LOS ANGELES UNIFIED SCHOOL DISTRICT Emergency Operations Plan. Chapter

Transcription

1 Los Angeles Unified School District UPDATED APRIL 2010

2 Table of Contents Chapter Introduction... 4 Promulgation... 4 Purpose & Scope... 4 Purpose... 4 Scope... 4 Objectives... 5 The objectives of the plan are to:... 5 National Incident Management System (NIMS)... 5 NIMS Compliance... 5 Minimum NIMS Compliance Activities to be Achieved During FY NIMS Concepts and Principles... 9 NIMS Components... 9 Ongoing Management and Maintenance Incident Command and Management Unified and Area Command Area Command Multi-agency Coordination Systems Emergency Operations Centers Multi-agency Coordination-Entity Incident Responsibilities Standardized Emergency Management System (SEMS) There are five basic SEMS functions: Responsibility Definitions Incidents, Emergencies, & Disasters Response Levels Response Levels are used to describe the type of event Response Levels Diagram Level 0: Readiness Day-to-day response by District Emergency Phases General Information Regarding Emergencies Chapter State of California California Emergency Services Act (California Government Code ) Ralph M. Brown Act (Gov. Code, et seq.) California Government Code California Civil Code, Chapter 9, Section Good Samaritan Law & SB Senate Bill SB911 AED - Filed July 23, California Education Code, Sections (The Katz Act), California Emergency Plan Federal Local Emergency Policies Los Angeles Unified School District Policies American Red Cross EMERGENCY OPERATIONS PLAN (2010) 1

3 Bulletins and Procedures Chapter Organization of Emergency Management Committee (EMC) Overall Emergency Structure District Management Section Structure, Office of the Superintendent Emergency Operations Center (EOC) Structure EOC Structure Definitions Incident Command (IC) Structure, School Sites Los Angeles Unified School District Site Information Area Population Facilities Local Districts Division & Department Response Plans Shelter and Welfare Container Sites Hazardous Materials Response within the District Emergency Communications Plan Blackboard Connect (Connect Ed) Computers Web EOC Screen Shots (Examples) Incident Command/Site Management Requirement & Recommendations for Individual Schools Emergency Response Guide for School Sites Chapter Explanation of the EOC Emergency Operations Center Diagram EOC Activation EOC Operations Leave work area in good order EOC Forms & Documentation Chapter Hazards & Risks Prioritization of Hazards Earthquake Vulnerability Impact Biological & Health Emergencies Wildland Urban Interface Fire Vulnerability Impact Terrorism & Weapons of Mass Destruction (WMD) Differences Between WMD Incidents and Other Incidents Vulnerability Severe Weather Windstorms Catastrophic Storms Vulnerability and Impact EMERGENCY OPERATIONS PLAN (2010) 2

4 Data/Telecommunications Disruption Computer Security Breaches Flood Vulnerability Impact Economic Disruption Vulnerability Utility Loss Vulnerability Transportation Incidents Vulnerability Drought Vulnerability and Impact Transportation Loss Dam Failure Civil Unrest Tsunami Explosion Special Events Volcano Vulnerability and Impact Plan Maintenance Maintenance Chapter Terms Acronyms Appendices & Annexes APPENDIX 1 Emergency Operations Center Section Checklists ANNEX A Special Needs Population ANNEX B Maps ANNEX C Influenza Pandemic Plan Separate Binders Emergency Operations Center Playbooks Division Operations Plans Department Operations Plan Template Safe School Plans Volume 1 Preparation and Mitigation Volume 2 Response Volume 3 Recovery Non-School Site Emergency Plan Resources and Contacts Disaster Recovery EMERGENCY OPERATIONS PLAN (2010) 3

5 Chapter 1 Introduction Background Introduction Promulgation The Plan addresses the Los Angeles Unified School District's responsibilities in emergencies associated with natural disaster, human-caused emergencies and technological incidents. It provides a framework for coordination of response and recovery efforts within the District in coordination and with local, State, and Federal agencies. The Plan establishes an emergency organization to direct and control operations at all sites during a period of emergency by assigning responsibilities to specific personnel. The Basic Plan: Conforms to the State mandated Standardized Emergency Management System (SEMS) and effectively restructures emergency response at all levels in compliance with the Incident Command System (ICS). Establishes response policies and procedures, providing Los Angeles Unified School District clear guidance for planning purposes. Describes and details procedural steps necessary to protect lives and property. Outlines coordination requirements. Provides a basis for unified training and response exercises to ensure compliance. Requirements The Plan meets the requirements of Los Angeles County s policies on Emergency Response and Planning, the Standardized Emergency Management System (SEMS) Operations Area Response, and defines the primary and support roles of the District and individual schools in after-incident damage assessment and reporting requirements. Purpose & Scope Purpose The Purpose of the Disaster & Emergency Response Plan is to protect the safety and welfare of the employees, visitors, volunteers, students in the Los Angeles Unified School District's schools, facilities and grounds, and to ensure the preservation of public property under the jurisdiction of the Los Angeles Unified School District. Scope The Scope encompasses all schools and alternative, adult, and special education centers. It addresses a broad range of major emergencies that may affect more than one site. Such incidents include earthquake, hazardous materials emergencies, flooding, landslides and wildfires. Also included are procedures for emergencies that may or may not require the full or partial activation of the Emergency Operations Center (EOC). EMERGENCY OPERATIONS PLAN (2010) 4

