Emergency Operations Plan 2009 1 INTRODUCTION PAGE NO

emergency operations plan 2009 1 : introduction page no. acknowledgments intro - 4 introdu

Emergency Operations Plan
2009


1
: INTRODUCTION
PAGE NO.
Acknowledgments Intro - 4
Introduction Intro - 5
Foreword Intro - 5
Assumptions Intro - 5
Concept of Operations Intro - 5
Organization of Emergency Operations Plan Intro - 6
Activation of Emergency Operations Plan Intro - 6
Approval and Promulgation Intro - 6
Maintenance of Emergency Operations Plan Intro - 7
Record of Revisions Intro - 8
Distribution List Intro - 9
Department/Agency Concurrence Intro -10
2: PART ONE - BASIC PLAN
Purpose Part One-1
Scope Part One-1
Authorities and References Part One-1
Emergency Awareness and Education Part One-2
ADA Considerations Part One-3
Training and Exercises Part One-3
Standardized Emergency Management System Part One-3
National Incident Management System Part One-5
California Lutheran University Emergency Management Organization Part
One-6
Emergency Response Concept of Operations Part One-9
California Lutheran University’s EOC Part One-10
California Lutheran University’s EOC Activation Policy Part One-10
Mutual Aid Part One-11
Threat Summary Part One-12
Acronyms, Abbreviations and Glossary of Terms Part One-20
3: PART TWO – EMERGENCY ORGANIZATION FUNCTIONS
Emergency Organization Functions Part Two-1
Response Priorities Part Two-2
CLU Emergency Response Organization – Diagram Part Two-6
Policy Group Part Two-7
Common EOC Responsibilities Part Two-8
Management Section Part Two-10
EOC Director Part Two-11
Public Information Officer Part Two-14
Liaison Officer Part Two-17
Operations Section Part Two-18
Operations Section Coordinator Part Two-20
Hazard Control Branch Part Two-24
Fire Suppression Group Part Two-26
Haz Mat Group Part Two-28
Utilities Group Part Two-31
Building and Safety Group Part Two-33
Safety/Security Branch Part Two-35
Search/Rescue Branch Part Two-37
Medical/Health Branch Part Two-39
Care/Shelter Branch Part Two-42
Planning/Intelligence Section Part Two-45
Planning/Intelligence Section Coordinator Part Two-47
Resources Unit Part Two-51
Situation Status Unit Part Two-52
Documentation Unit Part Two-54
Damage Assessment Unit Part Two-56
Advance Planning Unit Part Two-57
Recovery Planning Unit Part Two-58
Logistics Section Part Two-59
Logistics Section Coordinator Part Two-60
Communications Unit Part Two-64
Supply Unit Part Two-66
Personnel Unit Part Two-69
Facilities Unit Part Two-71
Transportation Unit Part Two-73
Finance/Administration Section Part Two-75
Finance/Administration Section Coordinator Part Two-76
Time Unit Part Two-79
Cost Recovery Unit Part Two-81
Compensation/Claims Unit Part Two-83
4: PART TWO – SUPPORTING DOCUMENTATION BY POSITION
5: APPENDIX- (Restricted Use Document)
CLU EOC Notification List……………………………………….………………...Appendix -2
EOC Organization Chart with names………………….…………………………Appendix -5
Other Essential Contacts Notification List……………….………………………Appendix -6
CLU EOC Phone Numbers/Satellite Phones……………….…………………..Appendix - 6
Campus Safety and Security Contacts………………………………………….Appendix - 7
Campus Residence Life Contacts……………………………………………….Appendix - 8
Policy and Planning Team Contacts…………………………………………….Appendix - 9
Emergency Operation Team Contacts………………………………………….Appendix - 9
Building Evacuation Locations…………………………………………………..Appendix -11
Building Emergency Wardens…………………………………..………………Appendix -13
EOC Set-Up Procedures……………………………………..………………….Appendix -16
EAS Activation Procedures………………………………………………………Appendix -17
Emergency Notification System ………………………………………………..Appendix - 19
Resource Directory(U/C)……………………………………………...………….Appendix -20
Suggested EOC Supplies and Equipment…………………………...……Appendix - 20
Food/Water Supplies (U/C)
Medical Supplies (U/C)
Search and Rescue Supplies (U/C)
Radios (U/C)
Flashlights (U/C)
Generators (U/C)
ACKNOWLEDGMENTS
This plan is prepared and edited by Wendy Haddock Milligan of Terra
Firma Enterprises and Fred Miller, Director of Campus Public Safety
with California Lutheran University. The following vital documents
were used as reference information in compiling this plan:
*
FEMA CPG 101: “Developing and Maintaining State, Territorial,
Tribal, and Local Government Emergency Plans", March 2009
*
U.S. Department of Education, “Action Guide for Emergency
Management at Institutions of Higher Education”, 2009
*
OES: “Emergency Planning Guidance for Local Government”, January
1999
*
OES: “SEMS Guidelines”, 2006
*
OES, “California Implementation Guidelines for the National
Incident Management System”, April 2006
*
California Lutheran University: “Emergency Operations Plan”,
November 2007
*
Ventura County Sheriff’s Office of Emergency Services: “SEMS/NIMS
Multihazard Functional Plan”, 2006
*
Ventura County Sheriff’s Office of Emergency Services: “Multi-Jurisdictional
Hazard Mitigation Plan for Ventura County”, California, 2004
*
City of Thousand Oaks, “Emergency Operations Plan”, 2008
The recommendations and suggestions included in this plan are intended
to improve emergency preparedness, response and recovery and to
satisfy the Standardized Emergency Management System requirements as
presented in Title 19 of the California Code of Regulations and the
National Incident Management System as presented in Homeland Security
Presidential Directive – 5. Although Terra Firma Enterprises stands by
the quality of its products, it is understood that disaster
preparedness is not an exact science, and this Emergency Operations
Plan does not guarantee the safety of any individual, structure, or
organization in a disaster. Terra Firma Enterprises assumes no
liability for deaths, injuries, or property damage resulting from a
disaster.
INTRODUCTION
FOREWORD
This Emergency Operations Plan (EOP) addresses the California Lutheran
University’s planned response to extraordinary emergency situations
associated with natural disasters, technological incidents, and
national security emergencies. The plan does not address normal
day-to-day emergencies or the well established and routine procedures
used in coping with such emergencies. Instead, the operational
concepts reflected in this plan focus on potential large-scale
disasters that can generate unique situations requiring unusual
emergency responses.
This plan is a preparedness document—designed to be read, understood,
and exercised prior to an emergency. It is designed to include the
California Lutheran University (CLU) as part of the California
Standardized Emergency Management System (SEMS) and the National
Incident Management System (NIMS).
This plan provides basic planning information. University departments
must prepare standard operating procedures and, in some cases, more
detailed checklists that will describe their internal operations under
emergency conditions.
ASSUMPTIONS:
*
The University is primarily responsible for emergency actions and
will commit all available resources to save lives, minimize injury
to students and staff, and minimize damage to property.
*
The University will utilize SEMS and NIMS in emergency response
operations.
*
CLU’s emergency organization is made up of two teams: The Policy
Group which is headed up by the CLU President and the Emergency
Operations Team led by the CLU Associate Vice President of
Planning and Operations or designee.
*
The University will participate in the Ventura County Operational
Area.
*
The resources of the University will be made available, as
appropriate, to support City and County emergency response
activities.
*
The University will commit its resources to a reasonable degree
before requesting mutual aid assistance.
CONCEPT OF OPERATIONS
This plan provides the organized management system for CLU’s response
and recovery to emergencies/disasters. It is designed as a flexible
system in which part or the entire plan may be activated, as
appropriate to the situation. It is based on a worst-case scenario and
provides for the critical functions and roles of the University during
response and recovery activities.
Response and recovery operations will be managed using the Incident
Command System (ICS) and will be consistent with both the Standardized
Emergency Management System (SEMS) and the National Incident
Management System (NIMS).
EMERGENCY MANAGEMENT GOALS:
*
Provide for the safety, health, and welfare of members of the CLU
community and the public.
*
Preserve property and provide safe occupation of buildings owned
by CLU.
*
Restoration of general campus operations.
*
Cooperate with the City of Thousand Oaks and the Ventura County
Sheriff’s Office of Emergency Services to support emergency
response activities within the Ventura County Operational Area.
ORGANIZATION OF THE EMERGENCY OPERATIONS PLANS (EOP):
*
Part One - Basic Plan. Overall organizational and operational
concepts relative to response and recovery, as well as an overview
of potential hazards. Intended audience—EOC Management Team.
*
Part Two - Emergency Response Organization Functions. Description
of the emergency response organization and emergency action
checklists and reference material. Intended audience—EOC staff.
*
Appendix – A restricted-use document - contains the
emergency/disaster organization’s notification numbers and other
essential numbers. Intended audience—EOC staff.
ACTIVATION OF THE EOP:
*
On the order of President of the University, or in his/her absence
the highest-ranking member of the Administrative Chain of command
available at the time, or the EOC Director upon the existence or
threatened existence of an emergency situation on or near the
campus.
*
When the Sheriff or Board of Supervisors has proclaimed a Local
State of Emergency in an area including the University.
*
When Thousand Oaks City Manager of City Council has proclaimed a
Local State of Emergency and the University is affected.
*
When the Governor has declared a State of Emergency and the
University is affected.
*
Automatically on the proclamation of a State of War Emergency as
defined in California Emergency Services Act (Chapter 7, Division
1, Title 2, California Government Code).
*
A Presidential declaration of a National Emergency.
APPROVAL AND PROMULGATION:
The EOP will be reviewed and approved by the members of the Emergency
Operation Team selected by the Associate Vice President Planning and
Operations before submitting the Plan to the President’s Cabinet to
adopt and promulgate the Plan.
MAINTENANCE OF EOP:
The EOP will be reviewed annually to ensure that plan elements are
valid and current. Each responsible department will review and upgrade
its portion of the EOP and/or modify its SOP as required based on
identified deficiencies experienced in drills, exercises or actual
occurrences. Changes in CLU structure and emergency response
organizations will also be considered in the EOP revisions. Director
of Campus Public Safety is responsible for making revisions to the EOP
to enhance the conduct of response and recovery operations and will
prepare, coordinate, publish and distribute any necessary changes to
the plan to all entities identified on the distribution list on page 8
of this EOP.
RECORD OF REVISIONS
Date
Section
Page Numbers
Entered By
DISTRIBUTION LIST
DEPARTMENTS/AGENCIES RECEIVING
COPIES OF THE EOP: NO. OF COPIES
Ventura County Operational Area - Ventura County Sheriff’s OES
1
City of Thousand Oaks – Emergency Services Coordinator
1
CLU President
1
CLU Vice Presidents
4
CLU Provost
1
Controller
1
Associate Vice President Planning and Operations
1
CLU Department Directors
19
Deans/Associate Deans
8
EOC STAFF MEMBERS
DEPARTMENT/AGENCY CONCURRENCE
(Plan Concurrence)
DEPARTMENT/
ORGANIZATION
REPRESENTATIVE
TITLE
University President
Chris Kimball
President
Public Safety
Fred Miller
Director of Campus Public Safety
Operations and Planning
Ryan Van Ommeren
Assoc. V.P. of Planning and Operations
Facility Management
Mark Jacobson
Director of Facilities
Health Services
Kerri Lauchner
Director of Health Services
Auxiliary and Campus Services
Dan Slattery
Director of Conferences and Events
Student Life
Melinda Roper
Director of Student Life
Information Technology
Zareh Marselian
Sr. Dir of Technical Services
Administration and Finance
Karen Davis
V.P. Administration and Finance
Budget and Planning
Cathy Alexander
Institutional Research Officer
Business Office
Tom Marsh
Controller
Human Resources
Susan Tolle
Director of Human Resources
KCLU
Mary Olson
General Manager
Ventura County Sheriff’s OES
Laura Hernandez
Assistant Director of Emergency Services
PART ONE - BASIC PLAN
PURPOSE
The purpose of the California Lutheran University’s (CLU) Emergency
Operations Plan (EOP) is to establish policies, procedures, and an
organizational structure for response to major emergencies occurring
on campus. The Basic Plan addresses the University’s planned response
and recovery to emergencies associated with natural disasters and
technological incidents. The Plan incorporates operating procedures
from the Incident Command System (ICS), the Standardized Emergency
Management System (SEMS) and the National Incident Management System
(NIMS). CLU has established this plan to address the immediate
requirements for a major disaster or emergency in which normal
operations are interrupted and special measures must be taken to:
*
Save and protect the lives of students, employees, and the public.
*
Manage immediate communications and information regarding
emergency response operations and campus safety.
*
Provide essential services and operations.
*
Provide and analyze information to support decision-making and
action plans.
*
Manage University resources effectively in the emergency response.
SCOPE
This Emergency Operations Plan (EOP):
*
Defines the scope of preparedness and incident management
activities.
*
Describes the organizational structures, roles and
responsibilities, policies and protocols for providing emergency
support.
*
Facilitates response and short-term recovery activities and is
flexible enough for use in all emergencies/disasters.
*
Pre-designates functional area representatives to the Incident
Command or Unified Command whenever possible to facilitate
responsive and collaborative incident management.
AUTHORITIES AND REFERENCES
Disaster response and recovery operations will be conducted as
outlined in Concept of Operations, and in accordance with the enabling
legislation, plans, and agreements listed:
Authorities
Federal
*
Robert T. Stafford Disaster Relief and Emergency Assistance Act of
1988, Public Law 93‑288, as amended
*
Homeland Security Presidential Directive #5, February 28, 2003
*
Homeland Security Presidential Directive #8, December 17, 2005
State
*
California Code of Regulations, Title 8, Sections 3220 and 3221,
Emergency Action Plan (Public and Private Colleges and
Universities)
*
California Emergency Services Act, Ch. 7 of Div. 1 of Title 2 of
the Gov. Code
*
Executive Order S-2-05, National Incident Management System
Integration into the State of California
*
Standardized Emergency Management System (SEMS) Regulations
Local
*
Ventura County Ordinance No. 2538 pertaining to public emergency
adopted January 18, 1972
*
Ventura County Operational Area Organization Agreement adopted
November 21, 1995
References
Federal
*
FEMA CPG 101: “Developing and Maintaining State, Territorial,
Tribal, and Local Government Emergency Plans", March 2009
*
U.S. Department of Education, “Action Guide for Emergency
Management at Institutions of Higher Education”, 2009
*
U.S. Department of Homeland Security, “National Response
Framework” , 2008
State
*
OES: “Emergency Planning Guidance for Local Government”, January
1999
*
OES: “Earthquake Preparedness 101: Planning Guidelines for
Colleges and Universities”, September 1992
*
OES: “SEMS Guidelines”, 2006
*
OES, “California Implementation Guidelines for the National
Incident Management System”, April 2006
*
OES, “California Emergency Plan”, 2008
*
Standardized Emergency Management System (SEMS) Guidelines
*
Emergency Planning Guidance for Local Government, 1998, State OES
*
Guide for All-Hazards Emergency Operations Planning, State and
Local Guide
Local
*
Ventura County, “Multihazard Functional Plan”, adopted July,
2006
*
Ventura County, “Hazard Mitigation Plan”, 2005
*
City of Thousand Oaks, “Emergency Operations Plan”, 2008
EMERGENCY AWARENESS AND EDUCATION
The staff and students response to any emergency/disaster is based on
an understanding of the nature of the emergency/disaster, the
potential hazards, the likely response of emergency services and
knowledge of what individuals and groups should do to increase their
chances of survival and recovery.
The University incorporates pre-disaster awareness and education
programs into student and staff orientations. These programs are equal
in importance to all other preparations for emergencies and receive an
adequate level of planning.
ADA CONSIDERATIONS
Emergency preparedness and response programs must be made accessible
to people with disabilities and is required by the Americans with
Disabilities Act or 1990 (ADA). Disabilities would include but not be
limited to mobility, vision, hearing, cognitive disorders, mental
illnesses and language barriers.
Included in the University’s planning efforts for those with
disabilities are notification and warning procedures, evacuation
considerations, emergency transportation issues, sheltering
requirements, accessibility to medications, refrigeration and back-up
power, accessibility to mobility devices or service animals while in
transit or at shelter and accessibility to information.
TRAINING AND EXERCISES
The University’s emergency management organization conducts regular
training and exercising of University staff in the use of this plan
and other specific training as required for compliance with both SEMS
and NIMS. The Director of Campus Public Safety is responsible for
coordinating, scheduling and documenting the training and exercises
Training includes classroom instruction and drills. All staff who may
participate in emergency response in the EOC or at the field level
receives appropriate SEMS/NIMS/ICS training in accordance with
California Emergency Management Agency’s (CalEMA) Approved Course of
Instruction for specific SEMS/NIMS/ICS classes and target audiences.
The University regularly participates in exercises to maintain the
readiness of operational procedures. These exercises provide personnel
with an opportunity to become thoroughly familiar with the procedures,
facilities and systems which will be used in a disaster. Annual
exercises are required by both SEMS and NIMS.
STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS)
The Standardized Emergency Management System (SEMS) is the system
required by Government Code Section 8607(a) for managing emergencies
involving multiple jurisdictions and agencies. The law stipulates that
all state agencies must use SEMS in responding to emergencies
involving multiple jurisdictions or multiple agencies. Local
governments must use SEMS in responding to emergencies involving
multiple jurisdictions or multiple agencies in order to be eligible
for state funding of response-related personnel costs. Although not
required, CLU has adopted SEMS for managing response to multi-agency
and multi-jurisdiction emergencies and to facilitate communications
and coordination between all levels of the system and among all
responding agencies.
SEMS incorporates the use of the Incident Command System (ICS), the
Master Mutual Aid Agreement and existing mutual aid systems, the
Operational Area Concept, and multi-agency or inter-agency
coordination.
SEMS provides for a five level emergency response organization,
activated as needed, to provide an effective response to multi-agency
and multi-jurisdiction emergencies. SEMS allows the response to shrink
and grow as the incident evolves. Only the levels needed to respond
are activated. Each level utilizes the same Incident Command System.
Field level: commands emergency response personnel and resources to
carry out tactical decisions and activities in direct response to an
incident or threat. CLU’s emergency response would reflect SEMS at
this field level.
Local level: manages and coordinates the overall emergency response
and recovery activities within their jurisdiction. The City of
Thousand Oaks emergency response would reflect SEMS at this local
level.
Operational area level: manages and coordinates information,
resources, and priorities among local governments and special
districts within the operational area and serves as the coordination
and communication link between the local governmental level and the
regional level. An operational area is the geographical boundaries of
a county. On November 21, 1995, the Ventura County Board of
Supervisors adopted a formal resolution establishing the Ventura
County Operational Area. The Ventura County Sheriff’s Office of
Emergency Services is the lead agency for the Ventura County
Operational Area. County of Ventura Sheriff’s Office of Emergency
Services (OES) would reflect emergency response at the Operational
Area SEMS level.
When the Ventura County Operational Area EOC is activated, the Sheriff
of Ventura County, designated by County Ordinance, is the Operational
Area Coordinator and has the overall responsibility for coordinating
and supporting emergency/disaster operations within the County. The
Operational Area is the focal point for information sharing and
support requests by cities within the County. The Operational Area
Coordinator and supporting staff constitutes the Operational Area
Emergency Management Staff. The Operational Area Staff submits all
requests for support that cannot be obtained within the County, and
other relevant information, to CalEMA Southern Region, Mutual Aid
Region I.
Regional level: manages and coordinates information and resources
among operational areas within the mutual aid region and between
operational areas and the state level. This level along with the state
level coordinates overall state agency support for emergency response
activities. The Regional California Emergency Management Agency
(CalEMA) in Los Alamitos would reflect emergency response at the
Regional SEMS level.
State level: manages state resources in response to the emergency
needs of the other levels, manages and coordinates mutual aid among
the mutual aid regions and between the regional level and state level,
and serves SEMS consists of five levels: field response, local
government, operational areas (countywide), OES Mutual Aid Regions,
and state government. The CalEMA headquarters in Mather, California
would reflect emergency response at the State SEMS level.
Although not required by law to fulfill SEMS, CLU will comply with
SEMS regulations to enhance emergency response operations in Ventura
County and to be eligible for possible state funding of
response-related personnel costs associated with supporting any city
or county emergency response activities.
NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)
In addition to SEMS, CLU recognizes the NIMS and has incorporated the
NIMS concepts into this EOP, training and exercises.
The National Incident Management System (NIMS) is a system that was
mandated by Homeland Security Presidential Directive-5. NIMS provides
a consistent, nationwide approach for Federal, State, local, and
tribal governments; the private sector; and non government
organizations to work effectively and efficiently together to prepare
for, respond to, and recover from domestic incidents, regardless of
cause, size or complexity. To provide for interoperability and
compatibility among Federal, State, local and tribal capabilities, the
NIMS includes a core set of concepts, principles, and terminology.
Homeland Security Presidential Directive- 5 (HCPD) identifies these as
the ICS; multi-agency coordination systems; training; identification
and management of resources; qualification and certification; and the
collection, tracking, and reporting of incident information and
incident resources.
Six major components make up this systems approach:
Command and Management
NIMS standard incident command structures are based on three key
organizational systems:
*
The ICS
*
Multi Agency Coordination Systems
*
Public Information Systems
Preparedness
Effective incident management begins with a host of preparedness
activities conducted on a "steady-state" basis, well in advance of any
potential incident. Preparedness involves an integrated combination of
planning, training, exercises, personnel qualification and
certification standards, equipment acquisition and certification
standards, and publication management processes and activities.
Resource Management
The NIMS defines standardized mechanisms and establishes requirements
for processes to describe, inventory, mobilize, dispatch, track, and
recover resources over the life cycle of an incident.
Communications and Information Management
The NIMS identifies the requirement for a standardized framework for
communications, information management (collection, analysis, and
dissemination), and information- sharing at all levels of incident
management.
Supporting Technologies
Technology and technological systems provide supporting capabilities
essential to implementing and continuously refining the NIMS. These
include voice and data communications systems, information management
systems (i.e., record keeping and resource tracking), and data display
systems. Also included are specialized technologies that facilitate
ongoing operations and incident management activities in situations
that call for unique technology-based capabilities.
Ongoing Management and Maintenance
This component establishes an activity to provide strategic direction
for and oversight of the NIMS, supporting both routine review and the
continuous refinement of the system and its components over the long
term.
NIMS Compliance
The State of California’s NIMS Advisory Committee issued “California
Implementation Guidelines for the National Incident Management System”
to assist state agencies, local governments, tribes and special
districts to incorporate NIMS into already existing programs, plans,
training and exercises. California Lutheran University is following
this document and the U.S. Department of Education’s “Action Guide for
Emergency Management at Institutions of Higher Education” to ensure
NIMS compliance.
CLU’s EMERGENCY MANAGEMENT ORGANIZATION
The California Lutheran University‘s Emergency Management Organization
is comprised of two teams: the Emergency Operations Team (EOT) and the
Policy Group. The Policy Group will be directed by the President while
the EOT will be led by the Emergency Operations Director or designee.
The Policy Group is responsible for:
*
Decisions regarding the University mission and policies
*
Future Institutional direction
*
Academic affairs
*
Economic status
*
Legal responsibilities
*
Institutional responses to the community
The Situation Triage and Assessment Team (STAT) is responsible for:
*
Determining the magnitude of the emergency
*
Coordinate its resolution or,
*
If the emergency continues to develop, activates Level 3 response
(see page 8)
The EOT is responsible for:
*
Determining the scope and impact of the incident
*
Setting priorities for emergency actions
*
Deploying and coordinating resources and equipment
*
Organizing, staffing and operating the Emergency Operations Center
(EOC).
*
Operating communications and warning systems.
*
Providing information and guidance to the students and staff.
*
Maintaining information on the status of resources, services, and
operations.
*
Directing overall operations.
*
Obtaining support for CLU and providing support to the City or
other organizations as required.
*
Identifying and analyzing potential hazards and recommending
appropriate countermeasures.
*
Collecting, evaluating and disseminating damage assessment and
other essential information.
*
Providing status and other reports to the City of Thousand
Oaks and Ventura County Operational Area.
The fully activated CLU Emergency Management Organization is depicted
in Figure 1
F
Field Units will be coordinating and communication with each of the
Branches under the Operations Section. The Incident Command System
will be used in the field.
igure 1: Fully Activated EOC for CLU
EMERGENCY RESPONSE CONCEPT OF OPERATIONS
CLU emergency response and recovery operations will be managed in one
of three modes, depending on the magnitude of the emergency/disaster.
Level 1 is a minor incident that is quickly resolved with internal
resources or limited help. The Office of Campus Public Safety will
maintain normal staffing and reporting protocols. At this operational
level, the environment is monitored for changes.
Level 2 is a more significant emergency that impacts critical
infrastructure, a building, or multiple buildings and that may
potentially affect life safety or mission-critical functions. For
level 2, the Emergency Operations Plan (EOP) is activated, and an
operational subset of a larger emergency management team, the
Situation Triage and Assessment Team (STAT) determines the magnitude
of the emergency and coordinates its resolution or, if the emergency
continues to develop, activates Level 3 response. STAT members are:
Vice President of Finance & Administration, Vice President of Student
Affairs, Vice President of Enrollment Management and Marketing,
Associate Vice President Operations and Planning and Director of
Campus Public Safety. Other senior managers may be alerted, depending
on the nature of the emergency. Normally the STAT convenes in the
field at the emergency site or coordinates via cell phone/radio.
Technical or support staff may assemble to coordinate information. The
STAT may request that some or all emergency operational units be
activated when they are critical service providers, or they are
affected by the event.
Level 3 is a disaster that involves the entire campus and surrounding
community. At Level 3, the EOP is activated, and the entire emergency
management organization across the campus mobilizes.
Ventura County Operational Area
If the Ventura County Operational Area is activated, the Sheriff of
Ventura County, designated by County Ordinance, will function as the
Operational Area Coordinator and will have the overall responsibility
for coordinating and supporting disaster/emergency operations within
the County. The Operational Area will also be the focal point for
information transfer and support requests by cities within the County.
The Operational Area Coordinator and supporting staff will constitute
the Operational Area Emergency Management Staff.
Reporting to the City of Thousand Oaks and Ventura County Operational
Area
CLU reports and notifications are to be made to the Ventura County
Operational Area via the City of Thousand Oaks. When reporting to the
City, request that the information be forwarded to the Ventura County
Operational Area. These reports and notifications include:
*
Activation of CLU’s EOC
*
CLU Status Reports
*
Initial Damage Estimates
*
Incident Reports
CALIFORNIA LUTHERAN UNIVERSITY’S EMERGENCY OPERATIONS CENTER (EOC)
CLU’s primary EOC is located in the Facilities Building. The
Operations Team (Operatons, Planning/Intelligence, Logistics, and
Finance) will meet in the 2nd floor eastside break room (727 square
feet). The Policy Group will meet in the 2nd floor west side
conference room (270 square feet). Ventura County Auxiliary
Communications Services will meet in the office directly outside the 2nd
floor break room.
The alternate EOC is Alumni Hall, room 128. The operations team will
meet in Alumni Hall, room 128. The Policy team will meet in Alumni
Hall room 115.
The first person to arrive at the EOC opens the facility and arranges
the equipment and supplies according to the EOC diagram (Refer to EOC
Diagram in the Appendices).
Supplies to support the EOC personnel and functions are located in the
2nd floor break room at Facilities or in a designated storage area on
the 2nd floor. The supplies and equipment to support a larger response
effort are located in a cargo container behind Conferences and Events
Building on Pioneer.
Emergency power is provided by a propane generator. The emergency fuel
reserve holds 150 gallons and can run 3 days at 50% load. Fuel is
provided by an on call vendor obtained or by Facilities. Power will
provide for lighting panels, selected wall circuits, telephones and
radios. On-site services include kitchen, bathrooms, food and water
supply.
An alternate EOC will be activated only when the primary EOC is
damaged, inaccessible, and/or evacuation of EOC staff members becomes
necessary. The operational capabilities of the alternate EOC will be
similar to those of the primary EOC.
COMMUNICATIONS
Communications are provided in the EOC and include telephone,
satellite phone, cellular phone, fax, computers, amateur radio, video
conferencing, and data.
Communication facilities will be continuously staffed during
disasters/emergencies, either by CLU staff. The Logistics Section is
responsible for communications.
CALIFORNIA LUTHERAN UNIVERSITY EOC ACTIVATION POLICY
This plan is activated whenever emergency conditions exist in which
normal operations cannot be performed and immediate action is required
to:
*
Save and protect lives
*
Coordinate communications
*
Prevent damage to the environment, systems and property
*
Provide essential services
*
Temporarily assign University staff to perform emergency work
*
Invoke emergency authorization to procure and allocate resources
*
Activate and staff the Emergency Operations Center (EOC)
The City of Thousand Oaks and the Ventura County Operational Area
should be notified when CLU’s EOC is activated.
Who Can Activate:
The President of the University, or in his/her absence the
highest-ranking member of the Administrative Chain of Command
available at the time, will be responsible for activating the EOC and
notifying the Emergency Operations Center Director (EOCD) to activate
the EOP.
How to Activate:
Campus Public Safety (CPS) probably will be the first to know and/or
respond to a possible emergency or disaster event. (If others become
aware of an emergency event first, they should immediately notify CPS
at x 3911). It the event is:
*
Beyond the ability to be controlled by standard operating
procedures.
*
Having an impact on a major portion of the campus.
*
Life threatening or has the potential to be life threatening.
*
Beyond the abilities of outside agencies to respond to or control
it.
The CPS Officer will call the Director of Campus Public Safety who
will evaluate the event according to the above established criteria.
If one or more criteria are met, the Director will notify the
President and the EOCD, or their designees, according to the
established call lists. These are updated annually by the planning
team and maintained in the Campus Public Safety Office and the
Emergency Operations Center supply cabinet.
MUTUAL AID
Some events may warrant the interface, coordination, and use of
offsite organizations and agencies at the federal, state, and local
level. Neither CLU nor any municipality or jurisdiction has the
resources to effectively handle all potential emergencies. In certain
circumstances, the campus may request outside assistance (Mutual Aid)
from a variety of sources.
Other Colleges and Universities
CLU is affiliated with the Evangelical Lutheran Church in America
(ELCA) which includes twenty seven other Lutheran Colleges and
Universities. Mutual Aid resource requests can be made to these other
Colleges and Universities within ELCA to augment the response efforts
of CLU.
Mutual Aid Agreements
CLU is working on developing additional Mutual Aid Agreements with the
City of Thousand Oaks, the Ventura County Sheriff’s Department Office
of Emergency Services, the American Red Cross, and others to ensure
that adequate resources, facilities and other support are available to
CLU in the event of a disaster.
THREAT SUMMARY FOR CALIFORNIA LUTHERAN UNIVERSITY
The California Lutheran University is located at 60 West Olsen Road in
the City of Thousand Oaks, California at the Northern edge of the
Conejo Valley. The Conejo Valley has distinctive geomorphic features -
comprised of mountains, artificial lakes and rolling hills with
clearly defined access points to the City. The Valley is about nine
miles long and seven miles wide and is situated at an elevation of
about 800 feet above sea level. The Valley is rimmed by Mountclef
Ridge and the Simi Hills to the north and east, the Santa Monica
Mountains to the south, and the Conejo Mountain to the west. Access to
the City is primarily via seven major arterials. From the east,
entrance to the Valley is via U.S. Route 101 (Ventura Freeway),
Thousand Oaks Boulevard, and Agoura Road. From the west, access is via
U.S. Route 101 over the Conejo Grade. Access from the north is via
State Route 23, Moorpark Road and Olsen Road.
CLU is involved in higher education and is classified as a medium
sized, liberal arts university. It is in operation seven days a week.
On a typical day 3,000 to 4,000 people may be on campus to work,
attend class or participate in special events. Approximately 1,200
students live on campus in one of 14 residential halls and Kramer
Court. The 225-acre campus is situated adjacent to Olsen Road with the
main campus located on the South side of Olsen Road. The North side of
Olsen Road includes Athletic fields, a pre-school and 135 acres of
unimproved property. Nearby freeways include US 101 and CA 23.
CLU’s EOP may be activated during a broad range of emergency
incidents, including:
*
Earthquakes
*
Fires and explosions
*
Hazardous materials release
*
Extended power outages
*
Mass casualty events
*
Transportation incidents
*
Civil disobedience
*
Terrorism
*
Public Health Emergency
The Emergency Plan may also be activated during a community or
regional crisis that may impact University personnel or business
operations. For example, a utility outage in the nearby area may
necessitate Plan activation to coordinate safety precautions or
emergency information and support services for personnel.
The following maps depict some of the hazards present in the City of
Thousand Oaks that may impact CLU.
EARTHQUAKE FAULT MAP


