HomeMy WebLinkAboutItem 8.2 Comp Emerg Mgmt Plan~~~~~
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CITY CLERK
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AGENDA STATEMENT
CITY COUNCIL MEETING DATE: August 18, 2009
SUBJECT:
ATTACHMENTS:
RECOMMENDATION:
FINANCI STATEMENT:
Update of Comprehensive Emergency Management Plan (CEMP)
Report Prepared by Roger Bradley, Administrative Analyst
1) National Incident Management System (NIMS).
2) Shelter Operations.
3) Terrorism and Weapons of Mass Destruction Checklists.
4) Landslide Hazard Assessment
5) Glossary of Terms.
6) List of Acronyms
Receive the report and adopt the proposed additions to the City of
Dublin's Comprehensive Emergency Management Plan.
Staff was able to accomplish this task internally saving the City
$10,000 budgeted for consultant services to update the plan.
DESCRIPTION: As part of the Fiscal Year 2009-2010 Goals & Objective program,
the City Council included a high priority goal (G&O IV-D-6) to update the Comprehensive Emergency
Management Plan (CEMP), and to include a pet evacuation protocol. As a general overview, the CEMP
serves to protect the safety and welfare of the residents, employees, and visitors in the City of Dublin,
provide for a safe and coordinated response to emergency situations, protect the City's facilities, provide
for the interface between incident sites and the Emergency Operations Center (EOC), and provide for the
conversion of pre-designated sites to community shelters.
As part of the update, Staff reviewed the language within the plan to incorporate federal policies and
practices, as appropriate, into the City's emergency response protocols. For example, Section 4.4
(Attachment 1) is a proposed addition to the plan and describes the federal government's all hazards
response protocol known as the National Incident Management System (NIMS). At various locations
within the plan, references to NIMS have been inserted to indicate that the City of Dublin follows this
protocol and is a minor but frequent addition to the document. Inclusion of this item insures that the City
COPY TO:
Page 1 of 3
ITEM NO.
F:\Council\Agenda Statements\2009-2010\as-CEMP Update.doc
of Dublin will be eligible for federal preparedness grants should the City decide to pursue any in the
future.
In addition to the NIMS explanation and referencing, Staff proposes to incorporate the following
information/sections as new additions to the CEMP:
• Shelter Operations.
• Terrorism and Weapons of Mass Destruction (WMD) Checklists.
• Landslide Hazard Assessment.
• Glossary of Terms.
• List of Acronyms.
Shelter Operations
During an emergency evacuation or during other situations where residents are forced to leave their
homes, there will be a need to provide residents with shelter for an extended period of time. Primarily, the
City desires to work with the American Red Cross (ARC) to provide adequate shelters for displaced
residents as this is the ARC's area of expertise. In the event of a large scale disaster, the ARC will have
depleted resources, which may require the City to operate a shelter on its own. In either case, Staff has
incorporated protocols (Attachment 2) into the CEMP that will assist in the opening and operation of a
shelter site within the City. The proposed addition to the CEMP provides greater detail regarding the
methodology to employ and programs to consider when conducting shelter operations. Specific topics
proposed include: shelter layout and management, registration of individuals, provision of health and
mental care services, transportation of individuals and resources, and providing safety to those housed.
Additionally, at the request of Vice Mayor Hildenbrand, Staff has proposed a policy of how to deal with
pets that have also been evacuated. As was learned during Hurricane Katrina, many individuals will either
not evacuate without their pets or will return to dangerous locations to retrieve them. The proposed
protocol indicates that the City will work to provide shelter to pets either at an offsite location (e.g.,
veterinarian hospitals, animal shelters, and local kennels) or at an onsite location externally adjacent to the
shelter. This item was added as, according to ARC policy, pets are not allowed within shelters for health
reasons. Providing for the evacuation needs of pets will help ensure that pet owners remove and keep
themselves from harms way.
Recently, the City had opportunity to put these policies into practice as a result of the gas spill in San
Ramon, which made its way into the City's storm drain system. Many of the homes near Dublin High
School needed to be evacuated for the evening, and there were a number of pets that needed shelter as
well. Staff was able to work with the ARC to house the displaced residents at the Radisson Hotel for the
night and worked with the local animal hospitals (Vet Care and Tri-Valley Animal Emergency Center) to
provide overnight shelter for evacuated pets. The plan was effectively executed and Staff was able to gain
valuable experience as a result of this event.
Terrorism and Weapons of Mass Destruction (WMD) Checklists
The CEMP includes an annex on how to respond to Terrorist and WMD related disasters. In order to fully
account for the City's response to such events, Staff included within the proposed update, information for
EOC personnel on what their specific responsibility would be when this type of event occurs. Specifically,
it provides them with a checklist (Attachment 3) of actions or items to consider as they execute their EOC
duties. The additional checklist is provided to give Staff additional important items to consider such as
events that involve criminal activity requiring investigation, which adds another layer to the emergency
management system. Thus, this proposed item provides Staff with greater clarity on how to deal with this
issue.
Page 2 of 3
Landslide Hazard Assessment
Landslides can present a threat to areas that are adjacent to or lie upon sloped regions within the
community. As this is the case, Staff proposes to include information (Attachment 4) within the CEMP
discussing the threat of landslides within the hazard assessment section. This element assesses the risk of
a landslide by summarizing the threat, identifying possible contributing circumstances, and proposes
mitigation strategies for improving the risks faced at such locations.
Glossary of Terms
As with many programs, the City's CEMP contains reference to an abundance of terms commonly used
throughout the CEMP and/or within the emergency management community. To assist the layperson in
deciphering the many terms used, Staff is proposing an update to the glossary to explain the meaning of
terms (Attachment 5). Additions to the glossary are highlighted within the attachment.
List of Acronyms
As with the terms' section, the CEMP contains reference to a number of acronyms. To assist the layperson
in deciphering these terms and other acronyms encountered within the emergency management
community, Staff proposes an update to the acronym list (Attachment 6) explaining common acronyms.
Additions to the list are highlighted within the attachment.
RECOMMENDATION: Staff recommends that the City Council receive the report and adopt
the proposed additions to the City of Dublin's Comprehensive Emergency Management Plan.
Page 3 of 3
Comprehensive Emergency
Management Plan
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4.4 What Is NIMS and NRF?
NIMS is a system mandated by HSPD-5 that provides a consistent nationwide approach for
Federal, State, local, and tribal governments; the private-sector, and nongovernmental
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. HSPD-5 identifies 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.
The National Response Framework is a guide that details how the Nation conducts all-hazards
response- from the smallest incident to the largest catastrophe. This document establishes a
comprehensive, national, all-hazards approach to domestic incident response. The Framework
identifies the key response principles, as well as the roles and structures that organize national
response. It describes how communities, States, the Federal Government and private-sector and
nongovemmental partners apply these principles for a coordinated, effective national response. In
addition, it describes special circumstances where the Federal Government exercises a larger role,
including incidents where Federal interests are involved and catastrophic incidents where a State
would require significant support. It lays the groundwork for first responders, decision-makers and
supporting entities~to provide a unified national response.
Local governments must use NIMS to be eligible for federal preparedness grants.
CITY OF DUBLIN -COMPREHENSIVE EMERGENCY MANAGEMENT PLAN PAGE 13
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ANNIX C
SHELTER &
MASS CARE
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O Fire or Police generally identifies the need for care and shelter operations. A large disaster event will require
activation of the Emergency Operations Center (EOC).
O Logistics Section works with Planning and Operations to identify safe areas of the City to open a shelter and
the extent of shelter needed (i.e., number of persons to be sheltered and any special needs involved, such
as large numbers of elderly persons, or persons who may need medical supervision/care).
O Facilities Unit selects appropriate shelter facility(ies) based on the need.
O In a major earthquake, damage assessment field units must inspect each shelter site both before
occupancy and after each significant aftershock.
O In a local emergency, fire or police may call the Disaster Preparedness Coordinator or dispatch to make the
appropriate contact with the shelter facility to open the facility. If the EOC has been activated, the Facilities
Unit will make contact with the appropriate people.
O Local jurisdiction notifies the American Red Cross via (800) 660-4272
*This (800) number is to be used exclusively by local jurisdictions as a 24-hour "On Call" number for
emergency Red Cross response.
If the Red Cross is Available to Open the Shelter:
O Local jurisdiction will provide a city staff person assigned the care and shelter responsibility to work in
cooperation with the American Red Cross and the shelter facility liaison.
O Care and shelter is a local responsibility and cannot be delegated.
O Schools are required by law to make their facilities available to the local jurisdiction for use as shelter
sites during a declared disaster.
O The American Red Cross and other sheltering agencies will assist the local jurisdiction with care and
shelter operations.
O The local jurisdiction will assist the Red Cross as needed to ensure that adequate food supplies,
equipment, staff and services are available to launch and sustain shelter operations. Coordinate
needs/requests with the EOC's Logistics Section.
O The American Red Cross will pay costs that the Red Cross incurs.
O Representatives of the local jurisdiction, the selected shelter site and the American Red Cross will
respond to the shelter site to begin care and shelter operations.
ANNEX C PAGE 15
MASS CARE & SHELTER
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If the Red Cross is NOT Available to Open the Shelter:
O Local jurisdiction deploys the shelter manager and support personnel, along with startup supplies, to
open and run the shelter.
O The shelter manager is responsible for the overall operation of the shelter facility.
O The local jurisdiction should have a current roster of shelter managers who are qualified to open and
run the shelter. In addition, identify backup personnel who can assist the shelter manager with shelter
operations.
O Secure additional shelter staff from the EOC's Logistics Section (Personnel Unit).
O Shelter Manager and staff arrive at site and begin the process of opening the shelter.
1. Performs a facility walk-through to survey the condition of the shelter before occupancy (along with
shelter owner or other representative if available).
2. Arranges the building for shelter operation and occupancy (see next page).
3. Checks availability of existing supplies at facility.
4. Establishes communications with the EOC; works with the Logistics Section for additional
resources (see Appendix C -- Shelter Supplies & Equipment).
5. Arranges for the care of pets, as needed.
6. Organizes available human resources as a shelter operations team (see Appendix E -- Shelter
Roles and Responsibilities). Involves shelter residents to help in running the shelter.
Note: If shelterees are already outside, set aside an area within the shelter for people to wait comfortably.
D Once shelters are confirmed, the Public Information Officer (PIO) can inform the public of the shelter
location(s) and status.
O Public information messages should clearly identify the location of shelters and encourage persons to
bring a "Go Kit" with them to include their own blankets, a change of clothes and basic toiletries
including any prescription medications.
O The shelter will need a high visibility sign to identify its location.
O Shelter Manager begins relief operations at shelters by:
1. Registering shelter residents
2. Providing emergency first aid as needed
3. Offering beverages and snacks as soon as people register
4. Beginning regular meal service soon thereafter
ANNEX C PAGE 16
MASS CARE & SHELTER
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5. Arranging for individual and family support services
Note:
^ The sooner that "routines" are established within the shelter, the better for the adjustment
of shelter residents.
^ Shelter personnel will need to ration limited resources initially. Resources will trickle in
faster and faster as mutual aid and outside assistance becomes available.
O If multiple shelters are operating, activate a central database of shelter registrations and a
welfare inquiry system to coordinate information on missing/displaced persons.
O Document the names and number of persons sheltered; keep records on all activities and
expenses incurred by shelter operations.
O Maintain ongoing contact with the local EOC to report on (1) the number of people being
sheltered and number of meals served, (2) the status of supplies and (3) any problem areas.
D In closing down shelter operations:
^ Coordinate the transition of shelter operations to the American Red Cross (if the Red
Cross will assume control after the initial startup).
^ Return the facility to its original condition upon closing. Document any damages.
Red Cross Shelter Layout Recommendations
In allocating space, give consideration to the following needs:
^ Reception and Registration
^ Sleeping
^ Feeding
^ Emergency Medical Care
^ Counseling/Interviewing Space
^ Manager's Office
^ Storage for Food and Supplies
^ Storage for Personal Belongings
^ Recreation
^ Child Care
^ Rest Room for Staff (in larger
shelters)
Additional Shelter Layout Tips (from the American Red Cross):
O Shelterees should first proceed to the registration desk before going to their lodging area.
O Set-up a bulletin board near the registration table. Post messages received for shelter residents
and shelter rules and relief information.
O Set-up the sleeping area, so each person (cot) has 40 square feet of space (5'x8'). Space cots
or bedding to allow access for people with mobility disabilities and ensure clear paths to all fire
exits. If space permits, set-up separate sleeping areas for the elderly, people who are ilt, and
families with small children.
O Provide adequate space for a shelter manager and associated staff to function 24 hours per
day. This includes space for staff meetings, administrative functions, communications and
volunteer coordination.
ANNEX C PAGE 17
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O Organize the space so that it is accessible for people with visual or mobility disabilities; make
space for disabled parking in the parking lot. In addition, organize space to provide for
adequate ventilation.
O Locate medical and health services in swell-lighted room or area that is away from public view.
If possible, keep medications and medical equipment in a lockable storage compartment.
O Create an additional quiet area for counseling or interviewing persons.
O The food storage area should be secure and accessible by truck.
O Ensure that garbage is stored away from food storage and occupied shelter areas. A major
earthquake disaster may disrupt garbage removal service for some time.
O Designate an outdoor smoking area away from air intake vents and flammable materials. If
using a public school site, state law stipulates that there be no smoking on school grounds.
O Create an area outside for the handling of pets.
O Ensure that the shelter address is clearly visible from the nearby street; post a sign that clearly
marks the building as a disaster shelter.
Care and shelter personnel must plan for a method of registering each person housed in the shelter, including
both their dates of arrival and departure. This information is the only documentation for the jurisdiction of who is
in the shelter. It also helps the jurisdiction to locate missing family members.
O Document All Occupants -Ensure the registration of all shelter occupants upon their arrival to the
shelter. Assign volunteers or someone on site to perform this task.
O Registration Data - Keep a simple record on plain 3 x 5 inch cards of every person who is housed
in the shelter (see Annex A for an example Red Cross Shelter Registration Form). The following
registration information is needed:
1. Family last name (at the top of the card)
2. First, and middle names for husband and wife (include wife's maiden name)
3. Names and ages of all other family members
4. Pre-disaster address
5. Note any health concerns or special needs
6. Date arrived in the shelter; date departed shelter
7. Post-disaster address
ANNEX C PAGE 18
MASS CARE & SHELTER
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O Special Needs -- Use registration as an opportunity for people to self-identify any medical, dietary,
medication, or accommodation needs (i.e., needs for special assistance).
