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

28 develop, implement, and maintain a program to mitigate, prepare for, respond to, and recover from disasters and emergencies. This document shall apply to both public and private programs. Local Los Angeles County Ordinances, Plans and Resolutions City of Los Angeles Ordinances, Plans and Resolutions Los Angeles Unified School District All-Hazard Mitigation Plan Emergency Policies Los Angeles Unified School District Policies Certain policies governing emergency preparedness and response within the District are established. The safety of students is paramount. All actions taken shall bear this in mind as well as the safety and well-being of employees. If a disaster occurs during school hours, school will not be dismissed without the express approval of the Superintendent or his/her designee. Students will remain under the supervision of school authorities until released to parents or their pre-authorized representative. The following notifications shall be made as soon as a closure decision is made: Board of Education District personnel Local District personnel Local area media EMERGENCY OPERATIONS PLAN (2010) 27

29 Police, fire, and other agencies State & Federal legislators and other officials City(s) and County Office of Emergency Services County and State Departments of Education Local hospitals and County Emergency Medical Services If parents or guardians come to the school and properly identify themselves, students will be released. Since District personnel are expected to assist in post-disaster care of students, arrangements for the care of their own family should be prearranged in order to permit discharge of this emergency responsibility. Each school and alternate, adult, and special education center site will have a designated Site Coordinator (the principal or site manager) who shall supervise the planning and implementation of the Site (EOP). An alternate Coordinator shall be named to serve if the designated Site Coordinator is absent. The Site Coordinator shall prepare a list of staff to be assigned specific emergency response roles as outlined in this plan. Each site coordinator shall conduct a survey of certificated and classified personnel to determine each employee's status in terms of first aid training, disaster preparedness training, and other emergency experience and training. Records will be kept current as changes of personnel occur. Copies of records will be kept on file in the site coordinator's office, and a copy will be forwarded to the District Emergency Planning Coordinator (the Safety Coordinator). Students may be included in planning and implementation of the Site EOP. Sports teams, clubs, and other student organizations should be encouraged to become sources of leadership among their peers in first aid and disaster preparedness & response. Solicit cooperation of the PTA and other parent groups in organizing disaster response activities and assignments. In preparation for the possibility of a long stay at schools and alternate/adult education centers, the Site Coordinator shall prepare a list of students and staff who have special conditions requiring medications and/or special attention. Assumptions inherent in the District's response to any disaster include: All District emergencies are reported to the Superintendent's Office and to the immediate supervisor. District sites (schools and alternative adult and education centers) may implement their respective EOP independent of the District EOP. Depending on the severity and scope of the emergency, and its effect on individual sites, the Site EOP and its Emergency Management Organization may or may not be activated. The Site Emergency Management Organization will be partially or fully staffed, as deemed necessary, by the Site Coordinator. When a local emergency is proclaimed, the District's policies and procedures outlined in this plan become effective. EMERGENCY OPERATIONS PLAN (2010) 28

30 NOTE: Schools are required by both federal statute and state regulation to be available for shelters following a disaster. The American Red Cross (ARC) has access to schools in damaged areas to set up their mass care facilities, and local governments have a right to use schools for the same purposes. This requires close cooperation between school officials and ARC or local government representatives, and should be planned and arranged for in advance. American Red Cross LICENSE AGREEMENT THIS LICENSE AGREEMENT is made by and between LOS ANGELES UNIFIED SCHOOL DISTRICT, a school district duly organized and existing under the laws of the State of California (hereinafter referred to as DISTRICT ) and the AMERICAN RED CROSS OF GREATER LOS ANGELES (hereinafter referred to as RED CROSS ) with reference to the following facts: RECITALS WHEREAS, pursuant to the terms of federal statutes, RED CROSS meets emergency needs for individuals and families who have been impacted by disaster, and WHEREAS, DISTRICT is willing to permit RED CROSS to use its schools and equipment, hereinafter referred to as Schools for public shelters or evacuation centers which may be required in the conduct of RED CROSS disaster relief following disasters, and WHEREAS, the parties hereto mutually desire to reach an understanding that will result in making the Schools available to RED CROSS for disaster relief, NOW, THEREFORE, for and in consideration of the mutual covenants and premises herein contained, and for other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the parties hereby agree as follows: 1. License Area: The real property that is the subject of this Agreement are certain classroom and gymnasium buildings, cafeterias, equipment, playground areas, and parking areas located on the Schools to be used for mass shelters (hereinafter referred to as the "License Area") in the event of a declared emergency and as permitted by DISTRICT. 2. Grant of License: DISTRICT hereby grants to RED CROSS a non-exclusive license to use the License Area in strict accordance with the terms and conditions set forth herein and RED CROSS agrees to only use the License Area in strict accordance with the terms and conditions set forth herein. 3. Use: When a shelter facility is needed, RED CROSS shall request the use of an identified school and its facilities in writing. RED CROSS shall make a written request each time a school is needed. RED CROSS shall adhere to the Policy and Procedures attached and incorporated herein as Exhibit A, which DISTRICT may modify in its sole and absolute discretion and DISTRICT shall provide RED CROSS with any such modification. After meeting its responsibilities to pupils and personnel, as DISTRICT, in its sole discretion, deems appropriate, DISTRICT will permit the use of the School and License Area as mass shelters for the victims of disasters. For the purposes hereof, the term mass shelter shall mean a service delivery EMERGENCY OPERATIONS PLAN (2010) 29

31 location intended to act as a safe haven from impending disaster and /or short term emergency housing until disaster victims can return to their homes or locate alternate housing after a disaster. Shelters may be opened in anticipation of a disaster, during an evacuation, or after a disaster occurs. 4. Conditions: (a) RED CROSS accepts the License Area AS-IS, WHERE-IS and WITH ALL- FAULTS subject to all applicable zoning, municipal, county and state laws, ordinances and regulations governing and regulating the use of License Area, and accepts this Agreement subject thereto and to all matters disclosed thereby. Before opening the shelter, DISTRICT or its designee and RED CROSS will do a walk-through inspection to document pre-existing damage in a manner similar to that certain Facility Inspection form attached hereto as Exhibit B in the areas given access to RED CROSS; provided that RED CROSS may request DISTRICT perform alterations, modifications or repairs but RED CROSS understands and agrees that DISTRICT shall not be obligated to make any alterations, modifications, repairs or improvements to the License Area at any time. (b) In accordance with the Policies and Procedures, RED CROSS will contact DISTRICT s Office of Emergency Services and the school site administrator or designee upon arrival at the school site. If after school hours, Red Cross will contact the Los Angeles School Police Department. (c) RED CROSS, at RED CROSS's sole cost and expense, shall provide staffing from the Los Angeles School Police Department( LASPD ) in the License Area during the duration of the Use period to ensure the safety and security of the School, License Area, shelter residents and staff. (d) RED CROSS shall exercise reasonable care in the conduct of its activities in LICENSE AREA. Upon closure of the shelter, RED CROSS will remove all its equipment and clean areas used by the shelter staff and residents ( shelter resident ). Any remaining donated material or unclaimed resident personal possessions will be removed from the premises by RED CROSS at its sole cost and expense. DISTRICT or its designee and RED CROSS will do a walk-through inspection of the premises to document condition of the premises at the time of closure. (e) RED CROSS, at RED CROSS's sole cost and expense, shall maintain the License Area in a good, clean, safe and sanitary condition during its actual use period. RED CROSS acknowledges and understands that the License Area is part of an operating educational facility and it is imperative that the facility be in a good, clean, safe and sanitary condition. (f) RED CROSS shall not use the License Area or permit anything to be done in or about the License Area which will in any way conflict with any law, statute, zoning restriction, ordinance or governmental rule or regulation or requirement now in force relating to or effecting the consideration, use or occupancy of the License Area. RED CROSS shall not allow the License Area to be used for any unlawful or objectionable purpose, nor shall RED CROSS cause, maintain or permit any nuisance in, on or about the License Area. (g) RED CROSS s policy is to close shelters as soon as possible. RED CROSS will assist shelter resident to make plans to resume normal living by locating temporary or permanent accommodations. (h) RED CROSS shall enforce no smoking in the License Area and prohibit the use of profane language, the use of tobacco products, possession of or use of intoxicating liquors or narcotics, quarreling or fighting, betting, or other forms of gambling, or conducting a lottery. (i) The possession and carrying of firearms and weapons of any kind on DISTRICT property shall be prohibited, except for peace officers or policemen. 5. Term: This Agreement shall remain in effect for a period of Five(5) years. Any modification or termination request shall be made in writing and allow 60 days for implementation. EMERGENCY OPERATIONS PLAN (2010) 30

32 6. Insurance: During RED CROSS's use of the License Area, RED CROSS shall maintain insurance in the minimum scope and limits as follows: (a) Commercial General Liability Insurance to provide defense and indemnity coverage to the insured for liability for bodily injury, personal injury, and property damage, of not less than a combined single limit of Three Million U.S. Dollars ($3,000,000.00) per occurrence. The general aggregate limit shall apply separately to this Agreement, or the general aggregate limit shall be twice the required per-occurrence limit. (b) Property Damage Insurance to provide defense and indemnity coverage to the insured for liability for property damage to the License Area of not less than a combined single limit of One Million U.S. Dollars ($1,000,000.00) per occurrence. (c) Business Automobile Liability Insurance to provide defense and indemnity coverage to the insured for liability for bodily injury and property damage covering owned, non-owned, and hired automobiles of not less than a combined single limit of One Million Dollars ($1,000,000.00) per occurrence. (d) Workers Compensation Insurance as required by the Labor Code of the State of California, and Employers Liability Insurance with limits of not less than One Million Dollars ($1,000,000.00) per accident. DISTRICT and Its Board Members shall be named an additional insured on all insurance, excluding subparagraph (d), and all of said insurance shall be primary and non-contributing with any other insurance available to RED CROSS (and other applicable entering party) and shall contain a full waiver of subrogation clause. RED CROSS shall provide evidence of such insurance upon request of DISTRICT. RED CROSS shall cause the insurers to notify DISTRICT in writing of any requests to terminate said insurance or any intention by the insurer to terminate said insurance. Any notice required to be served hereunder shall be in writing. 7. Waiver; Indemnity: (a) DISTRICT shall not be liable for and RED CROSS hereby waives all claims against DISTRICT for damage to any property or injury, illness or death of any person in, upon or about the License Area arising at any time and from any cause whatsoever, and DISTRICT shall not be liable for and RED CROSS hereby waives all claims against DISTRICT arising in any way due to, in connection with or related to, directly or indirectly, the use of the License Area by RED CROSS, RED CROSS's employees, agents, invitees or contractors. DISTRICT and RED CROSS hereby agree and acknowledge that the relationship between DISTRICT and RED CROSS is solely a Licensor/Licensee relationship and not a principal/agent relationship or any other relationship. RED CROSS is acting on its own behalf in using and operating from the License Area (for the purposes described herein or for any other purpose(s) that may occur) and is not operating as an agent of DISTRICT or as part of DISTRICT s operations as a school district. RED CROSS's Initials to Section 7(a) (b) To the fullest extent permitted by law, RED CROSS shall indemnify, defend and protect DISTRICT, its affiliates, successors and assigns and its officers, directors, shareholders, board members, other members, partners, agents and employees (singularly, Indemnified Party ; collectively, Indemnified Parties ) and hold the Indemnified Parties harmless from any and all losses, costs, damages, expenses and liabilities (including, without limitation, court costs and reasonable attorneys fees) incurred in connection with or arising from any cause (i) in the use or occupancy by RED CROSS of the School, including the License Area, or (ii) in connection with the operations by RED CROSS at the School, including License Area, and without limiting the generality of the foregoing: (A) any default by RED CROSS in the observance or performance of any of the terms, covenants or EMERGENCY OPERATIONS PLAN (2010) 31

33 conditions of this Agreement on RED CROSS s part to be observed or performed; (B) the use or occupancy of the License Area by RED CROSS or any person claiming by, through or under RED CROSS or RED CROSS s employees, agents, contractors, RED CROSS's, directors, officers, partners, trustees, visitors or invitees or any such person in, on or about the License Area either prior to, during, or after the expiration of the term of this Agreement (singularly, Liability ; collectively, Liabilities ); and (C) any claim by a third party that DISTRICT is responsible for any actions by RED CROSS in connection with any use or occupancy of the License Area or in any way related to this Agreement; or (iii) any damage to any property or injury, illness or death of any shelter resident in, upon or about the License Area arising at any time and from any cause whatsoever from the use of the License Area pursuant to this Agreement. The provisions of this Section 7(b) shall not apply to the extent that all or part of the Liabilities is due to the gross negligence or willful misconduct of the Indemnified Parties or due to a breach of DISTRICT s obligations under this Agreement. RED CROSS shall, upon request by any Indemnified Parties, undertake the defense of any Liabilities threatened or asserted against such Indemnified Party on the following terms and conditions: (1) Notice of the assumption of such defense ( Notice ) shall be delivered to such Indemnified Party within fifteen (15) days after transmittal by the Indemnified Party of a request that RED CROSS defend such Liability; (2) Such defense shall be conducted by reputable attorneys approved by DISTRICT and all the Indemnified Parties against whom such liability has been asserted or threatened and retained by RED CROSS, all at RED CROSS s sole cost and expense. In the event the interests of RED CROSS and any such Indemnified Parties in the action conflict in such manner and to such an extent as to require, consistent with applicable standards of professional responsibility, the retention of separate counsel for any of the Indemnified Parties involved in the action, RED CROSS shall pay all fees and costs charged or incurred by separate counsel chosen by such Indemnified Parties. (3) If RED CROSS fails to deliver the Notice or fails to choose counsel from DISTRICT s approved list and reasonably satisfactory to such Indemnified Party, RED CROSS shall conclusively be bound by and be liable for all Liability suffered or incurred by such Indemnified Party, including, without limitation, the amount of any judgment, settlement, compromise, fine or penalty and all costs and fees of counsel incurred by such Indemnified Party in connection therewith, whether or not such Indemnified Party shall choose to undertake a defense in connection with such Liability. (4) RED CROSS agrees promptly to notify the Indemnified Parties of the commencement of any litigation or proceedings pending, threatened or commenced (whether or not served) against RED CROSS, or any of the directors, officers, agents or employees of RED CROSS, in connection with the matters covered hereby. RED CROSS's Initials to Section 7(b) Notwithstanding anything to the contrary set forth in this Section 7, DISTRICT shall remain liable for any and all losses, costs, damages, expenses and liabilities (including, without limitation, court costs and reasonable attorneys fees) incurred in connection with or arising from any cause (i) in the use or occupancy by DISTRICT of the License Area, or (ii) in connection with the operations by DISTRICT at the License Area, including, without limiting the generality of the foregoing: (a) any default by DISTRICT in the observance or performance of any of the terms, covenants or conditions of this Agreement on DISTRICT s part to be observed or performed and (b) the use or occupancy of the License Area by DISTRICT or any person claiming by, through or under DISTRICT or DISTRICT s employees, agents, contractors, directors, officers, partners, trustees, visitors or invitees or any such person in, on or about the License Area either prior to, during, or after the expiration of the term of this Agreement. The provisions of this Section 7 shall survive the expiration or earlier termination of this Agreement. EMERGENCY OPERATIONS PLAN (2010) 32

