2016 Emergency Operations Plan

CITY OF BUENA PARK

2016 EMERGENCY OPERATIONS PLAN

Rev 2, 21 November 2019

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EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 1.0 PROMULGATION The City of Buena Park has updated its Emergency Operations Plan (EOP) to ensure the most effective and economical allocation of resources for the maximum benefit and protection of life, property, and the environment during an emergency. This plan supersedes any previous plan promulgated for this purpose.

The objective of the EOP is to coordinate all the facilities and personnel of the City into an efficient organization capable of responding to any emergency. As such, this plan provides a framework for the City of Buena Park to use in performing emergency functions before, during, and after an emergency event, natural disaster, human-caused or technological incident— regardless of cause, size or complexity. While no plan can prevent death and destruction, good plans carried out by knowledgeable and well trained personnel will minimize losses. Therefore, this plan describes the emergency organization, assigns tasks, and specifies policies, procedures, and the coordination of planning efforts of staff utilizing the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). In accordance with SEMS and NIMS, this EOP is an extension of the State of California Emergency Plan and the Orange County Operational Area (OC OA) EOP. It has been reviewed by staff and will be tested (through training and exercise), revised and updated as necessary. The City of Buena Park City Manager is ultimately responsible for the development and maintenance of the EOP.

This plan is intended to be in accordance with all existing federal, state and local statutes. All federal, state, and local laws supersede the policies and procedures listed in this plan.

The City of Buena Park EOP supports the overall mission of the City. As such, the City Council endorses and gives its full support to this plan and urges all officials, employees, and residents, individually and collectively, to support the total emergency effort of the City of Buena Park.

This document is hereby approved and promulgated as the City of Buena Park EOP.

1.1. CITY APPROVAL See next page for signed City Council Resolution No. 13350 approving the Emergency Operations Plan – Basic Plan.

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2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 4 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 2.0 TABLE OF CONTENTS

1.0 Promulgation ...... 1 1.1. City Approval ...... 1 2.0 Table of Contents ...... 5 3.0 Approval and Implementation ...... 9 4.0 Record of Changes ...... 11 5.0 Record of Distribution ...... 13 5.1. Primary Distribution ...... 13 5.2. Additional Copies ...... 13 5.3. Disclosure Exemptions ...... 13 6.0 Introduction ...... 15 6.1. EOP Purpose ...... 16 6.2. Scope ...... 18 6.3. Situation ...... 19 6.4. Hazard Assessment...... 23 6.5. Hazard Mitigation ...... 23 6.6. Whole Community Strategy and Inclusion ...... 24 6.7. Planning Assumptions ...... 25 7.0 Concept of Operations ...... 27 7.1. Operating under SEMS/NIMS: Application to Buena Park ...... 27 7.2. Emergency Response Levels ...... 29 8.0 Organization and Assignment of Responsibilities ...... 31 8.1. General...... 31 8.2. City of Buena Park Emergency Management Organization ...... 32 8.3. Assignment of Responsibilities ...... 32 8.4. Line of Succession ...... 34 8.5. Seat of Government...... 34 8.6. Emergency Preparedness Structure ...... 35 9.0 Direction, Control, and Coordination ...... 41 9.1. Local Response Structure ...... 41 9.2. On-Scene Command and Management ...... 41 9.3. City of Buena Park EOC ...... 41 10.0 Information Collection, Analysis, and Dissemination ...... 45 10.1. Essential Elements of Information ...... 45 11.0 Communications ...... 47 12.0 Administration, Finance, and Logistics ...... 49 12.1. Administration ...... 49 12.2. Financial Management ...... 50 12.3. Logistics ...... 52 12.4. Mutual Aid/Agreements and Understandings ...... 53 12.5. Staff Augmentation/Disaster Service Workers ...... 53 12.6. Records and Reports ...... 54 12.7. Nondiscrimination ...... 55 12.8. Administration and Insurance Claims ...... 55 12.9. After-Action/Corrective Action Reporting ...... 55 13.0 Plan Development and Maintenance ...... 57

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 5 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 13.1. Plan Revision and Maintenance Cycle ...... 57 13.2. Training ...... 57 13.3. Exercises ...... 59 14.0 Authorities & References ...... 63 15.0 Annexes ...... 65 Attachment 1: Acronyms & Glossary of Terms ...... 67 A-1.1 Acronyms ...... 67 A-1.2 Glossary ...... 68 Attachment 2: Hazards ...... 77 A-2.1 Earthquake ...... 77 A-2.2 Flood/Storm ...... 79 A-2.3 Dam Failure ...... 81 A-2.4 Hazardous Materials ...... 82 A-2.5 Energy Outage / Power Grid Failure ...... 83 A-2.6 High Winds and Tornados...... 84 A-2.7 Train Derailment ...... 85 A-2.8 Urban Fires ...... 85 A-2.9 Aircraft Incident ...... 86 A-2.10 Civil Unrest ...... 87 A-2.11 Epidemic/Pandemic ...... 87 A-2.12 Terrorism ...... 88 A-2.13 Weapon of Mass Destruction Incidents ...... 88 Attachment 3: Continuity of Government ...... 91 A-3.1 Preservation of Local Governments/Succession of Local Officials ...... 91 A-3.2 Preservation of Vital Records ...... 92 Attachment 4: Mutual Aid ...... 95 A.4-1 Responsibilities ...... 96 A-4.2 Policies and Procedures ...... 98 A-4.3 References ...... 99 A-4.4 Mutual Aid Diagrams and Maps ...... 100

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 6 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Table of Figures Figure 1. Buena Park emergency management-related plans ...... 18 Figure 2. General Plan land-use map ...... 21 Figure 3. General Plan traffic circulation plan ...... 22 Figure 4. SEMS Organizational Levels ...... 28 Figure 5. Emergency Response Levels ...... 29 Figure 6. Disaster Council Membership ...... 33 Figure 7. Director of Emergency Services Succession ...... 34 Figure 8. Buena Park EOC Primary and Support Functions ...... 37 Figure 9. EOC Activation Authority by Order of Succession ...... 42 Figure 10. Case Example: The City's Financial Accounting System in an Emergency ...... 52 Figure 11. Preparedness Cycle ...... 57 Figure 12. NIMS/SEMS Training Requirements ...... 59 Figure 13. HSEEP Exercise Continuum ...... 60 Figure 14. Regional Earthquake Faults Map ...... 77 Figure 15. Buena Park Flood Zones ...... 80 Figure 16. Prado Dam Inundation Map ...... 82 Figure 17. Legal Basis - Succession of Local Government ...... 92 Figure 18. Mutual Aid Channels ...... 100 Figure 19. California Mutual Aid and Administrative Region Map ...... 101

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2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 8 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 3.0 APPROVAL AND IMPLEMENTATION The City of Buena Park has a commitment to the safety of its residents and visitors. Their safety and security depend upon the continuation of public services before, during, and after an emergency/disaster.

The City of Buena Park is mandated by federal, state, and local laws to ensure that mitigation efforts are enhanced, preparedness is encouraged, responsiveness is assured, and recovery is achieved efficiently and effectively, before, during, and after man-made and natural disasters (e.g., earthquakes, chemical spills, floods, etc.) which may occur within the City, or have an impact on the City.

One of the primary responsibilities of the City Manager’s Office and the City Disaster Council is to develop a City EOP, update the plan and maintain a record of changes. This plan seeks to address, to the extent possible, emergency response functions of City departments, supporting agencies, public officials, and other public and private organizations during emergencies/disasters.

Based on the Federal Emergency Management Agency’s (FEMA) Comprehensive Preparedness Guide 101 (CPG 101), Version 2.0, this plan was developed with the cooperation of all City departments, and agencies such as the Orange County Fire Authority (OCFA), Orange County Health Care Agency (HCA), Orange County Sheriff’s Department (as the emergency management lead for the OC OA), and representatives from the collective Buena Park community, including schools, businesses, religious and other nonprofit/nongovernmental organizations, and organizations serving and advocating for persons with disabilities, and other access and functional needs.

The EOP consists of this Basic Plan, its attachments, and functional, hazard- and site-specific annexes. The Basic Plan includes:

• The purpose and scope of the plan; • A description of the City’s hazards (or “Situation Overview”), and planning assumptions; • The general concept of operation for emergency activities within the City, to include a description of the City’s emergency management organization, assigned roles and responsibilities and continuity of government principles; • The coordination mechanism (or “Direction and Control” mechanisms) utilized in the emergency management process; • Information collection, analysis and dissemination methods; • Communications methods; • Administration, finance, and logistics; • Plan maintenance procedures; and, • Authorities and references.

A series of attachments are also provided in the EOP. These attachments include: • Acronyms & glossary of terms • Hazards 2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 9 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN • Continuity of government • Mutual aid

The EOP's supporting functional, hazard-specific, and site-specific annexes describe the emergency functions of the responsible departments, agencies and organizations. A list of existing and planned annexes can be found in Section 15 – Annexes (page 65).

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 10 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 4.0 RECORD OF CHANGES DATE OF REVISION REVISION REVISION DESCRIPTION SECTION/COMPONENT COMPLETED BY City of Buena Park EOP: EOP content and format • Basic Plan revised to align with CPG • Emergency 101, Version 2.0 and Management Annex City of Buena Park updated with information • Emergency Public Disaster Council current to the City of Buena 12/08/2015 Information/ and Emergency Park, the Orange County Communications and Planning Operational Area, State of Warning Annex Consultants California, and the National Incident Management • Utilities Annex System • Knott’s Berry Farm Annex Combined Plan distribution-related material Lance Charnes, 3/2/2017 Basic Plan, sections 5 in Section 5, and Emergency Services Change 1 and 13 eliminated it from Section Coordinator 13. Lance Charnes, 3/2/2017 Changed “citizen” to Throughout Basic Plan Emergency Services Change 2 “resident” as appropriate. Coordinator Eliminated references to unapproved Cal OES document; eliminated ICS- Lance Charnes, 3/2/2017 300 requirement for most Basic Plan, Section 13.3 Emergency Services Change 3 of EOC staff; eliminated Coordinator reference to SEMS EOC class. Eliminated Attachment 2; Lance Charnes, 3/2/2017 Basic Plan, Section 6 moved two maps to Emergency Services Change 4 and Attachment 2 Situation. Coordinator Changed incorrect Lance Charnes, 3/2/2017 information about Basic Plan, Section 12 Emergency Services Change 5 insurance claims. Coordinator Changed reference to EEI Lance Charnes, 3/2/2017 location from Annex A to Basic Plan, Section 10 Emergency Services EOG. Coordinator Renumbered figures for Lance Charnes, consistency; repaginated; 3/2/2017 Throughout Basic Plan Emergency Services added missing hyperlinks; Coordinator eliminated editing artifacts.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 11 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN DATE OF REVISION REVISION REVISION DESCRIPTION SECTION/COMPONENT COMPLETED BY Updated the emergency activation levels; updated the list of annexes; updated and provided links for the Lance Charnes, 11/21/2019 authorities and references; Throughout Basic Plan Emergency Services added page references to Coordinator internal links; eliminated unused acronyms from the acronym list

NOTE: Text modified in the latest changes shows in green.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 12 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 5.0 RECORD OF DISTRIBUTION 5.1. PRIMARY DISTRIBUTION This EOP Basic Plan and its attachments will be made available for public access on the City’s website.

The complete EOP, including the Basic Plan, attachments and annexes, is available to City employees in electronic format on the shared City network drive (N://18-Emergency Management).

5.2. ADDITIONAL COPIES A limited number of printed copies are available in the following locations: • City Manager’s Office • Police Watch Commander’s office • Primary EOC (2 copies) • Alternate EOC (2 copies)

These copies may be stored as standalone documents, or with other plans or related documents such as the Emergency Operations Guide. At least one copy in each location will also include a CD-ROM with the corresponding electronic files.

An electronic copy of the complete EOP (including annexes) will be sent to the Orange County Fire Authority Division 7.

Individual departments should print and store any or all parts of the EOP necessary or required for the performance of their Plan-related duties.

Requests for additional copies or alternate formats of this document should be referred to the Buena Park City Manager’s Office.

5.3. DISCLOSURE EXEMPTIONS Although much of this plan is available for public review, certain sensitive portions are secluded to annexes that are exempt from public disclosure under the provisions of the California Public Records Act §6254. This sensitive information includes details of the City government’s deployment, mobilization, and tactical operations in response to emergencies, personal privacy information, and information involving City, state, or national security.

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2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 14 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 6.0 INTRODUCTION Saving lives, protection of life and the environment and property are the primary goals of governmental public safety agencies. Emergency plans provide the basis for response and recovery operations. The success of these plans depends, in large part, on the collaboration of the agencies and jurisdictions responsible for the development and maintenance of these plans. The formation of an emergency organization, policies, and roles and responsibilities are essential aspects of all effective emergency plans.