O Sign-in/Sign-out Policy - Establish a sign-in/sign-out policy when shelter residents leave for any
period. This helps to keep an accurate shelter population head count.
ANNEX C PAGE 19
MASS CARE & SHELTER
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A. Option One -Catered or Fast Food. The simplest strategy for feeding the shelter population is to
have food catered or brought in from the outside.
O Fast Food Outlets -Given the confusion immediately following the disaster (or until mass feeding
operations can be organized), it may be easiest to initially use 24-hour restaurants or fast food
outlets in obtaining meals for shelter residents. Later it will become easier to prepare hot meals.
O Restaurant Caterers -Identify local commercial suppliers -restaurants, catering firms, hotels,
etc. -and make pre-planned arrangements for suppliers to provide meals to persons in shelters.
O Institutional Suppliers - SYSCO, 1-800-877-7012, http://www.svsco.com, is one of the larger
suppliers of fully prepared, packaged meals for institutions and in an emergency, SYSCO could be
used to supply disaster shelters.
B. Option Two - Designate a Central Kitchen. An alternative strategy is to designate one large,
central institutional kitchen within the local jurisdiction as the site to prepare and provide meals for each
shelter operating within the jurisdiction.
O Bulk Food Donations -- Utilize the Logistics Section of the EOC to obtain large bulk food items
from local sources and then direct supplies to the central kitchen.
O Shelter Delivered Meals -Once meals are prepared, they can be delivered to local shelters
(similar to a meals on wheels operation).
C. Option Three -- On Site Meal Preparation. A third strategy, assuming the shelter site contains
kitchen or cafeteria facilities, is to prepare meals on site.
O Cafeteria Staff -- If a school is used for the shelter facility, care and shelter personnel may have
the use of food services staff who normally operate the cafeteria.
O Food Preparation and Cleanup Volunteers --Shelter residents can also assist as part of food
preparation and cleanup crews.
O Basic Menu Planning Tips -Plan menus in terms of foods available. Use perishable foods first.
Prepare sufficient food to provide second servings, if possible.
D. Meeting Special Diet Needs -Consider special dietary needs, including ethnic, vegetarian and infant
considerations. Strive to meet as many special diet requests as possible, although resources to do so
may be limited immediately following a disaster.
O Low Salt/Sugar -- If meals are prepared through an on-site or central kitchen, use low salt and low
sugar guidelines in consideration of persons with restrictions.
O Infant Nutrition -Determine the need for infant formulas or baby foods.
O Hospital Dietary Departments -For other persons on special diets (such as a person with
diabetes, heart, or kidney disease), care and shelter personnel may need to consult with medical
staff or have meals catered from local hospitals.
ANNEX C PAGE 20
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Given that health care issues will arise, shelter facilities must provide access to adequate health care services.
A well-run shelter must protect the health of residents, prevent disease, and provide first aid as needed.
A. First Aid -Shelter personnel must plan to have basic first aid assistance available at the shelter.
People will come to the shelter with minor injuries.
O Identify Staff with First Aid Training -Inventory city employees as to disaster skills and have
employees with first aid skills assigned to shelter teams.
O Use Trained Shelter Residents -Residents within the shelter may include persons with first aid,
nursing, or medical backgrounds.
O Medical Emergencies -Call upon local paramedics or coordinate with the Medical Unit in the
Operations Section of the EOC for medical emergencies. Transfer anyone with serious injuries, or
anyone who is very sick, to the care of a local hospital.
B. Role of the County Public Health Department -Care and shelter personnel should plan
to call upon County Public Health when needed to perform the following.
O Health 8~ Sanitation Inspections - To provide periodic health inspections of the shelter, including
a sanitary inspection.
O Public Health Nurses - To provide public health nursing services to shelter residents.
O Prevent Communicable Disease -- To monitor/evaluate the health status of the shelter
population and prevent the spread of communicable disease.
Note: In a large disaster, the available pool of Public Health nurses and medical personnel will be
extremely limited. Moreover, additional nursing staff may be necessary if there is a significant
amount of illness in the shelter population.
O Other Resources -- Local community clinics and Nursing Homes are also a health
care or medical resource for jurisdictions.
O Contract for Medical Personnel -Local jurisdictions may need to plan to hire, or
contract for additional medical personnel from private sources.
C. Contagious Disease Concerns 8~ Medically Fragile Persons
O Separation to Reduce Spreading -- Plan to provide for the separation of persons with suspected
communicable diseases that can range from common colds to more severe influenza and intestinal
infections.
Note: Given the close confines of shelter conditions, illness (especially respiratory infections)
spread easily among the shelter population without intervention actions.
ANNEX C PAGE 21
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O Temporary Infirmary - If necessary, set aside a part of the shelter as a section for the privacy and
isolation of ill persons. In addition, use this area to provide a higher level of care for persons who
are more medically fragile.
O Alternative Facilities -- Setup an alternate shelter facility and coordinate support through the Op
Area given the following. If a large number of persons have a communicable disease in the shelter,
or if a large population needs ongoing medical assistance (such as an evacuation of residents from
a medical care facility).
D. Prescription Drug Management -Some persons within the shelter will have very individualized
medication regimes that cannot be interrupted without consequences.
O Storage of Medication -Plan for the storage of medications; refrigeration is required for some
medications (e.g., insulin and some HIV antibiotics).
O Prescription Refills -Plan to refill prescriptions; establish vendor agreements with local
pharmacies and clarify how to obtain medications post-disaster (e.g., with a current prescription,
with a prescription phoned in by a licensed physician, with a prescription validated by another
pharmacy, or with a prescription bottle).
E. Other
O Identifying Concerns -Plan to use the registration process as an opportunity for shelter residents
to identify any medical problems or medication needs.
O Documentation -- Maintain records on all health incidents and related actions taken.
The mental health impact of disasters ranges from emotional stress and anger to severe trauma and
depression. The potential for drug and alcohol abuse increases. Mental health support for shelter residents is
very important in helping people to deal with their losses and begin the recovery process. It will also help people
to manage feelings of post-traumatic stress.
A. Enlist Mental Health Counselors -Obtain qualified personnel to provide counseling and
support disaster victims with their emotional needs.
O Community Counseling Resources - In addition to County Mental Health (see below), develop
a resource list of community mental health providers or services to call upon if needed. These
resources include:
^ CBOs that provide crisis counseling
^ Ecumenical or Pastoral Counseling Services (congregations and faith-based organizations
often provide counseling services)
^ Volunteers from the community who are trained as licensed therapists
Note: In a large disaster, the available pool of County Mental Health counselors may be
extremely limited (similar to the situation with Public Health Nurses).
ANNEX C PAGE 22
MASS CARE & SHELTER
`~~~~~ COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
B. Role of County Mental Health Services
~ Assess Mental Health Needs -- To assess and activate responses to mental health issues
resulting from the disaster.
O Provide Crisis Support -- To provide crisis support services for shelter and community residents
traumatized by the disaster.
C. Organizing Additional Support
O Debriefing Sessions --Without trained counselors, shelter personnel can organize community
group debriefing sessions as an opportunity for shelter residents to share their feelings and to
realize that their particular reactions are not abnormal.
O Children -Consider activities to help children express their feelings about the disaster.
During the period in which the shelter is in operation, some persons will require transportation to the shelter, as
wells as door-to-door transportation from the shelter to medical and other appointments. In addition, people with
mobility disabilities will need paratransit assistance.
A. Transporting People- Consider plans for moving large numbers of people if there is a need for a
mass evacuation of community residents to disaster shelters
O Transportation Resources -Aside from local government and county resources (e.g., AC
Transit), other transportation resources for moving people may include school buses and
commercial shuttle vans.
O Paratransit Resources --Identify local paratransit resources for the transport of persons using
wheelchairs. In addition, identify local taxi service to support the transportation needs of frail elderly
persons.
B. Transporting Supplies 8~ Resources --The movement of shelter supplies and resources will
also require transportation resources.
Shelter personnel must plan for the collection, communication and distribution of care and shelter information.
This includes information about the disaster, about relief services available to shelter residents, as well as
information to help reunite separated family members.
A. Public Shelter Messages -- As the jurisdiction puts out public messages about shelter locations,
stress that residents going to disaster shelters bring a go-kit with blanket or sleeping bag, change of
clothes, personal hygiene items and prescription medications.
ANNEX C PAGE 23
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B. Bulletin Boards -Set-up bulletin boards near the shelter registration area as a means for
disseminating information to the shelter population.
O News Postings -Post daily updated news on the response to the disaster, along with news and
information about shelter activities for the day.
O Recovery Services -Provide information on recovery services available through disaster relief
organizations such as the American Red Cross, Salvation Army, and FEMA, along with other
government disaster assistance programs.
O CBO Relief Assistance -- In addition, include information on any active community-based or faith-
based relief and assistance programs.
O Special Needs Communications -Consider the information needs of persons who are deaf, or
blind, or non-English speaking.
C. Shelter Meetings -Hold daily shelter meetings as another way to share information and dispel false
rumors that may be circulating within the shelter population.
D. Disaster Welfare Inquiries -Respond to disaster welfare inquiries (seeking to located persons
who are presently unaccounted) by referring to shelter registrations.
O Central Shelter Registration Log -Consider implementing a central shelter registration log to
combine registrations from all shelter locations.
O Coordination with Red Cross -- Coordinate family reunification support with the American Red
Cross, which operates a regional Disaster Welfare Inquiry system.
E. EOC Communication -- Telephones are the primary communication link between shelter facilities
and the EOC. If telephones are not functional, use amateur radio operators for ham radio
communications. As a last resort, use runners to relay messages.
F. Additional Telephone Resources -Plan for additional telephones to facilitate communication
between shelter residents and family members outside the area. The telephone company can bring in
a phone trailer to supplement shelter telephone capacity.
Given a significant disaster event, residents will begin to work toward recovery while in the shelter. Shelter
personnel should plan to coordinate with external agencies and services (via the Logistics Section of the EOC)
to help meet the personal recovery needs of shelter residents.
A. Child Care - If a shelter remains open for more than a day or two, plan to provide child care services
to support parents with child supervision and care needs.
O Staff Support -Arrange for staffing support from qualified city childcare workers, or from
community volunteers with child care skills.
B. Clothing -Emergency clothing becomes a need when possessions are lost in a disaster.
ANNEX C PAGE 24
MASS CARE & SHELTER
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O Community Donations -- Local businesses may provide bulk clothing donations.
O Red Cross Clothing Vouchers --Traditionally, the Red Cross makes vouchers available to
disaster victims for the purchase of new clothes at local retail stores.
C. Comfort Kits -Shelter residents will need basic hygienic items such as soap, a washcloth,
toothbrush, toothpaste, a razor, and a comb.
O Local Suppliers -Plan to obtain these items either through commercial vendors, or through
donations from local businesses.
D. Long Term Housing Assistance
O Housing Resource List -Identify resources (e.g., hotels, motels, apartment complexes, local
congregations, trailer parks, etc.) with the potential to provide post disaster temporary housing for
shelter residents.
O Transitional Support Needs -- Collaborate with family services providers•and county social
workers to support shelter residents in their transition from the shelter into temporary or longer-term
housing.
E. Language Translation -Consider the following options for bilingual support.
O Bilingual Shelter Residents -Ask bilingual shelter occupants to volunteer and assist non-English
speaking shelter occupants.
O Bilingual Volunteers -Seek out city disaster volunteers with bilingual skills.
O CBOs with Ethnic Specific Services -Coordinate with CBOs that specialize in serving specific
ethnic communities and have bilingual staff.
F. Recovery Services -Shelter residents will need assistance in identifying where to go for services to
meet their specific disaster recovery needs. Disaster relief organizations such as the American Red
Cross, Salvation Army, and FEMA, along with other government, faith and community-based relief
programs, may all initiate recovery services for disaster victims.
O Distribute Resource Lists -Develop resource lists with contact information and a description of
available relief and recovery services for disaster victims.
O Information and Referral Services -Care and shelter personnel can work in coordination with
community-based Information and Referral service programs that are in turn linked with hundreds
of human service providers.
Note: The following are two primary I&R resources for Alameda County.
1. Eden Information and Referral Services, Telephone # 510-537-2710, or
http://www. ala medaco. orq
2. Alameda County Senior Information and Referral Program, Telephone # 510-567-804, located
within the Area Agency on Aging.
ANNEX C PAGE 25
MASS CARE & SHELTER
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* Local Libraries are an additional Information and Referral resource
O CBO Collaboration - In general, care and shelter personnel will operate to identify the needs of
those in shelters and then coordinate, via the Logistics Sections of the EOC, with support agencies
and relevant CBOs to arrange assistance.
G. Replacement Equipment -Elderly persons and people with disabilities will need help to replace
personal supplies and equipment, if lost or damaged in the disaster (e.g., items like orthopedic braces,
wheelchairs, or hearing aids).
O Local Vendors --Work through local vendors (e.g., Longs Drugs, Walgreens, Rite Aid Pharmacies,
etc.) to replace items.
Care and shelter personnel must have plans in place to shelter pets. Unless given prior notification, pet owners
who evacuate to disaster shelters will likely arrive at the shelter with their pet. Other than service animals, which
legally must remain with their owner at all times, shelter personnel are advised not to allow animals inside due to
health and safety concerns for other shelter occupants.
A. Option One - Offsite Care --Work with the local animal shelter, SPCA, local kennels or the
humane society to plan for the care of pets during the sheltering operation. Ensure that a shelter facility
for animals is identified in the plan and that provisions are made for the temporary care of pets.
O Communicate the Pet Policy --Clearly and publicly state the policy regarding pets to avoid
misunderstanding when people arrive at public disaster shelters.
O Reassurance -- Pet owners need to be fully reassured that their pet will be safely cared for --
issues are sure to arise of pet owners refusing to evacuate or go to a shelter if it means separating
from their animal.
O Pet ID Tags -Plan to identify the pet with an ID tag, to make for easy reunification with its owner
later.
B. Option Two - Onsite Holding Area - Create a makeshift pet holding area outside the shelter
facility. This requires the provision of food, water, and exercise for pets, and if necessary, supplies from
Logistics to create a pet holding area (e.g., cages or fencing).
Care and shelter personnel must plan for the involvement of volunteers in all aspects of delivering care and
shelter services. Volunteers (either from the community or from the shelter population) may help to staff shelter
functions.
A. Sources for Volunteer Recruitment
O Shelter Residents --Use volunteers from within the shelter population.
