Keep up-to-date weather information posted. 7. Determine the condition of all roadways and have all closures displayed. 8. Prepare situation reports and updates at timely intervals or when important changes occur for the Planning Section Chief, and attend Planning Section meetings as required. 9. Advise the Planning Section Chief as required. 10.Situation Summary Reports will be requested from Riverside County OES Confirm the following information when submitting these reports: A. Date and time. B. Location and type of emergency. C. Summary of the current situation. D. Qualitative analysis (overview). E. Critical events and problems. F. Proclamations and declarations issued. G. People dead and injured (all affected areas). H. Damage totals (all affected areas). I. Homes damaged or destroyed. J. Hospitals damaged or destroyed. K. Status of gas, electric, water, sewage systems and other utilities. L. Roads, airports and railroads closed or subject to limited access. M. Interim and estimated dollar damage totals (public and private facilities). N. Distinguish short-term issues and long-term recovery issues 11. Be prepared to provide an additional summary of the current response. A. State response (brief description). B. EOC activation. C. Shelters opened, estimated number of people in the shelter (daily and cumulative total). D. Disaster Assistance Centers (DAC's) opened and the number of people processed. September 2005 Page 44 of 98 E. Field Medical centers opened and operating. F. Unusual or limited potable water status. 12. Using the Planning EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 45 of 98 SITUATION SUPPORT AND DOCUMENTATION SUPERVISOR: Planning Section Chief WORKSTATION: EOC-PLANNING, Normal Workstation or Field GENERAL DUTIES 1. Provide all necessary support services to operate the Planning Section and especially Situation Analysis. 2. Post and update all information on the status display boards in the Emergency Operations Center. 3. Establish a line of communication with Fire & Rescue/Medical, Law Enforcement, Maintenance and Engineering, and Logistics to keep the most accurate up-to- date information posted. 4. Establish an organization and system for the collection of raw data from field sources, and any operating communications systems and a process for collating and summarizing the raw data for use by the Planning and Command Sections. 5. Provide technical expertise in organizing and summarizing raw data. 6. Depending on communication systems operation, travel into the field to prepare assessments and collect information from other Emergency team field units (such as damage assessment teams), create reports from 'the field or other sources to Planning Section Chief and others as required. 7. Ensure that all posted information is current and correct, clear and concise. 8. Maintain and file all EOC messages. 9. File, maintain and store all documents relative to the emergency. 10. Maintain the official history of the emergency. 11. Provide guidance and assistance to workstation personnel in the documentation process, using the appropriate forms or other paperwork. 12. Provide duplication services as required. 13.Provide information to the Planning Section Chief concerning the intensity and projected duration of the incident. 14. Provide information to the Logistics Section Chief relative to special equipment needs. 15.Advise the Planning Section Chief if evacuation is being required and where. 16.Acquire any special publications or research information. 17. Using the Planning EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 46 of 98 LOGISTICS SECTION CHIEF SUPERVISOR: Incident Commander WORKSTATION: EOC-LOGISTICS or Normal Workstation GENERAL DUTIES 1. Procure and provide personnel, materials and facilities for City emergency operations both in the field and in the EOC. 2. Continuously brief and update the Incident Commander. YOUR RESPONSIBILITY Manage or coordinate logistical support activities that include but are not limited to Personnel, Supply, Waste Disposal, Transportation, County Coroner, Care & Shelter, Utilities, EOC Facilities Manager, Information Technology Services, Dispatch Manager/RACES, and Volunteers. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Command Staff. 2. Confirm that all key Logistics Section personnel or alternates are in the EOC or have been notified. Recall the required staff members necessary for the emergency. 3. Organize the Logistics Section by assigning available personnel to perform the tasks listed below. A. Personnel B. Volunteers C. Citizens On Patrol (COPS) D. Personnel ID Systems E. Personnel Compensation and Claims 4. Ensure that personnel listed are available to perform the tasks listed below, and if not, assign any other available City employees: A. Supply B. Waste Disposal/Temporary Storage Coordination C. Transportation D. Care & Shelter and Animal Rescue E. Utilities F. EOC and Civic Center Facilities Operation and Restoration September 2005 Page 47 of 98 G. Information Technology and GIS Services H. Dispatch Manager/Switchboard/Communications 5. Brief and update the Incident Commander of all known resources and support concerns, including all priorities and proposed plans. 6. Assist in the development of the Incident Action Plan and prepare estimates for Logistics needs for the next operational period. 7. Manage process of getting service and support elements of the Incident Action Plan into operation. 8. Coordinate support operations with the Operations Section Chief to provide facilities, services and materials in support of the Operations Section. Advise on the current services and support capabilities. 9. Coordinate and provide all requests for resources. 10.Coordinate with Liaison personnel in the County Coroner function to ensure that the City is aware of any support needs that function may request. 11.Coordinate with the EOC Facilities Manager to ensure that all EOC and Information Services needs are addressed. 12. Using the Logistics EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 48 of 98 PERSONNEL (VOLUNTEERS/COPS/DAYCARE/ID SYSTEMS/ COMPENSATION AND CLAIMS) SUPERVISOR: Logistics Section Chief WORKSTATION: EOC LOGISTICS -Normal Workstations Daycare Assigned Space TBD Personnel, ID Systems and Personnel Claims Assigned Space TBD GENERAL DUTIES 1. Document all City personnel committed to the emergency response team both with and without pre -assigned tasks. 2. Register all volunteers (including Citizens on Patrol) and create a process so they can be efficiently assigned to assist sections that need additional personnel support, which includes a process for directing any excess volunteers to the Red Cross for Care and Shelter assistance. 3. Ensure that City Emergency Team members are documented, possess emergency team ID and vehicle tags, and are aware of systems in place to manage claims for injuries or other personnel issues. 4. Set up and manage a Civic Center based daycare center for the children of City employees who are on the emergency team and who need childcare during the emergency. 5. Document claims for injury, illness, or losses occurring as a result of emergency team actions ACTION CHECKLIST 1. Obtain a briefing from the Logistics Section Chief and Planning Chief. 2. If the Logistics Section Chief is not available, obtain information about personnel needs from the Resource Unit or other means. 3. Set up and manage a location for volunteer intake and processing at Palm Desert City Hall or other designated areas for registration and assignment (Volunteer Staging Areas). 4. Utilize available resources, including volunteers to register Disaster Service Volunteer Workers. Have all volunteers sign the appropriate forms prior to allowing them to perform any work. September 2005 Page 49 of 98 5. Determine the number and location of personnel assigned to field activities and Civic Center sections. Create a process so that all City personnel receive Emergency response team ID badges and are aware of the claims process for injuries and other compensable issues. 6. Fill requests for personnel needs, identify the number of "On Duty" City personnel available for assignment, and maintain a Personnel Resource Pool. 7. Forward all volunteer personnel time records and documentation to the Time Unit of the Finance Section. 8. Coordinate with the Public Information Officer for public release of the location of a registration area. 9. If requested by Logistics Chief, recruit and obtain additional Volunteer Emergency Workers. 10.Organize and manage a childcare center at the Civic Center. If possible coordinate with Coachella Valley Recreation and Park District for space, personnel and activities. 