Using SEMS and NIMS, successful emergency planning utilizes a comprehensive approach to prepare and plan for all hazards, disasters and emergencies. Much like other cities in the United States, the City of Buena Park faces challenges unlike any that have been seen before. The City is vulnerable to a host of natural hazards including earthquakes, floods, and droughts; technological hazards including hazardous materials spills, dam inundation, major transportation accidents, and utility emergencies; and human-caused events including civil unrest, terrorism, and disease pandemics. The threat of major disasters and events, such as the posited magnitude 7.9 earthquake along the San Andreas Fault, flooding as a result of El Niño or other severe storm/climate change consequences, as well as technological and human-caused disasters, necessitates this all-hazards approach.

In recent history, major disasters and events provide “lessons learned” that demonstrate the value of ongoing preparedness: the 2001 attacks on the World Trade Center and Pentagon; Hurricanes Katrina, Rita, and Wilma in 2005; the 2003 and 2007 Southern California firestorms; the 2011 San Diego blackout and the Japanese Tōhoku earthquake and tsunami; 2012’s Superstorm Sandy; the more than 200+ ‘soft target’ shootings/mass casualty events at churches/houses of worship, schools and colleges and hotels, parades, malls and other public locations in the U.S. since 2012; the 2013 Boston Marathon bombing; and many other events throughout the world on a near-daily basis. Some recent events, such as the 2015 8.3M Illapel earthquake (Chile) and 2015 Category 5 Hurricane Patricia (Mexico) serve as examples because losses were minimal due to ongoing mitigation (prevention) activities, public information and warning, and first responder and public readiness.

Per Chapter 8, §8.00.010-8.00.090 of the City of Buena Park Municipal Code and other statutes as outlined in Chapter 8 of same, the City Manager’s Office, in conjunction with the City Disaster Council, is charged with ensuring the city is prepared for all hazards and emergencies. Accordingly, the City Manager and the Disaster Council developed this Emergency Operations Plan (EOP) to serve as a comprehensive, multi-hazard plan intended to be read and understood before an emergency.

The EOP was developed utilizing the guidance provided in FEMA’s Comprehensive Preparedness Guide 101, Version 2.0 and best practices from jurisdictions within California and throughout the nation. In accordance with SEMS (and NIMS), the City of Buena Park has reviewed the Orange County Operational Area (OC OA) EOP to ensure that the plan is consistent with the Operational Area.

The EOP seeks to emphasize that the planning and preparedness process is ongoing, and building resiliency within the City requires continual effort from the collective community that is “Buena Park.”

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6.1. EOP PURPOSE The City of Buena Park EOP describes a comprehensive “all hazards” emergency management system which provides for a response to disaster situations associated with natural disasters, technological incidents, terrorism and other emergencies and major disasters. It delineates operational concepts relating to various emergency situations, identifies components of the Emergency Management Organization, and describes the overall responsibilities for protecting life and property and assuring the overall well-being of the population.

The Plan also details the coordination of response services and support within the City and the City’s relationships, obligations and dependencies with other response organizations and governmental entities, to include mutual aid and specific statutory authorities, as well as state and federal agencies and the private sector. It provides detail regarding reporting requirements, as well as an overview of the City’s concept of operation for all hazards disaster management and coordination. This plan is designed to be flexible enough so that the City’s capabilities can adapt to a changing response environment and to the needs of supporting organizations.

The plan is supported by a number of annexes, which are categorized as: • Mission-specific or functional annexes (e.g., emergency management, emergency public information, evacuation); • Hazard-specific annexes (e.g., earthquake, flood); and, • Site-specific annexes (e.g., Knott’s Berry Farm).

Collectively, these annexes describe the operational actions, roles, and responsibilities of departments, agencies, and supporting organizations for a particular function, response, or site. A list of completed and planned annexes and their descriptions is in Section 15 – Annexes (page 65).

In addition, there are standalone emergency plans and assessments that are referenced in one or more of the above annexes, and/or within the body of this Basic Plan. These plans are, by reference, a part of this plan. Brief descriptions of each plan (or assessment) are included below. The relationships between and among plans are illustrated in Figure 1 (page 18). 1. City of Buena Park Local Hazard Mitigation Plan (LHMP). The Mitigation Plan documents all of the ongoing and future actions that contribute to minimizing or eliminating threats associated with hazards in the City. The Plan is federally mandated and ensures the City's eligibility for public assistance funds following a major regional disaster. An important component in the Mitigation Plan is a thorough analysis of the hazards and their impacts on City-owned facilities and the City at large. 2. City of Buena Park Continuity Plan. The Continuity Plan (may also be referred to as the City’s Continuity of Operations Plan) is designed to ensure the continuity of government and performance of essential functions during and after an emergency, disaster or other disruption to normal City of Buena Park business operations. The Continuity Plan is designed to serve as a tool to help the City effectively resume its critical and essential functions within 12 hours of an emergency (with or without advance warning), and to sustain continuous operations for the entire cycle of the incident up to 30 days. Like the EOP, the 2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 16 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Continuity Plan takes an all-hazards approach. 3. City of Buena Park Recovery Plan. The recovery process is best described as a sequence of interdependent, and often concurrent, activities that progressively advance a community toward a successful recovery. Because the burden of recovery is at the local level, advance planning is essential for the individual and economic health and wellness of the City. Recognizing that decisions made, and priorities set, early in the recovery process can have a cascading effect on the nature and speed of the recovery progress, this to-be-developed plan will address the intermediate to long-term recovery procedures and policies necessary to return the City to its pre-disaster or improved condition. 4. City of Buena Park Hazardous Materials Assessment (HMA). The HMA is represented as a comprehensive database of hazardous materials stored and utilized by commercial and industrial facilities in the city. The HMA takes into consideration proximity to populated areas, interaction of various chemicals and substances located in close proximity, etc. The HMA provides a useful dataset that can be used by first responders and emergency personnel for emergency mitigation, preparedness and response purposes. 5. City of Buena Park Water Vulnerability Assessment (WVA). The WVA addresses various threats to the Water Utility which could negatively impact or curtail the ability to provide safe drinking water and firefighting ability to the city. Identified threats may take the form of terrorist actions, natural catastrophes, and/or equipment failure. The information from this assessment will be used by the Water Utility to implement changes and upgrades to security procedures, record keeping, control and communication systems, and standard operating procedures. 6. City of Buena Park Emergency Operations Guide (EOG). The EOG is a tactical guide to EOC functions and operational protocols. It outlines EOC activation, operation, and deactivation policies, procedures and other information related to EOC operations in the City. The EOG includes detailed EOC position checklists and a comprehensive “whole community” resource directory.

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Figure 1. Buena Park emergency management-related plans

6.2. SCOPE The City of Buena Park’s EOP applies to any extraordinary emergency associated with any hazard, natural or human-caused, which may affect the City and result in a planned, coordinated response by multiple departments and/or supporting agencies. The EOP establishes an emergency organization and defines responsibilities for all departments and individuals (public and private) having roles in emergency preparedness, response, recovery and/or mitigation in the City. The EOP is designed to be compliant with SEMS and NIMS. The “City” consists of the City’s geographic boundaries, to include all residents, governmental entities and departments, businesses and non-profit organizations within the bounds of the City, and/or those individuals and entities operating or transiting the City.

The City contracts key services that have a direct bearing on the City’s emergency management organization; specifically, the OCFA is contracted for fire and emergency services, to include hazardous materials response. The City also contracts such services as its trash/refuse, fleet fuel, tree trimming, ambulance and animal control services. Therefore, close planning and coordination with these agencies and organizations is essential to the preparedness and response capabilities of the City.

The City has no hospitals or major medical systems within its boundaries. Public health and emergency medical services are provided County-wide through the Orange County HCA and its partners.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 18 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN During emergencies, the City Manager serves as the lead for the City. The City of Buena Park is a part of the OC OA, where the OC OA consists of the County and its political subdivisions to include special districts and cities. In accordance with SEMS, the City of Buena Park sends requests for additional support through the OC OA and its designated Emergency Management Organization, which is under the Orange County Sheriff’s Office. In the event that the OC OA cannot meet the needs of the City, requests are then sent to the Region, State and Federal levels in accordance with SEMS/NIMS.

This EOP has been developed to provide guidance for the City of Buena Park based on the following objectives: • Establish the City’s policy and procedures for response to emergencies. • Describe the City’s Emergency Management Organization and establish an integrated system for the effective management of emergencies. • Describe how people, including unaccompanied minors, individuals with disabilities, others with access and functional needs (DAFN), individuals with limited English speaking proficiency, service animals, household pets, and property are protected and addressed. • Describe the City’s dependencies and relationships with outside agencies and jurisdictions, as it relates to emergency response activities in the City. • Identify lines of authority and relationships. • Assign tasks and responsibilities. • Describe the resources available and means to acquire additional resources to support emergency response activities in the City. • Provide a framework to allow for the smooth transition from the response phase to the recovery phase. • Describe the functionality of the City’s EOC.

6.3. SITUATION The City of Buena Park, also known as the “Center of the Southland,” is located in the northernmost part of central Orange County. Buena Park borders the cities of Fullerton to the east, Anaheim to the south, Cypress to the west, La Palma to the northwest and Los Angeles County to the north (cities of Cerritos and La Mirada).

The City is 10.52 square miles in area, with an average elevation of approximately 75 feet above sea level. The City is wholly urban terrain (commercial, residential and industrial) crisscrossed by several major freeways and thoroughfares. Specifically, two major freeways run through Buena Park: the Santa Ana Freeway (Interstate 5) and the Artesia Freeway (California Highway 91). Three main north-south arterial streets cross the City (ordered from east to west): Beach Boulevard, Knott Avenue, and Valley View Street. There are also three major east-west arterial streets: (ordered from north to south) Artesia Boulevard, Orangethorpe Avenue, and La Palma Avenue.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 19 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN The United States Census Bureau lists the City’s 2013 population estimate at 82,882. Within a 5-mile radius of the City, there are approximately 619,383 people (California Department of Finance, 2012). The City has a variable daytime population of up to 150,000 people and given Buena Park’s location between major freeways and within major thoroughfares (see Figure 3, page 22), thousands of commuters pass through and by Buena Park each day; the majority of these being present during peak traffic hours (generally defined as 6:00 a.m. – 9:00 a.m. and 3:00 p.m. – 6:30 p.m.).

The City has a strong commercial and tourism base that employs residents and brings in sales tax to the city. Buena Park’s diverse economic base includes the manufacturing, tourism and distribution industries, and professional corporations and businesses. The City is perhaps best known as the home of Knott’s Berry Farm, a local amusement park that covers 160 acres in the City, and sees nearly 3.8 million visitors per year (2013 Global Attractions Attendance Report), with more than 10,000 seasonal and full-time employees.

The Buena Park Entertainment Zone (E-Zone) is located in the center of the city. The E-Zone includes attractions such as Knott’s Berry Farm, Knott’s Soak City USA, Medieval Times Dinner and Tournament, the Pirates Dinner Adventure, and many tourist-related hotels and motels. Buena Park Downtown is also part of the E-Zone; it consists of the Buena Park Mall and several surrounding retail stores, restaurants, and an 18-screen movie theater complex. The western- middle region of the City is composed mostly of a large commercial business section comprising approximately 100 highly diverse manufacturing and warehouse companies (see Figure 2, page 21).

The Los Coyotes Country Club, with its 18-hole golf course and luxury housing, is in the City’s northeast portion. The City also has several automobile and truck retailers centrally located in the Auto Center.

There are thirteen elementary schools, one junior high school, and two high schools (including one for students with disabilities/access and functional needs) located throughout the City. The City also has twelve parks of varying size.

The City has no hospitals within its boundaries. For any mass casualty incident, Buena Park will need to rely upon the OCFA and the Orange County Emergency Medical Services Agency for first-aid stations, medical personnel and other resources to help care for the injured. The closest hospitals to the City are La Palma Intercommunity Hospital and West Anaheim Medical Center.

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EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN

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Figure 3. General Plan traffic circulation plan

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 22 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN As of September 2015, 244 full-time municipal employees and 197 part-time employees serve the City. All employees, including part-time employees, are considered “Disaster Service Workers” and are considered participants in the City’s emergency operations. (Buena Park Municipal Code §8.00.070, Buena Park Administrative Policy Manual §200-43, California Government Code §3100-3101).

Overview maps of the City are available in the City of Buena Park 2035 General Plan, available at http://www.buenapark.com/city-departments/community-development/planning- division/general-plan.

6.4. HAZARD ASSESSMENT The City is exposed to a number of hazards, all of which have the potential for disrupting communities, causing damage, and creating casualties. The most significant hazards include natural hazards such as earthquakes, floods, drought, and pandemics; technological incidents such as hazardous materials releases, major transportation accidents, and utility emergencies; and human-caused incidents such as terrorism (including bioterrorism), mass shootings, and civil unrest.

In an effort to begin the process of hazard analysis for the City, and to supply emergency managers and City leaders with a basic understanding of these hazards, hazard summaries can be found in Attachment 2: Hazards (page 77).