GROUND SHAKING MAP

POTENTIAL LANDSLIDES MAP

LIQUEFACTION MAP

FIRE HAZARD AREA MAP


FLOOD ZONES MAP


UTILITY INFRASTRUCTURE MAP


LIST OF ACRONYMS AND ABBREVIATIONS
AC Area Command
ACS Auxiliary Communication Services
ADA Americans with Disabilities Act
ARC American Red Cross
CalTrans California Department of Transportation
CALWAS California Warning System
CCP Casualty Collection Points
CDAA California Disaster Assistance Act
CDC Centers for Disease Control, U.S. Public Health Service
CERT Community Emergency Response Team
CESFRS California Emergency Service Fire Radio System
CESRS California Emergency Services Radio System
CHP California Highway Patrol
CLEMARS California Law Enforcement Mutual Aid Radio System
CLERS California Law Enforcement Radio System
CLETS California Law Enforcement Telecommunications System
DHS Department of Homeland Security
DMAT Disaster Medical Assistance Team
DMORT Disaster Mortuary Operational Response Team
DOC Department Operations Center
DSR Damage Survey Report
EAS Emergency Alert System
EDIS Emergency Digital Information System
EF Emergency Function
EMAC Emergency Management Assistance Compact
EMMA Emergency Managers Mutual Aid
EMSA Emergency Medical Services Authority
EMS Emergency Medical Services
EMT Emergency Medical Technician
ENN Emergency News Network
EOC Emergency Operations Center
EOP Emergency Operations Plan
ERT Emergency Response Team
ESA California Emergency Services Act
ESF Emergency Support Functions
FCO Federal Coordinating Officer
FTS Field Treatment Sites
HAZMAT Hazardous Materials
HSAS Homeland Security Advisory System
HSEEP Homeland Security Exercise Evaluation Program
HSPD Homeland Security Presidential Directive
IAP Incident Action Plan
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
IDE Initial Damage Estimate
IMT Incident Management Team
JPA Joint Powers Agreement
JIC Joint Information Center
JIS Joint Information System
MACS Multi-Agency Coordination System
MOA Memorandum of Agreement
MOU Memorandum of Understanding
NAWAS National Warning System
NDMS National Disaster Medical System
NGO Non Government Organization
NIMS National Incident Management System
NMRT National Medical Response Team
NOAA National Oceanic and Atmospheric Administration
NRF National Response Framework
NSSE National Special Security Event
NVOAD National Voluntary Organizations Active in Disaster
NWS National Weather Service
OA Operational Area
OASIS Operational Area Satellite Information System
OES Office of Emergency Services
PA Public Assistance
PDA Preliminary Damage Assessment
PDD Presidential Decision Directive
PFO Principal Federal Officer
PIO Public Information Officer
PNP Private Nonprofit Organization
PW Project Worksheet
REOC Regional Emergency Operations Center
RIMS Response Information Management System
SAR Search and Rescue
SCO State Coordinating Officer
SEMS Standardized Emergency Management System
SITREP Situation Report
SOC State Operations Center
SOP Standard Operating Procedure
TEWG Terrorism Early Warning Group
TWG Terrorism Working Group
USAR Urban Search and Rescue
VOAD Volunteer Organizations Active in Disaster
WMD Weapons of Mass Destruction.
GLOSSARY OF TERMS
This Glossary contains definitions of terms commonly used in the
Standardized Emergency Management System (SEMS) and the National
Incident Management System (NIMS).
A
Action Plan: "Action Plan" means the plan prepared in the EOC
containing the emergency response objectives of that SEMS level
reflecting overall priorities and supporting activities for a
designated period. The plan is shared with supporting agencies.
After Action Report: A report covering response actions, application
of SEMS, modifications to plans and procedures, training need, and
recovery activities. After action reports are required under SEMS
after any emergency which requires a declaration of an emergency.
Reports are required within 90 days.
Agency Representative: An individual assigned to an incident or to an
EOC from an assisting or cooperating agency who has delegated
authority to make decisions on matters affecting that agency's
participation at the incident or at the EOC. Agency Representatives
report to the Liaison Officer at the incident, or to the Liaison
Coordinator at SEMS EOC levels.
American Red Cross: A federally chartered volunteer agency that
provides disaster relief to individuals and families. Major
responsibilities include providing lodging, food, clothing and
registration and inquiry service.
Area Command: An organization established to: 1) oversee the
management of multiple incidents that are each being handled by an
Incident Command System organization; or 2) to oversee the management
of a very large incident that has multiple Incident Management Teams
assigned to it. Area Command has the responsibility to set overall
strategy and priorities, allocate critical resources based on
priorities, ensure that incidents are properly managed, and ensure
that objectives are met and strategies followed.
Assessment: The evaluation and interpretation of measurements and
other information to provide a basis for decision-making.
Assignments: Tasks given to resources to perform within a given
operational period, based upon tactical objectives in the Incident or
EOC Action Plan.
Assistant: Title for subordinates of the Command Staff positions at
the Field SEMS level. The title indicates a level of technical
capability, qualifications, and responsibility subordinate to the
primary positions. Assistants may also be used to supervise unit
activities at camps.
Available Resources: Incident-based resources which are available for
immediate assignment.
B
Base: The location at an incident at which primary logistics functions
for an incident are coordinated and administered. There is only one
Base per incident. (Incident name or other designator will be added to
the term "Base.") The Incident Command Post may be collocated with the
Base.
Branch: The organizational level at the SEMS Field Level having
functional or geographic responsibility for major parts of incident
operations. The Branch level is organizationally between Section and
Division/Group in the Operations Section, and between Section and
Units in the Logistics Section. Branches are identified by the use of
Roman Numerals or by functional name (e.g., medical, security, etc.).
Branches are also used in the same sequences at the SEMS EOC Levels.
Branch Director: The ICS title for individuals responsible for
supervision of a Branch at the Field Level. At SEMS EOC levels, the
title Branch Coordinator is preferred.
C
Camp: A geographical site, within the general incident area, separate
from the Incident Base, equipped and staffed to provide sleeping,
food, water, and sanitary services to the incident personnel.
Care and Shelter: A phase of operations that meets the food, clothing,
and shelter needs of people on a mass care basis.
Casualty Collection Points (CCP): A location within a jurisdiction
which is used for the assembly, triage (sorting), medical
stabilization, and subsequent evacuation of casualties. It may be used
for the receipt of incoming medical resources (doctors, nurses,
supplies, etc. Preferably the site should include or be adjacent to an
open area suitable for use as a helicopter pad. CCP is now referred to
as Field Treatment Site.
Chain of Command: A series of management positions in order of
authority.
Check-in: The process whereby resources first report to an incident or
into an EOC/ Check-in locations at the SEMS Field level include:
Incident Command Post (Resources Unit), Incident Base, Camps, Staging
Areas, Helibases, Helispots, and Division Supervisors (for direct line
assignments).
Checklist: A list of actions taken by an element of the emergency
organization in response to a particular event or situation.
Clear Text: The use of plain English in radio communications
transmissions. No Ten Codes or agency specific codes are used when
utilizing Clear Text.
CLERS: California Law Enforcement Radio System. The State’s radio
system dedicated to public safety/law enforcement purposes that run of
the State’s microwave backbone. Local CLERS VHF channels provide State
EAS audio to broadcasters.
CLETS: California Law Enforcement Telecommunications System. CLETS
terminals have permission to originate EDIS messages. Please see EDIS
definition below.
Command: The act of directing, and/or controlling resources at an
incident by virtue of explicit legal, agency, or delegated authority.
May also refer to the Incident Commander.
Command Post: (See Incident Command Post)
Command Staff: The Command Staff at the SEMS Field level consists of
the Information Officer, Safety Officer, and Liaison Officer. They
report directly to the Incident Commander. They may have an assistant
or assistant s, as needed. These functions may also be found at the
EOC levels in SEMS. At the EOC, they would report to the EOC Director
but may be designated as Coordinators. At EOCs, the functions may also
be established as Sections, or Branches to accommodate subsequent
expansion.
Common Operating Picture: A broad view of the overall situation as
reflected by situation reports, aerial photography, and other
information or intelligence.
Communications Unit: An organizational unit in the Logistics Section
responsible for providing communication services at an incident or an
EOC. A communications Unit may also be a facility (e.g. a trailer or
mobile van) used to provide the major part of an Incident
Communications Center.
Compensation Unit/Claims Unit: Functional unit within the
Finance/Administration Section responsible for financial concerns
resulting from property damage, injuries or fatalities at the incident
or within an EOC.
Complex: Two or more individual incidents located in the same general
areas which are assigned to a single Incident Commander or to a
Management.
Continuity of Government (COG): All measures that may be taken to
ensure the continuity of essential functions of governments in the
event of emergency conditions, including line-of­ succession for key
decision makers.
Cost Unit: Functional unit within the Finance/Administration Section
responsible for tracking costs, analyzing cost data, making cost
estimates, and recommending cost-saving measures.
D
Damage Assessment: The process utilized to determine the magnitude of
damage and the unmet needs of individuals, businesses, the public
sector, and the community caused by a disaster or emergency event.
Delegation of Authority: A statement provided to the Incident
Commander by the Agency Executive delegating authority and assigning
responsibility. the Delegation of Authority can include objectives,
priorities, expectations, constraints and other considerations or
guidelines as needed. Many agencies require written Delegation of
Authority to be given to Incident Commanders prior to their assuming
command on larger incidents.
Demobilization Unit: Functional unit within the Planning Section
responsible for assuring orderly, safe and efficient demobilization of
incident or EOC assigned resources.
Department Operations Center: A EOC used by a distinct discipline,
such as fire, medical, hazardous material, or a unit, such as
Department of Public Works, Department of Health or local water
district. Department operations centers may be used at all SEMS levels
above the field response level depending upon the impacts of the
emergency.
Deputy Incident Commander (Section Chief or Branch Director): A fully
qualified individual who, in the absence of a superior, could be
delegated the authority to manage a functional operation or perform a
specific task. In some cases, a Deputy could act as relief for a
superior and therefore must be fully qualified in the position.
Deputies may also be found as necessary at all SEMS EOC levels.
Direction and Control (Emergency Management): The provision of overall
operational control and/or coordination of emergency operations at
each level of the Statewide Emergency Organization, whether it be the
actual direction of field forces or the coordination of joint efforts
of governmental and private agencies in supporting such operations.
Disaster Application Center: A facility jointly established by the
Federal and State Coordinating Officers within or adjacent to an
disaster impacted area to provide disaster victims a "one-stop"
service in meeting their emergency representatives of local, state,
and federal governmental agencies, private service organizations and
certain representatives of the private sector.
Disaster Assistance Program: A program that provides state funding or
reimbursement for local government response ­related personnel costs
incurred in response to an incident as defined in Section 2402 (i).
Disaster Field Office: A central facility established by the Federal
Coordinating Office within or immediately adjacent to disaster
impacted areas to be utilized as a point of coordination and control
for state and federal governmental efforts to support disaster relief
and recovery operations.
Division: Divisions are used to divide an incident into geographical
areas of operation. Divisions area identified by alphabetic characters
for horizontal applications and, often, by numbers when used in
buildings. Divisions are also used at SEMS EOC levels and are found
organizationally between Branches and Units.
Division or Group Supervisor: The position title for individuals
responsible for command of a Division or Group at an Incident. At EOC
level, the title is Division Coordinator.
Documentation Unit: Functional unit within the Planning Section
responsible for collecting, recording and safeguarding all documents
relevant to an incident or within an EOC.
E
EDIS: Emergency Digital Information Service. The “government wireless
service” provided by the State and carried locally on 39.32 MHz. that
is used for longer form text emergency information, along with a
website at [www.edis.ca.gov]. Plans are underway for EDIS to be linked
with EAS to help TV stations put text on screen faster to better serve
the needs of the hearing impaired.
Emergency Alert System: A system that enables the President and
federal, state, and local governments to communicate through
commercial radio and television broadcast stations with the general
public in the event of a disaster.
Emergency Management (Direction and Control): The provision of overall
operational control and/or coordination of emergency operations at
each level of the Statewide Emergency Organization, whether it be the
actual direction of field forces or the coordination of joint efforts
of governmental and private agencies in supporting such operations.
Emergency Medical Services: Treatment of casualties necessary to
maintain their vital signs prior to treatment at a medical center.
Emergency Medical Technician (EMT): A health-care specialist with
particular skills and knowledge in pre-hospital emergency medicine.
Emergency Operations: Those actions taken during the emergency period
to protect life and property, care for the people affected, and
temporarily restore essential community services.
Emergency Operations Center (EOC): A location from which centralized
emergency management can be performed. EOC facilities are established
by an agency or jurisdiction to coordinate the overall agency or
jurisdictional response and support to an emergency.
Emergency Operations Plan: The plan that each jurisdiction has and
maintains for responding to appropriate hazards.
Emergency Public Information System: The network of information
officers and their staffs who operate from EPICs (Centers) at all
levels of government within the state. The system also includes the
news media through which emergency information is released to the
public.
Emergency Support Function: A grouping of government and certain
private-sector capabilities into an organizational structure to
provide the support, resources, program implementation, and services
that are most likely to be needed to save lives, protect property and
the environment, restore essential services and critical
infrastructure, and help victims and communities return to normal,
when feasible, following domestic incidents. The ESFs serve as the
primary operational-level mechanism to provide assistance to State,
local, and tribal governments or to Federal departments and agencies
conducting missions of primary Federal responsibility.
EOC Action Plan: The plan developed at SEMS EOC levels which contain
objectives, actions to be taken, assignments and supporting
information for the next operational period.
Essential Facilities: Facilities that are essential for maintaining
the health, safety, and overall well-being of the public following a
disaster (e.g., hospitals, law enforcement and fire department
buildings, utility facilities, etc.). May also include buildings that
are designated for use as mass care facilities (e.g., schools,
churches, etc.).
Evacuation: Organized, phased, and supervised withdrawal, dispersal,
or removal of civilians from dangerous or potentially dangerous areas,
and their reception and care in safe areas.
Evacuee: An individual who moves or is moved from a hazard area to a
less hazardous area with anticipation of return when the hazard
abates.
Exercise: Maneuver or simulated emergency condition involving
planning, preparation, and execution; carried out for the purpose of
testing, evaluating, planning, developing, training, and/or
demonstrating emergency management systems and individual components
and capabilities, to identify areas of strength and weakness for
improvement of an emergency operations plan (EOP).
Exercise Scenario: Background detail (domestic, international,
political, military) against which an exercise is conducted.
Expedient Shelter: Any shelter constructed in an emergency or crisis
period on a "crash basis" by individuals, single families, or small
groups of families.
F
Facilities Unit: Functional unit within the Support Branch of the
Logistics Section at the SEMS Field Response Level that provides fixed
facilities for the incident. These facilities may include the Incident
Base, feeding areas, sleeping areas, sanitary facilities, etc.
Federal Coordinating Officer (FCO): The person appointed by the
President to coordinate federal assistance following an emergency or
major disaster declaration.
Federal Disaster Relief Act: Public Law 93-288, as amended, that gives
the President broad powers to supplement the efforts and available
resources of state and local governments in carrying out their
responsibilities to alleviate suffering and damage resulting from
major (peacetime) disasters.
Federal Emergency Management Agency: This agency was created in 1979
to provide a single point of accountability for all Federal activities
related to disaster mitigation and emergency preparedness, response,
and recovery.
Federal Coordinating Officer (FCO) - (1) The person appointed by the
FEMA Director, or in his/her absence, the FEMA Deputy Director, or
alternatively the FEMA Associate Director for Response and Recovery,
following a declaration of a major disaster or of an emergency by the
President, to coordinate Federal assistance. The FCO initiates action
immediately to assure that Federal Assistance is provided in
accordance with the declaration, applicable laws, regulations, and the
FEMA-State agreement. (2) The FCO is the senior Federal official
appointed in accordance with the provisions of Public Law 93-288, as
amended (the Stafford Act), to coordinate the overall consequence
management response and recovery activities. The FCO represents the
President as provided by Section 303 of the Stafford Act for the
purpose of coordinating the administration of Federal relief
activities in the designated area. Additionally, the FCO is delegated
responsibilities and performs those for the FEMA Director as outlined
in Executive Order 12148 and those responsibilities delegated to the
FEMA Regional Director in the Code of Federal Regulations, Title 44,
Part 205.
Federal On-Scene Commander (OSC) - The FBI official designated upon
JOC activation to ensure appropriate coordination of the overall
United States government response with Federal, State and local
authorities, until such time as the Attorney General transfers the LFA
role to FEMA.
Field Coordination Center: A temporary facility established by the
Office of Emergency Services within or adjacent to areas affected by a
disaster. It functions under the operational control of the OES mutual
aid regional manager and is supported by mobile communications and
personnel provided by OES and other state agencies.
Finance/Administration Section: One of the five primary functions
found at all SEMS levels which is responsible for all costs and
financial considerations. At the incident the Section can include the
Time Unit, Procurement Unit, Compensation/Claims Unit and Cost Unit.
Food Unit: Functional unit within the Service Branch of the Logistics
Section responsible for providing meals for incident and EOC
personnel.
Function: In ICS, function refers to the five major activities in the
ICS, i.e., Command, Operations, Planning, Logistics and
Finance/Administration. The same five functions also are found at all
SEMS EOC levels. At the EOC, the term Management replaces Command. The
term function is also used when describing the activity involved,
e.g., "the planning function."
Functional Element: Refers to a part of the incident, EOC or DOC
organization such as section, branch, group or unit.
G
General Staff: The group of management personnel reporting to the
Incident Commander or to the EOC Director. They may each have a
deputy, as needed. At the Field SEMS level, the General Staff consists
of:
Operations Section Chief
Planning/Intelligence Section Chief
Logistics Section Chief
Finance/Administration Section Chief
Generic ICS: Refers to the description of ICS that is generally
applicable to any kind of incident or event.
Ground Support Unit: Functional unit within the Support Branch of the
Logistics Section at the SEMS Field Response Level that is responsible
for the fueling, maintaining and repairing of vehicles, and the
transportation of personnel and supplies.
Group: Groups are established to divide the incident into functional
areas of operation. Groups are composed of resources assembled to
perform a special function not necessarily within a single geographic
division. (See Division.) Groups are located between Branches (when
activated) and Resources in the Operations Section.
H
Hazardous Material: A substance or combination of substances which,
because of quantity, concentration, physical chemical, radiological,
explosive, or infectious characteristics, poses a substantial presents
or potential danger to humans or the environment. Generally, such
materials are classed as explosives and blasting agents, flammable and
nonflammable gases, combustible liquids, flammable liquids and solids,
oxidizers, poisons, disease-causing agents, radioactive materials,
corrosive materials, and other materials including hazardous wastes.
Hazard Mitigation: An cost effective measure that will reduce the
potential for damage to a facility from a disaster event.
Hazard Mitigation Assistance Program: Authorized under Section 404 of
the Stafford Act. Provided funding for hazard mitigation projects that
are cost effective and complement existing post-disaster mitigation
programs and activities by providing funding for beneficial mitigation
measures that are not funded through other programs.
Helibase: The main location for parking, fueling, maintenance, and
loading of helicopters operating in support of an incident. It is
usually located at or near the incident base.
Helispot: Any designated location where a helicopter can safely take
off and land. Some helispots may be used for loading of supplies,
equipment, or personnel.
Homeland Security Advisory System (HSAS): HSAS is a color-coded
terrorism threat advisory scale. It was created by a Presidential
Directive in order to provide a "comprehensive and effective means to
disseminate information regarding the risk of terrorist acts to
Federal, State, and local authorities and to the American people." The
different levels trigger specific actions by federal agencies and
state and local governments, and they affect the level of security at
some airports and other public structures
I
Incident: An occurrence or event, either human-caused or by natural
phenomena, that requires action by emergency response personnel to
prevent or minimize loss of life or damage to property and/or natural
resources.
Incident Action Plan: The plan developed at the field response level
which contains objectives reflecting the overall incident strategy and
specific tactical actions and supporting information for the next
operational period. The plan may be oral or written.
Incident Base: Location at the incident where the primary logistics
functions are coordinated and administered. (Incident name or other
designator will be added to the term "Base.") The Incident Command
Post may be collocated with the Base. There is only one Base per
incident.
Incident Commander: The individual responsible for the command of all
function at the field response level.
Incident Command Post (ICP): The location at which the primary command
functions are executed. The ICP may be collocated with the incident
base or other incident facilities.
Incident Command System (ICS): The nationally used standardized
on-scene emergency management concept specifically designed to allow
its user(s) to adopt an integrated organizational structure equal to
the complexity and demands of single or multiple incidents without
being hindered by jurisdictional boundaries. ICS is the combination of
facilities, equipment, personnel, procedures, and communications
operating within a common organizational structure, with
responsibility for the management of resources to effectively
accomplish stated objectives pertinent to an incident.
Incident Communication Center: The location of the Communications Unit
and the Message Center.
Incident Management Team: The Incident commander and appropriate
General and Command Staff personnel assigned to an incident.
Incident Objectives: Statements of guidance and direction necessary
for the selection of appropriate strategy(s) and the tactical
direction of resources. Incident objectives are based on realistic
expectations of what can be accomplished when all allocated resources
have been effectively deployed. Incident objectives must be achievable
and measurable, yet flexible enough to allow for strategic and
tactical alternatives.
Information Officer: A member of the Command Staff responsible for
interfacing with the public and media or with other agencies requiring
information directly from the incident. There is only one Information
Officer per incident. The Information Officer may have assistants.
This position is also referred to as Public Affairs or Public
Information Officer in some disciplines. At SEMS EOC levels, the
information function may be established as a Coordinator or as a
section or branch reporting directly to the EOC Director.
J
Joint Field Office (JFO): A temporary Federal facility established
locally to provide a central point for Federal, State, local, and
tribal executives with responsibility for incident oversight,
direction, and/or assistance to effectively coordinate protection,
prevention, preparedness, response, and recovery actions. The JFO will
combine the traditional functions of the JOC, the FEMA DFO, and the
JIC within a single Federal facility.
Joint Information Center (JIC): A facility established to coordinate
all incident-related public information activities .It is the central
point of contact for all news media at the scene of the incident.
Public information officials from all participating agencies should
collocate at the JIC.
Joint Information System (JIS): Integrates incident information and
public affairs into a cohesive organization designed to provide
consistent, coordinated, timely information during a crisis or
incident operations. The mission of the JIS is to provide a structure
and system for developing and delivering coordinated interagency
messages; developing, recommending, and executing public information
plans and strategies on behalf of the IC; advising the IC concerning
public affairs issues that could affect a response effort; and
controlling rumors and inaccurate information that could undermine
public confidence in the emergency response effort.
Joint Operations Center (JOC): The JOC is the focal point for all
Federal investigative law enforcement activities during a terrorist or
potential terrorist incident or any other significant criminal
incident, and is managed by the Senior Federal Law Enforcement
Officer. The JOC becomes a component of the JFO when the National
Response Plan is activated.
Jurisdictional Agency: The agency having jurisdiction and
responsibility for a specific geographical area, or a mandated
function.
L
Landing Zone: (See Helispot)
Leader: The ICS title for an individual responsible for a functional
unit, task forces, or teams.
Liaison: A form of communication for establishing and maintaining
mutual understanding and cooperation.
Liaison Officer: A member of the Command Staff at the Field SEMS level
responsible for coordinating with representatives from cooperating and
assisting agencies. At SEMS EOC levels, the function may be done by a
Coordinator and/or within a Section or Branch reporting directly to
the EOC Director.
Local Emergency: The duly proclaimed existence of conditions of
disaster or of extreme peril to the safety of persons and property
within the territorial limits of a county, city and county, or city,
caused by such conditions as air pollution, fire, flood, storm,
epidemic, riot, or earthquake or other conditions, other than
conditions resulting from a labor controversy, which conditions are or
are likely to be beyond the control of the services, personnel,
equipment, and facilities of that political subdivision and required
the combined forces of political subdivisions to combat.
Logistics Section: One of the five primary functions found at all SEMS
levels. The Section responsible for providing facilities, services and
materials for the incident or at an EOC.
M
Major Disaster: Any hurricane, tornado, storm, flood, high-water,
wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption,
landslide, mudslide, snowstorm,, drought, fire, explosions, or other
catastrophe in any part of the United States which, in the
determination of the President, causes damage of sufficient severity
and magnitude to warrant major disaster assistance under the Federal
Disaster Relief Act, above and beyond emergency services by the
Federal Government, to supplement the efforts and available resources
of States, local governments, and disaster relief organizations in
alleviating the damage, loss, hardship, or suffering caused thereby.
Management by Objectives: In SEMS field and EOC levels, this is a
top-down management activity which involves a three-step process to
achieve the desired goal. The steps are: establishing the objectives,
selection of appropriate strategy(s) to achieve the objectives; and
the direction or assignments associated with the selected strategy.
Mass Care Facility: A location where temporary services are provided
to disaster victims during an emergency which may include lodging,
food, clothing, registration, welfare inquiry, first aid, and
essential social services.
Media: All means of providing information and instructions to the
public, including radio, television, and newspapers.
Medical Unit: Functional unit within the Service Branch of the
Logistics Section at SEMS Field levels responsible for the development
of the Medical Emergency Plan, and for providing emergency medical
treatment of incident personnel.
Mitigation: Pre-event planning and actions which aim to lessen the
effects of potential disaster. (See also Comprehensive Emergency
Management).
Mobilization: The process and procedures used by all organizations
federal, state and local for activating, assembling, and transporting
all resources that have been requested to respond to or support an
incident.
Mobilization Center: An off-incident location at which emergency
service personnel and equipment area temporarily located pending
assignment to incidents, release, or reassignment.
Multi-Agency Coordination: The functions and activities of
representatives of involved agencies and/or jurisdictions who make
decisions regarding the prioritizing of incidents and the sharing and
allocations of critical resources.
Multi-Agency Coordination System (MACS): The combination of personnel,
facilities, equipment, procedures and communications integrated into a
common system. When activated, MACS has the responsibility for
coordination of assisting agency resources and support in a
multi-agency or multi-jurisdiction environment. A MAC Group functions
within the MACS. MACS organizations are used within the California
Fire Services.
Mutual Aid Agreement: Written agreement between agencies and/or
jurisdictions in which they agree to assist one another upon request,
by furnishing personnel and equipment.
Mutual Aid Coordinator: An individual at local government, operational
area, region or state level that is responsible to coordinate the
process of requesting, obtaining, processing and using mutual aid
resources. Mutual Aid Coordinator duties will vary depending upon the
mutual aid system.
Mutual Aid Region: A mutual aid region is a subdivision of state OES
established to assist in the coordination of mutual aid and other
emergency operations within a geographical area of the state,
consisting of two or more county (operational) areas.
Mutual Aid Staging Area: A temporary facility established by the State
Office of Emergency Services within, or adjacent to, affected areas.
It may be supported by mobile communications and personnel provided by
field or headquarters staff from state agencies, as well as personnel
from local jurisdictions throughout the state.
N
National Disaster Medical System (NDMS): A coordinated partnership
between DHS, HHS, DOD, and the Department of Veterans Affairs
established for the purpose of responding to the needs of victims of a
public health emergency. NDMS provides medical response assets and the
movement of patients to healthcare facilities where definitive medical
care is received when required.
National Incident Management System (NIMS): A system mandated by
HSPD-5 that provides a consistent, nationwide approach for Federal,
State, local, and tribal governments; the private sector; and NGOs to
work effectively and efficiently together to prepare for, respond to,
and recover from domestic incidents, regardless of cause, size, or
complexity. To provide for interoperability and compatibility among
Federal, State, local, and tribal capabilities, the NIMS includes a
core set of concepts, principles, and terminology.HSPD-5identifies
these as the ICS; multiagency coordination systems; training;
identification and management of resources (including systems for
classifying types of resources);qualification and certification; and
the collection, tracking, and reporting of incident information and
incident resources.
National Response Framework (NRF): The federal response plan to be
used by federal agencies when responding to an emergency or disaster.
National Warning System: The federal portion of the civil defense
warning system, used to disseminate warning and other emergency
information from the warning centers or regions to warning points in
each state.
Nongovernmental Organization: An entity with an association that is
based on interests of its members, individuals, or institutions and
that is not created by a government, but may work cooperatively with
government. Such organizations serve a public purpose, not a private
benefit. Examples of NGOs include faith-based charity organizations
and the American Red Cross.
O
Office of Emergency Services: The Governor’s Office of Emergency
Services.
Operational Area: An intermediate level of the state emergency
organization, consisting of a county and all political subdivisions
within the county area.
Operational Area Coordinator: The individual within the operational
area responsible for a specific function such as law enforcement,
coroner’s services, or emergency medical services.
Operational Area Satellite Information System (OASIS): A statewide
emergency management system based on the operational area concept. An
operational area is defined in law (Section 8559, California
Government Code) as an organization ( not a jurisdiction) whose
boundaries are those of a county. This organization is not necessarily
a county government; it could be several cities, or a city and a
county, a county government or several county governments, willing to
undertake to coordinate the flow of mutual aid and information within
the defined area. The operational area concept is the backbone of the
statewide emergency management system.
Operational Period: The period of time scheduled for execution of a
given set of operation actions as specified in the Incident or EOC
Action Plan. Operational Periods can be of various lengths, although
usually not over 24 hours.
Operations Section: One of the five primary functions found at all
SEMS levels. The Section responsible for all tactical operations at
the incident, or for the coordination of operational activities at an
EOC. The Operations Section at the SEMS Field Response Level can
include Branches, Divisions and/or Groups, Task Forces, Team, Single
Resources and Staging Areas. At the EOC levels, the Operations Section
would contain Branches or Divisions as necessary because of span of
control considerations.
P
Plan: As used by OES, a document which describes the broad, overall
jurisdictional response to potential extraordinary emergencies or
disasters.
Planning Meeting: A meeting held as needed throughout the duration of
an incident to select specific strategies and tactics for incident
control operations and for service and support planning. On larger
incidents, the planning meeting is a major element in the development
of the Incident Action Plan. Planning meetings are also an essential
activity at all SEMS EOC levels.
Planning Section: (Also referred to as Planning/Intelligence). One of
the five primary functions found at all SEMS levels. Responsible for
the collection, evaluation, and dissemination of information related
to the incident or an emergency, and for the preparation and
documentation of Incident or EOC Action Plans the section also
maintains information on the current and forecasted situation, and on
the status of resources assigned to the incident. At the SEMS Field
Response level, the Section will include the Situation, Resource,
Documentation and Demobilization Units, as well as Technical
Specialists. Other units may be added at the EOC level.
Preparedness: The range of deliberate, critical tasks and activities
necessary to build, sustain, and improve the operational capability to
prevent, protect against, respond to, and recover from domestic
incidents. Preparedness is a continuous process. Preparedness involves
efforts at all levels of government and between government and
private-sector and nongovernmental organizations to identify threats,
determine vulnerabilities, and identify required resources. Within the
NIMS, preparedness is operationally focused on establishing
guidelines, protocols, and standards for planning, training and
exercises, personnel qualification and certification, equipment
certification, and publication management.
Prevention: Actions to avoid an incident or to intervene to stop an
incident from occurring. Prevention involves actions to protect lives
and property. It involves applying intelligence and other information
to a range of activities that may include such countermeasures as
deterrence operations; heightened inspections; improved surveillance
and security operations; investigations to determine the full nature
and source of the threat; public health and agricultural surveillance
and testing processes; immunizations, isolation, or quarantine; and,
as appropriate, specific law enforcement operations aimed at
deterring, preempting, interdicting, or disrupting illegal activity
and apprehending potential perpetrators and bringing them to justice.
Principal Federal Official (PFO): The Federal official designated by
the Secretary of Homeland Security to act as his/her representative
locally to oversee, coordinate, and execute the Secretary’s incident
management responsibilities under HSPD-5 for Incidents of National
Significance.
Procurement Unit: Functional unit within the Finance/Administration
Section responsible for financial matters involving vendor contracts.
Public Assistance (PA): Supplementary Federal assistance provided
under the Stafford Act to State and local governments or certain
private, nonprofit organizations other than assistance for the direct
benefit of individuals and families.
Public Information Officer: The individual at field or EOC level that
has been delegated the authority to prepare public information
releases and to interact with the media. Duties will vary depending
upon the agency and SEMS level.
Publications Management: The publications management subsystem
includes materials development, publication control, publication
supply, and distribution. The development and distribution of NIMS
materials is managed through this subsystem. Consistent documentation
is critical to success, because it ensures that all responders are
familiar with the documentation used in a particular incident
regardless of the location or the responding agencies involved.
Q
Qualification and Certification: This subsystem provides recommended
qualification and certification standards for emergency responder and
incident management personnel. It also allows the development of
minimum standards for resources expected to have an interstate
application. Standards typically include training, currency,
experience, and physical and medical fitness.
R
Recovery: Activities traditionally associated with providing Federal
supplemental disaster recovery assistance under a Presidential major
disaster declaration. These activities usually begin within days after
the event and continue after the response activities cease. Recovery
includes individual and public assistance programs which provide
temporary housing assistance, grants and loans to eligible individuals
and government entities to recovery from the effects of a disaster.
Recovery Plan: A plan developed by a State, local, or tribal
jurisdiction with assistance from responding Federal agencies to
restore the affected area.
Regional Director (RD): A director of a regional office of FEMA, or
his/her designated representative. As used in the Stafford Act,
Regional Director also means the Disaster Recovery Manager who has
been appointed to exercise the authority of the regional Director for
a particular emergency or major disaster.
Regional Emergency Operations Center (REOC): Facilities found at State
OES Administrative Regions. REOCS are used to coordinate information
and resources among operational areas and between the operational
areas and the state level.
Relocatees: An individual who is relocated from a hazard area to a low
risk area with the possibility of not returning.