11. Using the Logistics EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 50 of 98 SUPPLY SUPERVISOR: Logistics Section Chief WORKSTATION: LOGISTICS—EOC or Normal Workstation GENERAL DUTIES 1. Order, receive, store, process and allocate all emergency resources and supplies. 2. Determine the supply needs from the Logistics Section Chief. 3. Determine the status of all supply personnel, and alert Supply personnel, Mutual Aid providers, contractors and emergency vendors of any possible needs. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Logistics Section Chief. 2. Participate in Logistics Section planning activities. 3. Assign personnel as required to adequately staff the Supply position. 4. Research the availability of resources in the City of Palm Desert and be prepared to report to the Logistics Section Chief. 5. Coordinate with Operations and Logistics for the organized acquisition and utilization of equipment, vehicles, contractors and materials both under direct contract with the City (through pre-existing and emergency contracts) and through Mutual Aid agreements with other Cities and jurisdictions. 6. Receive and respond to requests for resources, supplies and equipment. 7. Order, receive, store, and process all disaster related resources, supplies and equipment. 8. Maintain inventory of resources, supplies and equipment. 9. As necessary, identify, establish and maintain supply staging areas for incoming personnel, supplies, and equipment. 10. Provide for the conservation, allocation and distribution of food stocks. September 2005 Page 51 of 98 11.Procure, allocate and dispatch supply personnel and resources as required. 12.Coordinate with the Finance Section for the administration of all financial matters pertaining to vendor contracts and open purchase. 13. Stockpile, maintain, deploy and reserve critical supplies and equipment. 14.Coordinate with other jurisdictions and private companies on sources of equipment and supply (check the City of Palm Desert Resource Manual). 15.Alert Supply personnel, Mutual Aid providers, contractors and emergency vendors of any possible needs. 16. Prepare and sign the necessary rental agreements. 17.Process all administrative paperwork associated with equipment rental and supply contracts. Forward all this information to the Finance Section. 18.Using the Logistics EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 52 of 98 WASTE DISPOSAL SUPERVISOR: Logistics Section Chief WORK STATION: EOC-LOGISTICS or Normal Workstation GENERAL DUTIES 1. Coordinate City and Public waste and debris disposal with Waste Management of the Desert and County operations. 2. Liaison with public sector waste disposal operations. 3. Contact Riverside County Radiation Safety Officer in the event radiation is believed to be mixed with debris. 4. Coordinate with County and local Hazardous Materials officers and contractors for addressing hazardous waste mixed debris concerns. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Planning Section Chief. 2. Obtain briefing on locations where significant hazardous and non -hazardous debris may be located. 3. Prepare to receive information from Fire, Police and Maintenance and Engineering including any representatives conducting an aerial survey of the City if possible. 4. Acquire information to prepare ongoing reports of damaged structures, utilities, roads, signaled traffic controlled intersections and facilities that will require significant debris staging and removal. 5. Pay particular attention to special hazard areas such as government facilities, schools, utilities, and other facilities where chemical or radioactive materials might have been used or simply stored and are now mixed with debris. 6. Identify hazardous materials in need of immediate disposal and coordinate with Operations regarding marking and isolating these areas. 7. Determine potential scheduling for waste removal for non -hazardous debris. 8. Coordinate with waste removal operators. September 2005 Page 53 of 98 9. Coordinate with Riverside County Radiation Safety officer for removal of radioactive contaminated debris. 10. Using the Logistics EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 54 of 98 SUPERVISOR: WORKSATION: TRANSPORTATION Logistics Section Chief EOC-Logistics Corporation Yard GENERAL DUTIES 1. Provide transportation for City and mutual aid workers. 2. Maintain a list of transportation resources. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Logistics Chief. 2. Provide and maintain a resource list of transport vehicles. A. B. C. D. E. F. G. Heavy equipment Cars Buses Light trucks Heavy trucks Fixed wing aircraft Helicopters 3. Check fuel levels of all city facilities (indicate gas/diesel/CNG or other). A. Police Department B. City Corporation Yard Section 4. Establish fuel availability from bulk fuel vendors for all fuel types and coordinate ordering of additional supplies. 5. Establish an assembly area(s) for vehicles. 6. Provide transportation as required for City workers and mutual aid workers to and from the emergency scene and emergency evacuation when requested. 7. Provide portable fueling systems for equipment at the scene of the emergency for extended operations. 8. Establish a communications link with the following agencies as required: September 2005 Page 55 of 98 A. Sunline Transit B. Desert Sands Unified School District C. Caltrans 9. Using the Logistics EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 56 of 98 CARE AND SHELTER AND ANIMAL RESCUE SUPERVISOR: Logistics Section Chief WORKSTATION: EOC-Logistics or Normal Workstation GENERAL DUTIES 1. Liaison with Red Cross for Care and Shelter needs. 2. Provide for additional food, clothing and shelter needs of people affected by the disaster as needed. 3. Organize and operate a central registration and inquiry service for assisting in reuniting separated families and to respond to inquiries from relatives and friends outside the area utilizing volunteer labor as needed. 4. Be sensitive to special needs such as cultural differences, diverse ethnic groups, seniors, mothers with small children, individuals with special needs, etc. 5. Establish links with animal rescue services to coordinate animal reunification with sheltering families. YOUR RESPONSIBILITY Liaison with Red Cross for approved shelter and feeding. Additionally, a central registration area shall be established to register persons affected by the emergency. To act as a clearing house and inquiry service to reunite separated families and pets. If necessary, provide for the emergency sheltering for out -of -area emergency workers and mutual aid workers. ACTION CHECKLIST Obtain a briefing on the extent of the emergency from the Logistics Section Chief. 1. Determine if mass care facilities will be needed and coordinate with the Red • Cross regarding location and set-up. 2. When establishing shelter sites, be sensitive to special needs, such as cultural differences, diverse ethnic groups, seniors, mothers with small children, and individuals with special needs. 3. Arrange with Damage Assessment for the inspection of potential shelter locations to ensure the safety of the structure. 4. Coordinate all shelter locations with the Operations Section Chief. September 2005 Page 57 of 98 5. Coordinate with the Red Cross, Coachella Valley Recreation & Park District, and Desert Sands Unified School District Maintenance and Operations. 6. Coordinate a central registration and inquiry system with the Red Cross. 7. Establish communications between shelter facilities and the EOC, using telephone, City radios, or RACES (amateur radio). 8. Determine shelter site needs, including food and water. Request necessary food supplies, equipment, and other supplies to operate shelter sites with the coordination of the Red Cross, Coachella Valley Recreation & Park District and Desert Sands Unified School District. 9. Activate a shelter registration, welfare inquiry system, and message board. Report the health and welfare status of all sheltered persons to central registration with the coordination of the Red Cross and RACES volunteers. 10.Activate a shelter system in coordination with Animal Disaster Team of the Desert. 11. Record and evaluate information regarding requests, activities, and expenditures. 12. Report all statistical information to Situation Analysis relative to: A. Displaced persons. B. Shelter sites locations. C. Type of shelter. D. Number of people that can be accommodated. E. Number of people at each shelter. 13.When necessary, provide for the Care & Shelter needs of City of Palm Desert employees. 14.Using available safe public structures, provide shelter for Mutual Aid workers, convergent volunteers and others as required. 15. Plan and provide for the feeding for Mutual Aid workers, convergent volunteers, field personnel and others as required in coordination with the supply section. 