In light of the City's susceptibility and vulnerability to natural and other hazards, continuing emphasis will be placed on emergency planning, training of full-, part-time and reserve personnel, public awareness and education, and ensuring the adequacy and availability of sufficient resources to cope with such emergencies. The City is engaged in ongoing public education programs, to include programs administered and/or supported under the Orange County Emergency Management Organization, and the Santa Ana/Anaheim Urban Areas Security Initiative (UASI), of which the City is a member. The programs focus on the need of individuals to be knowledgeable about the nature of disasters and proper responses to those disasters. They also encourage residents, businesses and organizations to make the necessary preparations for disasters and emergencies.

6.5. HAZARD MITIGATION The City of Buena Park will place emphasis on mitigation measures to reduce losses from disasters, including the development and enforcement of appropriate land use, design and construction regulations.

Simultaneously with development of this EOP in 2015, the City began development of its LHMP. The purpose of the LHMP is to enhance public awareness and understanding regarding local hazards; create a decision tool for management; promote compliance with state and federal program requirements; document and enhance City policies for hazard mitigation capability, and provide inter-jurisdictional coordination of mitigation-related programming. The LHMP was completed in November 2017.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 23 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 6.6. WHOLE COMMUNITY STRATEGY AND INCLUSION The “whole community” concept is a process by which residents, emergency management representatives, organizational and community leaders, and government officials can understand and assess the needs of their respective communities and determine the best ways to organize and strengthen their resources, capacities, and interests. Engaging in whole community emergency management planning builds a more effective path to societal security and resilience. This plan seeks to support the following whole community principles: • Understand and meet the needs of the entire community, including people with disabilities and those with other access and functional needs. • Engage and empower all parts of the community to assist in all phases of the disaster cycle. • Strengthen what works well in communities on a daily basis. • The effectiveness of the emergency response is largely predicated on the preparedness and resiliency of the collective community.

Community Resiliency Consists of Three Key Factors: 1. The ability of first responder agencies (e.g. fire, law and Emergency Medical Services [EMS]) to divert from their day-to-day operations to the emergency effectively and efficiently. 2. The strength and inclusivity of the emergency management system and organizations within the City, to include the City EOC, and emergency public information systems and tools (e.g., mass notification and communication systems, etc.). 3. The civil preparedness of the City’s residents, businesses and community organizations.

Focusing on enhancing all three of these components constantly focuses the City on improving overall resiliency.

As part of the City’s “whole community” approach and in order to be more inclusive in its comprehensive emergency management efforts, the City is establishing sub-committees and/or advisory/working groups to its Disaster Council. These groups and/or committees will provide input, guidance and recommendations to ensure the collective community of Buena Park is represented in all phases.

During the course of this plan’s development, three “Whole Community” meetings were conducted to specifically solicit information and input for the EOP. Attendees included representatives from schools/districts, fire/EMS, healthcare, DAFN experts and advocates, nongovernmental and community-based organizations (NGO/CBOs), private sector businesses and industry, and religious organizations. Expansion and marketing of this group to additional community representatives is anticipated in recognition of the great need for additional, continued planning and preparedness efforts. The group is expected to meet quarterly. Input from these meetings will be documented, and where appropriate, incorporated into emergency policies and planning documents, including this EOP and its annexes (both complete and planned). Through participation in this group, opportunities for organizations to develop/update their own plans, and participate in trainings and exercises will be provided.

The City will also develop and dedicate a prominent and easily-referenced section of its website to the provision of emergency management-related information to the public. To be included will

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 24 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN be this Basic EOP, Buena Park-specific hazard and threat information, and resources, information, and links to tools and resources to support individual and collective readiness and resiliency.

The City of Buena Park recognizes and understands that the collective community that is “Buena Park” is only as strong as its most vulnerable members and seeks to ensure that all persons regardless of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, military and veteran status, socioeconomic status, language, or residence have equal access to emergency systems and resources in the event of a disaster.

Given the diverse needs of the City, however, it is also understood that government alone cannot accomplish this. Therefore, the City calls upon all its members (residents, businesses, organizations, etc.) to engage, participate, and take ownership of the collective preparedness and resiliency effort in and for the City.

6.7. PLANNING ASSUMPTIONS The City of Buena Park is responsible for emergency response operations and will commit all available resources to save lives, minimize injury to persons, protect the environment, and minimize damage to property. The following assumptions were made in development of this plan: 1. The City will use SEMS and NIMS principles in its emergency management activities. 2. The Director of Emergency Services (DES)/Emergency Operations Center Director (e.g., the City Manager or their designee) will coordinate the City's disaster response in conformance with the City’s Municipal Code, unless otherwise superseded by statute or agreement. 3. The City is a member of, and will participate, in the Orange County Operational Area. 4. City resources will be made available to local agencies and residents to cope with disasters affecting this area. 5. Mitigation activities conducted prior to the occurrence of a disaster result in a potential reduction in loss of life, injuries, and damage. 6. Mutual aid assistance will be requested when emergency requirements exceed the City's ability to meet them; and will be provided as available. 7. The City is dependent upon external and/or contracted services for some of its primary emergency response-related activities; specifically, the City is contracted with the OCFA for fire, hazardous materials and emergency medical services, and the City depends upon the Orange County HCA to provide public health services for its population. The City also contracts services such as its trash/refuse, fleet fuel, tree trimming, ambulance and animal control services. 8. Supporting plans and procedures are updated and maintained by responsible parties.

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2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 26 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 7.0 CONCEPT OF OPERATIONS It is the responsibility of government to undertake an ongoing comprehensive approach to emergency management in order to mitigate the effects of hazardous events. The ultimate goals of emergency management (including mitigation, preparedness, response and recovery) are to: • Provide effective life safety measures, reduce property loss, and protect the environment. • Provide for the rapid resumption of impacted businesses and community services. • Provide accurate documentation and records required for cost recovery efforts.

Local government (e.g., the City of Buena Park) has the primary responsibility for emergency management activities within its jurisdiction. When an emergency exceeds the local government's capability to respond, assistance is requested from other local jurisdictions, and state and federal government. In any case, incident command and response operations remain with the local jurisdiction.

All jurisdictions within California operate under SEMS and NIMS. In the State of California, the use of SEMS is mandatory to be eligible for reimbursement of response-related personnel costs. The basic frameworks for SEMS and NIMS incorporate the use of the Incident Command System (ICS) and the Multi-Agency Coordination System (MACS). This EOP is based on SEMS and NIMS. It is understood that in an emergency scenario, the day-today activities, which do not contribute directly to the emergency operation, may need to be suspended for the duration of the emergency.

7.1. OPERATING UNDER SEMS/NIMS: APPLICATION TO BUENA PARK Fully activated, SEMS consists of the emergency management systems of all local jurisdictions (including special districts), Operational Areas (county-wide), Cal OES Mutual Aid Regions (two or more counties) and State Government. Figure 4 (page 28) identifies the five organizational SEMS levels, which are activated as necessary: field response, local government, operational area, region, and state.

As a local jurisdiction, the City of Buena Park is responsible for directing and/or coordinating emergency operations within the City, with the other levels being responsible for coordinating with, and/or providing support to the City and other local jurisdictions. • What “Field” and “Local” mean to Buena Park: Under SEMS/NIMS, the City is responsible for two of the five levels—namely, “field response” and “local government.” At the field response level, all department and agencies will use ICS to standardize the emergency response and report emergency-related information to the emergency management organization in the City’s EOC.

The EOC manages the overall city response to major disasters and coordinates inter- departmental activity, implements city policy, determines the mission and priorities, and provides direction and the authority to act. EOC personnel engage in long-range planning and coordination with outside agencies. The EOC is also the source of information coordination for dissemination to the public, and provides support for cost recovery efforts for the city, by tracking and reporting the personnel, supplies and equipment used by the city departments. 2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 27 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN

The City of Buena Park Emergency Management Organization is described in more detail in Section 8 – Organization and Assignment of Responsibilities.

• What the “Operational Area” means to the City of Buena Park: During emergencies, the Operational Area ([OA], defined as a County and all its political subdivisions, including cities and special districts) will Figure 4. SEMS Organizational Levels coordinate mutual aid and emergency operations within the OA and will be the channel for requesting mutual aid from the regional level. The EOC for the City of Buena Park coordinates with and through the Orange County Operational Area EOC, which is managed by the Orange County Sheriff Department, Emergency Management Division. In the event that resources exceed the capabilities of the City, requests are sent to the OA/OA EOC. • What “Region” means to the City of Buena Park: The OC OA/OA EOC reports to the Southern Regional Emergency Operations Center (REOC), which has additional resources in the event that OA/OA EOC resources are exceeded. The OC OA (and by extension, the City of Buena Park) is in Mutual Aid Region I, which also includes Los Angeles, Ventura, Santa Barbara, and San Luis Obispo Counties. Orange County/Buena Park is also a part of the Southern Administrative Region which includes Riverside, Imperial and San Diego counties as Mutual Aid Region VI. • What “state” and “federal” mean to the City of Buena Park: From the REOC, additional assistance can be requested from the state, which can then request federal assistance if necessary.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 28 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 7.2. EMERGENCY RESPONSE LEVELS Based on SEMS, the State of California and the OC OA EOP identify three levels of emergencies used to categorize the response to an emergency. This categorization is also utilized by the City of Buena Park. These levels are common to all annexes in this plan. These are noted below in Figure 5 (page 29).

Figure 5. Emergency Response Levels BUENA PARK | ORANGE COUNTY| STATE OF CALIFORNIA LEVEL 3 A minor to moderate incident wherein local resources are adequate and available. A LOCAL EMERGENCY may or may not be proclaimed. LEVEL 2 A moderate to severe emergency wherein local resources are not adequate and mutual aid may be required on a regional or even statewide basis. A LOCAL EMERGENCY may or may not be proclaimed and a STATE OF EMERGENCY might be proclaimed. LEVEL 1 A major disaster wherein resources in or near the impacted area are overwhelmed and extensive state and/or federal resources are required. A LOCAL EMERGENCY and a STATE OF EMERGENCY will be proclaimed and a PRESIDENTIAL DECLARATION OF EMERGENCY or MAJOR DISASTER may be requested.

Details and supporting documents regarding the City of Buena Park’s proclamation process can be found in EOP Annex A, Emergency Management.

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2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 30 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 8.0 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES The City of Buena Park has the overall responsibility to provide an effective emergency response in the City. The City uses SEMS and NIMS for incident management. These emergency management systems provide not only for the on-scene EMERGENCY DEFINED management of an incident, but also for the coordination of response activities “’Emergency’ means the actual or threatened between the City and other jurisdictions existence of conditions of disaster or of extreme (such as neighboring cities, the OC OA peril to the safety of persons and property within EOC, supporting agencies, etc.). [the City of Buena Park] caused by such conditions as air pollution, fire, flood, storm, The City of Buena Park’s emergency epidemic, riot or earthquake, or other conditions, management structure and organization including conditions resulting from war or cover all emergency management imminent threat of war, but other than conditions phases, specifically – mitigation, resulting from labor controversy, which conditions preparedness, response and recovery. are or are likely to be beyond the control of the services, personnel, equipment and facilities of References within this section are as the city, requiring the combined forces of other defined, and/or derived from the political subdivisions to combat.” description and authority in the City of Buena Park Municipal Code, Chapter 8, ~ BP MC §8.00.020 – Emergency Defined §8.00.010 – 8.00.090.

8.1. GENERAL The structure of the emergency organization is based on the following principles: • Compatibility with the structure of governmental and private organizations • Use of SEMS/NIMS • All-hazards approach • Clear lines of authority and channels of communication • Simplified functional structure • Incorporation into the emergency organization all available personnel resources having disaster capabilities • Formation of special purpose units to perform those activities particular to major emergencies • Includes mitigation, preparedness, response and recovery

A major emergency can change the working relationships between government and industry and among government agencies. For example: • Consolidation of several departments under a single chief, even though such departments normally work independently. • Formation of special purpose units (situation intelligence, emergency information, management to perform functions not normally required). Personnel assigned to such units may be detached from their regular employment when the units are activated.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 31 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN • Formation of multiple agencies or multiple jurisdiction commands to facilitate the response to an emergency.

Changes in the emergency organization as designed may be required for an effective response to specific incidents. Specific operational concepts, including the emergency response actions of City departments and supporting agencies, are reflected in the annexes and supplemental guides to this plan.

8.2. CITY OF BUENA PARK EMERGENCY MANAGEMENT ORGANIZATION The City of Buena Park Emergency Management Organization consists of the following entities: • Director of Emergency Services (DES) • Assistant Director of Emergency Services (ADES) • Disaster Council (and its subcommittees, groups and advisors) • All officers and employees of the City • All volunteers and/or others enrolled to assist the City in a disaster • Emergency Operations Center when activated

8.3. ASSIGNMENT OF RESPONSIBILITIES The DES (City Manager) and ADES (Chief of Police), together with the City Council, oversees the City’s emergency management organization as the primary leadership represented in the City Disaster Council (see below). They are empowered to review and approve emergency mutual aid plans and agreements, disaster mitigation, preparedness, response and recovery plans, and such ordinances, resolutions, rules and regulations as are necessary to implement them.