ANNEX C PAGE 26
MASS CARE & SHELTER
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O Community Residents -Use volunteers from the community, either through referrals from the
city's personnel office, the Red Cross or local Volunteer Center.
O Voluntary Organizations - CBOs, faith-based organizations and local congregations are another
source for voluntary support.
O Maintain a Volunteer List -The jurisdiction may want to train a cadre of local volunteers, in
advance of a disaster, to provide support at disaster shelters.
B. Areas for Volunteer Involvement. The following are some of the roles for volunteers within the
shelter.
^ Reception -- Meet and greet arriving shelter residents and provide comfort.
^ Registration -- Help newly arrived shelter residents to fill out registration forms.
^ Runners -- Help in obtaining goods and services or acting as "runners".
^ Amateur Radio -- Recruit ham radio operators from local amateur radio clubs such as
RACES (Radio Amateur Civil Emergency Service), or ARES (Amateur Radio Emergency
Services).
^ General Operations -Support with shelter operations such as shelter setup, food services,
shelter maintenance, etc.
^ Health and Human Services --Support with more specialized services such as first aid,
mental health, child care, recreation and personal assistance services from support to
seniors and people with disabilities, to help with language translation.
Care and shelter personnel must plan to operate shelter facilities in a manner that promotes the safety and
security of each resident within the shelter. This includes establishing and posting clearly understood rules so all
shelter occupants understand what is expected of them.
A. Shelter Rules
O Provide Rules at Registration -Shelter residents must understand the rules upon registration.
Plan to have rules prominently posted (or passed out as an information sheet) and then reinforced
at shelter orientation sessions. See Appendix B -Shelter Rules and Regulations.
O Translation of Rules -- For non-English speaking persons have shelter rules and regulations
translated into other languages (e.g., Spanish and Chinese).
O Enforcement of Rules -- Use rules as a cause for dismissal if broken. Depending on the
circumstances, employ a shelter committee to oversee disputes and call on local law enforcement
to assist with serious disputes or rules violations.
B. Policing Functions
ANNEX C PAGE 27
MASS CARE & SHELTER
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O Security/Safety Inspections -Plan to regularly inspect the facility (and the surrounding grounds)
to ensure compliance with shelter rules, fire regulations and to spot any potential problems.
Coordinate with local Law Enforcement and Fire Services for assistance when needed.
O Private Security - Given a large shelter population, plan to contract with a private security
company to handle policing functions.
O Monitoring Occupant Flow -Establish one entrance and exit to the shelter and secure all other
entrances and exits. This is to prevent theft from people outside the facility and to facilitate sign-
in/sign-out procedures.
Operating a shelter for a sustained period requires plans for the daily upkeep of the facility and for the ongoing
acquisition of equipment and supplies. Since it is their "temporary home," ask shelter residents to assist with
housekeeping and cleaning activities. Staff normally responsible for the facility (e.g., school janitorial services)
may be available to support operations. County Health Services can address food, water safety and sanitation
issues in shelters.
A. Shelter Supplies -- See Appendix C --Shelter Supplies and Equipment for more information.
O Initial Inventory -Conduct apre-occupancy inventory of potential shelter sites to determine what
operational supplies may already be in place.
O On-Site Cache of Supplies -Consider pre-positioning critical shelter supplies (e.g., water,
nonperishable food, cots, blankets, first aid kits, tools and other supplies) in trailers or shipping
containers on the grounds of, or near, potential shelter sites.
O Vendor Agreements -Form as many agreements or vendor relationships as necessary with local
businesses now, to supply goods later during shelter operations.
O Donated Goods/Services -During operations, work with Logistics to obtain donated goods and
services to support shelter operations.
B. Waste Management -Plan to arrange for daily garbage/waste removal. A major earthquake
disaster will most likely disrupt regular service.
C. Portable Toilets - As necessary, arrange for the installation of additional toilets and possibly shower
facilities. See Appendix C --Shelter Supplies and Equipment for more information.
ANNEX C PAGE 28
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APPENDIX - A
American Red Cross (ARC) Shelter Registration Form
' D 1 SASTE R S H ELTE R
'
i American Red Cross
REGISTRATION
Family Last Name Shelter Location
Medical Shelter Telephone No. ', Date of Arrival
Problem
Names
Age
(filled Referred
pre-disasterAddress and Telephone No.
Injured To Nurse
Haspitaliz ed
Man
Woman pnclude
Maiden Name) ', I ^da, ^do not„,~p„~{,e release ofthe above information
concerning my whereabouts or general condition.
_ _._ __ _ __
Children in Home
;Signature
Date Left ',
Shelter
_
Time Left
Shelter
FamilyMembernot in
Shelter (Location if Rost-disasterAddress and Telephone Number
Known)
SXlLTlR M!~$T!R ~i.~e _____ ___.... ____ __AYERICAN RED.CRO55 FORM Si72 (3-7lj
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APPENDIX - B
Examples of Shelter Rules and Regulations
[Information Source -American Red Cross]
Examples of rules or safety regulations are as follows:
O Indicate any restricted areas within the shelter facility
O Encourage shelter residents to keep valuables elsewhere. If this is not possible, encourage residents to
keep valuables with them at all times
O Establish quiet hours, but provide a place for those who cannot sleep
O Establish shower and bathing schedule and post prominently
O Establish a curfew and stick to it
O Establish policies regarding use of telephones
~ Establish outdoor smoking areas (if using a public school site, state law stipulates that there be no smoking
on school grounds)
O No abusive or belligerent behavior toward staff or other shelter residents
O No stealing or destruction of property
O No food in the dormitory area
O Children must be accompanied at all times
O Shelter residents must be dressed appropriately at all times (i.e., must wear something that covers them)
O No alcohol or drugs are allowed in the shelter and no admittance into the shelter is allowed while a person
is under the influence of alcohol or drugs
O No weapons in the shelter
O No pets in the shelter
ANNEX C PAGE 38
MASS CARE & SHELTER
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APPENDIX - C
Shelter Supplies and Equipment
The following section gives an overview of the supplies and equipment to operate a disaster shelter. Local
governments are encouraged to plan now for the acquisition of these materials.
Obtaining Supplies
Some of the items listed may already be in shelter locations, or local governments can obtain them by pooling or
shifting local resources from existing departments. The Op Area is another resource for requesting supplies and
equipment. Yet, resources at the Op Area will initially be limited in a disaster where there is countywide damage.
Local jurisdictions are encouraged to plan to obtain these items either through commercial vendors, or through
donations from local businesses. Local governments should consider developing vendor agreements as
needed.
Planning Assumption (from the American Red Cross)
The American Red Cross uses the following standards in planning for material resources at disaster shelters.
^ 1 toilet per 40 persons (6 for 200 persons and 14 for 500 persons)
^ 40 to 60 square feet of sleeping space per person (an area of 5' by 8')
^ 1 quart of drinking water (minimum) per person per day
^ 5 gallons of water per person per day (all uses from drinking to bathing)
^ 2,500 calories per person per day (approximately 3% pounds of unprepared food)
Supplies and Equipment to Operate a Disaster Shelter
Bedding Provisions (Cots & Blankets)
Unless shelter occupants bring their own sleeping bags or blankets, consider provisions for sleeping (e.g., cots
and blankets). No city will have thousands of cots or blankets stored in advance, although schools may already
have some fold-up cots stored on site. Schools will also have gym mats to use as a sleeping surface. The Red
Cross has 10,000 cots presently stored in various trailers throughout Alameda County. However, this cot supply
may not be immediately available. Given a shortage of cots, make seniors and persons with disabilities the first
priority.
O Sample List of Vendors for Cots, Blankets, Sleeping Bags
^ Alameda Discount Center, 510-865-2990
^ Bonanza (Army/Navy store in Oakland), 510-534-3030
^ Surplus Center of Berkeley, 510-524-8434
^ Large retailers such as Target or Costco
ANNEX C PAGE 39
MASS CARE & SHELTER
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O Local hotels/motels are a resource for blankets
O Thermal Blankets -Sporting goods stores (REI, Sportmart, Big 5 Sporting Goods) stock inexpensive,
insulated emergency blankets that fit in your hand when folded.
2. Comfort Kits (1 kit per person)
It is doubtful shelter occupants will arrive with toiletries or personal hygiene kits, so some supplies must be
provided to allow for their daily grooming and hygiene needs.
O Adult Comfort Kit " - Resealable plastic bags with such items below.
-Toothpaste (8.5 oz.)
-Toothbrush and holder
- Soap (3.5 oz.) and washcloth
-Shampoo (8oz.)
- Comb (8") and brush
-Tissues
- Deodorant (1.5 oz.)
-Lotion (2 oz.)
-Shaving cream (2oz.) and razor
Additional items may include:
- Socks
- Flashlights and batteries
- Sweat pants
-Towels and blankets
O Child's Comfort Kit
- Soap (3.5 oz.) and washcloth,
-Shampoo (8oz.),
- Comb (8"),
-Toothpaste (8.5oz) and toothbrush
- Pencil and sharpener
-Crayons and fun pad
* Information from the American Red Cross
O Vendors -Any local pharmacy (e.g., Walgreens, Rite Aid, Longs, etc.)
3. Communications Equipment
Select from below based on equipment that is already on-site.
- Ham Radio and Operators
-Multi-channel, 2-way radios
-Cellular telephones and chargers "
- Portable computers with modem and Internet
capabilities
-Public address systems
- Fax machines
-Additional telephones (the phone company can
setup additional telephones or simply bring in a
phone trailer)
-Telephone books for the local area
- Battery-powered radio
" Be aware that cellular systems may be completely saturated after an event.
ANNEX C
MASS CARE & SHELTER
PAGE 40
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4. First Aid Kits/Supplies
In the absence of First Aid Kits, select from the items below (obtainable at any pharmacy)
- Ace Bandages
-Adhesive tape and bandages in assorted sizes
-Alcohol Swabs
-Antacid
-Antibiotic Cream
-Anti-diarrhea medication/laxatives
-Antiseptic solution
-Aspirin /Tylenol
- Dust masks/Surgical Masks
- Eye drops
- First-aid handbooks
- Foot Powder
-Gauze Pads
- Latex gloves
- Medical tape
- Moistened towelettes
- Non-drowsy Allergy Medicine
- Petroleum jelly
- Respirator Masks
- Safety pins in assorted sizes
-Saline Solution
-Scissors and tweezers
-Smelling salts for fainting spells
-Thermometers
- Wooden splints
5. Pharmaceuticals
O Use -- Vendor agreements with local pharmacies will expedite prescription refills or provide emergency
replacement prescriptions. They will also support replacement equipment needs for elderly persons and
people with disabilities (e.g., items like orthopedic braces, wheelchairs, hearing aids and breathing aids
O Obtaining Prescription Refills - In developing vendor agreements, determine how to obtain prescription
medications post-disaster.
^ With a current prescription
^ With a prescription phoned in by a licensed physician
^ With a prescription validated by another pharmacy
^ With a prescription bottle
O Possible Vendors:
^ CVS Pharmacy
^ Longs Drug
^ Rite Aid Pharmacy
^ Walgreens
* The American Red Cross has statewide agreements with Long's Drug Stores and Shield Health Care
ANNEX C PAGE 41
MASS CARE & SHELTER
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6. Portable Toilets/Chemical Toilets (1 per 40 persons)
Self contained, chemical type toilets are necessary, to supplement regular toilets, or when regular toilets are
either disrupted, or are not a part of the shelter.
O Possible Vendors:
^ Ajax Portable Services, Hayward, CA, 800-282-8988
^ A-1 Enterprises, Pleasanton, 800-222-4050
7. Power and Lighting
Check on the availability of emergency generators at designated shelter sites. Emergency (backup) power is
necessary for lighting, ventilation, cooking, refrigeration, and heating or cooling the shelter facility.
O Options Include:
^ Portable Generators
^ Portable stadium/floodlights
O Possible Vendors (See Yellow Pages)
^ Event Production Companies/Services
^ Trade Fairs and Shows
^ Lighting Equipment Companies
8. Water, Food and Cooking Equipment
Shelters need an adequate supply of drinking water and a food plan. If meals are catered from the outside,
supply needs are minimal. The following considers food preparedness and cleanup supplies required for
preparing meals on site.
Equipment options include:
- Water containers
-Water purifiers
- Waterproof tubs/coolers
- Refrigerator units
- Portable commercial ice makers
- Propane or gas stoves, fuel
- Packaged ice
ANNEX C
MASS CARE & SHELTER
- Pots, pans, can openers
- Handi-wipes
- Plastic trash bags for waste
- Eating utensils (plates, cups, etc.)
-Aluminum foil
- Plastic storage containers
PAGE 42
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
Food options include:
- Ready-to-eat canned meats
- Fruits and vegetables
- Canned juices, milk
- Soup
- Staples, such as sugar, salt and pepper
Possible Vendors:
-Alhambra
- East Bay Water
- Albertson's
- Costco
9. Emergency Equipment
- Flashlights and batteries
- Electric lantern and batteries
-Fire extinguishers
- Pry-bars
- Tool kits
- Rope 50'
-Shovel
- Pick axe
Hygiene, Sanitation and Cleaning Supplies
Hygiene supplies per 100 persons
-1 Box sanitary napkins
- 2 Boxes facial tissue
- 2 Rolls toilet tissue/toilet/day
ANNEX C
MASS CARE & SHELTER
-High-energy foods, such as peanut butter, trail
mix, granola bars
-Infant foods and foods for special dietary needs
-Comfort foods such as cookies, candy
- Pet food.
- Safeway
- Food Bank
- Sysco, 1-800-877-7012
- Hammer
- Plastic Tarps
- Duct Tape
- Utility knife
- Map of the area
- Pliers
-Shut-off wrench for utilities
- Matches (in waterproof container)
-1 Package antiseptic pre-moistened towelettes
(40)
-Incontinent supplies (adult diapers)
PAGE 43
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Supplies are necessary for cleaning and for the collection and disposal of waste
-Trash cans or receptacles -Plastic bags
-Trash can liners and ties -Soap
- Paper towels -Towels
- Disinfectants -Biohazard bags
-Chlorine bleach
* Use biohazard bags for disposal of products that need special handling or disposal. If not available, setup up a
separate trash can and line it with a good sturdy, thick bag).