34 8. Hazardous Materials: RED CROSS shall comply with all applicable Environmental Laws (as defined below) relating to industrial hygiene and environmental conditions on, under or about the License Area including, but not limited to, air, soil and ground water conditions. Without limiting the generality of the foregoing, RED CROSS shall not, nor shall allow any other party to, transport, use, store, maintain, generate, manufacture, handle, dispose, Release (as defined below) or discharge any Hazardous Material (as defined below) upon or about the License Area in violation of Environmental Laws, nor permit employees, agents, invitees or contractors to engage in such activities in violation of Environmental Laws upon or about the License Area, during the term of this Agreement. RED CROSS will promptly notify DISTRICT in writing if RED CROSS has or acquires notice or knowledge that any Hazardous Material has been or is threatened to be released, discharged, disposed of, transported, or stored on, in, under or from the License Area in violation of Environmental Laws. RED CROSS shall promptly provide copies to DISTRICT of all written complaints, claims, citations, demands, inquiries, reports or notices that RED CROSS has received relating to the conditions of the License Area or compliance with Environmental Laws. RED CROSS shall promptly supply DISTRICT with copies of all notices, reports, correspondence, and submissions made by RED CROSS to the United States Environmental Protection Agency, the United States Occupational Safety and Health Administration, and any other local, state or federal authority which requires submission of any information concerning environmental matters or hazardous wastes or substances pursuant to Environmental Laws. RED CROSS shall promptly notify DISTRICT of any liens threatened or attached against the License Area pursuant to any Environmental Law. DISTRICT and DISTRICT s agents, servants, and employees including, without limitation, legal counsel and environmental consultants and engineers retained by DISTRICT, may (but without the obligation or duty so to do), at any time and from time to time, on not less than twenty-four (24) hours notice to RED CROSS (except in the event of an emergency in which case no notice will be required), inspect the License Area to determine whether RED CROSS is complying with RED CROSS s obligations set forth in this Section, and to perform environmental inspections and samplings. As used in this Agreement, the following definitions shall apply: Environmental Laws shall mean all federal, state and local laws, ordinances, court orders and administrative directives, rules and regulations now or hereafter in force, as amended from time to time, in any way relating to or regulating human health or safety, or industrial hygiene or environmental conditions, or protection of the environment, or pollution or contamination of the air, soil, surface water or groundwater, and includes, without limitation, the Comprehensive Environmental Response, Compensation and Liability Act of 1980, 42 U.S.C. 9601, et seq. ( CERCLA ), the Resource Conservation and Recovery Act, 42 U.S.C. 6901, et seq., the Clean Water Act, 33 U.S.C. 1251, et seq., the Hazardous Substance Account Act, California Health and Safety Code 25300, et seq., the Hazardous Waste Control Law, California Health and Safety Code 25100, et seq., the Medical Waste Management Act, California Health and Safety Code 25015, et seq., the Porter-Cologne Water Quality Control Act, California Water Code 13000, et seq., California Education Code 17210, et seq., and California Code of Regulations, Title , et seq. Hazardous Material(s) shall mean any substance or material that is described as a toxic or hazardous substance, explosive material, radioactive substance, waste or material or a pollutant or contaminant or infectious waste, or words of similar import, in any of the Environmental Laws, and includes, but is not limited to, asbestos, petroleum or petroleum products (including crude oil or any fraction thereof, natural gas, natural gas liquids, liquefied natural gas, or synthetic gas usable for fuel, or any mixture thereof), polychlorinated byphenyls, urea formaldehyde, radon gas, radioactive matter, medical waste, and chemicals which may cause cancer or reproductive toxicity. Release shall mean any spilling, leaking, pumping, pouring, emitting, emptying, discharging, injecting, escaping, leaching, dumping or disposing into the environment, including continuing migration, of Hazardous Material into or through soil, air, surface water or groundwater. RED CROSS shall indemnify, defend (by counsel reasonably approved in writing by DISTRICT), protect, save and hold harmless DISTRICT and DISTRICT s officers, directors, shareholders, board members, other members, partners, agents and employees from and against any and all losses, costs, damages, expenses and liabilities arising from any Hazardous Materials EMERGENCY OPERATIONS PLAN (2010) 33

35 Released in, on or around the License Area during the term of this Agreement. The provisions of this Section 8 shall survive the expiration or earlier termination of this Agreement. Notwithstanding anything to the contrary set forth in this Section 8, DISTRICT shall remain liable for any and all losses, costs, damages, expenses and liabilities arising from any Hazardous Materials Released in, on or around the License Area during the term of this Agreement incurred in connection with or arising from any cause in the use or occupancy by DISTRICT of the License Area or any person claiming by, through or under DISTRICT or DISTRICT s employees, agents, contractors, directors, officers, partners, trustees, visitors or invitees or any such person. (9) License Fee: Except as otherwise expressly provided herein, RED CROSS shall not be charged a License Fee in connection with its use of the License Area; provided that (a) RED CROSS will reimburse DISTRICT, for custodial services or other services whether requested or not. (b) RED CROSS, at RED CROSS's sole cost and expense, agrees to replace or reimburse DISTRICT for any supplies that may be used in the conduct of RED CROSS relief activities in said mass shelters. The use of such supplies shall first be approved by the DISTRICT. (c) RED CROSS will reimburse DISTRICT for any utility costs as a result of usage. (d) RED CROSS will reimburse DISTRICT for any damage caused to the grounds or facility as a result of usage. (e) RED CROSS will reimburse DISTRICT for utilization of its cafeteria to produce meals, including cafeteria staff, supplies and custodial time ; such an arrangement may be defined under a separate contract. (f) RED CROSS, at RED CROSS's sole cost and expense, shall provide the shelter management team, augmented as necessary with staff from various community agencies which provide special services for shelter residents. (g) RED CROSS, at RED CROSS's sole cost and expense, shall reimburse the DISTRICT for LASPD staffing. If RED CROSS or the OES representative decides to ask for additional school police in the License Area, the OES representative will make the request through the Los Angeles Unified School Police Department, Watch Commander. Only the OES representative can make the determination when such additional LASPD services may be terminated. Los Angeles Unified School Police Department will bill RED CROSS for services. (h) All bills submitted to RED CROSS by DISTRICT should be itemized and mailed directly to the Response Officer for review and approval before payment; provided that the Response Officer shall review and approve or contest bills within thirty (30) days of receipt of said bills; provided, further, that all approved bills shall be paid within ten (10) days of the date of approval. The mailing address will be: American Red Cross of Greater Los Angeles Ohio Avenue Los Angeles, CA Attn: James Quinn, Controller EMERGENCY OPERATIONS PLAN (2010) 34

36 RED CROSS will normally pay for items of equipment which are reported as stolen or damaged beyond repair, based on the word of DISTRICT, provided there is supporting documentation which verifies RED CROSS possession or usage. RED CROSS is a tax-exempt organization and is in general not subject to federal, state or local taxes. 10. Assignment: RED CROSS shall not voluntarily or by operation of law assign, transfer, mortgage, or otherwise transfer or encumber all or any part of RED CROSS s interest in this Agreement or in the License Area. Any attempted assignment, transfer, mortgage or encumbrance without said consent shall be void and shall constitute a material breach of this Agreement. 11. Default by RED CROSS: Each of the following shall be a material breach of this Agreement by RED CROSS: (a) RED CROSS shall fail to make any payment owed by RED CROSS under this Agreement, as and when due, and where such failure is not cured within three (3) business days following receipt of written notice by RED CROSS from DISTRICT; and (b) RED CROSS shall fail to observe, keep or perform any of the terms, covenants, agreements or conditions under this Agreement that RED CROSS is obligated to observe or perform, other than that described in subparagraph (a) above, for a period of thirty (30) days after notice to RED CROSS of said failure; provided, however, that if the nature of RED CROSS s default is such that more than thirty (30) days are reasonably required for its cure, then RED CROSS shall not be deemed to be in material breach of this Agreement if RED CROSS shall commence the cure of such default so specified within said thirty (30) day period and diligently prosecutes the same to completion, but in no event shall RED CROSS have a period longer than sixty (60) days to cure such default. 12. Severability: The invalidity of any provision of this Agreement as determined by a court of competent jurisdiction, shall in no way affect the validity of any other provision hereof. 13. Time of Essence: TIME IS OF THE ESSENCE OF ALL OBLIGATIONS OF THE PARTIES HEREUNDER. 14. Section Headings: The section and paragraph headings in this Agreement are for the purpose of convenience and heading only, and the words contained therein shall in no way be held to explain, modify or aid in the interpretation, construction or meaning of the provisions hereof. 15. Entire Agreement: All prior understandings and agreements between the parties are merged within this Agreement, which alone fully and completely sets forth the understanding of the parties. 16. Modification or Amendment: This Agreement may not be modified, amended or terminated orally or in any manner other than by written agreement signed by the party against whom enforcement of such modification, amendment or termination is sought. 17. Legal Actions: If either party named herein brings an action to enforce the provisions hereof or declares rights hereunder, the prevailing party in any such action, on trial or appeal, shall be entitled to its reasonable attorneys fees and costs. 18. Absence of Waiver: No waiver by DISTRICT or RED CROSS of any provision hereof shall be deemed to be waiver of any other provision hereof or of any subsequent breach by DISTRICT or RED CROSS of the same or any other provision. 19. Cumulative Remedies: No remedy or election hereunder shall be deemed exclusive, but shall wherever possible, be cumulative with all of the remedies at law or in equity. EMERGENCY OPERATIONS PLAN (2010) 35

37 20. DISTRICT s Right of Entry: DISTRICT and DISTRICT s agents shall have the right to enter upon the License Area at reasonable times for the purpose of inspecting same, and in making such alterations, repairs, improvements or additions to the License Area as DISTRICT may deem necessary or desirable. 21. Notices: All notices under this Agreement shall be in writing and shall be effective upon receipt whether delivered by personal delivery or recognized overnight delivery service, telecopy, or sent by United States registered or certified mail, return receipt requested, postage prepaid, addressed to the respective parties as follows: If to RED CROSS: American Red Cross of Greater Los Angeles Ohio Avenue Los Angeles, CA Attention: James Quinn, Controller If to DISTRICT: Office of Environmental Health & Safety Emergency Services 333 South Beaudry Avenue, 20 th Floor Los Angeles, CA Tel: (213) FAX: (213) Attention: Bob Spears, Director WITH COPY TO: Los Angeles Unified School District Leasing & Asset Management 1055 W. Seventh Street, 10 th Floor Los Angeles, CA Facsimile: (213) Attention: Eileen Ma Los Angeles Unified School District Office of General Counsel, Facilities Division 333 Beaudry Avenue, 23 rd Floor Los Angeles, CA Facsimile: (213) Attention: Michelle Meghrouni, Esq. Any party may notify the other party of their change of address by notifying the other party in writing of the new address. Any such notice or communication shall be deemed to have been delivered either at the time of personal delivery actually received by the addressee or a authorized representative of the addressee at the address provided above whether by certified or registered U.S. mail or any nationally recognized overnight service or if by telecopier, upon electronic confirmation of good receipt by the receiving telecopier. DISTRICT and RED CROSS hereby agree that notices may be given hereunder by the parties respective counsel and that, if any communication is to be given hereunder by DISTRICT s or RED CROSS s counsel, such counsel may communicate directly with all principals as required to comply with the provisions of this Section. 22. Facsimile Transmission: Any executed copies of this Agreement and all related documents may be executed and delivered by facsimile transmission. The recipient of said transmission shall consider such delivery to constitute delivery of the originally executed document. All parties to this Agreement hereby warrant and represent that any document which they deliver by facsimile transmission shall be a true and correct copy of the original document. All parties hereby agree that, when delivery of a document is effected by a facsimile transmission, the transmitting party s signature to such a document shall be fully binding upon the transmitting party with the same force and effect as if the original document had been personally delivered. EMERGENCY OPERATIONS PLAN (2010) 36

38 23. No Offer: This Agreement shall not be binding until executed and delivered by all parties hereto. 24. Whole Agreement: The rights and obligations of the parties as provided herein are the sole consideration for this Agreement, and no representations, promises or inducements relating to this Agreement have been made by the parties other than as appear in this Agreement. 25. Miscellaneous: Each party, by their respective signatures below, represents to the other party that it has full power and authority to execute this Agreement. Warranties, representations, agreements and obligations contained in this Agreement shall survive the execution and delivery of this Agreement and shall survive any and all performances in accordance with this Agreement. This Agreement may be executed in any number of counterparts which together shall constitute the Agreement. The effective date of this Agreement shall be the date of the last signature to this Agreement. IN WITNESS WHEREOF, the parties have executed this Agreement as of the date set forth adjacent to their respective signatures. DISTRICT:, a school district duly organized and existing under the laws of the State of California Date: By: Name: Title: Approved as to form: By: Name: Donna Y. Kanemaru, Esq. Title: Associate General Counsel RED CROSS: American Red Cross of Greater Los Angeles Date: By: Name: Roger Dickson Title: Chief Executive Officer EMERGENCY OPERATIONS PLAN (2010) 37

39 EXHIBIT A POLICY AND PROCEDURES REQUESTING USE OF A FACILITY AS A SHELTER Red Cross shelter selection policy is to consider the needs of disaster victims including the shelter s proximity and convenience to the disaster victims, the size of shelter space (primarily dormitory area), sufficiency and adequacy of restrooms and showers, handicapped access, and eating facilities. When a shelter facility is needed (herein referred to as an Event ), Red Cross Disaster Services Director or designee will request the use of a school facility by contacting the Watch Commander of the Los Angeles School Police Department( LASPD ) and/or the DISTRICT s Office Of Emergency Services( OES ). If LASPD is contacted, the Watch Commander will contact OES representatives, who will review and assess the requested school site with the school administrators to make sure that the site will meet the needs of the Event with minimal disruption of normal school activities. OES will be the primary point of contact between Red Cross and the DISTRICT for the duration of the Event. Use of a specific school is at the DISTRICT s sole and absolute discretion. RED CROSS SHELTER MANAGER RESPONSIBILITIES Once a school has been approved by OES for a specific Event, it is the responsibility of the Red Cross Shelter Manager to contact the OES representative upon arrival at the school site. Initial coordination should include verbal agreement on what part of the school campus can and cannot be used by Red Cross. The OES representative will inform the Shelter Manager if there are planned school activities that cannot be re-scheduled that will require the use of any areas or adjacent areas that are proposed for use by Red Cross. The DISTRICT understands Red Cross s use areas must include a gymnasium or similar large multi-use room with restrooms, and may include showers, cafeteria, parking lots, and other inside and outside areas, however Red Cross understands that these areas of a specific campus may not be available for this use at the requested times and it is Red Cross s responsibility to determine whether the unavailability of a specific room or area will impact its ability to provide services to shelter residents. The OES representative and Shelter Manager will do a walk-through inspection to document preexisting conditions in the areas of the campus given access to Red Cross. The Shelter Manager must complete Red Cross s Shelter Safety Inspection Checklist, ES form 20 and a pre-existing damage report and forward them to the Red Cross Disaster Services Director and provide a copy to the OES representative. USE OF CAFETERIA STAFF, FACILITIES, AND SUPPLIES If Red Cross requests use of a school s cafeteria capability the Red Cross Disaster Services Director or designee will request it through the OES. The request will include which meals are being requested (breakfast, lunch, or dinner); when the first meal is desired; how many people need to be fed; and the expected duration of the service. This request may include weekend and holiday service. Normally 6 hours advance warning will be provided by Red Cross during weekdays, and 12 hours on weekends and holidays, for requesting this service. Red Cross will feed shelter residents using other sources until the school cafeteria can be activated or when there are few shelter residents. The Shelter Manager is designated as the responsible person and is authorized to coordinate directly with the OES representative for the number of meals required, serving times, and serving procedures. Menus and dietary concerns should be jointly agreed upon by the Shelter Manager and the OES representative. Red Cross will give as much advance notice as circumstances permit to terminate the service. Red Cross will reimburse DISTRICT for all costs in accordance with License Agreement. EMERGENCY OPERATIONS PLAN (2010) 38