16.Consider the special needs as required for the care of unattended children, the aged, individuals with special needs, and the disabled. 17.Coordinate with the County EOC Liaison to determine if any public health hazards are present in the City and in shelter areas and report to Command Section as necessary. September 2005 Page 58,of 98 18.Coordinate with the Transportation Unit to transport evacuees to and from centers. 19.Coordinate with Sunline Transit regarding use of buses for portable temporary "cooling centers". 20. Relocate any mass care facilities, which become endangered by any hazardous conditions. 21. Using the Logistics EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 59 of 98 CORONER LIASON SUPERVISOR: Logistics Section Chief GENERAL DUTIES 1. Coordinate with the Riverside County Coroner, the identification and documentation of deceased persons. 2. Provide resources for the Riverside County Coroner and local mortuary personnel in removing remains from emergency scenes. 3. Maintain communications with field units and relay ongoing status of the emergency to the Coroner in Riverside County EOC. 4. Act on behalf of the. Riverside County Coroner in the event that the Riverside County Coroner is unable to respond to an emergency in the City of Palm Desert. 5. Maintain a communications link between field operations, City of Palm Desert EOC and Riverside County Coroner in the Riverside County Indio EOC. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Logistics Section Chief. 2. Establish Coroner Field Teams, each team to consist of one local mortuary worker and a Palm Desert Police Department officer. 3. Gather as much information as possible as to the activities of the Coroner Field Teams. 4. Establish radio contact with Coroner Field Teams. 5. Report all field activities to the Coroner in the Riverside County EOC. 6. Establish a temporary morgue. 7. Coordinate all information relative to deceased, persons with Central Registration. 8. Casualty information regarding law enforcement,fire department, and other involved agencies shall be segregated from other casualty information. 9. Establish liaison with the American Red Cross. Refer casualty inquiries to Central Registration. 10.Obtain a list of hospitals, evacuation centers, temporary first aid stations, and morgue facilities. September 2005 Page 60 of 98 11. Establish liaison with local mortuaries for pickup and transportation of bodies to temporary morgue or Fatality Collection Point(s). 12.Select an appropriate site out of public view, which would be suitable for a Fatality Collection Point. Consider the following: A. Refrigerated warehouses. B. Refrigerated vehicles. C. Facilities where the use of ice would be appropriate. 13.Provide communications. for mortuary personnel using Palm Desert Police Department communications or RACES. 14.Coordinate with the Supply Unit to obtain body bags and other necessary equipment required to identify, tag and store bodies (may require refrigeration unit). 15.If possible, arrange for the security of personal belongings of the deceased. 16. Manage records regarding the collection and collating of information for the County Coroner on: A. Identification of deceased. B. Date and time of death. C. Name, address, phone, etc., of person who found body. D. Date, time, and location where body was found. E. Name of person determining death. F. Date, time, and location where fatal injuries were received (if known). G. Name, badge number, and department of Officer investigating the death. H. Name of person transporting the body. I. Name of person receiving"and identifying the body. J. Photograph deceased prior to removal to assist in later identification. K. List of all personal belongings on body at the time it is received: L. Circumstances surrounding the death. M. Apparent cause of death. N. Date, time, and name of person to whom the body is released. 17. Using the Logistics EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 61 of 98 UTILITIES SUPERVISOR: Logistics Section Chief WORKSTATION: EOC-Logistics, Normal Workstation, Field Operations GENERAL DUTIES 1. Act as a single source of communications and information between all utilities and the City of Palm Desert EOC. 2. Provide the ongoing condition of all utilities to Damage Assessment and Resource Status.. 3. Under the supervision of the Incident Commander, identify the order in which areas of the City are to have services restored. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Logistics Section Chief. 2. Establish communication with Southern California Gas Company 3. Establish communication with Coachella Valley Water District. 4. Establish communication with Southern California Edison. 5. Establish communication with Verizon. 6. Establish communication with telecommunication providers, such as local television stations and Time Warner Cable. 7. Establish communication with field units checking on utilities. 8. Report to Logistics Section Chief any information or condition that will effect emergency operations. 9. Using the Logistics EOC kit, maintain all required records and documentation to support the history of the emergency. A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 62 of 98 EOC FACILITIES MANAGER SUPERVISOR: Logistics Section Chief WORKSTATION: Civic Center Buildings GENERAL DUTIES 1. Provide post -emergency building repair and restorationservices sufficient to support EOC and other workstation operations. 2. Working with Care & Shelter, provide necessary shelter for EOC staff. 3. Provide management and oversight for building restoration contractors. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Logistics Section Chief. 2. Upon request, respond to the EOC and setup tables, chairs, and other related equipment and supplies to support EOC operations. 3. Coordinate with Supply in the Logistics Section to provide food and drink stations for City emergency response team. 4. Coordinate with the Logistics Section Chief to meet identified needs of the City Hall emergency response team, including electrical, mechanical, temporary sanitation and other infrastructure issues. 5. Provide supervision for all restoration contractors servicing City Hall after an emergency. 6. Coordinate with Waste and Debris Disposal to ensure City Hall cleanup and restoration can proceed swiftly. 7. Using the Logistics EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 63 of 98 INFORMATION TECHNOLOGY AND GIS SERVICES SUPERVISOR: Logistics Section Chief WORKSTATION: EOC-Logistics, Civic Center Buildings GENERAL DUTIES 1. Restoration and operation of all City Hall and EOC computer systems and software. 2. Restoration and operation of e-mail and Internet systems and servers during intermittent power and phone service situations. 3. Provides technical support for remote computer applications, such as laptops used by operations, planning logistics. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Logistics Section Chief. 2. Determine the operability of systems, servers and desktop equipment. 3. Operate information systems restoration plan. 4. Manage information systems during periods of fluctuating power service and generator start-ups. 5. Utilize back-up data storage systems to prevent loss of data and programs during emergency power fluctuations. 6. Ensure as many as possible EOC Sections computers and e-mail are functioning. 7. Make recommendations for emergency purchases of equipment and supplies to create operational systems through Logistics Section chief. 8. Provide technical support for operating software, accessing the Internet, recovering information files and programs, assembling operational hardware for workstations. 9. Provide technical support for imaging and mapping, GIS services and processing photos and imaging from field operations. 10. Provide technical support for computer and Internet based communications systems. September 2005 Page64of98 11. Using the Logistics EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. September 2005 Page 65 of 98 DISPATCH MANAGER! SWITCHBOARD-/ COMMUNICATIONS SUPERVISOR: Logistics Section Chief WORKSTATION: Communications Center at the EOC or Civic Center Switchboard GENERAL DUTIES Provide service to the switchboard and EOC Communications Center and Radio Dispatch for City employees in the field. ACTION CHECKLIST 1. Operate the City switchboard. 2. Advise the Logistics Section Chief on communications capabilities and/or limitations. 3. Ensure the Incident Communication Center and Message Center are established. 4. Check on the operational capability of the telephone and public address system, personal portable radios and satellite phone system. 