6 Objectives The objectives of the plan are to: Protect the safety and welfare of students and staff. Provide for a safe and coordinated response to emergencies. Protect the District's facilities and properties. Enable the District to restore normal conditions with minimal confusion in the shortest time possible. Provide for interface and coordination between sites and the District Emergency Operations Center (EOC). Provide for interface and coordination between sites and the County or city EOC in which they reside. Provide for interface and coordination between the District EOC and the Local District EOCs. Provide for the orderly conversion of pre-designated District sites to American Red Cross shelters, when necessary. National Incident Management System (NIMS) On February 28, 2003, the President of the United States issued Homeland Security Presidential Directive 5. HSPD 5 directed the Secretary of Homeland Security to develop and administer a National Incident Management System. NIMS provides a consistent nationwide template to enable all government, private-sector, and nongovernmental organizations to work together during domestic incidents. NIMS is a comprehensive, national approach to incident management that is applicable at all jurisdictional levels and across functional disciplines. The intent of NIMS is to: Be applicable across a full spectrum of potential incidents and hazard scenarios, regardless of size or complexity. Improve coordination and cooperation between public and private entities in a variety of domestic incident management activities. NIMS Compliance HSPD-5 requires Federal departments and agencies to make the adoption of NIMS by State and local organizations a condition for Federal preparedness assistance (grants, contracts, and other activities) by FY Jurisdictions can comply in the short term by adopting the Incident Command System. Other aspects of NIMS require additional development and refinement to enable compliance at a future date. Lessons learned from previous large-scale disasters point to a need for a National Incident Management System. Emergencies occur every day somewhere in the United Sates. These emergencies are large and small and range from fires to hazardous materials incidents to natural and technological disasters. Each incident requires a response. Whether from different departments within the same jurisdiction, from mutual aid partners, or from State and Federal agencies, responders need to be able to work together, communicate with each other and depend on each other. EMERGENCY OPERATIONS PLAN (2010) 5

7 Until now, there standards for domestic incident response that reach across all levels of government and all response agencies did not exist. The events of September 11 have underscored the need for and importance of national standards for incident operations, incident communications, personnel qualifications, resource management, and information management and supporting technology. To provide standards for domestic incident response, President Bush signed HSPD-5. HSPD-5 authorized the Secretary of Homeland Security to develop the National Incident Management System, or NIMS. NIMS provides for interoperability and compatibility among all responders. Minimum NIMS Compliance Activities to be Achieved During FY 2005 State and territory level efforts to implement the NIMS must include the following: Incorporate NIMS into existing training programs and exercises; Ensure that federal preparedness funding supports state, local and tribal NIMS implementation; Incorporate NIMS into s; Promote intrastate mutual aid agreements; Coordinate and provide NIMS technical assistance to local entities; and Institutionalize the use of the Incident Command System. At the state, territorial, tribal and local levels, jurisdictions should support NIMS implementation by: 1. Completing the NIMS Awareness Course: "National Incident Management System (NIMS), An Introduction" IS 700. This independent study course developed by the Emergency Management Institute (EMI) explains the purpose, principles, key components and benefits of NIMS. 2. Formally recognizing the NIMS and adopting NIMS principles and policies. States, territories, tribes and local entities should establish legislation, executive orders, resolutions or ordinances to formally adopt the NIMS. 3. Establish a baseline by determining which NIMS requirements you already meet. Clearly state, territorial, tribal, and local entities have already implemented many of the concepts and protocols identified in the NIMS. As gaps in compliance with the NIMS are identified, States, territories, tribes, and local entities should use existing initiatives such as the Office for Domestic Preparedness (ODP) Homeland Security grant programs, to develop strategies for addressing those gaps. 4. Establishing a timeframe and developing a strategy for full NIMS implementation. States, territories, tribes, and local entities are encouraged to achieve full NIMS implementation during FY To the extent that full implementation is not possible during FY 2005, which ends on Sept. 30, 2005, federal preparedness assistance must be leveraged to complete NIMS implementation by Sept. 30, Beginning FY 2007 (Oct. 1, 2006), federal preparedness assistance will be conditioned by full compliance with the NIMS. States should work with the tribal and local governments to develop a strategy for statewide compliance with the NIMS. 5. Institutionalizing the use of the Incident Command System (ICS). If state, territorial, tribal and local entities are not already using ICS, you must institutionalize the use of ICS (consistent with the concepts and principles taught by DHS) across the entire response system. EMERGENCY OPERATIONS PLAN (2010) 6