40 USE OF ADDITIONAL SCHOOL POLICE In addition to the LASPD personnel required for an Event, the OES representative, at its sole discretion, may require additional LASPD personnel to be assigned to insure the safety and security of the students and school facility. The Shelter Manager will coordinate this requirement with the Red Cross Disaster Services Director. Only the OES representative can make the determination when such additional LASPD services may be terminated. Red Cross will reimburse DISTRICT for all costs of LASPD personnel in accordance with License Agreement. USE OF SUPPLIES AND EQUIPMENT Red Cross is capable of providing sustained logistic support for its shelter operations, however the Shelter Manager is authorized to ask the DISTRICT for small quantities of cleaning and sanitation supplies during initial start-up activities. The OES representative may permit the use of these supplies if there are sufficient quantities available for normal school usage. The Shelter Manager must provide an itemized list of requested supplies. The Shelter Manager is authorized to sign on behalf of the Red Cross for receipt of these supplies. Notwithstanding the above, the DISTRICT will provide custodial services to the restrooms and other parts of the school campus that may be used by shelter residents for the duration of the Event; however Red Cross shall reimburse the DISTRICT for all costs in accordance with the License Agreement. CLOSING SHELTERS AND PAYMENT FOR SERVICES The Red Cross policy is to close shelters as soon as possible. Red Cross will assist shelter residents to make plans to resume normal living by locating temporary or permanent quarters. The Shelter Manager will remove all Red Cross equipment and clean areas used by the Shelter staff and shelter residents Any remaining donated material or unclaimed shelter resident personal possessions will be removed from the License Area by the Red Cross. Trash will be placed in containers provided and used by the school for normal use. Red Cross shall provide additional trash receptacles as necessary for the removal of any trash and debris for the duration and after the Event. The Shelter Manager and OES representative will do a walk-through inspection of the License Area to document condition of the area at the time of closure of the shelter. RED CROSS AUTHORIZED REPRESENTATIVES Only the following Red Cross personnel are authorized to request the use of DISTRICT facilities: Michael Abramson Eric Brubaker Rene Mortensen Bill Snyder Bill Frazer Pat MacNeil Craig Renetzky Jerome Thierry Keith Garcia If anyone else requests an LAUSD facility, please direct them to the LA Red Cross Disaster Services Director who can be reached at the following 24 hour numbers: press EMERGENCY OPERATIONS PLAN (2010) 39

41 -OFFICE OF EMERGENCY SERVICES Bob Spears Office: Fax: Home: Cell: Pager: Robert Kamm Office: Fax: Home: Cell: LOS ANGELES SCHOOL POLICE DEPARTMENT WATCH COMMANDER EMERGENCY OPERATIONS PLAN (2010) 40

42 Bulletins and Procedures EMERGENCY OPERATIONS PLAN (2010) 41

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52 Chapter 3 Emergency Management Committee (EMC) Organization of Emergency Management Committee (EMC) Overall Emergency Structure SEMS requires that all public agencies use the five designated functions to serve as the basis for organizing emergency planning and response. Los Angeles Unified School District emergency response organization, called the Emergency Management Committee, is based on these functions. Overall Emergency Management Committee Chart EMERGENCY OPERATIONS PLAN (2010) 51

53 District Management Section Structure, Office of the Superintendent District Management Section Structure Chart An emergency requires constant management. This means that the Emergency Operations Center shall have management represented AT ALL TIMES. In the District, this responsibility falls upon the Emergency Operations Center Director who is appointed by the Superintendent. District Management Section Structure Definitions Director Office of the Superintendent, General Counsel, Chief Operations Officer Overall management of School District Disaster Response at all times. Delegates responsibility for uniform planning and execution of details of the disaster preparedness program for the district. Establishes a chain of command for emergencies. Establishes communication between the schools and the District EOC using the district phone tree. Directs each principal to prepare and publish plans for their school on procedures for emergency or disaster situations. Requires that prescribed training and disaster plans are implemented. Requires that schools maintain first aid equipment and other emergency supplies. Plans for safe storage of district records. Requires a list of emergency contacts (law enforcement, fire, medical, etc.), with telephone numbers and addresses to be maintained at the district office, each school site, the Service Center, and other facilities. Informs the public, particularly the parents of enrolled pupils, about the school district's emergency program, and their responsibilities and participation in the plan. Liaison- Office of Environmental Health & Safety (OEHS) Direct representative of the Board to the Superintendent. Conduit for information flow between the Board and Superintendent. During an emergency, the School Board Liaison must be available to the Superintendent at all times. Also serves as the point of contact for assisting and cooperating with agency representatives (fire, law enforcement, Red Cross). Local District Liaison Facilitates communications between the Management Section and Superintendents of Local Districts. Public Information Officer (PIO) and Public Affairs Section Office of Communications Authorized to speak for the District. Schools and other district sites refer media inquiries to the PIO. If an immediate response from a school is required and the PIO is not accessible, the site manager or principal should prepare a statement. EMERGENCY OPERATIONS PLAN (2010) 52

54 Emergency Operations Center Coordinator From the EOC, constantly assesses the situation. Knows what resources are available. Determines strategy for implementing the plan to handle the incident. Monitors how well (or poorly) the plan is working. Adjusts the plan to meet the realities of the situation. Makes sure that the response is being fully documented - for legal financial reasons. Coordinates all response activities through the section chiefs. Keeps the Superintendent informed of the progress and strategies being implemented during the response. If appropriate to the situation, and no other person is available, acts as Safety Officer to make sure that the safety of students and staff and others on the site is the highest priority. The positions of information officer and liaison can also be performed by the Emergency Manager when designated persons are not available. Maintains and coordinates the operation of the Emergency Communications System. Establishes contact with all district facilities. Manages site and hazard surveys, recommending changes where resources cannot accomplish needed changes. Continuity and efficiency require that the Emergency Manager be in the EOC throughout the response and use a "hands-off" approach to managing response activities. EMERGENCY OPERATIONS PLAN (2010) 53

55 Emergency Operations Center (EOC) Structure EOC Structure Chart Director EOC Coordinator Operations Planning & Intelligence Logistics Finance & Administration Health & Welfare Technical Specialists Buildings & Sites Compensation & Claims Law Enforcement Advance Planning Personnel Time Keeping Facilities Construction & Engineering Situation Analysis Communications & Information Systems Cost Accounting Documentation Transportation Recovery Demobilization Supply & Procurement EOC Structure Definitions Operations Section Chief School Police and School Operations The Operations Section Coordinator, a member of the General Staff, is responsible for the management and coordination of all EOC related operational functions. The Operations Section Coordinator will ensure, based on the emergency, that all necessary operational functions have been activated and are appropriately staffed. The Operations Section Coordinator will be assigned by the EOC director. Based on the mission assigned by management, the Operations Section Coordinator should come from the lead branch for the mission, i.e. Transportation, Maintenance and Operation, School Police, etc. Health & Welfare Unit - The Health and Welfare Unit is responsible for coordination of students, staff, visitors and population mass care activities during the emergency. This can include but is not limited to providing care and shelter for evacuated or displaced personnel, and for ensuring public physical and mental health. The unit will coordinate the care giving activities through resources available within the District, or by obtaining such services as required through agreements and/or established mutual aid programs. Law Enforcement Unit - The Law Enforcement Unit is responsible for linking the EOC to law enforcement agencies Department Operations Center, Dispatch Centers, the law enforcement mutual aid system, and, as appropriate to the jurisdiction, with Incident Command on incidents under the management of law enforcement agencies. The Law Enforcement Unit Coordinator reports to the Operations Section Coordinator. The unit will obtain situation reports, requests for EMERGENCY OPERATIONS PLAN (2010) 54

56 resource support (outside of the mutual aid system), and be the primary link from the EOC to law enforcement, with information and directives developed in the EOC. Facilities Construction & Engineering Unit - Responds where required to assist in search & rescue, rapid assessment, turn off utilities (gas & water), stabilize structures,,mitigate hazards and secure sites. Provides and interprets architectural drawings and schematics of District facilities. Provides technical assistance in locating vital utility service connections (electrical, gas, water, sewer). Planning & Intelligence Section Chief Office of Chief Information Officer The Planning/Intelligence Section is a primary function for any EOC. The Section will gather information from a variety of sources, analyze and verify information, and prepare and update internal EOC information and map displays. The Situation Analysis function will be activated under any EOC activation. The Section has an important function in overseeing the Planning Meetings and in preparing the EOC Action Plan. The Section will collect and process internal EOC documentation, and prepare advance planning information as necessary. Technical Specialists assigned to the EOC will initially be part of the Planning/Intelligence Section. The Section Coordinator reports directly to the EOC Director. Advance Planning Unit - Development of an Advance Plan consisting of potential response and recovery related issues likely to occur beyond the next operational period, generally within 36 to 72 hours. Review all available status reports, Action Plans, and other significant documents. Determine potential future impacts of the emergency; particularly issues which might modify the overall strategic EOC objectives. Provide periodic briefings for the EOC Director and General Staff addressing Advance Planning issues. Situation Analysis Unit - Oversee the collection, organization, and analysis of situation information related to the emergency. Ensure that information collected from all sources is validated prior to posting on status boards. Ensure that situation analysis reports are developed for dissemination to EOC staff and also to other EOCs as required. Ensure that an EOC Action Plan is developed for each operational period. Ensure that all maps, status boards and other displays contain current and accurate information. Demobilization Unit - The Demobilization Unit is responsible for the preparation of the demobilization plan and assisting incident sections/units in ensuring an orderly, safe, and costeffective plan for movement of personnel and equipment from incident sites. Documentation Unit - Collect, organize and file all completed emergency related forms, to included: all EOC position logs, situation analysis reports, EOC action plans and any other related information, just prior to the end of each operational period. Provide document reproduction services to EOC staff. Distribute the EOC situation analysis reports, EOC Action Plan, and other documents, as required. Maintain a permanent electronic archive of all situation reports and Action Plans associated with the emergency. Assist the EOC Coordinator in the preparation and distribution of the After Action Report. Technical Specialists Unit - Provide Technical observations and recommendations to EOC staff in specialized areas as required. Advise on legal limitations use of particular resources. Work with inter-agency coordination groups as necessary providing expertise Logistics Section Chief -.Business Services Branch, Transportation Branch. The Logistics Section provides facilities, services, resources and other support services both to District Divisions responding to the emergency, and to meet internal EOC operating requirements. Incident, EMERGENCY OPERATIONS PLAN (2010) 55

57 DOC or agency requests for support directed to the EOC will be channeled through the EOC Operations Section. The Logistics Section Coordinator reports to the EOC Director. Buildings & Sites Unit - Responsible for providing all types of support for the emergency response operation. Orders all resources from off-site locations and provides facilities, services, personnel and materials where needed. Maintains accurate records and complete documentation. Personnel Unit - Maintains and provides information regarding status and availability of on and off-duty personnel. Coordinates staff recall needs. Arranges recruitment and orientation of temporary employees. Registers and assigns volunteer workers and technical experts & specialists. Initiates and maintains records. Tracks injured and displaced personnel. Communications & Information Systems Unit - The Communications & Information Systems Unit provides for the coordination of agency or jurisdiction communications services to meet incident, DOC or agency needs. These services will include electronic information processing, telephone, fax, and radio. The unit also provides internal and external communications services to meet and support EOC operating requirements. Install, activate, and maintain information systems for the EOC. Assist EOC positions in determining appropriate types and numbers of computers and computer applications required to facilitate operations. Conduct training as required on use of information management systems. Transportation Unit - In coordination with the Facilities Construction & Engineering Unit Coordinator, and the Situation Analysis Unit, develop a transportation plan to support EOC operations. Arrange for the acquisition for use of required transportation resources. Supply & Procurement Unit - Oversee the procurement and allocation of supplies and materiel not normally provided through mutual aid channels. Coordinate procurement actions with the Finance/Administration Section. Coordinate delivery of supplies and materiel as required. Administration & Finance Section Chief- Office of the Chief Financial Officer The Finance/Administration function in the EOC manages all financial, administrative and cost analysis aspects of the emergency. Initially, this work may be done in the EOC, but in later stages of the emergency this function may be accomplished at other locations. Compensation & Claims Unit - Oversee the investigation of injuries and property/equipment damage claims arising out of the emergency. Complete all forms required by worker s compensation program. Maintain a file of injuries and illnesses associated with the emergency which includes results of investigations. Time Keeping Unit - Track, record and report all on-duty time for personnel working during the emergency. Ensure that personnel time records, travel expense claims and other related forms are prepared and submitted to the budget and payroll office. Cost Accounting Unit - Responsible for collecting cost information, performing cost-effectiveness analyzes and providing cost estimates and cost savings recommendations. Recovery Unit - The Recovery Unit is responsible for compilation of cost reimbursement data; and completion and filing of applications for cost reimbursement for personnel, materials, equipment, and damage arising from the incident. EMERGENCY OPERATIONS PLAN (2010) 56

58 Incident Command (IC) Structure, School Sites IC Structure Chart The following is the structure each site assumes in the event of a disaster or other widespread emergency event: Incident Commander (Principal or Designee) Public Information Officer Safety Coordinator Operations Planning & Intelligence Logistics Finance & Administration First Aid/Medical Teams Search & Rescue Teams Communications Supply & Equipment Staff Accounting Security/Utilities Teams Assembly Area Teams Documentation Transportation Cost Accounting Fire Suppression Teams Psychological/First Aid Teams Request Gate Teams Reunion Gate Teams EMERGENCY OPERATIONS PLAN (2010) 57

59 IC Chart EOC Planning Tool EMERGENCY OPERATIONS PLAN (2010) 58

60 Los Angeles Unified School District Site Information Area The total area of the Los Angeles Unified School District is square miles. In addition to the City of Los Angeles, the district serves many other cities and several unincorporated areas of Los Angeles County. Cities Entirely Within LAUSD Cudahy Gardena Huntington Beach Lomita Maywood San Fernando Vernon West Hollywood Cities Partially Within LAUSD Population Bell Bell Gardens Beverly Hills Carson City of Commerce Downey El Segundo Hawthorne Inglewood Long Beach Los Angeles Lynwood Montebello Monterey Park Rancho Palos Verdes Santa Monica South Gate Torrance School enrollment for all of Los Angeles County is 1,711,034. (as of January 1, 2002) School enrollment for all of Los Angeles Unified School District is 879,826. EMERGENCY OPERATIONS PLAN (2010) 59