Director of Emergency Services The City Manager is designated as the Buena Park DES. The City Manager (or their designated successor or agent) will direct the City’s emergency management organization. In this role, the DES provides for the overall management and policy direction of mitigation, preparedness, response, and recovery operations in the City.

In the event of an actual or pending emergency, the DES has the authority to proclaim an emergency for the city and activate and direct all EOC activity and command and marshal resources to support the City’s response.

During an actual emergency, the DES, or his/her designee, will serve as the EOC Director (Management Section).

Assistant Director of Emergency Services In accordance with City Code, the City Manager designated an ADES, which is the Buena Park Police Department, Chief of Police. The ADES shall work with the DES to ensure the City’s overall emergency management program is implemented for all phases (e.g., mitigation,

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Disaster Council The City Disaster Council is empowered to develop and recommend for adoption by the City Council: • The City EOP and all related attachments, annexes and other plans having impact and/or bearing on the City’s emergency management efforts, such as the Continuity Plan and other plans as referenced in Section 6.1 – EOP Purpose (page 16) and Figure 1 (page 18). • Mutual Aid Agreements • Ordinances, resolutions, rules and regulations as necessary to implement such plans and agreements.

The Disaster Council meets upon call of the chairperson or Vice-Chairperson, or their designee(s). Primary membership of the Disaster Council is outlined in Figure 6 (page 33) below.

The Disaster Council may also include appointed representatives from civic, business, labor, veterans, professional or other organizations having an official emergency responsibility, as may be appointed by the director, with the advice and consent of the city council. The Disaster Council furthers the ‘whole community’ concept as outlined in Section 6.6 – Whole Community Strategy and Inclusion (page 24).

Figure 6. Disaster Council Membership ROLE RESPONSIBLE PARTY Chairperson Mayor Vice-Chairperson Director of Emergency Services (City Manager) Member Assistant Director of Emergency Services (Police Chief) Member Public Works Director Member Community Development Director Member Community Services Director Member Finance Director Member Human Resources and Risk Management Director Advisory Member Orange County Fire Authority Representative Advisory Member Disabilities, Access and Functional Needs Advisor

Coordinator of Emergency Services The City Manager has also employed a Coordinator of Emergency Services, who, in conjunction with the DES, ADES and Disaster Council coordinates the day-to-day preparedness efforts of the City, such as planning, training, exercises, and ‘whole community’ outreach. At a minimum, this individual should demonstrate strong experience in emergency management as well as ‘whole community’ inclusivity in all phases of emergency management (e.g., mitigation, preparedness, response and recovery).

Other City departments and supporting agencies have emergency responsibilities, as identified in Figure 8 (page 37). These agencies and departments are also responsible for developing and maintaining standard operating procedures.

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8.4. LINE OF SUCCESSION All levels of government are required to provide for the continuity of government in the event that current officials are unable to carry out their responsibilities. The City of Buena Park City Council has provided for a line of succession to the DES position in the event of a major emergency.

Should the DES be unavailable or unable to serve, the positions identified below in Figure 7 (page 34), in order, shall act as the DES, with all the powers and authorities of the DES. Alternates shall only be empowered to exercise the powers and authorities of the DES, if the DES and the alternates identified previously in the successive order are absent or otherwise unable to serve. The individual who serves as acting director shall have the Director’s authority and powers and will serve until the Director is again able to serve or until the City Council appoints a successor. Figure 7. Director of Emergency Services Succession ORDER OF SUCCESSION TITLE DEPARTMENT First City Manager City Manager Second Police Chief Police Third Public Works Director Public Works Fourth Community Development Director Community Development Fifth Community Services Director Community Services Sixth Finance Director Finance Seventh Human Resources and Risk Human Resources and Management Director Risk Management

Should these positions be unavailable or unable to serve, the individuals who hold permanent appointments to the above City positions will automatically serve as acting director in the order shown. The individual who serves as acting director shall have the Director’s authority and powers and will serve until the Director is again able to serve or until the City Council appoints a successor.

Notification of any successor changes shall be made through the established chain of command. The City of Buena Park Continuity Plan lists the lines of succession for each City department.

8.5. SEAT OF GOVERNMENT It is incumbent upon all levels of government to designate temporary seats of government in the event the normal location is not available. For example, the normal seat of government for the City is located at City Hall, 6650 Beach Blvd., Buena Park, California. In the event this location is not available, additional sites have been identified, in priority order, as the temporary seat of government and/or for alternate EOC operations. These sites shall have the capacity and capability to conduct operations, including the necessary equipment, communications, planning and response tools necessary to function as the seat of government and/or EOC.

These sites are identified in the Buena Park Continuity Plan and are not subject to public

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8.6. EMERGENCY PREPAREDNESS STRUCTURE In this plan, emergency operations are generally divided into the emergency functions (or positions) indicated in Figure 8 (page 37). Specific details on functional, organizational and operational concepts, responsibilities for providing support to or accomplishing a given function (or position-related task), and applicable policies and procedures are provided in the Emergency Management Annex (including detailed organization charts), and other annexes where appropriate.

Figure 8 also identifies the agencies and private organizations responsible to, or supporting, the City for the functions listed below.

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2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 36 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Figure 8. Buena Park EOC Primary and Support Functions BUENA PARK EOC PRIMARY AND SUPPORT FUNCTIONS BUENA PARK DEPARTMENTS EXTERNAL AGENCIES, PRIVATE SECTOR, AND NON-PROFITS

E CORONER -

Management MAYOR POLICE FINANC CAL OES Purchasing Water Utility City Attorney AUTHORITY CITY CLERK WASTE & RECYCLE

CITY COUNCIL LE MCINTOSH CTR ANIMAL CONTROL CITY MANAGER PUBLIC WORKS Y Building & Planning SALVATION ARMY BUENA PARK USD CAL HWY PATROL Facility Maintenance Vehicle Maintenance OC FIRE AUTHORITY HUMAN RESOURCES Economic Development AREA ANIMAL CONTROL OC TRANSIT AGENCY 211 ORANGE COUNTY OC

Emergency DA SOUTHERN CA EDISON COMMUNITY SERVICES COMMUNITY OC SHERIFF SOUTHERNGAS CO CA AMERICAN RED CROSS OC OPERATIONAL AREA Community Support Services PARK OC HEALTH CARE AGENCY SE COMMUNITY DEVELOPMENT COMMUNITY METROPOLITAN WATER DISTRICT

FUNCTIONS MANAGEMENT - – Primary Department/Section Chief: City Manager/City Manager’s Office Emergency Proclamations P S S S S EOC Director P S S S Legal Advisor P S S Liaison Officer P S S S Public Information /JIC P S S S S S S Gathering, Writing, Production, S P Analysis Dissemination S P Field Information S P Disabilities, Access & Functional Needs P S S Coordination EOC Coordinator P S S S Safety Officer P S S S Security (EOC) P S S

OPERATIONS – – Primary Department/Section Chief: BPPD or Public Works (Incident Specific) Care & Shelter P S S S S S S S S S

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BUENA PARK EOC PRIMARY AND SUPPORT FUNCTIONS BUENA PARK DEPARTMENTS EXTERNAL AGENCIES, PRIVATE SECTOR, AND NON-PROFITS

E CORONER -

Management MAYOR POLICE FINANC CAL OES Purchasing Water Utility City Attorney AUTHORITY CITY CLERK WASTE & RECYCLE

FUNCTIONS Construction & Engineering S P S S Utilities P S S S S S S S Public Works P Debris Management P Damage/Safety Assessment P S S S S S Fire / Rescue/ EMS S P S Hazardous Materials S P S S Radiological Protection S P S Search & Rescue S S P S Medical/Health S P S Medical Multi-Casualty S P S Public Health S S P S S Behavioral Health S P S S Law Enforcement P S S S Fatality Management S S P Animal Rescue/Control S S S P Traffic Control P S S S Evacuation P S S S PLANNING & INTELLIGENCE – Primary Department/Section Chief: Community Development

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BUENA PARK EOC PRIMARY AND SUPPORT FUNCTIONS BUENA PARK DEPARTMENTS EXTERNAL AGENCIES, PRIVATE SECTOR, AND NON-PROFITS

E CORONER -

Management MAYOR POLICE FINANC CAL OES Purchasing Water Utility City Attorney AUTHORITY CITY CLERK WASTE & RECYCLE

FUNCTIONS Resource Status/Tracking P S S S S Situation Status/Analysis P S S S Advance Planning P S S S S S Documentation S P S S S GIS P S S S Recovery S S P S S S S S S Demobilization P WebEOC P S S LOGISTICS – Primary Department/Section Chief: Public Works Communications / IT/Computer Systems P S S Communications P S S S Donations Management P S S S Facilities S P S S Personnel P S S Supply / Procurement P S S S Food S P S S S Transportation S P S S S S Volunteer Coordination P S S S Clerical Support S P

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BUENA PARK EOC PRIMARY AND SUPPORT FUNCTIONS BUENA PARK DEPARTMENTS EXTERNAL AGENCIES, PRIVATE SECTOR, AND NON-PROFITS

E CORONER -

Management MAYOR POLICE FINANC CAL OES Purchasing Water Utility City Attorney AUTHORITY CITY CLERK WASTE & RECYCLE

FUNCTIONS FINANCE & ADMINISTRATION – Section Chief: Finance Cost Accounting S P S S Compensation & Claims P S S Cost Recovery Documentation P S S Time Keeping P S S

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Changes in green Page 40 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 9.0 DIRECTION, CONTROL, AND COORDINATION The City Council, the City Manager as the designated DES, the Disaster Council and the City’s EOP provides the structure, based upon SEMS and NIMS, for implementing city-level policy and operational coordination for domestic incident response. The response structure can be partially or fully implemented in response to a potential/actual threat, in anticipation of a significant event, or in response to an incident. Selective implementation allows for a scaled response, delivery of the exact resources needed, and a level of coordination appropriate to each incident.

9.1. LOCAL RESPONSE STRUCTURE All incidents will be managed at the lowest possible level. Responders will use ICS to manage response operations. In accordance with SEMS/NIMS, the City will exhaust its resources, enact established mutual aid agreements, and then seek support from the OC OA. In the event the needs of the City exceed that of the OA, the OA will then request regional, and if needed state/federal support.

Additional information regarding the organization of the local response structure can be found in EOP Annex A, Emergency Management.

9.2. ON-SCENE COMMAND AND MANAGEMENT The on-scene Incident Commander is responsible for all response activities, including the development of strategies and tactics and the ordering and release of resources. The Incident Commander has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site. When multiple command authorities are involved, the incident may be led by a unified command comprised of officials who have jurisdictional authority or functional responsibility for the incident under an appropriate law, ordinance, or agreement. The unified command provides direct, on-scene control of tactical operations. At the tactical level, on-scene incident command and management organization are located at an Incident Command Post (ICP), which is typically comprised of local and mutual aid responders.

9.3. CITY OF BUENA PARK EOC The decision to activate the EOC will be made by the DES when there is a significant incident in the City (e.g., an earthquake causing more than minimal damage1, dam failure or uncontrolled dam release, an incident involving a displacement of City residents or businesses for an extended time, etc.); there is an incident that has occurred, or is likely to occur, that will require a large commitment of City resources over an extended period of time; or where additional resource support and/or coordination of response assets is necessary.

The decision to activate the EOC may also come upon receiving a request from an Incident Commander, to include a request from OCFA (contracted fire/emergency medical services) who determines that additional resources or capabilities are needed for incident response.

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Figure 9 (page 42) identifies the positions with authority to activate the EOC (in order of succession).

In the event that none of the individuals identified below are available or able to be reached, additional details regarding continuity of government for the City of Buena Park can be found in Attachment 3 – Continuity of Government (page 91).

Figure 9. EOC Activation Authority by Order of Succession ORDER OF SUCCESSION TITLE DEPARTMENT First City Manager (Director of Emergency City Manager Services) Second Police Chief (Assistant Director of Police Emergency Services) Third Public Works Director Public Works Fourth Community Development Director Community Development Fifth Community Services Director Community Services Sixth Finance Director Finance Seventh Human Resources Director Human Resources

The EOC helps to form a common operating picture of the incident; assists on-scene command with external coordination and the securing of additional resources; and coordinates/liaises with other jurisdictions and special districts, to include the OC OA.

Core functions of the EOC include coordination, communications, resource allocation and tracking, and information collection, analysis, and dissemination. To accomplish this, the EOC will be activated and staffed to the appropriate level necessary for the response.