Reporting Locations: Specific locations or facilities where incoming
resources can check-in at the incident. (See Check-in)
Rescue Group: Two or more rescue teams responding as a unified group
under supervision of a designated group leader.
Rescue Team: Four or more personnel organized to work as a unit. One
member is designated team leader.
Resources: Personnel and equipment available, or potentially
available, for assignment to incidents or to EOCs. Resources area
described by kind and type, and may be used in tactical support or
supervisory capacities at an incident or at EOCs.
Resources Management: Efficient management requires a system for
identifying available resources at all jurisdictional levels to enable
timely and unimpeded access to resources needed to prepare for,
respond to, or recover from an incident. Resource management under the
National Incident Management System includes mutual aid agreements;
the use of special Federal, State, local, and tribal teams; and
resource mobilization protocols.
Resources Unit: Functional unit within the Planning Section at the
SEMS Field Response level responsible for recording the status of
resources committed to the incident. The Unit also evaluates resources
currently committed to the incident, the impact that additional
responding resources will have on the incident, and anticipated
resources needs.
Response: Activities to address the immediate and short-term effects
of an emergency or disaster. Response includes immediate actions to
save lives, protect property and meet basic human needs. Based on the
requirements of the situation, response assistance will be provided to
an affected State under the Federal Response Plan using a partial
activation of selected ESS or full activation of all ESS to meet the
needs of the situation.
S
Safety Officer: A member of the Command Staff at the incident or
within an EOC responsible for monitoring and assessing safety hazards
or unsafe situations, and for developing measures for ensuring
personnel safety. The Safety Officer may have assistants.
Search: Systematic investigation of area or premises to determine the
presence and/or location of persons entrapped, injured, immobilized,
or missing.
Search Dog Team: A skilled dog handler with one or more dogs trained
especially for finding persons entrapped sufficiently to preclude
detection by sight or sound. (NOTE: Search dogs are usually owned by
their handler.)
Section: That organization level with responsibility for a major
functional area of the incident or at an EOC, e.g., Operations,
Planning, Logistics, Administration/Finance.
Section Chief: The ICS title for individuals responsible for command
of functional sections: Operations, Planning/Intelligence, Logistics
and Administration/Finance. At the EOC level, the position title will
be Section Coordinator.
Sensitive Facilities: Facilities in reception areas that will not
normally be used as lodging facilities for relocatees. The facilities
area either considered unsuitable or are required for essential
activities (food establishments, fire stations, banks, radio stations,
etc.). However, if any of these facilities provide adequate protection
against radioactive fallout, they may be used as fallout shelter.
Service: An organization assigned to perform a specific function
during an emergency. It may be one department or agency if only that
organization is assigned to perform the function, or it may be
comprised of two or more normally independent organizations grouped
together to increase operational control and efficiency during the
emergency.
Service Branch: A Branch within the Logistics Section responsible for
service activities at the incident. Includes the Communications,
Medical and Food Units.
Shelter Complex: A geographic grouping of facilities to be used for
fallout shelter when such an arrangement serves planning,
administrative, an/or operation purposes. Normally, a complex will
include a maximum of 25 individual shelter facilities, within a
diameter of about 2 mile.
Shelter Manager: An individual who provides for the internal
organization, administration, and operation of a shelter facility.
Single Resource: An individual, a piece of equipment and its personnel
complement, or a crew or team of individuals with an identified work
supervisor that can be used on an incident.
Situation Unit: Functional unit within the Planning Section
responsible for the collection, organization and analysis of incident
status information, and for analysis of the situation as it
progresses. Reports to the Planning Section Chief.
Span of Control: The supervisory ratio maintained within an ICS or EOC
organization. A span of control of five-positions reporting to one
supervisor is considered optimum.
Special District: A unit of local government (other than a city,
county, or city and county) with authority or responsibility to own,
operate or maintain a project (as defined in California Code of
Regulations 2900(s) for purposes of natural disaster assistance. This
may include joint powers authority established under section 6500 et
seq. of the Code.
Stafford Act: Robert T. Stafford disaster Relief and Emergency
Assistance Act, PL 100-707, signed into law November 23, 1988; amended
the Disaster Relief Act of 1974, PL 93-288.
Staging Areas: Staging Areas are locations set up at an incident where
resources can be placed while awaiting a tactical assignment. Staging
Areas are managed by the Operations Section.
Staging Area Managers: Individuals within ICS organizational units
that are assigned special managerial responsibilities at Staging
Areas. (Also Camp Manager.)
Standard Operating Procedures (SOPs): A set of instructions having the
force of a directive, covering those features of operations which lend
themselves to a definite or standardized procedure. Standard operating
procedures support an annex by indicating in detail how a particular
task will be carried out.
Standardized Emergency Management System (SEMS): A system required by
California Government Code for managing response to multi-agency and
multi-jurisdiction emergencies in California. SEMS consists of five
organizational levels which are activated as necessary: Field
Response, Local Government, Operation Area, Region, State.
State Coordinating Officer (SCO): The person appointed by the Governor
to act for the State in cooperation with the Federal Coordinating
Officer.
State Emergency Plan: The State of California Emergency Plan as
approved by the Governor.
State of Emergency: The duly proclaimed existence of conditions of
disaster or of extreme peril to the safety of persons and property
within the state caused by such conditions as air pollution, fire,
flood, storm, epidemic, riot, or earthquake or other conditions, other
than conditions, resulting from a labor controversy, or conditions
causing a "state of war emergency", which conditions by reason of
magnitude, are or are likely to be beyond the control of the services,
personnel, equipment, and facilities of any single county, city and
county, or city and require the combined forces of a mutual aid region
or regions to combat.
State of War Emergency: The condition which exists immediately, with
or without a proclamation thereof by the Governor, whenever the state
or nation is directly attacked by an enemy of the United States, or
upon the receipt by the state of a warning from the federal government
that such an enemy attack is probable or imminent.
State Operations Center (SOC): An EOC facility operated by the
Governor’s Office of Emergency Services at the state level in SEMS.
Strike Team: A set number of resources of the same kind and type that
have an established minimum number of personnel.
Supply Unit: Functional unit within the Support Branch of the
Logistics Section responsible for ordering equipment and supplies
required for incident operations.
Support Branch: A Branch within the Logistics Section responsible for
providing personnel, equipment and supplies to support incident
operations. Includes the Supply, Facilities and Ground Support Units.
Support Resources: Non-tactical resources under the supervision of the
Logistics, Planning, Finance/Administration Sections or the Command
Staff.
Supporting Materials: Refers to the several attachments that may be
included with an Incident Action Plan, e.g., communications plan, map,
safety plan, traffic plan, and medical plan.
Supporting Technologies: Any technology that may be used to support
the NIMS is included in this subsystem. These technologies include
orthophoto mapping, remote automatic weather stations, infrared
technology, and communications, among various others.
T
Tactical Direction: Direction given by the Operations Section Chief at
the SEMS Field level which includes the tactics appropriate for the
selected strategy, the selection and assignment of resources, tactics
implementation, and performance monitoring for each operational
period.
Task Force: A combination of single resources assembled for a
particular tactical need with common communications and a leader.
Team: (See Single Resource.)
Technical Assistance: Support provided to State, local, and tribal
jurisdictions when they have the resources but lack the complete
knowledge and skills needed to perform a required activity (such as
mobile-home park design and hazardous material assessments).
Technical Specialists: Personnel with special skills that can be used
anywhere within the ICS or EOC organization.
Technological Hazard: Includes a range of hazards emanating from the
manufacture, transportation, and use of such substances as radioactive
materials, chemicals, explosives, flammables, agricultural pesticides,
herbicides and disease agents; oil spills on land, coastal waters or
inland water systems; and debris from space.
Terrorism: Under the Homeland Security Act of 2002, terrorism is
defined as activity that involves an act dangerous to human life or
potentially destructive of critical infrastructure or key resources
and is a violation of the criminal laws of the United States or of any
State or other subdivision of the United States in which it occurs and
is intended to intimidate or coerce the civilian population or
influence a government or affect the conduct of a government by mass
destruction, assassination, or kidnapping. See Section 2 (15),
Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 213 5
(2002).
Time Unit: Functional unit within the Finance/Administration Section
responsible for recording time for incident or EOC personnel and hired
equipment.
Traffic Control Points (TCP): Places along movement routes that are
manned by emergency personnel to direct and control the flow of
traffic.
Triage: A process of priority sorting sick and injured people on the
basis of urgency and type of condition presented so that they can be
routed to appropriate medical facilities.
Type: Refers to resource capability. A Type 1 resources provides a
greater overall capability due to power, size, capacity, etc., than
would be found in a Type 2 resources. Resource typing provides
managers with additional information in selecting the best resource
for the task.
U
Unified Area Command: A Unified Area Command is established when
incidents under an Area Command area multi-jurisdictional. (See Area
Command and Management.
Unified Command: In ICS, Unified Command is a unified team effort
which allows all agencies with responsibility for the incident, either
geographical or functional, to manage an incident by establishing a
common set of incident objectives and strategies. This is accomplished
without losing or abdicating agency authority, responsibility or
accountability.
Unit: An organizational element having functional responsibility.
Units are commonly used in incident Planning Logistics, or
Finance/Administration Section and can be used in operations for some
applications. Units are also found in EOC organizations.
Unity of Command: The concept by which each person within an
organization reports to one and only one designated person.
V
Volunteers: Individuals who make themselves available for assignment
during an emergency. These people may or may not have particular
skills needed during emergencies and may or may not be part of a
previously organized group.
PART TWO
EMERGENCY ORGANIZATION FUNCTIONS
Emergency response management requires the establishment of a
strategic organization comprised of the most important or critical
functions of the University. Consistent with the National Incident
Management System (NIMS), the Standardized Emergency Management System
(SEMS) and the Incident Command System (ICS) CLU’s emergency
management organization is composed of two groups that facilitate the
management of an incident.
EOC Policy Group
The EOC Policy Group has ultimate responsibility for oversight and
direction of the Emergency Operations Center (EOC) and all response,
recovery and continuity activities on campus. The Policy Group led by
the President and includes all top officers of the University. Their
primary role is to advise and assist the EOC in making strategic
policy decisions.
EOC Team
The Emergency Operations Center team performs many functions. The team
is composed of a broad cross section of campus personnel, selected for
their expertise and the needs of the EOC. Once the EOC is activated
and the EOC Director determines the depth of positions necessary for
the immediate incident, the members are called and asked to report.
The EOC team’s function is determined by the incident and its current
situation. As the primary goals of an initial response (protect lives
and property) are accomplished, the priorities will move into
recovery. As response moves into the recovery phase of an incident,
the structure of the EOC team changes to reflect a different set of
priorities.
CLU’s Emergency Operations Center organizational structure follows the
standard five-section management structure as the basis for organizing
emergency planning, response and recovery. (Please refer to the EOC
organizational chart in Figure 2). Not all positions within the EOC
organization may be activated. Only those functions that are needed
will be activated. The five EOC Sections are:
Management Section
The EOC Director has overall responsibility for the management of all
emergency activities, including development, implementation, and
review of strategic decisions, as well as post event assessment. He or
she also designates a leader for each of the other Sections, depending
on the scope and scale of the emergency. The Public Information and
Liaison Officers report to and directly assist the EOC Director. The
EOC Director interfaces with the President in the Policy Group.
Operations Section
The Operations Section coordinates, communicates and supports the
campus emergency services units—the actual on-scene emergency
responders. They are responsible for the implementation of field
operations and management of staffs assigned to response roles.
Planning/Intelligence Section
The Planning/Intelligence Section is responsible for collecting,
evaluating, analyzing and disseminating information and coordinating
the development of the EOC Action Plan in coordination with other
sections. The Planning/Intelligence Section is also responsible for
initiating and preparing the After-Action/Corrective Action Report and
maintaining incident documentation.
Logistics Section
The Logistics Section is responsible for procuring supplies,
personnel, equipment, facilities and material support necessary to
conduct the emergency response.
Finance/Administration Section
The Finance/Administration Section is responsible for overall
management of financial accounting and analysis for the emergency
response. This section is also responsible for the documentation
process for insurance claims, and FEMA and State OES public assistance
programs.
RESPONSE PRIORITIES
In order to focus CLU’s efforts on the proper activities during the
initial hours of an emergency or disaster, emergency response
priorities have been pre-established. CLU response operations will
progress from Priority I through Priority III Actions until the campus
is back to normal.
PRIORITY I ACTIONS – Listed in order of priority.
*
Medical Aid: Respond to life-safety needs. Evaluate medical
services available and direct rescue efforts. Medical/Health
Branch in Operations will oversee and support this activity.
Possible campus resources: Campus Public Safety, Health Services,
Athletic Trainer(s), Counseling Center, Campus Ministry, and other
first aid trained employees.
*
Fire Suppression: Evaluate fires or fire hazards and use available
resources to control and evacuate. Hazard Control Branch in
Operations will oversee and support this activity.
Possible campus resources: Campus Public Safety and Facilities
*
Communication Network: Establish communications on-campus with
impacted areas. The Communications Unit in Logistics will oversee
and support this activity.
Possible campus resources: Information Systems Services (phone,
network, TV, and radio) Campus Public Safety, Human Resources
(messengers), Facilities, KCLU, and designated faculty.
*
Search and Rescue: Appoint search and rescue teams and acquire
transportation vehicles and equipment as required. The
Search/Rescue Branch in Operations will oversee and support this
activity.
Possible campus resources: Facilities, Campus Public Safety,
Conferences & Events, and designated faculty.
*
Utility Status and Safety: Assess condition of utilities and shut
down or restore as able (gas, electric, water, sewer). Evaluate
road system. The Utilities Group under Hazard Control Branch in
Operations will oversee and support this activity.
Possible campus resources: Facilities, Campus Public Safety, KCLU,
other radio, Internet and TV.
*
Control Hazardous Materials: Assess critical areas, secure, and
clean up as needed (chemical, biological, and/or radiological).
The Haz Mat Group under Hazard Control Branch in Operations will
oversee and support this activity.
Possible campus resources: Facilities, Campus Public Safety, Health
Service Director, Chemistry and Biology departments, and Art
Department.
PRIORITY II ACTIONS – Listed in order of priority.
*
Facilities Survey: Evaluate buildings for occupancy in order of
priority and identify and seal off dangerous areas. The Building &
Safety Group under the Hazard Control Branch in Operations will
oversee and support this activity.
Possible campus resources: Facilities, Campus Public Safety,
Residential Life, KCLU, Theater and Stage Services, and designated
faculty.
*
Shelter: Establish usable sites for shelter and food distribution.
The Care and Shelter Branch in Operations will oversee and support
this activity.
Possible campus resources: Dining Services, Residential Life, and
Facilities.
*
Food/Drinking Water: Provide food and drinking water. Identify
supplies and establish distribution system. The Supply Unit in
Logistics will oversee and support this activity.
Possible campus resources: Food Services and Facilities.
*
Sewer system: Evaluate sewer system, identify resources, and
develop latrines if needed. The Utilities Group under the Hazard
Control Branch in Operations will oversee and support this
activity.
Possible campus resources: Facilities.
*
Information/Communications: Establish voice communications system
out to campus and access to data communication. Advise and update
campus constituency of current situation and availability of
services. The Communications Unit in Logistics will oversee and
support this activity and is responsible for:
*
Activating the emergency notification network (classes in
session or otherwise)
*
Activating general information telephone line and periodically
update as necessary.
*
Posting information on Web site and/or alternate ISP site.
Update as necessary.
*
Sending E-mails to all CLU addresses and update as necessary.
*
Sending voice mails to all CLU extensions and update as
necessary.
Possible campus resources: News & Information, Information Systems
Services, Residence Life, CLU Marketing and Communications, KCLU,
other radio stations, Internet, TV, loudspeakers, Human Resources
(messengers), and designated faculty.
*
Criminal Activity Control: Establish security system to control
crime. The Safety/Security Branch in Operations will oversee and
support this activity.
Possible campus resources: Campus Public Safety.
*
Psychological Assistance: Establish system to deal with individual
cases of psychological trauma. The Personnel Unit in Logistics
will oversee and support this activity.
Possible campus resources: Health Services, the Counseling Center, and
Campus Ministry.
PRIORITY III ACTIONS – Listed in order of priority.
*
Valuable Materials Survey and Security: Identify, assess, and
secure valuable materials on campus. The Recovery Planning Unit in
Planning will oversee and support this activity.
Possible campus resources: Library and Art Department staffs,
President and Provost Staff.
*
Records Survey: Identify, assess, and secure all University
records. The Recovery Planning Unit in Planning will oversee and
support this activity.
Possible campus resources: Information Systems, Business Office, Human
Resources Office, Registrar, President and Provost Staffs, Admissions
and ADEP.
*
Academic Survey: Assess academic departments and determine
requirements to resume academic operations. The Recovery Planning
Unit in Planning will oversee and support this activity.
Possible campus resources: Provost, Registrar, Academic Deans,
Department chairs and faculty.
*
Coordinate Volunteers: Determine and evaluate tasks to be done,
coordinate and assign volunteers to appropriate tasks. The
Personnel Unit in Logistics will oversee and support this
activity.
Possible campus resources: Human Resources, Director of
Communications, Director of University Relations, and Campus Ministry.
*
Supplies/Equipment Procurement: Develop system to renew flow of
supplies and equipment from outside sources. The Supply Unit in
Logistics will oversee and support this activity.
Possible campus resources: Facilities, Business Office, Printing
Services, Food Services and Housekeeping.
*
Coordinate Risk Management Tasks: Document inquiries from and
responses to insurance companies, Federal Emergency Management
Agency (FEMA), Ventura County Emergency Management, and other
federal, state, local, and private agencies. The
Compensation/Claims Unit in Finance will oversee and support this
activity.
Possible campus resources: Finance, Facilities, KCLU, Safety and
Security, Business Office.
F igure 2 – CLU’s Emergency Management Organization
POLICY GROUP
Reports To: CLU President
The President of CLU serves as the head of the Policy Group which may
be activated for a Level 3 emergency or whenever executive policy
issues must be addressed. In the event the President of CLU is absent
from the campus, the authority to take all necessary and appropriate
actions on behalf of CLU’s President is hereby delegated to the
following University officers in the order listed below, with such
authority being delegated to the highest ranked University officer on
the list whom the University Public Safety Department is able to
contact:
1.
Provost
2.
Vice President of Administration and Finance
3.
Vice President Student Affairs/Dean of Students
4.
Vice President of University Advancement
5.
Vice President of Enrollment Management and Marketing
6.
Dean, Colleges of Arts and Sciences
RESPONSIBILITIES:
The Policy Group is made up of top University officers and provides
policy direction for recovery planning and advises and assists the EOC
Director in making major emergency related policy decisions.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
CHECKLIST ACTIONS
Activation:
*
Authorize opening the Emergency Operations Center and notify the
Emergency Operations Center Director (EOCD) to activate the EOP.
*
As appropriate, respond to CLU’s EOC. The Policy Group will meet
in the upstairs offices of the Conference and Events Building. If
the primary facility is unusable, the alternate facility is the
Alumni Hall, room 115.
*
Obtain briefing from Director of Campus Public Safety or whatever
sources are available.
Duties:
*
Review your position responsibilities.
*
Inform and brief the Board of Regents, as appropriate.
*
Make any policy issue decisions that are necessary and communicate
these to the EOC Director.
*
Make any necessary public statements through the Public
Information Officer.
*
Keep informed through regular briefings with the EOC Director.
*
Activate and support campus recovery activities.
COMMON RESPONSIBILITIES
(The following is a checklist applicable to all EOC positions).
*
Check-in upon arrival.
*
Report to your organizational supervisor.
*
Obtain a briefing on the situation.
*
Determine your personal operating location and set up as
necessary.
*
Review your position responsibilities.
*
Identify yourself by putting your title on your person (vest, name
tag). Print your name on the EOC organization chart next to your
assignment.
*
Clarify any issues regarding your authority and assignment and
what others in the organization do.
*
Open and maintain a position activity log (Unit Log – ICS 214).
*
Determine 24-hour staffing requirements and request additional
support as required.
*
Determine the need for group or unit establishment. Make required
personnel assignments as staff arrives.
*
Request additional resources through the appropriate Logistics
Section Unit.
*
Based on the situation as known or forecast determine likely
future Section needs.
*
Think ahead and anticipate situations and problems before they
occur.
*
Using Unit Log (ICS 214), maintain all required records and
documentation to support the After-Action/Corrective Action Report
and the history of the emergency/disaster. Document:
*
Messages received
*
Action taken
*
Decision justification and documentation
*
Requests filled
*
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible
reimbursement by
Insurance companies, State OES and FEMA.
General Operational Duties
*
Keep up to date on the situation and resources associated with
your position.
*
Maintain current status reports and displays.
*
Keep your organizational supervisor advised of your status and
activity and on any problem areas that now need or will require
solutions.
*
Establish operating procedure with the Communications Unit of the
Logistics Section for use of telephone, radio and data systems.
Make any priorities or special requests known.
*
Review situation reports as they are received. Verify information
where questions exist. If your personnel report any new incidents
or changes in major incidents, notify the PIO, EOC Director and
the Plans/Intelligence Section Coordinator.
*
Anticipate potential situation changes, such as severe
aftershocks, in all planning. Develop a backup plan for all plans
and procedures requiring off-site communications.
*
Determine and anticipate support requirements and forward to your
organizational supervisor.
*
Monitor your position activities and adjust staffing and
organization to meet current needs.
*
Use face-to-face communication whenever possible and document
decisions and policy.
*
Ensure that your personnel and equipment time records and a record
of expendable materials used are provided to your organizational
supervisor at the end of each operational period.
*
Brief your relief at shift-change time. Ensure that in-progress
activities are identified and follow-up requirements are known.
Deactivation
*
Ensure that all required forms or reports are completed prior to
your release and departure.
*
Be prepared to provide input to the After-Action/Corrective Action
Report.
*
Determine what follow-up to your assignment might be required
before you leave.
*
Deactivate your position and close out logs when authorized by
your organizational supervisor.
*
Leave forwarding phone number where you can be reached.
EOC DIRECTOR AND THE MANAGEMENT FUNCTION
The Management Section is led by the EOC Director and is established
for every EOC activation to coordinate CLU emergency response
operations. The EOC Director, the General Staff (Section
Coordinators), and others as designated make up the CLU emergency
operations team (EOT). The EOT is responsible for assisting the in the
development of overall strategy and tactics to mitigate the incident.
The EOC Director keeps the Policy Group apprised of the situation. The
Management Section includes the following Management Staff:
*
Public Information Officer (PIO)
*
Liaison Officer
Public Information Officer
The PIO ensures that information support is provided on request; that
information released is consistent, accurate and timely and
appropriate information is provided to all required agencies and the
media.
After receiving a briefing from the EOC Director, the PIO will
establish an area for the media away from the EOC. The PIO will
provide news releases, answer questions the media may have and arrange
for tours or photo opportunities of the incident. The PIO will
coordinate all information releases and media contacts with the EOC
Director.
If the City of Thousand Oaks EOC is activated, the PIO will coordinate
all information regarding the University and University emergency
response activities with the City PIO. When multiple local, state
federal agencies are involved, a Joint Information Center (JIC) may be
established. The Public Information Officer will coordinate and
communicate with the JIC or assign an individual to the JIC to ensure
coordination of information dissemination with local, state and
federal agencies.
Liaison Officer
The Liaison Officer serves as the point of contact for Agency
Representatives from assisting organizations and agencies outside the
University structure. The Liaison Officer aids in coordinating the
efforts of these outside agencies to reduce the risk of their
operating independently. This ensures each agency is doing what it
does best and maximizes the effectiveness of available resources. Any
state and/or federal emergency official should make contact with the
Liaison Officer to ensure continuity of operations.
EOC DIRECTOR
Reports To: President
*
Direct and coordinate the EOC.
*
Establish the appropriate staffing level for an activated EOC.
*
Provide for the overall management and coordination of emergency
response and recovery operations, including on-scene incident
management as required.
*
Ensure the EOC Action Plan is developed and implemented.
*
Coordinate and communicate as necessary with the Policy Group.
*
Coordinate and liaison with appropriate federal, state and other
local government agencies, as well as applicable segments of
private sector entities and volunteer agencies.
*
Establish priorities and resolve any conflicting demands for
support.
*
Facilitate and then manage the transition into the Recovery phase.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
CHECKLIST ACTIONS
Activation
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Determine the operational status and appropriate level of
activation based on situation provided by the Situation Triage and
Assessment Team (STAT).
*
As appropriate, respond to CLU’s EOC.
*
Mobilize appropriate personnel for initial activation.
*
Activate an alternate EOC as required. When there is damage to the
primary EOC sufficient to render it unusable, report to the
alternate EOC.
*
Obtain briefing from whatever sources are available.
Position Start-Up Actions
*
Review your position responsibilities.
*
Coordinate the physical setup of the EOC and ensure it and has
equipment and services necessary for an extended activation.
*
Brief and assign EOC staff as they arrive. Briefings should
include:
*
Current situation assessment
*
Identification of specific job responsibilities
*
Identification of co-workers within the job function
*
Availability of communications
*
Location of work area
*
Identification of eating and sleeping arrangements as appropriate
*
Procedural instructions for obtaining additional supplies,
services and personnel
*
Identification of operational period work shifts
*
Establish briefing schedules and give Section Coordinators advance
notice to prepare summaries of Section activities.
*
Convene action planning meetings with the Policy Group and Section
Coordinators. Ensure that these meetings are documented by a
scribe.
*
Assess situation, define problems, set priorities, establish
strategic objectives for response/recovery period.
*
Review and identify need for future staffing.
*
Once the Planning Section completes the EOC Action Plan, review,
approve, implement and distribute.
*
Establish and implement briefing schedule for EOC staff.
*
Ensure that telephone, radio and data communications with other
facilities are established and tested. (Assign task to the
Communications Unit).
*
Upon EOC Activation, assure the following agencies are notified:
*
City of Thousand Oaks
*
Ventura County Sheriff’s Office of Emergency Services
*
Board of Regents via the Policy Group.
*
Ensure that the Management Section is staffed at the level needed.
*
Public Information Officer
*
Liaison Officer
*
Assess the need to request or donate resources via Mutual Aid and
contact all pertinent agencies (see note below):
The California Disaster and Civil Defense Master Mutual Aid Agreement
pertains to public agencies only. However, this does not preclude CLU
from forming Mutual Aid Agreements with the other 27 private colleges
and universities affiliated with the Evangelical Lutheran Church in
America (ELCA). If CLU provides services or facilities to the city and
county such as sheltering, staging, or field treatment sites open to
the public, these services may be eligible for reimbursement should
State or Federal assistance be provided.
*
Work with the EOC Section Coordinators to ensure all EOC Sections
have appropriate equipment, staffing, and information to work
effectively.
*
Ensure Public Information Officer (PIO) coordinates and conducts
news conferences in collaboration with the PIOs on-scene.
*
Authorize PIO to release information to the media and to
coordinate with the PIO on-scene as needed.
*
Monitor performance of CLU personnel for signs of stress or
under-performance; initiate Critical Incident Stress Debriefing as
appropriate in coordination with Personnel Unit of the Logistics
Section. Establish and maintain a safe working environment. (See
Critical Incident Stress Debriefing in the Appendices for more
information).
*
Coordinate with the Personnel Unit of the Logistics Section to
ensure that all staff and volunteers possess the proper training
before being assigned to an ICS position.
*
Ensure that the Liaison Officer is providing for and maintaining
positive and effective inter-agency coordination.
*
Establish and maintain contacts with agencies and with other
organizational levels as appropriate.
*
Monitor section level activities to assure that all appropriate
actions are being taken.
*
Brief your relief at shift change time. Ensure that in-progress
activities are identified and follow-up requirements are known.
*
Facilitate the change from disaster response activities to
recovery activities as the emergency subsides.
Deactivation:
*
Authorize deactivation of sections, branches or units when they
are no longer required.
*
Notify City of Thousand Oaks and Ventura County Operational Area
EOC via the Ventura County Sheriff’s Office of Emergency Services
and other EOCs, as necessary, of planned time for deactivation.
*
Ensure that any open actions not yet completed will be taken care
of after deactivation.
*
Ensure that all required forms or reports are completed prior to
deactivation.
*
Be prepared to provide input to the EOC After-Action
Report/Corrective Action Report.
*
Deactivate the EOC and close out logs when emergency situation no
longer requires activation.
PUBLIC INFORMATION OFFICER
SUPERVISOR: EOC Director
*
Obtain policy guidelines from the EOC Director with regard to
media releases.
*
Communicate the status of the campus to the media, including
injury reports, facilities damage, status of campus operations and
other pertinent information.
*
Provide a key link to the community (via the media) in relaying
the University's emergency information phone number so that
parents and other concerned constituents are able to obtain
up-to-date, accurate information.
*
Communicate the status of students, faculty, and staff to parents,
spouses and other concerned constituents
*
If a response agency, i.e., Ventura County Sheriff or Ventura
County Fire has established an ICS organization, coordinate with
the on-scene PIOs.
*
Coordinate CLU activity in a Joint Information Center, if one is
activated.
*
Control and correct misinformation and rumors.
*
Arrange for media briefings with members of the Policy Group as
necessary.
RESPONSIBILITIES:
Ensure that information support is provided on request; that
information released is consistent, accurate, and timely and that
appropriate information is provided to all required agencies.
In coordination with on-scene PIOs and the PIOs at the City and County
EOCs, consider the need to establish a Joint Information Center (JIC)
or participate in the JIC if one is established.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
External Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Secure guidance from the EOC Director regarding the release of
available information, and authorization to coordinate with the
PIO at the City and County EOCs to access the Emergency Alert
System (EAS), and the cable system, if needed.
*
Establish procedure for information releases affecting
inter-agency coordination.
*
Keep the EOC Director and on-scene PIO advised of all requests for
information and of all major critical or unfavorable media
comments. Provide an estimate of the impact and severity and make
recommendations as appropriate.
*
Coordinate all media events with the EOC Director, on-scene PIO
and the PIO at the City and County EOCs.
*
Ensure that all CLU staff is aware that they must coordinate
release of emergency information through the PIO and that all
press releases must be cleared with the EOC Director and PIO
on-scene before releasing information to the media.
*
Establish a Media Information Center in Mt. Clef Residence Hall
Lounge, KCLU and adjacent areas. Announce safe access routes to
Media Information Center for media. If there are multiple local,
state and federal agencies involved consider establishing a Joint
Information Center (JIC) or if a JIC is established designate
staff to participate at the JIC.
*
Provide any statements to be posted on the Web site:
www.clunet.edu
*
Assist in gathering information for KCLU to report.
*
Schedule and post times and locations of news briefings in the
EOC, Media Information Center and other appropriate areas.
*
Prepare and provide approved information to the media. Post news
releases in the EOC, Media Information Center and other
appropriate areas.
*
Develop an information release program.
*
Interact with other branches/groups/units to provide and obtain
information relative to public information operations.
*
Coordinate with the Situation Status Unit of the
Planning/Intelligence Section and define areas of special interest
for public information action. Identify means for securing the
information as it is developed.
*
As required, periodically prepare briefings for the Policy Group.
*
Respond to information requests from the EOC Director.
*
Ensure that a rumor control function is established as necessary,
and has the means for identifying false or erroneous information.
Develop procedure to be used to squelch such information.
*
Provide sufficient staffing and telephones to efficiently handle
incoming media and public calls and to gather status information.
*
Determine which radio and TV stations are operational. (See
Appendices for Media Listing).
*
Monitor broadcast media, and use information to develop follow-up
news releases and rumor control.
*
Ensure that announcements, information and materials are
translated and prepared for special populations (non-English
speaking; non-readers; elderly; the hearing, sight and mobility
impaired; etc.).
*
Prepare materials that describe the public health risks associated
with each hazard, the appropriate self-help or first aid actions
and other appropriate protection/survival measures.
*
Consider all non-English speaking and hearing impaired persons of
the emergency situation/hazard by:
*
Using bilingual employees whenever possible.
*
Translating all warnings, written and spoken, into appropriate
languages.
*
Contacting media outlets (radio/television) that serve the
languages you need.
*
Utilizing TDD machines and 9-1-1 translation services to contact
the deaf.
*
Using pre-identified lists of disabled and hearing impaired
student and staff for individual contact:
*
Issue timely and consistent advisories and instructions for public
safety, health and assistance:
*
What to do and why.
*
What not to do and why.
*
Hazardous areas and structures to stay away from.
*
Evacuation routes, instructions and arrangements for persons
needing special assistance.
*
Location of shelters, medical triage and treatment areas, food and
water distribution points, etc.
*
Public information hotline numbers.
*
Ensure file copies are maintained of all information released and
posted in the EOC.
*
Provide copies of all releases to the EOC Director.
Internal Duties:
*
Coordinate with Damage Assessment Unit of the Planning Section in
collecting data on emergency, injured staff and students.
*
Respond to calls, concerns from parents, community members.
*
Coordinate staff to serve as information assistants.
LIAISON OFFICER
SUPERVISOR: EOC Director
*
Coordinate and communicate between EOC and other agencies.
*
Initiate and maintain contact with the City of Thousand Oaks and
Ventura County Sheriff’s Office of Emergency Services.
*
Coordinates VIP and Visitor Orientations and Briefings.
RESPONSIBILITIES:
Serve as the point of contact for all outside Agency Representatives.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Maintain contact with all outside agencies involved with the
incident response.
*
Arrange and coordinate VIP tours with PIO.
*
Contact all on-site Agency Representatives. Make sure:
*
They have signed into the EOC.
*
They understand their assigned function.
*
They know their work location.
*
They understand EOC organization and floor plan (provide both).
*
Determine if outside liaison is required with other agencies such
as:
*
Local/county/state/federal agencies
*
Volunteer organizations
*
Private sector organizations
*
Utilities not already represented
*
Determine status and resource needs and availability of other
agencies.
*
Brief Agency Representatives on current situation, priorities and
EOC Action Plan.
*
Respond to requests for liaison personnel from other agencies.
*
Act as liaison with other city, county, state or federal emergency
response officials.
*
Determine if there are communication problems in contacting
outside agencies. Provide information to the Communications Unit
of the Logistics Section.
*
Know the working location for Agency Representative assigned
directly to a branch/group/unit.
*
Compile list of Agency Representatives (agency, name, contact
information) and make available to all EOC personnel.
*
Respond to requests from sections and branches/groups/units for
Agency information. Direct requesters to appropriate Agency
Representatives.