61 Enrollment Information ( ) Facilities Number of K-12 Schools & Center Schools (Excludes Independent Charters) Elementary 518 Middle 126 Senior High (Excludes Independent Charters 127 SPAN Schools (not magnets) 19 Continuation Senior Highs 40 Special Education 19 Community Day Schools 11 Opportunity HS & Alternative Work Centers (AEWC) 31 TOTAL K Other Schools & Centers Community Adult 24 Early Education Centers 109 State Preschools 64 Regional Occupational Centers 5 Regional Occupational Program 1 Skill Centers 5 TOTAL SCHOOLS & CENTERS 208 Student Enrollment Information Elementary Schools 291,479 Middle Schools 124,820 Senior High Schools 162,225 SPAN Schools 23,728 Special Education 3,829 Continuation High Schools 4,417 AEWC 3,440 Opportunity Schools/Units 2,747 Community Day Schools 1,113 TOTAL K-12 ENROLLMENT 617,798 The next several pages are maps showing the locations of Los Angeles Unified School District Local Districts and their associated facilities. These maps are available in the Emergency Operations Center in much larger format and easier to read. They are placed here for reference only. Additionally, LAUSD facilities are individually digitally mapped and aerial-photographed. These are also available in the Emergency Operations Center as well as the LAUSD Police Department. EMERGENCY OPERATIONS PLAN (2010) 60

62 Local Districts EMERGENCY OPERATIONS PLAN (2010) 61

63 Local District Main Offices Local District Balboa Blvd, Lake Balboa, CA Tel: (818) Fax: (818) (former District C office) Local District Lankershim Blvd. North Hollywood, CA Tel: (818) Fax: (818) (former District B office) *Site of Special Education and Health & Human Services offices serving Districts 1 and 2 Local District S. Robertson Blvd. Los Angeles, CA Tel: (310) Fax: (310) (former District D office) *Special Education and Health & Human Services offices serving Districts 3 and 7 will be located at 3710 S. La Brea Ave., Los Angeles, CA Tel: (323) (former Local District G office) Local District Wilshire Blvd. Los Angeles, CA Tel: (323) Fax: (323) (former District E office) *Site of Special Education and Health & Human Services offices serving Districts 4 and 5 Local District North Soto Street Los Angeles, CA Tel: (323) Fax: (323) (former District F office) Local District S. Eastern Ave. Commerce, CA Tel: (323) Fax: (323) (former District J office) *Site of Special Education and Health & Human Services offices serving Districts 6 and 8 EMERGENCY OPERATIONS PLAN (2010) 62

64 Local District S. Western Ave. Los Angeles, CA Tel: (323) Fax: (323) *Special Education and Health & Human Services offices serving Districts 3 and 7 will be located at 3710 S. La Brea Ave., Los Angeles, CA Tel: (323) Local District Magnolia Ave. Gardena, CA Tel: (310) Fax: (310) (former District K office) EMERGENCY OPERATIONS PLAN (2010) 63

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77 Division & Department Response Plans Each Division and Department within the LAUSD is responsible to maintain an internal Emergency Response Plan to be used to guide that division or department through unusual emergency events that require special preparation, mitigation, response and recovery. The District Office of Emergency Services provides a template (a separate document) that is easily adaptable to any division or department in the district. Facilities Division The emergency plan of the Facilities Division consists of several tools. Shakecast Background SHAKECAST is Designed by USGS to assist in post-earthquake decision-making. It is an extension of the existing ShakeMap application that helps users determine possible impact on specific facilities e. g. Caltrans and PG&E. The SHAKECAST application is installed and runs in our computer environment on the 9 th floor of Beaudry. The application requests information from USGS Web Servers using RSS and interval polling. It then stores GIS geographical coordinates of the facilities information from FIS. Default damage thresholds can be configured at the building level using up to 36 structure types based on FEMA s loss modeling software HAZUS. Damage estimates are based on shaking patterns. Text-based notifications can be configured by user and the type of loss estimate. Existing delivery options for the information are , pager, and text messaging. EMERGENCY OPERATIONS PLAN (2010) 76

78 1. Login at EMERGENCY OPERATIONS PLAN (2010) 77

79 2. Profile Options EMERGENCY OPERATIONS PLAN (2010) 78

80 Earthquake Archive Google integration EMERGENCY OPERATIONS PLAN (2010) 79

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82 Post-event Facility Inspections The Los Angeles Unified School District has over 14,000 buildings. After any seismic event it will be a Herculean task to inspect and clear all these structures for the safe occupancy of children. After the Northridge earthquake the District was closed for a week and many repair costs were never reimbursed by FEMA because the District did not capture sufficient evidence of specific damage. Rover, in conjunction with Shakecast, allows us to expedite the triage of structures and get students back to school. It also helps us document the damage and quickly record our assessments. During a recent test, teams of LAUSD inspectors were able to assess and document building damage quickly and efficiently using Rover The ATC-20 Rapid Evaluation Assessment Form is the electronic form used to capture this important data. EMERGENCY OPERATIONS PLAN (2010) 81

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84 Shelter and Welfare LAUSD School Shelter Sites EMERGENCY OPERATIONS PLAN (2010) 83

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88 Shelter Set-up Procedures LASPD Watch Commander (WC) may receive a call from the LA Chapter of the American Red Cross requesting use of a school site as a shelter or evacuation center. Only the following Red Cross personnel are authorized to request the use of LAUSD facilities: Michael Kleiner Corey Eide Steve Meissner Scott Underwood Bill Snyder Sue Hammarlund Jerry Washington Dave Roberts Kirk Nelson Bill Frazer Alex Rose Eric Brubaker Craig Renetzky Pat MacNeil Michael Abramson If anyone else requests an LAUSD facility, please direct them to the L.A. Red Cross Disaster Services Director who can be reached at the following 24 hour numbers: press press 6 (Direct line to Red Cross EOC in case 800# fails) Michael Kleiner s cell phone These numbers can be used by WC as a contact for additional shelter or Red Cross information. RED CROSS L.A. CHAPTER EMERGENCY SHELTER/EVACUATION CENTER NOTIFICATION PROCEDURES When the request has been received, please notify one of the following LAUSD personnel: Bob Spears Home: Cell : Office: Robert Kamm Home: Cell: Office: Bob Spears and/or Robert Kamm will contact school site and Local District personnel to make sure that the site will meet the needs of the event and will be an appropriate District facility for the incident. They will become the point of contact with the schools and the Red Cross for the duration of the event. They will work with the site administrative staff and the Local District Operations Coordinator to make sure the school provides a Plant Manager or Custodial Worker for the shelter. The Red Cross will pay for the custodial overtime. It may also be necessary to open the school s cafeteria and that contact will also be made. EMERGENCY OPERATIONS PLAN (2010) 87

89 When the shelter/evacuation center opens, a LASPD Officer will need to be present. The Red Cross will pay for the Officer. The WC will want to consider the staffing challenge so that the Officer will be ready when the shelter opens to the public. In summary, the following people will be notified: Bob Spears or Robert Kamm by LASPD W.C. LDOC & LD SUP by Spears/Kamm Site Principal or AP by Spears/Kamm Site P. M. & B&G worker by Site Administrator Additional Possible notifications, as needed: LD Facilities by Spears/Kamm Site Cafeteria Mgr. by Site Administrator EMERGENCY OPERATIONS PLAN (2010) 88

90 Emergency Supply Bins at Schools EMERGENCY OPERATIONS PLAN (2010) 89

91 Container Sites EMERGENCY OPERATIONS PLAN (2010) 90

92 Hazardous Materials Response within the District The District Office of Environmental Health and Safety (OEHS) Is responsible for maintaining district compliance with all environmental health and safety rules, regulations and laws. OEHS has a team of specialists assigned that are charged with conducting inspections, providing guidance, responding to emergencies and assisting in clean up and recovery from environmental mishaps and events. OEHS maintains several plans and response guidance documents that are aligned and in compliance with Federal, State and local laws and regulations. As well, OEHS maintains all of the Occupational Safety and Health records and for District sites. EMERGENCY OPERATIONS PLAN (2010) 91

93 Emergency Communications Plan School Police Frequencies In the event of a district-wide emergency, senior high schools and middle schools have radios that can contact School Police dispatch on Frequency 2 of their school base station. School Police Dispatch will set aside frequency 2 for school communication. EMERGENCY OPERATIONS PLAN (2010) 92

94 School Bus Frequencies In the event of a district-wide emergency the EOC will use Bus channel 5 as the command frequency. All LDOC s have a bus channel radio so that they can report data from the Local Districts. During a major emergency, when all other means of communication have failed, District executive staff has the ability to use hand-held radios tuned to LAUSD Bus Channel #5. This channel, which is one of five normally used by school busses, is a clear channel for the entire District. These 800mz radios are marked with a RED band on the antenna. These radios are cached in the Superintendent s Office, the EOC, Local District Offices and in other key locations. Microwave Digital Network System EMERGENCY OPERATIONS PLAN (2010) 93

95 Phone Contact The following phone numbers ring in the EOC. (213) Finance (213) incoming only (213) Finance (213) (213) Finance. (213) Logistics (213) P & I. (213) Logistics (213) P & I (213) Logistics (213) P & I. (213) Management (213) incoming only These are single line phones that will work in a power outage. Cell Phones The EOC has, cached, 5 cell phones that can be used during an emergency: 1. (213) (213) (213) (213) (213) Regular Fax Standard incoming faxes can be sent to the EOC using the following number: (213) N (Everbridge) The new notification system will be provided by 3N, the National Notification Network, based in Glendale, California. They are a national company that specializes in secure emergency notification systems. The new system will not rely on pagers. It will, instead, use up to five contact numbers to deliver both a voice and written message to the recipient. The new system will notify each recipient using the following numbers, as many times as necessary, until the message is delivered: Work Phone (e.g. Principal s private line) Cell Phone Home Phone Alternate Phone, Pager or text message device EMERGENCY OPERATIONS PLAN (2010) 94

96 The person sending the message will call an out of state secure operator or log on to a secure web site, provide an access code and the message will be sent to everyone in the system or a selected group. The system has the ability to send a message to principals based on their local district or zip code or level (Senior High, Middle School, Elementary School, Early Education Center, etc.) or any combination. For Example, the system would allow the Superintendent to send a message to all the high schools in Local District 8 or all the schools in the vicinity of an event at the Coliseum. To send a message, the Superintendent or his designee will access either a secure web site or call an operator, provide a special access code and enter the message. In emergencies, the caller can select pre-recorded messages that give generic instructions, i.e. Return to your school site and assess any damage or Contact your Local District immediately. The message can be sent to a select group or all of the recipients. The system has the ability to translate text to voice, so that a message typed into the system can be delivered as a spoken message. To establish the database, the recipients of the messages (Principals and all other groups designated by the Superintendent) will be sent a memo telling them about the new system and giving them an access code for a secure web site. They will then log on and provide their contact information and designate the order in which they want to be contacted. The recipients can go back into the system at any time to update their contact information or change the order in which they are called. It is this function that will save the District the time and expense in managing the system and keep it current. Authorization to initiate messages The Superintendent will designate the District personnel authorized to contact 3N to initiate messages to be sent out by the system. The following people will receive authorization codes and training from 3N on how to initiate messages: Superintendent of Schools Superintendent of Schools Chief of Staff Chief Operating Officer Emergency Operations Center Staff, as Designated by the Superintendent Local District Superintendent (or designee) Message Considerations The system is designed to be an emergency notification system that will be used by the Superintendent s Office to deliver immediate, urgent, time-sensitive messages to selected staff. These are messages that need to interrupt current activities and may require an immediate response. Because the system is so robust, it could also be used by other supervisors as well. For example, a Local District Superintendent could use the system to notify the designated personnel in that specific district. The expansion of the system to include other users will be only at the direction of the Superintendent and would generate additional costs for its use and personnel time for its support. Expanded use of the system will require additional funding. In addition to an annual fee, there is a charge for every call made by the system. System Management Selected District staff will be given instruction by the contractor on how to use the system. To support them in the event that they have difficulty, there will be a designated employee in the EMERGENCY OPERATIONS PLAN (2010) 95

97 Telecommunications Office who will oversee the maintenance and performance of the system. The Office of Emergency Services will provide additional support and guidance System Initiation Timeline The contract is now being negotiated and reviewed. Once it is approved, a memo will be sent to all Principals and other designated recipients so that they can input their contact information. At the same time training will begin for the authorized users. It is anticipated that the first test of the system will be initiated for the Shake 2006 Earthquake Drill in the second week of April. Blackboard Connect (Connect Ed) The Blackboard Connect service provides the District with time-sensitive information via voice, text, and more. It s the District alerts its stakeholders and enhances their safety by keeping them informed, involved and prepared. When the District needs to disperse time-sensitive information to its stakeholders quickly and reliably, Blackboard Connect is used. Through voice, or text, the stakeholders can be reached in just minutes using the voice of the caller on the devices constituents prefer. An intuitive interface and simple three-step process is used to send simultaneous communications to multiple contact points. The focus can be on the message, not its delivery, with the ability to record, schedule, send and track personalized messages to your entire District. Blackboard Connect gives the ability to notify and update the entire District within minutes of a timesensitive situation. From any location, information can be dispensed using concise, on-time messaging that helps contain rumors, control media spin and restore safety. The system provides information and reassurance to parents, faculty and media all while communicating with the District Emergency response teams and staff. SaaS (Software as a Service) hosted software system is maintained by the service provider. The District is not responsible for software maintenance or system upgrades. There s no hardware necessary or installation of phone lines required. The result is that the system is nearly always up and operating and ready to use. 1. The District s Connect-ED notification system can be accessed by every early education, K-12 and adult schools. Every school has at least one person who has been trained in the use of Connect- ED. 2. Access is most commonly achieved through the secured (password protected) Connect-ED website where a general, attendance or emergency message can be quickly created in a few short steps. 3. A message is first created recording an audio message through the telephone or speech-to-text translator. Contacts are then selected from the District database of students and employees. 4. Finally, the message delivery date and time are scheduled. For any busy numbers, the system will automatically make three attempts to complete the call. 5. Once the call is completed, a summary is automatically provided showing the number of successful and unsuccessful calls and the corresponding call categories. Messages can be easily resent to all contacts or only those which did not receive the call on the first attempt. EMERGENCY OPERATIONS PLAN (2010) 96

98 6. Connect-ED messages sent to the entire District (over 1 million contacts) will normally complete within one hour of the start time. Computers The EOC has 2 networks installed, one on each side of the room. On one side (Management, PIO, and Logistics) is LAUSD.net. The other side, (Finance Planning and Intelligence) is LASPD.net. There are numerous connections to both networks. There are 10 regular computers and one GIS computer in the EOC. The GIS computer will be connected to a plotter. There are also 2 laptop computers in the EOC. Web EOC Web-EOC is internet-based Emergency Operations Management software that is installed on the District network and is used for EOC communications and response documentation. A. WebEOC access using myremote.lacity.org 1. Open your browser 2. Go to 3. Select o Password Users (Basic Service) from the dropdown menu o Next> 4. Enter o Employee ID: lausdbspears o Password: lausd o Select Log in 5. Click the link ITA - laeoc.ci.la.ca.us 6. Select the EOC button on the top left 7. Select o EOC Responder radio button o Check all boxes o Continue to WebEOC button 8. Select o Jurisdiction: LAUSD from the dropdown menu o User: LAUSDOPS1 (Must be uppercaser) o Password: LAUSD (Must be uppercaser) B. WebEOC Log-In Procedures in the LAUSD EOC 1. Click on the Internet Explorer Icon it will automatically take you to the WebEOC portal. 2. Use your WebEOC ID and Password to log in. Example: User: LAUSDMGMT1 Password: DOCUSER (all caps) 3. Select Web EOC-City Hall East 4. Select the red CHE EOC button 5. Select EOC Responder or Other and complete checklist 6. Select All Jurisdictions. Then enter your WebEOC ID and Password. EMERGENCY OPERATIONS PLAN (2010) 97