Note: Ensure daily garbage removal, even if normal collections are temporarily disrupted
10. Infant and Children Supplies
- Package of disposable diapers
- Baby powder and ointments
- Box of baby wipes
- Moistened towelettes
- Pacifiers
- Blankets
- Powdered formula, milk, baby food
11.OfFce Supplies
Based on a shelter housing 100 persons
-150 Shelter Registration Forms
-Shelter worker name badges
-12 pencils & 12 ball-point pens
-1 package, 3x5" index cards
- 2 clipboards & 2 paper tablets
- 1 pencil sharpener
- 1 stapler &1 box of staples
-1 box of paper clips 1 package of
-1 box of thumbtacks
- 2 rolls masking tape
-1 roll scotch tape
-1 package rubber bands
-1 pair scissors
- 12 file folders
12. Recreation
- Books, games, recreational equipment
- Videocasettes and VCR players
13.Other
-Bulletin Boards to post notices and announcements
-Highly visible signs for both outside and within the shelter.
-Bicycle -For communication runners/messaging if telephones are inoperable.
ANNEX C PAGE 44
MASS CARE & SHELTER
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A~IDIX~
Identifying Resources to Support Care and Shelter Operations
The Tri-Valley Human Services Directory
http://www.ci.livermore.ca. us/hsdirectory/
One resource is the Tri-Valley Human Services Directory with information on nonprofit service providers in
Dublin, Livermore and Pleasanton. For more information call 925-960-4590, or download the directory from the
website listed above.
Eden Information and Referral Services
Alameda County's Eden Information and Referral Services, 510-537-2710, has an online database that will
search hundreds of health and human service providers in Alameda County.
Go to http://www.alamedaco.info/
1. Click on "Find Resources"
2. Enter Keyword: Use the Keyword search function to enter a category (such as shelter or food) and the
database will return a list of those providers in Alameda County. Keywords are identified for shelter
services below.
3. Narrow Results by City: Choose a single city and view the list of providers serving that city.
4. Narrow Results by Language: Select alanguage --Chinese (Mandarin), Chinese (Cantonese), Farsi,
Spanish, Vietnamese -and view the list of providers that offer services in those languages.
The following are areas in which CBOs can support local government with care and shelter operations.
1. Food /Meal Services
To assist in mass feeding operations
• To assist in food distribution
• To assist with home delivered meals to elderly and disabled persons who are unable to travel to a site
where a meal is being served
[Go to http://www.alamedaco.info/; use one of the following as a keyword search: "Food", "Food Pantries",
"Food Banks", "Meal Programs", "Congregate Meals", "Soup Kitchens", or "Home Delivered Meals"]
2. Health and Medical Services
• To assist with medical screening, evaluation or treatment of people with injuries or illnesses (i.e., health
services for people who do not require specialty care)
• To access nurse practitioners, physicians assistants or other health care providers
[Go to http://www.alamedaco.info/; use "Health Care", or "General Medical Care" as a keyword search]
ANNEX C PAGE 45
MASS CARE & SHELTER
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3. Mental Health Services
• To counsel people who have been traumatized by the disaster, or who are in crisis
• To provide support with substance abuse issues
[Go to http://www.alamedaco.info/; use one of the following as a keyword search: "Mental Health Care and
Counseling", "Family Counseling", "or Individual Counseling"]
4. Housing and Emergency Shelter
• To assist in the provision of emergency shelter, temporary shelter, or transitional shelter
• To assist with essential home repairs for low-income elderly or disabled residents
[Go to http://www.alamedaco.info/; use one of the following as a keyword search: "Housing", "Emergency
Shelter", "Community Shelters", "Transitional Shelter", or "Home Rehabilitation/Repair"]
5. Language Translation /Sign Language Interpretation
• To translate documents into other languages or to find bilingual individuals to communicate with non-
English speaking persons
• To find trained Sign Language Interpreters to communicate with deaf persons.
[Go to http://www.alamedaco.info/; use one of the following as a keyword search: "Language Translation",
"Language Interpretation", or "Sign Language Interpretation"]. Then sort by a specific language need.
6. Transportation
• To help people with basic transport needs, including mass evacuation
• To help move goods and services
• To meet the transport needs of elderly and disabled individuals who are unable to utilize public
transportation and need door-to-door transport
[Go to http://www.alamedaco.info/; use "Transportation" or "Paratransit" as a keyword search]
7. Information and Referral
• To link people who need assistance with appropriate service providers
[Go to http://www.alamedaco.info/; use "Information and Referral" as a keyword search]
8. Donor /Commodity Services
• To assist with donations management
• To assist in collecting and distributing food, clothing and other supplies
[Go to www.alamedaco.info/; use "Donor Services" as a keyword search]
9. Child Care
• To assist with parental care for children at shelters
[Go to http://www.alamedaco.info/; use "Child Care" as a keyword search]
10. Homeless Services
• To find food, shelter and support services for pre-disaster homeless persons or families
[Go to http://www.alamedaco.info/; use either "Homeless Individuals" or "Homeless Families" as a keyword
search:]
ANNEX C PAGE 46
MASS CARE & SHELTER
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11. Seniors and People with Disabilities
[Go to http://www.alamedaco.info/; use one of the following as a keyword search: "Older Adults", or "Disabled"
as a keyword search]
12. Animal Services
• To assist in the temporary care and shelter for animals threatened or affected by a major disaster
[Go to http://www.alamedaco.info/; use any of the following as a keyword search: "Animal Services", "Animal
Shelters" or "Disaster Services for Animals"]
13. Volunteer Services
• To assist non-profit and governmental agencies with the recruitment, placement and management of
spontaneous disaster volunteers
• To find VOAD agencies (Volunteer Organizations Active in Disasters)
[Go to http://www.volunteeronline.org for the Volunteer Center of Alameda County, or go to
http://www.nvoad.org for information on VOAD]
14. Legal Services
• To assist with advocacy, arbitration, certificates/forms assistance, legal counseling, legal representation,
mediation, and paralegal counseling
(Go to http://www.alamedaco.info/; use "Legal Services" as a keyword search]
15. Disaster Relief Services
• To assist with short-term assistance -- food, clothing, blankets, temporary shelter, furnishings, small
appliances or temporary financial aid
[Go to http://www.alamedaco.info/; use "Disaster Relief Services" as a keyword search; for VOAD agencies go to
http://www. disastercenter.com/agency. htm]
16. Assistive Technology Equipment
• Programs that provide equipment and assistive aids to help people with disabilities communicate and live
more comfortably.
• Includes Hearing Augmentation Aids, TTY Equipment, Blind Mobility Aids, Transfer Devices,
Wheelchairs, Seating, etc.
[Go to http://www.alamedaco.info/; use "Assistive Technology Equipment " as a keyword search]
ANNEX C PAGE 47
MASS CARE & SHELTER
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APPENDIX - E
Shelter Roles and Responsibilities
Management /Command
1. Shelter Manager
The Shelter Manager makes staffing assignments based on the functions necessary to carry out shelter
operations (see Operations below). It is up to the shelter manager to ensure that the needs of shelter residents
are met and to provide for the overall health and safety of all residents and staff.
^ Inspect the facility to ensure the safety of all areas for shelter operations use. Block off unsafe areas
and areas not to be used (only use areas that can be directly supervised by staff).
^ Establish communications with the local city EOC and report on needs (equipment, supplies or
personnel needs) and shelter status.
^ Assign arriving staff to shelter functions. Provide ongoing supervision of shelter staff to ensure
effective accomplishment of all shelter operations. Conduct daily meetings with staff on shelter
management issues.
^ Coordinate activities with the media and clear any news releases with the local city EOC (specifically
the PIO or Public Information Officer).
^ Note: Rotate shelter staff positions. The shelter manager position can be rotated on a daily shift
schedule, or instead the shelter manager may serve on site for the duration of the operation and
employ 2or 3 shift supervisors or Assistant Shelter Managers who rotate. Other staff positions may
work an 8 to 12 hour shift).
2. Assistant Shelter Manager
Larger shelter operations of more than 100 persons will require an assistant shelter manager. Assistant shelter
managers can assume a more "field level" role and assume some of the functions below, given staff shortages.
Operations
1. Registration
The Registration Coordinator oversees the registration of shelter occupants. In addition to collecting basic
registration data, registration is also an opportunity to identify shelter residents with needs that may require
additional staff support.
^ Choose one entrance for registration. Set up a registration table and chairs. Post a Shelter Registration
Point sign, as well as a sign indicating that no weapons, drugs, alcohol, or pets are allowed in the facility.
Translate signs into other languages (Spanish, Chinese, etc.), based on the demographics of the
community.
ANNEX C PAGE 48
MASS CARE & SHELTER
{F~~,.'
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`~~ ~~~% COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ Ensure an adequate supply of registration forms (see Appendix A for a copy of the Red Cross
Registration Form 5972). Have persons entering the shelter fill out one registration form for each
household.
^ Identify any special needs on behalf of persons registering -needs for medical care, counseling,
medications, dietary restrictions, or other accommodations. Refer persons who are injured or ill to health
care staff, if available. Identify any shelter residents with medical training.
^ Maintain asign-out log for shelter residents who leaving temporarily.
2. Food Services
The Meals Coordinator is responsible for planning, preparing and/or ordering meals for shelter residents. This
person also supervises other food services staff.
^ If applicable, inspect the food preparation area at the shelter site. Obtain any keys necessary to
access food storage areas. Determine if cooking equipment is still functioning and is safe to use.
^ Coordinate with Logistics for food supplies (or in ordering pre-prepared food) and any additional staff or
equipment needs. Coordinate with Health Services for any special dietary needs. Plan meals 2-3 days
ahead of time.
^ Set up a dining area. Post meal times in a conspicuous place. Keep meal times as consistent as possible.
A large shelter may require more than one seating to serve everyone.
^ Recruit shelter residents to assist with food preparation, cooking, serving, and clean up.
^ Keep a log of the number of meals served and supplies ordered. Keep receipts for food that is
delivered.
3. Dormitory
The Dormitory Coordinator is responsible for setting up, supervising, and closing down the sleeping area. If
using a school, the sleeping area for shelter residents must be separate from the area where any students
remain sheltered.
^ Inspect the dormitory area(s). Move aside athletic equipment, desks, or anything that might present a
hazard to shelter residents. Request any needed supplies and equipment (such as cots, blankets, mats and
personal hygiene kits) through Logistics.
^ If using a school, students or children remaining at the school should have their own dormitory area.
School staff must maintain supervision until the reunification with parents or guardians is complete.
^ Set-up the sleeping area(s) and distribute any available blankets and personal hygiene supplies. To
provide adequate ventilation open doors and windows of the dormitory area during the day. If custodial
services are not available, recruit shelter residents to assist in daily dormitory clean up.
^ Post sleeping area rules. Rules include: 1) Quiet Hours or Time for Lights Out, 2) No Alcohol, 3) Always
use the same cot, etc.
^ Monitor sleeping area (this requires establishing staff shifts). Ensure shelter occupants do not consume
food or liquids in the dormitory area (a violation of Public Health code). Stay alert for such potential
dormitory problems as drug use or sale, unattended children, fighting, theft, or shelter residents becoming
ill.
ANNEX C PAGE 49
MASS CARE & SHELTER
,,;//~~~~f .
(,9~`7 ~ ~~``
\~~% COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ Keep the shelter manager informed of any suspicious actions, health concems and the status of
dormitory resources.
4. First Aid and Health Care Services
The Health Services Coordinator promotes and maintains good public health standards within the shelter. This
includes overseeing the provision of basic first aid and ensuring access to other health care services as needed.
^ Establish procedures for handling medical emergencies (presumably, the local fire department or
paramedic services will be the first contact).
^ Set aside an area within the shelter as a health station. Refer persons with health concerns or illnesses
to the health station. Check with the registration coordinator and ask if persons who register with medical or
nursing training can volunteer at the health station. Establish a 24-hour shift rotation for the health station.
^ Document all health care performed (injuries/illnesses treated, medications issued, etc.). Use Logistics to
^ Advise the Meals Coordinator about special dietary needs if there are shelter residents (such as
persons with diabetes).
^ Stay alert for anyone with a communicable disease. If necessary, prepare a separate room as a
quarantine area.
5. Mental Health Counseling
Shelter conditions are stressful for shelter occupants (especially children) and staff. The Mental Health
Coordinator provides or arranges for counseling services.
^ Secure a quiet area or room away from public view. Work with Logistics to find local mental health
resources and counseling services to support shelter residents.
^ Monitor the stress conditions for staff and shelter occupants. Intervene in crisis situations when
practical. Coordinate with the health services coordinator and registration coordinator to identify shelter
residents who might welcome counseling support.
^ Work with the shelter manager to plan activities or entertainment that will help morale and reduce the
stress of the living environment. If possible, provide shelter residents with access to local news via a
television or radio. Lack of information following a disaster often contributes to rumors, hysteria, and fear.
^ Debrief shelter staff before they are released.
6. Additional Shelter Services
Other staff may be assigned as needed. Coordinate with Logistics for supplies, equipment, and personnel
(personnel may include community volunteers).
Recreation
^ Obtain/provide items such as books, games, videos and recreational equipment.
^ Organize activities for shelter residents. Examples of possible activities include sports tournaments, birthday
parties, entertainment, and religious services.
ANNEX C PAGE 50
MASS CARE & SHELTER
*,,m ~ 1
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\L~ls~~ COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
Child Care
^ Select a safe area for child care away from the general shelter population; remove any hazardous furniture,
equipment, or other items from the area.
^ Request supplies appropriate for kids through Logistics: toys, coloring books, stuffed animals, puzzles, etc.
Animal/Pet Care
^ Select afenced-in area outside and away from the shelter for pets.
^ Post a notice that pet owners are responsible for the care and restraint of their animals (i.e., ensure shelter
residents restrain their pets on leashes).
^ Use Logistics to contact the local SPCA, Animal Control, and nearby kennels for assistance in boarding and
caring for animals.
Security/Safety
^ Maintain the following safety suggestions: 1) Regularly inspect the facility to see that all areas are safe; 2)
Keep exits clear and unblocked; 3) Locate all fire extinguishers and ensure compliance with fire safety
regulations (e.g., ensure that garbage, debris, or refuse does not pose a fire hazard or block doorways).
^ Work with Logistics to provide signage that clearly identifies all rules and safety regulations (see Appendix B
-Shelter Rules and Regulations). Monitor compliance.
^ Establish a "patrol team" to roam the shelter during the night and ensure night safety.
^ When necessary, coordinate with local Law Enforcement and Fire Services for assistance.
Planning
The shelter manager may assume the role of shelter operations planning. However, a staff planning position
can assist the shelter manager by obtaining timely and accurate information, (which is often hard to come by
immediately after a large disaster).