5. Ensure personal portable radio equipment is distributed in accordance with the Radio Plan. 6. Using field radios and any other means available, coordinate communications concerning location and movement of operational units and provide that information to Operations, Planning and Logistic Section Chiefs as needed. 7. Contact Supply Unit for repair facilities for supplies, service and/or replacement of equipment as required. 8. Provide technical information as required on: i. Adequacy of communication systems currently in operation. ii. Geographic limitations on communication systems. iii. Equipment capabilities. iv. Amount and types of equipment available. v. Anticipated problems in the use of communication equipment. 9. Supervise Communication Unit activities. September 2005 Page 66 of 98 10. Recover equipment from relieved or released units. Using the Logistics EOC kit, maintain all required records and documentation to support the history of the emergency: i. Messages received. ii. Action taken. iii. Requests filled. iv. EOC personnel and time on duty. September 2005 Page 67 of 98 SUPERVISOR: WORKSTATION: FINANCE SECTION CHIEF Incident Commander Finance GENERAL DUTIES 1. Manages the Finance Section. 2. Briefs and updates the Incident Commander. • 3. Supervises all financial aspects of the emergency. YOUR RESPONSIBILITY Manage all financial and cost analysis aspects of the emergency and the supervision of members of the Finance Section. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Command Staff. 2. Attend all Command Staff Section planning meetings to gather information on overall strategy and assist in the development of an Incident Action Plan. 3. Organize the Finance Section and brief all personnel: A. Cost B. Time C. Compensation & Claims D. Recovery 4. Inform the Incident Commander when the Finance Section is fully operational. 5. Provide input in all plans for financial and cost analysis. 6. Working with the Cost Unit, make recommendations for cost savings to the Command Staff. 7. Supervise the preparation and complete all financial obligation documents. 8. Review and expedite invoices and claims of vendors. 9. Coordinate all financial transactions with the Recovery Unit to assure proper documentation for recovery of funds. September 2005 Page 68 of 98 10. Working with the Cost Unit, provide for a periodic cost analysis of the emergency for the Incident Commander. 11. Provide a periodic update of all financial information to the Command Staff and Policy Decision Group. 12.Assist the Recovery Unit in the preparation of applications and claims for Federal and State claims and assistance. 13.Working with the Recovery Unit, coordinate with Care & Shelter in the Logistics Section and the Riverside County Office of Emergency Services on the establishment of a Disaster Assistance Center (DAC), if needed. Include provisions for office space, communications and support. 14. Plan to assist in the staffing of the DAC. 15.Based upon consumer complaints, make recommendations to the Incident Commander to enforce the State Economic Stabilization Plan for price and rent stabilization and consumer rationing. 16. Using the Finance EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B..Action taken. C. Requests filled. D. EOC personnel and time on duty. Precise information is essential to meet requirements for reimbursement by the State and Federal Government. September 2005 Page 69 of 98 COST CONTROL SUPERVISOR: Finance Section Chief WORKSTATION: Finance GENERAL DUTIES 1. Obtains and records all cost data from the emergency. 2. Performs cost effectiveness analysis. 3. Provides cost estimates and cost saving recommendations. YOUR RESPONSIBILITY The Cost Unit Leader is responsible for collecting all cost data, performing cost effectiveness analysis, providing cost estimates, and cost saving. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Finance Section Chief. 2. Obtain and record all cost data. 3. Maintain cumulative emergency cost records. 4. Provide periodic cost summaries for the Incident Commander and maintain a fiscal record of all expenditures related to the emergency. 5. Ensure all financial obligation documents initiated at the emergency scene are properly prepared and accurately identified. 6. Maintain accurate information on the actual cost for the use of all assigned resources. 7. Working with the Time Unit, ensure that all pieces of equipment under contract and dedicated personnel are properly identified. 8. Ensure all EOC Sections maintain proper supporting records and documentation to support claims. 9. Make recommendations for cost summaries as required. 10. Prepare periodic incident cost summaries as required. September 2005 Page 70 of 98 11. Using the Finance EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. Precise information is essential to meet requirements for reimbursement by the State and Federal Government. September 2005 Page 71 of 98 TIME RECORDER SUPERVISOR: Finance Section Chief WORKSTATION: Finance GENERAL DUTIES 1. Keeps time records for all City personnel and registered volunteers working at the emergency. 2. Establishes and maintains a file for all City personnel working at the emergency. YOUR RESPONSIBILITY Keep track of the hours worked by paid personnel, convergent volunteers, contract labor, Mutual Aid, and all others working at the emergency. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Finance Section Chief. 2. Establish and maintain a file for employee time records for each person. It should include: A. Correct identification. B. Specific pay provisions. C. Hours worked. D. Assignment to a specific incident (location by address when possible). E. Travel. F. Termination of involvement in the emergency. 3. Coordinate all personnel hours worked with the Recovery Unit. 4. Establish and maintain a file of time reports on equipment that either needs regular maintenance or is rented. 5. Keep records on each shift (12 hour shifts are recommended). 6. Close out personnel time reports before they leave the emergency. September 2005 Page 72 of 98 7. Using the Finance EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. Precise information is essential to meet requirements for reimbursement by the State and Federal Government. September 2005 Page73of98 SUPERVISOR: WORKSTATION: COMPENSATION AND CLAIMS Finance Section Chief Finance GENERAL DUTIES 1. Accept as agent for the City of Palm Desert, claims resulting from an emergency. 2. Ensure claims are as complete as possible YOUR RESPONSIBILITY Manage intake, collection, and processing for claims to employees and the public concerning physical injuries and property damage involving the City, arising out of a disaster. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Finance Section Chief. 2. Establish contact with Personnel and Damage Assessment Units to let them know you are operational. 3. Ensure the investigation of all accidents, if possible. 4. Prepare claims relative to damage to City property and notify and file the claims with insurers. 5. Make certain any injured personnel working at the emergency have claims completed by the Personnel Unit. 6. In the absence of the City Clerk, receive all claims against the City of Palm Desert. 7. Assign staff as needed. 8. Periodically review logs and forms by Unit to ensure completeness, accuracy, timeliness, and compliance with procedures and policies. 9. Using the Finance EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. September 2005 Page 74 of 98 C. Requests filled. D. EOC personnel and time on duty. Precise information is essential to meet requirements for reimbursement by the State and Federal Government. September 2005 Page75of98 SUPERVISOR: WORKSTATION: RECOVERY Finance Section Chief Finance GENERAL DUTIES 1. Coordinate recovery and reimbursement efforts for the City of Palm Desert. Prepare FEMA and State DES forms and reports for reimbursement of eligible disaster costs. 2. Assess damages, document and record information for reimbursement from the State and Federal Government. 3. Accompany State and Federal inspectors on a' damage assessment tour of the City to survey all damage and complete Damage Survey Reports. 4. Upon request, assist State DES and FEMA in locating and selecting a Disaster Assistance Center (D.A.C.) site in the City if needed. RECOVERY YOUR RESPONSIBILITY Coordinate contacts with Federal and State officials for the purpose of facilitating reimbursement of eligible disaster costs. ACTION CHECKLIST 1. Obtain a briefing on the extent of the emergency from the Finance Section Chief and Director of Building and Safety. 2. Coordinate all recovery and reimbursement efforts for the City of Palm Desert. 3. Document and record all relevant information and costs relating to the emergency or disaster to apply for maximum reimbursement of eligible disaster costs. 