*
Provide periodic update briefings to Agency Representatives as
necessary.
OPERATIONS SECTION
The Operations Section Coordinator, a member of the General Staff, is
responsible for the management of all operations directly applicable
to the primary mission ensuring the overall safety and welfare of all
students and staff. The Operations Coordinator activates and
supervises organization elements in accordance with the EOC Action
Plan and directs its execution. The Operations Coordinator also
directs the preparation of unit operational plans, requests or
releases resources, makes expedient changes to the EOC Action Plan as
necessary, and reports such to the EOC Director. Organizational
elements that may be activated by the Operations Section Coordinator
include:
*
Hazard Control Branch
*
Fire Suppression Group
*
Haz Mat Group
*
Utilities Group
*
Building & Safety Group
*
Safety/Security Branch
*
Search/Rescue Branch
*
Medical/Health Branch
*
Care/Shelter Branch
The Operations Section Coordinator may activate additional units as
necessary to fulfill an expanded role.
Operations Section Coordinator
The Operations Section Coordinator is responsible for coordinating CLU
operations in support of the emergency response through implementation
of the EOC Action Plan and for coordinating all requests for mutual
aid and other operational resources. The Coordinator is responsible
for:
*
Understanding the current situation.
*
Predicting probable resource needs.
*
Preparing alternative strategies for procurement and resources
management.
Hazard Control Branch
The Hazard Control Branch Director will oversee the all activities
associated with the identification and suppression of outside hazards
such as fire, hazardous materials, damaged utilities and impacted
facilities. To accomplish these tasks the Hazard Control Branch
Director may activate the following Groups:
*
Fire Suppression Group
*
Haz Mat Group
*
Utilities Group
*
Building and Safety Group.
Safety/Security Branch
The Safety Security Branch Director manages the activities of
personnel engaged in campus patrol, traffic control, perimeter access
control, crime-scene preservation, building and area security and
evacuation assistance.
Search and Rescue Branch
The Search and Rescue Branch Director is responsible for immediately
coordinating search and rescue activities. This Branch will coordinate
with the Ventura County Fire Department once on scene.
The Medical/Health Branch
The Medical/Health Branch Director coordinates activities of medical
and mental health resources and facilities on-site and off-site,
including mutual aid.
Care and Shelter Branch
The Care and Shelter Branch Director will oversee the care and
sheltering of students and staff stranded at campus or needing
emergency services from campus resources.
OPERATIONS SECTION COORDINATOR
SUPERVISOR: EOC Director
*
Provides the overall coordination and leadership to the
University’s emergency response operations
*
Leads the Operations Section in the development and implementation
of the EOC Action Plan, establishing response priorities and
strategies.
*
Approves resource requests before they are placed with Logistics.
*
Ensure that Priority Actions are being addressed (See Priority
Actions on pages 2-5 in Part Two).
RESPONSIBILITIES:
Coordinate all CLU operations in support of the emergency response
through implementation of the EOC Action Plan. The Operations
Coordinator will ensure that CLU response activities are coordinated
with the on-scene response organization established by either the
local Law Enforcement or Fire Department.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Activate organizational elements within your Section as needed and
designate supervisors for each element or combination of elements:
*
Hazard Control Branch
*
Safety/Security Branch
*
Search & Rescue Branch
*
Medical/Health Branch
*
Care/Shelter Branch
*
Ensure that Operations Sections staff initially focus on Priority
I tasks:
*
Respond to life-safety needs. Evaluate medical services
available and direct rescue efforts – tasked to the
Medical/Health Branch
*
Evaluate fires or fire hazards – tasked to Hazard Control
Branch, Fire Suppression Group
*
Appoint Search and Rescue teams and oversee Search and
Rescue operations – tasked to Search & Rescue Branch
*
Assess condition of utilities and shut down or restore as
able. Evaluate road system – tasked to the Hazard Control
Branch, Utilities Group
*
Control hazardous materials incidents. Assess critical
areas, secure and clean-up as needed – tasked to the
Hazard Control Branch, Haz Mat Group
*
Once Priority I Tasks are accomplished, oversee the completion of
Priority II tasks. Listed in priority:
*
Priority II Tasks:
*
Evaluate buildings for occupancy in order of priority and
identify and seal off dangerous areas – tasked to the
Hazard Control Branch, Building & Safety Group
*
Establish usable sites for shelter and food distribution –
tasked to the Care and Shelter Branch
*
Evaluate sewer system, identify resources, and develop
latrines if needed – tasked to the Hazard Control Branch,
Utilities Group
*
Establish security system to control crime – tasked to the
Safety Security Branch
*
Ensure that all staff and volunteers possess the proper training
before being assigned to response activity.
*
Brief incoming Section personnel prior to their assuming their
duties. Briefings should include:
*
Current situation assessment.
*
Identification of specific job responsibilities.
*
Identification of co-workers within the job function and/or
geographical assignment.
*
Availability of communications.
*
Location of work area.
*
Identification of eating and sleeping arrangements as
appropriate.
*
Procedural instructions for obtaining additional supplies,
services, and personnel.
*
Identification of operational period work shifts.
*
From the Situation Status Unit of the Planning/Intelligence
Section, obtain and review major incident reports and additional
field operational information that may pertain to or affect your
Section operations. Provide information to appropriate branches.
*
Based on the situation as known or forecast, determine likely
future Operations Section needs.
*
Carry out responsibilities of the Operations Section Branches that
are not currently staffed.
*
Evaluate the need for Critical Incident Stress Debriefing for all
affected personnel, staff and volunteers. Arrange debriefings
through the Personnel Unit of the Logistics Section. (See Critical
Incident Stress Debriefing in the Appendices for more
information).
*
Make a list of key issues currently facing your Section to be
accomplished within the next operational period.
*
Keep up to date on the situation and resources associated with
your Section. Maintain current status and displays at all times.
*
Brief the EOC Director on major problem areas that need or will
require solutions.
*
Provide situation and resources information to the Situation
Status Unit and Resources Unit of the Planning/Intelligence
Section on a periodic basis or as the situation requires.
*
Establish operating procedure with the Communications Unit of the
Logistics Section for use of telephone, data, and radio systems.
Make any priorities or special requests known.
*
Determine status of transportation system into/within CLU in
coordination with local law enforcement. Find out present
priorities and estimated times for restoration of the disaster
route system. Provide information to appropriate Branches.
*
Ensure that your Section logs and files are maintained.
*
Monitor your Section activities and adjust Section organization as
appropriate.
*
Ensure internal coordination between Branch Directors.
*
Update status information with other sections as appropriate.
*
Resolve problems that arise in conducting your Section
responsibilities.
*
Anticipate potential situation changes in all Section planning.
Develop a backup plan for all plans and procedures requiring
off-site communications.
*
Conduct periodic briefings for your Section. Ensure that all
organizational elements are aware of priorities.
*
Make sure that all contacts with the media are fully coordinated
first with the Public Information Officer (PIO).
*
Ensure that all your Section personnel and equipment time records
and record of expendable materials used are provided to the Time
Keeping Unit of the Finance/Administration Section at the end of
each operational period.
*
Participate in the EOC Director’s action planning meetings.
*
Ensure Branch Directors establish field communications with each
of their task forces or teams on campus.
*
Evaluate the field conditions associated with the
disaster/emergency and coordinate with the Situation Status Unit
of the Planning/Intelligence Section.
*
Determine the need with local enforcement and fire department for
the evacuation of students. If appropriate, activate, as needed,
the Safety/Security Branch and Care and Shelter Branch to assist
with evacuation and sheltering operations.
*
Determine the option of Shelter-In-Place for students and staff if
an evacuation would subject individuals to unacceptable risks.
*
Determine the need to establish Field Treatment Sites to treat
injured staff and students impacted by the disaster. If
appropriate activate the Medical/Health Branch to assist with the
triage and treatment of students and staff.
*
Identify, establish and maintain mobilization centers for
equipment and personnel. Authorize release of equipment and
personnel to field operations.
*
Direct Operations Branch Directors to maintain up-to-date Incident
Charts, Assignment Lists, Unit Logs and task specific maps. Ensure
that only active, essential information is depicted on the charts
and maps. All related items of interest should be recorded on an
Incident Report.
*
Provide copies of the Unit Log to the Documentation Unit of the
Planning/Intelligence Section at end of each operational period
*
Determine resources committed and resource needs.
*
Receive, evaluate, and disseminate information relative to the
operations of the disaster/emergency.
*
Provide all relevant emergency information to the Public
Information Officer.
*
Conduct periodic Operations Section briefings and work to reach
consensus for forthcoming operational periods.
*
Work closely with the Planning/Intelligence Section Coordinator in
the development of the EOC Action Plan. (See Action Planning in
the Appendices).
*
Work closely with Logistics Section-Communications Unit in the
development of a Communications Plan (ICS Form 205).
*
Work closely with each Branch Director to ensure Operations
Section objectives as defined in the current EOC Action Plan are
being addressed.
*
Ensure that intelligence information from Group Supervisors is
made available to the Planning/Intelligence Section.
*
Ensure that all fiscal and administrative requirements are
coordinated through the Finance/Administration Section, i.e.,
notification of any emergency expenditures, etc.
*
Review suggested list of resources to be released and initiate
recommendations for their release. Notify the Resources Unit of
the Planning/Intelligence Section.
HAZARD CONTROL BRANCH DIRECTOR
SUPERVISOR: Operations Section Coordinator
*
Informs and advises the Operations Section Coordinator.
*
Coordinates and supports the activities of Hazard Control Groups:
Fire Suppression, Haz Mat, Utilities and Building and Safety.
*
Ensure that Priority Actions are being addressed (See Priority
Actions on pages 2-5 in Part Two).
RESPONSIBILITIES:
Coordinate all Hazard Control Branch operations through implementation
of the EOC Action Plan.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Activate organizational elements within your Branch as needed and
designate supervisors for each element or combination of elements:
*
Fire Suppression Group
*
Haz Mat Group
*
Utilities Group
*
Building and Safety Group
*
Establish operating procedure with the Communications Unit of the
Logistics Section for use of telephone, data, and radio systems.
Make any priorities or special requests known.
*
Establish and communications with each Group that will be working
in the field.
*
Ensure that Branch operations initially focus on Priority I tasks:
*
Evaluate fires or fire hazards – tasked to Fire
Suppression Group
*
Assess condition of utilities and shut down or restore as
able. Evaluate road system – tasked to the Utilities Group
*
Control hazardous materials incidents. Assess critical
areas, secure and clean-up as needed – tasked to the Haz
Mat Group
*
Once Priority I Tasks are accomplished, oversee the completion of
Priority II tasks. Listed in priority:
*
Priority II Tasks:
*
Evaluate buildings for occupancy in order of priority and
identify and seal off dangerous areas – tasked to the
Building & Safety Group
*
Evaluate sewer system, identify resources, and develop
latrines if needed – tasked to the Utilities Group
*
Ensure that all staff and volunteers possess the proper training
before being assigned to response activity.
*
Brief incoming Branch personnel prior to their assuming their
duties. Briefings should include:
*
Current situation assessment.
*
Identification of specific job responsibilities.
*
Identification of co-workers within the job function and/or
geographical assignment.
*
Availability of communications.
*
Location of work area.
*
Identification of eating and sleeping arrangements as
appropriate.
*
Procedural instructions for obtaining additional supplies,
services, and personnel.
*
Identification of operational period work shifts.
*
Based on the situation as known or forecast, determine likely
future Branch needs.
*
Carry out responsibilities of the Groups that are not currently
staffed.
*
Evaluate the need for Critical Incident Stress Debriefing for all
affected personnel, staff and volunteers. Arrange debriefings
through the Personnel Unit of the Logistics Section. (See Critical
Incident Stress Debriefing in the Appendices for more
information).
*
Keep up to date on the situation and resources associated with
your Branch. Maintain current status and displays at all times.
*
Brief the Operations Coordinator on major problem areas that need
or will require solutions.
*
Provide situation and resources information to the Situation
Status Unit and Resources Unit of the Planning/Intelligence
Section on a periodic basis or as the situation requires.
*
Ensure that your Unit logs and files are maintained.
*
Monitor your Branch activities and adjust as appropriate.
*
Make sure that all contacts with the media are fully coordinated
first with the Public Information Officer (PIO).
*
Ensure that all your Branch personnel and equipment time records
and record of expendable materials used are provided to the Time
Keeping Unit of the Finance/Administration Section at the end of
each operational period.
*
Determine the option of Shelter-In-Place for students and staff if
an evacuation would subject individuals to unacceptable risks.
*
Maintain up-to-date Incident Charts, Assignment Lists, Unit Logs
and task specific maps. Ensure that only active, essential
information is depicted on the charts and maps. All related items
of interest should be recorded on an Incident Report.
*
Provide copies of the Unit Log to the Documentation Unit of the
Planning/Intelligence Section at end of each operational period
*
Determine resources committed and resource needs.
*
Provide all relevant emergency information to the Public
Information Officer.
*
Suggest to the Operations Section Coordinator a list of resources
to be released and initiate recommendations for their release.
FIRE SUPPRESSION GROUP SUPERVISOR
SUPERVISOR: Hazard Control Branch Director
*
Informs and advises the Hazard Control Branch Director.
*
Coordinates Fire Suppression response with Ventura County Fire,
once on scene.
*
Coordinates and supports the activities of the Fire Suppression
Group.
RESPONSIBILITIES:
Coordinate all Fire Suppression Group operations through
implementation of the EOC Action Plan.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Initiate communications with Ventura County Fire Department if
there are fires present on the campus.
*
Establish and communications with Fire Suppression teams that will
be working in the field.
*
Coordinate the Fire Suppression teams to evaluate fires or fire
hazards.
*
Ensure that all staff and volunteers possess the proper training
before being assigned to response activity.
*
Brief Fire Suppression teams prior to their assuming their duties.
Briefings should include:
*
Current situation assessment.
*
Identification of specific job responsibilities.
*
Identification of co-workers within the job function and/or
geographical assignment.
*
Availability of communications.
*
Location of work area.
*
Identification of eating and sleeping arrangements as
appropriate.
*
Procedural instructions for obtaining additional supplies,
services, and personnel.
*
Identification of operational period work shifts.
*
Ensure Fire Suppression teams:
*
Evaluate the fire area safely
*
Do not open hot doors
*
Close doors to prevent the spread of fire, if possible
*
Return to the fire only if it is safe
*
Avoid smoke and toxic fumes
*
Do not risk their life needlessly
*
Keep an open escape route between team members and the fire
*
Put out a fire by:
*
Taking away its fuel
*
Taking away its air
*
Taking away its heat
*
Do not try to put out a fire that is larger than a desk top.
GET OUT
*
Direct Fire Suppression teams to post danger signs where and when
applicable (barrier tape, signage, barriers, safety cones, etc).
*
Direct Fire Suppression teams to assist with any evacuations due
to fire. Coordinate with Care and Shelter Branch on shelters for
displaced staff, students, faculty and visitors.
*
Based on the situation as known or forecast, determine likely
future Group needs.
*
Evaluate the need for Critical Incident Stress Debriefing for all
affected personnel, staff and volunteers. Arrange debriefings
through the Personnel Unit of the Logistics Section. (See Critical
Incident Stress Debriefing in the Appendices for more
information).
*
Keep up to date on the situation and resources associated with
your Group. Maintain current status and displays at all times.
*
Keep all CLU response teams informed of hazardous situations and
areas.
*
Ensure Fire Suppression teams report all information regarding
damage and casualties.
*
Brief the Hazard Control Branch Director on major problem areas
that need or will require solutions.
*
Provide situation and resources information to the Situation
Status Unit and Resources Unit of the Planning/Intelligence
Section on a periodic basis or as the situation requires.
*
Ensure that your Unit logs and files are maintained.
*
Monitor Fire Suppression activities and adjust as appropriate.
*
Make sure that all contacts with the media are fully coordinated
first with the Public Information Officer (PIO).
*
Ensure that all Fire Suppression personnel and equipment time
records and record of expendable materials used are provided to
the Time Keeping Unit of the Finance/Administration Section at the
end of each operational period.
*
Maintain up-to-date Incident Charts, Assignment Lists, Unit Logs
and task specific maps. Ensure that only active, essential
information is depicted on the charts and maps. All related items
of interest should be recorded on an Incident Report.
*
Provide copies of the Unit Log to the Documentation Unit of the
Planning/Intelligence Section at end of each operational period
*
Determine resources committed and resource needs.
*
Provide all relevant emergency information to the Public
Information Officer.
HAZ MAT GROUP SUPERVISOR
SUPERVISOR: Hazard Control Branch Director
*
Informs and advises the Hazard Control Branch Director.
*
Coordinates Hazardous Materials response with Ventura County Fire,
once on scene.
*
Coordinates and supports the activities of the Haz Mat Group.
RESPONSIBILITIES:
Coordinate all Haz Mat Group operations through implementation of the
EOC Action Plan.
Because the chemistry laboratories and stockroom of the Ahmanson
Science Center contain substances that could become hazardous to
health through spillage or ignition, earthquake or fire, any incident
affecting the Center should result in the immediate evacuation of the
entire building by Science Center personnel and an immediate summoning
of the Ventura County Fire Department (VCFD) and the Hazardous
Materials Team (HAZMAT) of the VCFD.
All spaces in the building should be checked for compliance with the
evacuation and any possible injury by a team of at least two
individuals working in support of one another and equipped with proper
protective clothing and breathing apparatus.
Once evacuation of personnel is complete, attempts should be made by
properly protected personnel to fight small fires with the portable
extinguishers present in the building. However, under no circumstances
should University personnel place themselves at risk in this endeavor.
After all fires are extinguished, a survey of spilled materials should
be undertaken to determine hazards. The survey will be conducted by a
properly protected team of two or more individuals from the Chemistry
Department (if VCFD HAZMAT Team is unavailable). These individuals
should have the knowledge necessary to ascertain risk and to make
recommendations concerning possible mitigation.
Refer to the Chemical Hygiene Plan and the Hazardous Substances Plan
in the Appendices of this Plan for further information.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Establish communications with the Departmental Chemical Hygiene
Officer to determine the status of the Ahmanson Science Center.
*
Initiate communications with Ventura County Fire Department if
there are hazardous materials incidents present on the campus.
*
Identify and assign Haz Mat teams to assess and evaluate hazardous
materials incidents.
*
Coordinate Haz Mat response activities with Ventura County Fire
Department once on-scene.
*
Establish communications with Haz Mat teams that will be working
in the field.
*
Coordinate with the Fire Suppression teams to assist with
extinguishing any small fires with portable extinguishers present
in the building.
*
Support the evacuation of any facilities that are impacted by
hazardous materials. Coordinate with Care and Shelter Branch on
shelters for displaced staff, students, faculty and visitors.
*
Establish operating procedure with the Communications Unit of the
Logistics Section for use of telephone, data, and radio systems.
Make any priorities or special requests known.
*
Direct the isolation and control of hazardous materials incidents.
*
Ensure that all staff and volunteers possess the proper training
before being assigned to response activity.
*
Brief incoming Branch personnel prior to their assuming their
duties. Briefings should include:
*
Current situation assessment.
*
Identification of specific job responsibilities.
*
Identification of co-workers within the job function and/or
geographical assignment.
*
Availability of communications.
*
Location of work area.
*
Identification of eating and sleeping arrangements as
appropriate.
*
Procedural instructions for obtaining additional supplies,
services, and personnel.
*
Identification of operational period work shifts.
*
Direct Haz Mat teams to post danger signs where and when
applicable (barrier tape, signage, barriers, safety cones, etc).
*
Coordinate with the Departmental Chemical Hygiene Officer and the
Ventura County Fire Department to identify the hazardous materials
involved to ascertain the risk and make recommendations concerning
possible mitigation measures.
*
Based on the situation as known or forecast, determine likely
future Group needs.
*
Evaluate the need for Critical Incident Stress Debriefing for all
affected personnel, staff and volunteers. Arrange debriefings
through the Personnel Unit of the Logistics Section. (See Critical
Incident Stress Debriefing in the Appendices for more
information).
*
Keep up to date on the situation and resources associated with
your Group. Maintain current status and displays at all times.
*
Keep all CLU response teams informed of hazardous situations and
areas.
*
Ensure Haz Mat teams report all information regarding damage and
casualties.
*
Brief the Hazard Control Branch Director on major problem areas
that need or will require solutions.
*
Provide situation and resources information to the Situation
Status Unit and Resources Unit of the Planning/Intelligence
Section on a periodic basis or as the situation requires.
*
Ensure that your Unit logs and files are maintained.
*
Monitor Haz Mat activities and adjust as appropriate.
*
Make sure that all contacts with the media are fully coordinated
first with the Public Information Officer (PIO).
*
Ensure that all Haz Mat personnel and equipment time records and
record of expendable materials used are provided to the Time
Keeping Unit of the Finance/Administration Section at the end of
each operational period.
*
Maintain up-to-date Incident Charts, Assignment Lists, Unit Logs
and task specific maps. Ensure that only active, essential
information is depicted on the charts and maps. All related items
of interest should be recorded on an Incident Report.
*
Provide copies of the Unit Log to the Documentation Unit of the
Planning/Intelligence Section at end of each operational period
*
Determine resources committed and resource needs.
*
Provide all relevant emergency information to the Public
Information Officer.
UTILITIES GROUP SUPERVISOR
SUPERVISOR: Hazard Control Branch Director
*
Informs and advises the Hazard Control Branch Director.
*
Coordinates Utilities Group response with appropriate utility
companies.
*
Coordinates and supports the activities of the Utilities Group.
RESPONSIBILITIES:
Coordinate all Utility Group operations through implementation of the
EOC Action Plan.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Ensure that the EOC has all necessary utilities and is free from
any utility hazards.
*
Establish communications with utility companies, as needed.
*
Identify and assign Utility teams to assess and evaluate
electrical, gas and water systems.
*
Establish communications with Utility teams that will be working
in the field.
*
Establish operating procedure with the Communications Unit of the
Logistics Section for use of telephone, data, and radio systems.
Make any priorities or special requests known.
*
Coordinate with the Fire Suppression teams to assist with
extinguishing any small fires that the Utility teams discover.
*
Ensure the evaluation and assessment of the underground water
tanks.
*
Direct all Utility teams to report status of systems for the
entire campus and by each building.
*
Ensure that all staff and volunteers possess the proper training
before being assigned to response activity.
*
Brief incoming Branch personnel prior to their assuming their
duties. Briefings should include:
*
Current situation assessment.
*
Identification of specific job responsibilities.
*
Identification of co-workers within the job function and/or
geographical assignment.
*
Availability of communications.
*
Location of work area.
*
Identification of eating and sleeping arrangements as
appropriate.
*
Procedural instructions for obtaining additional supplies,
services, and personnel.
*
Identification of operational period work shifts.
*
Direct Utility teams to post danger signs where and when
applicable (barrier tape, signage, barriers, safety cones, etc).
*
Direct the Utility teams to turn off the gas when:
*
Team members smell or hear gas escaping
*
Gas water heater or other gas appliance is knocked over and/or
pulled free
*
Building has suffered extensive damage
*
Direct the Utility teams to turn off the electrical when:
*
Team members smell or see electrical arcing or burning
*
Building has suffered extensive damage
*
Power line damage is found
*
Direct the Utility teams to turn off the water when:
*
Team members see large amounts of water flowing
*
Building has suffered extensive damage
*
Identify all major areas of utility damage or non-service.
Determine needs, estimated time for restoring services and
estimated cost to repair, and forward this information to the
Hazard Control Branch and Plans Section Coordinator.
*
Based on the situation as known or forecast, determine likely
future Group needs.
*
Evaluate the need for Critical Incident Stress Debriefing for all
affected personnel, staff and volunteers. Arrange debriefings
through the Personnel Unit of the Logistics Section. (See Critical
Incident Stress Debriefing in the Appendices for more
information).
*
Keep up to date on the situation and resources associated with
your Group. Maintain current status and displays at all times.
*
Keep all CLU response teams informed of hazardous situations and
areas.
*
Ensure Utility teams report all information regarding damage and
casualties.
*
Brief the Hazard Control Branch Director on major problem areas
that need or will require solutions.
*
Provide situation and resources information to the Situation
Status Unit and Resources Unit of the Planning/Intelligence
Section on a periodic basis or as the situation requires.
*
Ensure that your Unit logs and files are maintained.
*
Monitor Haz Mat activities and adjust as appropriate.
*
Make sure that all contacts with the media are fully coordinated
first with the Public Information Officer (PIO).
*
Ensure that all Utility personnel and equipment time records and
record of expendable materials used are provided to the Time
Keeping Unit of the Finance/Administration Section at the end of
each operational period.
*
Maintain up-to-date Incident Charts, Assignment Lists, Unit Logs
and task specific maps. Ensure that only active, essential
information is depicted on the charts and maps. All related items
of interest should be recorded on an Incident Report.
*
Provide copies of the Unit Log to the Documentation Unit of the
Planning/Intelligence Section at end of each operational period
*
Determine resources committed and resource needs.
*
Provide all relevant emergency information to the Public
Information Officer.
BUILDING & SAFETY GROUP SUPERVISOR
SUPERVISOR: Hazard Control Branch Director
*
Informs and advises the Hazard Control Branch Director.
*
Coordinates and supports Building & Safety Group response.
*
Manages inspection, posting, reporting and documentation of CLU
facilities and buildings.
RESPONSIBILITIES:
Coordinate Building & Safety operations through implementation of the
EOC Action Plan.
The post-event inspection of facilities and structures to determine
serviceability will be conducted in accordance with the Damage
Assessment Plan for Volunteer Engineers and the Damage Assessment Plan
for California Building Officials published and issued separately by
the State Office of Emergency Services).
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Identify and prioritize the list of critical facilities to
evaluate and assess.
*
Identify and assign Building & Safety teams to assess/ evaluate
university facilities.
*
Coordinate with the Care and Shelter Branch to ensure all shelter
operation facilities are safe for occupancy. These inspections
have the highest priority.
*
Determine with Facilities Unit whether building managers or other
facility staff will be available in the field to meet the Building
and Safety teams.
*
Establish communications with Building & Safety teams working in
the field.
*
Establish operating procedure with the Communications Unit of the
Logistics Section for use of telephone, data, and radio systems.
*
Coordinate with the Fire Suppression teams to assist with
extinguishing any small fires that the Building & Safety teams
discover.
*
Ensure that all staff and volunteers possess the proper training
before being assigned to response activity.
*
Brief incoming Branch personnel prior to their assuming their
duties. Briefings should include:
*
Current situation assessment.
*
Identification of specific job responsibilities.
*
Identification of co-workers within the job function and/or
geographical assignment.
*
Availability of communications.
*
Location of work area.
*
Identification of eating and sleeping arrangements as
appropriate.
*
Procedural instructions for obtaining additional supplies,
services, and personnel.
*
Identification of operational period work shifts.
*
Direct Building & Safety teams to post danger signs where and when
applicable (barrier tape, signage, barriers, safety cones, etc).
*
Direct the Building & Safety teams to identify for each facility:
*
Extent of damage (Destroyed, Major, Minor, Unaffected)
*
People trapped and/or injured
*
Status of utilities
*
Direct the Building and Safety teams to post all buildings and
facilities, after they have been evaluated according to the
Survey/Damage Assessment Guidelines in the Supporting
Documentation.
*
Keep track of building inspections and forward to Situation Status
Unit and Damage Assessment Unit. Maintain a list or track on the
map. Note the color of placards and tags of buildings.
*
Coordinate with Safety/Security Branch to secure all red tagged
(destroyed) buildings.
*
Based on the situation as known or forecast, determine likely
future Group needs.
*
Evaluate the need for Critical Incident Stress Debriefing for all
affected personnel, staff and volunteers. Arrange debriefings
through the Personnel Unit of the Logistics Section. (See Critical
Incident Stress Debriefing in the Appendices for more
information).
*
Keep up to date on the situation and resources associated with
your Group. Maintain current status and displays at all times.
*
Keep all CLU response teams informed of hazardous situations and
areas.
*
Ensure Building & Safety teams report all information regarding
damage and casualties.
*
Brief the Hazard Control Branch Director on major problem areas
that need or will require solutions.
*
Provide situation and resources information to the Situation
Status Unit and Resources Unit of the Planning/Intelligence
Section on a periodic basis or as the situation requires.
*
Ensure that your Unit logs and files are maintained.
*
Monitor Building & Safety team activities and adjust as
appropriate.
*
Make sure that all contacts with the media are fully coordinated
first with the Public Information Officer (PIO).
*
Ensure that all Utility personnel and equipment time records and
record of expendable materials used are provided to the Time
Keeping Unit of the Finance/Administration Section at the end of
each operational period.
*
Maintain up-to-date Incident Charts, Assignment Lists, Unit Logs
and task specific maps. Ensure that only active, essential
information is depicted on the charts and maps. All related items
of interest should be recorded on an Incident Report.
*
Provide copies of the Unit Log to the Documentation Unit of the
Planning/Intelligence Section at end of each operational period
*
Determine resources committed and resource needs.
*
Provide all relevant emergency information to the Public
Information Officer.
SAFETY/SECURITY BRANCH DIRECTOR
SUPERVISOR: Operations Section Coordinator
*
Informs and advises the Operations Section Coordinator.
*
Coordinates and supports the activities of the Safety/Security
Branch.
*
Ensure that Priority Actions are being addressed (See Priority
Actions on pages 2-5 in Part Two).
RESPONSIBILITIES:
Coordinate all Safety/Security Branch operations through
implementation of the EOC Action Plan.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Initiate and maintain communications with Ventura County Sheriff’s
Department.
*
Establish and maintain communications with Safety/Security
personnel in the field.
*
Identify and ascertain status of available Safety/Security
personnel.
*
Coordinate and communicate all Safety/Security Branch activities
with the Ventura County Sheriff’s Department, if they are
on-scene.
*
Establish operating procedure with the Communications Unit of the
Logistics Section for use of telephone, data, and radio systems.
Make any priorities or special requests known.
*
Coordinate with the Medical/Health Branch to assist with
evaluating medical services available and to direct rescue
efforts.
*
Coordinate with Hazard Control Branch to assist with evacuations,
traffic control, sealing off any danger areas, and other safety
and security activities associated with fire, hazardous materials,
downed utilities, damaged facilities, etc.
*
Coordinate with the Search & Rescue Branch to assist with scene
and traffic control activities.
*
Determine needs for special access facilities.
*
If needed, consider developing an overall traffic control plan to
address overall traffic flow pattern, routing exiting traffic to
clear access for emergency vehicles or remove students, staff,
instructors and visitors from unsafe areas. Coordinate with the
Transportation Unit if transportation resources are needed.
*
When the Coroner’s Office is not available and fatalities exist,
handle all arrangements. Coordinate activities with the Ventura
County Coroner’s Office.
*
As requested, provide security for any critical facilities,
supplies or materials.
*
Ensure that all staff and volunteers possess the proper training
before being assigned to response activity.
*
Brief incoming Branch personnel prior to their assuming their
duties. Briefings should include:
*
Current situation assessment.
*
Identification of specific job responsibilities.
*
Identification of co-workers within the job function and/or
geographical assignment.
*
Availability of communications.
*
Location of work area.
*
Identification of eating and sleeping arrangements as
appropriate.
*
Procedural instructions for obtaining additional supplies,
services, and personnel.
*
Identification of operational period work shifts.
*
Based on the situation as known or forecast, determine likely
future Branch needs.
*
Evaluate the need for Critical Incident Stress Debriefing for all
affected personnel, staff and volunteers. Arrange debriefings
through the Personnel Unit of the Logistics Section. (See Critical
Incident Stress Debriefing in the Appendices for more
information).
*
Keep up to date on the situation and resources associated with
your Branch. Maintain current status and displays at all times.
*
Brief the Operations Coordinator on major problem areas that need
or will require solutions.
*
Provide situation and resources information to the Situation
Status Unit and Resources Unit of the Planning/Intelligence
Section on a periodic basis or as the situation requires.
*
Ensure that your Unit logs and files are maintained.
*
Monitor your Branch activities and adjust as appropriate.
*
Make sure that all contacts with the media are fully coordinated
first with the Public Information Officer (PIO).
*
Ensure that all your Branch personnel and equipment time records
and record of expendable materials used are provided to the Time
Keeping Unit of the Finance/Administration Section at the end of
each operational period.
*
Maintain up-to-date Incident Charts, Assignment Lists, Unit Logs
and task specific maps. Ensure that only active, essential
information is depicted on the charts and maps. All related items
of interest should be recorded on an Incident Report.
*
Provide copies of the Unit Log to the Documentation Unit of the
Planning/Intelligence Section at end of each operational period
*
Determine resources committed and resource needs.
*
Provide all relevant emergency information to the Public
Information Officer.
*
Suggest to the Operations Section Coordinator a list of resources
to be released and initiate recommendations for their release.
SEARCH & RESCUE BRANCH DIRECTOR
SUPERVISOR: Operations Section Coordinator
*
Informs and advises the Operations Section Coordinator.
*
Coordinates and supports the activities of the Search & Rescue
Branch.
*
Ensure that Priority Actions are being addressed (See Priority
Actions on pages 2-5 in Part Two).
RESPONSIBILITIES:
Coordinate all Search & Rescue Branch operations through
implementation of the EOC Action Plan.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Initiate and maintain communications with Ventura County Fire
Department, if Search & Rescue response is needed.
*
Appoint Search and Rescue teams and oversee Search and Rescue
operations.
*
Dispatch Search & Rescue teams, first to those damaged building
areas most likely to have been inhabited or occupied when the
disaster struck. Example: if a strong earthquake struck at 5:00
a.m., the teams should be directed to the Student Residence Halls
first; however, if the quake struck at 10:00 a.m. on a weekday,
then high priority would be given to classrooms and office
buildings.
*
Establish and maintain communications with Search & Rescue
personnel in the field.
*
Coordinate and communicate all Search & Rescue Branch activities
with the Ventura County Fire Department, if they are on-scene.
*
Determine priorities for Search & Rescue operations in conjunction
with Operations Section Coordinator.
*
Establish operating procedure with the Communications Unit of the
Logistics Section for use of telephone, data, and radio systems.
Make any priorities or special requests known.
*
Coordinate with the Medical/Health Branch when medical services
are needed.
*
Coordinate with Hazard Control Branch to identify potential Search
& Rescue situations.
*
Coordinate with the Safety/Security Branch to assist with scene
and traffic control and fatality management.
*
Ensure that all staff and volunteers possess the proper training
before being assigned to response activity.
*
Brief incoming Branch personnel prior to their assuming their
duties. Briefings should include:
*
Current situation assessment.
*
Identification of specific job responsibilities.
*
Identification of co-workers within the job function and/or
geographical assignment.
*
Availability of communications.
*
Location of work area.
*
Identification of eating and sleeping arrangements as
appropriate.
*
Procedural instructions for obtaining additional supplies,
services, and personnel.
*
Identification of operational period work shifts.
*
Based on the situation as known or forecast, determine likely
future Branch needs.
*
Evaluate the need for Critical Incident Stress Debriefing for all
affected personnel, staff and volunteers. Arrange debriefings
through the Personnel Unit of the Logistics Section. (See Critical
Incident Stress Debriefing in the Appendices for more
information).
*
Keep up to date on the situation and resources associated with
your Branch. Maintain current status and displays at all times.
*
Brief the Operations Coordinator on major problem areas that need
or will require solutions.
*
Provide situation and resources information to the Situation
Status Unit and Resources Unit of the Planning/Intelligence
Section on a periodic basis or as the situation requires.
*
Ensure that your Unit logs and files are maintained.
*
Monitor your Branch activities and adjust as appropriate.
*
Make sure that all contacts with the media are fully coordinated
first with the Public Information Officer (PIO).
*
Ensure that all your Branch personnel and equipment time records
and record of expendable materials used are provided to the Time
Keeping Unit of the Finance/Administration Section at the end of
each operational period.
*
Maintain up-to-date Incident Charts, Assignment Lists, Unit Logs
and task specific maps. Ensure that only active, essential
information is depicted on the charts and maps. All related items
of interest should be recorded on an Incident Report.