^ Gather as much information as possible from sources both within and outside the shelter on needs,
resource availability, services, and the status of events. Monitor media sources to keep current on all
disaster-related news, especially news about relief services, recovery operations and outside assistance.
^ Maintain close and ongoing contact with the local EOC to ensure a reciprocal sharing of planning
information.
^ Develop action plans based on the information above and from information gathered at planning
meetings. Work with the shelter manager in planning for anticipated shelter needs and in planning for the
next 24 to 48 hours of shelter activity. Plan staffing schedules and determining staffing rotations.
^ Provide information on available recovery assistance (especially information on the availability of
temporary or long-term housing); keep information up-to-date and post in a visible place for shelter
residents (e.g., bulletin boards).
ANNEX C PAGE 51
MASS CARE & SHELTER
«~ Y Y
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`~~~%~~ COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
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^ Keep a disaster activity log with detailed records of meetings, decisions and actions (e.g., who made
what decisions). Record important inter-agency contacts and agreements. This is vital for after-action
reports and for future planning.
^ Support information needs related to helping reunite family members.
Logistics
The Logistics Coordinator at the shelter works in close coordination with the Logistics Section at the local EOC
to accomplish the following:
^ Obtain all resources necessary to operate the shelter facility in coordination with the EOC Logistics
Section.
- Personnel -Supplies and Equipment
- Food -Communication Resources
-Transportation -All other personal services as applicable for shelter
residents (health, mental health, translation, etc.)
^ Work with the Finance Coordinator to set up vendor agreements with local businesses as necessary
for the purchase of supplies and equipment to operate the shelter.
Finance
The position of Finance/Administration Coordinator maintains financial records, processes purchase orders and
manages all financial agreements including vendor contracts and leases.
^ Develop a financial tracking system for authorizing and recording all shelter expenditures, including staff
time beyond normal working hours. Save copies of all receipts. This helps to ensure later cost recovery by
reimbursement agencies such as the American Red Cross, City or County and FEMA. Reimbursement
depends on complete, detailed and accurate records from the first hour forward.
ANNEX C PAGE 52
MASS CARE & SHELTER
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CITY OF DUBLIN, CALIFORNIA
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
~ ~ ___
DISASTER
RESPONSE
CHECKLISTS
Attachment 3
~'~ ~~ `11
_,
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ Advise the EOC Manager on the legal implications for response and recovery if incident is a
terrorist act.
^ If evacuations or medical quarantines are necessary, educate the Operations Section on the
legal and policy issues involved.
^ Develop or use existing declarations required for acquisition and control of resources.
^ Develop or use existing declarations to protect City actions and personnel.
^ Develop or use existing declarations for evacuation and /or population control.
^ Ensure detailed and complete records are maintained of all actions.
^ Prepare an After Incident Report when incident concluded.
APPENDIX 2
Disaster Response Checklists
11
.~ - ~~.
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ Sign in at EOC wearing nametag that identifies your position.
^ Develop communications with other PIO's /agencies involved with incident if not confined to
your jurisdiction.
^ Assess need for additional staffing, and plan staffing for 24 hours.
^ If a federal or FBI Joint Information Center (JIC) is established, send a representative.
^ If chemical, biological or radiological agent is used request a technical expert from the
Operations Section or the Health Department to help disseminate a clear and accurate
message.
^ Establish safe media conference areas, distant from the incident command post.
^ Establish regular briefings, and determine what information is appropriate to release to avoid
panic and promote the best community response.
^ Develop information releases that support response activities.
/ Medical facilities that victims can report to
/ Transportation routes and other areas that are closed
/ Immediate first aid measures that can be taken
/ Location of shelter facilities where evacuated personnel have been moved.
^ After an even release non sensitive information about the event
/ Where, what, why, how
/ Units responding
/ Number of Casualties
/ Specifictype/agent involved
^ Do not release sensitive information
/ Names of fatalities/causalities
/ Specific type/agent involved
/ Dispersal methods used
/ Specific law enforcement activities.
APPENDIX 2
Disaster Response Checklists
14
~ ~~-- 71
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ Report to the EOC sign in and wear your nametag which identifies your position.
^ Contact Operations Chief in other affected jurisdiction(s) if any and offer your support.
^ Get briefed on the issues and needs of the operations underway.
^ Establish regular communications intervals with field and command personnel.
^ Identify major operational problems.
^ Brief Operations Unit Leaders on available information.
^ Develop Operation Section of the EOC Action Plan.
^ Keep the Planning Section Chief Informed of incident intelligence and response operations of
all branches.
^ Coordinate with County emergency activities.
^ Establish a method for receiving reports from all Operations Branch Directors.
^ Determine if the high priority needs of the City are being met, address employment requests
for mutual aid.
^ Establish staging areas and appoint staging area managers.
^ Determine the need and then requestadditional personnel.
^ Maintain a record of any and all activities of the operations section.
^ Determine unique incident needs and requests.
^ Provide advice on recovery and reconstruction operations.
APPENDIX 2
Disaster Response Checklists
37
~ ~~ a~ ,~~
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ Report to EOC, sign in and wear your nametag which identifies your position.
^ Contact Fire Branch at the Command Post and get briefed on situation there.
^ Get briefing from the EOC Manager.
^ Determine Fire-Rescue needs at the present time and in the future as the incident unfolds.
^ Recall all necessary field and support personnel.
^ Contact Fire Branch(s) of any other affected jurisdictions and obtain their situation status and offer
assistance.
^ Develop and update list of all units on scene and in staging.
^ Maintain key information on EOC Map and Charts. Include depiction of cold, warm and hot zones,
CP location, staging area, ingress and egress routes as defined by the Command Post.
^ Assess the need for additional transport and triage units.
^ If evacuation is ordered monitor special medical needs.
^ Depict accurate information of hospital capacities on EOC Chart.
^ Request mutual aid if needed.
^ Request technical assistance through the State if needed by the Hazmat Team.
^ Coordinate with Public Works Director to support gross decon if fire resources are inadequate.
^ Coordinate with the Logistics Section on additional equipment and manpower that is needed now
or is anticipated for future operations.
^ Maintain an activity log for all personnel and equipment used at the scene
APPENDIX 2
Disaster Response Checklists
40
3 ~ ~~- ~~ ~
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ Report to the EOC, wear your nametag which identifies your position.
^ Contact the Law Branch at the command post and get briefed of the situation. Determine
Law Enforcement needs.
^ Contact the Law Branches of any other jurisdiction(s) involved and offer assistance, find our
situation in their area, offer assistance if possible.
^ Document the level of protection required and the need for additional protective equipment
coordinate with the logistics section.
^ Maintain key information on EOC Map and Charts. Include depictions of cold, warm and hot
zones, CP location, staging area, and ingress and egress routes as defined by the Command
Post.
^ Assign specific work tasks to division/group supervisors.
^ Provide situation and resource information to Operations Section Chief and the Planning
Section.
^ Recall off duty officers and support personnel as needed.
^ Request mutual aid (if necessary) to support the day-to-day patrol activity.
^ If resources are short, make policy change to respond to only serious calls for service until
such time as adequate personnel are available.
^ Monitor deployment of special units, SWAT, Bomb and other forces.
^ Request assistance from the Public Works Department to help establish road blocks.
^ Send liaison to FBI Command Post or Joint Field Office (JFO).
^ Evaluate and relocate available resources according to needed priorities update as the
priorities change.
^ Develop current lists of personnel and equipment both on the scene and at the staging areas.
^ If evacuation is being considered alert Logistics Section for shelter and transportation.
^ Maintain a current log of personnel duties and details handled.
APPENDIX 2
Disaster Response Checklists
43
~~ t~ ....i ~~
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ Report to the EOC, sign in wear your vest which identifies your position.
^ Assess the current adequacy of field communications by talking to Operations and Dispatch.
^ If EOC communications lines are inadequate, order additional lines installed with the approval
of the Logistics Chief.
^ Assess computer and data lines and upgrade as necessary.
^ Install TV outside the EOC for the Command Section to view news.
^ Order temporary hard lines to command posts, staging areas, shelters or other incident
related facilities to relieve communications congestion.
^ Activate any additional communications resources.
^ Make sure of adequate communications between EOC, State and FBI liaisons and offices.
^ Contact local wireless providers for extra phones for disaster service workers.
^ Request HAM radio operators activated for additional communications.
APPENDIX 2
Disaster Response Checklists
48
~1 i ~ -~ -~
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ Report to EOC sign in and wear your nametag which identifies your position.
^ Contact the public works branch at the Incident Command Post for briefing of the situation.
^ Get briefing from the EOC Manager.
^ Determine Public Works needs now and those anticipated for the future as the incident
unfolds.
^ Recall all off duty personnel needed for the incident.
^ Contact the Public Works Units of any other affected jurisdiction(s) and get briefed on their
situation and offer your assistance.
^ Assess availability of barricades and other possible equipment needed from other non-
affectedjurisdictions.
^ Provide gross decon for victims at the scene, in close coordination with Fire-Rescue.
^ Resolve logistics problems reported from the field.
^ Coordinate with Medical Unit Leader to provide gross decon assistance at local hospitals if
required.
^ In close coordination with the on scene Hazmat Team Commander control decon hazardous
material runoff to protect the environment.
^ Monitor the quality of water and air, if the type of incident calls for it i.e.: Hazmat, Bio, or
Nuclear.
^ Assist in burying the dead if requested by the coroner.
^ Assess the impact of the event on the Public Works operational capacity.
^ Assess the impact of the event on the water supply or waste water operations.
^ Test water supply and issue water treatment advisories as required through the Public
Information Officer.
^ Maintain an activity log for all personnel and equipment used in the incident.
^ Coordinate with the Damage Assessment unit and inventory the following essential City
services to establish restoration priorities.
/ Electrical Power
/ Natural Gas
/ Telephone Service
/ Traffic ingress and egress
/ Damaged structures
/ Bridges & Over Crossings
• / Under Passes
/ Water System
/ Sewer System
/ Storm Drain System
APPENDIX 2
Disaster Response Checklists
b~7
L.~ ~. (.~- ~ W~
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ Provide an accurate damage assessment of the impacted area.
^ Define the number of residential, industrial or commercial addresses affected.
^ Determine the approximate dollar value of each loss.
^ Determine buildings which are no longer safe for entry and mark as such.
^ If cold, warm and hot zones are defined, safely determine how many residents and what
residential addresses are in each zone.
^ If businesses and homes have been contaminated, estimate the dollar value of the loss and
report this to the Planning Chief for inclusion to the situation report to the County OES. Make
list of utilities and other City infrastructure that is damages and document same.
APPENDIX 2
Disaster Response Checklists
58
X13 ~ ~1
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ Report to the EOC, sign in and wear your nametag which identifies your position.
^ Contact field operations personnel and obtain situation briefing as well as from the EOC
Manager.
^ Establish and maintain environmental monitoring of all zones, run off, inside and outside the
shelters and hospitals.
^ Request community physicians respond as needed
^ Provide PIO with public information on threat protection measures.
^ Order quarantines where necessary; coordinate with the Operations Section Chief.
^ Advise the EOC Manager on the need to declare a public health emergency.
^ Communicate with each receiving facility by all available means to:
^ Ensure that they have been given preliminary information including product or agent
information.
^ Reconfirm phone, modem, and fax numbers that can be used for communication.
^ Identify hospital liaison for future communications.
^ Identify a preliminary antidote if need.
^ Coordinate with responding hospital(s); establish off site treatment facilities as required.
^ Record all communications with hospital facilities
^ Request additional security from the Law Enforcement Branch
^ Request Logistics Section to provide facility setup support if required
^ Coordinate the documentation of all Field Medical Personnel, and patients, maintain a full
record of your units activities at the incident.
^ Coordinate with Mental Health for Critical Incident Stress Debriefings for victims and workers.
APPENDIX 2
Disaster Response Checklists
62
`'C ~ .,..,~ ~~
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ Report to the EOC, sign in and wear your vest which identifies your position.
^ Get briefing on situation from the EOC Director.
^ Coordinate Management Staff meeting schedule.
^ Coordinate development and distribution of EOC action plan.
^ Establish a weather data system for the effected area.
^ In coordination with Federal, State and local resources, develop a prediction on potential scope, duration,
size and social impact of the incident over the next 24 hours.
^ Supervise the distribution and display of incident status information.
^ Activate a strong recovery unit.
^ Identify special resource needs and pass this information to Logistics Section.
^ Supervise a thorough and accurate damage assessment.
APPENDIX 2 gg
Disaster Response Checklists
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ Report to the EOC, sign in and wear your nametag which identifies your position.
^ Collect and maintain incident data from the Operations Section and other sources.
^ Post incident information on charts including cold zone, warm zone and hot zones, evacuated areas,
quarantined areas, (Biologic incident) and sheltering in place areas.
^ If monitoring is being done for biological, chemical or radiological, collect and map readings for each
established area.
^ Map areas impacted and resources on scene or in staging areas Provide aerial and digital photos of
affected area (s).
^ Collect incident data:
/ Address and nature of incident (s)
/ Status of each incident (out of control, contained, controlled)
/ Special Hazards
/ Persons evacuated
/ Shelters
/ Persons injured
/ Persons dead
/ Property damage (est. $ loss)
/ City resources used
/ Outside agencies assisting
APPENDIX 2 7S
Disaster Response Checklists
~•' f Y
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ Report to the EOC, sign in and wear your vest which identifies your position.
^ Contact Logistics officer at the Command Post and get briefed and ask what is needed.
^ Consult with Operations Sections, get briefed on equipment currently being utilized and projected needed in the
field especially Decontamination Equipment and Supplies.
^ Supervise a thorough and accurate damage assessment.
^ Check supplies needed for command posts and staging areas, including tents, temporary buildings, portable
showers, inflatable buildings, Tyvex suits, porta potties, tables, chairs, communications equipment, for
command posts and staging areas.
^ Meet with the Demobilization Branch in the Plans section to anticipate needs in the recovery phase, including
vendors to decontaminate buildings and grounds.
^ Maintain a log of all resource requests for the incident.
^ Alert Plans section if new resources, equipment or personnel are en route.
APPENDIX 2
Disaster Response Checklists
78
. i
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ From the Logistics Chief, determine supply needs at the Command Post, staging areas, and shelters.
^ Review and fill all requests for supplies as soon as possible.
^ Report any requests you're unable to fill to the Logistics Chief.
^ Work with Care and Shelter Unit to service the Command Post, staging areas, shelter and Emergency
Operations Center.
APPENDIX 2
Disaster Response Checklists
81
~ ~~ ~ ~
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ If directed to establish shelters, ask for projected numbers being evacuated and where the cold zone
begins.