4. Coordinate the preparation and filing of FEMA and State OES forms for reimbursement of eligible disaster costs. 5. Accompany the State and Federal Coordinating Officers to damaged areas to supervise the Damage Survey Reports (DSR's) that will be filed. 6. Upon request, assist the State OES and FEMA in locating and selecting a Disaster Assistance Center (DAC) site in the City, if needed. September 2005 Page 76 of 98 7. Consider the following when recommending a DAC site to State OES and FEMA: A. Locate the site close to public transportation. B. Use Shelter Sites whenever possible. C. Use Public Facilities as alternate sites. D. Use Community Centers as alternate sites. 8. Be prepared to provide a report to the Incident Commander of your current and projected situation upon request. 9. Maintain copies of information and documents to record reimbursement information, coordinate with the following: A. Fire & Rescue/Medical. B. Law Enforcement. C. Maintenance and Engineering. D. Damage Assessment. E. Documentation. 10. Documents should include: A. Job numbers. B. Hours worked by the crew of that job. C. Equipment used (time used). D. Report number (law enforcement). E. Location of the emergency and unit number. 11. Prepare and follow up on appeals to State DES and FEMA for denied reimbursement costs. 12. Using the Finance EOC kit, maintain all required records and documentation to support the history of the emergency: A. Messages received. B. Action taken. C. Requests filled. D. EOC personnel and time on duty. Precise information is essential to meet requirements for reimbursement by the State and Federal Government. September 2005 Page 77 of 98 GLOSSARY A Action Plan See Incident Action Plan. Agency An agency is a division of government with a specific function, or a non -governmental organization (e.g., private contractor, business, etc.) that offers a particular kind of assistance. In ICS, agencies are defined as jurisdictional (having statutory responsibility for incident mitigation), or assisting and/or cooperating (providing resources and/or assistance). See Assisting Agency, Cooperating Agency and Multi -agency. Agency Executive or Administrator Chief executive officer (or designee) of the agency or jurisdiction that has responsibility for the incident. Agency Dispatch The agency or jurisdictional facility from which resources are allocated to incidents. Agency Representative An individual assigned to an incident from an assisting or cooperating agency that has been delegated full authority to make decisions on all matters affecting that agency's participation at the incident. Agency representatives report to the Incident Liaison Officer. Air Operations Branch Director The person primarily responsible for preparing and implementing the air operations portion of the Incident Action Plan. This person is also responsible for providing logistical support to helicopters operating on the incident. Allocated Resources Resources dispatched'to an incident that have not yet checked in with the Emergency Operations Center, Staging or Base Camp. Area Command An organization established to: 1) oversee the management of multiple incidents that are each being handled by an Incident Command System organization, or 2) to oversee September 2005 Page78of98 the management of a very large incident that has multiple Incident Management Teams assigned to it. Area Command has the responsibility to set overall strategy and priorities, allocate critical resources based on priorities, ensure that incidents are properly managed, and ensure that objectives are met and strategies followed. Assigned Resources Resources checked in and assigned work tasks on an incident. Assignments Tasks given to resources to perform within a given operational period, based upon tactical objectives in the Incident Action Plan. Assistant Title for subordinates of the Command Staff Positions. The title indicates a level of technical capability, qualifications, and responsibility subordinate to the primary positions. Assistants may also be used to supervise unit activities at camps. Assistant City Manager Serves in the place of the City Manager in the capacity of the Incident Commander when it is not possible for the City Manager to assume the position. Assisting Agency An agency directly contributing suppression, rescue, support, or services resources to another agency. Available Resources Resources assigned to an incident and available for assignment. B Base The location at which primary logistics functions for an incident are coordinated and administered. There is only one Base per incident. (Incident name or other designator will be added to the term "Base"). The Incident Command Post may be co -located with the Base. September 2005 Page79of98 Base Camp A geographical site, within the general incident area, equipped and staffed to provide food, water, and sanitary services to incident personnel. A Base will be arranged for City of Palm Desert employees and their dependents. Branch That organizational level having functional or geographic responsibility for major segments of incident operations. The Branch level is organizationally between Section and Division/Group. Branch Director A Branch Director may be implemented in the event that all functions of the Logistics Section are activated. In such a case Branch directors will be appointed to the Supply Branch and the Support Branch. C Camp A geographical site, within the general incident area, separate from the Incident Base, equipped and staffed to provide sleeping, food, water, and sanitary services to incident personnel. Care & Shelter A service provided by Red Cross and Red Cross Volunteers to provide food, clothing and shelter to people on a mass care basis. Care & Shelter also provides welfare information through a Central Registration system that connects all shelter sites with a Central registration location. Central Registry A Central Registration Area will be established at a predetermined location to record the welfare status of all persons impacted by the disaster. Chain of Command A series of management positions in order of authority. Check -in Locations where assigned resources check -in at an incident. The locations are: September 2005 Page 80 of 98 1. Incident Command Post. 2. Base Camp. 3. Staging Areas. 4. Division Supervisors (for direct assignments). Check -in is required at one location only. Chief The ICS title for individuals responsible for command of functional sections: Operations, Planning, Logistics and Finance. City Council The elected officials of the City of Palm Desert, which include the five Councilpersons. City Manager Under the supervision of the City Council, is the Manager of all City departments and personnel. Command The act of directing, ordering and/or controlling resources by virtue of explicit legal, agency or delegated authority. May also refer to Incident Commander. Command Post (See Incident Command Post) Command Section The Command Section is made up of the following Command Staff positions: 1. Incident Commander. 2. Emergency Services Officer. 3. Policy Decision Group. 4. Legal Officer. 5. Public Information Officer. 6. Technical Specialists (as needed). Command Staff The Command Staff is made up of the following persons: 1. City Manager (Incident Commander). 2. Emergency Services Officer. September 2005 Page 81 of 98 3. City Manager, Assistant City Manager/Administrative Services, Assistant City Manager/Public Works, Police Chief, Community Development Director, Palm Desert Fire Chief, Desert Sands Unified School District. 4. City Attorney. 