8 FY 2006 and FY 2007 Requirements In order to receive FY 2006 preparedness funding, applicants will need to certify as part of their FY 2006 grant applications that they have met the FY 2005 NIMS requirements. NOTE Because of the nature of SEMS and its alignment with ICS and NIMS, jurisdictions in the State of California that comply with SEMS generally meet these criteria. EMERGENCY OPERATIONS PLAN (2010) 7

9 Executive Order S-2-05 EXECUTIVE DEPARTMENT STATE OF CALIFORNIA EXECUTIVE ORDER S-2-05 by the Governor of the State of California WHEREAS, the President in Homeland Security Directive-5, directed the Secretary of the Department of Homeland Security to develop and administer a National Incident Management System, which would provide a consistent nationwide approach for federal, state, local, and tribal governments to work together more effectively and efficiently to prevent, prepare for, respond to, and recover from disasters, regardless of cause, size, or complexity; and WHEREAS; California local and state government pioneered the development of standardized incident management systems to respond to a variety of catastrophic disasters, including fires, earthquakes, floods, and landslide; and WHEREAS, in the early 1970s, the California fire service, in partnership with the federal government, developed the seminal emergency incident command system that has become the model for incident management nationwide; and WHEREAS; in 1993, California was the first state to adopt a statewide Standardized Emergency Management System for use by every emergency response organization, and implemented a system involving local and state agencies to ensure the continual improvement of the Standardized Emergency Management System; and WHEREAS, California local and state emergency management professionals have contributed their expertise to the development of the new National Incident Management System; and WHEREAS, it is essential for responding to disasters and securing the homeland that federal, state, local, and tribal organizations utilize standardized terminology, standardized organizational structures, interoperable communications, consolidated action plans, unified command structures, uniform personnel qualification standards, uniform standards for planning, training, and exercising, comprehensive resource management, and designated incident facilities during emergencies or disasters; and WHEREAS, the California Standardized Emergency Management System substantially meets the objectives of the National Incident Management System, and WHEREAS, the National Commission on Terrorist Attacks (9-11 Commission) recommended adoption of a standardized Incident Command System nationwide. NOW, THEREFORE, I, Arnold Schwarzenegger, Governor of the State of California, by virtue of the power vested in me by the Constitution and Statutes of the State of California, do hereby direct the following: My Office of Emergency Services and Office of Homeland Security, in cooperation with Standardized Emergency Management System Advisory Board, will develop a program to integrate the National Incident Management System, to the extent appropriate, into the state's emergency management system. The Office of Emergency Services will identify any statutes or regulations that need to be eliminated or amended to facilitate implementation of the National Incident Management System. The Office of Emergency Services will report on the status of the implementation of the National Incident Management System to my Emergency Council no later than June 1, IN WITNESS WHEREOF I have here unto set my hand and caused the Great Seal of the State of California to be affixed this the eighth day of February /s/ Arnold Schwarzenegger Governor of California EMERGENCY OPERATIONS PLAN (2010) 8

10 NIMS Concepts and Principles NIMS Components NIMS provides a framework for interoperability and compatibility by balancing flexibility and standardization. NIMS provides a flexible framework that facilitates government and private entities at all levels working together to manage domestic incidents. This flexibility applies to all phases of incident management, regardless of cause, size, location, or complexity. NIMS provides a set of standardized organizational structures, as well as requirements for processes, procedures, and systems designed to improve interoperability. NIMS is comprised of several components that work together as a system to provide a national framework for preparing for, preventing, responding to, and recovering from domestic incidents. These components include: Command and management Preparedness Resource management Communications and information management Supporting technologies Ongoing management and maintenance Although these systems are evolving, much is in place now. Each of these components will be described on the pages that follow. Command and Management NIMS standard incident management structures are based on three key organizational systems: The Incident Command System (ICS) defines the operating characteristics, management components, and structure of incident management organizations throughout the life cycle of an incident The Multi-agency Coordination System, which defines the operating characteristics, management components, and organizational structure of supporting entities The Public Information System, which includes the processes, procedures, and systems for communicating timely and accurate information to the public during emergency situations EMERGENCY OPERATIONS PLAN (2010) 9

11 Preparedness Effective incident management begins with a host of preparedness activities. These activities are conducted on a steady-state basis, well in advance of any potential incident. Preparedness involves a combination of: Planning, training, and exercises Personnel qualification and certification standards Equipment acquisition and certification standards Publication management processes and activities Mutual aid agreements and Emergency Management Assistance Compacts (EMACs) Resource Management When fully implemented, NIMS will define standardized mechanisms and establish requirements for describing, inventorying, mobilizing, dispatching, tracking, and recovering resources over the life cycle of an incident. Communications and Information Management NIMS identifies the requirements for a standardized framework for communications, information management, and information-sharing support at all levels of incident management. Incident management organizations must ensure that effective, interoperable communications processes, procedures, and systems exist across all agencies and jurisdictions. Information management systems help ensure that information flows efficiently through a commonly accepted architecture. Effective information management enhances incident management and response by helping to ensure that decision-making is better informed. Supporting Technologies Technology and technological systems provide supporting capabilities essential to implementing and refining NIMS. Examples include: Voice and data communication systems Information management systems, such as recordkeeping and resource tracking Data display systems. Supporting technologies also include specialized technologies that facilitate ongoing operations and incident management activities in situations that call for unique technology-based capabilities. Ongoing Management and Maintenance DHS established the NIMS Integration Center to provide strategic direction and oversight in support of routine review and continual refinement of both the system and its components over the long term. EMERGENCY OPERATIONS PLAN (2010) 10