*
Provide copies of the Unit Log to the Documentation Unit of the
Planning/Intelligence Section at end of each operational period
*
Determine resources committed and resource needs.
*
Provide all relevant emergency information to the Public
Information Officer.
*
Suggest to the Operations Section Coordinator a list of resources
to be released and initiate recommendations for their release.
MEDICAL/HEALTH BRANCH DIRECTOR
SUPERVISOR: Operations Section Coordinator
*
Informs and advises the Operations Section Coordinator.
*
Coordinates and supports the activities of the Medical/Health
Branch.
*
Ensure that Priority Actions are being addressed (See Priority
Actions on pages 2-5 in Part Two).
RESPONSIBILITIES:
Coordinate all Medical/Health Branch operations through implementation
of the EOC Action Plan.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Initiate and maintain communications with Ventura County Emergency
Medical Services Agency, if Medical/Health response is needed.
*
Advise Operations Section Coordinator and appropriate EOC staff of
the status and availability of personnel controlled by your Branch
*
Coordinate and manage the allocation of available Medical/Health
resources to support disaster medical and health operations on the
campus.
*
Evaluate and prioritize Medical/Health requests, and recommend
appropriate response.
*
Establish and maintain communications with Medical/Health
personnel in the field.
*
Establish operating procedure with the Communications Unit of the
Logistics Section for use of telephone, data, and radio systems.
Make any priorities or special requests known.
*
Confirm the need for a Medical Treatment Facility with the
Operations Section Coordinator. If needed, establish the Medical
Treatment Facility at the University Health Services, 16 Regents
Ct. An alternate location is the Athletic Training room. Prior to
setting up operations, Building and Safety will need to deem the
Medical Treatment Facility safe and utilities need to be
functional.
*
Ensure Medical Treatment Facility is set-up for Triage, Treatment,
and Transport activities and is appropriately staffed.
*
If the Medical Treatment Facility is activated and staffed to
provide service, direct the transportation of minor injuries and
walking wounded to the facility. Coordinate with the Medical
Treatment Facility to keep track of the number and severity of
injuries.
*
Ensure the Medical Treatment Facility and/or Field Treatment Sites
maintain accurate records of the following:
*
Names and addresses of patients
*
Description of injuries and treatments including supplies used
*
Disposition of patients (e.g., released, transported to…,
etc.)
*
Name of attending staff, nurse, physician, if available
*
Track the numbers and disposition of injured persons and
fatalities campus-wide.
*
Coordinate with Care/Shelter Branch to provide first aid support
at shelter locations. (University sites only – community shelters
will be operated by the American Red Cross [ARC]. ARC will provide
their own shelter support.
*
Request additional medical equipment, personnel and supplies with
the Logistics Section.
*
Work with the Transportation Unit, if ambulances are not
available, to provide for medical transportation of injured to Los
Robles Regional Medical Center.
*
Coordinate the need for Field Treatment Sites with the Operations
Section Coordinator.
*
Coordinate the Medical/Health response to incident sites when
reports of injuries, fatalities or trapped persons (who may be
injured) are received. If Medical/Health staff is not available to
respond on-site, transportation of the injured to the Medical
Treatment Facility will be arranged with the Transportation Unit.
*
Coordinate and communicate all Medical/Health activities with the
Ventura County Emergency Medical Services, if they are on-scene.
*
Coordinate with the Safety/Security Branch to assist with scene
control, traffic control, emergency vehicle ingress/egress and
fatality management.
*
Ensure that all staff and volunteers possess the proper training
before being assigned to response activity.
*
Brief incoming Branch personnel prior to their assuming their
duties. Briefings should include:
*
Current situation assessment.
*
Identification of specific job responsibilities.
*
Identification of co-workers within the job function and/or
geographical assignment.
*
Availability of communications.
*
Location of work area.
*
Identification of eating and sleeping arrangements as
appropriate.
*
Procedural instructions for obtaining additional supplies,
services, and personnel.
*
Identification of operational period work shifts.
*
Based on the situation as known or forecast, determine likely
future Branch needs.
*
Evaluate the need for Critical Incident Stress Debriefing for all
affected personnel, staff and volunteers. Arrange debriefings
through the Personnel Unit of the Logistics Section. (See Critical
Incident Stress Debriefing in the Appendices for more
information).
*
Keep up to date on the situation and resources associated with
your Branch. Maintain current status and displays at all times.
*
Brief the Operations Coordinator on major problem areas that need
or will require solutions.
*
Provide situation and resources information to the Situation
Status Unit and Resources Unit of the Planning/Intelligence
Section on a periodic basis or as the situation requires.
*
Ensure that your Unit logs and files are maintained.
*
Monitor your Branch activities and adjust as appropriate.
*
Make sure that all contacts with the media are fully coordinated
first with the Public Information Officer (PIO). Advise
Medical/Health staff NOT to release the names of injured or other
information to anyone, especially the media.
*
Ensure that all your Branch personnel and equipment time records
and record of expendable materials used are provided to the Time
Keeping Unit of the Finance/Administration Section at the end of
each operational period.
*
Maintain up-to-date Incident Charts, Assignment Lists, Unit Logs
and task specific maps. Ensure that only active, essential
information is depicted on the charts and maps. All related items
of interest should be recorded on an Incident Report.
*
Provide copies of the Unit Log to the Documentation Unit of the
Planning/Intelligence Section at end of each operational period
*
Determine resources committed and resource needs.
*
Provide all relevant emergency information to the Public
Information Officer.
*
Suggest to the Operations Section Coordinator a list of resources
to be released and initiate recommendations for their release.
CARE/SHELTER BRANCH DIRECTOR
SUPERVISOR: Operations Section Coordinator
*
Informs and advises the Operations Section Coordinator.
*
Coordinates and supports the activities of the Care/Shelter
Branch.
*
Manages University large group care operations.
*
Provides temporary shelter (overnight for several days).
*
Ensure that Priority Actions are being addressed (See Priority
Actions on pages 2-5 in Part Two).
RESPONSIBILITIES:
Coordinate all Care/Shelter Branch operations through implementation
of the EOC Action Plan.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Confer with Operations Section Coordinator to determine if
Care/Shelter operations are needed for building evacuees, stranded
employees and staff, field response personnel or for the
community. (CLU may assist the City of Thousand Oaks and the
American Red Cross [ARC]by providing a facility for a community
shelter).
*
Identify potential sites to set up shelter areas. Ensure that
buildings have been inspected and are safe for occupancy.
*
If directed by the Operations Section Coordinator, set up one or
more Care and Shelter centers on Campus. Initial shelters may be
for students and employees who are evacuated from buildings,
children from day care center who have been evacuated, and others
who may have become separated from their companions.
Note: These shelters may be just temporary until the situation on
campus is stable.
*
Determine the number of staff that will be needed to manage each
shelter site. Request additional personnel and volunteers through
the Logistics Section.
*
Coordinate and manage the allocation of available Care/Shelter
resources to support Care/Shelter operations on the campus. Make a
list of all items that will be needed for each shelter to become
fully operational. Forward the list to the Operations Section
Coordinator and coordinate with Logistics to provide estimates of
supplies currently available on campus and supplies that will need
to be purchased. Provide the estimates, including costs, to the
Operations Section Coordinator for final approval before
establishing longer-term shelters.
*
If CLU has been asked by the City of Thousand Oaks or ARC to
provide a public shelter under the management of the ARC, CLU may
provide a facility with support services of power and water
utilities and sanitation. Coordinate the set up of the ARC shelter
with the other Branches in Operations to determine if there are
additional needs to provide support. Determine a shut down time
for the public shelter, which may be based on the resumption of
CLU operations. Coordinate the shut-down of the public shelter
with the Operations Section Coordinator and the EOC Director who
may need to coordinate with the City of Thousand Oaks and Ventura
County.
REMEMBER THAT CLU MUST PAY FOR SHELTERS THAT ARE MANAGED BY CLU. IF AN
ARC SHELTER IS OPENED ON CAMPUS, AND MANAGED BY THE ARC, CLU ONLY
PROVIDES FACILITIES. BE AWARE THAT IF THE ARC MANAGES THE SHELTER, IT
IS OPENED UP TO THE COMMUNITY AS A COMMUNITY-WIDE SHELTER AND IS NOT
EXCLUSIVELY FOR THE CLU COMMUNITY (FACULTY/STAFF/STUDENTS, ETC…).
*
Coordinate with the Operations Section Coordinator to define a
policy for shelter operations, based on the nature of the
situation and with the concurrence of the EOC Management Team,
establish the following:
*
Sign-in log for all persons at the shelter; including date and
time
*
Length of time people will be sheltered
*
Shelter management - CLU or the Red Cross
*
Services to be provided are food, counseling, transportation, etc.
*
Release policy (i.e., individual initiative - no controls, release
sign-out Log, etc.)
*
Policy regarding non-Campus persons in shelters
*
Policy regarding mutual assistance (whether it will be provided)
*
Information to be released to the news media
*
Maximum budget
*
Evaluate and prioritize Care/Shelter requests, and recommend
appropriate response.
*
Establish and maintain communications with each shelter.
*
Establish operating procedure with the Communications Unit of the
Logistics Section for use of telephone, data, and radio systems.
Make any priorities or special requests known.
*
Coordinate with Medical/Health Branch to provide first aid support
at shelter locations. (University sites only – community shelters
will be operated by the American Red Cross [ARC]. ARC will provide
their own shelter support.
*
Work with the Transportation Unit, to provide for transportation
to care and shelter locations, if needed.
*
Coordinate with the Safety/Security Branch to assist with shelter
security, as appropriate.
*
Ensure that all staff and volunteers possess the proper training
before being assigned to response activity.
*
Brief incoming Branch personnel prior to their assuming their
duties. Briefings should include:
*
Current situation assessment.
*
Identification of specific job responsibilities.
*
Identification of co-workers within the job function and/or
geographical assignment.
*
Availability of communications.
*
Location of work area.
*
Identification of eating and sleeping arrangements as
appropriate.
*
Procedural instructions for obtaining additional supplies,
services, and personnel.
*
Identification of operational period work shifts.
*
Based on the situation as known or forecast, determine likely
future Branch needs.
*
Evaluate the need for Critical Incident Stress Debriefing for all
affected personnel, staff and volunteers. Arrange debriefings
through the Personnel Unit of the Logistics Section. (See Critical
Incident Stress Debriefing in the Appendices for more
information).
*
Keep up to date on the situation and resources associated with
your Branch. Maintain current status and displays at all times.
*
Brief the Operations Coordinator on major problem areas that need
or will require solutions.
*
Provide situation and resources information to the Situation
Status Unit and Resources Unit of the Planning/Intelligence
Section on a periodic basis or as the situation requires.
*
Ensure that your Unit logs and files are maintained.
*
Monitor your Branch activities and adjust as appropriate.
*
Make sure that all contacts with the media are fully coordinated
first with the Public Information Officer (PIO). Advise
Medical/Health staff NOT to release the names of injured or other
information to anyone, especially the media.
*
Ensure that all your Branch personnel and equipment time records
and record of expendable materials used are provided to the Time
Keeping Unit of the Finance/Administration Section at the end of
each operational period.
*
Maintain up-to-date Incident Charts, Assignment Lists, Unit Logs
and task specific maps. Ensure that only active, essential
information is depicted on the charts and maps. All related items
of interest should be recorded on an Incident Report.
*
Provide copies of the Unit Log to the Documentation Unit of the
Planning/Intelligence Section at end of each operational period
*
Determine resources committed and resource needs.
*
Provide all relevant emergency information to the Public
Information Officer.
PLANNING/INTELLIGENCE SECTION
The Planning/Intelligence Section Coordinator will determine, based on
present and projected requirements, the need for establishing specific
and/or specialized Units. As the need arises, the following Units may
be activate:
*
Resources Unit
*
Situation Status Unit
*
Documentation Unit
*
Damage Assessment Unit
*
Advance Planning Unit
*
Recovery Planning Unit
Planning/Intelligence Section Coordinator
The Planning/Intelligence Section Coordinator, a member of the EOC
Director’s General Staff, is responsible for the collection,
evaluation, forecasting, dissemination and use of information about
the development of the incident and status of resources. The
Planning/Intelligence Section Coordinator is also responsible for
overseeing all demobilization post-disaster.
Resources Unit
The Resources Unit is responsible for maintaining detailed tracking
records of resource allocation and use (resources available, resources
assigned, resources requested but not yet on scene, “out-of-service”
resources and estimates of future resource needs); maintaining logs
and invoices to support the documentation process and for resources
information displays in the EOC. This Unit cooperates closely with the
Operations Section (to identify resources currently in place and
resources needed) and Logistics Section (to determine resources
ordered and in route).
Situation Status Unit
The Situation Status Unit is responsible for the collection and
organization of incident status and situation information. The Unit is
also responsible for the evaluation, analysis and display of
information for use by EOC staff.
Documentation Unit
The Documentation Unit is responsible for initiating and coordinating
the preparation of CLU’s EOC Action Plans and After-Action/Corrective
Action Reports; maintaining accurate and complete incident files;
establishing and operating an EOC Message Center; providing copying
services to EOC personnel and preserving incident files for legal,
analytical and historical purposes.
Damage Assessment Unit
The Damage Assessment Unit is responsible for maintaining detailed
records of safety/damage assessment information and supporting the
documentation process.
Advance Planning Unit
The Advance Planning Unit is responsible for developing reports and
recommendations for future time periods and for preparing reports and
briefings for use in strategy and/or planning meetings.
Recovery Planning Unit
The Recovery Unit is responsible for ensuring that CLU receives all
disaster/emergency assistance and disaster recovery costs for which it
is eligible. The Unit is also responsible for all initial recovery
operations and for preparing the EOC organization for transition to a
recovery operations organization to restore CLU to pre-disaster
condition as quickly and effectively as possible.
PLANNING/INTELLIGENCE SECTION COORDINATOR
SUPERVISOR: EOC Director
*
Ensure that the Planning/Intelligence function is performed
consistent with SEMS/NIMS Guidelines, including:
*
Collecting, analyzing and displaying situation information.
*
Preparing periodic situation reports
*
Initiating and documenting the CLU’s EOC Action Plan and
After-Action/Corrective Action Report
*
Resource Tracking
*
Advance planning
*
Planning for demobilization
*
Establish the appropriate level of organization within the
Section, and continuously monitor the effectiveness of that
organization. Make changes as required.
*
Be prepared to form additional units as dictated by the situation.
*
Report to the EOC Director on all matters pertaining to Section
activities.
RESPONSIBILITIES:
Collect, evaluate, forecast, formulate, disseminate and use of
information about the development of the incident and status of
resources.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Activate organizational elements within your Section as needed and
designate leaders for each element or combination of elements.
*
Resources Unit
*
Situation Status Unit
*
Documentation Unit
*
Damage Assessment Unit
*
Advance Planning Unit
*
Recovery Planning Unit
*
Brief incoming Section personnel prior to their assuming their
duties. Briefings should include:
*
Current situation assessment.
*
Identification of specific job responsibilities.
*
Identification of co-workers within the job function and/or
geographical assignment.
*
Availability of communications.
*
Location of work area.
*
Identification of eating and sleeping arrangements as appropriate.
*
Procedural instructions for obtaining additional supplies,
services, and personnel.
*
Identification of operational period work shifts.
*
Inform the EOC Director and General Staff when your Section is
fully operational.
*
Review responsibilities of branches in your Section. Develop plan
for carrying out all responsibilities.
*
Meet with other Section Coordinators.
*
Review major incident reports and additional field operational
information that may pertain to or affect Section operations.
*
Prepare work objectives for Section staff and make staff
assignments.
*
Obtain and review major incident reports and other reports from
adjacent areas that have arrived at the EOC.
*
Direct the Situation Status Unit leader to initiate collection and
display of significant disaster events.
*
Based on the situation as known or forecast, determine likely
future Planning/Intelligence Section needs.
*
Think ahead and anticipate situations and problems before they
occur.
*
Request additional resources through the appropriate Logistics
Section Unit, as needed.
*
Carry out responsibilities of the Planning/Intelligence Section
Units that are not currently staffed.
*
Evaluate the need for Critical Incident Stress Debriefing for all
affected personnel, victims and bystanders. Arrange debriefings
through the Personnel Unit of the Logistics Section. (See Critical
Incident Stress Debriefing in the Appendices for more
information).
*
Make a list of key issues currently facing your Section to be
accomplished within the next operational period.
*
Keep up to date on situation and resources associated with your
Section. Maintain current status and displays at all times.
*
Brief the EOC Director on major problem areas that need or will
require solutions.
*
Establish operating procedure with the Communications Unit of the
Logistics Section for use of telephone, data and radio systems.
Make any priorities or special requests known.
*
Determine status of transportation system into and within the
affected area in coordination with the Transportation Unit of the
Logistics Section. Find out present priorities and estimated times
for restoration of the disaster route system. Provide information
to appropriate Branches/Units.
*
Ensure that your Section logs and files are maintained.
*
Monitor your Section activities and adjust Section organization as
appropriate.
*
Ensure internal coordination between branch/group/unit leaders.
*
Update status information with other sections as appropriate.
*
Resolve problems that arise in conducting your Section
responsibilities.
*
Develop a backup plan for all plans and procedures requiring
off-site communications.
*
Conduct periodic briefings for your Section. Ensure that all
organizational elements are aware of priorities.
*
Make sure that all contacts with the media are fully coordinated
first with the Public Information Officer (PIO).
*
Participate in the EOC Director’s action planning meetings.
*
Brief your relief at shift change time. Ensure that in-progress
activities are identified and follow-up requirements are known.
*
Assess the impact of the disaster/emergency on CLU, including the
initial safety/damage assessment by field units.
*
Develop situation analysis information on the impact of the
emergency from the following sources:
*
Hazard Control Branch
*
Safety/Security Branch
*
Search/Rescue Branch
*
Medical/Health Branch
*
Care/Shelter Branch
*
City of Thousand Oaks
*
Ventura County Fire Department
*
Ventura County Sheriff’s Department
*
Utilities
*
Red Cross, Ventura Chapter
*
Auxiliary Communication Services (ACS)
*
Media (Radio and Television)
*
Ensure that pertinent emergency information is disseminated
through appropriate channels to response personnel, CLU EOC staff,
Board of Regents, City of Thousand Oaks, Ventura County
Operational Area and the public.
*
Working with the EOC Management Team and the Documentation Unit,
prepare an EOC Action Plan to identify priorities and objectives.
(See Part Two – Planning/Intell.-Support Documentation-Action
Planning.)
*
Assemble information on alternative strategies.
*
Identify the need for use of special resources.
*
Initiate the EOC Action Plan development for the current and
forthcoming operational periods.
*
Direct the coordination of periodic disaster and strategy plans
briefings to the EOC Director and General Staff, including
analysis and forecast of incident potential.
*
Ensure coordination of collection and dissemination of disaster
information and intelligence with other sections.
*
Begin planning for recovery.
Deactivation
*
Authorize deactivation of organizational elements within your
Section when they are no longer required.
*
Ensure that any open actions are handled by your Section or
transferred to other EOC elements as appropriate.
*
Ensure that any required forms or reports are completed prior to
your release and departure.
*
Be prepared to provide input to the After-Action/Corrective Action
Report.
*
Account for all equipment, personnel, and supplies.
*
Deactivate your Section and close out logs when authorized by the
EOC Director.
*
Leave forwarding phone number where you can be reached.
RESOURCES UNIT
SUPERVISOR: Planning Section Coordinator
*
Prepare and maintain displays, charts and lists that reflect the
current status and location of controlled resources: personnel,
equipment and vehicles.
*
Establish a resource reporting system for field and EOC units.
*
Prepare and process resource status change information.
*
Provide information to assist the Situation Status and
Documentation Units of the EOC Planning/Intelligence Section in
strategy planning and briefing presentations.
RESPONSIBILITIES:
Maintain detailed tracking records of resource allocation and use
(resources already in place, resources requested but not yet on scene,
“out-of-service” resources and estimates of future resource needs);
logs and invoices to support the documentation process and resources
information displays in the EOC. Cooperate closely with the EOC
Operations Section (to determine resources currently in place and
resources needed) and with the EOC Planning/Intelligence Section (to
provide resources information to the EOC Action Plan). (See Planning
Support Documentation - Action Planning)
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Develop a system to track resources deployed for disaster
response.
*
Establish a reporting procedure for resources at specified
locations.
*
Direct the collection, organization and display status of incident
resources to include allocation, deployment and staging areas.
*
Maintain a master list of all resources deployed.
*
Provide for an authentication system in case of conflicting
resources status reports.
*
Provide a resources overview and summary information to the
Situation Status Unit of the EOC Planning/Intelligence Section as
requested and written status reports on resources allocations as
requested by the Section Coordinators.
*
Assist in strategy planning based on the evaluation of the
resources allocation, resources en-route and projected resources
shortfalls.
*
Ensure that available resources are not overlooked by the EOC
Operations Section staff and assist in preparation of the EOC
Action Plan.
*
Make recommendations to the EOC Logistics Section Coordinator of
resources that are not deployed or should be deactivated.
SITUATION STATUS UNIT
SUPERVISOR: Planning/Intelligence Section Coordinator
*
Collect, organize and analyze situation information from EOC
sources.
*
Provide current situation assessments based on analysis of
information received from a variety of sources and reports.
*
Develop situation reports for dissemination to
Planning/Intelligence Section Coordinator, EOC Director and other
section coordinators to initiate the action planning process.
*
Transmit approved reports to the City of Thousand Oaks and Ventura
County Operational Area.
*
Develop and maintain current maps and other displays (locations
and types of incidents).
*
Assess, verify and prioritize situation information into situation
intelligence briefings and situation status reports.
*
Evaluate the content of all incoming field situation and major
incident reports. Provide incoming intelligence information
directly to appropriate EOC Sections, summarize and provide
current information on central maps and displays.
*
Monitor and ensure the orderly flow of disaster intelligence
information within the EOC.
RESPONSIBILITIES:
Collect and organize incident status and situation information and
evaluate, analyze and display information for use by EOC staff.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Direct the collection, organization and display of status of
disaster events according to the format that the Documentation
Unit is utilizing, including:
*
Location and nature of the disaster/emergency.
*
Special hazards.
*
Number of injured persons.
*
Number of deceased persons.
*
Road closures and disaster routes.
*
Structural property damage (estimated dollar value).
*
Personal property damage (estimated dollar value).
*
CLU resources committed to the disaster/emergency.
*
CLU resources available.
*
Assistance provided by outside agencies and resources committed.
*
Shelters, type, location and number of people that can be
accommodated.
*
Possible Information Sources include:
*
Disaster briefings
*
EOC Action Plan
*
Section Reports
*
Intelligence Reports
*
Field Observations
*
Casualty Information
*
On Duty Personnel from other Sections
*
Direct the collection of photographs, videos, and/or sound
recordings of disaster events, as appropriate.
*
Prepare and maintain EOC displays.
*
Assist in the preparation of the EOC Action Plan.
*
Post to the significant events log casualty information, health
concerns, property damage, fire status, size of risk area, scope
of the hazard to the public, number of evacuees, etc. Note:
Casualty information cannot be released to the press or public
without authorization from EOC Director and the Public Information
Officer.
*
Coordinate casualty tracking system with the Medical/Health
Branch.
*
Develop sources of information and assist the
Planning/Intelligence Section Coordinator in collecting,
organizing and analyzing data from the all EOC Sections.
*
Provide for an authentication process in case of conflicting
status reports on events.
*
Meet with the Planning/Intelligence Section Coordinator and
EOC Director to determine needs for planning meetings and
briefings. Determine if there are any special information
needs.
*
Meet with the PIO to determine best methods for exchanging
information and providing the PIO with Situation Status Unit
information.
*
Provide information to the PIO for use in developing media
and other briefings.
*
Establish and maintain an open file of situation reports and
major incident reports for review by other sections/units.
*
Determine weather conditions, current and upcoming. Post
weather information.
*
Prepare required Operational Area reports. Obtain approval
from the Planning/Intelligence Section Coordinator and
transmit to the City of Thousand Oaks and the Ventura County
Operational Area.
*
Prepare written situation reports at periodic intervals at
the direction of the Planning/Intelligence Section
Coordinator.
*
Assist at Planning meetings as required.
*
As appropriate, assign “field observers” to gather
information.
DOCUMENTATION UNIT
SUPERVISOR: Planning/Intelligence Section Coordinator
*
Maintain an accurate and complete record of significant disaster
events.
*
Assist other parts of the EOC organization in setting up and
maintaining files, journals and special reports.
*
Collect and organize all written forms, logs, journals and reports
at completion of each shift from all sections.
*
Establish and operate a Message Center at the EOC, and assign
appropriate internal and external message routing.
*
Provide documentation and copying services to EOC staff.
*
Maintain and preserve disaster/emergency files for legal,
analytical and historical purposes.
*
Compile, copy and distribute the EOC Action Plans as directed by
the Section Coordinators.
*
Compile, copy and distribute the After-Action Report with input
from other sections/units.
RESPONSIBILITIES:
Compile and distribute the CLU’s EOC Action Plans and
After-Action/Correction Action Reports; maintain accurate and complete
incident files; establish and operate an EOC Message Center; provide
copying services to EOC personnel and preserve incident files for
legal, analytical and historical purposes.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Meet with the Planning/Intelligence Section Coordinator to
determine what EOC materials should be maintained for official
records.
*
Contact other EOC sections and units and inform them of the
requirement to maintain official records. Assist them as necessary
in setting up a file records system.
*
Coordinate documentation with the Situation Status Unit.
*
Following planning meetings, assist in the preparation of any
written action plans or procedures.
*
Ensure that the EOC Action Plans and After-Action
Report/Correction Action are compiled, approved, copied and
distributed to EOC Sections and Units. (See Action Planning, After
Action/Corrective Action Reports in the Appendices).
*
Ensure distribution and use of message center forms to capture a
written record of actions requiring application of resources,
requests for resources or other directions/information requiring
use of the message center form.
*
Ensure the development of a filing system to collect, log and
compile copies of message center forms according to procedures
approved by the Planning/Intelligence Section Coordinator.
*
Identify and establish a “runner” support system for collecting,
duplicating journals, logs and message center forms throughout the
EOC.
*
Establish copying service and respond to authorized copying
requests.
*
Establish a system for collecting all section and unit
journal/logs at completion of each operational period.
*
Periodically collect, maintain and store messages, records,
reports, logs, journals and forms submitted by all sections and
units for the official record.
*
Verify accuracy/completeness of records submitted for file – to
greatest extent possible; correct errors by checking with EOC
personnel as appropriate.
*
Prepare an overview of the documented disaster events at periodic
intervals or upon request from the Planning/Intelligence Section
Coordinator.
DAMAGE ASSESSMENT UNIT
SUPERVISOR: Planning/Intelligence Section Coordinator
*
Collect safety/damage assessment information from the Operations
Section and other verifiable sources and prepare appropriate
reports.
*
Provide safety/damage assessment information to the
Planning/Intelligence Section Coordinator.
*
Coordinate with Area Residence Coordinators and Building
Coordinators for exchange of information.
*
Coordinate with the Public Information Officer to provide an
emergency student/family message center.
RESPONSIBILITIES:
Maintain detailed records of safety/damage assessment information and
support the documentation process.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Assess the status of all CLU Students regarding number on/off
campus, number of casualties, and student residence status with
Area Residence Coordinators and Building Coordinators.
*
Coordinate with the PIO to activate the Emergency Information
Hotline (866-258-1810).
*
Coordinate with the PIO to prepare information to be released to
the media regarding students, the Emergency Information Hotline,
any campus emergency information numbers, web site, and radio
station (KCLU), as well as any on-campus student information and
message center that has been set up.
*
Coordinate with the Operations Section to provide any support
services ARCs may need, i.e. Search/Rescue, Medical/Health,
Care/Shelter, Hazard Control, etc.
*
Coordinate collection of safety/damage assessment information with
the Building and Safety Branch of the Operations Section (See
Safety/Damage Assessment Forms in the Appendices).
*
Prepare safety/damage assessment information and provide to the
Planning/Intelligence Section Coordinator for approval.
*
Collect, record and total the type, location and estimate value of
damage.
*
Coordinate with the American Red Cross, utility companies, Ventura
County Sheriff’s Department, Ventura County Fire Department, the
City of Thousand Oaks, Ventura County Sheriff’s Office of
Emergency Services.
*
Provide final safety/damage assessment reports to the
Documentation Unit.
ADVANCE PLANNING
SUPERVISOR: Planning Section Coordinator
*
Develop issues and requirements related to a time period, normally
36 to 72 hours in advance.
*
Prepare special reports and briefings as necessary for use in
strategy and/or planning meetings.
*
Monitor action-planning activity to determine the shift in
operational objectives from response to recovery. (See Action
Planning in the Appendices).
RESPONSIBILITIES:
Develop reports and recommendations for future time periods and
prepare reports and briefings for use in strategy and/or planning
meetings.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Obtain current briefing on the operational situation from the
Situation Status Unit.
*
Determine best estimate of duration of the situation from
available information.
*
Determine current priorities and policies from the EOC
Planning/Intelligence Section Coordinator and EOC Director.
*
In coordination with other EOC sections, develop written forecasts
for future time periods as requested. These should include any or
all of the following:
*
Best estimate of likely situation in 36-72 hours given current
direction and policy.
*
Determine top priorities for actions and resources.
*
Identify any recommended changes to EOC policy, organization or
procedures to better address the possible situation.
*
Identify any issues and constraints that should be addressed now
in light of the probable situation in 36-72 hours.
*
Provide reports to the EOC Planning/Intelligence Section
Coordinator and/or EOC Director and others as directed.
*
Develop specific recommendations on areas and issues that will
require continuing and/or expanded University involvement.
*
Identify potential problem areas on campus that may be susceptible
to secondary effects of an incident, i.e., fire or hazardous
materials, etc.
RECOVERY PLANNING
SUPERVISOR: Planning Section Coordinator
*
Develop plans and procedures to recover normal facility
operations.
*
Advise on restoration and replenishment of safety systems,
restoration of utility systems, debris cleanup and safe restart
procedures.
*
Coordinate the relocation of student, faculty, and staff work
space, if needed.
*
Coordinate with Care/Shelter Branch and Damage Assessment Unit to
arrange housing accommodations, as required.
RESPONSIBILITIES:
The recovery unit is responsible for developing plans and procedures
to recover normal facility operations as soon as possible.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Identify issues to be prioritized by the EOC Director on
restoration of services to CLU.
*
With Section Coordinators, develop a plan for initial recovery
operations.
*
Coordinate the following activities:
*
Ongoing repairs and their staging
*
Academic or administrative space adjustments
*
Support services for impacted students, faculty, or staff
*
Maintain contact with City of Thousand Oaks, Ventura County
Operational Area, Cal EMA and FEMA for advice and assistance in
obtaining maximum reimbursement for disaster services provided to
the City or the County.
*
In coordination with the Building and Safety Branch of the
Operations Section, establish criteria for temporary entry of
“posted” buildings so staff/students may retrieve
university/personal property
*
In coordination with the Building and Safety Branch of the
Operations Section, establish criteria for re-occupancy of
“posted” buildings. Posting includes, as a minimum, the categories
of “Inspected”, “Restricted Access” and “Unsafe“.
*
Prepare the EOC organization for transition to Recovery
Operations.
*
Coordinate with Hazard Control Branch for debris removal,
demolition, construction, management of construction contractors;
and restoration of utility services.
*
Coordinate with Finance Department to initiate applications for
disaster financial assistance and for insurance settlements.
*
Coordinate with President’s Office for continuity of operations
and communications; space acquisition; supplies and equipment;
vehicles; personnel; and related support.
LOGISTICS SECTION STAFF
The Logistics Section Coordinator will determine, based on present and
projected requirements, the need for establishing specific and/or
specialized units. The following units may be established as the need
arises:
*
Communications Unit
*
Supply Unit
*
Personnel Unit
*
Facilities Unit
*
Transportation Unit
Logistics Section Coordinator
The Logistics Section Coordinator, a member of the EOC Director’s
General Staff, is responsible for supporting the response effort and
the acquisition, transportation and mobilization of resources.
Information is needed to:
*
Understand the current situation.
*
Predict probable resource needs.
*
Prepare alternative strategies for procurement and resources
management.
Communications Unit
The Communications Unit is responsible for managing all radio, data,
and telephone needs of the EOC staff.
Supply Unit
The Supply Unit sets up all logistics for procurement and delivery of
resources, both CLU campus resources and outside goods and services.
Personnel Unit
The Personnel Unit is responsible for managing emergency human
resource operations, including temporary or emergency hires, critical
processes for benefits and employee services, and other personnel
related activities in support of the emergency response and recovery.
Facilities Unit
The Facilities Unit is responsible for ensuring that adequate
facilities are provided for the response effort, including securing
access to the facility and providing staff, furniture, supplies and
materials necessary to configure the facility in a manner adequate to
accomplish the mission.
Transportation Unit
The Transportation Unit is responsible for transportation of emergency
personnel, equipment and supplies and manages the campus pool vehicles
and parking operations. The Transportation Unit will also coordinate
the provision of municipal transit services to campus.
LOGISTICS SECTIONS COORDINATOR
SUPERVISOR: EOC Director
*
Ensure the logistics function is carried out consistent with
SEMS/NIMS guidelines, including:
*
Managing all radio, data and telephone needs of the EOC.
*
Coordinating transportation needs and issues.
*
Managing personnel issues and university volunteers.
*
Obtaining all materials, equipment and supplies to support
emergency operations in the field and in the EOC.
*
Coordinating management of facilities used during disaster
response and recovery.
*
Establish the appropriate level of organization within the
Section, and continuously monitor the effectiveness of that
organization. Make changes as required.
*
Be prepared to form additional units as dictated by the situation.
*
Exercise overall responsibility for the coordination of unit
activities within the Section.
*
Coordinate the provision of logistical support for the EOC.
*
Report to the EOC Director on all matters pertaining to Section
activities.
RESPONSIBILITIES:
Support the response effort and oversee the acquisition,
transportation and mobilization of resources.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Section Start-Up Actions
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Activate organizational elements within your Section as needed and
designate leaders for each element or combination of elements.
*
Communications Unit
*
Supply Unit
*
Personnel Unit
*
Facilities Unit
*
Transportation Unit
*
Brief incoming Section personnel prior to their assuming their
duties. Briefings should include:
*
Current situation assessment.
*
Identification of specific job responsibilities.
*
Identification of co-workers within the job function and/or
geographical assignment.
*
Availability of communications.
*
Location of work area.
*
Identification of eating and sleeping arrangements as appropriate.
*
Procedural instructions for obtaining additional supplies,
services, and personnel.
*
Identification of operational period work shifts.
*
Inform the EOC Director and General Staff when your Section is
fully operational.
*
From Planning/Intelligence Section Coordinator, obtain and review
major incident reports and additional field operational
information that may pertain to or affect Section operations.
*
Prepare work objectives for Section staff and make staff
assignments.
Duties
*
Carry out responsibilities of the Logistics Section Units that are
not currently staffed.
*
Meet with other Section Coordinators to determine what services
will be needed on campus to care for people and respond to the
disaster. Estimate the support requirements and assess the
capability of supplies on hand to meet the need.
*
Coordinate with Care/Shelter and determine if the shelter is to be
managed by the American Red Cross (ARC) and if so, determine what
services will, if any, be provided by the University. If the
shelter service is open to the public and is completely managed by
the ARC, it may be necessary to work closely with the Care/Shelter