5. City Clerk and Public Information Team (Public Information Officer). Communications Unit An organizational unit in the Logistics Section responsible for providing communication services at an incident. A Communications Unit may also be a facility used to provide the major part of an Incident Communications Center. Communications Van The Communications Van is a vehicle used to provide emergency communications between field units, Incident Command Post and/or EOC. It may be used in time of emergency as a mobile Emergency Operations Center in the event that the primary EOC is damaged. It may also be used for large incidents when many agencies need central communications capability. Company The basic firefighting organizational unit composed of a Company Officer, Apparatus Operator and firefighters. Compensation & Claims Compensation and Claims is a unit within the Finance Section, usually staffed by Finance or Administrative Services staff. The function is to accept liability claims against the City of Palm Desert resulting from an emergency, and in addition, to provide legal counsel in areas of claims for bodily injury and property damage presented to the City. Convergent Volunteer Any person offering their services at the scene of a disaster shall be known as a Convergent Volunteer or Disaster Service Volunteer, Cooperating Agency An agency supplying assistance other than direct suppression, rescue, support, or service functions to the incident control effort. (Example: Red Cross, Law Enforcement agency, PG & E, Verizon). September 2005 Page 82 of 98 Coordination The process of systematically analyzing a situation, developing relevant information, and informing appropriate command authority (for its decision) of viable alternatives for selection of the most effective combination of available resources to meet specific objectives. The coordination process includes personnel responsible for coordination, who may perform command or dispatch functions within limits as established by specific agency procedures, legal authority, etc. Coroner The Riverside County Coroner is the Riverside County Sheriff. In time of emergency, and after the establishment of a liaison between the Coroners Office and the City of Palm Desert EOC, members of the Palm Desert Police Department and workers from local funeral homes will perform the Coroner's function. Cost Cost is a function under the supervision of the Finance Section Chief. Cost is responsible to collect all cost data, perform cost effective analyses, project cost estimates and provide cost saving recommendations to the Finance Section Chief upon request. Cost Unit Functional unit within the Finance Section, which is responsible for tracking costs, analyzing cost data, making cost estimates, and recommending cost saving measures. D Damage Assessment Damage assessment is a function within the Operations Section. Damage Assessment is responsible for the collection, evaluation, dissemination and use of information relative to damage in the City during time of emergency. Delegation of Authority A statement provided to the Incident Commander by the Agency Executive delegating authority and assigning responsibility. The Delegation of Authority can include objectives, priorities, expectations, constraints and other considerations or guidelines as needed. Many agencies require written Delegation of Authority to be given to Incident Commanders prior to their assuming command on larger incidents. September 2005 Page 83 of 98 Demobilization Unit Functional unit within the Planning Section responsible for assuring orderly, safe and efficient demobilization of incident resources. Deputy A fully qualified individual who, in the absence of a superior, could be delegated the authority to manage a functional operation or perform a specific task. In some cases, a Deputy could act as relief for a superior; therefore, must be fully qualified in the position. Deputies can be assigned to the Incident Commander, General Staff and Branch Directors. Director The ICS title for individuals responsible for supervision of a Branch. Dispatch Center A facility from which resources are assigned to an incident. Dispatch Manager The Police/Fire Dispatch Manager provides direction and assistance to the Communication Center in the coordination of personnel and equipment as ordered by the EOC Command Staff. Division That organization level having responsibility for operations within a defined geographic area or with functional responsibility. The division level is organizationally between the Strike Team and the Branch. (See also Group) Documentation Documentation is a function in the Planning Section and is responsible to maintain and file all EOC messages. Record and maintain a file on documents relative to the emergency. In addition, to maintain an official history of the emergency and to provide guidance and assistance to workstation personnel relative to documentation procedures. Documentation Unit Documentation Unit is a function in the Planning Section and is responsible for maintaining and filing all EOC messages, recording and maintaining files on documents relative to the' emergency, and providing guidance and assistance to workstation personnel relative to documentation procedures. September 2005 Page 84 of 98 E Emergency Alert System A system operated through Riverside County OES to provide the public with information through local radio, television and cable stations and networks. EOC Facilities Manager A function within the Logistics Section, the EOC Facilities Manager is responsible for insuring that the EOC is set up. The EOC Facilities Manager shall be the Custodian. The Emergency Services Officer shall inspect the EOC to ensure it is set up properly. Emergency Operations Center (EOC) The City of Palm Desert Emergency Operations Center is located at 73-510 Fred Waring Drive, in the Palm Desert City Hall — Code Enforcement Wing. Emergency Operations Plan The plan that each jurisdiction has and maintains for responding to appropriate hazards. Emergency Organization The Emergency Organization is made up of all functions and units of the Emergency Operations Center. Each of these functions and units are described in this glossary. Emergency Services Officer The Emergency Services Officer is the Risk Manager or as designated by the Incident Commander. This position is an advisory position to the Incident Commander in time of emergency. Engine Any vehicle providing specified levels of pumping capability, water, and hose. Engine Company Personnel assigned to the Engine, composed of a Company Officer, Apparatus Operator, and Firefighters. Evacuation Under the supervision of the Law Enforcement unit of the Emergency Operations Center, the movement of persons to a safe environment to protect them from injury and or death as a result of an emergency or disaster. September 2005 Page 85 of 98 F Fatality Collection Point A Fatality Collection Point will be established to provide a suitable and appropriate location for deceased persons until the Riverside County Coroner can receive remains. Field Incident Command Post At this location the primary command functions are executed and usually co -located in close proximity with the incident base. Finance Section The Finance Section is responsible for all incident costs and financial considerations. Includes the Time Unit, Procurement Unit, Compensation/Claims Unit and Cost Unit. Finance Section Chief The Finance Section Chief is responsible for managing all financial and cost analysis aspects of the emergency. In addition, the Finance Section Chief manages all personnel in the Finance Section. Fire & Rescue The Fire & Rescue unit is in the Operations Section and is responsible for all fire field forces. Fire & Rescue prevents, controls and suppresses fires, delivers emergency medical services, hazardous material identification and mitigation, and conducts rescue operations with the assistance of the Maintenance and Engineering Unit when heavy equipment is needed. Function In ICS, function refers to the five major activities in the ICS, i.e., Command, Operations, Planning, Logistics and Finance. The term "function" is also used when describing the activity involved, e.g., "the planning function". G Ground Support Unit Functional unit within the Support Branch of the Logistics Section responsible for the fueling, maintaining and repairing of vehicles, and the transportation of personnel and supplies. September 2005 Page 86 of 98 Group A functional division (Example: air support, salvage, heavy rescue, etc.) H Hand Crew Predetermined individuals that are supervised, organized, a principally for clearing brush as a fire suppression measure. Incident An occurrence or event, either human caused or natural phenomena, that requires action by emergency service personnel to prevent or minimize loss of life or damage to property and/or natural resources. Incident Action Plan The Incident Action Plan, which is initially prepared at the first meeting, contains general control objectives reflecting the overall incident strategy, and specific action plans for the next operational period. When complete, the Incident Action Plans will have a number of attachments. Incident Base The primary logistics functions are coordinated and administered at the location of the incident. (Incident name or other designator will be added to the term "Base"). The Incident Command Post may be collocated with the Base. There is only one Base per incident. Incident Commander Is responsible for management of all incident operations. Incident Command Post (ICP) The primary command functions are executed at this location. The ICP may be collocated with the incident base or other incident facilities. September 2005 Page 87 of 98 Incident Command System (ICS) The combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure with the responsibility for the management of assigned resources to effectively accomplish stated objectives pertaining to the incident. Incident Communications