99 Example: User: LAUSDMGMT Password: DOCUSER (all caps) 7. Please check to see that you have logged into the correct incident. If you are training, please use the Training section. Note: Ensure you have selected the correct incident. If training or testing select training Access to LA City Situation Board: User: Password: SS_LAUSD SITSTAT (all caps) C. WebEOC Log-in using the 20 questions User name: bspears EOCLAUSD EOC LACity ITA Technical Support Team Alondo Patrick office cell Tony Le office cell Greg Wilcox (connectivity) EMERGENCY OPERATIONS PLAN (2010) 98

100 Web EOC Screen Shots (Examples) EMERGENCY OPERATIONS PLAN (2010) 99

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104 Incident Command/Site Management Requirement & Recommendations for Individual Schools Site Emergency Plans The Katz Act (California Education Code, Sections ), requires that schools have a site disaster plan that outlines roles, responsibilities, and procedures for students and staff. It also requires that the school site emergency management organizational structure complies with SEMS, and be ready for implementation at all times. To reduce the burden of developing and updating individual disaster plans, and to provide standardization, a Recommended Site Plan Template (Addendum 3) is available for each school to adopt, with a minimum of effort. This, in no way, is meant to limit what is contained in Site Plans, but serves as a guide outlining minimum requirements for compliance. Drills & Training School sites are required to complete certain drills and exercises related to emergencies and disasters. SEMS Training Two self-study California Standardized Emergency Management System (SEMS) approved courses of instruction are recommended for completion by all principals and site managers. They are: SEMS Introductory Course: For all personnel that may become involved in multi-agency or multi-jurisdictional response at any level. The instructional goal is to provide basic understanding of SEMS, common terms, and information required to work within and support a SEMS response. This course consists of three self-study modules with an optional test and should take 1-2 hours to complete. SEMS Field (ICS) Course I Incident Command System (ICS) Orientation: This is a general orientation to ICS for personnel working in support roles, and for off-incident personnel who require a minimum ICS orientation. The instructional goal is to review ICS organization, basic terminology for resources and facilities and responsibilities related to an incident. This course consists of one self-study module with an optional test. EMERGENCY OPERATIONS PLAN (2010) 103

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111 Translations in Chinese, Armenian, Korean, Russian, Spanish, and Vietnamese are available. EMERGENCY OPERATIONS PLAN (2010) 110

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121 Chapter 4 Emergency Operations Center Explanation of the EOC The Emergency Operations Center (EOC) is the location from which centralized management of an emergency response is performed. The use of EOCs is a standard practice in emergency management. The Emergency Manager and key decision-making personnel operate from the EOC during the emergency response, establishing policy and priorities. It serves as the central point for information gathering, processing, and dissemination; coordination of all Los Angeles Unified School District emergency operations, and coordination with other agencies and the Operational Area EOC. The EOC is partially or fully activated by the Emergency Manager, according to the requirements of the situation. The EOC is organized according to SEMS, as noted earlier in this plan. The Emergency Manager and the section chiefs serve as the EOC management team, along with the Public Information Officer, Safety Officer, and Liaison. Unless otherwise specified, the EOC should not be providing tactical direction to the various incidents that are being conducted in the field using the Incident Command System. Emergency Operations Center Location (Primary) The primary location for the LAUSD Emergency Operations Center is at the Los Angeles School Police Department 1330 Pico, Room 224 Los Angeles, California Alternate Emergency Operations Center Locations The alternate location for the LAUSD Emergency Operations Center is: Birmingham Complex Haynes Street Van Nuys, California EMERGENCY OPERATIONS PLAN (2010) 120

122 Emergency Operations Center Diagram EMERGENCY OPERATIONS PLAN (2010) 121

123 EOC Activation EOC Activation Matrix Activation of the District EOC means that at least one District official implements SEMS as appropriate to the scope of the emergency and the District's role in response to the emergency. The District EOC is activated when routine use of resources needs support and/or augmentation. The District official implementing SEMS may function from the EOC or from other locations depending on the situation. Activated EOCs may be partially or fully staffed to meet the demands of the situation. The District maintains three EOC staffing levels that can be applied to various situations. Activation criteria are as follows: EOC Activation Guide Level Conditions EOC Duties Activation Staffing NONE 1. None 1. Maintenance 1. None 1. No actions. (Green) 1. No potential severe weather 1. Monitor world, national, regional, 2. Some international tension 0 and local news and monitor 3. Some national or local tension regional weather forecasts and (Blue) 4. Slightly increasing probability of space forecasts. hazard 1. None 1. No actions. 1 (Yellow) 2 (Orange) 3 (Red) 1. Serious increase in international tension 2. Possibility of local unrest 3. Severe weather watch is issued 4. Situational conditions warrant 5. Small incidents involving one facility 6. Earthquake advisory 7. Flood watch 1. Small scale civil unrest 2. Situational conditions warrant 3. Severe weather warning issued 4. Moderate earthquake 5. Wildfire affecting specific areas 6. Incidents involving 2 or more facilities 7. Hazardous materials evacuation 8. Imminent earthquake alert 9. Major scheduled event 1. International crisis deteriorated to the point that widespread disorder is probable 2. Acts of terrorism (biological, technical, other) are imminent 3. Civil disorder with relatively large scale localized violence 4. Hazardous conditions that affect a significant portion of the District 5. Severe weather is occurring 6. Verified and present threat to critical facilities 7. Situational conditions warrant 8. Major emergency in the District 9. Major earthquake 1. Continuous monitoring of event 2. Check & update all resource lists 3. Distribute status and analysis to EOC personnel 4. Receive briefing from field personnel as necessary 1. Continuous monitoring of event 2. Initiate EOC start-up checklist 3. Facilitate field personnel 4. Provide status updates to EOC personnel 1. Brief arriving staff on current situation 2. Facilitate EOC staff 1. Notify Superintendent and Board President 2. Notify All Departments 3. Notify LA OES 1. Notify Superintendent and Board President 2. Notify All Departments 3. Notify LA OES 1. Notify Superintendent and Board President 2. Notify All Departments 3. Notify LA OES 1. EOC Section Chiefs review Plan and Guidelines and check readiness of staff and resources. 2. Only basic support staff (3-5) or as determined by Director 1. Briefings to Superintendent and Board 2. Staffed as situation warrants (6-10) and liaison to other agencies 3. Primary EOC personnel will be available and check-in regularly 4. EOC begins full operation 1. Required support staff (6-10) as situation warrants 2. As determined by the Director 3. EOC essential and necessary staff 4. Key department heads EMERGENCY OPERATIONS PLAN (2010) 122

124 EOC Operations The District EOC is not a command center. Command decisions on how to best solve tactical problems (e.g. rescue, firefighting, arrests, etc.) are made at the field level by incident commanders in coordination with their respective Department Operations Centers (DOC). The District s EOC facilitates and coordinates the school district s inter-departmental and inter-agency response by: Collecting and distributing information (damage assessment, etc.); and Managing resources from inside and outside the District Intra-departmental management and coordination of resources are the responsibility of the involved DOC. School Police and Transportation both have their own dispatch centers that can function as their DOC. EOC Policy 1. The LAUSD EOC will be initially activated by the EOC Director or EOC Coordinator (under the direction of the Chief Operational Officer) at one of the activation levels in the matrix on the preceding page. 2. Upon notification and activation, the assigned staff will proceed to the EOC, sign in and activate their assigned work stations. 3. The EOC staff will be organized by functional sections. Sections may further be divided into divisions or units. Section Coordinators will be assigned under all activation levels, and will be a primary point of contact for personnel assigned to the EOC. 4. Each functional position in the EOC has a job description and a checklist to be followed. The checklist is to be used as basic guidance for operation of the workstation. 5. For most positions, the checklist will require contact with the primary department operating centers (DOC), obtaining and maintaining information needed within the EOC, and ensuring that all appropriate EOC generated material is made available to DOCs and or Field Command Posts at school sites. 6. Information obtained by division and unit supervisors should be made available to the Section Coordinator and as appropriate provided to the Situation Assessment Unit. 7. Division and liaison functional coordinators primary role in the EOC is the passing of information and the coordination of resource and support requests. Information and coordination may take place freely between divisions and units. 8. The EOC Director and Section Coordinators will hold periodic planning meetings. The results of these meetings may be documented in the form of a written EOC Action Plan. The Action Plan may change priorities related to division and department operations. The Director will provide periodic briefings for all EOC personnel. 9. Deactivation of functional positions will be accomplished by the Director or Section Coordinator. 10. All personnel functioning in the EOC are required to maintain current information regarding their division, department or unit; maintain a duty log; brief relief personnel and complete deactivation procedures when instructed. EMERGENCY OPERATIONS PLAN (2010) 123

125 EOC Activation Checklist EOC Activation is ordered by the Emergency Manager or the Superintendent and will call the Section Chiefs. Upon, activation, personnel assigned to positions on the EOC Team report to the EOC location and check in with Section Chiefs. Conduct EOC function and incident/situation briefing. Issue seat and confirm shift assignments. Obtain identification vest and credentials. Begin activity logs. Determine staffing needs and acquire additional support as needed. Check communications equipment (telephones, fax machines, radios). Assistance available from the Communications Team. Locate and lay out necessary supplies and materials. Review and start working off Position Checklist. EOC Equipment and Supplies Checklist Equipment and supplies should be sufficient for prolonged operation of the fully staffed EOC. The following is a supply list: of items on hand in the LAUSD EOC: Communications equipment (radio and cell) Workstations - desks/tables and chairs for all positions, conference tables and chairs Computers and printers EOC forms and logs Copier, GIS plotter & copy paper Supplies and office equipment (pens, pencils, staplers/staples, note paper) Emergency generator Kitchen equipment and supplies Flashlights/emergency lighting Uninterruptible Power Supply (UPS) for computers TV, VCR, AM/FM Radio Displays, maps, charts, white boards Administrative First Aid and Sanitary Supplies Blankets and other items for a sleeping area Janitorial Supplies Food supply EOC Closeout Checklist Notify appropriate agencies and individual sites that EOC is being closed. Collect data, logs, situation reports, message forms, and other significant documentation. Place in a secure file box. Mark the outside with the date and any state or federal numbers associated with the response. Deliver the information to the Administration & Finance Section Chief. Fold and repack re-usable maps, charts, materials. Collect and box all office supplies and unused forms. Make a list of all supplies that need replacement and forward to the Logistics Section Chief. Return vest and identification credentials. Log out. Leave work area in good order. EMERGENCY OPERATIONS PLAN (2010) 124

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127 EOC Forms & Documentation There are four forms that are used by all positions in the EOC. These forms are designed to capture all information necessary to meet emergency incident documentation requirements. These forms are: Activity Log - This form is to be used as a running record of all activity associated with the incident. Each position in the EOC and the DOCs should maintain their own activity log. Copying the logs should be avoided so that efforts are not duplicated. Virtually every activity at each position should be logged on this sheet. At the end of the activation, or when an incident response is closed, the logs (which are the official historical record of the response) are compiled and turned in to the Administration & Finance Section for filing. General Purpose Message Form - Any and all messages and communications received by the EOC are recorded on this form. Ideally, all incoming information is received by the Communications & Information Systems Position, whether by phone, radio, or runner. Responsible persons record the incoming information on the EOC Message Form and deliver it to the appropriate Section Chief. The Section Chief takes action or delegates the action required, makes a record on the Message Form, records activities in the Activity Log and then places the message in a completed box for that Section. Be careful that copies of Message Forms do not become a hindrance in that they may cause duplication of effort. At the close of activation, all message forms are compiled by Section and turned into the Administration & Finance Section Chief for filing. Emergency Resources Summary - During EOC activation, each Section Chief may have several resources at their disposal. The Emergency Resources Summary form is designed to capture the information required for Planning & Intelligence tracking and post-disaster financial recovery documentation. When resources are deployed to deal with aspects of the emergency, entries should be made on this form. Periodically, Planning & Intelligence will collect the forms in order to post resource status and track them. At the end of each day during the response, the completed forms are compiled by Section and turned into the Logistics Section Chief who records the information on a master list. At the close of activation, all Emergency Resource Summary forms are forwarded to the Administration & Finance Section Chief for filing. Planning & Strategy Worksheet - This form is used by Section Chiefs to record strategies determined at Planning Sessions. The sheet is divided into three sections; Goal (or Objective), Plans, and Tactics. During planning sessions, Section Chiefs bring histories, observations, and predictions associated with the response to the table. These are formulated into simple goals. Each goal or objective is then broken down into plans - what needs to be down to accomplish the goal. Each plan is then broken down into tactics. Here, the actual steps for carrying out the plan and those responsible for carrying out these actions are identified. Planning sessions are facilitated by the Planning & Intelligence Section Chief. It is up to the people involved in the session how best to use these forms. There are two recommended uses of the form: 1. The Planning & Intelligence Section Chief prepares a master form during the session listing all goals/plans/tactics discussed and then duplicates it for each of the Section Chiefs. Each Section Chief acts on the items identified as their responsibility in the session, or 2. Each Section Chief prepares their own Worksheet at the session listing only the items identified as their responsibility. Each Section Chief brings the Worksheet they received at the previous Planning Session to the next session. Each action item is discussed and then another Worksheet is prepared for future actions. The completed worksheets are turned in to the Planning & Intelligence Section Chief. At the close of activation, all Worksheets are turned in to the Administration & Finance Section Chief for filing. EMERGENCY OPERATIONS PLAN (2010) 126

128 Activity Log Los Angeles Unified School District EMERGENCY OPERATIONS CENTER STAFF ACTIVITY LOG Date Time To From Incident Comments EMERGENCY OPERATIONS PLAN (2010) 127

129 Example of Activity Log EMERGENCY OPERATIONS PLAN (2010) 128

130 General Purpose Message Form EMERGENCY OPERATIONS PLAN (2010) 129

131 Example of General Purpose Message EMERGENCY OPERATIONS PLAN (2010) 130

132 Emergency Resources Summary Los Angeles Unified School District Emergency Resources Summary Date: Incident: Page of Resources Ordered Resource Identification ETA Time On Scene Location/Assignment EMERGENCY OPERATIONS PLAN (2010) 131

133 Example of Resource Summary EMERGENCY OPERATIONS PLAN (2010) 132

134 Planning & Strategy Worksheet Los Angeles Unified School District Planning & Strategy Worksheet Date: Incident: Page of Goal (Objective) Plans Tactics EMERGENCY OPERATIONS PLAN (2010) 133