^ Identify locations for the shelters needed and check to see if predetermined site will suffice if not make
arrangements for additional locations for shelters. Coordinate with Police, Fire and Medical Units.
^ Develop a plan to assist the special needs population of the City with evacuation, sheltering or
transportation to a treatment center.
^ Prepare a file for each center listing
Location
Type or Center (Evacuation, Shelter, Treatment)
Date/Time opened
Managing agency/organization
Supplies/materials delivered/consumed
Date/Time closed
Number of people served
^ Coordinate with Logistics and Finance Sections in procuring necessary supplies and materials for
center locations.
^ Consult with the Red Cross on the availability of their services.
^ If evacuees have been in the area of a nuclear, biological, or chemical release determine through the
Medical Branch or Alameda County Public Health whether evacuees will need to be decontaminates
prior to shelter entry.
^ If evacuees have been exposed and need decontamination, request support from Operations for
decontamination.
^ Request from Supply Branch, Tyvex suits or new clothing for the shelter residents.
^ Contact Salvation Army for clothing.
^ If a nuclear, biological or chemical release has occurred, request regular monitoring of the shelter and
vicinity.
^ Post any health monitoring readings in the shelter to prevent anxiety of the occupants.
^ Set up regular information briefings on exposure and decontamination in the shelters by a health
professional, which should be supported by a mental health professional.
APPENDIX 2
Disaster Response Checklists
89
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ Work with the Care and Shelter Unit in the EOC to provide food at shelters or request food services
from the Red Cross or Salvation Army.
^ Establish a First Aid Station in the shelter with Red Cross nurses or ask the Medical Branch or
Alameda County Public Health for support.
^ Request Red Cross or Mental Health to staff the shelter with a Mental Health Team 24/7 until further
notice.
^ Request communications, request from local phone company several banks of telephones for use by
the evacuees.
^ Establish multiple communications channels to the shelters.
^ Contact animal control to establish a pet shelter on the site.
^ Develop and implement a Shelter Shut Down Plan.
APPENDIX 2
Disaster Response Checklists
90
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ Keep records of all expenditures relating to the incident.
^ Meet with County liaisons to ascertain what costs may be reimbursed by the State or Federal Government.
^ Keep time for all personnel at the scene.
^ Keep records of all volunteers working at the site and the time they spent there.
^ Maintain a file of all equipment rented.
^ Close out a workers time and make sure all pertinent information is recorded before he/she is released from the
incident.
^ Ensure departments maintain proper records supporting assistance claims.
^ Procure supplies and equipment in support of emergency operation.
^ Evaluate, reallocate and redistribute financial resources.
^ Supervise the preparation and completion of all financial obligation documents.
^ Coordinate all financial transactions pertaining to recovery and reconstruction to assure proper documentation
for recovery of funds. Ensure the tracking of such transactions and expenditures in keeping with FEMA/OES
procedures. (This will allow for the ease of completion of Damage Assessment Summaries)
^ Brief agency administration personnel on all related business management issues needing attention and follow
up.
APPENDIX 2
Disaster Response Checklists
94
sc ~~- ~ ~
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
^ Gather information for initial recovery implications of the emergency response.
^ Establish County Liaison with staff.
^ Provide early information sharing of recovery priorities established by the EOC Manager with County,
State and Federal agencies.
^ Develop, with other effected cities or areas an effective disaster'legislative agenda" for local and regional
legislators.
APPENDIX 2
Disaster Response Checklists
96
Comprehensive Emergency
Management Pian
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
12.1.6 Land Slides
A landslide is the movement of rock and soil that may take place gradually over a small area, or it
may be very rapid and involve an huge area. Landslides may also be initiated by removal, or
absence, of soil-retaining vegetation, from causes such as wild land fires or changes in agricultural
practices. Removal of material at the base of slopes may result in unstable conditions. Heavy
building structures, mine dumps and road fill may add enough stress to initiate landslide movement
in otherwise stable conditions.
Water and wind carry soil from our Bay Area land down into our streams, lakes, and the Bay. This
soil carries with it pollutants such as oil and grease, chemicals, fertilizers, animal wastes and
bacteria, which threaten our water quality.
Nature slowly wears away land, but human activities such as construction increase the rate of
erosion 200, even 2,000 times that amount. When we remove vegetation or other objects that hold
soil in place, we expose it to the action of wind and water and increase its chances of eroding.
The loss of soil from a construction site results in loss of topsoil, minerals and nutrients, and it
causes ugly cuts and gullies in the landscape. Surface runoff and the materials it carries with it clog
our culverts, flood channels and streams. Sometimes it destroys wildlife and damages recreational
areas such as lakes and reservoirs.
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Such erosion costs the home construction industry, local governments, and homeowners of
the Bay Area millions of dollars a year. Damage to roads and property is costly and tax
dollars have to be spent on cleaning out sediment from storm drains, channels, lakes, and
the Bay. As an example, road and home building in the Oakland hills above Lake Temescal
filled the lake to such an extent that it had to be dredged in 1979 at a public cost of $750,000.
CITY OF DUBLIN -COMPREHENSIVE EMERGENCY MANAGEMENT PLAN PAGE 109
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Total dir>~ct casts of damage frc~rn Isn+ds~ides (including debris flaws)
Tr~nsp~ortai~~ ~1,32~,1
~ltil~ies $3,~i1~,(}t~t~
F'atlcs $3,71 ~,Otl4
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CITY OF DUBLIN -COMPREHENSIVE EMERGENCY MANAGEMENT PLAN PAGE 110
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12.1.7 Hazards From "Mudslides", Debris Flows
More than 100 Californians have been killed by debris flows during the past 25 years. Most of
these 100 deaths occurred when debris flows buried persons who were sleeping in lower-floor
bedrooms that were adjacent to hazardous slopes. Sudden "mudslides" gushing down rain-sodden
slopes and gullies are widely recognized by geologists as a hazard to human life and property.
Most "mudslides" are localized in small gullies, threatening only those buildings in their direct path.
They can burst out of the soil on almost any rain-saturated hill when rainfall is heavy enough. Often
they occur without warning in localities where they have never been seen before. The ashy slopes
left denuded by wildfires in California are especially susceptible to "mudslides" during and
immediately after major rainstorms. Those who live down-slope of a wildfire area should be aware
of this potential for slope failure that is present until new vegetation rebinds the soil.
Debris flows (popularly called "mudslides") are shallow landslides, saturated with water, that travel
rapidly down-slope as muddy slurries. The flowing mud carries rocks, bushes, and other debris as
it pours down the slopes. A debris avalanche (Figure 1) is afast-moving debris flow that travels
faster than about 10 mph or approximately 25 yards in about 5 seconds. Speeds in excess of 20
mph are not uncommon, and speeds in excess of 100 mph, although rare, do occur locally.
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Debris avalanches pose hazards that are often overlooked. Houses in the path of debris
avalanches can be severely damaged or demolished. Persons in these structures can be
severely injured or killed.
CITY OF DUBLIN -COMPREHENSIVE EMERGENCY MANAGEMENT PLAN PAGE 111
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Most rainstorms are of such low intensity that they do not trigger debris avalanches. Some intense
storms may trigger only a few debris avalanches. However, when the ground is already saturated
from previous rain, even relatively short high-intensity rainstorms may trigger debris avalanches.
For example, in January 1982, an intense rainstorm triggered literally tens of thousands of debris
avalanches in the San Francisco Bay Area. These 1982 debris avalanches caught people unaware
and caused 14 deaths and many injuries and destroyed or damaged several hundred homes and
other structures.
The most common cause of debris avalanches and debris flows is the combination of heavy
rainfall, steep slopes, and loose soil. Most fairly steep slopes have enough soil and loose rock for
potential landslides. Although "stable" when dry, such slopes can produce local debris flows, often
without warning.
Normally the source of the excess water is intense rainfall, although broken water pipes or
misdirected runoff concentrated by roads, roofs, or large paved areas may trigger, or help to
trigger, debris avalanches and debris flows. In California, most debris flows occur during wet
winters.
Debris avalanches occur all over the world. They are particularly common in mountainous areas
underlain by rocks that produce sandy soils. Debris avalanches have been noted in southern
California during at least nine rainy seasons since 1915. They have occurred in northern California
during at least 14 rainy seasons since 1905.
Debris flows are known to start on slopes as low as 5 degrees, but the more dangerous, faster
moving flows (debris avalanches) are more likely to develop on steeper slopes. About two-thirds of
all debris avalanches start in hollows or troughs at the head of small drainage courses. Typically a
debris avalanche bursts out of a hillside and flows quickly down-slope, inundating anything in
its path. Because the path of a debris flow is controlled by the local topography just like flowing
water, debris avalanches and debris flows generally follow stream courses.
Slopes burned by wild fires are especially susceptible to debris avalanches and debris flows
because of the absence of vegetation and roots to bind the soil. The areas directly down-
slope are especially subject to damage from debris flows.
The hazard from debris flows that occurs in modified slope cuts can be decreased by
1. Limiting the height and slope of cuts and fills,
2. Properly compacting fills and keying them into bedrock, and
3. Properly controlling the flow of water onto slopes. If steep cuts or fills occur below the
discharge points of runoff water from streets, downspouts, or similar drainage facilities onto a
slope, it may be wise to obtain advice from an engineering geologist or erosion control
specialist.
CITY OF DUBLIN -COMPREHENSIVE EMERGENCY MANAGEMENT PLAN PAGE 112
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Comprehensive Emergency
Management Plan
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14.1 Terms
Aerial Reconnaissance: An aerial assessment of the damaged area that includes gathering
information on the level and extent of damage and identifying potential hazardous areas for on-site
inspections.
Aerosol: Fine liquid or solid particles suspended in a gas, for example, fog or smoke.
Agency: A division of government with a specific function offering a particular kind of
assistance. In ICS, agencies are defined either asjursdictional {having statutory
responsibility for incident management} or as assisting or cooperating (providing. resources or
other assistance}.
Agency Representative: Aperson assigned by a primary, assisting, or cooperating Federal,
State, local, or tribal government agency or private entity that has been delegated authority to
make decisions affecting that agency's or organization's participation in incident management
activities following appropriate consultation withfhe
leadership of that agency.
Area Command (Unified Area Commands An organization established (1} to oversee the
management of multiple incidents that are each being handled by an ICS organizatiion or (2}
to oversee the management of large or multiple incidents to which several Incident
Management Teams have been assigned. Area Command has the responsibility to set
overall strategy and priorities, allocate critical resources according to priorities. ensure that
incidents are properly managed, and ensure that objectives are met and strategies followed'.
Area Command becomes Unified Area Command when incidents are multijurisdctional: Area
Command may be established at an emergency operations center facility or at some Vocation
other than an incident command post.
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 that are
based on operational objectives defined in the IAP.
Assistant: Title for subordinates of principal Command Staff positions. The title indicates a
level of technical capability, qualifications, and responsibility subordinate to the primary
positions. Assistants may also be assigned to unit leaders.
Assisting Agency: An agency or organization provding personnel, services, or other
resources to the agency with direct responsibility for incident management. See also
Supporting Agency.
Available'Resources Resources assigned to an .incident, checked in, and available for a
mission assignment, normally located in a Staging Area.
All Hazards: Refers to a policy or program that is designed to deal with a variety of natural and
technological hazards.
City of Dublin
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
119
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Annex: A document that supplements the Emergency Operations Plan, which provides further
planning information for a specific aspect of emergency management.
Appendix: A separate portion of the Emergency Operations Plan that contains guidance and
information specific to actions required in emergency management.
Biological Agents: Living organisms or the materials derived from them that cause disease in or
harm to humans, animals, or plants or cause deterioration of material. Biological agents may be
used as liquid droplets, aerosols, or dry powders.
Chain of Command: A series of command, control, executive, or management positions in
hierarchical order of authority.
Check-In: The process through which resources first report to an incident. Check-in locations
include the incident command post, Resources ,Unit, incident base, camps, staging areas, or
directly on the
site.
Chemical Agent: A chemical substance that is intended to kill, seriously injure, or incapacitate
people through physiological effects. Generally separated by severity of effect: lethal, blister, and
incapacitating.
Comprehensive Emergencv Management Plan: A document required by state regulation that
consists of a Basic Plan, Appendices, Supplemental Annexes, and Standard Operating
Procedures for the purpose of providing effective mitigation, response to and recovery from
disasters.
Consequence Management: Measures to protect public health and safety, restore essential
government services, and provide emergency relief to governments, businesses, and individuals
affected by the consequences of terrorism. State and local governments exercise primary authority
to respond to the consequences of terrorism. (Source: FRP Terrorism Incident Annex, page TI-2,
April 1999). The Federal Emergency Management Agency (FEMA) has been designated the Lead
Federal Agency (LFA) for consequence management to ensure that the Federal Response Plan is
adequate to respond to terrorism. Additionally, FEMA supports the Federal Bureau of Investigation
(FBI) in crisis management.
Continuity of Government: Includes measures to -ensure continued leadership and preservation
of vital records, thereby maintaining a viable system of government supported by law; establish
emergency authorities legally vested in government leaders so that they have prescribed powers to
act; ensure survivability of mechanisms and systems for direction and control so that actions
directed by leaders can be communicated and coordinated; sustain essential emergency services
and resources so that critical response and recovery actions can achieve widest possible
implementation.
Crisis Management: This is the law enforcement aspect of an incident that involves measures to
identify, acquire, and plan the resources needed to anticipate, prevent, and/or resolve a threat of
terrorism. The FBI is the LFA for crisis management for such an incident. (Source: FBI) During
crisis management, the FBI coordinates closely with local law enforcement authorities to provide
successful law enforcement resolution to the incident. The FBI also coordinates with other Federal
authorities, including FEMA. (Source: FRP Terrorism Incident Annex, April 1999)
Damage Assessment: The appraisal or determination of the actual damage resulting from a
disaster.
City of Dublin
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
120
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Decontamination: The process of making people, objects, or areas safe by absorbing, destroying,
neutralizing, making harmless, or removing the HazMat.
Deputy: A fully qualified individual who, in the absence of a_superior, can be delegated the
authority to manage a functional operation or perform a specific task. In some cases,. a
deputy can act as relief fora superior and, therefore. must be fully qualified in the position.
Deputies can. be assigned to the Incident Commander, General Staff, and Branch Directors.
Disaster: The occurrence or imminent threat of widespread or severe damage, injury or loss of life
or property resulting from any natural or manmade cause including fire, flood, earthquake, air
contamination, blight, drought, infestation, explosion, riot, hostile military or paramilitary action,
other public calamity requiring emergency action.