Center The Communications Unit and the Message Center are at this location. Incident Management Team The Incident Commander and appropriate General and Command Staff personnel assigned to an incident. Incident Objectives Statements of guidance and directions necessary for the selection of appropriate strategy(s) and the tactical direction of resources. Incident objectives are based on realistic expectations of what can be accomplished when all allocated resources have been effectively deployed. Incident objectives must be achievable and measurable, yet flexible enough to allow for strategic and tactical alternatives. Initial Action The actions taken by resources that are the first to arrive at an incident. Initial Response Resources initially committed to an incident. J Jurisdiction The range or sphere of an authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority for incident mitigation. Jurisdictional authority at an incident can be political/geographical (e.g., city, county, State or Federal boundary lines) or functional (e.g., police department, health department, etc.). See Multi jurisdiction. Jurisdiction Agency An agency having jurisdiction and responsibility for a specific geographical area or a mandated function. September 2005 Page 88 of 98 L Law Enforcement The Law Enforcement unit's mission is to provide warning information, evacuate citizens, control traffic and provide security. Law Enforcement also enforces temporary rules, laws, controls crime and assists the coroner in the identification of remains and in the operation of a temporary morgue. Legal Officer The Legal Officer is usually the City Attorney or the Assistant City Attorney. The Legal Officer is intended to provide legal advise to the Incident Commander in all legal matters relative to the emergency. The Legal officer, using legal documentation, assists the Incident Commander in the declaration of an emergency. Levels of Disaster The City of Palm Desert recognizes three levels of disaster. These levels will be dictated by the severity of the emergency.. The three levels correspond to the State of California Office of Emergency Service (OES) and the City of Palm Desert Emergency Plan. Level 1: A moderate to severe incident wherein local resources are adequate and available. Some or all off duty personnel in selected departments may be recalled. Level 2: A moderate to severe emergency wherein local resources are not adequate and Mutual Aid may be required. All off duty personnel will be recalled. Level 3: A major disaster wherein resources in or near the impacted area are overwhelmed and extensive Mutual Aid is required. A State of Emergency will be proclaimed and a Presidential Declaration of Emergency or major Disaster will be requested. All off duty personnel in all departments will be recalled. Liaison The Liaison is assigned to the Operations Section and will be sent to the Riverside County EOC to act on behalf of the City of Palm Desert for resource requests. Logistics Section The Logistics Section is responsible for providing facilities, services and materials for the incident. September 2005 Page 89 of 98 Logistics Section Chief The Logistics Section Chief manages all functions and units of the Logistics Section, and provides for personnel, materials and facilities as required to mitigate the emergency. M Maintenance and Engineering Maintenance and Engineering is a function within the Operations Section. The responsibility of Maintenance and Engineering is to coordinate all maintenance, engineering, and utilities activities within the City during an emergency. Management by Objectives In ICS, this is a top -down management activity, which involves a three -step process to achieve the incident goal. The steps are: establishing the incident objectives, selection of appropriate strategy(s) to achieve the objectives, and the tactical direction associated With the selected strategy. Tactical direction includes: selection of tactics, selection of resources, resource assignments and performance monitoring. Management Operations Plan The Management Operation Plan is intended to be a supplement to, and not a replacement for the City of Palm Desert Emergency Plan. It is divided into seven parts and is based on the organizational concept of the Incident Command System. There are workstations for all Emergency Operations Center personnel to respond to and manage any emergency or disaster. Message Center The Message Center is part of the Incident Communications Center and is placed next to it. It receives, records and routes information about resources reporting to the incident, resource status and administrative and tactical traffic. Mobilization The process and procedures used by all organizations (Federal, State and local) for activating, assembling and transporting all resources that have been requested to respond to or support an incident. Mobilization Center An off -incident location at which emergency service personnel and equipment are temporarily located pending assignment, release or reassignment. September 2005 Page 90 of 98 Multi -agency Incident An incident where one or more agencies assist a jurisdictional agency or agencies. May be single or unified command. Multi -agency Coordination (MAC) A generalized term which describes the functions and activities of representatives of involved agencies and/or jurisdictions who come together to make decisions regarding the prioritizing of incidents, and the sharing and use of critical resources. Multi -Agency Coordination System (MACS) The combination of personnel, facilities, equipment, procedures and communications integrated into a common system. When activated, MACS have the responsibility for coordination of assisting agency resources and support in a multi -agency or multi - jurisdictional environment. AMAC Group functions with the MACS. Multi jurisdiction Incident An incident requiring action from multiple agencies that have a statutory responsibility for incident mitigation. In ICS these incidents will be managed under Unified Command. Mutual Aid Agreement Written agreement between agencies and/or jurisdictions in which they agree to assist one another upon request, by furnishing personnel and equipment. 0 Officer The ICS title for the personnel responsible for the Command Staff positions. Operations Area An Operations Area (OP) consists of the County of Riverside and all the political subdivisions within the county and is coordinated by the .Riverside County Office of Emergency Services. Operations Section The Section responsible for all tactical operations at the incident. Includes Branches, Divisions, and/or Groups, Task Forces, Strike Teams, Single Resources and Staging Areas. September 2005 Page 91 of 98 Operations Section Chief The Operations Section Chief reports directly to the Incident Commander and is also responsible for the management of all operations directly applicable to the emergency. The Operations Section Chief assists in the development and' execution of the INCIDENT ACTION PLAN, and in addition, approves all requests for Mutual Aid and other resources. - Out -of -Service Resources Resources assigned to an incident but unable to respond for mechanical, rest or personnel reasons. P Patrol Unit Any light, mobile firefighting unit having limited pumping and water capacity. Personnel The Personnel unit provides direction and control to convergent volunteer workers and fills the needs of the Operations Section upon request for workers. The Personnel unit may also be appointed to the position of Deputy to the Logistics Section Chief in an effort to divide the Logistics Section into two branches. These branches are the Service Branch and the Support Branch. The Service Branch provides tools, equipment and necessary services. The Support Branch provides personnel and the necessary things related to personnel such as Care & Shelter or Coroner function. Planning Meeting A meeting held as needed throughout the duration of an incident to select specific strategies and tactics for incident control operations, and for service and support planning. On larger incidents, the planning meeting is a major element in the development of the Incident Action Plan. Planning Section Responsible for the collection, evaluation and dissemination of tactical information related to the incident, and for the preparation and documentation of Action Plans. The section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident. Includes the Situation, -"Resource, Documentation, and Demobilization Units as well as Technical Specialists. September 2005 Page 92 of 98 Planning Section Chief The Planning Section Chief is responsible for collecting, evaluating and disseminating, forecasting and formulating information relative to the emergency for the purpose