135 Example of Planning & Strategy Worksheet EMERGENCY OPERATIONS PLAN (2010) 134

136 INCIDENT ACTION PLAN The action planning process is an essential tool for the District, particularly in managing sustained operations. If the emergency organization is to have a well planned and executed approach to resolving the problems posed by the disaster the organization must remain focused and unified in its efforts. The Action Planning process is a key element in ensuring that the entire organization will be focused and acting as a unified, coordinated body. Also, the City and County of Los Angeles will require damage assessments and loss values estimates as soon as possible. For the organization to continue its efforts, it is important that common organizational goals are maintained and pursued. These goals are set by the Command element of the SEMS organization. For Command to draft appropriate goals, it must have a good understanding of the current situation and some idea of where the situation is going. This information is provided by the Planning Section in the form of Situation Reports (SITREPS) and from individual sites by filing the Preliminary Damage Reports (PDRs). SITREPS must be continually produced and placed in the system. Once SITREPS are delivered to Command, Strategic Goals are drafted. The strategies should be reviewed by Operations and then passed on to Logistics to determine what support is required to attain them. Next Finance establishes specific cost tracking and contracting methods. In large events, the Planning Section develops the Incident Action Plan using the information collected from Command and the other sections and puts it in written form. WRITTEN INCIDENT ACTION PLANS Written Incident Action Plans are a significant tool and provide a clear statement of objectives and actions, a basis for measuring work effectiveness and cost effectiveness, and a basis for measuring work progress and providing accountability. Written Incident Action Plans must specify the Operational Period. Operational Periods can be of various lengths, but are usually no longer than 24 hours. The length of the Operational Period is determined based on a number of issues. These are: length of time needed to achieve tactical objectives; availability of fresh resources; future involvement of additional resources; environmental considerations (daylight and weather); and safety considerations. Essential elements in the written Incident Action Plan are: Statement of Objectives This is a statement of what we expect to achieve. Objectives must be attainable, measurable and flexible. Organization This describes what elements of the SEMS organization will be active and in place for the next Operational Period. Tactics and Assignments This describes the tactics and operations to be employed to achieve the objectives as set. Tactics will normally be set by the Operations Section. Resource support and acquisition of necessary personnel and materials will be accomplished buy the Logistics and Finance Sections, Supporting Material Examples include maps, weather information, special information, Communications Plan, Medical Plan, and other special data. EMERGENCY OPERATIONS PLAN (2010) 135

137 SUMMARY OF ACTIVITIES BY SECTION Following is a summary of activities each section performs during the Incident Action Planning process: 1 PLANNING Develops and delivers SITREP 2 COMMAND Sets Strategic Goals and determines Operational Period 3 PLANNING Posts goals for organization s use 4 OPERATIONS Determines tactics to achieve goals 5 LOGISTICS Determines resource and personnel support 6 FINANCE Determines cost tracking and contracting methods 7 PLANNING Prepared written Incident Action Plan. Continues collecting, analyzing and displaying information for the next action planning session. ACTION PLANNING MEETING The Action Planning Meeting is critical and there may be a tendency for them to last longer than necessary unless they are kept on track and have focus. The Planning Section Chief will be responsible for running the Action Planning Meeting. The following Ground Rules apply: All participants must come prepared All participants must be punctual Strong leadership must be evident Agency representatives have up-to-the-minute status on resources from their agencies All cell phones must be off or on vibrate only Pagers must be on vibrate only EMERGENCY OPERATIONS PLAN (2010) 136

138 Situation Report (SITREP) Form To: From: Los Angeles Unified School District Operational Area: Los Angeles Region: Southern Law Mutual Aid Region: Situation Report Fire Mutual Aid Region: Event Name: Date/Time of Event: Event Type: Event Location: Areas Affected: Report as of: Report Type: Weather: Current General Situation: Current Situation Detail Status Comments Significant Damage Deaths Injuries Damaged Buildings Utility Problems Communications Problems Ingress/Egress Problems Evacuations Critical Issues Other Problems EOC Activated Care & Shelter Response Status Brief Details, Locations, Comments Construction/Engineering Hazardous Materials Fire & Rescue Law Enforcement Medical/Health EMERGENCY OPERATIONS PLAN (2010) 137

139 Movements Utilities Response Status Brief Details, Locations, Comments Disaster Assistance Programs/Facilities Mutual Aid Received in last 24 Hours Mutual Aid Needed in next 24 Hours Prognosis Major Incidents: No Change Worsening Improving Response/Recovery Priorities: Other Critical Information & General Comments: Date/Time of Next Report: Report Prepared By: Maps: Attachments: Phone: EMERGENCY OPERATIONS PLAN (2010) 138

140 Example of SITREP (page 1) EMERGENCY OPERATIONS PLAN (2010) 139

141 Example of SITREP (page 2) EMERGENCY OPERATIONS PLAN (2010) 140

142 EOC Action Plan EMERGENCY OPERATIONS PLAN (2010) 141

143 Example of EOC Action Plan EMERGENCY OPERATIONS PLAN (2010) 142

144 Los Angeles Unified School District SCHOOL/SITE PRELIMINARY DAMAGE REPORT (PDR) (Please use this form to report your status to the Local District) School/Site: Location Code: Date: Time: Person in Charge: Contact Information (How can we call you back for additional information?): Please answer the following: Has anyone died from this incident? Yes No # of Students # of Staff Are there any injuries? Yes No # of Students # of Staff How many buildings at your site are visibly damaged? Explain the type of damage you observe? Summarize your actions thus far: Do you have the following? Power Yes No Water Yes No Phone Yes No Radio Yes No Where is your current evacuation assembly area? What are your most critical issues? What are your other problems? What assistance do you need? EMERGENCY OPERATIONS PLAN (2010) 143

145 Example of Preliminary Damage Report (PDR) EMERGENCY OPERATIONS PLAN (2010) 144

146 Chapter 5 Preparedness Hazards & Risks A hazard can be defined as a condition that has the potential to result in equipment or system failure that can result in human injury or death or damage to the environment. Hazards are divided into two categories: natural or technological. Natural hazards include earthquakes, wild fires, and floods; while technological hazards include transportation accidents, illegal disposal, and equipment failures during manufacturing, storage, transportation, and use of hazardous materials. A risk assessment is the process of evaluating the degree of harm a hazard presents. Risk assessments are utilized in developing emergency response plans and procedures, designing and modifying safety systems, identifying needed resources, conducting training and exercises, and minimizing damage and liability. The Los Angeles Unified School District Hazard Mitigation Planning Task Force entered into a process to officially identify hazards and risks associated with them. The process for identification of hazards and a detailed Hazard Vulnerability Analysis is documented in the approved Los Angeles Unified School All-Hazard Mitigation Plan. Prioritization of Hazards LAUSD Hazard Mitigation Planning Task Force came to consensus on the following Hazard Priorities: Hazard Earthquake Biological/Health (Disease) Wildland/Urban Interface Fire WMD/Terrorism Severe Weather Data/Telecommunications Loss Flood Economic Disruption Utility Loss Transportation Accident/Incident Drought Transportation Loss (road system failure) Dam Failure Civil Disorder/Unrest Tsunami Explosions Special Events Volcanic Disruption/Ash fallout Priority High Risk Moderate Risk Low Risk EMERGENCY OPERATIONS PLAN (2010) 145

147 High Risk Hazards Earthquake Historical and geological records show that California has a long history of seismic events. Southern California is probably best known for the San Andreas Fault, a 400 mile long fault running from the Mexican border to a point offshore, west of San Francisco. Geologic studies show that over the past 1,400 to 1,500 years large earthquakes have occurred at about 130 year intervals on the southern San Andreas fault. As the last large earthquake on the southern San Andreas occurred in 1857, that section of the fault is considered a likely location for an earthquake within the next few decades. But San Andreas is only one of dozens of known earthquake faults that crisscross Southern California. Some of the better known faults include the Newport-Inglewood, Whittier, Chatsworth, Elsinore, Hollywood, Los Alamitos, and Palos Verdes faults. Beyond the known faults, there are a potentially large number of blind faults that underlie the surface of Southern California. One such blind fault was involved in the Whittier Narrows earthquake in October Although the most famous of the faults, the San Andreas, is capable of producing an earthquake with a magnitude of 8+ on the Richter scale, some of the lesser faults have the potential to inflict greater damage on the urban core of the Los Angeles Basin. Seismologists believe that a 6.0 earthquake on the Newport-Inglewood would result in far more death and destruction than a great quake on the San Andreas, because the San Andreas is relatively remote from the urban centers of Southern California. For decades, partnerships have flourished between the USGS, Cal Tech, the California Geological Survey and universities to share research and educational efforts with Californians. Tremendous earthquake mapping and mitigation efforts have been made in California in the past two decades, and public awareness has risen remarkably during this time. Major federal, state, and local government agencies and private organizations support earthquake risk reduction, and have made significant contributions in reducing the adverse impacts of earthquakes. Despite the progress, the majority of EMERGENCY OPERATIONS PLAN (2010) 146

148 California communities remain unprepared because there is a general lack of understanding regarding earthquake hazards among Californians. Vulnerability Los Angeles Unified School District s facilities are dotted all around Los Angeles County as depicted in the maps, and are shown to be in red areas where, in the event of a catastrophic earthquake, would be destroyed or severely damaged. The majority of facilities lie within the jurisdictional boundaries of the City of Los Angeles, which is highly vulnerable to damage and destruction (see City of Los Angeles Hazard Mitigation Plan). Impact A catastrophic earthquake anywhere in the area would potentially damage or destroy nearly every structure owned by the Los Angeles Unified School District, to some degree. EMERGENCY OPERATIONS PLAN (2010) 147

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152 Biological & Health Emergencies Los Angeles County has experienced numerous disasters, varying in type and severity. Disasters often result in the need for health and human services as part of the immediate and long-term recovery period. Some disasters are localized with service needs focused in a single location; other disasters, such as earthquakes and civil unrest, result in geographically widespread health and human services needs. It is essential following a disaster to identify locations where large numbers of people are gathered in open areas. These areas will require evaluation in order to assess health and human service needs. The recovery period may be shortened if health, mental health, and housing problems can be addressed quickly. School Districts are thought to be particularly vulnerable to Biological & Health Emergencies because of the diverse populations of facilities and the large number of people gathered in facilities. LAUSD has identified the following potential Biological and Health Emergencies: West Nile Virus Severe Acute Respiratory Syndrome (SARS) Mad Cow Disease (Creutzfeldt-Jakob Disease) Influenza (Flu) Small Pox Monkey Pox Hepatitis (A, B, C, D, & E) Plague Brucellosis Botulism Other biological origins for emergencies may also create disaster events within the school district. EMERGENCY OPERATIONS PLAN (2010) 151

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156 Wildland Urban Interface Fire The history of California wildfires indicates that the following trends will continue. Risk from wildfire to life, property, natural resources, and firefighter safety is increasing. Population will grow and more people will live and use wildland areas, especially in the Central Sierra and in the Southern California counties of Riverside, San Bernardino and San Diego. Topography and climate support ecosystems where large wildfires can be expected. Drought and fuel moisture conditions will be unpredictable but almost always dangerous in fire season. More structures will be constructed in areas that are very susceptible to wildfire. Historical legacy of narrow roads, difficult entrance, insufficient water supplies, flammable building construction and location that make many communities and homes wildfire-prone still exits. Public demand for wildland fire protection and other services will increase. Deteriorating forest health, increasing fuel loads and other factors have led to more intense, destructive wildfires; unabated this pattern will continue. Assets at risk will increase, especially watershed assets, because of the rapid rise in the demand for water to supply more people. Based on population projections, the potential for accelerating loss of protected assets, especially life and property, will be greater from disastrous wildfires. Large wildfires do not respect political or property boundaries. Historically, a strength of California's firefighting agencies is found within a concept of mutual cooperation at the federal, state, and local levels of government. Day-to-day mutual aid for initial attack, as well as a statewide mutual-aid system for fire disasters, is the basis of this cooperation and coordination. The ability to rapidly mobilize, effectively deploy and support large numbers of specialized firefighting resources is essential to cope with large multiple fires. Hence, CDF, in cooperation with other fire agencies, must maintain infrastructure, including communications and capital improvements necessary to facilitate such a response. Fire protection forces in California must have sufficient depth to respond to large, multiple wildfires and still prevent other small fires from becoming large damaging fires. CDF plays a key role in supplying and coordinating such forces; it should maintain and enhance this ability. The Fire Plan includes a model to provide adequate depth of resources that show CDF needing additional equipment and personnel for managing large fires using the Incident Command System. Vulnerability Los Angeles Unified School District facilities are largely located in areas where wild land fires would not pose a hazard; however, a few facilities are located in the interface (see LAUSD Wild Fire Vulnerability Map). An urban conflagration caused by an encroaching wild land fire poses a serious danger to these facilities and their occupants. EMERGENCY OPERATIONS PLAN (2010) 155

157 Impact LAUSD facilities that would be damaged or destroyed by a catastrophic wild land fire and resulting urban conflagration is estimated at.12%. EMERGENCY OPERATIONS PLAN (2010) 156

158 Terrorism & Weapons of Mass Destruction (WMD) The complexity, scope, and potential consequences of a terrorist threat or incident require that there be a rapid and decisive capability to resolve the situation. The resolution to an act of terrorism demands an extraordinary level of coordination of crisis and consequence management functions and technical expertise across all levels of government. No single Federal, State, or local governmental agency has the capability or requisite authority to respond independently and mitigate the consequences of such a threat to national security. The incident may affect a single location or multiple locations, each of which maybe a disaster scene, a hazardous scene and/or a crime scene simultaneously. Differences Between WMD Incidents and Other Incidents As in all incidents, WMD incidents may involve mass casualties and damage to buildings or other types of property. However, there are several factors surrounding WMD incidents that are unlike any other type of incidents that must be taken into consideration when planning a response. First responders ability to identify aspects of the incident (e.g., signs and symptoms exhibited by victims) and report them accurately will be essential to maximizing the use of critical local resources and for triggering a Federal response. 1. The situation may not be recognizable until there are multiple casualties. Most chemical and biological agents are not detectable by methods used for explosives and firearms. Most agents can be carried in containers that look like ordinary items. 2. There may be multiple events (e.g., one event in an attempt to influence another event s outcome). 3. Responders are placed at a higher risk of becoming casualties. Because agents are not readily identifiable, responders may become contaminated before recognizing the agent involved. First responders may, in addition, be targets for secondary releases or explosions. 4. The location of the incident will be treated as a crime scene. As such, preservation and collection of evidence is critical. Therefore, it is important to ensure that actions on-scene are coordinated between response organizations to minimize any conflicts between law enforcement authorities, who view the incident as a crime scene, and other responders, who view it as a hazardous materials or disaster scene. 5. Contamination of critical facilities and large geographic areas may result. Victims may carry an agent unknowingly to public transportation facilities, businesses, residences, doctors offices, walkin medical clinics, or emergency rooms because they don t realize that they are contaminated. First responders may carry the agent to fire or precinct houses, hospitals, or to the locations of subsequent calls. 6. The scope of the incident may expand geometrically and may affect mutual aid jurisdictions. Airborne agents flow with the air current and may disseminate via ventilation systems, carrying the agents far from the initial source. 7. There will be a stronger reaction from the public than with other types of incidents. The thought of exposure to a chemical or biological agent or radiation evokes terror in most people. The fear of the unknown also makes the public s response more severe. 8. Time is working against responding elements. The incident can expand geometrically and very quickly. In addition, the effects of some chemicals and biological agents worsen over time. EMERGENCY OPERATIONS PLAN (2010) 157