Disaster Assistance Center: A location established in a disaster area that houses all federal, state,
and local agencies that deal directly with the needs of the individual victim. DACs are established
only after a Presidential Declaration.
Disaster Declaration: A document executed by an elected government for the purpose of obtaining
assistance from a higher level of government.
Disaster Service Workers: All public employees in California are subject to such emergency or
disaster activities as may be assigned by their supervisors or by law.
Dispatch: The ordered movement of a resource or resources to an assigned operational
mission or an administrative move from one location to another.
Division: The partition of an incident into geographical areas of operation. Divisions are
established when. the number of resources exceeds the manageable-span of control'of the
Operations Chief. A division is located within the ICS organization between the branch and
resources in the Operations Section.
Drill: A supervised instruction period aimed at testing, developing, and maintaining skills in a
particular operation. A drill is often a component of an exercise.
Drop Cover, and Hold: Shelter position under tables or desks or other protected places away from
overhead fixtures, windows, high cabinets, and bookcases, for immediate individual protection
during an emergency.
Emergency: An event, the effects of which cause loss of life, human suffering, property damage
(both public and private), and severe economic and social disruption.
Emergencv Alert System: A program of the Federal Communications Commission (FCC) to
coordinate the dissemination of emergency information via commercial broadcasters.
Emergency Coordinator: A position called for in the Emergency Organization to carry out
emergency management functions on aday-to-day basis at the local level.
Emergencv Manager: A position called for in the Emergency Organization to oversee the
implementation of the City of Dublin Comprehensive Emergency Management Plan at the local
level.
Emergencv Operations Center: A centralized location where individuals responsible for
responding to a large scale emergency can have immediate communication with each other and
with City management for the purpose of enhancing coordination in exercising direction and control
of emergency response and recovery efforts.
City of Dublin
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
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Emergency Operations Plan: The "steady-state" plan. maintained by various jurisdictional
levels for responding to a wide variety of potential hazards.
Emergency Organization: Organization to direct and control operations of the City during a period
of emergency with assigned responsibilities and tasks for planning, response, and recovery in
emergency situations.
Emergencv Powers: Special authority granted to a chief local official during times of emergency.
The State delegates emergency powers to designated local officials through an executive order.
Emergencv Public Information' Information that is disseminated' primarily'in anticipation of an
emergency or during an emergency. In addition to providing situational information to the
public, it also frequently provides directive actions required to be taken by the general public.
Emergencv Response Provider: Includes Federal, State, local, and tribal emergency public
safety, law ertforcement, emergency response, emergency medical (including hospital
emergency facilities}; and related personnel, agencies, and authorities. See Section 2'(6},
Homeland Security Act of 2002, Pub. L 107-296. 116 Stat. 2135 (20U2}. Also known as
Emergency Responder.
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.
Event: A planned, nonemergency activity. ICS can be used as the management system for a
wide range of events, e.g., parades, concerts, or sporting events.
Federal: Of or pertaining to the Federal Government. of the United States of America.
Federal Response Plan (FRP): The FRP establishes a process and structure for the systematic,
coordinated, and effective delivery of Federal assistance to address the consequences of any
major disaster or emergency declared under the Robert T. Stafford Disaster Relief and Emergency
Assistance Act, as amended (42 U.S. Code [USC], et seq.). The FRP Terrorism Incident Annex
defines the organizational structures used to coordinate crisis management with consequence
management. (Source: FRP Terrorism Incident Annex, April 1999)
Function: Function refers to the five major activities in ICS: Command, Operations, Planning,
Logistics, and FinancelAdministration. The term function is alsoused when describing the
activity involved, e:g., the planning function. A sixth function, Intelligence, may be
established, if required,. to meet incident management needs.
General Staff: A group of incident management personnel organized according to function
and reporting to the Incident Commander. The General Staff normally consists. of the
Operations Section Chief, Planning Section Chief, Logistics Section Chief, and
FinancelAdministration Section Chief.
GrQUp: Established to divide the incident management structure into functional areas of
operation. Groups are composed of resources assembled"to perform a special function. not
necessarily within a single. geographic division. Groups, when activated, are located between
branches and resources in the Operations Section. (See Division.}
Hazard: Something that is potentially dangerous or harmful, often the root cause of an
unwanted outcome.
City of Dublin
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
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Incident: An occurrence or event, natural or human-caused, that requires an emergency
response to protect life or property. Incidents can, for example, include major disasters,
emergencies, terrorist attacks, terrorist threats, wildland and urban fires, floods, hazardous
materials spills, nuclear accidents, aircraft. accidents, earthquakes, hurricanes, tornadoes;
tropical storms, war-related disasters, public health and medical emergencies, 'and other
occurrences requiring an emergency response.
Incident Action Plan: An oral or written plan containing. general objectives reflecting the
overall strategy,for managing an incident. It may include the identification of operational
resources and assignments. It may also include attachments that provide direction and
important'information for management of the incident during one or more operational periods.
Incident Command Post (ICP): The field location at which the primary tactical-.level, on-scene
incident command functions are performed. The ICP may be collocated with the incident
base or other incident facilities and is normally identified by a green rotating or flashing' light.
Incident_Command_System ,ICS): A standardized on-scene emergency management
construct specifically designed to provide for the adoption of an integrated organizational
structure that reflects the complexity and demands of single or multiple incidents, without
being hindered by jurisdictional boundaries. lCS is the combination of facilities, equipment,
personnel., procedures, and communications operating within a common organizational
structure, designed to aid in the management of resources during incidents. It is used'for all
kinds of emergencies and is applicable to small as well as large and complex incidents. ICS
is used by various jurisdictions and functional agencies, both public and private, to organize
field-level incident. management operations.
Incident Commander (IC}: The individual responsible for all incident activities, including the
development of strategies and tactics and the ordering and the release of resources. The IC
has overall authority,and responsibility for conducting. incident,operations and is responsible
for the management of all incident operations at the incidentsite.
Incident Management Team (IMT): The IC and appropriate Command and General Staff
personnel assfgned to an incident.
Incident Objectives: Statements of guidance and direction necessary for selecting appropriate
strategy(s) and the tactical direction of resources. Incident objectives are based on realistic
expectations of what can bye accomplished have been effectively deployed. Incident
objectives must be achievable and measurable, yet flexible enough to allow strategic and
tactical alternatives.
initial Action: The actions taken by those responders first to arrive at an incident site.
Initial Response: Resources initially committed to an incident. Intelligence Officer. The
intelligence officer is responsible for managing internal information. intelligence, and
operatiohal security requirements supporting incident management activities. These may
include information security and operational security activities, as well as the complex task of
ensuring that sensitive information of al1'types (e.g., classified information, law enforcement
sensitive information, proprietary information, or export-c;ontroiied inforr~~ation) is handled in a
way that not only safeguards the information, but also ensures that it gets to those who need
access to it to perform their missions effectively and safely.
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 al[ participating agencies should collocate at the JIC.
City of Dublin 123
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
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Joint Information System (JIS}: Integrates-.incident information and public affairs into a
cohesive organization designed fo provide consistent,.. coordinated, timely information during
crisis or incident operations. The mission of the JIS is to provide a structure andsystem for
developing and delivering coordinated interagency messages; developing, recommending,
and executing public information plans and strategies on behalf of the lC; advising the IC
concerning public affairs issues that could affect a response effort; and controfling rumors
and inaccurate information that could undermine public confidence fn the emergency
response effort.
Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident
related to their legal responsibilities and authority. Jurisdictional authority at an incident can
be politicaf or geographicaC (e.g., city, county, tribal, State, or Federal boundary lines)
or functional (e.g ,law enforcement, public health).
Lead Agencv: The Federal department or agency assigned lead responsibility under U.S. law to
manage and coordinate the Federal response in a specific functional area. The FBI is the lead
agency for crisis management and FEMA is the lead agency for consequence management. Lead
agencies support the overall Lead Federal Agency (LFA) during all phases of the response.
Lead Federal Agencv (LFA): The agency designated by the President to lead and coordinate the
overall Federal response is referred to as the LFA and is determined by the type of emergency. In
general, an LFA establishes operational structures and procedures to assemble and work with
agencies providing direct support to the LFA in order to provide an initial assessment of the
situation, develop an action plan, monitor and update operational priorities, and ensure each
agency exercises its concurrent and distinct authorities under U.S. law and supports the LFA in
carrying out the President's relevant policy. Specific responsibilities of an LFA vary according to the
agency's unique statutory authorities.
Level I Emergencv: Minor to moderate emergency, such as major power outage, bomb threat, air
pollution alert, isolated fire, or minor earthquake (no injuries or significant damage).
Level II EmergencL. Moderate to severe emergency, such as major fire, moderate earthquake,
bomb explosion (with injuries and/or structural damage).
Level III Emergency Major emergency or disaster, such as a major earthquake or nuclear
explosion.
Local Emergency Responder: Safety services provided by outside agencies, such as police, fire,
medical or rescue services.
Local Government: A county, municipality, city, town, township, local public authority, school
district, special district; intrastate district, council of governments (regardless of whether the
council of governments is incorporated as a nonprofit corporation under,State law),. regional
or interstate government entity, or agency or instrumentality of a local government;'an fndian
tribe or authorized tribal organization, or in Alaska a Native village or Alaska Regional
Native Corporation; a rural community, unincorporated town or village; or other public entity..
See Section 2 (10), Homeland Security. Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002).
Logistics: Providing resources and other services to support incident management.. Logistics
Section: The section responsible for providing facilities, services; and material support for the
incident.
City of Dublin
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
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Major Disaster: As defined under the Robert T. Stafford Disaster Relief and Emergency
Assistance Act (42 U.S.C. 5122), a major disaster is any natural catastrophe (including any
hurricane, tornado, storm, high water,. wind-driven water, tidal wave, tsunami, earthquake,
volcanic eruption, landslide, mudslide. snowstorm, or drought), or, regardless of cause, any
fire, flood, or explosion, 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 this Act to supplement the efforts and available resources of States, tribes,
local governments, and disaster relief organizations. in alleviating-the damage, loss, hardship,
or suffering caused thereby.
Management by Objectives A management approach that involves afour-step process for
achieving the incident goal. The Management by Objectives approach includes the following:
establishing overarching objectives; developing and issuing assignments, plans, procedures,
and protocols; establishing specific, measurable objectives for various incident managert~ent
functional activities and directing efforts to fulfill them, in support of defined. strategic
objectives; and documenting. results to measure performance and faci[itate'eorrective action.
Mitigation: Those actions (including threat and vulnerability assessments) taken to reduce the
exposure to and detrimental effects of a WMD incident.
Mitigation Phase: Phase of emergency management for site-specific action to minimize hazards
and reduce the potential for injury or damage in an emergency.
Mobilization: The process and procedures used by all organizations-Federal; State, local,
and tribal-for activating, assembling. and transporting all resources that have been
requested to respond to oFsupport an incident.
Multiagency Coordination Entity: A multiagency coordination entity functions within a broader
multiagency coordination system, It may establish the-priorities among incidents and
associated resource allocations, deconflict agency policies, and provide strategic guidance
and direction to support incident management_activities.
Multiagency Coordination Systems: Multiagency coordination systems provide the
architecture to support coordination for incident prioritization, critical resource allocation,
communications systems integration, and information coordination. The. components of
multiagency coordination systems include facilities, equipment, emergency operation centers
(EOCs), specific multiagency coordination entities; personnel, procedures,' and
communications. These systems assist agencies and organizations to fully integrate the
subsystems of the NIMS.
Multijurisdictional Incident: An incident requiring action from multiple agencies that each have
jurisdiction to manage`eertain aspects of an incident. In ICS, these incidents will be managed
under Unified Command.
Mutual-Aid Agreement: Written agreement between agencies and/or jurisdictions that they
will assist one another on request, by furnishing personnel, equipment, and/or expertise in a
specified manner.
National: Of a nationwide character, including the Federal, State, local,
and tribal aspects of governance and polity.
National Disaster Medical System: A cooperative, asset-sharing partnership between the
Department of Health .and Human Services,. the-Department of Veterans Affairs, the
Department of Homeland Security, and the Department of Defense. NDMS provides
resources for meeting the continuity of care and mental health services
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
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requirements of the Emergency Support Function 8 in the Federal Response Plan.
National Incident Management System: A system mandated by HSPD-5 that provides a
consistent nationwide approach for Federal, State, local, and tribal governments; the'private-
sector, and nongovernmental organizations to uvork 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-5 identifies these as the ICS; multiag,ency coordination systems; training; identification
and management of resources (including systems for classifying types ofresources};
qualification and certification; and the collection, tracking, and reporting of incident
information and incident resources.
National Response Plan: A plan mandated by'HSPD-5 that integrates Federal domestic
prevention, preparedness, response, and recovery plans into one all-discipline, afl-hazards
plan.
Nongovernmental Organization: An entity with an association that is based' on interests of its
members. individuals, or institutions anal that is not created by a government,. but may work
cooperatively with government. Such organizations serve a public purpose, nova private
benefit. Examples of NGOs include faith-based charity'organizations and the American Red
Cross.
Non-persistent Agent: An agent that, upon release, loses its ability to cause casualties after 10 to
15 minutes. It has a high evaporation rate, is lighter than air, and will disperse rapidly. It is
considered to be a short-term hazard; however, in small, unventilated areas, the agent will be more
persistent.
Operational Period: The time scheduled for executing a given set gf,operation actions, as
specified in the incident Action Plan. Operational periods can be of various lengths, although
usually not over 24 hours.
Operations Section: The section responsible for all tactical incident operations. In ICS, it
normally includes subordinate branches, divisions, and/or groups..
Persistent Agent: An agent that, upon release, retains its casualty-producing effects for an
extended period of time, usually anywhere from 30 minutes to several days. A persistent agent
usually has a low evaporation rate and its vapor is heavier than air; therefore, its vapor cloud tends
to hug the ground. It is considered to be a long-term hazard. Although inhalation hazards are still a
concern, extreme caution should be taken to avoid skin contact as well.
Personnel Accountability: The ability to account for the location and welfare of incident
personnel. It is accomplished when supervisors ensure that ICS principles and processes are
functional and that personnel are working within established incident management
guidelines:
Planning Meeting: A meeting held as needed prior to and throughout the duratioh of an
incident to select specific strategies and tactics for incident control operations and for service
and support planning. For larger incidents, the planning meeting is a major element in the
development of the Incident Action Plan (IAP}.