The EOC is organized into five sections, each responsible for carrying out different aspects of the response, specifically: Management, Operations, Planning & Intelligence, Logistics, and Finance & Administration. • Management Section. Responsible for overall management of the emergency and for providing policy and guidance for the emergency response. The Management Section is responsible for coordinating the overall response/recovery effort (prioritizing, decision- making, coordination, tasking, and conflict resolution). This includes reporting to the City Council. The EOC Director, Public Information Officer (PIO), DAFN Coordinator, Legal Officer, Liaison Officer(s), EOC Coordinator, Security Officer and Safety Officer comprise the Management Section. • Planning & Intelligence Section. Responsible for preparing the EOC Action Plan, maintaining resource status, and collecting, analyzing and displaying incident-related information in order to provide the overall common operating picture. The Planning & Intelligence Section helps to set the “operational tempo” of the EOC, and coordinates all EOC briefings to ensure EOC staff members are aware of the current response effort and objectives. • Operations Section. Responsible for coordinating all incident-related tactical operations as directed by the Management Section and in accordance with incident objectives. The Operations Section coordinates priority missions with the Branch Directors (branches may

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Activation levels and additional information regarding EOC operations can be found in EOP Annex A, Emergency Management. Tactical procedures and checklists for activating and setting up the EOC are further described in the City of Buena Park Emergency Operations Guide.

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2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 44 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 10.0 INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION The EOC serves as the hub for information collection, analysis, and dissemination of information relating to an incident or event.

Establishing a common operating picture and maintaining situational awareness are essential to effective incident management. Information gathered by on-scene responders, by communications centers and dispatch centers, the media, and the public in general will be analyzed by stakeholders, departments, agencies, and organizations and verified for accuracy.

Information for responders will be disseminated via the on-scene incident command staff. Information for the public will be disseminated via the City PIO or their designee. The PIO and the City’s PIO Organization will utilize available media outlets, to include social media, interpreting systems for the deaf and hard-of-hearing, AlertOC, and other modes, to get necessary information to the public as soon as possible. The PIO organization (and/or the Joint Information Center [JIC] when activated) plays a large role in the collection, analysis, and dissemination of information in general in an emergency. For additional information regarding the City’s PIO/JIC/Emergency Public Information system, see EOP Annex B, Emergency Public Information.

Periodic EOC briefings will be held to update agencies, departments, organizations, and other entities of the current status of the incident, event, or disaster. The briefings will take place as often as necessary, determined by the EOC Director, and guided by the “Planning P” or other best practice (see Emergency Management Annex). Briefings should occur at least once per shift, with the understanding that the schedule may be, and will be, adjusted to suit the needs of the situation.

Information needing to be shared with other levels of government, other agencies and departments outside the city, and the private sector will be shared as necessary to ensure public safety, economic integrity and effective resources for response and recovery.

10.1. ESSENTIAL ELEMENTS OF INFORMATION Essential Elements of Information (EEIs) are the critical items of information required by senior leaders within a particular timeframe that, when related to other available information and intelligence, may be used to reach a logical decision. A sample list of EEIs that may be common in most emergencies affecting the City can be found in the Emergency Operations Guide. EOC personnel and City planners can use the EEIs to enhance mitigation, preparedness, response, and recovery capabilities. Specifically, in the event of an emergency, the EEIs can help EOC staff to quickly prioritize key tasks and information requests.

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2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 46 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 11.0 COMMUNICATIONS Communication should be a two-way flow (both top down, and bottom up) through the established ICS structure. All communications should use plain language and avoid acronyms or jargon.

The EOC serves as the hub of information for the incident, and will communicate necessary information and response actions to the field. Information will be communicated from the field to the EOC. The Management Section in the EOC will make priority decisions and provide guidance and direction to the EOC General Staff. EOC General Staff will coordinate the management of the incident per the direction of the Management Section.

Communication will be coordinated between the City EOC and all responding departments and supporting agencies through various forms of communications devices, channels and methods. If the EOC is activated, all incident related information, updates, resource requests, etc. will be done in accordance with communications policies and procedures outlined in EOP Annex A, Emergency Management and in the City of Buena Park EOG. Communications with the OC OA EOC include WebEOC in addition to other methods chosen to communicate, and as requested, by the OC OA EOC.

Currently, the City maintains alternate systems for emergency communications. The EOC is equipped with additional communications systems in addition to the public dial network (landline phone and Internet access). The systems, including 800 MHz radios, amateur radio (e.g., “ham radio”, Radio Amateur Civil Emergency Service), Water Emergency Response Organization of Orange County radios, and cellular phones/data, provide alternate modes for communicating with, and among, City departments and support agencies and to a broad range of OA, State and other agencies. The Buena Park Police Department also has one satellite communication system that can allow connection back into the phone system if local circuits are busy or disrupted.

The Police Department, followed by the Public Works department, possess the greatest number (volume) and types of communication devices in the City including phones, cellular devices, computers, wireless cards, 800 MHz radios, etc. Further details regarding these capabilities can be found in the City’s Continuity Plan.

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2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 48 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 12.0 ADMINISTRATION, FINANCE, AND LOGISTICS 12.1. ADMINISTRATION All assets (human resources, facility, and equipment resources) of the City will become the purview of the EOC to direct in any way necessary to respond to an emergency.

Incident Command in the field will be instrumental in monitoring and documenting needs and requests to the EOC. Personnel in the EOC will handle and document available resources and requests, as well as keep disaster records in relation to damage, expenses, time, assistance and recovery. Accounting is necessary to keep records dealing with documentation, damages, and costs associated with the incident.

On a day-to-day basis, the following departments provide Financial, Accounting, Procurement and Human Resource Management services:

• Finance Department. The Finance Department is responsible for all cash management functions, accounting functions, and ensuring compliance with the annual adopted budget. • City Manager’s Office, Purchasing Division. The Purchasing Division (a division of the City Manager’s Office) is responsible for ensuring that the purchase of equipment and professional services are processed in accordance with the City’s approved Purchasing Ordinance. The Purchasing Ordinance includes provisions that allow other departments to seek bids for products and services within established dollar values. In this manner, these departments can fulfill limited functions of the purchasing process. • Public Works Department. The Public Works Department frequently is involved in conducting bids for major capital projects and professional services. This is accomplished in strict compliance with the Purchasing Ordinance. Depending on the nature of work being bid, and the estimated value of the resulting purchase or contract, the Public Works Department may directly seek informal bids in order to secure the product or service. Other products or services of a higher value may require joint participation with the Purchasing Division and ultimate approval of the City Manager or City Council. • Human Resources. The Human Resources Department is responsible for personnel recruitment and selection activities, labor negotiations, job classification and compensation analysis, employee benefits administration, organizational development and training, Employee Assistance Program, discipline and grievance handling, and employee recognition.

In an incident, personnel from these departments will fulfill roles within the Finance & Administration and Logistics Sections of the EOC. The Finance Department will serve as the Lead Department for the Finance & Administration Section and the City Manager’s Office/Purchasing Division will serve as a Supporting Department/Division.

The City Manager’s Office/Purchasing Division will serve as the lead department/division for the Logistics Section and the Human Resources and Finance departments will serve as supporting departments. Additional information regarding lead/support departments can be found in Figure 8 (page 37).

Applicable City of Buena Park Municipal Codes addressing disaster finance and procurement

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 49 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN include the following chapters and ordinances. While all chapters and ordinances apply and contain valuable and mandatory information, key subsections applicable to disaster/emergency are denoted as sub-bullets: • Chapter 3.28, Purchasing System o §3.28.080 – Bidding Generally, Section A – emergency considerations • Chapter 8.00, Emergency Organization o §8.00.090 – Expenditures for Emergency Activities • City Ordinance 1537, File No. 64 – Ordinance Providing Procedures for Award of Public Works Projects o Page 2, references to formal and informal bid processes and the limits thereof

Further, the City of Buena Park will comply with the following Codes of Federal Regulations (CFR) for documentation, time, compensation and cost accounting, and purchasing and emergency procedures as outlined in the California Emergency Services Act (CESA) Legal Authority for Emergency Expenditures and the California Disaster Assistance Act (CDAA), as noted below: • 2 CFR Part 200 (§200.333 Record Retention through §200.337 Restrictions on public access to records. (Documentation) • 2 CFR Part 200 (§200.430 Compensation—personal services through §200.439 Equipment and other capital expenditures. (Time, compensation and cost accounting) • 2 CFR Part 200 (§200.318 General procurement standards through §200.326 Contract provisions. (Purchasing) • CESA, Article 16 (§8654.b Authority of Governor during emergency or major disaster). • CDAA, Article 4 Allocations to Local Agencies and Article 5 – Funds.

The City of Buena Park should comply with its own procurement procedures in accordance with applicable state and local laws and regulations, provided it conforms to applicable federal laws and standards. If there is a question regarding applicable law(s), ordinance(s), etc., the more stringent policy shall apply.

12.2. FINANCIAL MANAGEMENT State and local entities do not normally integrate emergency expenditures into their budgeting process. Nevertheless, events occur on a periodic basis requiring substantial and necessary unanticipated obligations and expenditures.

The EOC Finance & Administration Section manages all financial, administrative and cost analysis aspects of an emergency. Initially, this work may be done in the EOC, but in later stages of the emergency this function may be accomplished at alternate locations and/or concurrently within the bounds of normal operating procedures.

Disaster-related expenditures and obligations of state agencies, local jurisdictions and organizations may be reimbursed under a number of federal programs. The federal government may authorize reimbursement of approved costs for work performed in the restoration of certain public facilities after a major disaster declaration by the President of the United States under the statutory authority of certain federal agencies.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 50 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN

The Finance & Administration Section in the EOC is responsible for the following functions, which depending upon the size and scale of the incident, and in accordance with SEMS principles, may be represented by specific units by the same name(s) within the Section: • Time keeping • Compensation and claims • Cost accounting • Cost recovery

The Finance & Administration Section documents: • Expenditures • Vendor contracting • Purchase authorizations • Property damage • Timekeeping records (force account labor) • Injury claims • Equipment use (force account equipment) • Cost accounting

The Finance & Administration Section works closely with the Logistics Section to ensure proper documentation of human, equipment, and other resources, as well as procurement processes.

Audits of state and local jurisdiction emergency expenditures will be conducted in the normal course of state and local government audits. Audits of projects approved for funding with federal disaster assistance funds are necessary to determine the eligibility of the costs claimed by the applicant. The City recognizes that proper documentation in accordance with established codes and regulations is essential for state and/or federal reimbursement.

In the City of Buena Park, event documentation shall be captured and tracked by various methods which may include activating one or more “Emergency Activity Codes” and/or establishing a “Disaster Fund” in the City’s financial accounting system based upon the size and complexity of the emergency response required. In the City’s financial accounting system, activities are used to track all of the expenses associated with a particular function. Figure 10 (page 52) provides a case example of how the City’s financial accounting system can scale in an emergency.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 51 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Figure 10. Case Example: The City's Financial Accounting System in an Emergency EXAMPLE: THE CITY’S FINANCIAL ACCOUNTING SYSTEM IN AN EMERGENCY

The City of Buena Park’s Financial Accounting System can scale to accommodate small and larger sized emergency responses.

Normal Business: During normal business the City’s financial accounting system utilizes “6-digit activity codes” which identify the work process. For example, the “Sewer Activity - 452410” accounts for expenses related to cleaning and making ordinary repairs to the sanitary sewer system, including personnel and equipment. In the same manner, the ” Street Maintenance Activity – 560210” accounts for expenses related to the maintenance of roadways. Note: This methodology applies to all functions of the City organization, with each function being assigned a unique activity code.

Emergency Response: Finance Management designates one or more unique activity codes to the emergency tasks. A Level 1 emergency may only require one activity code to track the expenses of police officers to secure an area damaged by a storm. However, if the services of public works employees are also required to provide debris removal in the same emergency response, then a unique Activity Code will be assigned for their work.

The City’s financial accounting system also includes unique Object Codes within each Activity to track the various types of expenditures, such as codes for salaries, overtime, health insurance, tools and equipment, uniforms, etc. In this manner, each type of recovery cost associated with any emergency or disaster requiring a substantial response effort can be tracked.

In order to more fully outline the City’s disaster-related cost controls, as well as financial cost recovery policies and procedures, the City will develop a Finance Disaster Recovery Manual. Additional information regarding the Finance & Administration Section, to include this manual can be found in the Emergency Management Annex.

12.3. LOGISTICS Logistics provides guidance for coordinating resources needed to support planned events, emergency response, and recovery operations. Logistics primarily addresses protocols, processes, and systems for requesting, utilizing, tracking and reporting resources that are outside the standard practices of pre-existing discipline-specific mutual aid agreements (e.g., law enforcement, public works, fire).

For the purposes of this document, and its associated annexes, a “resource” is defined as “personnel, teams, equipment, facilities, and supplies needed to achieve an identified task.”

The Logistics Section is responsible for the coordination and management of citywide resources during an event. Logistics main functions include, but are not limited to: • Identification of logistics / resource • Resource tracking and reporting requirements • Donations and volunteer management • Inventory of resources • Certification and credentialing • Requesting resources • Recovery and demobilization

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 52 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN • Ordering and acquiring resources • Reimbursement • Mobilizing resources • Resource allocation and prioritization

To ensure proper documentation and to maximize cost recovery, the Logistics Section works closely with the Finance & Administration Section.

Additional details regarding the EOC Logistics Section may be found in EOP Annex A, Emergency Management.