159 9. Support facilities, such as utility stations and 911 centers along with critical infrastructures, are at risk as targets. 10. Specialized State and local response capabilities may be overwhelmed. Vulnerability Schools are especially vulnerable to a Terrorist or Weapons of Mass Destruction event. Terrorists, planning to strike at the heart of a community, will single out in-session schools and can endanger the entire population of that facility. Events in Columbine, Colorado and Russia involving terrorists took the lives of school children and staff. School authorities and staff must be especially vigilant to protect against this type of attack. EMERGENCY OPERATIONS PLAN (2010) 158

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163 Severe Weather Windstorms The potential risk of widespread damage in Los Angeles County from wind is not as considerable as the risk from earthquakes or wildfires. Nevertheless, severe windstorms pose a significant risk to life and property by creating conditions that disrupt essential systems such as public utilities, telecommunications, and transportation routes. High winds can and do occasionally cause damage to homes and businesses. Severe windstorms can present a very destabilizing effect on the dry brush that covers local hillsides and urban wildland interface areas and increase wildfire threat. Destructive impacts to trees, power lines, and utility services also are associated with high winds. Santa Ana Winds Based on local history, most incidents of high wind in the Los Angeles County are the result of Santa Ana wind conditions. While high impact wind incidents are not frequent in the area, significant Santa Ana wind events have been known to negatively impact areas of the County. Santa Ana winds are blustery, warm (often hot) dry winds that blow from the east or northeast. These occur below the passes and canyons of the coastal ranges of Southern California and in the Los Angeles basin. Typically they occur from October to March when cooler air in the desert increases air pressure and creates strong westerly winds. Generally speaking, wind speed must reach 25 knots to be classified as a Santa Ana wind. Santa Ana winds which can last several days create hazards by wind-fallen trees or utility poles can threaten property and have the potential for personal injury and even death. Many older neighborhoods have larger trees. Although these trees are usually well-rooted enough to withstand higher speed winds, broken and falling tree limbs can create significant hazards. One of the most common problems associated with windstorms are power outages. High winds may cause trees to bend, sag, or break (tree limbs or entire trees). They may come in contact with nearby electrical distribution power lines. Fallen trees can cause short-circuiting and conductor overloading. Wind induced damage to the power system may cut power to schools, homes and businesses, be costly to repair, and in some cases cause wild land fires. Strong Santa Ana winds typically occur annually. It is unlikely that Los Angeles County will be subject to widespread damage from wind storm activity but there is potential for isolated events, such as damage to property or communications. Although Santa Ana winds are frequent, the probability of winds with enough velocity to cause significant damage is much less. Catastrophic Storms Occasional catastrophic storms occur that can cause saturated soils and trigger numerous debris flows and landslides, resulting in severe damage throughout river valleys and coastal areas. Eroding cliffs jeopardize homes, and debris flows force many residents to evacuate their homes. Such headline grabbing events focus attention on the geologic problems produced by a wet season. It should be noted, however, that deep-seated landslide movements could continue after heavy rains have stopped. EMERGENCY OPERATIONS PLAN (2010) 162

164 Soil and rock that comprises hill slopes will eventually move downhill. Some of this material will move grain-by-grain thorough erosion and soil creep, and some will move as larger slabs or liquefied masses, commonly called landslides and mudslides. Geologists generally classify landslides on their shape, rate (speed) of movement, type of motion, and material properties. In most classification schemes, there are three distinct types of movement: flow (e.g. debris flows and mudflows); sliding along a discrete plane or failure (e.g. debris slide); and falling (e.g. rock falls and avalanches). Landslides can be small, involving only a few cubic yards of material, or large, involving more than a square mile of land. Some landslides are shallow, only a few feet deep, while others can be hundreds of feet deep. Landslides can be slow, and move only a few inches a year. It can also be fast and move at tens to hundred of miles per hour. While most hill slopes are marginally stable under dry conditions, the addition of water from rainfall, snowmelt, or human activities (e.g. watering lawns) can radically alter the character of the soil and weathered rock and lessen the stability of slopes. Generally, all other conditions being equal, if groundwater is at or near the ground surface, there is a great probability that a landslide or debris flow will occur. Another major factor that may trigger landslides is sudden changes in the shape of the slope. Slope changes that may trigger landslides include, but are not limited to, man-made cuts and fills, undermining of slopes by stream erosion or formation of gullies, or undermining and overloading of slopes due to landslide movement on adjacent land. In fact, landslide movement in one part of a hill slope can radically affect the stability of adjacent slopes. Vulnerability and Impact Los Angeles Unified School District Facilities are all located in areas subject to Severe Weather and are considered vulnerable to damage. Depending on the severity and scope of a catastrophic severe storm, it is estimated that 10% of LAUSD assets would be impacted. EMERGENCY OPERATIONS PLAN (2010) 163

165 Data/Telecommunications Disruption The Los Angeles Unified School District depends upon information systems and communications networks to carry out nearly all aspects of day to day business. In this digital era, as we use automated information technology (IT) systems to process information for better support of our missions, risk management plays a critical role in protecting an our information assets, and therefore our missions, from IT-related risk. An effective risk management process is an important component of a successful IT security program. The principal goal of an organization s risk management process should be to protect the organization and its ability to perform their mission, not just its IT assets. Therefore, the risk management process should not be treated primarily as a technical function carried out by the IT experts who operate and manage the IT system, but as an essential management function of the organization. Computer Security Breaches Computer breach incidents have risen sharply since the 1980s. These include viruses, worms, Trojan horses, break ins, and other damaging breaches. Whereas only six incidents were reported in 1988, the number rose gradually during the late 1980s and 1990s, they made a sharp rise beginning in 1998, and have risen exponentially since. To date, there have been over 142,500 computer breaches. The 2002 Computer Security Institute (CSI) Computer Crime and Security Survey revealed that each year, over half of all databases have some kind of breach and that the average breach amounts to nearly $4 million in losses. This percentage is staggeringly high given that these are the security problems that companies are reporting. Organizations don't want to advertise the fact that their internal people have access to customer data, can steal that data, cover their tracks, give the data to anybody and stay undetected and employed while a crime is committed. A catastrophic failure in data/telecommunications could potentially cost Los Angeles Unified School District millions of dollars and affect the lives and livelihoods of tens of thousands of people. Flood Historic Flooding in Los Angeles County Records show that since 1811, the Los Angeles River has flooded 30 times, on average once every 6.1 years. But averages are deceiving, for the Los Angeles basin goes through periods of drought and then periods of above average rainfall. The towering mountains that give the Los Angeles region its spectacular views also wring a great deal of rain out of the storm clouds that pass through. Because the mountains are so steep, the rainwater moves rapidly down the slopes and across the coastal plains on its way to the ocean. The Santa Monica, Santa Susana and Verdugo Mountains, which surround three sides of the valley, seldom reach heights above three thousand feet. The western San Gabriel Mountains, in contrast, have elevations of more than seven thousand feet. These higher ridges often trap eastern-moving winter storms. Although downtown Los Angeles averages just fifteen inches of rain a year, some mountain peaks in the San Gabriels receive more than forty inches of precipitation annually. Naturally, this rainfall moves rapidly down stream, often with severe consequences for anything in its path. In extreme cases, flood-generated debris flows will roar down a canyon at speeds near 40 miles per hour with a wall of mud, debris and water, tens of feet high. EMERGENCY OPERATIONS PLAN (2010) 164

166 Flooding. occurs when climate, geology, and hydrology combine to create conditions where water flows outside of its usual course. Vulnerability Certain Los Angeles Unified School District facilities (see LAUSD Flood Hazard Map) are located in areas vulnerable to flooding and have been determined to be at risk for damage or destruction in a catastrophic flood event. Impact The impact on LAUSD facilities and infrastructure, as a result of a catastrophic flood event, is estimated at 10% of its assets. EMERGENCY OPERATIONS PLAN (2010) 165

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168 Moderate Risk Hazards Economic Disruption Los Angeles County is the most populous county in the nation. With approximately 10 million residents, it is home to about 30 percent of the state s population. The county has grown by nearly 2 million residents in the past 20 years, including more new immigrants than any other region of the country except the New York City area. Today, the county s population is 45 percent Latino, 31 percent non- Latino white, 12 percent Asian, and 10 percent black similar to the racial/ethnic profile that state demographers predict for California by The county is also home to large numbers of low-income residents. Reflecting the size and diversity of the county, local government is large and complex, as are the problems of delivering local services to residents. In recent years, local governments in Los Angeles County have confronted difficult issues such as providing health care for the uninsured, reducing air pollution, improving low-performing schools, coping with racial/ethnic tensions involving police actions, and coming to terms with local efforts to secede from the city of Los Angeles. There are also housing, transportation, land use, and environmental issues relating to population growth and development. These factors tend to contribute negatively, on a large scale, to any economic downturn or disruption in the community. Vulnerability Los Angeles Unified School District is one of the largest employers in Los Angeles County with 80,325 employees and serves over 850,000 students enrolled in its facilities. A catastrophic economic disruption could have devastating long-term effects on the District which, in turn, would create worse conditions in the community. Utility Loss The California electricity crisis brought to light many critical issues surrounding the state s power generation and distribution system, including its dependency on out-of-state resources. Although California has implemented effective energy conservation programs, the state continues to experience both population growth and weather cycles that contribute to a heavy demand for power. Hydro-generation provides approximately 25 percent of California s electric power, with the balance coming from fossil fuels, nuclear, and green sources. As experienced in 2000 and 2001, blackouts can occur due to losses in transmission or generation and/or extremely severe temperatures that lead to heavy electric power consumption. Vulnerability A catastrophic failure in electrical power generation could severely affect a large number of people associated with LAUSD. Lives and property could be jeopardized in many ways. EMERGENCY OPERATIONS PLAN (2010) 167

169 Transportation Incidents Because of the tremendous volume of transportation (commercial and private) into and out of LA County, the potential for a disastrous transportation-related event exists. Generally, transportation accidents are incidents that are handled by local jurisdictions or by jurisdictional mutual aid responses. A transportation accident, combined with a volatile hazardous substance or a large number of people, has the potential for becoming an event that requires a major mobilization of local, county, state and federal agencies. According to the Department of Transportation, from 1994 to 2000 there were more than 1,800 fatal tractor-trailer accidents in the state, and from 1990 to 2001 more than 4,200 train accidents. Vulnerability A Transportation Accident near a school can expand into a disaster if school happens to be in session at the time of the accident. Hundreds of lives could be placed in danger if conditions are such that school facilities lie in the path of a hazardous plume, catastrophic fire or an crashed aircraft. EMERGENCY OPERATIONS PLAN (2010) 168

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171 Drought Drought is a protracted period of deficient precipitation resulting in extensive damage to crops, resulting in loss of yield. Lack of rainfall for an extended period of time can bring farmers and major metropolitan areas to their knees. It does not take very long; a few rain-free weeks spreads panic and shrivels crops. We are told to stop washing our cars, cease watering the grass and take other weather conservation steps. Continued sunshine without sufficient rain can turn a rain forest into a desert; so maybe sunny weather is not always the best weather. Vulnerability and Impact All Los Angeles Unified School District facilities are vulnerable to the affects of drought in that their landscaping and playing fields would be adversely affected from water shortages and heat. The impact of the affects of a catastrophic drought is estimated at 16% of LAUSD assets. Transportation Loss Transportation disruption and loss in Los Angeles County have the potential for catastrophic consequences on the populace as well as LAUSD. The area s heavy reliance on conveyances is a major factor in economic stability and survival during emergencies. Los Angeles County s transportation corridor interconnections link all parts of the county to neighboring jurisdictions and their stability and dependability is necessary to assure population health and welfare in an emergency. A catastrophic loss or extended disruption in any transportation form serving the area could have severe and long-lasting impacts on the area s economy and health. EMERGENCY OPERATIONS PLAN (2010) 170

172 LOW RISK Priority Hazards Dam Failure There are a total of 103 dams in Los Angeles County, owned by 23 agencies or organizations, ranging from the Federal government to Home Owner Associations. These dams hold billions of gallons of water in reservoirs. Releases of water from the major reservoirs are designed to protect Southern California from flood waters and to store domestic water. Seismic activity can compromise the dam structures, and the resultant flooding could cause catastrophic flooding. Following the 1971 Sylmar earthquake the Lower Van Norman Dam showed signs of structural compromise, and tens of thousands of persons had to be evacuated until the dam could be drained. The dam has never been refilled. LAUSD facilities are located in such a way that damage from a catastrophic dam failure would be negligible. Dam Failure is therefore deemed to be a low risk for LAUSD. Civil Unrest Civil disturbances can occur almost anywhere. However, the most significant ones in California have historically taken place in large urban centers. Deaths and injuries occurred to individuals who were in or around the disturbances while they were happening. Damage was caused by thrown objects, fires, and looting. Tsunami A tsunami is a series of long waves generated by any sudden displacement of a large volume of water. Tsunamis are triggered by submarine earthquakes, submarine volcanic eruptions, underwater landslides or slumps of large volumes of earth, meteor impacts, and even onshore slope failures that fall into the ocean or a bay. Tsunami waves can propagate as a series of long waves across entire ocean basins. The hazard can last for many hours as the tsunami passes, and waves may resonate in some harbors and bays for days after the initial strike. There are no LAUSD facilities in or near areas that have been identified to be vulnerable to the affects of a tsunami. Explosion An explosion is a rapid release of stored energy characterized by a bright flash and an audible blast. Part of the energy is released as thermal radiation (flash); and part is coupled into the air as airblast and into the soil (ground) as ground shock, both as radially expanding shock waves. Even though an explosion on or near a school site could potentially be catastrophic, the hazard is very much isolated, and, because of school locations being far from the proximity of known explosion hazards, the risk to LAUSD is deemed to be low. EMERGENCY OPERATIONS PLAN (2010) 171

173 Special Events Large crowds, gathered for special events, represent disaster hazards in the following ways: Viable targets for a terrorists Concentration of people in a relatively small, enclosed area during earthquakes Site for mass casualties in the event of an aviation disaster Challenge to egress in the event of a large fire elevating the risk of mass casualties Depending on the event, could be prone to civil disobedience or riots The kinds of special events held at school facilities are deemed to of low risk and pose no catastrophic hazard. Volcano A volcano is a mountain that is built up by an accumulation of lava, ash flows, and airborne ash and dust. When pressure from gases and the molten rock within the volcano becomes strong enough to cause an explosion, volcanic eruptions occur. Vulnerability and Impact No active volcanoes are in Los Angeles County. No historical record of this hazard is available for the region. EMERGENCY OPERATIONS PLAN (2010) 172