12 Incident Command and Management NIMS employs two levels of incident management structures, depending on the nature of the incident. The Incident Command System (ICS) is a standard, on-scene, all hazard incident management system. ICS allows users to adopt an integrated organizational structure to match the needs of single or multiple incidents. Multi-agency Coordination Systems are a combination of facilities, equipment, personnel, procedures, and communications integrated into a common framework for coordinating and supporting incident management. NIMS requires that responses to all domestic incidents utilize a common management structure. The Incident Command System or ICS is a standard, on-scene, all-hazard incident management concept. ICS is a proven system that is used widely for incident management by firefighters, rescuers, emergency medical teams, and hazardous materials teams. ICS represents organizational best practices and has become the standard for incident response across the country. ICS is interdisciplinary and organizationally flexible to meet the needs of incidents of any kind, size, or level of complexity. Using ICS, personnel from a variety of agencies can meld rapidly into a common management structure. ICS has been tested for more than 30 years and used for planned events, fires, hazardous materials spills, and multi-casualty incidents; multi-jurisdictional and multi-agency disasters, such as earthquakes, hurricanes, and winter storms; search and rescue missions; biological outbreaks and disease containment; and acts of terrorism. ICS helps all responders communicate and get what they need when they need it. ICS also provides a safe, efficient, and cost-effective response and recovery strategy. Unified and Area Command In some situations, NIMS recommends variations in incident management. The two most common variations involve the use of Unified Command and Area Command. EMERGENCY OPERATIONS PLAN (2010) 11

13 Unified Command Unified Command is an application of ICS used when: There is more than one responding agency with incident jurisdiction. Incidents cross political jurisdictions. For example, a Unified Command may be used for: A hazardous materials spill that contaminates a nearby reservoir. In this incident, the fire department, the water authority, and the local environmental authority may each participate in a Unified Command. A flood that devastates multiple communities. In this incident, incident management personnel from key response agencies from each community may participate in a Unified Command. Under a Unified Command, agencies work together through the designated members of the Unified Command to: Analyze intelligence information. Establish a common set of objectives and strategies for a single Incident Action Plan. Unified Command does not change any of the other features of ICS. It merely allows all agencies with responsibility for the incident to participate in the decision-making process. EMERGENCY OPERATIONS PLAN (2010) 12

14 Area Command An Area Command is an organization established to: Oversee the management of multiple incidents that are each being managed by an ICS organization. Oversee the management of large incidents that cross jurisdictional boundaries. Area Commands are particularly relevant to public health emergencies because these incidents are typically: Non-site specific. Not immediately identifiable. Geographically dispersed and evolve over time. These types of incidents call for a coordinated response, with large-scale coordination typically found at a higher jurisdictional level. The Area Command has the responsibility for: Setting overall strategy and priorities. Allocating critical resources according to the priorities. Ensuring that incidents are properly managed. Ensuring that objectives are met. Ensuring that strategies are followed. An Area Command may become a Unified Area Command when incidents are multijurisdictional or involve multiple agencies. An Area Command is organized similarly to an ICS structure but, because operations are conducted on-scene, there is no Operations Section in an Area Command. Other Sections and functions are represented in an Area Command structure. EMERGENCY OPERATIONS PLAN (2010) 13

15 Multi-agency Coordination Systems On large or wide-scale emergencies that require higher-level resource-management or information management, a Multi-agency Coordination System may be required. Multi-agency Coordination Systems are a combination of resources that are integrated into a common framework for coordinating and supporting domestic incident management activities. These resources may include: Facilities. Equipment. Personnel. Procedures. Communications. The primary functions of Multi-agency Coordination Systems are to: Support incident management policies and priorities. Facilitate logistics support and resource tracking. Make resource allocation decisions based on incident management priorities. Coordinate incident-related information. Coordinate interagency and intergovernmental issues regarding incident management policies, priorities, and strategies. Direct tactical and operational responsibility for the conduct of incident management activities rests with the Incident Command. Multi-agency Coordination System Elements Multi-agency Coordination Systems include Emergency Operations Centers (EOCs) and, in certain multi-jurisdictional or complex incidents, Multi-agency Coordination Entities. EOCs are the locations from which the coordination of information and resources to support incident activities takes place. EOCs are typically established by the emergency management agency at the local and State levels. Multi-agency Coordination Entities typically consist of principals from organizations with direct incident management responsibilities or with significant incident management support or resource responsibilities. These entities may be used to facilitate incident management and policy coordination. EMERGENCY OPERATIONS PLAN (2010) 14