Planning Section: Responsible for the collection; evaluation, and. dissemination of operational
information related to the incident, and for the preparation and documentation of the IAP. This
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section also maintains information on the current and forecasted situation and on the status
of resources assigned to the incident.
Plume: Airborne material spreading from a particular source; the dispersal of particles, gases,
vapors, and aerosols into the atmosphere.
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,.
Preparedness Organizations: The groups that provide interagency coordination for domestic
incident. management activities in a nonemergency context. Preparedness organizations can
include all agencies with a role in incident managemeht, for prevention, preparedness,
response, or recovery activities. They represent a wide variety of committees,. planning
groups, and other organizations that meet and coordinate to ensure the proper level of
planning, training, equipping, and other preparedness requirements within a jurisdiction
or area.
Preparation (Preparedness) Phase: Phase of emergency management for employee in-service
training in emergency responsibilities, such as prevention of injuries and property damage, first-aid
and other response and rescue operations, and for acquisition of adequate supplies and
equipment required to respond to an emergency.
Prevention; Actions to avoid an incident or to intervene to stop an incident from occurring.
Prevention involves actions to protect {fives 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 ar~d bringing
them to justice.
Private Sector: Organizations and entities that are not part of any governmental structure. It
includes for-profit and not-for-profit organizations, formal and informal structures, commerce
and industry, and private voluntary organizations (PVO).
Processes: Systems of operations that incorporate standardized_ procedures, methodologies,
and functions necessary to provide. resources effectively and efficiently. These include
resource typing, resource ordering and tracking, and coordination.
Public Information Officer: A member of the Command Staff responsible .for interfacing with
the public and media or with other agencies with incident-related information-requirements.
Publications Maria. eq merit: 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 #o 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.
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Qualif~catian 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 far resources expected to have an interstate
application. Standards typically inr_.lude training, currenr_.y, experience, and physical and
medical fitness.
Radiation: High-energy particles or gamma rays that are emitted by an atom as the substance
undergoes radioactive decay. Particles can be either charged alpha or beta particles or neutral
neutron or gamma rays.
Reception Area: This refers to a location separate from staging areas, where resources
report in for processing and out-processing.. Reception Areas provide accountability, security,
situational awareness briefings, safety awareness, distribution of IAPs, supplies and
equipment, feeding, and bed down.
Recovery: The development, coordination, and execution of service- and site-restoration
plans; the reconstitution ofi government operations and services; individual, private.- sector,
nongovernmental, and public-assistance programs to provide housing and to promote
restoration; long-term care and treatment of affected persons additional measures
for social; political, environmental; and economic restoration; evaluation of the incident to
identify lessons learned; postincident reporting; and development of initiatives to mitigate the
effects of future incidents.
Recovery Phase: Phase of emergency management for the initiation of short-range and long-
range recovery plans at each effected site to return to normal operations following an emergency.
Recovery Plan: A plan developed by a State, local, or tribal jurisdiction with assistance from
responding Federal agencies to restore the affected area.
Resources:. Personnel and major items of equipment, supplies, and facilities available or
potentially available for assignment to incident operations and for which status is .maintained.
Resources are described by kind and type and may be used in operational support or
supervisory capacities at an incident'or of an EOC.
Resource Management: Efficient incident 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 NIMS 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 responsible for recording the
status of resources committed to the incident. This unit also evaluates resources currently
committed to the incident, the effects additional responding resources'will have on the
incident, and anticipated resource needs.
Response: Activities that address the short-term, direct effects of an incident. Response
includes immediate actions to save lives, protect property, and meet basic human needs.
Response also includes the execution of emergency operations plans and of mitigation
activities designed to limit the loss of life, personal injury, property damage, and-.other
unfavorable outcomes. As indicated by the situation, response activities include applying
intelligence and other information to lessen the effects or consequences of an incident;
increased security operations;_continuing investigations into nature andsource of the threat;
ongoing public health and ag~icultutal surveillance and kesting processes; immunizations,
isolation, or quarantine; and speci€ic lavl enforcement operations aimed at preempting,
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interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing
them to justice.
Response Phase: Phase of emergency management in which all employees take appropriate
steps in an emergency situation to put the emergency plan into action.
Span of Control: The number of individuals a supervisor is responsible for, usually expressed
as the ratio of supervisors to individuals. (Under th NIMS, an appropriate. span of control is
between 1:3 and 1:7.)
Staging Area: Location established where resources can be placed while awaiting a tactical
assignment. The Operations Section manages Staging Areas.
State: When capitalized, refers to any State of the United States, the District of Columbia, the
Commonwealth of Puerto Rico, the Virgin Islands. Guam, American Samoa; ,the
Commonwealth of the Northern Mariana Islands, and any possession of the United. States.
See Section 2 (14), Homeland Security Act of 2002, Pub. L. 107-296, .116 Stat. 2135 (2002).
Strategic: Strategic elements of incident management are characterized by continuous long-
term,. high-level planning by organizations headed by elected or other senior officials. These
elements involve the adoption of long-range goals and objectives, the setting of priorities; the
establishment of budgets and other fiscal decisions, policy development, and the application
of measures of performance or effectiveness.
Strike Team; A set number of resources of the same kind and type that have an established
minimum number of personnel.
Strate :The general direction selected to accomplish incident objectives set by the IC.
Supporting Technologies: Any technology that may be used to support the NlMS is included
in this subsystem. These technologies include orthophoto mapping, remote automatic
weather stations, infrared technology, and communications, among various others.
Task Force: Any combination of resources_assembled to support a specific mission or
operational need. All resource elements v~tithin a Task Force must have common
communications and a designated leader.
Technical Assistance: Support provided to State, local, and tribal jurisdictions when they have
the resources but lack the complete knowledge and skills needed to pertorm a required
activity (such as mobile-home park design and hazardous material assessments).
Terrorism: The unlawful use of force or violence against persons or property to intimidate or
coerce a government, the civilian population, or any segment thereof, in furtherance of political or
social objectives. Domestic terrorism involves groups or individuals who are based and operate
entirely within the United States and U.S. territories without foreign direction and whose acts are
directed at elements of the U.S. government or population.
Threat: An indication of possible violence, harm, or danger.
Tools: Those instruments and capabilities that allow for the professional performance of
tasks, such as information systems, agreements, doctrine, capabilities, and legislative
authorities:
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Toxici A measure of the harmful effects produced by a given amount of a toxin on a living
organism.
Tribal: Any Indian. tribe, band, nation, or other_organized group or community, including any
Alaskan.. Native Village as defined in or established pursuant to the Alaskan Native Claims
Settlement Act (85 stat. 688) [43 U.S.C.A, and 1601 et seq.j;'that is recognized as eligible
far the special programs and services provided by the United States to Indians because of
their status as Indians.
Type:. A classification of resources in the ICS that refers to capability. Type 1 is generally
considered to be more capable than Types 2, 3, or 4, respectively, because of size; power;
capacity; or, in the case of incident management teams, experience and qualifications.
Unified Area Command: A Unified Area Command is established when incidents under an
Area Command are multijurisdictional. (See Area Command.)
Unified Command: An application of ICS used when there is more than one agencywith
incident jurisdiction or when.incidents cross political jurisdictions. Agencies work together
through the designated members of the UC, often the senior person from agencies,and/or
disciplines participating in the UC, to establish a common set of objectives and strategies and
a single IAP.
Unit: The'organizational element having functional responsibility for a specific incident
planning, logistics, or financeladministration activity, Unity of Commar7d: The concept by
which each person within an organization reports to one and only one designated person.
The purpose of unity of command is to ensure unity of effort under one responsible
commander for every objective.
Volunteer: For purposes of the NIMS, a volunteer is any individual accepted to perform services by
thelead agency, which has authority to accept volunteer services, when the individual performs
services without promise, expectation, or receipt of compensation for services performed. See,
e.g., 16 U.S.C. 742f(c) and 29 CFR 553.101.
Weapons-Grade Material: Nuclear material considered most suitable for a nuclear weapon. It
usually connotes uranium enriched to above 90 percent uranium-235 or plutonium with greater
than about 90 percent plutonium-239.
Weapons of Mass Destruction: Any explosive, incendiary, or poison gas, bomb, grenade, rocket
having a propellant charge of more than 4 ounces, or a missile having an explosive incendiary
charge of more than 0.25 ounce, or mine or device similar to the above; poison gas; weapon
involving a disease organism; or weapon that is designed to release radiation or radioactivity at a
level dangerous to human life. (Source: 18 USC 2332a as referenced in 18 USC 921)
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14.2 Acronyms
AFB Air Force Base
AL5 Advanced Life Support
AMS Aerial Measuring System
ANSIR Awareness of National Security Issues and Response Program
ARAC Atmospheric Release Advisory Capability
ARG Accident Response Group
ARS Agriculture/Research Service
ATC Air Traffic Control
ATSD(CS) Assistant to the Secretary of Defense for Civil Support
BDC Bomb Data Center
CBIAC Chemical and Biological Defense Information and Analysis Center
CBRNE Chemical, Biological, Radiological, Nuclear Material, or High-Yield Explosive
CDC Centers for Disease Control and Prevention
CDRG Catastrophic Disaster Response Group
CEPPO Chemical Emergency Preparedness and Prevention Office
CERCLA Comprehensive Environmental Response, Compensation, and Liability Act
CHEMTREC Chemical Transportation Emergency Center
CHPPM Center for Health Promotion and Preventive Medicine
CIRG Crisis Incident Response Group
CJCS Chairman of the Joint Chiefs of Staff
CM Consequence Management
CMU Crisis Management Unit (CIRG)
CRU Crisis Response Unit
CSREES Cooperative State Research, Education and Extension Service
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CST Civil Support Teams
CW/CBD Chemical Warfare/Contraband Detection
DAC Disaster Assistance Center
DEST Domestic Emergency Support Team
DFO Disaster Field Office
DMAT Disaster Medical Assistance Team
DMCR Disaster Management Central Resource
DMORT Disaster Mortuary Operational Response Team
DOC Departmental Operations Center
DoD Department of Defense
DOE Department of Energy
DOJ Department of Justice
DPP Domestic Preparedness Program
DPW Department of Public Works
DSR Damage Survey Report
DTCTPS Domestic Terrorism/Counter Terrorism Planning Section (FBI HQ)
DTIC Defense Technical Information Center
EAS Emergency Alert System
EM Emergency Management
EMAC Emergency Management Assistance Compact
EMI Emergency Management Institute
EMS Emergency Medical Services
EOC Emergency Operations Center
EOP Emergency Operations Plan
EPA Environmental Protection Agency
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EPCRA Emergency Planning and Community Right-to Know Act
ERT Emergency Response Team (FBI)
ERT-A Emergency Response Team -Advance Element
ERTU Evidence Response Team Unit
ESF Emergency Support Function
EST Emergency Support Team
EU Explosives Unit
FBI Federal Bureau of Investigation
FEMA Federal Emergency Management Agency
FEST Foreign Emergency Support Team
FNS Food and Nutrition Service
FOC Field Operations Center
FOG Field Operations Guide
FRERP Federal Radiological Emergency Response Plan
FRMAC Federal Radiological Monitoring and Assessment Center
FRP Federal Response Plan
FS Forest Service
GIS Geographic Lnformation System
HazMat Hazardous Materials
HHS Department of Health and Human Services
HMRU Hazardous Materials Response Unit
HQ Headquarters
HRT Hostage Rescue Team (CIRG)
HSPD-5 Homeland Security Presidential Directive - 5
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HTIS Hazardous Technical Information Services (DoD)
IAP Incident Action Pian
IC Incident Commander
IGP Incident Command Post
ICS Incident Command System
IC/UC - Incident Command or Unifred Command
lMT Incident Management Team
IND Improvised Nuclear Device
JIC Joint Information Center
JIS "Joint Information System
JOC Joint Operations Center
JTF-CS Joint Task Force for Civil Support
LEPC Local Emergency Planning Committee
LFA Lead Federal Agency
LLNL Lawrence Livermore National Laboratory
MEDCOM Medical Command
MMRS Metropolitan Medical Response System
MOA Memorandum of Agreement
MSCA Military Support to Civil Authorities
NAP Nuclear Assessment Program
NBC Nuclear, Biological, and Chemical
NCP National Oil and Hazardous Substances Pollution Contingency Plan
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NDMS National Disaster Medical System
NDPO National Domestic Preparedness Office
NEST Nuclear Emergency Search Team
NETC National Emergency Training Center
NFA National Fire Academy
NGO NongovernmentaLOrgamzation
NIMS National Incident Management System
NMRT National Medical Response Team
NRC Nuclear Regulatory Commission
NPF National Response Framework
NRP National Response Plan
NRT National Response Team
NSC National Security Council.
NTIS National Technical Information Service
OEP Office of Emergency Preparedness
OES Office of Emergency Services
OFCM Office of the Federal Coordinator for Meteorology
OIG Office of the Inspector General (USDA)
OP AREA Operational Area
OSC On-Scene Commander
OSLDPS Office for State and Local Domestic Preparedness Support
PDD Presidential Decision Directive
PHS Public Health Service
PIO Public Information Officer
POC Point of Contact
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POLREP Pollution Report
PT Preparedness, Training, and Exercises Directorate (FEMA)
PVO Private Voluntary Organizations
R&D Research and Development
R.A.C.E.S. Radio Amateur Community Emergency Service
RAP Radiological Assistance Program
RCRA Research Conservation and Recovery Act
RDD Radiological Dispersal Device
REACTS Radiation Emergency Assistance Center/Training Site
ROC Regional Operations Center
ROSS Resource Ordering and Status System
RRIS Rapid Response Information System (FEMA)
RRT Regional Response Team
SAC Special Agent in Charge (FBI)
SARA Superfund Amendments and Reauthorization Act
SBCCOM Soldier and Biological Chemical Command (U.S. Army)
SCBA Self-Contained Breathing Apparatus
SDO Standards Development Organizations
SEB State Emergency Board
SERC State Emergency Response Commission
SIOC Strategic Information and Operations Center (FBI HQ)
SITREP Situation Report
SLG State and Local Guide
SO Safety Officer
SOP Standard Operating Procedure
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TERC Tribal Emergency Response Commission
TIP Terrorist Incident Plan
TRIS Toxic Release Inventory System
UC Unified Command
UCS Unified Command System
USC U.S. Code
USDA U.S. Department of Agriculture
USFA U.S. Fire Administration
VA Department of Veterans Affairs
WMD Weapons of Mass Destruction
WMD-CST WMD Civil Support Team
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