of assisting the Incident Commander and the Policy Decision Group in the development of an Incident Action Plan. Policy Decision Group The Policy Decision Group is made up of the Incident Commander, Risk Manager, Assistant City Manager/Administrative Services, Assistant City Manager/Public Works, Fire Chief, Police Chief, Community Development Director. The group shall also include the directors or agency representatives from assisting agencies, who have full authority to make decisions effecting their agency's participation. Public Information Officer The Public Information Officer is a member of a specially trained team of personnel employed by the City of Palm Desert to act as a source of information to the public and news media. R Radio Amateur Civil Emergency Service (RACES) Radio Amateur Civil Emergency Service (RACES) is a group of volunteer amateur radio operators that are able to provide emergency communications when other means of communication are out of service, non existent, or otherwise not available. Recorders Individuals within ICS organizational units who are responsible for recording information. Recorders may be found in Operations Planning, Logistics and Finance Units. Recovery The process of recovery begins as soon as there is a response to the emergency. Disaster Assistance Centers (DAC's) will be set up in all shelters whenever possible to begin the claims process through the State and Federal governments. Reinforced Response Those resources requested in addition to the initial response. September 2005 Page 93 of 98 Reporting Locations Location or facilities where incoming resources can check in at the incident (see check in). Resource Status Unit The Resource Status unit receives information from Damage Assessment and various other sources. Once this information is gathered, Resource Status will post and keep current all information on the status boards and maps in the Emergency Operations Center. Resources All personnel and major items of equipment available,- or potentially available for assignment to incident tasks onwhich status is maintained. Riverside County Office of Emergency Services (OES) The Riverside County organization located in Riverside or Indio provides County and State coordination for commendations and logistics support. s Safety Officer A member of the Command Staff responsible for monitoring and assessing safety hazards or unsafe situations, and for developing measures for ensuring personnel safety. The Safety Officer may have assistants. Section Organization level with responsibility for a major functional area of the incident, e.g., Operations, Planning, Logistics, Finance. The Section is organizationally between Branch and Incident Commander. Section Chiefs Section Chiefs are top-level management in the Emergency Operations Center. Section Chiefs are in charge of Operations, Planning, Logistics and Finance. Each of these Division Chiefs reports to the Incident Commander. Security A function provided in the field under certain types of emergencies involving Police operations. September 2005 Page 94 of 98 Service Branch A Branch within the Logistics Section responsible for service activities at the incident. Includes the Communications, Medical and Food Units. Single Resource An individual, a piece of equipment and its personnel complement, or a crew or team of individuals with an identified work supervisor that can be used on an incident. Situation Analysis The Situation Analysis units primary role is to collect and process all information and intelligence, to evaluate and disseminate information, supervise emergency mapping and to record operations, and to make recommendations to the Planning Section Chief relative to the emergency. Span of Control The supervisory ratio of three to seven individuals per supervisor, with a five to one ratio considered optimum. Staging Area The Staging Area is intended as the departure point for manpower and equipment to the scene of a disaster. Assignment to the disaster will be with a five-minute notification. Strategy The general plan or direction selected to accomplish incident objectives. Strike Team Specified combinations of the same kind and type of resources, with common communication and a leader in groups of five (i.e., five fire engines or five trucks). Supervisor The ICS title for individuals responsible for command of a Division or, Group. Supply Unit The Supply unit provides all tangible products that may be required during an emergency. Some examples would be shovels, rain gear, food, etc. September 2005 Page 95 of 98 Support Branch A Branch within the Logistics Section responsible for providing personnel, equipment and supplies to support incident operations. Includes the Supply, Facilities and Ground Support Units. Support Resources Non -tactical resources under the supervision of the Logistics, Planning, Finance Sections or the Command Staff. Supporting Materials Refers to the several attachments that may be included with an Incident Action Plan, e.g., communications plan, map, safety plan, traffic plan and medical plan. T Tactical Direction Directions given by the Operations Section Chief, which includes the tactics, appropriate for the selected strategy, the selection and assignment of resources, tactics implementation, and performance monitoring for each operational period. Task Force A mixed group of resources with common communication and a leader assembled for a specific mission usually in groups of five (for example: 3 Engines and 2 Trucks). Technical Specialist A Technical Specialist may act as an advisory resource person to the Incident Commander and may provide special technical information that will assist in the development of an Incident Action Plan. Some areas of expertise might be Hazardous Materials, Radiology or other types of information that might be required by the Incident Commander to assist in the mitigation of the emergency. Time Unit The Time unit maintains records of all personnel time worked at the emergency. Personnel include all persons such as convergent volunteers, mutual aid workers, city employees, and any worker that has not been previously registered as a Disaster Service Worker. September 2005 Page 96 of 98 Type Refers to resource capability. A Type I resource provides a greater overall capability due to power, size, capacity, etc., than would be found in a Type 2 resource. Resource typing provides managers with additional information in selecting the best resource for the task. Transportation The Transportation Unit provides any vehicle that may be required to be used in the emergency. These vehicles may include cars, trucks, busses, heavy equipment, fixed and rotary wing aircraft and any other equipment that might be required. U Unified Area Command A Unified Area Command is established when incidents under an Area Command are multi -jurisdictional. (See Area Command and Unified Command) Unified Command In ICS, Unified Command is a unified team effort which allows all agencies with responsibility for the incident, either geographical or functional, to manage an incident by establishing a common set of incident objectives and strategies. This is accomplished without losing or abdicating agency authority, responsibility or accountability. Unit That organization element having functional responsibility for a specific incident planning, logistics, or finance activity. Unity of Command The concept by which each person within an organization reports to one and only one designated person. Utility The Utility Unit provides an ongoing source of information to the Damage Assessment and Situation Analysis Units on the current status of electrical power, natural gas and telephone communication capabilities within the City of Palm Desert. Based on this information, the Incident Commander will direct, as available, Southern California Gas, Southern California Edison, and Verizon resources to restore utilities to any given area of the City. September 2005 Page 97 of 98 W Waste Water The Water Supply and Waste Water Units mission is to maintain, restore and repair, as required, the fresh water supply system. Additionally, to maintain the Waste Water System so as to prevent leaks and spills thereby preventing the possible spread of disease. Welfare Status Welfare Status information will be provided from a Central Registry for those persons inquiring about missing relatives. Work Station A predetermined work location within the Emergency Operations Center. The number of workstations in the EOC is determined by the extent of the emergency or disaster. One workstation is located in the Police Department Conference Room for the Incident Commander and his staff. Another workstation is located in the radio room for use by RACES. September 2005 Page 98 of 98