ICS Overview

AGENCY: ______

Address: ______

Phone: ______Fax: ______

Email: ______

IMPORTANT CONTACTS & NUMBERS

COUNTY OFFICE OF EMERGENCY SERVICES / CADRE / CITY OFFICE OF EMERGENCY SERVICES
Contact: / CADRE Administrative Coordinator / Contact:
Address: / 2710 North First Street
San Jose, CA 95134 / Address:
Phone: / Phone: 408-577-2175 / Phone:
Fax: / Fax: 408-577-2030 / Fax:
Email: / Email: / Email:
Website: / Website: / Website:

Management Section

Leads the response; appoints and empowers section leaders; sets tone and standards for response. Encourages section work and communications. Key positions reporting to the Management Section include:

Public Information Officer Safety Officer Liaison Officer (if needed)

Operations Section

Handles key actions including first aid, search and rescue, fire suppression and securing the site.

Planning Section

Gathers and validates information. Plans for future response and coordinates the Incident Action Planning process.

Logistics Section

Finds, distributes, and stores all necessary resources (supplies and people) to respond appropriately.

Finance Section

Tracks all expenses, claims and activities and is the record keeper for the incident. Manage and submit any reimbursement claims.

CADRE1 of 35Edited 04/04/2016

Annex B – EOC Checklists

Building Evaluation Guidelines

EOC Director Checklist

Finance Section Coordinator

Generic Activation Checklist

Logistics Section Coordinator

Operations Section Coordinator

Planning & Intelligence Section Coordinator Checklist

Public Information Officer (PIO)

SAMPLE Emergency Organization Chart

SAMPLE Functions and Responsibilities Chart

SAMPLE Hazard-Specific Considerations

SAMPLE INITIAL ACTION PLAN – Standing Objectives – All Events

CADRE1 of 35Edited 04/04/2016

Annex B – Building Evaluation Guidelines

Building Evaluation Guidelines

Structural Instability

The aftermath of an earthquake, explosion or high wind event may cause a variety of structural instability hazards for staff. These may include weakened walls, floors, columns, or beams that are incapable of supporting the remains of the structure. Secondary collapse of structural elements will be a major concern to staff working in areas supported by these weakened building parts.

Freestanding walls and damaged or loose chimneys can easily fall because of earthquake aftershocks and vibrations. In earthquake-prone areas, damage resulting from quakes will be highly vulnerable to further damage/collapse because of aftershocks.

Very often, structural stability is difficult to evaluate and requires the services of a structural engineer. Responders are encouraged to stay out of buildings with questionable structural damage and contact structural engineers in their response areas to determine their availability if needed.

Overhead Hazards

Evaluate the scene for overhead hazards that have the potential to fall and strike people. Overhead hazards may include loose debris and building components suspended overhead, ceiling tiles, walkway covers or dislodged bricks precariously perched on a broken wall assembly.

Damaged electrical wires hanging low or heavily tensioned and ready to fail may pose an electrocution danger, choking, and entanglement hazard.

Interior Hazards

Unsecured building contents such as file cabinets, refrigerators, and other furnishings can also create hazards should they fall over or on someone.

Surface Hazards

The environment may be full of sharp debris that can cause injury. This debris will differ depending on the building's construction and contents. Generally, staff may be faced with broken glass, nails, wood splinters, jagged metal, and rough masonry. Difficult footing will be common due to spilled fluids and pools of water and sewage. Ground fissures, depressions and uneven or unsecured walking surfaces around the collapse site will add to difficult footing which can potentially result in injuries to responding personnel.

Water and other liquids on the ground will obscure the view of the walking surface and reduce friction, potential electrocution if contacting an energized power source and drowning if the water is deep. Liquids may also cause hypothermia problems for rescuers and victims, add additional weight to structural elements and debris and softens the ground supporting structural elements and debris. DO NOT ENTER BUILDINGS WITH STANDING WATER INSIDE.

Rescuers must be aware of the potential for downed or exposed live electrical wires. All wires and conduits must be considered live until confirmed otherwise.