16 Emergency Operations Centers EOC organization and staffing is flexible, but should include: Coordination Communications Resource dispatching and tracking Information collection, analysis, and dissemination EOCs may also support multi-agency coordination and joint information activities. EOCs may be staffed by personnel representing multiple jurisdictions and functional disciplines. The size, staffing, and equipment at an EOC will depend on the size of the jurisdiction, the resources available, and the anticipated incident needs. Multi-agency Coordination-Entity Incident Responsibilities Regardless of their form or structure, Multi-agency Coordination Entities are responsible for: Ensuring that each involved agency is providing situation and resource status information. Establishing priorities between incidents and/or Area Commands in concert with the Incident Command or Unified Command. Acquiring and allocating resources required by incident management personnel. Coordinating and identifying future resource requirements. Coordinating and resolving policy issues. Providing strategic coordination. EMERGENCY OPERATIONS PLAN (2010) 15

17 Standardized Emergency Management System (SEMS) SEMS is based on a number of concepts, three of which are pertinent to schools: 1. A management tool called the Incident Command System (ICS). ICS was developed by fire departments to give them a common language when requesting personnel and equipment from other districts, and common tactics when responding to emergencies. The system is designed to minimize the problem common to many emergency response efforts -- duplication of efforts -- by giving each person a structured role in the organization, and each organization its piece of the larger response. For the District, ICS is instituted at the Site Level (school or facility). 2. Mutual aid systems, in which similar organizations assist each other in emergencies. 3. Multiple agency coordination, under which diverse organizations work together and communicate with each other. There are five basic SEMS functions: These are the tasks involved in any emergency response anywhere. They may be performed by a few people or many, depending on the size of the emergency and the human resources at hand. The five components should constitute the District's basic structure for any emergency response. Management Section (The "leaders") The Management Section is responsible for overall policy, direction, and coordination of the emergency response effort in the Emergency Operations Center (EOC) throughout the Los Angeles Unified School District. The Management Section Staff is also responsible for interacting with each other, the Emergency Manager, and others within the EOC to ensure the effective function of the EOC organization. Operations Section (The "doers") The Operations Section is responsible for coordinating all operations in support of the emergency response and for implementing action plans. This section includes response teams that work toward reduction of the immediate hazard, mitigating damage, and establishing control and restoration of normal operations. Planning/Intelligence Section (The 'thinkers") The Planning and Intelligence Section is responsible for collecting, evaluating, and disseminating information; maintaining documentation; and evaluating incoming information to determine the potential situation in the not-too-distant future. This section also develops action plans for implementation by the Operations Section. Logistics Section (The "getters") The Logistics Section is responsible for providing all types of support for the emergency response operation. This section orders all resources from off-site locations and provides facilities, services, personnel, equipment, and materials. EMERGENCY OPERATIONS PLAN (2010) 16

18 Finance and Administration Section (The "payers") The Finance and Administration Section is responsible for accounting and financial activities such establishing contracts with vendors, keeping pay records, and accounting for expenditures. This section is also responsible for all other administrative requirements and acts as the clearing house for documentation during the recovery phase. Responsibility School administrators have the responsibility to ensure the safety of their students and staff in an emergency, whether it's an earthquake, a flood, or a terrorism incident. Law requires developing emergency plans and training staff in emergency response procedures. The principles of SEMS are incorporated in this plan and school personnel must be trained in how the system works. Schools must also have drills and exercises in order to practice using the system. EMERGENCY OPERATIONS PLAN (2010) 17

19 Definitions Incidents, Emergencies, & Disasters Incident An incident is an occurrence or event, either human-caused or caused by natural phenomena, that requires action by emergency response personnel to prevent or minimize loss of life or damage to property and/or natural resources. Incidents may result in extreme peril to the safety of persons and property and may lead to, or create conditions of disaster. Incidents may also be rapidly mitigated without loss or damage. While not yet meeting disaster level definition, larger incidents may call for managers to proclaim a "Local Emergency". Incidents are usually a single event that may be small or large. They occur in a defined geographical area and require local resources or, sometimes, mutual aid. There are usually one to a few agencies involved in dealing with an ordinary threat to life and property and to a limited population. Usually a local emergency will not be declared and the jurisdictional EOC will not be activated. Incidents are usually of fairly short duration, measured in hours or, at most, a few days. Primary command decisions are made at the scene along with strategy, tactics, and resource management decisions Emergency The term emergency is used in several ways. It is a condition of disaster or of extreme peril to the safety of persons and property. In this context, an emergency and an incident could mean the same thing, although an emergency could have more than one incident associated with it. Emergency is also used in Standardized Emergency Management System (SEMS) terminology to describe agencies or facilities, e.g., Emergency Response Agency, Emergency Operations Center, etc. Emergency is also used to define a conditional state such as a proclamation of "Local Emergency". The California Emergency Services Act, of which SEMS is a part, describes three states of emergency: State of War Emergency State of Emergency State of Local Emergency Disaster A disaster is defined as a sudden calamitous emergency event bringing great damage, loss, or destruction. Disasters may occur with little or no advance warning, e.g., an earthquake or a flash flood, or they may develop from one or more incidents, e.g., a major wildfire or hazardous materials discharge. Disasters are either single or multiple events that have many separate incidents associated with them. The resource demand goes beyond local capabilities and extensive mutual aid and support are needed. There are many agencies and jurisdictions involved including multiple layers of government. There is usually an extraordinary threat to life and property affecting a generally widespread population and geographical area. A disaster's effects last over a substantial period of time (days to weeks) and local government will proclaim a Local Emergency. Emergency Operations Centers are activated to provide centralized overall coordination of jurisdictional assets, departments and incident support functions. Initial recovery coordination is also a responsibility of the EOCs. EMERGENCY OPERATIONS PLAN (2010) 18