Branch at the Ventura County EOC or the City of Thousand Oaks EOC
to coordinate support operations.
*
Support the Care/Shelter functions that are providing shelter and
rest areas for staff and other emergency workers, including the
EOC staff. If the activation will be prolonged, plan for extended
support services. Also provide support and logistics to assist CLU
staff that may be stranded at the University. Assist the
Operations Section with services and management of care and
relocation services, as requested.
*
If staff resources will be needed to augment the emergency
response operations, direct the Personnel Unit to establish a
volunteer recruitment and assignment process. Establish a central
location for the coordination and deployment of volunteers.
*
For any operations involved in the evacuation and movement of
large groups of people, work closely with the Operations Section
to support all aspects of evacuating people, including:
*
Emergency transportation
*
Temporary shelter and care needs
*
Food, water and sanitation support
*
Reuniting and notification for families
*
Crisis counseling
*
Security and safety
*
If mutual aid resources are requested and CLU will be providing
mutual aid to another agency, ensure the following is documented
by the Operations Section or by the Logistics Section:
*
Type of mutual aid requested, including specifications for
drivers, operators, fuel, power and any requirements for
operation
*
Location requested
*
Name of requesting agency
*
Name & contact information for person-in-charge at the site
receiving mutual aid
*
Time and duration for the provision of mutual aid
*
Personnel support available or to be provided
*
Coordinate the tracking of CLU resources sent to support other
agencies with the Resources Unit in the Planning Section.
*
Evaluate the need for Critical Incident Stress Debriefing for all
affected personnel, victims and bystanders. Arrange debriefings
through the Personnel Unit of the Logistics Section.
*
Make a list of key issues currently facing your Section to be
accomplished within the next operational period.
*
Keep up to date on situation and resources associated with your
Section. Maintain current status and displays at all times.
*
Brief the EOC Director on major problem areas that need or will
require solutions.
*
Provide situation and resources information to the Situation
Status Unit of the Planning/Intelligence Section on a periodic
basis or as the situation requires.
*
Provide briefing to the General Staff on operating procedure for
use of telephone, data and radio systems.
*
From Planning/Intelligence Section and field sources, determine
status of transportation system into and within the affected area.
Find out present priorities and estimated times for restoration of
the disaster route system. Provide information to other Sections.
*
Monitor your Section activities and adjust Section organization as
appropriate.
*
Ensure internal coordination between Unit leaders.
*
Update status information with other sections as appropriate.
*
Resolve problems that arise in conducting your Section
responsibilities.
*
Develop backup plans for all plans/procedures requiring off-site
communications.
*
Conduct periodic briefings for your Section. Ensure that all
organizational elements are aware of priorities.
*
Make sure that all contacts with the media are fully coordinated
first with the Public Information Officer (PIO).
*
Participate in the EOC Director’s action planning meetings.
*
Brief your relief at shift change time. Ensure that in-progress
activities are identified and follow-up requirements are known.
*
Determine level of purchasing authority to be delegated to
Logistics Section. Activate the emergency purchasing process to
procure resources. Work with the Finance Section Coordinator to
ensure appropriate accounting processes. Confer as needed with the
other EOC Section Coordinators to establish vendor selection
criteria and processes. Existing listings of pre-qualified vendors
may fulfill this requirement.
*
Following action planning meetings, ensure that orders for
additional resources necessary to meet known or expected demands
have been placed and are being coordinated within the EOC and
field units.
*
Identify service/support requirements for planned and expected
operations. This includes fuel, food, personnel, equipment,
vehicles, maintenance and services supplies, and any other
services.
*
Ensure documentation for requests, costs and procurement processes
are forwarded to the Finance Section.
*
Oversee the allocation of personnel, equipment, services and
facilities required to support emergency management activities.
*
Resolve problems associated with requests for supplies,
facilities, transportation, communication and food.
*
If critical research programs or other University business
operations are to be relocated, provide resources and logistics
support, as requested.
Deactivation
*
Authorize deactivation of organizational elements within your
Section when they are no longer required.
*
Ensure that any open actions are handled by your Section or
transferred to other EOC elements as appropriate.
*
Ensure that any required forms or reports are completed prior to
your release and departure.
*
Be prepared to provide input to the After-Action/Corrective Action
Report.
*
Account for all equipment, personnel, and supplies.
*
Deactivate your Section and close out logs when authorized by the
EOC Director.
*
Leave forwarding phone number where you can be reached.
COMMUNICATIONS UNIT
SUPERVISOR: Logistics Section Coordinator
*
Notify support agencies and oversee the installation, activation
and maintenance of all radio, data and telephone communications
services inside of the EOC and between the EOC, University field
activities and outside agencies.
*
Determine the appropriate placement of all radio transmitting
equipment brought to the EOC to support operations. Approve all
radio frequencies to minimize interference conditions.
*
Provide necessary communication system operators, and ensure
effective continuous 24-hour operation of all communications
services.
*
Copy and log incoming radio, data and telephone reports on
situation reports, major incident reports, resource requests and
general messages.
*
Make special assignment of radio, data and telephone services as
directed by the EOC Director.
*
Organize, place and oversee the operation of amateur radio
services (Auxiliary Communication Services) working in support of
the EOC.
RESPONSIBILITIES:
Manage all radio, data, and telephone needs of the EOC staff.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Coordinate with all sections and branches/groups/units on
operating procedures for use of telephone, data and radio systems.
Receive any priorities or special requests.
*
Provide a briefing on EOC on-site and external communications
needs, capabilities and restrictions and operating procedures for
the use of telephones, computer and radio systems.
*
Provide a report of the status of Campus communications and
computing resources available for the disaster response
operations. This includes:
*
Telephone service
*
CLU and myCLU web pages
*
CLU Hotline 1-866-258-1818 (recorded message)
*
CLU EOC laptops, printers, and other ancillary equipment
*
Satellite phones
*
CLU radios
*
Emergency Notification System
*
Outdoor loudspeakers
*
Emergency conference call bridges
*
Evaluate the overall emergency response operations for damage,
impacts to campus communications/computing services and identify
communication needs between the EOC and incidents on campus.
*
Provide technical support to the PIO with the dissemination of
emergency information. This includes:
*
Updates on CLU home, myCLU web pages
*
Updates on the CLU Information Hotline
*
Notifications and updates for the PIO team
*
Updates for the Emergency Notification System
*
Coordinate frequency and network activities with the City of
Thousand Oaks and Ventura County Operational Area.
*
Provide communications briefings as requested at action planning
meetings.
*
Establish a primary and alternate system for communications. Link
with utilities and contracting and cooperating agencies to
establish communications as soon as possible.
*
Coordinate with all operational units and the EOC to establish a
communications plan to minimize communications issues that include
radio, data and telephone needs utilizing established
communications, amateur radio and volunteers.
*
Coordinate with volunteer and private sector organizations to
supplement communications needs, i.e. Auxiliary Communication
Services (ACS).
*
If the ACS is available, manage the use of ACS services. This
service can be used to communicate with other emergency response
agencies and personnel.
*
Establish a plan to ensure staffing and repair of communications
and computer equipment.
*
Protect equipment from weather, aftershocks, electromagnetic
pulse, etc.
SUPPLY UNIT
SUPERVISOR: Logistics Section Coordinator
*
Coordinate and oversee the procurement, allocation and
distribution of resources, such as food, potable water, petroleum
fuels, heavy and special equipment and other supplies and
consumables.
*
Identify appropriate supply houses, vendors or contractors who can
supply the item, product or commodity if CLU stocks do not exist.
*
Provide supplies for the EOC, field operations and other necessary
facilities.
*
Determine if the required items exist within the University supply
system.
*
Manage all equipment rental agreements.
*
Initiate vendor contracts associated with EOC activities within
purchase authority limits established by EOC Director.
*
Coordinate with the EOC Director on actions necessary to purchase
or contract for items exceeding delegated authority.
*
Arrange for the delivery of the items requisitioned, contracted
for or purchased.
*
Maintain records to ensure a complete accounting of supplies
procured and monies expended.
*
Support activities for restoration of disrupted services and
utilities.
RESPONSIBILITIES:
Obtain all non-fire and non-law enforcement mutual aid material,
equipment and supplies to support emergency operations and arrange for
delivery of those resources. Responsible for the administration of all
financial matters pertaining to purchases, vendor contracts, leases,
fiscal agreements and tracking expenditures. Identify sources of
expendable materials and equipment, prepare and sign equipment rental
agreements, and process all administrative paperwork associated with
equipment rental and supply contracts, including incoming and outgoing
mutual aid resources. Ensure that all records identify scope of work
and site‑specific work location.
PROCUREMENT POLICY:
The procurement of resources will follow the priority outlined below:
1. Resources within the CLU inventory (University-owned).
2. Other sources that may be obtained without direct cost to the CLU.
3. Resources that may be leased/purchased within spending
authorizations.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Meet and coordinate activities with EOC Director and determine
purchasing authority to be delegated to Supply Unit. Review
emergency purchasing and contracting procedures.
*
Review, verify and process requests from other sections for
resources.
*
Maintain information regarding;
*
Resources readily available
*
Resources requests
*
Status of shipments
*
Priority resource requirements
*
Shortfalls
*
Coordinate with other branches/groups/units as appropriate on
resources requests received from operations forces to ensure there
is no duplication of effort or requisition.
*
Determine if needed resources are available from CLU stocks,
mutual aid sources or other sources. Arrange for delivery if
available.
*
Determine availability and cost of resources from private vendors.
*
Issue purchase orders for needed items within dollar limits of
delegated authority.
*
Notify EOC Director of supply needs that exceed delegated
authority. Obtain needed authorizations and paperwork.
*
Prepare, sign and finalize contracts that are needed for procuring
resources. Send documents for payment.
*
Arrange for delivery of procured resources. Coordinate with
Transportation and Facilities Units.
*
Identify to the Logistics Section Coordinator any significant
resource request(s) which cannot be met through local action.
Suggest alternative methods to solve the problem if possible.
*
Establish contact with the appropriate Operations Section Branches
and American Red Cross representatives(s) and discuss the food and
potable water situation with regard to mass care shelters and mass
feeding locations. Coordinate actions.
*
Establish a plan for field and EOC feeding operations. Coordinate
with Operations Section to avoid duplication. (See Emergency
Response Feeding in the Appendices).
*
Assemble resource documents that will allow for agency, vendor and
contractor contacts; e.g., telephone listings, procurement
catalogs, directories and supply locations.
*
Continually update communications availability information with
the Communications Unit. Revise contact methods with suppliers as
improved communications become available.
*
Review the situation reports as they are received.
Determine/anticipate support requirements. Verify information
where questions exist.
*
Begin disaster documentation and record tracking of
disaster-related requests for expenditures of equipment, supplies,
personnel, funds, etc.
*
Provide updated reports on resource status to Resources Unit.
*
Identify and maintain a list of available and accessible equipment
and supplies to support response and recovery efforts.
*
Arrange for storage, maintenance and replenishment or replacement
of equipment and materials.
*
Provide and coordinate with Operations Section the allocation and
distribution of utilities, fuel, water, food, other consumables
and essential supplies to all disaster operation facilities,
including mass care shelters and medical treatment areas.
*
Procure/arrange for basic sanitation and health needs at mass care
facilities and medical treatment areas (toilets, showers, etc.) as
requested by Operations Section.
*
Support activities for restoration of utilities to critical
facilities.
*
Procure and coordinate water resources for consumption, sanitation
and firefighting.
*
Coordinate resources with relief agencies (American Red Cross,
etc.)
*
Obtain and coordinate necessary medical supplies and equipment for
special needs persons with the medical treatment areas.
*
Obtain necessary protective respiratory devices, clothing,
equipment and antidotes for personnel performing assigned tasks in
hazardous radiological and/or chemical environments.
*
Ensure the organization, management, coordination and channeling
of donations of goods from individual citizens and volunteer
groups during and following the disaster/emergency.
*
Coordinate with Medical/Health Branch to maintain essential
medical supplies in designated Field Treatment Sites.
*
Ensure that all records identify scope of work and site‑specific
locations.
*
Ensure that a system is in place which meets CLU’s property
management requirements.
*
Ensure proper accounting for all new property.
*
Interpret contracts/agreements and resolve claims or disputes
within delegated authority.
*
Coordinate with Compensation/Claims Unit on procedures for
handling claims.
PERSONNEL UNIT
SUPERVISOR: Logistics Section Coordinator
*
Coordinate all personnel support requests received at or within
the EOC, including any category of personnel support requested
from the EOC functional elements or from CLU response elements in
the field.
*
Identify sources and maintain an inventory of personnel support
and volunteer resources. Request personnel resources from those
agencies as needed.
*
Ensure that all volunteers are registered and integrated into the
emergency response system.
*
Assign personnel within the EOC as needs are identified.
RESPONSIBILITIES:
Responsible for managing emergency human resource operations,
including temporary or emergency hires, critical processes for
benefits and employee services, and other personnel related activities
in support of the emergency response and recovery.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Identify all CLU employees (who are on campus and working during
the disaster), and to keep track of individuals, assignments,
hours worked, and status. Coordinate with Operations Section to
identify individuals responding to the disaster on campus.
*
Receive and process all incoming requests for personnel support.
Identify number of personnel, special qualifications or training,
location where needed and person to report to upon arrival. Secure
an estimated time of arrival for relay back to the requesting
agency.
*
Develop a system for tracking personnel/volunteers processed by
the Unit. Maintain sign in/out logs. Control must be established
for the accountability of personnel used in the response effort.
*
Maintain information regarding:
*
Personnel/volunteers processed.
*
Personnel/volunteers allocated and assigned by location.
*
Personnel/volunteers on standby.
*
Special personnel requests by category not filled.
*
Ensure training of assigned response staff and volunteers to
perform emergency functions. Ensure that training for personnel
includes safety and hazard awareness and is in compliance with
OSHA requirements.
*
Obtain crisis counseling for emergency workers. (See Critical
Incident Stress Debriefing in the Appendices).
*
Coordinate feeding, shelter and care of personnel, employee’s
families and volunteers with the Supply Unit, Facilities Unit and
the Care and Shelter Branch.
*
Establish a plan for child care for CLU employees as needed.
Coordinate with Facilities Unit for suitable facilities.
*
Assist and support employees and their families who are also
disaster victims, as needed.
*
Develop a plan for communicating with those agencies having
personnel resources capable of meeting special needs.
*
Coordinate with the Evangelical Lutheran Church in America (ELCA),
City of Thousand Oaks, and Ventura County Operational Area EOC for
additional personnel needs.
*
Ensure the recruitment, registration, mobilization and assignment
of volunteers.
*
Establish Volunteer registration and interview locations. Assign
staff to accomplish these functions.
*
Issue ID cards to volunteers.
*
Coordinate transportation of personnel and volunteers with the
Transportation Unit.
*
If the need for a call for volunteers is anticipated, coordinate
with the PIO and provide the specific content of any broadcast
item desired.
*
Keep the PIO advised of the volunteer situation. If the system is
saturated with volunteers, advise the PIO of that condition and
take steps to reduce or redirect the response.
*
Ensure the organization, management, coordination and channeling
of the services of individual citizens and volunteer groups during
and following the emergency.
*
Coordinate the contracting of skilled labor or emergency hires for
temporary services, as needed.
*
Obtain health/medical personnel, e.g., nurse’s aides, paramedics,
American Red Cross personnel and other trained volunteers to meet
health/medical needs.
FACILITIES UNIT
SUPERVISOR: Logistics Section Coordinator
*
Coordinate and oversee the management of and support to the EOC
and other essential facilities and sites used during disaster
operations.
*
Coordinate with other EOC branches/groups/units for support
required for facilities.
*
Support activities for restoration of disrupted services and
utilities to facilities.
*
Coordinate with Finance/Administration Section on any claims or
fiscal matters relating to facilities’ operations.
*
Close out each facility when no longer needed.
RESPONSIBILITIES:
Ensure that adequate facilities are provided for the response effort,
including securing access to the facility and providing staff,
furniture, supplies and materials necessary to configure the facility
in a manner adequate to accomplish the mission.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Maintain information in the Unit regarding:
*
Facilities opened and operating.
*
Facility managers.
*
Supplies and equipment at the various locations.
*
Specific operations and capabilities of each location.
*
As the requirement for emergency-use facilities is identified,
coordinate the acquisition of required space to include any use
permit, agreement or restriction negotiations required.
*
In coordination with the Operations Section, provide support to
facilities used for disaster response and recovery operations;
i.e., staging areas, shelters, etc.
*
Identify communications requirements to the Communications Unit.
*
Identify equipment, material and supply needs to the Supply Unit.
*
Identify personnel needs to the Personnel Unit.
*
Identify transportation requirements to the Transportation Unit.
Coordinate evacuation schedules and identify locations involved.
*
Identify security requirements to the Safety/Security Branch of
the Operations Section.
*
Monitor the actions at each facility activated and provide
additional support requested.
*
Account for personnel, equipment, supplies and materials provided
to each facility.
*
Coordinate the receipt of incoming resources to facilities.
*
Ensure that operational capabilities are maintained at facilities.
*
Oversee the distribution of utilities, fuel, water, food, other
consumables and essential supplies to all disaster operation
facilities.
*
Ensure that basic sanitation and health needs at mass care
facilities, medical treatment areas (toilets, showers, etc.) are
met.
*
Ensure that access and other related assistance for special needs
persons are provided in facilities.
*
Provide facilities for sheltering essential workers, employee’s
families and volunteers.
*
Coordinate water resources for consumption, sanitation and
firefighting at all facilities.
TRANSPORTATION UNIT
SUPERVISOR: Logistics Section Coordinator
*
Track and inventory all University vehicles, fuel and maintenance,
equipment and services.
*
Coordinate the transportation of emergency personnel and resources
within the campus by all available means.
*
Coordinate public transportation services
RESPONSIBILITIES:
The Transportation Unit is responsible for transportation of emergency
personnel, equipment and supplies and manages the campus pool vehicles
and parking operations. The Transportation Unit will also coordinate
the provision of municipal transit services to campus.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Conduct a general inventory of all available vehicles, drivers,
fuel and tires at the University. Work with departments and to
inventory available vehicles and drivers not already allocated to
the emergency response operations.
*
Coordinate with the Planning/Intelligence and Operations Sections
to determine which disaster routes are available for emergency
use.
*
Develop a transportation plan in support of the emergency response
and recovery operations. If it is anticipated that CLU will be
evacuating or relocating large groups of people, be prepared to
provide transportation support either with University assets or
via public resources. Determine the priorities of transportation,
as follows:
*
Emergency medical – life support – people and supplies
*
Immediate evacuation of people
*
Resource delivery to emergency response operations at extremely
hazardous incidents
*
Transportation of critical staff
*
Relocation of people
*
Delivery of resources and supplies
*
Public transportation
*
Coordinate with the Operations Section on the movement of disabled
and elderly persons.
*
Ensure CLU staff operators of vehicles are trained in the safe use
and operation of the vehicles. If vehicles are damaged or involved
in accidents, document as much as possible and forward the
information to the Compensation/Claims Unit in Finance.
*
Coordinate with local transportation agencies and to establish
availability of resources for use in evacuations and other
operations as needed.
*
As reports are received from field units and EOC sections and as
sufficient information develops, analyze the situation and
anticipate transportation requirements.
*
Maintain inventory of support and transportation vehicles (staff
cars, buses, pick-up trucks, light/heavy trucks).
*
Prepare schedules as required to maximize use of available
transportation.
*
Provide Resources Unit of Planning Section with current
information regarding transportation vehicles (location and
capacity). Notify Resources Unit of all vehicle status change.
*
Arrange for fueling of all transportation resources.
*
Establish mobilization areas for vehicles as directed.
*
Coordinate with staff and other agency representatives to ensure
adherence to service and repair policies.
*
Ensure that vehicle usage is documented by activity and date and
hours in use.
FINANCE/ADMINISTRATION SECTION STAFF
The Finance/Administration Section Coordinator will determine, based
on present and projected requirements, the need for establishing
specific and/or specialized branches/groups/units.
*
Time Unit
*
Cost Recovery Documentation Unit
*
Compensation/Claims Unit
Finance/Administration Section Coordinator
The Finance/Administration Section Coordinator supervises the
financial support, response and recovery for the disaster/emergency;
ensures that the payroll and revenue collection process continues and
activates the Disaster Accounting System.
Cost Recovery Documentation Unit
The Cost Recovery Documentation Unit should be activated at the onset
of any disaster/emergency and is responsible for maintaining the
Disaster Accounting System and procedures to capture and document
costs relating to a disaster/emergency in coordination with other
sections and departments. The Unit also acts as liaison with the
insurance companies and disaster assistance agencies. Accurate and
timely documentation is essential to financial recovery.
Time Unit
The Time Unit is responsible for tracking hours worked by paid staff,
volunteers, contract labor, mutual aid and all others and ensuring
that daily personnel time recording documents are prepared and
compliant to CLU’s time keeping policy. The Time Unit is responsible
for ensuring that time and equipment use records identify scope of
work and site-specific work location.
Personnel time and equipment use records should be collected and
processed for each operational period as necessary. Records must be
verified, checked for accuracy and posted according to existing
policy. Excess hours worked must also be determined and separate logs
will be maintained. Time and equipment use records must be compiled in
appropriate format for cost recovery purposes.
Compensation/Claims Unit
Assist EOC staff (either on-site or via phone consultation) with
insurance and liability claims information and information-sharing.
Provide subject matter expertise on both issues as the event evolves
toward the recovery stage.
FINANCE/ADMINISTRATION SECTION COORDINATOR
SUPERVISOR: EOC Director
*
Ensure that the Finance/Administration function is performed
consistent with SEMS/NIMS Guidelines, including:
*
Implementing a Disaster Accounting System (See Disaster Accounting
System in the Appendices).
*
Maintaining financial records of the emergency.
*
Tracking and recording of all CLU staff time.
*
Processing worker’s compensation claims received at the EOC.
*
Handling travel and expense claims.
*
Providing administrative support to the EOC.
*
Supervise the Finance/Administration Section staff.
*
Establish the appropriate level of organization within the
Section, and continuously monitor the effectiveness of that
organization. Make changes as required.
*
Be prepared to form additional units as dictated by the situation.
*
Exercise overall responsibility for the coordination of unit
activities within the Section.
*
Ensure that the Section is supporting other EOC sections
consistent with priorities established in the EOC Action Plan.
*
Keep the EOC Director updated on all significant financial
developments.
RESPONSIBILITIES:
Supervise the financial support, response and recovery for the
disaster/emergency; ensure that the payroll and revenue collection
process continues and activate the Disaster Accounting System.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Section Start-Up Actions
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Activate organizational elements within your Section as needed and
designate leaders for each element or combination of elements.
*
Time Unit
*
Cost Recovery Documentation Unit
*
Compensation/Claims Unit
*
Brief incoming Section personnel prior to their assuming their
duties. Briefings should include:
*
Current situation assessment.
*
Identification of specific job responsibilities.
*
Identification of co-workers within the job function and/or
geographical assignment.
*
Availability of communications.
*
Location of work area.
*
Identification of eating and sleeping arrangements as appropriate.
*
Procedural instructions for obtaining additional supplies,
services, and personnel.
*
Identification of operational period work shifts.
*
Inform the EOC Director and General Staff when your Section is
fully operational.
*
Meet with other Section Coordinators.
*
From Planning/Intelligence Section Coordinator, obtain and review
major incident reports and additional field operational
information that may pertain to or affect Section operations.
*
Prepare work objectives for Section staff and make assignments.
Duties:
*
Carry out responsibilities of the Finance Section Units that are
not currently staffed.
*
Evaluate the need for Critical Incident Stress Debriefing for all
affected personnel, victims and bystanders. Arrange debriefings
through the Personnel Unit of the Logistics Section.
*
Make a list of key issues currently facing your Section to be
accomplished within the next operational period.
*
Keep up to date on situation and resources associated with your
Section. Maintain current status and displays at all times.
*
Brief the EOC Director on major problem areas that need or will
require solutions.
*
Provide situation and resources information to the Situation
Status Unit of the Planning/Intelligence Section on a periodic
basis or as the situation requires.
*
Monitor your Section activities and adjust Section organization as
appropriate.
*
Ensure internal coordination between branch/group/unit leaders.
*
Update status information with other sections as appropriate.
*
Resolve problems that arise in conducting your Section
responsibilities.
*
Develop a backup plan for all plans and procedures requiring
off-site communications.
*
Make sure that all contacts with the media are fully coordinated
first with the Public Information Officer (PIO).
*
Participate in the EOC Director’s action planning meetings.
*
Brief your relief at shift change time. Ensure that in-progress
activities are identified and follow-up requirements are known.
*
Authorize use of the Disaster Accounting System. (See Disaster
Accounting System in the Appendices).
*
Ensure that the payroll process continues.
*
Ensure that the revenue collection process continues.
*
Collect your Section personnel and equipment time records and
record of expendable materials used and provide copies to the Time
Unit at the end of each operational period.
*
Ensure that all personnel and equipment time records and record of
expendable materials used are received from other Sections and
submitted to the Time Unit at the end of each operational period.
*
Organize, manage, coordinate, and channel the donations of money
received during and following the emergency from individual
citizens and volunteer groups.
*
Make recommendations for cost savings to the General Staff.
*
Meet with assisting and cooperating agency representatives as
required.
*
Provide input in all planning sessions on finance and cost
analysis matters.
*
Ensure that all obligation documents initiated during the
emergency/disaster are properly prepared and completed.
*
Keep the General Staff apprised of overall financial situation.
*
If normal University operations will be interrupted for more than
three days, provide estimates to the EOC Director of impacts to
grants, program budgets, estimated loss of revenue and other
budget considerations.
Deactivation
*
Authorize deactivation of organizational elements within your
Section when they are no longer required.
*
Ensure that any open actions are handled by your Section or
transferred to other EOC elements as appropriate.
*
Ensure that any required forms or reports are completed prior to
your release and departure.
*
Be prepared to provide input to the After-Action/Corrective Action
Report.
*
Account for all equipment, personnel, and supplies.
*
Deactivate your Section and close out logs when authorized by the
EOC Director.
*
Leave forwarding phone number where you can be reached.
TIME UNIT
SUPERVISOR: Finance/Administration Section Coordinator
*
Track, record and report staff time for all personnel/volunteers
working at the emergency/disaster.
*
Establish and maintain a file for all personnel working at the
emergency/disaster.
*
Ensure that daily personnel time recording documents are prepared
and are in compliance with specific CLU time recording policies.
*
Track, record and report equipment use and time.
RESPONSIBILITIES:
Track hours worked by paid staff, volunteers, contract labor, mutual
aid and all others and ensure that daily personnel time recording
documents are prepared and compliant to CLU’s time keeping policy.
Ensure that time and equipment use records identify scope of work and
site-specific work location.
Personnel time and equipment use records should be collected and
processed for each operational period as necessary. Records must be
verified, checked for accuracy and posted according to existing
policy. Excess hours worked must also be determined and separate logs
maintained. Time and equipment use records must be compiled in
appropriate format for cost recovery purposes.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties – PERSONNEL TIME RECORDER
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Determine specific requirements for the time recording function.
*
Initiate, gather, or update a time report from all applicable
personnel assigned to the emergency/disaster for each operational
period. (See Sample Disaster Labor Record in the Appendices).
*
Ensure that all records identify scope of work and site-specific
work location.
*
Post personnel travel and work hours, assignment to a specific
incident (location by address when possible), transfers,
promotions, specific pay provisions, and terminations to personnel
time documents.
*
Track all travel requests, forms, and claims.
*
Ensure that daily personnel time recording documents are accurate
and prepared in compliance with CLU policy.
*
Ensure that all employee identification information is verified to
be correct on the time report.
*
Ensure that all volunteers maintain detailed and accurate time
cards.
*
Ensure that time reports are signed.
*
Maintain separate logs for overtime hours.
*
Establish and maintain a file for staff time records within the
first operational period for each person.
*
Maintain records security.
*
Close out time documents prior to personnel leaving emergency
assignment.
*
Keep records on each shift (Twelve-hour shifts recommended).
*
Coordinate with the Personnel Unit of the Logistics Section.
Duties – EQUIPMENT TIME RECORDER
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Assist sections and branches/groups/units in establishing a system
for collecting equipment time reports.
*
Ensure that all records identify scope of work and site-specific
work location. (See Sample Disaster Equipment Records in the
Appendices).
*
Establish and maintain a file of time reports on owned, rented,
donated and mutual aid equipment (including charges for fuel,
parts, services and operators). Track the type of equipment used,
make/model numbers, date and time of usage, operator name/agency
affiliation, charges for fuel, parts, and services. Track
university-owned equipment separate from rented equipment.
*
Maintain records security.
COST RECOVERY UNIT
SUPERVISOR: Finance/Administration Section Coordinator
*
Receive and allocate payments.
*
Document information for reimbursement from insurance companies,
the state and federal governments (if applicable).
*
Activate and maintain Disaster Accounting System. (See Disaster
Accounting Procedures in the Appendices).
*
Coordinate documentation of costs with other sections and
departments.
*
Coordinate cost recovery with disaster assistance agencies.
RESPONSIBILITIES:
Develop and activate the Disaster Accounting System and procedures to
capture and document costs relating to a disaster/emergency in
coordination with other sections and departments; act as liaison with
the disaster assistance agencies and insurance companies, and
coordinate the recovery of costs as allowed by law and ensure records
are maintained in such a manner that will pass audit. The Cost
Recovery Documentation Unit should be activated at the onset of any
disaster/emergency. Accurate and timely documentation is essential to
financial recovery.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Follow directions on Common Responsibilities Checklist on page – 8
of Part Two.
*
Activate and maintain the Disaster Accounting System and
procedures to capture and document costs relating to a
disaster/emergency in coordination with other sections and
departments.
*
Inform all sections/departments that the Disaster Accounting
System is to be used.
*
Make decisions on cost codes and items to be tracked by the
Disaster Cost Accounting System.
*
Coordinate cost documentation and make decisions on costs codes
and items to be tracked by the Disaster Accounting System.
*
Receive and allocate payments.
*
Obtain copies of all purchase orders, contracts, labor-hour
reports and other expense records pertaining to the emergency
response, as needed, to verify expenses.
*
Act as liaison with insurance companies, disaster assistance
agencies and coordinate the recovery of costs as allowed by law.
*
Prepare all required documentation to recover all allowable
disaster costs.
*
Review the following list of items for documenting damage and
repairs. These items will be needed for both insured losses and
anticipated State and FEMA disaster recovery program eligible
losses.
*
Photographs and sketches of damage
*
Urgency of the project and reasons – for public health, safety,
etc.
*
Identification of all staff and equipment used in the response –
time and expenses
*
Identification of all vended services used in the response –
time, materials and expenses
*
Identification of all mutual aid services used in the response –
time, materials and expenses
*
Process for selection of vended services (3 bids, lowest bid,
extension of existing contract, etc.)
*
Documentation and photographs of work done
*
Other data including: hazard mitigation (upgrades so that damage
will not occur in future events),
*
Co-pay by cooperating agencies, public/private partnerships,
etc.
*
Coordinate with the Documentation Unit of the
Planning/Intelligence Section.
*
Provide analyses, summaries and estimates of costs for the
Finance/Administration Section Coordinator and the EOC Director,
as required.
*
Work with EOC sections and appropriate departments to collect all
required documentation.
*
At the end of each 24-hour period and as directed, total all
expenses and costs of the emergency. Include labor and equipment
charges, as well as purchases and contracts.
*
Organize and prepare records for final audit.
*
Prepare recommendations as necessary.
COMPENSATION/CLAIMS UNIT
SUPERVISOR: Finance/Administration Section Coordinator
*
Accept as agent for the University claims resulting from an
emergency/disaster.
*
Collects information for all forms required for claim’s filings.
*
Maintain a file of injuries and illness associated with the
personnel activity at the EOC and maintains a file of written
statements on injuries.
*
Manage and direct all Worker’s Compensation and claims specialists
assigned to the emergency/disaster.
*
Provide investigative support in areas of claims for bodily injury
and property damage compensation presented to the University.
RESPONSIBILITIES:
Manage the investigation, administration and compensation of physical
injuries and property damage claims involving the University arising
out of an emergency/disaster, including completing all forms required
by worker’s compensation’s programs and local agencies, maintaining a
file of injuries and illnesses associated with the incident, providing
investigative support of claims and issuing checks upon settlement of
claims.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Duties:
*
Maintain a log of all injuries occurring during the
disaster/emergency.
*
Develop and maintain a log of potential and existing claims.
*
Coordinate cost recovery with disaster assistance agencies and
insurance companies.
*
Prepare claims relative to damage to CLU property and notify and
file the claims with insurers.
*
Periodically review all logs and forms produced by Unit to ensure:
*
Work is complete
*
Entries are accurate and timely
*
Work is in compliance with CLU requirements and policies.
*
Determine if there is a need for Compensation-for-injury and
Claims Specialists and order personnel as needed.
*
Ensure that all Compensation–for-injury and Claims logs and forms
are complete and routed to the appropriate department for post-EOC
processing.
*
Ensure the investigation of all accidents, if possible.
*
Ensure that the Personnel Unit of the Logistics Section completes
claims for any injured personnel or volunteers working at the
emergency.
*
Provide report of injuries and coordinate with the University’s
Risk Manager for mitigation of hazards.
*
Obtain all witness statements pertaining to claim and review for
completeness.
REFERENCE DOCUMENTS BY POSITION
GENERAL REFERENCE FOR ALL POSITIONS
Maps of the Campus Support – 3
Emergency Procedures Support – 5
Plan Activation Flow Chart Support - 6
Homeland Security Advisory System Guidelines Support – 7
REFERENCE MATERIAL BY SECTION
MANAGEMENT SECTION
Public Notification System Support – 10
Emergency Alert System Support – 10
Media Phone List Support – 11
Media Relations – Dos and Don’ts Support – 13
EPI Release Log Support –14
OPERATIONS SECTION
Survey/Damage Assessment Guidelines Support - 15
CLU Facility Status Report Support – 16
Medical Care/Counseling Services Guidelines Support - 17
Simple Triage and Rapid Treatment (S.T.A.R.T.) – Triage in a Disaster
Support – 19
Triage and S.T.A.R.T. Flowchart Support - 20
Shelter-In-Place/Lockdown Procedures Support - 21
Daily Shelter Activity Report Support – 23
PLANNING SECTION
Action Planning Support – 25
Planning “P” Support – 28
EOC Action Plan Template Support – 29
LOGISTICS SECTION
Pre-disaster Communications Checklist Support – 39
Feeding EOC Support and Field Staff Support – 40
Requesting Counseling Services Support – 41
Auxiliary Communication Services Support – 42
FINANCE SECTION
Disaster Accounting Records Support – 43
Disaster Labor Record (Sample) Support – 44
Disaster Materials Record (Sample) Support – 45
Disaster Force Account Equipment Record (Sample) Support – 46
Disaster Rented Equipment Record (Sample) Support – 47
Disaster Contract Work Record (Sample) Support – 48
FORMS USED BY ALL FUNCTIONS
CLU EOC Resource Request Form Support – 49
EOC Check-In List Support - 50
Activity Log Support – 51