12.4. MUTUAL AID/AGREEMENTS AND UNDERSTANDINGS Should City resources prove to be inadequate during an emergency, requests will be made for assistance from other local jurisdictions, higher levels of government, and other agencies in accordance with existing or emergency negotiated mutual-aid agreements and understandings. Such assistance may take the form of equipment, supplies, personnel, or other available capability. When City resources are committed and additional resources are required, the City will request Mutual Aid through the proper channels to the OC OA, or in accordance with other established protocols and procedures as outlined in the specific Mutual Aid Agreement (MAA).

Mutual aid, including personnel, supplies, and equipment, is provided in accordance with the California Master Mutual Aid Agreement, and other City and OC OA MAAs, including Public Works and Law Enforcement MAAs.

Any additional agreements and understandings that may be entered into at the time of a disaster, will be duly authorized by the City Manager, acting as the DES, and the City Council, and will be formalized in writing whenever possible.

See Attachment 4: Mutual Aid (page 95) for details regarding California’s Mutual Aid system, of which the City of Buena Park is a participating member. This Attachment also provides an overview of how the City of Buena Park fits into the larger mutual aid system, as well as specific policies and procedures. Individual annexes also include more specific mutual aid information, as appropriate.

The City recognizes the importance of the private and non-profit sectors in the emergency organization. Business and industry own, or have access to, substantial response and support resources. Additionally, CBOs and other NGOs provide valuable resources before, during, and after a disaster. These resources can be effective assets at any level. The City will continue to engage in outreach and communication efforts with the greater Buena Park community as outlined in Section 6.6 – Whole Community Strategy and Inclusion (page 24), as well as support OC OA-level organizations, such as the Orange County Community Organizations Active in Disaster (COAD-OC).

12.5. STAFF AUGMENTATION/DISASTER SERVICE WORKERS Per California Government Code §3100-3101, all public employees are designated as Disaster Service Workers (DSWs). The term “public employees” includes all persons employed by the state, or any county, city or public district. Furthermore, Buena Park Municipal Code, Chapter 8, 2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 53 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN §8.00.070 and the City of Buena Park’s Administrative Policy Manual, §200-43 – Emergency Services Activities states that every employee (and officer of the City) is a participant in the City’s emergency organization.

Some City departments (such as Police and Public Works) have specific disaster response duties that employees are trained to fulfill. For those City employees who do not have a specific disaster assignment, or specific emergency-related training, they may be assigned to perform general duties under the DSW Program. All paid (full- and part-time) City employees are designated as DSWs.

In an emergency, supervisors may release non-essential City employees (those who are not required for continuity of operations) from their typical day-to-day duties so they are available to assist any agency or organization in carrying out its emergency response duties. Gaining agencies and organizations will assign DSWs to duties within the scope of their training, skills, and ability.

If necessary, other personnel, including volunteers, can be quickly registered by the County, or as appropriate, groups within COAD-OC in accordance with the OC OA’s EOP – Volunteer/Donations Management Plan Annex as DSWs. Under the DSW designation, workers are provided Workers Compensation and liability coverage. A list of pre-registered volunteers affiliated with volunteer organizations who are identified as DSWs, is available from “OneOC”.

12.6. RECORDS AND REPORTS The City is engaged in ongoing records preservation activities. The City Clerk, with the assistance of all City Departments, abides by document retention guidelines established at the departmental level on a day-to-day basis. The City’s Continuity Plan includes an inventory of vital records, systems, data management software and equipment, and their locations, necessary to perform essential functions and activities and to reconstitute normal department operations following an emergency. The Continuity Plan identifies the necessary and reasonable steps to protect such information, no matter the form or media, and must include: 1. Selection of vital records identified through the City’s Records Retention Schedule, and those in accordance with the City’s Continuity Plan. 2. Identification and protection of systems, data management software, and equipment necessary to access vital records, no matter the media. 3. Review of protection methods available and appropriate for vital records and information preservation. 4. Identification of alternate storage locations for vital information. 5. Identification of the vital records and information that should receive priority during salvage operations. 6. Development of audit measures and maintenance to ensure current and effective recovery systems, including all vital information stored on all forms of media. 7. Establishment of administrative procedures and policies.

Additional information related to vital records and reports can be found in the Emergency Management Annex, the City of Buena Park Continuity Plan, and the EOG.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 54 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 12.7. NONDISCRIMINATION There will be no discrimination on grounds of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or military and veteran status in the execution of emergency management functions. This policy applies to all levels of government, contractors, and labor unions.

Further, the City of Buena Park will be in compliance with the Americans with Disabilities Act (ADA). Therefore, all communications must seek to address the provision of appropriate auxiliary and aids and services to ensure effective communication with individuals with disabilities, and to ensure individuals with disabilities are not separated from service animals and assistive devices and can receive disability-related assistance throughout emergencies. Resources to support these can be found in the Resource Directory, which is provided as an attachment to the EOG.

12.8. ADMINISTRATION AND INSURANCE CLAIMS Commercial insurance companies and adjustment agencies normally handle policyholder claims due to damage or injury caused by covered natural or technological hazards. Insurance companies usually dispatch adjustors to a disaster area to assist with claims. The City will attempt to allow insurance adjustors to enter damaged areas as soon as it is safe to do so. Policyholders should refer to the California Department of Insurance any disputes with adjustors or insurance companies.

The City is self-insured against property damage and liability. Claims against the City will be forwarded to the Human Resources and Risk Management Department for investigation and settlement.

12.9. AFTER-ACTION/CORRECTIVE ACTION REPORTING SEMS regulations require any jurisdiction proclaiming a Local Emergency for which the governor proclaims a State of Emergency to complete and transmit an After-Action Report (AAR) and Corrective Action Report (CAR) to Cal OES within ninety days of the incident period’s close.

The AAR documents the City’s response activities and identifies areas of concern and success. The CAR will set out a work plan for implementing improvements in the response and recovery system.

The AAR is a composite of documents submitted by all functions and provides a broad perspective of the incident. It references documents that are more detailed and addresses all areas specified in the regulations. It includes information gathered from all documents generated during the response phase and interviews of emergency responders. It will coordinate with, but not encompass, hazard mitigation. Hazard mitigation efforts, however, may be included in the AAR’s “Recovery Actions to Date” section.

At a minimum, the AAR must provide: • Response actions taken

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 55 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN • Applications to SEMS/NIMS • Suggested modifications to SEMS/NIMS • Necessary mediation to plans and procedures • Identified training needs • Recovery activities to date

The EOC Planning & Intelligence Section, in conjunction with the Emergency Services Coordinator, develops the AAR and CAR. The Emergency Services Coordinator will ensure the AAR’s completion and distribution. Within 90 days, the Emergency Services Coordinator (or the Assistant Director of Emergency Services) will send the AAR/CAR to the Cal OES Southern Region, with an information copy to the OC OA.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 56 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 13.0 PLAN DEVELOPMENT AND MAINTENANCE

13.1. PLAN REVISION AND MAINTENANCE CYCLE The objective of any Emergency Management Organization is efficient and timely response during emergencies. This City EOP is the first step toward that objective. The City Manager acting as the DES, in conjunction with the ADES and the Disaster Council, is responsible for making revisions to the plan that will enhance the conduct of response operations and will prepare, coordinate, publish and distribute any necessary changes to the plan to all entities as shown on the record of distribution list of this Plan (see Section 5 – Record of Distribution), page 13). Basic Plan changes will be approved by the City of Buena Park City Council. To ensure the EOP is a relevant, up-to-date tool, the City of Buena Park EOP will be reviewed and updated every three (3) years by the City Disaster Council/EOP Working Group.

Changes to improve the plan will be incorporated into the plan based on lessons learned during drills, exercises or actual emergencies and/or best practices/lessons learned from jurisdictions outside the City. Significant changes at the local (City and/or County/OA), state and/or federal levels may precipitate an out of cycle emergency update and/or review.

Plan annexes are designed to allow for adaptation to changes in policy, doctrine, processes and to the specifics of various hazards, which can occur frequently. As such, they are not tied to the Basic Plan maintenance process or City Council approval. Therefore, the annexes will be updated on an ongoing annual basis, and at a minimum, in cycle with revisions to the Basic Plan.

13.2. TRAINING Planning alone will not achieve preparedness or build and maintain resilience. Training and Figure 11. Preparedness Cycle exercising are essential components of the ongoing Preparedness Cycle (Figure 11) to make emergency operations personnel, and their support systems, operationally ready.

As a member of the OC OA, all agency and department staff who may participate in emergencies in the OA EOC must receive appropriate SEMS, NIMS, and other specialized training as required by SEMS regulations, NIMS policy, or their job function, respectively. The City of Buena Park has extended these recommendations to include all personnel that may be required to respond to an emergency incident in the City. Individual departments are responsible for coordinating and executing training, and/or sending employees to attend appropriate training programs.

When a new City employee is hired, it is up to the individual department director or supervisor to

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 57 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN notify the employee of any required training, and to contact the Buena Park Police Department (BPPD) Training Office (for sworn and civilian police employees) or Human Resources (for all other City employees) to coordinate.

Although some of the NIMS trainings below are available online through the FEMA’s Emergency Management Institute Independent Study Program, live training deliveries provide a substantially richer environment for the learning and sharing of important information. Figure 12 (page 59) represents the current City of Buena Park training standards for those with designated emergency roles.

According to the U.S. Department of Homeland Security NIMS Training Program (September 2011), in conjunction with participating in exercises and real events, emergency management and response personnel should refresh their mandated NIMS training every three years.

In addition to online and City-sponsored training, courses are available through both the OC OA and the Santa Ana/Anaheim UASI. Calendars of these events are maintained by these respective organizations.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 58 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Figure 12. NIMS/SEMS Training Requirements

NIMS/SEMS TRAINING

COMPLIANCE STANDARDS 00) 0) S

(ICS Source: Adapted From Cal OES Training Reference Chart (June 2012)

DUCTION (IS 800)

SEMS INTRODUCTIONSEMS NIMS AWARENESS (IS 7 NATIONAL RESPONSE PLAN INTROICS 100) ICS BASIC (ICS 200) ICS INTERMEDIATE (IC 300) ADVANCEDICS (ICS 40 All City executives and decision makers (response-related department    heads and elected officials) All City staff who may be tasked to    assist during a major emergency All first responders and registered volunteers (e.g., Community    Emergency Response Teams, etc.) All staff with assignments in the      Emergency Operations Center All EOC staff member who may serve as “Management Staff” (e.g., member        of the Management Section) or “General Staff” (Section Chief) Any field responder who may serve as “Command Staff” (e.g., member of        the Command Section) or “General Staff” (Section Chief) Any whose primary responsibility is emergency management (e.g., City’s        Emergency Services Coordinator)

Training is also scheduled as needed and to accommodate personnel changes. Specialized training courses (e.g., tactical operations, disaster finance, etc.) are the responsibility of the primary responsible City department (e.g., Police, Finance, etc.) to identify, develop, execute and attend. The Buena Park Police Department (BPPD) Training Office (for sworn and civilian police employees) and Human Resources (for all other City employees) maintain documentation of all training programs, including evidence of SEMS and NIMS training. The City will endeavor to provide and/or verify trainings that may be necessary or desired for contracted professional services that may have a role in disaster response and recovery, such as contracted building inspectors/engineers.

13.3. EXERCISES The best method for putting training to the test and allowing staff to demonstrate and practice their skills in a near real-world situation is through exercises. Exercises allow personnel to become thoroughly familiar with the procedures, facilities and systems which will be used in emergency situations. 2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 59 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN

The Homeland Security Exercise and Evaluation Program (HSEEP) is a capabilities and performance-based exercise program that provides standardized methodology and terminology for exercise design, development, conduct, Figure 13. HSEEP Exercise Continuum evaluation, and improvement planning. Following HSEEP doctrine and best practices, a regular exercise program should be progressive and exercises can be accomplished in several ways. Figure 13 summarizes the continuum of discussed-based to operations-based exercises. As the level of capabilities exercised is increased, the commitment needed for planning and training also increases: • Tabletop exercises provide a convenient and low cost method of introducing officials to problem situations for discussion and problem solving. Such exercises are a good way to see if adequate emergency policies and procedures exist. • Functional exercises simulate actual emergencies. They typically involve complete emergency management staffs and are designed not only to exercise procedures, but to also test the readiness of personnel, communications, and facilities. Functional exercises are typically conducted at least once per year in the City of Buena Park. • Full-scale exercises involve the actual movement of people and equipment to respond to a simulated event in the field. EOCs are activated, as well as the field component(s), to provide all players with as realistic an experience as possible. These exercises are the final step in the exercise progression and provide all players with valuable information. These “lessons” can then be applied to existing plans to improve response. Buena Park typically participates in full-scale exercises once every four years.

Recognizing this, the City agrees to participate in scheduled HSEEP exercises, as part of the Anaheim/Santa Ana Urban Area Security Initiative, to which Buena Park is a signatory to the Combined Areas HSEEP Three-Year Exercise Plan. The date and type of exercises will be identified in the annual City Emergency Management Calendar. At a minimum, the City may participate in the OC OA’s annual exercise, and seek to conduct at least one additional exercise to test plan specifics such as EOC operations, whole-community integration and coordination, or some element of the Basic Plan and/or its annexes.