174 Plan Maintenance Maintenance The Los Angeles Unified School District is designed for efficient update and additions. The responsibility of maintaining the document is assigned to the District Office of Environmental Health and Safety who will conduct a thorough review of the plan annually: Updates shall be distributed every year as needed or when there are significant changes. This Plan is a management tool. It supports, and is integrated with site operations. The Sections of the Plan addressing site procedures can be easily updated with minor modifications when there are changes to the LAUSD organization, systems and/or new functional positions are added. It does not need to be updated every time site procedures change. Individuals with emergency assignments are to review their procedures and related information after every EOC activation, either simulated in drills or as an actual response. Individual Checklists are to be revised as needed. Additionally, individual users are encouraged to add supplemental materials to their sections for a complete response ready Plan. The Checklists are designed to be used as worksheets. New and revised Checklists can be reprinted after each activation. If additional pages are added, new pages can include the letters A, B, C, etc., respectively after the last page of the Checklists and inserted into an existing document instead of renumbering an entire section. It is not necessary to reprint the entire document each time it is updated. The footer date should always be kept current and can include the word Revised to indicate the update. EMERGENCY OPERATIONS PLAN (2010) 173

175 Chapter 6 Glossary of Terms & Acronyms Terms Aerial Reconnaissance: An aerial assessment of the damaged area that includes gathering information on the level and extent of damage and identifying potential hazardous areas for on-site inspections. Aerosol: Fine liquid or solid particles suspended in a gas, for example, fog or smoke. All Hazards: Refers to a policy or program that is designed to deal with a variety of natural and technological hazards. Annex: A document that supplements the, which provides further planning information for a specific aspect of emergency management. Appendix: A separate portion of the that contains guidance and information specific to actions required in emergency management. Biological Agents: Living organisms or the materials derived from them that cause disease in or harm to humans, animals, or plants or cause deterioration of material. Biological agents may be used as liquid droplets, aerosols, or dry powders. Chemical Agent: A chemical substance that is intended to kill, seriously injure, or incapacitate people through physiological effects. Generally separated by severity of effect: lethal, blister, and incapacitating. Comprehensive Emergency Management Plan: A document required by state regulation that consists of a Basic Plan, Appendices, Supplemental Annexes, and Standard Operating Procedures for the purpose of providing effective mitigation, response to and recovery from disasters. Consequence Management: Measures to protect public health and safety, restore essential government services, and provide emergency relief to governments, businesses, and individuals affected by the consequences of terrorism. State and local governments exercise primary authority to respond to the consequences of terrorism. (Source: FRP Terrorism Incident Annex, page TI-2, April 1999). The Federal Emergency Management Agency (FEMA) has been designated the Lead Federal Agency (LFA) for consequence management to ensure that the Federal Response Plan is adequate to respond to terrorism. Additionally, FEMA supports the Federal Bureau of Investigation (FBI) in crisis management. Continuity of Government: Includes measures to ensure continued leadership and preservation of vital records, thereby maintaining a viable system of government supported by law; establish emergency authorities legally vested in government leaders so that they have prescribed powers to act; ensure survivability of mechanisms and systems for direction and control so that actions directed by leaders can be communicated and coordinated; sustain essential emergency services and resources so that critical response and recovery actions can achieve widest possible implementation. EMERGENCY OPERATIONS PLAN (2010) 174

176 Crisis Management: This is the law enforcement aspect of an incident that involves measures to identify, acquire, and plan the resources needed to anticipate, prevent, and/or resolve a threat of terrorism. The FBI is the LFA for crisis management for such an incident. (Source: FBI) During crisis management, the FBI coordinates closely with local law enforcement authorities to provide successful law enforcement resolution to the incident. The FBI also coordinates with other Federal authorities, including FEMA. (Source: FRP Terrorism Incident Annex, April 1999) Damage Assessment: The appraisal or determination of the actual damage resulting from a disaster. Decontamination: The process of making people, objects, or areas safe by absorbing, destroying, neutralizing, making harmless, or removing the HazMat. Disaster: The occurrence or imminent threat of widespread or severe damage, injury or loss of life or property resulting from any natural or manmade cause including fire, flood, earthquake, air contamination, blight, drought, infestation, explosion, riot, hostile military or paramilitary action, other public calamity requiring emergency action. Disaster Assistance Center: A location established in a disaster area that houses all federal, state, and local agencies that deal directly with the needs of the individual victim. DACs are established only after a Presidential Declaration. Disaster Declaration: A document executed by an elected government for the purpose of obtaining assistance from a higher level of government. Disaster Service Workers: All public employees in California are subject to such emergency or disaster activities as may be assigned by their supervisors or by law. Drill: A supervised instruction period aimed at testing, developing, and maintaining skills in a particular operation. A drill is often a component of an exercise. Drop Cover, and Hold: Shelter position under tables or desks or other protected places away from overhead fixtures, windows, high cabinets, and bookcases, for immediate individual protection during an emergency. Emergency: An event, the effects of which cause loss of life, human suffering, property damage (both public and private), and severe economic and social disruption. Emergency Alert System: A program of the Federal Communications Commission (FCC) to coordinate the dissemination of emergency information via commercial broadcasters. Emergency Coordinator: A position called for in the Emergency Organization to carry out emergency management functions on a day-to-day basis at the local level. Emergency Manager: A position called for in the Emergency Organization to oversee the implementation of the City of Dublin Comprehensive Emergency Management Plan at the local level. Emergency Operations Center: A centralized location where individuals responsible for responding to a large scale emergency can have immediate communication with each other and with City management for the purpose of enhancing coordination in exercising direction and control of emergency response and recovery efforts. Emergency Organization: Organization to direct and control operations of the City during a period of emergency with assigned responsibilities and tasks for planning, response, and recovery in emergency situations. EMERGENCY OPERATIONS PLAN (2010) 175

177 Emergency Powers: Special authority granted to a chief local official during times of emergency. The State delegates emergency powers to designated local officials through an executive order. Federal Response Plan (FRP): The FRP establishes a process and structure for the systematic, coordinated, and effective delivery of Federal assistance to address the consequences of any major disaster or emergency declared under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended (42 U.S. Code [USC], et seq.). The FRP Terrorism Incident Annex defines the organizational structures used to coordinate crisis management with consequence management. (Source: FRP Terrorism Incident Annex, April 1999) Lead Agency: The Federal department or agency assigned lead responsibility under U.S. law to manage and coordinate the Federal response in a specific functional area. The FBI is the lead agency for crisis management and FEMA is the lead agency for consequence management. Lead agencies support the overall Lead Federal Agency (LFA) during all phases of the response. Lead Federal Agency (LFA): The agency designated by the President to lead and coordinate the overall Federal response is referred to as the LFA and is determined by the type of emergency. In general, an LFA establishes operational structures and procedures to assemble and work with agencies providing direct support to the LFA in order to provide an initial assessment of the situation, develop an action plan, monitor and update operational priorities, and ensure each agency exercises its concurrent and distinct authorities under U.S. law and supports the LFA in carrying out the President s relevant policy. Specific responsibilities of an LFA vary according to the agency s unique statutory authorities. Level I Emergency: Minor to moderate emergency, such as major power outage, bomb threat, air pollution alert, isolated fire, or minor earthquake (no injuries or significant damage). Level II Emergency: Moderate to severe emergency, such as major fire, moderate earthquake, bomb explosion (with injuries and/or structural damage). Level III Emergency: Major emergency or disaster, such as a major earthquake or nuclear explosion. Local Emergency Responder: Safety services provided by outside agencies, such as police, fire, medical or rescue services. Mitigation: Those actions (including threat and vulnerability assessments) taken to reduce the exposure to and detrimental effects of a WMD incident. Mitigation Phase: Phase of emergency management for site-specific action to minimize hazards and reduce the potential for injury or damage in an emergency. Non-persistent Agent: An agent that, upon release, loses its ability to cause casualties after 10 to 15 minutes. It has a high evaporation rate, is lighter than air, and will disperse rapidly. It is considered to be a short-term hazard; however, in small, unventilated areas, the agent will be more persistent. Persistent Agent: An agent that, upon release, retains its casualty-producing effects for an extended period of time, usually anywhere from 30 minutes to several days. A persistent agent usually has a low evaporation rate and its vapor is heavier than air; therefore, its vapor cloud tends to hug the ground. It is considered to be a long-term hazard. Although inhalation hazards are still a concern, extreme caution should be taken to avoid skin contact as well. Plume: Airborne material spreading from a particular source; the dispersal of particles, gases, vapors, and aerosols into the atmosphere. EMERGENCY OPERATIONS PLAN (2010) 176

178 Preparation (Preparedness) Phase: Phase of emergency management for employee in-service training in emergency responsibilities, such as prevention of injuries and property damage, first-aid and other response and rescue operations, and for acquisition of adequate supplies and equipment required to respond to an emergency. Radiation: High-energy particles or gamma rays that are emitted by an atom as the substance undergoes radioactive decay. Particles can be either charged alpha or beta particles or neutral neutron or gamma rays. Recovery Phase: Phase of emergency management for the initiation of short-range and long-range recovery plans at each effected site to return to normal operations following an emergency. Response Phase: Phase of emergency management in which all employees take appropriate steps in an emergency situation to put the emergency plan into action. Terrorism: The unlawful use of force or violence against persons or property to intimidate or coerce a government, the civilian population, or any segment thereof, in furtherance of political or social objectives. Domestic terrorism involves groups or individuals who are based and operate entirely within the United States and U.S. territories without foreign direction and whose acts are directed at elements of the U.S. government or population. Toxicity: A measure of the harmful effects produced by a given amount of a toxin on a living organism. Weapons-Grade Material: Nuclear material considered most suitable for a nuclear weapon. It usually connotes uranium enriched to above 90 percent uranium-235 or plutonium with greater than about 90 percent plutonium-239. Weapons of Mass Destruction: Any explosive, incendiary, or poison gas, bomb, grenade, rocket having a propellant charge of more than 4 ounces, or a missile having an explosive incendiary charge of more than 0.25 ounce, or mine or device similar to the above; poison gas; weapon involving a disease organism; or weapon that is designed to release radiation or radioactivity at a level dangerous to human life. (Source: 18 USC 2332a as referenced in 18 USC 921) EMERGENCY OPERATIONS PLAN (2010) 177

179 Acronyms AFB AMS ANSIR ARAC ARG ARS ATC Air Force Base Aerial Measuring System Awareness of National Security Issues and Response Program Atmospheric Release Advisory Capability Accident Response Group Agriculture/Research Service Air Traffic Control ATSD(CS) Assistant to the Secretary of Defense for Civil Support BDC Bomb Data Center CBIAC CBRNE CDC CDRG CEPPO CERCLA Chemical and Biological Defense Information and Analysis Center Chemical, Biological, Radiological, Nuclear Material, or High-Yield Explosive Centers for Disease Control and Prevention Catastrophic Disaster Response Group Chemical Emergency Preparedness and Prevention Office Comprehensive Environmental Response, Compensation, and Liability Act CHEMTREC Chemical Transportation Emergency Center CHPPM CIRG CJCS CM CMU CRU Center for Health Promotion and Preventive Medicine Crisis Incident Response Group Chairman of the Joint Chiefs of Staff Consequence Management Crisis Management Unit (CIRG) Crisis Response Unit EMERGENCY OPERATIONS PLAN (2010) 178

180 CSREES CST CW/CBD Cooperative State Research, Education and Extension Service Civil Support Teams Chemical Warfare/Contraband Detection DAC DEST DFO DHS DMAT DMCR DMORT DOC DoD DOE DOJ DPP DPW DSR DTCTPS DTIC Disaster Assistance Center Domestic Emergency Support Team Disaster Field Office Department of Homeland Security Disaster Medical Assistance Team Disaster Management Central Resource Disaster Mortuary Operational Response Team Departmental Operations Center Department of Defense Department of Energy Department of Justice Domestic Preparedness Program Department of Public Works Damage Survey Report Domestic Terrorism/Counter Terrorism Planning Section (FBI HQ) Defense Technical Information Center EAS EM EMI EMS EOC EOP Emergency Alert System Emergency Management Emergency Management Institute Emergency Medical Services Emergency Operations Center EMERGENCY OPERATIONS PLAN (2010) 179

181 EPA EPCRA ERT ERT-A ERTU ESF EST EU Environmental Protection Agency Emergency Planning and Community Right-to Know Act Emergency Response Team (FBI) Emergency Response Team Advance Element Evidence Response Team Unit Emergency Support Function Emergency Support Team Explosives Unit FBI FEMA FEST FNS FOC FRERP FRMAC FRP FS Federal Bureau of Investigation Federal Emergency Management Agency Foreign Emergency Support Team Food and Nutrition Service Field Operations Center Federal Radiological Emergency Response Plan Federal Radiological Monitoring and Assessment Center Federal Response Plan Forest Service HazMat HHS HMRU HQ HRT HTIS Hazardous Materials Department of Health and Human Services Hazardous Materials Response Unit Headquarters Hostage Rescue Team (CIRG) Hazardous Technical Information Services (DoD) IC Incident Commander EMERGENCY OPERATIONS PLAN (2010) 180

182 ICS IND Incident Command System Improvised Nuclear Device JIC JOC JTF-CS Joint Information Center Joint Operations Center Joint Task Force for Civil Support LACO LACOE LAUSD LEPC LFA Los Angeles County Los Angeles County Office of Education Los Angeles Unified School District Local Emergency Planning Committee Lead Federal Agency MEDCOM Medical Command MMRS MOA MSCA Metropolitan Medical Response System Memorandum of Agreement Military Support to Civil Authorities NAP NBC NCP NDMS NDPO NEST NETC NFA NMRT Nuclear Assessment Program Nuclear, Biological, and Chemical National Oil and Hazardous Substances Pollution Contingency Plan National Disaster Medical System National Domestic Preparedness Office Nuclear Emergency Search Team National Emergency Training Center National Fire Academy National Medical Response Team EMERGENCY OPERATIONS PLAN (2010) 181

183 NRC NRT NSC NTIS Nuclear Regulatory Commission National Response Team National Security Council National Technical Information Service OES OFCM OIG OP AREA OSC OSLDPS Office of Emergency Services Office of the Federal Coordinator for Meteorology Office of the Inspector General (USDA) Operational Area On-Scene Commander Office for State and Local Domestic Preparedness Support PDD PHS POC PT Presidential Decision Directive Public Health Service Point of Contact Preparedness, Training, and Exercises Directorate (FEMA) R&D Research and Development R.A.C.E.S. Radio Amateur Community Emergency Service RAP RCRA RDD REAC/TS ROC RRIS RRT Radiological Assistance Program Research Conservation and Recovery Act Radiological Dispersal Device Radiation Emergency Assistance Center/Training Site Regional Operations Center Rapid Response Information System (FEMA) Regional Response Team EMERGENCY OPERATIONS PLAN (2010) 182

184 SAC SARA SBCCOM SCBA SEB SERC SIOC SLG Special Agent in Charge (FBI) Superfund Amendments and Reauthorization Act Soldier and Biological Chemical Command (U.S. Army) Self-Contained Breathing Apparatus State Emergency Board State Emergency Response Commission Strategic Information and Operations Center (FBI HQ) State and Local Guide TERC TIP TRIS Tribal Emergency Response Commission Terrorist Incident Plan Toxic Release Inventory System UC UCS USC USDA USFA Unified Command Unified Command System U.S. Code U.S. Department of Agriculture U.S. Fire Administration VA Department of Veterans Affairs WMD Weapons of Mass Destruction WMD-CST WMD Civil Support Team EMERGENCY OPERATIONS PLAN (2010) 183