PLAN ACTIVATION FLOW CHART

EMERGENCY SERVICES PREPAREDNESS GUIDE
THE HOMELAND SECURITY ADVISORY SYSTEM
(Based on general recommendations from the Department of Homeland
Security).
Homeland Security Advisory System Designation
Suggested Actions for Universities based on
General Recommendations from the
Department of Homeland Security.
Low Condition
(Green)
The Green Alert Status reflects a low risk of terrorist attacks.
1. Develop a comprehensive emergency management program.
*
Identify and engage emergency response partners in the community.
*
Create a common vision for university preparedness among emergency
response partners.
*
Assess the safety of the University--both risks and assets.
*
Identify safety needs and priorities.
*
Take immediate measures to enhance University security:
*
Control access to the campus;
*
Encourage the sharing of critical information about potential
problems, dangers and risk among emergency response partners.
*
Select and implement strategies for response to identified needs.
2. Create an Emergency Operations Plan:
*
Establish an Incident Command Structure (ICS) and location of an
Emergency Operations Center (EOC).
*
Assign ICS roles and responsibilities to University staff.
*
Establish agreements with emergency responders.
*
Confirm the availability of specialized emergency services.
*
Develop contingency plans for evacuation and shelter-in-place,
keeping in mind the special needs of disabled staff and students.
*
Establish parent/family notification/ reunification protocols.
*
Establish an emergency notification system to notify staff and
students.
*
Identify back-up communication systems for disseminating and
receiving information.
*
Draft basic messages that could be used during an emergency.
*
Maintain accurate and portable staff /student rosters and
emergency contact data.
*
Inventory staff skills related to emergency response.
*
Stock and inventory emergency equipment and supplies.
*
Identify mental health services and support resources for healing
and recovery.
*
Share Emergency Operations Plan and procedures with the University
community as appropriate. Train key staff in roles and
responsibilities.
*
Drill and practice with students, staff and emergency responders
as appropriate.
*
Develop media policies and protocols.
Guarded Condition
(Blue)
The Blue Alert Status reflects a general risk of terrorist attacks.
At this level, the University should continue to review and refine
protective measures established during the Green Alert Status.
As the risk alert status fluctuates up or down to a level of general
risk, University leadership should continue to apply protective
measures while integrating new information regarding raised or lowered
levels of threat.
*
Check communications with emergency response agencies or command
locations.
*
Test communication equipment and systems.
*
Review and update emergency response procedures.
*
Adjust levels of campus surveillance in accordance with current
risk alert status.
*
Update portable staff and student rosters and emergency contact
data.
*
Refresh stock of general emergency supplies.
*
Provide the staff and students with any information that would
strengthen the University’s ability to act appropriately.
*
Communicate with staff, students and parents as appropriate and
needed.
Elevated
Condition
(Yellow)
The Yellow Alert Status reflects a significant risk of terrorist
attacks.
As the risk alert status fluctuates up or down to a level of
significant risk, University leadership should continue to apply
protective measures
while integrating new information regarding raised or lowered threat
levels.
*
Increase surveillance of critical locations.
*
Adjust levels of campus surveillance in accordance with current
risk alert status.
*
Confirm legitimacy of all persons seeking access to campus
operational systems.
*
Watch for and report suspicious people, items and activities.
*
Coordinate Emergency Operations Plan as appropriate with the City.
*
Assess whether the precise characteristics of the threat require
the further refinement of preplanned protective measures.
*
Confirm threat information with local authorities to assess the
risk to the University.
*
Map University's proximity to potential terrorist targets.
*
Implement, as appropriate, contingency and emergency plans.
*
Monitor University climate.
*
Anticipate increased student/staff/community activism, unrest,
disruption,
protests or demonstrations resulting from terror threats and attacks,
war
or other political action.
High
Condition
(Orange)
The Orange Alert Status reflects a high risk of terrorist attacks.
As the risk alert status fluctuates up or down to a level of
significant risk, University leadership should continue to apply
protective measures while integrating new information regarding raised
or lowered threat levels.
*
Coordinate necessary security efforts with Federal, State, and
local law enforcement agencies.
*
Confirm the status of the alert and gather critical information.
*
Adjust levels of campus surveillance in accordance with risk alert
status.
*
Place emergency operations teams on standby alert notice.
*
Increase communication with students, staff and parents to help
strengthen their ability to respond appropriately.
*
Take additional precautions at public events and possibly
considering alternative venues or even cancellation.
*
Watch for and report suspicious people, items and activities.
*
Consider extra precautions during daily activities, events and
field trips.
*
Monitor student and staff for indicators of stress or special
needs.
*
Anticipate/ review the steps in the Red Alert Status.
*
Restrict threatened facility access to essential personnel only.
*
Limit access to University facilities.
*
Assign available staff to secure perimeter gates/entrances and to
monitor all entrances.
Severe
Condition (Red)
The Red Alert Status reflects a severe risk of terrorist attacks. This
alert reflects an eminent site-specific threat based on credible
intelligence information. It is important for University leadership to
gather critical information.
As the risk alert status fluctuates up to a level of severe risk,
University leadership should continue to apply protective measures
while integrating new information regarding raised threat levels.
*
Increase or redirecting personnel to address critical emergency
needs.
*
Confirm the seriousness of the situation with local authorities.
*
Place all staff on alert for immediate action.
*
Assign available staff to secure perimeter gates and entrances and
to monitor all entrances.
*
Encourage staff to connect with and support anxious students and
staff.
*
Assign emergency response personnel and pre-position and mobilize
specially trained teams or resources.
*
Activate, as appropriate, emergency responders and the emergency
operations team.
*
Restrict campus access to essential personnel (i.e., lock out)
*
Restrict the mobility of staff and students until the situation
has been
curtailed (i.e., lock down)
*
Activate, as appropriate, plans for managing students:
sheltering-in-place, evacuating to another location and/or
reunifying families.
*
Assess the situation and the necessity to close the University.
EMERGENCY NOTIFICATION SYSTEM (ENS)
The University can access an emergency notification system to notify
students, staff and faculty of emergency information. The ENS system
is administered by Information Systems and Services. The distribution
of messages is jointly coordinated by the Campus Public Safety
Director, Public Information Officer and the President.
For ENS activation procedures, refer to the Appendix (a restricted use
document).
EMERGENCY ALERT SYSTEM (EAS)
ACTIVATION PROCEDURES
In addition to using CLU’s KCLU radio to disseminate information, the
University can access the Emergency Alert System (EAS) through the
City of Thousand Oaks or the Ventura County Sheriff to disseminate
emergency information over the EAS radio stations: KHAY 100.7 FM and
KVEN 1450 AM. (This information has been moved to the Appendix, a
restricted use of this Plan, due to the sensitive nature of the
information).
MEDIA PHONE LIST ‑ RADIO/TV/PRINT
TELEVISION
LOCAL - Ventura County
KEYT - Channel 3
General Information 805/485-7545
News Room Direct 805/981-8396
www.keyt.com
LOCAL - Los Angeles County
KTLA ‑ Channel 5
General Information 213/460‑5500
News Room Direct 213/460‑5501
www.ktla.com
KCAL ‑ Channel 9
General Information 213/467‑9999
www.kcal.com
KTTV /FOX‑ Channel 11
General Information 310/584-2000
News Room Direct 310/584-2025
www.fox11la.com
UPN ‑ Channel 13
General Information 213/883‑9802
www.upn.com
RADIO
KVEN ‑1450 AM EAS STATION 805/642-8595 Ventura
www.kven.com
KHAY - 100.7 FM EAS STATION 805/642-8595 Ventura
www.khay.com
KCLU - 88.3 FM 805/493-3900 Thousand Oaks
www.kclu.org
KVTA ‑ 1520 AM 805/289-1400 Ventura
www.kvta.com
KCAQ - 104.7 FM 805/289-1400 Ventura
www.q1047.com
KMLA – 103.7 FM 805/385-5656 Oxnard
www.lam103.7.com
KKZZ - 1400 AM 805/289-1400 Ventura
www.kkzzam1400.com
KDAR - 98.3 FM 805/485-8881 Oxnard
www.kdar.com
KOXR - 910 AM (Spanish) 805/487-0444 Oxnard
no website
KXLM - 102.9 FM (Spanish) 805/240-2070 Oxnard
www.radiolazer.com
PRINT
Newspapers
Name/Address Phone number Fax number
Ventura County Star 805-437-0000 805-482-6167
P.O. Box 6006
Camarillo, CA 93011
LA Times Main Office 805-653-7547 805-653-7576
93 S. Chestnut St. 805-653-7500
Ventura, CA 93001 800-LA-TIMES
MEDIA RELATIONS
Dos and Don’ts
DO
DON’T
Prepare
Assume you’re being recorded
Respect their deadlines
Know the law regarding media
Speak officially-no opinions
Give the whole story
Treat them all equally
Highlight your priorities
Say “I don’t know”
Be there for them-return calls
Prepare a fact sheet of frequently
asked questions
Suggest interesting story ideas
Offer tours or support information
Think “soundbite” or quote
Listen to the question
Practice
Anticipate questions
Correct their mistakes
Remember you are the expert
Lie
Fake it
Go “off the record”
Say “no comment”
Use industry slang or terminology
Speculate
Make flippant remarks
Tell one news agency what another is doing
Wear sunglasses on camera
Fill the “pregnant pause”
Put down your detractors
Argue with the press
Try to say everything at once
Answer hypotheticals
Say “Ah”
Respond to emotional appeals with emotion
Send a news release unless it’s newsworthy
Break the connection
Speak only for your agency or level of government.
*
Arrange for meetings between the media and incident (field)
personnel.
*
Make sure telephones, coffee, etc., are available for media
representatives if possible.
*
Try to stay with your prepared statement.
*
Stay cool; don't let questions unnerve you.
*
Be direct and only comment on what you know - DO NOT SPECULATE!
*
Have information release policy pre‑set with EOC Director.
*
Try to make the media your friend-they can either help or hinder
your operation.
EPI RELEASE LOG
Date
(24-Hr.) Time
In*
Out*
(Call Letters)
(Name)
Newspaper
News Service
Other
Given By
* T ‑ Taped or live broadcast P ‑ Phone report O ‑ Office visit
F ‑ Field contact N ‑ News release (indicate no.)
SURVEY/DAMAGE ASSESSMENT GUIDELINES
Degree of Damage - Structural damage is categorized as follows:
*
Destroyed (degree of damage rating “3”)
*
Structure permanently uninhabitable
*
Cannot be repaired
*
Major (Degree of damage rating “2”)
*
Structure currently uninhabitable
*
Will require extensive repairs to be made habitable
*
Minor (degree of damage rating “1”)
*
Structure currently habitable or requires minor repair or
*
Cleaning to be habitable
*
Unaffected (degree of damage rating “0”)
*
Structure currently habitable
*
No Disaster-caused damage to the structure is visible
Evidence of Damage - The list below identifies each type of damage
according to common observable evidence. This is not a comprehensive
list; various kinds of evidence of damage can indicate that a dwelling
is destroyed or has sustained major or minor damage.
*
Destroyed – Structure totally gone; only the foundation remains.
*
Major - sections of exterior walls missing or collapsed. Structure
shifted off foundation. More than eight feet of water in structure
(for single-family homes and apartments). More than three feet of
water in structure (for mobile homes).
*
Major – Portions of the roof missing. Twisted, bowed, or cracked
walls. Forceful penetration of the structure by a large object
such as a tree or car. Six inches to eight feet of water in the
structure (for single-family homes and apartments). Six inches to
three feet of water in the structure (for mobile homes.)
*
Minor – Shingles missing. Broken windows. Siding loose, missing or
damaged. Less than six inches of water in the structure. Damage to
an attached garage. Flooded basement. Cosmetic damage, such as
missing shutters.
*
Unaffected – damage to outside of building only. Cars or other
effects outside the home damaged.
Many assessors are concerned about their ability to make judgments
concerning damage categories. Such workers should be advised to:
*
Refer frequently to stated guidelines
*
Be consistent in assessments
*
Choose the more serious damage category if the structure appears
to border between two categories
*
Always supplement their evaluation with comments
*
Trust their judgment
CLU FACILITY STATUS REPORT
T o be completed by department or Building and Safety Group or
alternate.
Department
Building Name & No. Floor(s)
Completed by:
Available at: Location Phone
URGENT NEEDS: e.g., rescue, severe flooding from plumbing break.
Describe:
Personnel Status:
Number of personnel present or accounted for:
Number of persons missing:
Number requiring medical assistance:
Nature of injuries: Urgent  Minor 
Is anyone trapped?
In building Yes  No  Where
In elevator Yes  No  Where
Building Status:
Fires (if so pull alarm) Yes  No  Where
Structural
Major Damage (partial building or floor collapse) 
Moderate Damage (furniture overturned, light fixture down) 
Minor Damage (small cracks, books off shelves) 
Utilities
Electricity OFF  ON 
Water OFF  ON 
Gas OFF  ON 
Emergency Power OFF  ON 
Communication
Phones OFF  ON 
Computers OFF  ON 
Hazardous Materials
Chemical spills Yes  No  Floor(s)
Biological Hazards Yes  No  Floor(s)
Radiation Contamination Yes  No  Floor(s)
Asbestos Hazard Yes  No  Floor(s)
Other Observations/Needs:
Deliver to the Campus Emergency Operations Center (EOC)
MEDICAL CARE/COUNSELING SERVICES GUIDELINES
Personnel
Coordination of medical services on campus in the event of a disaster
will be provided by:
*
Director of Health and Counseling Services, Health Services Staff
and University Physician
*
Director of Athletic Training, Student Athletic trainers, Team
Physician
*
Depending upon availability of personnel at the time of the
disaster, additional volunteer assistance may be given by members
of the C.L.U. community who are trained in First Aid and CPR.
Volunteers should report to the Emergency Operations Center for
directions.
Facilities for Treatment / First Aid
Medical care will be provided at University Health and Counseling
Services, if the facility has not been damaged in the disaster.
Treatment can also be provided in the Athletic Training room. In the
event of a large-scale disaster, personnel at the Emergency Operations
Center will select treatment sites. Personnel should check with the
Emergency Operations Center for assignment if Health and Counseling
Services is not usable.
Plan for Coordination and Triage
The Director of Health and Counseling Services will maintain a list of
the injured, and report these to the Emergency Operations Center. Any
injured not seen at Health Services should also be reported to the
E.O.C. Medical records are available at Health Services on employees
and students, including health history, allergies, etc., and names of
persons to be contacted in event of emergency.
Triage will be done at the treatment facilities on campus, according
to accepted standards for triage dependent upon the scale of the
disaster. The most seriously injured will be transported to Los Robles
Regional Medical Center for treatment. Off-campus personnel will
report to the Emergency Operations Center for assignment if Health and
Counseling Services is not operational.
Medical Supplies on Campus
Medical supplies are located in each building on campus. These
supplies are in soft canvas bags that may be carried to the location
of the injured. The bags are one of three types: Bandage Bag, Medical
Supply Bag, or Search and Rescue Bag. Each of the sites is locked.
Facilities must be notified to provide access.
Counseling Services
The CLU Counseling Services will coordinate teams of counselors from
all of the other colleges and universities in California to come to
CLU to provide emergency services in case of a disaster. This will be
an important source of help since they will be coming in from outside
of the disaster area.
In addition, campus resources, such as Campus Ministry, Psychology
Department, Resident Assistants, and Religion Department can be
utilized.
The Administration may choose to close down the university to allow
time to deal with stress. Have a letter ready for the President to
send out to the university, rather than having him write it out. The
university needs to say that anyone can withdraw without penalty.
Counseling Services will form debriefing groups and assign all
individuals (faculty, staff and students) to the groups.
The Counseling Office will:
1.
Make a clear assessment of the psychological needs of the
university as soon as possible.
2.
Mobilize teams for mutual support. Operate out of Health and
Counseling Services and other designated treatment centers.
3.
Talk out stress in groups. To avoid guilt "give permission" for
absences to take care of personal loss.
4.
De-briefing model for group leaders:
1.
Introductory - Tell people who you are and why you are there. Say
that verbalization has been seen to help. If you do not want to
participate in any part, that is o.k.
2.
Review phase - What were your experiences at the time of the
disaster? (factual information) Model by your own expression what
you want from the group.
3.
Feeling phase - How were you feeling then and how do you feel now?
Normalize all of these reactions. Say: "This is the normal
reaction." Anger is normal."
4.
Symptom phase - Physical, cognitive experiences (trouble sleeping,
stomach disorders, etc. now and then).
5.
Education or teaching phase - What do you ordinarily do in a
difficult situation? Get rest and exercise. Flashbacks to be
expected. Discourage drugs, alcohol. Share with peers. (Critically
important)
6.
Re-entry phase - Say: "You will begin to feel better. After-shocks
may set you back." Tell people where they can get ongoing help.
SIMPLE TRIAGE AND RAPID TREATMENT (S.T.A.R.T.)
Triage in a Disaster
Triage, like other disaster response efforts, begins with size-up. The
general procedure for triage in a disaster environment is as follows:
*
Stop, Look, Listen, and Think. Before you start, stop and size up
the situation by looking around you and listening. Above all,
THINK about how you will approach the task at hand. Continue to
size up the situation as you work.
*
Conduct Voice Triage. Begin with voice triage, calling out
something like, “Emergency Response Team. If you can walk, come to
the sound of my voice.” Instruct those survivors who are
ambulatory to remain at a designated location, and continue with
the triage operation.
*
Follow a Systematic Route. Start with victims closest to you and
work outward in a systematic fashion.
*
Conduct Triage Evaluation. Evaluate victims and tag them I
(immediate), D (delayed), or DECEASED. Remember to evaluate the
walking wounded. Everyone must get a tag.
*
Treat “I” Victims Immediately. Initiate airway management,
bleeding control, and/or treatment for shock for Category I
(immediate) victims.
*
Document Results. Document triage results for:
- Effective deployment of resources.
- Information on locations of victims
- A quick record of the number of casualties by degree of severity.
This will be very useful information for responders and transportation
units.
*
Always wear protective gear when performing triage, so that you do
not endanger your own health.
SIMPLE TRIAGE AND RAPID TREATMENT (S.T.A.R.T.) FLOWCHART