The City of Buena Park will also seek to offer at least one “whole community” event per year with the theme of “Emergency Preparedness & Resilience.” When possible these events will be in collaboration with other agencies or emergency response organizations, such as the American Red Cross and the OC Sheriff’s Department, Emergency Management Division. This may take the form of exercise participation, such as the Great California ShakeOut, an open

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 60 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN house, and/or representation/association at other public events that attract a solid number of residents and guests (e.g., booth/table with information, etc.) or other event designed to involve the inclusive community in disaster preparedness. Literature and/or information on how to access online preparedness resources, and resources in other accessible formats, will be provided at these events. The City will endeavor to provide any documents or presentations in English, Spanish and Korean, at a minimum.

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2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 62 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 14.0 AUTHORITIES & REFERENCES The following provides emergency authorities for conducting and/or supporting emergency operations:

City of Buena Park • City of Buena Park Resolution No. 13350 adopting the 2015 City of Buena Park Emergency Operations Plan – Basic Plan, December 8, 2015. • City of Buena Park Municipal Code, Chapter 8, Sections 8.00.010 – 8.00.090 – Emergency Organization • City of Buena Park Administrative Policy Manual, Item 200-43 – Emergency Services Activities • Buena Park Police Department, General Orders • City of Buena Park Local Hazard Mitigation Plan (2017) • City of Buena Park Continuity Plan (2016) • City of Buena Park Emergency Operations Guide (ongoing) • City of Buena Park Water Vulnerability Assessment (2015) • City of Buena Park Hazardous Materials Assessment (2015)

County of Orange • Unified County of Orange/Orange County Operational Area Emergency Operations Plan (2016) • County of Orange Resolution, adopting the California Master Mutual Aid Agreement, adopted November 28, 1950 • Orange County Law Enforcement Mutual Aid Compact • Orange County Fire Service Operational Area Mutual Aid Plan • Orange County – Los Angeles County Public Works Master Mutual Aid Agreement (1989); all Cities within the County of Orange are signatories as of 2012; and all Los Angeles cities are signatories.

State of California, Office of Emergency Services • California Emergency Services Act (California Government Code, Title 2, Division 1, Chapter 7) • California State Emergency Plan (October 2017) and sub-plans/annexes • Governor's Orders and Regulations for a War Emergency (1971) • Operational Areas (California Government Code, Title 2, Chapter 7, Article 9, Section 8605) • California Disaster and Civil Defense Master Mutual Aid Agreement (November 1950) • California Emergency Management Mutual Aid Plan (November 2012) • California Law Enforcement Mutual Aid Plan (July 2019) • California Fire Service and Rescue Emergency Mutual Aid Plan (April 2019) • Standardized Emergency Management System Guidelines (September 2006) • California Disaster Assistance Act (California Government Code, Title 2, Division 1, Chapter 7.5)

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 63 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN • California Office of Emergency Services, Emergency Proclamations Guide Quick Reference Guide for Local Government (March 2014) • California Public Records Act (California Government Code, Title 1, Division 7, Chapter 3.5, §6250)

Federal • Developing and Maintaining Emergency Operations Plans, Comprehensive Preparedness Guide (CPG) 101, Version 2.0 (November 2010) • Federal Emergency Management Agency, Guidance on Planning for Integration of Functional Needs Support Services in General Population Shelter (November 2010) • Federal Emergency Management Agency, A Whole Community Approach to Emergency Management: Principles, Themes and Pathways for Action (December 2011) • Americans with Disabilities Act (1990) • ADA Amendments Act (P.L. 110-325, 2008), and those associated with them • Rehabilitation Act (P.L. 93-112, 1973), Sections 501, 503, 504 and 508 • Older Americans Act (P.L. 89-73, 1965), Title III • Emergency Management Assistance Compact (EMAC) (1996) • Executive Order 13407, Public Alert and Warning System • Presidential Memorandum “Emergency Alert System (EAS) Statement of Requirements” (1995) • Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, 42 U.S.C. 5121, et seq., as amended • Homeland Security Presidential Directive 5, Management of Domestic Incidents (February 2003) • Homeland Security Presidential Directive 8, National Preparedness (December 2003) • Code of Federal Regulations, Title 44, Chapter 1, Federal Emergency Management Agency (October 2007) • Post-Katrina Emergency Management Reform Act of 2006, 6 U.S.C. 701 • National Response Framework (as revised) • National Incident Management System (NIMS) (October 2017) • Presidential Decision Directive (PDD) 39 (U.S. Policy on Counterterrorism) and PDD 62 (Protection Against Unconventional Threats to the Homeland and Americans Overseas)

All authorities and references listed apply to the Basic Plan and all corresponding annexes. City of Buena Park references are on file at the City Manager’s Office in hardcopy format and electronically on the City’s N:/ drive under “N:/18-Emergency Management/References-Laws- Codes”. County of Orange, state and federal references are available electronically in the aforementioned location. Agreements with voluntary organizations and other governmental and private organizations are also on file, as appropriate.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 64 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 15.0 ANNEXES While the Basic Plan covers general emergency policy and doctrine, many functions require more specific guidance. Also, various types of emergencies need more detailed guidelines and discussions of policies. The City of Buena Park’s EOP annexes fill these needs.

Typically, there are three kinds of annexes: functional, hazard-specific, and site-specific: • Functional annexes discuss certain functions or operations that cut across most or all emergencies, such as emergency management and public information. • Hazard-specific annexes concern the peculiarities of certain types of emergencies, and how the general policies and doctrines in the Basic Plan may need to be modified in those circumstances. • Site-specific annexes provide emergency coordination details regarding properties within the bounds of the City that, if impacted, could have major ramifications for the City and where additional coordination with groups external to the City are required (e.g., Knott’s Berry Farm).

Due to the sensitivity of the information contained in the annexes, these are redacted from public view in accordance with Section 5.3 – Disclosure Exemptions (page 13).

COMPLETION ANNEX TITLE ANNEX DESCRIPTION DATE FUNCTIONAL ANNEXES This Annex describes how emergencies will be managed within the city by Emergency Management February 2017 providing a basis for centralized control, coordination, and direction of emergency operations. This Annex provides guidance for the conduct and coordination of public information activities and the processes Emergency Public Information March 2017 needed to provide alerts and warning to the population impacted by or at risk from an emergency. This Annex describes care and shelter operations within the City of Buena Park, defining the collective and individual Mass Care & Shelter April 2018 responsibilities of City and nongovernmental agencies responding to, or acting in support of mass care and shelter operations. This Annex will describe how debris removal and management will be Debris Management Future accomplished in the City following a disaster or emergency.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 65 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN COMPLETION ANNEX TITLE ANNEX DESCRIPTION DATE FUNCTIONAL ANNEXES This Annex outlines strategies, procedures, recommendations, and Evacuation and Mass November 2019 organizational structures that can be used Movement to implement a coordinated evacuation effort for the city. Hazard/Threat-Specific Annexes This Annex will provide an overview of earthquake hazards and will describe the mitigation and preparedness efforts, Earthquake Future response actions, public alert and warning strategies, specialized resources, and recovery activities in response to an earthquake. This Annex is intended to provide specific policy and guidance for the planning and Flood or Dam Failure In development response needs generated by the flood and dam-failure hazards facing Buena Park. This Annex will outline preparedness and response policies and strategies the City Pandemic Future will follow to counter a regional or global pandemic. This Annex establishes processes, policies, and procedures specific to Transportation Emergency January 2017 responding to transportation-related (aircraft, rail, bus, and pipeline) incidents. This Annex will provide guidance on local assistance and resources to enable restoration of water, sewer, and electrical systems following a catastrophic failure. It Utilities Future will identify potential utility shortfall triggers and coordinate private and public sector response efforts to ensure timely restoration of services. Site-Specific Annexes This Annex provides guidance on the coordination and response processes, Knott’s Berry Farm/Knott’s On hold policies, and procedures for an incident Soak City within Knott’s Berry Farm and Knott’s Soak City.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 66 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN ATTACHMENT 1: ACRONYMS & GLOSSARY OF TERMS A-1.1 ACRONYMS A AAR After-Action Report ADA Americans with Disabilities Act ADES Assistant Director of Emergency Services B BPPD Buena Park Police Department C CAR Corrective Action Report CBO Community-Based Organizations CDAA California Disaster Assistance Act CESA California Emergency Services Act CFR Code of Federal Regulation COAD-OC Orange County Community Organizations Active in Disaster D DAFN Disabilities, Access and Functional Needs DES Director of Emergency Services DSW Disaster Service Worker E EMAC Emergency Management Assistance Compact EMS Emergency Medical Service EOC Emergency Operations Center EOG Emergency Operations Guide EOP Emergency Operations Plan F FEMA Federal Emergency Management Agency H HAZMAT Hazardous Materials HCA Orange County Health Care Agency HMA Hazardous Materials Assessment HSEEP Homeland Security Exercise and Evaluation Program I ICP Incident Command Post ICS Incident Command System J JIC Joint Information Center L LHMP Local Hazards Mitigation Plan M MAA Mutual Aid Agreement MACS Multi-Agency Coordination System N NGO Non-Governmental Organization NIMS National Incident Management System O OA Operational Area 2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 67 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN OC Orange County OC OA Orange County Operational Area OCFA Orange County Fire Authority Cal OES California Office of Emergency Services P PIO Public Information Officer POD Points of Dispensing / Distribution R REOC Regional Emergency Operations Center S SCEC Southern California Earthquake Center SEMS Standardized Emergency Management System SPRR Southern Pacific Railroad U UASI Urban Areas Security Initiative W WMD Weapons of Mass Destruction WNV West Nile Virus WVA Water Vulnerability Assessment

A-1.2 GLOSSARY

Activation: (1) The notification and recall of jurisdiction staff to respond to an emergency. (2) Bringing a facility or resource into operation.

After-Action Report (AAR): A post-incident report covering response actions, application of SEMS, modifications to plans and procedures, training needs, and recovery activities. AARs are required under SEMS after any emergency which requires a declaration of an emergency. Reports are required within 90 days of the emergency’s end.

Agency: An agency is a division of government with a specific function, or a non-governmental organization (e.g., private contractor, business, etc.) that offers a particular kind of assistance. In ICS, agencies are defined as jurisdictional (having statutory responsibility for incident mitigation), or assisting and/or cooperating (providing resources and/or assistance). (See Assisting Agency, Cooperating Agency and Multi-agency.)

Agency Administrator or Executive: Chief executive officer (or designee) of the agency or jurisdiction that has responsibility for the incident.

Agency Representative: An individual assigned to an incident or to an EOC from an assisting or cooperating agency who has been delegated authority to make decisions on matters affecting that agency's participation at the incident or at the EOC. Agency Representatives report to the Liaison Officer at the SEMS incident and EOC levels.

Area Command: An organization established to: 1) oversee the management of multiple incidents that are each being handled by an Incident Command System organization; or 2) to

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 68 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN oversee the management of a very large incident that has multiple Incident Management Teams assigned to it. Area Command has the responsibility to set overall strategy and priorities, allocate critical resources based on priorities, ensure that incidents are properly managed, and ensure that objectives are met and strategies followed.

Branch: The organizational level at the SEMS Field Level having functional or geographic responsibility for major parts of incident operations. The Branch level is organizationally between Section and Division/Group in the Operations Section, and between Section and Units in the Logistics Section. Branches are identified by the use of Roman Numerals or by functional name (e.g., medical, security, etc.). Branches are also used in the same sequence at the SEMS EOC Levels.

Branch Director: The ICS title for individuals responsible for supervision of a Branch at the Field Level. At SEMS EOC levels, the title Branch Coordinator is preferred.

Chain of Command: A series of management positions in order of authority

Command Post: (See Incident Command Post)

Command Staff: The Command Staff at the SEMS Field level consists of the Information Officer, Safety Officer, Legal Officer and Liaison Officer. They report directly to the Incident Commander. They may have an assistant or assistants, as needed. These functions may also be found at the EOC levels in SEMS. At the EOC, they would report to the EOC Director but may be designated as Coordinators. At EOCs, the functions may also be established as Sections, or Branches to accommodate subsequent expansion.

Compacts: Formal working agreements among agencies to obtain mutual aid.

Continuity of Operations Planning: Helps ensure that the facility can sustain operations that are absolutely vital including administrative and business components immediately following a crisis or disaster situation.

Cooperating Agency: An agency supplying assistance other than direct tactical or support functions or resources to the incident control effort (e.g., American Red Cross, telephone company, etc.).

Coordination: The process of systematically analyzing a situation, developing relevant information, and informing appropriate command authority of viable alternatives for selection of the most effective combination of available resources to meet specific objectives. The coordination process (which can be either intra- or inter-agency) does not involve dispatch actions. However, personnel responsible for coordination may perform command or dispatch functions within the limits established by specific agency delegations, procedures, legal authority, etc. Multi-agency or Inter-agency coordination is found at all SEMS levels.