20 Response Levels Response Levels are used to describe the type of event Area(s) affected, extent of coordination or assistance needed, and degree of participation expected from the School District. Response Levels are closely tied to Emergency Proclamations issued by the head of local government. Response Level 0 - Readiness Phase On-going response by the School District to daily emergencies or incidents. Stand-by and alert procedures issued in advance of an anticipated or planned event. Response Level 1 - Local Emergency A minor to moderate incident in which local resources are adequate and available. This level of emergency response occurs when an emergency incident, e.g., gas leak, sewer back-up, assaults, bomb threat, toxic spill, medical emergency, shooting, etc., occurs at a single site. A Level 1 response requires School/Site Coordinators and Local Districts to implement guidelines in the Emergency Standard Operating Procedures and Safe School Plans. Response Level 2 - Local Disaster A moderate to severe emergency in which resources are not adequate and mutual aid may be required on a regional, even statewide basis. A local emergency will be proclaimed by the Cities and the County of Los Angeles. Then, a state of emergency may be declared by the State of California. This response level occurs when multiple sites are impacted by related incidents and local police and fire departments are working in concert with Los Angeles Unified School District to respond. California Government Code, Section 3100 states that public employees are disaster service workers, subject to such disaster service activities as may be assigned to them by their superiors or by law. The term "public employees" includes all persons employed by the state or any county, city, city and county, state agency or public district, excluding aliens legally employed. See Chapter 2 for more information. Response Level 3 - Major Disaster A major disaster occurs when resources in or near the impacted areas are overwhelmed and extensive State and Federal resources are required. A local emergency will be proclaimed by the cities and the County of Los Angeles. Then, the State of California will declare a State of Emergency. A Presidential Declaration of an Emergency or Major Disaster will be requested by the State. An example of a major disaster would be the Northridge Earthquake or the Firestorms of With regard to the ability of the District to proclaim a local emergency, per the terms of Government Code Section 8630, subdivision (a), the only way in which a District official may proclaim an emergency would be if an ordinance adopted by wither the City of Los Angeles or the County of Los Angeles designated a District official as having the capacity to declare a local emergency. Since the District s boundaries extend beyond the City of Los Angeles the District would likely have to request the Los Angeles Board of Supervisors to adopt an ordinance in order to by authorized to proclaim a local emergency within the District. While the District may declare an emergency under the Brown Act which would allow the District to comply with different notice requirements for emergency meetings, the determination that an emergency exists under the Brown Act does not equate with an emergency being declared under the California Emergency Services Act. EMERGENCY OPERATIONS PLAN (2010) 19

21 Response Levels Diagram 3 Major Disaster Level 3: Major Disaster On-scene incident Commander(s) (multiple school sites) Communicates with District EOC School Site Command Centers communicates with EOC Site Liaisons 2 Local Disaster Level 2: Local Disaster On-scene incident Commander(s) (multiple school sites) Communicates with District EOC Local District School Site Command Centers communicates with Designated Emergency Operations Director through Site Liaisons 1 Local Emergency Level 1: Local Emergency On-scene incident Commander (Site Coordinator) Communicates as shown in Emergency Standard Operating Procedures Based upon size of emergency, an Abbreviated District EOC may be activated. 0 Level 0: Readiness Day-to-day response by District Readiness None Routine Maintenance Routine EMERGENCY OPERATIONS PLAN (2010) 20