Additional potential surface hazards include open manholes resulting from flooding, or ground-level openings created by the force of the collapse. Fallen trees and utility poles blocking roadways may cause access problems for responding apparatus and personnel.

Below-Grade Hazards

These hazards will occur in areas such as basements, underground parking garages, or low lying void spaces. The potential exists in these areas for the accumulation of atmospheric hazards due to ruptured natural gas lines or spilled chemicals. Contaminated atmospheres can be flammable, toxic, or oxygen deficient. Flooding from broken water or sewer lines may also cause difficulties for staff.

Utility Hazards

The most common utility types include natural gas, propane, electrical, steam, water, and sewage. When these utilities are disrupted, they will cause serious safety hazards. These will include electrocution and fire hazards from broken electrical wiring, and explosion hazards from broken natural gas and/or heating fuel lines. Disrupted steam lines can cause burns to rescuers exposed to them. Sewage from broken sewer lines can release toxic gases such as hydrogen sulfide or methane, and can expose rescuers to bacteria.

Hazardous Materials

Hazmat poses a significant present or potential hazard to human health or safety, or to the environment if released. Common examples are flammables such as gasoline, corrosives such as hydrochloric acid and toxics such as pesticides.

The type of building affected and its normal contents will help to identify potential hazardous materials thatmay be released during a collapse. Staff must be aware of this potential at residential dwellings as well commercial establishments.

Other Hazards

Staff may face additional incident hazards that do not fall into any previously listed categories. Some of these hazards are related to the cause of the damage, and others are actually created by our own actions.

It is important for staff to realize that a damaged structure will be much more susceptible to fire after an earthquake and much harder to extinguish.

Particulate matter such as smoke, concrete dust and asbestos must be recognized and appropriate personal protective equipment (PPE) must be worn to prevent this material from entering the respiratory system. Exposure to particulate matter can cause immediate and long-term problems if not appropriately mitigated. The type of N95 masks, used in CERT training, are not designed for long-term exposure to particulate matter.

Staff may be faced with several hazards created by their own actions such as operating internal combustion engines and power tools within confined areas and contaminating the atmosphere.

Vibrations from various sources are a safety concern, because these can cause a collapse of unstable building parts. Vibration sources can include:

  • Rail traffic, such as trains and subways
  • Vehicular traffic on nearby roadways
  • Air traffic or helicopters over the site
  • Heavy construction equipment, generators and power tools
  • Responding fire and rescue apparatus

Equipment noise can drown out communication, victims’ calls for help and other sounds that could warn rescuers of changing conditions inside a structure.

Operators with an obstructed view while backing or turning could run into damaged structures and over rescuers. A secondary collapse can be caused by lifting, pulling or removing structural components with heavy equipment, such as a vehicle,

Hazard Guidelines

GAS LEAKS – If you smell gas or hear a blowing or hissing noise, open a window and quickly leave the building. Turn off the gas, using the outside main valve if you can, and call the gas company. If you turn off the gas for any reason, it must be turned back on by a professional.

ELECTRICAL – If you see sparks or broken or frayed wires, or if you smell burning insulation, turn off the electricity at the main fuse box or circuit breaker. If you have to step in water to get to the fuse box – STOP. Call an electrician for advice first.

SEWAGE/WATER – If you suspect sewage lines are damaged, avoid using the toilets and call a plumber. If water pipes are damaged, contact the water company and avoid using water from the tap.

Always do a 360-degree check of the building before entering.
If StructuralDamage Is… / Building Status is...
Light:
  • Superficial damage, broken windows, fallen or small cracks in plaster, minor damage to contents
/ OK to enter
Moderate:
  • Visible signs of damage to decorative architecture
  • Many visible cracks in plaster
  • Major damage to contents
  • Controllable gas leaks
  • Foundation intact
  • Ground rupture – slight (buckled sidewalk)
/ Carefully enter to QUICKLY remove any items needed for the EOC, then exit and go to an alternate EOC.
Heavy:
  • Partial or total collapse
  • Tilting
  • Obvious structural instability
  • Heavy smoke or fire
  • Uncontrollable gas leaks
  • Rising or moving water
  • Moved off foundation
  • Change to horizontal and vertical lines
  • Paint lines
  • Large cracks from corners of windows at 45-degree angle
  • Large cracks around doors or large windows
  • Large cracks about 1′ above the sidewalk at foundation level
  • Ground rupture – severe
/ Secure the building perimeter and warn others about the danger of entering the building. DO NOT ENTER UNDER ANY CIRCUMSTANCES.