California Lutheran University
Lock Down/Shelter in Place Procedures
When a decision is made to lock buildings for safety or security
reasons, or to shelter in place, first follow standard operating
procedures, and then use lock down or stay in place procedures as
appropriate.
General Security Procedures:
I.
Campus Public Safety personnel will notify the Director of Campus
Public Safety or his/her designee who will in turn notify the
Emergency Operations Director or his/her designee to initiate the
Emergency Notification System to notify the Emergency Building
Coordinators (EBCs) and/or Area Residence Coordinators (ARCs).
Campus Public Safety will initiate a lockdown of all buildings.
II.
Residence Life will initiate the Residence Life phone tree
notification with either the message, “lock down the building,
turn on your radio to KCLU, and listen for an Emergency
Notification Alert” or “Shelter in place, turn on your radio to
KCLU, and listen for an Emergency Notification Alert.”
Area Resident Coordinators, Assistant Area Residence Coordinators or
front desk workers, upon notification will close and lock all exterior
doors and windows. Front desk workers will inform the Area Residence
Coordinator that the lockdown of their area is complete.
III.
Area Residence Coordinators will continue notification using their
phone tree.
IV.
Specific Procedures for Residence Life Staff
LOCK DOWN
1.
Notify everyone to close, lock, and cover (if possible) all
windows)
2.
Make sure everyone is as invisible as possible (on the floor,
in the middle of a room, away from all doors and windows)
3.
Make sure all doors are locked and covered, and window are
locked and covered (including internal doors and windows)
4.
If appropriate, verify that all electrical equipment, water
faucets, local gas valves, lights, and locally controlled
ventilation systems are turned off.
5.
Move into the nearest room and wait for instructions.
6.
Do not open doors to anyone.
SHELTER IN PLACE
1.
Encourage people to come inside quickly. Wait 3 minutes before
locking exterior doors.
2.
Tell everyone in the building to close and lock all windows,
doors, and sources of outside air.
3.
Usher people to an interior room upstairs. (If applicable)
4.
Do not use elevators.
5.
If appropriate, verify that all electrical equipment, water
faucets, local gas valves, lights, and locally controlled
ventilation systems are turned off.
6.
Move into an interior room on the second floor (if applicable) and
wait for further instructions.
7.
Do not open doors to anyone.
Complete notification will take time. If there is no contact made in
an office or building, a Campus Public Safety Officer will make
contact or lock exterior doors and windows until it is safe to reopen.
The success of this process will depend on complete cooperation from
faculty, administrators, staff and students.
Summer or After Hours Procedures:
*
Campus Public Safety will contact people in all academic buildings
not staffed by employees, and will initiate all Lock Down or Stay
in Place measures.
*
Campus Public Safety will initiate the security procedures for
Residence Life by calling the on-duty ARC.
California Lutheran University
Daily Shelter Activity Report
Report due into EOC by 8:00 A.M. each day
Shelter Site: ______________________
Date:_______________________________
To: California Lutheran University From:_________________________
Shelter
Capacity
Overnight Capacity
Breakfast
Lunch
Dinner
Report Period:___________________ Shelter Phone:______________________
Day Shift Evening Shift
Shelter Manager
Asst. Shelter Manager
Nurse
Workers
Narrative (Day Shift)
Narrative (Evening Shift)
Supplies Needed:
Immediate
Future
Additional Comments:
ACTION PLANNING
Action plans are an essential part of SEMS/NIMS at all levels. Action
planning is an effective management tool involving two essential
items:
*
A process to identify objectives, priorities and assignments
related to emergency response or recovery actions
*
Plans which document the priorities, objectives, tasks and
personnel assignments associated with meeting the objectives
*
A basis for measuring work and cost effectiveness, work progress
and providing accountability
There are two kinds of action plans: Incident Action Plans and EOC
Action Plans. EOC Action Plans should focus on campus-wide related
issues. The format and content for action plans at the incident level
and at EOC levels will vary. The process for developing action plans
is quite similar for all SEMS levels.
INCIDENT ACTION PLANS (FIELD LEVEL)
At the field level, action plans developed for use at incidents are
called Incident Action Plans (IAP). Incident Action Plans are required
for each operational period. (An operational period is the length of
time scheduled for the execution of a given set of operational actions
as specified in the IAP.) Incident Action Plans may be either verbal
or written.
Written Incident Action Plans are recommended for:
*
Any multi-department and multi-jurisdictional incident
*
Complex incidents
*
Long-term incidents when operational periods would span across
shift changes
Special forms are used within ICS to record information for written
Incident Action Plans. These forms should be used whenever possible.
The format for an Incident Action Plan will generally include the
following elements:
*
Incident objectives and priorities (overall, what do we want to
achieve?)
*
Primary and alternative strategies (as appropriate) to achieve
incident objectives (what are the ways in which we can achieve the
objectives? How do the strategies compare in safety, speed,
environmental impact, cost, etc.? Is current resource availability
a limiting or dictating factor in strategy selection?)
*
Tactics appropriate to the selected strategy (given a selected
strategy, what are the specific tactics necessary to implement the
strategy?)
*
The kinds and number of resources to be assigned (determined by
the tactics to be used)
*
The operations organization necessary for the selected strategy
and tactics (can include describing the incident geographically or
functionally)
*
Overall support organization including logistical, planning and
finance/administration functions
*
A communications plan
*
Safety messages
*
Other supporting documentation needed, e.g. An incident map
showing access, key facilities, etc.; a medical support plan, etc.
EOC ACTION PLANNING (EOC)
The Action Planning process is an essential tool for the University,
particularly in managing sustained emergency operations.
It is important that common University organizational goals are
maintained and pursued as determined by Management. For the Management
Section to draft appropriate goals, it must have a good understanding
of the current situation and some idea of where the situation is
going. They need to know not only what has happened in the last
operational period, but also what is likely to occur in the next and
future operational periods. The overall EOC Action Plan should be
developed by the Planning/Intelligence Section and provided to the
Emergency Operations Director.
Once the EOC Action Plan has been delivered, the Management Section
shall determine the Strategic Goals for the next operational period.
These may or may not be different from the operational goals from the
last period. This short list of organizational goals must be
verifiable and measurable.
Once the city goals are set, they should be communicated to the other
sections, which in turn should communicate to their departments!! The
policy group must receive copies of the EOC action plan.
SUMMARY OF ACTIVITIES BY SECTION
1. PLANNING/INTELLIGENCE Presents the verbal Action Report or the
situation status report
2. MANAGEMENT Sets goals
3. PLANNING/INTELLIGENCE Posts goals for organization’s use
4. OPERATIONS Determines tactics to achieve goals
5. LOGISTICS Determines how it will support operations
6. FINANCE/ADMINISTRATION Determines how it will support operations
7. PLANNING/INTELLIGENCE Prepares Action Plan (document); continues
collecting, analyzing and displaying information and
continues Action Planning process
ACTION PLANNING AT EOC LEVELS
Action planning at all SEMS levels, like that of the field level, is
based around the use of an operational period. The length of the
operational period for the EOC is determined by first establishing a
set of objectives and priority actions that need to be performed and
then establishing a reasonable time frame for accomplishing those
actions.
Typically, operational periods at the beginning of an emergency are
short, sometimes only a few hours. As the emergency progresses,
operational periods may be longer, but should not exceed twenty-four
hours. Operational periods should not be confused with staffing
patterns or shift change periods. They may be the same, but need not
be.
The initial EOC Action Plan may be a verbal plan put together in the
first hour after EOC activation. It is usually done by the Emergency
Operations Director in concert with the general staff. Once the EOC is
fully activated, EOC Action Plans should be written.
EOC Action Plans should not be complex or create a time-consuming
process. The format may vary somewhat within the several SEMS/NIMS
levels, but the EOC Action Plan should generally cover the following
elements:
*
Listing of objectives to be accomplished (should be measurable)
*
Statement of current priorities related to objectives
*
Statement of strategy to achieve the objectives (identify if there
is more than one way to accomplish the objective, and which way is
preferred.)
*
Assignments and actions necessary to implement the strategy
*
Operational period designation: the time frame necessary to
accomplish the actions
*
Organizational elements to be activated to support the assignments
(also, later EOC action plans may list organizational elements
that will be activated during or at the end of the period.)
*
Logistical or other technical support required
ACTION PLAN MEETING
This meeting is critical. The status of the incident and action plan
should be discussed. The Planning & Intelligence Section Coordinator
is responsible for holding this meeting.

EOC ACTION PLAN
Disaster/Event Name:
Date Time Prepared:
Plan Prepared by:
Plan Reviewed by:
(Plans/Intel Coordinator)
Plan Approved by:
(EOC Director)
Operational Period:
From:
To:
Page
1 of 7
The University's Emergency Management Policy is to provide effective
life safety measures, reduce property loss, and protect the
environment; provide a basis for the direction and control of
emergency operations; plan for continuity of operations, provide
accurate documentation and records required for cost recovery efforts;
provide for the protection, use and distribution of remaining
resources; and coordinate operations with the emergency service
organizations.
Current Situation Summary:
*
*
*
*
*
*
*
Major Events/Incidents:
*
*
*
*
*
*
*
Safety Issues:
Resources Needed:
*
*
*
*
*
Other Information:
EOC ACTION PLAN
Summary of Section Objectives for Period # __ (Date and Time)
#
Objective
=========
Branch/Unit/
Position
Est Completed Date/Time
Management
1
2
3
4
5
Operations Section
1
2
3
4
5
Planning & Intelligence Section
1
2
3
4
5
6
Logistics Section
1
2
3
4
5
Finance Administration
1
2
3
Attachments:
( ) Organization Chart
( ) Telephone Numbers
( ) Weather Forecast
( ) Maps
( ) DAC Locations
( ) Incident Map
( ) Safety Plan
( ) Transportation Plan
( ) Medical Plan
( ) Operating Facilities Plan
( ) Communication Plan
( ) Other___________
Based on situation and resources available, develop an Action Plan for
each Operational Period.
EOC ACTION PLAN
Disaster/Event Name:
Plan Prepared by:
Plan Approved by:
(EOC Director)
Operational Period:
Date:
From:
To:
MANAGEMENT
----------
Objective
=========
Section, Branch or Unit Assigned
Time Required or To Completion
Resource Support
1.
2
3.
4.
5.
6.
7.
8.
9.
10.
Attachments: ( ) PIO phone numbers
==================================
( ) EOC Organizational Chart
EOC ACTION PLAN
Disaster/Event Name:
Plan Prepared by:
Plan Reviewed by:
(Section Coordinator)
Operational Period:
Date:
From:
To:
OPERATIONS
----------
Objective
=========
Section, Branch or Unit Assigned
Time Required or To Completion
Resource Support
1.
2
3.
4.
5.
6.
7.
8.
9.
10.
Attachments: ( ) City Map w/major incidents, street closures,
evacuation areas, etc.
=============================================================
( ) Weather
EOC ACTION PLAN
Disaster/Event Name:
Plan Prepared by:
Plan Reviewed by:
(Section Coordinator)
Operational Period:
Date:
From:
To:
PLANNING/INTELLIGENCE
---------------------
Objective
=========
Section, Branch or Unit Assigned
Time Required or To Completion
Resource Support
1.
2
3.
4.
5.
6.
7.
8.
9.
10.
Attachments: ( )
================
( )
EOC ACTION PLAN
Disaster/Event Name:
Plan Prepared by:
Plan Reviewed by:
(Section Coordinator)
Operational Period:
Date:
From:
To:
LOGISTICS
---------
Objective
=========
Section, Branch or Unit Assigned
Time Required or To Completion
Resource Support
1.
2
3.
4.
5.
6.
7.
8.
9.
10.
Attachments: ( )
================
( )
EOC ACTION PLAN
Disaster/Event Name:
Plan Prepared by:
Plan Reviewed by:
(Section Coordinator)
Operational Period:
Date:
From:
To:
Finance/Administration
----------------------
Objective
=========
Section, Branch or Unit Assigned
Time Required or To Completion
Resource Support
1.
2.
3.
==
4.
==
5.
==
6.
==
7.
==
8.
==
9.
==
10.
===
Attachments: ( )
( )
1. Incident Name
2. Operational Period (Date/Time)
From:
ORGANIZATION ASSIGNMENT LIST SEMS/NIMS 203-OS
3. Management Section
4. Name
5. Operations Section
6. Name
EOC Director
Section Coordinator:
Public Information
Officer:
Hazard Control Branch:
Liaison Officer
Fire Suppression Group:
Haz Mat Group:
Utilities Group:
Building and Safety Group:
Safety/Security Branch:
Search/Rescue Branch:
Medical/Health Branch:
Care/Shelter Branch:
7. Planning Section
8. Name
9. Logistics Section
10. Name
Resources Unit
Communications Unit:
Situation Status:
Supply Unit:
Documentation:
Personnel Unit:
Damage Assessment:
Facilities Unit:
Adv. Planning:
Transportation Unit:
Recovery Unit:
11. Finance Section
12. Name
12. Agency Representatives
13. Name
Time Keeping Unit:
Cost Recovery Unit:
Compensation/Claims Unit
14. Prepared By: (Resources Unit) Date/Time
ORGANIZATION ASSIGNMENT LIST April 2003
=======================================
SEMS/NIMS 203-OS
================
EOC ACTION PLAN SEMS/NIMS 205
EOC Radio Communications Plan
-----------------------------
Incident Name:
Date Prepared:
Time Prepared:
Operational Period Date:
From: To:
Operational Period Time:
From: To:
Basic Radio Channel Utilization
Assignment
Function
System
Channel/Frequency
Designated
Check-in Time
Remarks
Prepared By:
Title:
SEMS/NIMS Position:
Communications Unit
Approved By:
Title:
SEMS/NIMS Position:
Logistics Sections Coordinator
COMMUNICATIONS PLAN September 2007 SEMS/NIMS 205
PRE-DISASTER COMMUNICATIONS CHECKLIST
*
Consider establishing an out-of-area (sister university) contact
point for employees’ and their family members.
*
List the number and location of all pay phones in and near the
University. This will be very helpful in the event that your phone
system crashes.
*
List the number and location of all fax and direct lines into your
facility.
*
Develop a list of employees and key vendors, suppliers and
contractors which includes telephone numbers and addresses.
*
Plan to maximize the fax machines. Printed copy is easily shared
and not often misunderstood. An outgoing fax posted on a wall
provides a "briefing" tool for updating incoming staff. These
documents will also be helpful in creating the after-action
report.
*
Survey your organization to find out how many amateur/ham/ACS
radio operators you have. Do they have hand-held or mobile radios?
*
On all telephone call-down lists provide pager instructions.
*
Consider establishing pager codes for prioritizing response call
ups.
COMMUNICATIONS
*
Cellular phones
*
E-mail
*
Faxes
*
Modems utilizing radio frequencies instead of wires connect
portable data devices to reliable radio networks (i.e., wireless
communications, packet radio).
*
Video conferencing
*
Pagers
*
Portable satellite telephone
*
Fax, data and secure digitized voice is transmitted directly to a
communications satellite.
*
Portable two-way radios
*
Get written reciprocal agreements to share the frequencies of
other emergency agencies
*
Verify with your vendor that the two-way radios will be compatible
with the frequencies of the other agencies.
*
Consider renting when needed rather than purchase.
*
Ensures access to the latest technology
*
Establish operational requirements with the vendor. Establish
billing, shipping and contact information.
*
Ensure that vendor can program rental radios to meet your
requirements and ship them out, fully charged on a short
notice.
*
Cellular phones vs. two-way radios
*
The time consumed by dialing and ringing makes cellular a slower
choice for on-site communications than two-ray radio.
*
The “one-to-one” cellular telephone format is often less efficient
than the “one-to-many” concept that two-way radio users are
familiar with.
FEEDING EOC SUPPORT AND FIELD STAFF
*
Coordinate all feeding operations for the EOC, support and field
personnel.
*
Establish a feeding plan, which identifies cost limits, authorized
vendors and catering companies, type of food, etc. Ensure everyone
is aware of this policy.
*
Set meal schedules. Consider the impact of curfews on businesses
you may use.
*
Set up and manage eating areas for EOC, staff and field personnel.
Notify workers of food schedules and locations.
*
Pre-identify low-cost vendors and catering companies to maximize
efficiency and lower costs (FEMA/Insurance companies may question
upscale or expensive restaurants or catering).
*
Arrange with local catering services or restaurants for in-house
feeding.
*
Establish a personnel-feeding account for EOC, support and field
personnel at local restaurants.
*
Brief all EOC personnel as to location, cost limitations and
incident number to be used for each restaurant or caterer.
*
Coordinate acquisition, preparation and service of meals.
*
Be aware of and provide for special diets
*
Provide for on-site employee child-care needs.
*
Arrange for and coordinate clean up of eating, food preparation
and serving areas.
*
Provide snacks/water/coffee/beverages for EOC, support and field
personnel.
*
Document cost of meals and report daily to the
Finance/Administration Section for cost recovery purposes.
*
Advise disaster workers regarding agency policy for reimbursement
of disaster-related meals.
*
Encourage all EOC staff to take regular meal and snack breaks.
REQUESTING COUNSELING SERVICES
CLU understands that any event, impending event or unstable condition
will seriously impact the psychological well-being of students, staff,
faculty and parents and may exceed the resources and coping mechanisms
of a person, group or community. Psychological Crisis Intervention is
the process used to promote the psychological resolution of a crisis
and restoration to the level of functioning that existed prior to the
crisis event.
Crisis intervention is a most effective tool in responding to and
reducing emotional trauma. This is accomplished by:
*
Addressing safety and security concerns
*
Allowing the traumatized an opportunity to ventilate and validate
their thoughts and reactions
*
Restoring the dominance of cognitive functioning over emotional
reactions
*
Facilitating the restoration of community and social connection
*
Providing education on future expectations
*
Providing opportunities for survivors to interpret the trauma
event
CLU has developed policies and procedures for counselor services in
response to significant emergencies impacting the psychological
well-being of students, staff, faculty and parents. If an emergency
event occurs on campus Counselor Services will activate teams of
counselors and will ascertain whether the University EOC should be
activated to support counseling team activities. Once the EOC is
activated, Counseling Services can be supported and coordinated by the
Medical/Health Branch of the Operations Section. If additional
counselors are needed, Medical/Health Branch will make the request to
other colleges and universities in California. The Medical/Health
Branch will coordinate this request with the Logistics Section,
Personnel Unit in the EOC.
During a large event or emergency, many counselors may be activated.
The Medical/Health Branch of the Operations Section in the EOC will
coordinate, communicate and support each counselor.
ACTIVATION OF CISM
Department directors, managers and supervisors bear the responsibility
for identifying/recognizing significant incidents that may qualify for
debriefing. When an incident is identified as a critical incident or
crisis, a request for counseling services should be made as soon as
possible to the Logistics Section Coordinator who will contact the CLU
Counseling Services and request that a counseling team be assembled.
AUXILIARY COMMUNICATION SERVICES (ACS)
The ACS (previously named RACES) organization is a national
organization organized at the Federal and State levels, and
administrated at the local level. ACS was originally designed to be an
auxiliary communications civil defense organization, to be activated
in case of a national emergency such as war. However, the ACS function
has expanded to include assistance during local emergencies to augment
the County’s communication capabilities.
Ventura County has over 300 ACS members registered as Disaster Service
Workers with the Ventura County Sheriff’s Office of Emergency Services
(OES). These ACS members have committed themselves, their experience
and their capabilities to the communities in Ventura County.
CLU may request from the County ACS services through the Ventura
County Sheriff’s Office of Emergency Services.
Once ACS is activated at the University, ACS members will set-up in/or
near the University’s EOC to assist with emergency communications. The
Logistics Section, Communications Unit will oversee ACS operations.
DISASTER/EMERGENCY ACCOUNTING RECORDS
When a disaster or an emergency strikes the University it may be in
the form of an earthquake, storm damage, a major oil or
chemical/hazardous waste spill, civil disturbance, or a fire
emergency. Those employees who are assigned work directly associated
with the disaster/emergency are to use the Disaster Cost Accounting
System numbers for their department. The use of these numbers will
enable the University to collect, sort, and document costs associated
with any disaster claim.
The purpose of separate accounting for these costs is to obtain
sufficient backup data in the event the University qualifies for
reimbursement of these claims from insurance, Cal EMA or FEMA.
Obtaining reimbursement for eligible claims requires the University to
collect and retain a broad range of original documents that clearly
demonstrate that they were used for the disaster/emergency including:
 Employee time cards showing hours (regular and overtime) worked and
which indicate the type and location of the work.
 Use of University-owned equipment supported by equipment
identification, dates and number of hours used each day, location and
purpose for using the equipment.
 Use of University-owned supplies supported by a reasonable basis for
determining costs, why the material was necessary, and location of
where the material was used.
 Purchases of material supported by invoices showing quantity,
description, unit cost, where, when and how the material was used.
 Rental of equipment supported by invoices identifying the type and
description of equipment, rate per hour indicating with or without
operator, dates and hours used each day, where and why the equipment
was used.
 Invoices for work performed by contract must provide detailed
breakdown of cost, where, when and why the work was performed.
The above records and documentation must be retained for AT LEAST
THREE YEARS from the date of final settlement of claim. All such
records should be forwarded to the Cost Recovery Unit for audit
follow-up.
SAMPLE LABOR RECORD

SAMPLE DISASTER MATERIALS RECORD

SAMPLE DISASTER FORCE ACCOUNT
EQUIPMENT RECORD

SAMPLE DISASTER RENTED EQUIPMENT RECORD

FEDERAL EMERGENCY MANAGEMENT AGENCY
CONTRACT WORK SUMMARY RECORD
Page
 
of
 
1. APPLICANT
California Lutheran University
2. PA ID
 
3. PW #
 
4. DISASTER NUMBER
 
5. LOCATION/SITE
 
6. CATEGORY
7. PERIOD COVERING
  to  
8. DESCRIPTION OF WORK PERFORMED
 
DATES WORKED
CONTRACTOR
BILLING/INVOICE NUMBER
AMOUNT
COMMENTS—SCOPE
  to  
 
 
$  
 
  to  
 
 
$  
 
  to  
 
 
$  
 
  to  
 
 
$  
 
  to  
 
 
$  
 
  to  
 
 
$  
 
  to  
 
 
$  
 
GRAND TOTAL
$  
I CERTIFY THAT THE ABOVE INFORMATION WAS OBTAINED FROM PAYROLL
RECORDS, INVOICES, OR OTHER DOCUMENTS THAT ARE AVAILABLE FOR AUDIT.
CERTIFIED
 
TITLE
 
DATE
 
FEMA Form 90-126, NOV 98
CLU - EOC Resource Request
An attempt should be made to fill all resource requests through
Operations Branches before sending to Logistics
Resource Requested:
Priority:
Critical / Life Safety
Urgent
Routine
Incident Address:
Incident Type:
Resource Requested by:
Agency / Dept:
Duration Needed:
Phone:
Staging/Delivery Location:
Delivery Contact:
Form Prepared By:
EOC Position:
Latest Acceptable Delivery:
(Date / Time)
Purpose / Use:
Suggested Source(s):
Approval by Section Coordinator:
Signature:
Filled By Operations?
Send to Logistics?
Section below to be filled out by Logistics
Resource Ordered From:
Vendor/Agency Address:
Vendor/Agency Contact Person:
Phone:
Date Ordered:
Time Ordered:
Estimated Date/Time of Arrival:
Inv./ Resource Order #:
Comments:
Initialed By Operations:
Logistics:
Finance:
Originator: Any EOC position. Retain copy.

Routing: Approval by Section Coordinator; then send to Logistics.
This form is used to request all resources, for field use and for EOC
use.
Additional Notes:
EOC CHECK-IN LIST
Name
Title
EOC Position
Date &
Time In
Date &
Time Out
Total Hours
ACTIVITY LOG
ACTIVITY LOG
1. INCIDENT NAME
2. DATE PREPARED
3. TIME PREPARED
4. UNIT NAME/DESIGNATOR
5. UNIT LEADER (NAME AND POSITION)
6. OPERATIONAL PERIOD
7. PERSONNEL ROSTER ASSIGNED
NAME
EOC POSITION
Contact Number
8. ACTIVITY LOG (CONTINUE ON REVERSE)
TIME
MAJOR EVENTS
ICS 214 (4/93)
TIME
MAJOR EVENTS
ICS 214 (4/93)
9. PREPARED BY (NAME AND POSITION)