22 Emergency Phases General Information Regarding Emergencies Some emergencies will be preceded by a build-up or warning period, providing sufficient time to warn the population and implement mitigation measures designated to reduce loss of life and property damage. Other emergencies occur with little or no advance warning, thus requiring immediate activation of the emergency operations plan and commitment of resources. All employees must be prepared to respond promptly and effectively to any foreseeable emergency, including the provision and use of mutual aid. Emergency management activities during peacetime and national security emergencies are often associated with the phases indicated below. However, not every disaster necessarily includes all indicated phases. Mitigation Phase Mitigation is perhaps the most important phase of emergency management. However, it is often the least used and generally the most cost effective. Mitigation is often thought of as taking actions to strengthen facilities, abatement of nearby hazards, and reducing the potential damage either to structures or their contents. While it is not possible to totally eliminate either the destructive force of a potential disaster or its effects, doing what can be done to minimize the effects may create a safer environment that will result in lower response costs, and fewer casualties. Preparedness Phase The preparedness phase involves activities taken in advance of an emergency. These activities develop operational capabilities and responses to a disaster. Those identified in this plan as having either a primary or support mission relative to response and recovery review Standard Operating Procedures (SOPs) and checklists detailing personnel assignments, policies, notification procedures, and resource lists. Personnel should be acquainted with these SOPs and checklists and periodically should be trained in activation and execution. Response Phase Pre-Impact: Recognition of the approach of a potential disaster where actions are taken to save lives and protect property. Warning systems may be activated and resources may be mobilized, EOCs may be activated and evacuation may begin. Immediate Impact: Emphasis is placed on saving lives, protecting District property, controlling the situation, and minimizing the effects on the disaster. Incident Command Posts and EOCs may be activated, and emergency instructions may be issued. Sustained: As the emergency continues, assistance is provided to victims of the disaster and efforts are made to reduce secondary damage. Response support facilities may be established. The resource requirements continually change to meet the needs of the incident. EMERGENCY OPERATIONS PLAN (2010) 21

23 Recovery Phase Recovery is taking all actions necessary to restore the area to pre-event conditions or better, if possible. Therefore, mitigation for future hazards plays an important part in the recovery phase for many emergencies. There is no clear time separation between response and recovery. In fact, planning for recovery should be a part of the response phase. EMERGENCY OPERATIONS PLAN (2010) 22

24 Chapter 2 Authorities & References State of California California Emergency Services Act (California Government Code ) Public Schools are covered under the Act as follows: all emergency services functions of this state shall be coordinated as far as possible with the comparable functions of its political subdivisions to the end that the most effective use may be made of all manpower, resources and facilities for dealing with any emergency that may occur. A political subdivision is defined as any city, city and county, county, district, or other local governmental agency or public agency authorized by law. Local government agency is defined to mean any city, city and county, county, county office of education, community college district, school district or special district. Provides the basic authorities for conducting emergency operations following a proclamation of Local Emergency, State of Emergency, or State of War Emergency by the Governor and/or appropriate local authorities, consistent with the provisions of this Act. Ralph M. Brown Act (Gov. Code, et seq.) Under the Brown Act, when a majority of a legislative body determines that an emergency situation exists, it may call an emergency meeting. The Brown Act defines an emergency as a crippling activity, work stoppage or other activity which severely impairs public health, safety or both. In addition, a legislative body may determine if there is a dire emergency for notice purposes. A dire emergency under the Brown Act is defined as a crippling disaster, mass destruction, terrorist act, or threatened terrorist activity that poses peril so immediate and significant that requiring a legislative body to provide one-hour notice before holding an emergency meeting may endanger the public health, safety, or both, as determined by a majority of the members of the legislative body. California Government Code Section 3100, Title 1, Division 4, Chapter 4. States that public employees are disaster service workers, subject to such disaster service activities as may be assigned to them by their superiors or by law. The term "public employees" includes all persons employed by the state or any county, city, city and county, state agency or public district, excluding aliens legally employed. The law applies to public school employees in the following cases: When a local emergency has been proclaimed. When a state of emergency has been proclaimed. When a federal disaster declaration has been made. The law has two ramifications for School District employees: 1. Public school employees may be pressed into service as Disaster Service Workers by their superiors, and may be asked to do jobs other than their usual duties for periods of time exceeding their normal working hours. EMERGENCY OPERATIONS PLAN (2010) 23

25 2. When pressed into disaster service, employees' Workers' Compensation Coverage becomes the responsibility of state government (OES), but their overtime pay is paid by the school. These circumstances apply only when a local or state emergency has been declared. Sub Sections States that inadequately trained school staff render school officials potentially liable for acts committed or omitted by school staff during or after a disaster. Section 8607, the Petris Bill Requires that school districts be prepared to respond to emergencies using SEMS in order to be eligible for response-related costs funding incurred during an emergency declared under the California Emergency Services Act. By using SEMS, the District may be eligible for state funding under Gov. Code section for response-related personnel costs for emergency work, Debris removal and emergency protective measures. California Civil Code, Chapter 9, Section Provides for "Good Samaritan Liability" for those providing emergency care at the scene of an emergency: "No person, who, in good faith and not for compensation, renders emergency care at the scene of an emergency, shall be liable for any civil damages resulting from any act or omission. The scene of an emergency shall not include emergency departments and other places where medical care is usually offered." Good Samaritan Law & SB 911 The people of the State of California do exact as follows: SECTION 1. Section is added to the Civil Code, to read: 1. In order to encourage citizens to participate in emergency medical training programs and to render emergency medical services to fellow citizens, no person who has completed a basic cardiopulmonary resuscitation course which complies with the standards adopted by the American Heart Association or the American Red Cross for cardiopulmonary resuscitation and emergency cardiac care, and whom, in good faith, renders emergency cardiopulmonary resuscitation at the scene of an emergency, shall be liable for any civil damages as a result of any acts or omissions by such person rendering the emergency care. 2. This section shall not be construed to grant immunity from civil damages to any person whose conduct in rendering such emergency care constitutes gross negligence. 3. In order to encourage local agencies and other organizations to train citizens in cardiopulmonary resuscitation techniques, no local agency, entity or state local governments, or other public or private organization which sponsors, authorizes, supports, finances, or supervises the training of citizens in cardiopulmonary resuscitation shall be liable for any civil damages alleged to be the result from such training programs. Senate Bill SB911 AED - Filed July 23, 1999 The people of the state of California do enact as follows: EMERGENCY OPERATIONS PLAN (2010) 24