CADRE1 of 35Edited 04/04/2016

Annex B – EOC DirectorChecklist

EOC Director Checklist
(reports to Board of Directors?)
Mission: Lead the overall emergency policy and coordination of the EOC to support field responders and the community-at-large through response and recovery activities.
Initial Actions
  1. Get to a safe location.
  • If there is a bomb threat, do not use phones until you’re away from the building.
  • If there was an earthquake or explosion, do not reenter any building until it has been inspected for structural stability. See Building Evaluation Guidelines.

  1. Determine next actions:
  • Do nothing
  • Level 1 Monitor the situation being prepared to activate
  • Level 2 Manage the emergency with minimum staff
  • Level 3 Emergency, full staffing
  • EOC location (physical or virtual) – see location options on page 6

  1. Determine if emergency actions are needed for your facility, clients, etc.
  • Evacuation? Shelter in Place?

  1. Public Information / Alert & Warning
  • Use Alert SCC or other notification system to warn your population.

  1. Are you in charge? If unsure, DO NOT DELAY. Follow steps 1-4 above first.
  • Go to last page of Checklist.
  • Attempt to call the people above you on the list (see last page).
  • Leave messages if you get voicemail.
  • If you are a staff or board member and unable to reach a live person, YOU ARE IN CHARGE until someone listed higher on the succession order arrives.
  • If you are a volunteer, continue to attempt to contact staff and notify CADRE that no staff can be reached.

Activation – During the Event
Write the date and time that the EOC was activated on your ICS 214 (or pad of paper) and the Activation Summary Status Board.
Assign a scribe to document your actions.
NOTIFY CADRE that your EOC has been activated.
  • Business Hours insert phone number
  • After Hours insert phone number
Keep CADRE/City/OpArea informed of any situations requiring access or functional needs.
Attempt contact with CADRE for support activation instructions unless this event is an automatic support activation, per MOU.
  • Telephone.
  • Email.
  • CADRE website.
  • Ham Radio.
  • Radio Station.

Assign someone to set up the EOC.
Ensure that communication links are established as appropriate.
  • Operations Section to field responders
  • CADRE
  • Other key stakeholders (incident specific)
  • City/County
  • Red Cross for possible sheltering

Ensure that communication methods are Identified and monitored.
  • Telephone Satellite Phone EOC-to-EOC radio
  • Text Ham Radio
  • Email Runner

Review Generic Activation Checklist.
Stay off the phone as much as possible. Have other people make calls for you so you can be available for EOC staff.
  • DO NOT LEAVE YOUR POST without designating someone else in charge.

Determine the level of EOC staffing.At a minimum:
  • EOC Director – Provide overall guidance to the EOC.
  • Public Information Officer – Manage Alert/Warning & Media.
  • Operations Section Coordinator – Support/monitor field response.
  • Planning & Intelligence Section Coordinator – Compile situation status.
  • Safety Officer – Ensures activities are conducted in a safe manner (in the EOC).
  • Is a disabilities liaison or other subject matter expert needed?
Refer to EOC Function Responsibilities to identify additional activation staffing needs.
Hold a team briefing and establish priorities.
  • Based on the situation and available resources, set initial Director Goals.
  • Instruct all participants to review their checklists and document their actions.
  • Make additional notifications, as needed to activate others or share information.

Has the City/County proclaimed and emergency?
Have the Public Information Officer (PIO) prepare the content of the all public notifications and press releases. Approve and coordinate media releases.
  • Decide if standard instructions will need to be altered due to the specific hazard (such as a gas leak impacting evacuation locations, instructions about explosion risk).
  • Ensure the PIO is coordinating website updates, AlertSCC, emails, press releases, social media etc. with the City/County EOC and other affected jurisdiction/agency PIOs.

Have the PIO create a stakeholder list to ensure the proper people are being updated on the event and inter-agency coordination is successful.
Ensure that people are filling in their names on the posted Organization Chart.
Brief Board members as needed.
Review function checklists with teams to ensure proper execution.
  • Review checklists of unstaffed functions and complete activities, as needed.

Ongoing considerations:
  • Is a disaster proclamation needed?
  • Is Op Area support needed via CADRE?
  • Are changes to the Action Plan needed?
  • Are all staff accounted for?
  • What is the status of clients?
  • Is there a need to scale up or scale down EOC staffing?
  • Are all essential EOC functions staffed appropriately?
  • Establish a release schedule for non-essential staff, taking into considerations any special circumstances.

Action Planning
  • Set the Operational Period shift and ensure meeting schedules are established for all activities in the planning “P”.
  • Set overall goals for the current period, based on briefings.
  • Review and approve final Action Plan document.
  • Monitor general staff activities to ensure that all appropriate actions are being taken.

Review Recovery Checklist. Recovery begins at the moment of impact.
Reporting Requirements for your Log(ICS 214) (all that apply)
  • Time you called 9-1-1
  • Time the EOC was established
  • Time you notified additional staff
  • Team member assignments
  • Time any emergency orders were given (evacuation, shelter in place, etc.)
/
  • Other decisions affecting the response
  • Action items requiring follow up
  • Coordination activities with outside agencies
  • Time event is under control

End of Shift – Demobilization
Read the Generic Demobilization Checklist.
Evaluate the need to continue EOC activation.
Notify all stakeholders of the current EOC activation level.
End of Emergency – Recovery Phase
Direct the Planning & Intelligence Section Coordinator to develop a demobilization plan and identify team member who will prepare the After Action Report and Corrective Action Plan within 60 days of the close of the event.
Notify all stakeholders of the end of the deactivation.
Monitor recovery activities.
Participate in State/Federal Disaster Assistance meetings.
Readiness – Before the Event
Review Generic Readiness Checklist.
Identify and train your team.
  • Prepare a training and exercise plan for all EOC staff.

Join CADRE.
Sign MOU with CADRE, City and/or County for potential services.
Provide a list of essential services you provide to CADRE or Function leader.
Submit Applicant’s Authorized Agent Resolution to the CalEMA.
Identify essential functions and confirm if they qualify for disaster reimbursement.
Confirm that you can meet the Assurances and Agreements listed on the PNP Application.
References:
Government Code Article 6, Section 8692 California Disaster Assistance Act.
Division 2, Chapter 6, Article 2: State Private Nonprofit (PNP) Organizations Assistance Program: Sections 2991-2999 (Separate from Public Assistance Program).
Use the Incident Command System to plan special events.
Review Unified Command.
Consider creating a generic EOC email address to track communications.

TEAM INITIAL ASSIGNMENT SHEET

If an assignment is needed and not staffed, the Section Coordinator must handle it.

EOC Director ______
(Unified Command?) ______
Public Information ______
Legal ______
OES ______
Safety ______
Liaison ______
Agency Rep ______/ Planning & Intelligence Coordinator
______
Operations Chief ______/ Logistics Chief ______

Attachments:

(Some or all of the following documents should be assembled as part of the EOC Director’s activation packet.)

  • Building Evaluation Guidelines
  • EOC Director Checklist
  • EOC Setup Procedure – created by the Agency
  • Generic Activation Checklist
  • Emergency Organization Chart
  • Functions and Responsibilities
  • Hazard-Specific Considerations
  • Initial Action Plan – Standing Objectives – All Events

Possible Emergency Operations Center Locations

  1. ______
  2. ______
  3. ______
  4. ______
  5. ______

PEOPLE AUTHORIZED TO ACTIVATE THE EMERGENCY PLAN / EOC