26 SECTION 1. It is the intent of the Legislature that an automated external defibrillator may be used for the purpose of saving the life of another person in cardiac arrest when used in accordance with Section of the Civil Code. SEC. 2. Section is added to the Civil Code, to read: a. For purposes of this section, the following definitions shall apply: (1) "AED" or "defibrillator" means an automated or automatic external defibrillator. (2) "CPR" means cardiopulmonary resuscitation. b. A person who has completed a basic CPR and AED use course that complies with regulations adopted by the Emergency Medical Services (EMS) Authority and the standards of the American Heart Association or the American Red Cross for CPR and AED use, and who, in good faith and not for compensation, renders emergency care or treatment by the use of an AED at the scene of an emergency shall not be liable for any civil damages resulting from any acts or omissions in rendering the emergency care. c. A person or entity who provides CPR and AED training to a person who renders emergency care pursuant to subdivision (b) shall not be liable for any civil damages resulting from any acts or omissions of the person rendering the emergency care. d. A physician who is involved with the placement of an AED and any person or entity responsible for the site where an AED is located shall not be liable for any civil damages resulting from any acts or omissions of a person who renders emergency care pursuant to subdivision (b) if that physician, person, or entity has complied with all requirements of Section of the Health and Safety Code that apply to that physician, person, or entity. e. The protections specified in this section shall not apply in the case of personal injury or wrongful death that results from the gross negligence or willful or wanton misconduct of the person who renders emergency care or treatment by the use of an AED. f. Nothing in this section shall relieve a manufacturer, designer, developer, distributor, installer, or supplier of an AED or defibrillator of any liability under any applicable statute or rule of law. SEC. 3. Section is added to the Health and Safety Code, to read: (a) For purposes of this section, "AED" or "defibrillator" means an automated or automatic external defibrillator. (b) In order to ensure public safety, any person who acquires an AED shall do all of the following: 1. Comply with all regulations governing the training, use, and placement of an AED. 2. Notify an agent of the local EMS agency of the existence, location, and type of AED acquired. 3. Ensure all of the following: a. That expected AED users complete a training course in cardiopulmonary resuscitation and AED use that complies with regulations adopted by the Emergency Medical Services (EMS) Authority and the standards of the American Heart Association or the American Red Cross. EMERGENCY OPERATIONS PLAN (2010) 25

27 b. That the defibrillator is maintained and regularly tested according to the operation and maintenance guidelines set forth by the manufacturer, the American Heart Association, and the American Red Cross, and according to any applicable rules and regulations set forth by the governmental authority under the federal Food and Drug Administration and any other applicable state and federal authority. c. That the AED is checked for readiness after each use and at least once every 30 days if the AED has not been used in the preceding 30 days. Records of these periodic checks shall be maintained. d. That any person who renders emergency care or treatment on a person in cardiac arrest by using an AED activates the emergency medical services system as soon as possible, and reports any use of the AED to the licensed physician and to the local EMS agency. e. That there is involvement of a licensed physician in developing a program to ensure compliance with regulations and requirements for training, notification, and maintenance. f. A violation of this provision shall not be subject to penalties pursuant to Section California Education Code, Sections (The Katz Act), Section 40041, Requires that a school site disaster plan outline roles, responsibilities, and procedures for students and staff. It also requires that the school site emergency management organizational structure comply with SEMS, Title 19 Section 2400, and be ready for implementation at all times. California Emergency Plan Promulgated by the Governor, and published in accordance with the California Emergency Services Act, it provides overall statewide authorities and responsibilities, and describes the functions and operations of government at all levels during extraordinary emergencies, including wartime. Section 8568 of the Act states, in part, that "...the State Emergency Plan shall be in effect in each political subdivision of the state, and the governing body of each political subdivision shall take such action as may be necessary to carry out the provisions thereof." Local emergency plans are, therefore, considered to be extensions of the California Emergency Plan. Federal Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law , as amended). Federal Civil Defense Act of 1950 (Public Law 920, as amended). NFPA 1600, Standard on Disaster/Emergency Management and Business Continuity Programs, 2004 Edition This standard establishes a common set of criteria for disaster management, emergency management, and business continuity programs hereinafter referred to as the program. This standard shall provide those with the responsibility for disaster and emergency management and business continuity programs the criteria to assess current programs or to EMERGENCY OPERATIONS PLAN (2010) 26