Cost-Sharing Agreements: Agreements between agencies or jurisdictions to share designated costs related to incidents. Cost sharing agreements are normally written but may also be verbal between authorized agency or jurisdictional representatives at the incident.

Delegation of Authority: A statement provided to the Incident Commander by the Agency 2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 69 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Executive delegating authority and assigning responsibility. The Delegation of Authority can include objectives, priorities, expectations, constraints and other considerations or guidelines as needed. Many agencies require written Delegation of Authority to be given to Incident Commanders prior to their assuming command on larger incidents.

Department Operations Center (DOC): A facility used by a distinct discipline, such as flood operations, fire, medical, hazardous material, or a unit, such as Department of Public Works, or Department of Health. DOCs may be used at all SEMS levels above the field response level depending upon the needs of the emergency.

Deputy: A fully qualified individual who, in the absence of a superior, could be delegated the authority to manage a functional operation or perform a specific task. In some cases, a Deputy could act as relief for a superior and therefore must be fully qualified in the position. Deputies may also be found as necessary at all SEMS EOC levels.

Division: Divisions are used to divide an incident into geographical areas of operation. Divisions are identified by alphabetic characters for horizontal applications and, often, by numbers when used in buildings. Divisions are also used at SEMS EOC levels and are found organizationally between Branches and Units.

Division or Group Supervisor: The position title for individuals responsible for command of a Division or Group at an Incident. At the EOC level, the title is Division Coordinator.

Emergency: A condition of disaster or of extreme peril to the safety of persons and property caused by such conditions as air pollution, fire, flood, hazardous material incident, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestations or disease, the Governor's warning of an earthquake or volcanic prediction, or an earthquake or other conditions, other than conditions resulting from a labor controversy.

Emergency Services Director / Emergency Management Director: The individual within each political subdivision that has overall responsibility for jurisdiction emergency management. For cities and counties, this responsibility is commonly assigned by local ordinance.

Emergency Operations Center (EOC): A location from which centralized emergency management can be performed. EOC facilities are established by an agency or jurisdiction to coordinate the overall agency or jurisdictional response and support to an emergency.

Emergency Operations Plan (EOP): The plan that each jurisdiction has and maintains for responding to appropriate hazards.

EOC Action Plan: The plan developed at the SEMS EOC level that contains objectives, actions to be taken, assignments and supporting information for the next operational period.

Field Operations Guide (FOG): A pocket-size manual of instructions on the application of the Incident Command System.

Finance Section: One of the five primary functions found at all SEMS levels which is responsible for all costs and financial considerations. At the incident the Section can include the Time Unit, Procurement Unit, Compensation/Claims Unit and Cost Unit. 2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 70 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN

Function: In ICS, function refers to the five major activities in the ICS, i.e., Command, Operations, Planning, Logistics and Finance. The same five functions also are found at all SEMS EOC levels. At the EOC, the term Management replaces Command. The term function is also used when describing the activity involved, e.g., "the planning function."

General Staff: The group of management personnel reporting to the Incident Commander or to the EOC Director. They may each have a deputy, as needed. At the Field SEMS level, the General Staff consists of: • Operations Section Chief • Planning/Intelligence Section Chief • Logistics Section Chief • Finance Section Chief • At some SEMS EOC levels, the position titles are Section Coordinators.

Group: Groups are established to divide the incident into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division (see Division). Groups are located between Branches (when activated) and Resources in the Operations Section.

Incident: An occurrence or event, either human-caused or by natural phenomena, that requires action by emergency response personnel to prevent or minimize loss of life or damage to property and/or natural resources.

Incident Action Plan (IAP): The plan developed at the field response level which contains objectives reflecting the overall incident strategy and specific tactical actions and supporting information for the next operational period. The plan may be oral or written.

Incident Commander (IC): The individual responsible for the command of all functions at the field response level.

Incident Command Post (ICP): The location at which the primary command functions are executed. The ICP may be collocated with the incident base or other incident facilities.

Incident Command System (ICS): The nationally used standardized on-scene emergency management concept specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, with responsibility for the management of resources to effectively accomplish stated objectives pertinent to an incident.

Incident Objectives: Statements of guidance and direction necessary for the selection of appropriate strategy(s), and the tactical direction of resources. Incident objectives are based on realistic expectations of what can be accomplished when all allocated resources have been effectively deployed. Incident objectives must be achievable and measurable, yet flexible enough to allow for strategic and tactical alternatives.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 71 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Joint Information Center (JIC): A facility established to coordinate all incident-related public information activities. It is the central point of contact for all news media at the scene of the incident. Public information officials from all participating agencies should collocate at the JIC.

Joint Information System (JIS): Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, timely information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the Incident Commander; advising the Incident Commander concerning public affairs issues that could affect a response effort; and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort.

Jurisdiction: The range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority for incident mitigation. Jurisdictional authority at an incident can be political/geographical (e.g., special district city, county, state or Federal boundary lines), or functional (e.g., police department, health department, etc.). (See Multi- jurisdiction)

Liaison Officer: A member of the Command Staff at the Field SEMS level responsible for coordinating with representatives from cooperating and assisting agencies. At SEMS EOC levels, the function may be done by a Coordinator and/or within a Section or Branch reporting directly to the EOC Director.

Local Government: Means local agencies per Article 3 of the SEMS regulations. The Government Code 8680.2 defines local agencies as any city, city and county, county, school district or special district.

Local Government Advisory Committee (LGAC): Committees established by the Director of OES to provide a forum for the exchange of information among the cities and counties of a Mutual Aid Region. The LGAC may develop a consensus of action and policy among local emergency managers on issues, policies, and programs of concern to local governments, and if necessary bring such concerns to the attention of OES Executive Management.

Logistics Section: One of the five primary functions found at all SEMS levels. The Section responsible for providing facilities, services and materials for the incident or at an EOC.

Master Mutual Aid Agreement: An agreement entered into by and between the State of California, its various departments and agencies, and the various political subdivision, municipal corporations, and other public agencies of the State of California to assist each other by providing resource during an emergency Mutual aid occurs when two or more parties agree to furnish resources and facilities and to render services to each other to prevent and combat any type of disaster or emergency.

Mitigation: The activities designed to reduce or eliminate risks to persons or property or to lessen the actual or potential effects or consequences of an incident. Mitigation measures may be implemented prior to, during, or after an incident. Mitigation measures are often formed by lessons learned from prior incidents. Mitigation involves ongoing actions to reduce exposure to, probability of, or potential loss from hazards. Measures may include zoning and building codes, 2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 72 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN floodplain buyouts, and analysis of hazard-related data to determine where it is safe to build or locate temporary facilities. Mitigation can include efforts to educate governments, businesses, and the public on measures they can take to reduce loss and injury.

Mobilization: The process and procedures used by all organizations Federal, state and local for activating, assembling, and transporting all resources that have been requested to respond to or support an incident.

Multi-Agency or Inter-Agency Coordination: The participation of agencies and disciplines involved at any level of the SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.

Multi-Agency Coordination System (MACS): The combination of personnel, facilities, equipment, procedures and communications integrated into a common system. When activated, MACS has the responsibility for coordination of assisting agency resources and support in a multi-agency or multijurisdictional environment. A MAC Group functions within the MACS. MACS organizations are used within the California Fire Services.

Mutual Aid Agreement: Written agreement between agencies and/or jurisdictions in which they agree to assist one another upon request, by furnishing personnel and equipment.

Mutual Aid Coordinator: An individual at local government, operational area, region or state level that is responsible to coordinate the process of requesting, obtaining, processing and using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual aid system.

National Incident Management System (NIMS): A system mandated by HSPD-5 that provides a consistent nationwide approach for Federal, State, local, and tribal governments; the private sector; and 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.

Office of Emergency Services (OES): The Governor's Office of Emergency Services.

Operational Area (OA): An intermediate level of the state emergency organization, consisting of a county and all political subdivisions within the county area.

Operational Period: The period of time scheduled for execution of a given set of operation actions as specified in the Incident Action Plan. Operational Periods can be of various lengths, although usually not over 24 hours.

Operations Section: One of the five primary functions found at all SEMS levels. The Section is responsible for all tactical operations at the incident, or for the coordination of operational 2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 73 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN activities at an EOC. The Operations Section at the SEMS Field Response Level can include Branches, Divisions and/or Groups, Task Forces, Teams, Single Resources and Staging Areas. At the EOC levels, the Operations Section would contain Branches or Divisions as necessary because of span of control considerations.

Planning Meeting: A meeting held as needed throughout the duration of an incident to select specific strategies and tactics for incident control operations and for service and support planning. On larger incidents, the planning meeting is a major element in the development of the Incident Action Plan. Planning meetings are also an essential activity at all SEMS EOC levels.

Planning Section: (Also referred to as Planning & Intelligence) One of the five primary functions found at all SEMS levels. Responsible for the collection, evaluation, and dissemination of information related to the incident or an emergency, and for the preparation and documentation of Incident or EOC Action Plans. The section also maintains information on the current and forecasted situation, and on the status of resources assigned to the incident. At the SEMS Field Response level, the Section will include the Situation, Resource, Documentation, and Demobilization Units, as well as technical specialists. Other units may be added at the EOC level.

Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring. Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine the full nature and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and apprehending potential perpetrators and bringing them to justice.

Public Information Officer (PIO): A member of the Command Staff responsible for interfacing with the public and media or with other agencies requiring information directly from the incident. There is only one Public Information Officer per incident. The PIO may have assistants. This position is also referred to as Public Affairs or Information Officer in some disciplines. At SEMS EOC levels, the information function may be established as a Coordinator or as a section or branch reporting directly to the EOC Director.

Region Emergency Operations Center (REOC): Facilities found at State OES Administrative Regions. REOCs are used to coordinate information and resources among operational areas and between the operational areas and the state level. The Southern Region REOC is located at Joint Training Base Los Alamitos.

Resources: Personnel and equipment available, or potentially available, for assignment to incidents or to EOCs. Resources are described by kind and type, and may be used in tactical support or supervisory capacities at an incident or at EOCs.

Recovery: The development, coordination, and execution of service-and site-restoration plans; the reconstitution of 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 2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 74 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN learned; post-incident reporting; and development of initiatives to mitigate the effects of future incidents.

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.

Safety Officer: A member of the Command Staff at the incident or within an EOC responsible for monitoring and assessing safety hazards or unsafe situations, and for developing measures for ensuring personnel safety. The Safety Officer may have assistants.

Section: That organization level with responsibility for a major functional area of the incident or at an EOC, e.g., Operations, Planning, Logistics, Finance & Administration.

Section Chief: The ICS title for individuals responsible for command of functional sections: Operations, Planning/Intelligence, Logistics and Finance & Administration. At the EOC level, the position title will be Section Coordinator.

Service Branch: A branch within the Logistics Section responsible for service activities at the incident. Includes the Communications, Medical and Food Units.

Special District: A unit of local government (other than a city, county, or city and county) with authority or responsibility to own, operate or maintain a project (as defined in California Code of Regulations 2900(s) for purposes of natural disaster assistance. This may include a joint- powers authority established under section 6500 et seq. of the Code.

Staging Area: Staging Areas are locations set up at an incident where resources can be placed while awaiting a tactical assignment. Staging Areas are managed by the Operations Section.

Standardized Emergency Management System (SEMS): A system required by California Government Code for managing response to multi-agency and multi-jurisdiction emergencies in California. SEMS consists of five organizational levels which are activated as necessary: Field Response, Local Government, Operational Area, Region, State.

State Operations Center (SOC): An EOC facility operated by the Governor's Office of Emergency Services at the state level in SEMS. It is located at the former Mather AFB in Rancho Cordova.

Support Branch: A Branch within the Logistics Section responsible for providing personnel, equipment and supplies to support incident operations. Includes the Supply, Facilities and Ground Support Units.

Type: Refers to resource capability. A Type 1 resource provides a greater overall capability due to power, size, capacity, etc., than would be found in a Type 2 resource. Resource typing provides managers with additional information in selecting the best resource for the task.

Unified Area Command: A Unified Area Command is established when incidents under an 2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 75 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Area Command are multi-jurisdictional. (See Area Command and Unified Command.)

Unified Command: In ICS, Unified Command is a unified team effort which allows all agencies with responsibility for the incident, either geographical or functional, to manage an incident by establishing a common set of incident objectives and strategies. This is accomplished without losing or abdicating agency authority, responsibility or accountability.

Unit: An organizational element having functional responsibility. Units are commonly used in incident Planning, Logistics, or Finance sections and can be used in Operations for some applications. Units are also found in EOC organizations.

Unity of Command: The concept by which each person within an organization reports to one and only one designated person.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 76 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN ATTACHMENT 2: HAZARDS The maps and graphics provided in this section are for overview and orientation purposes. Higher resolution images, as well as additional detailed hazard information can be found in the City of Buena Park Local Hazard Mitigation Plan. A-2.1 EARTHQUAKE The City of Buena Park is located in a seismically active region, with a number of earthquake faults near the City. The Norwalk Fault is the only fault that crosses the City, though it has no surface trace. The San Andreas, Norwalk, Whittier, and Newport-Inglewood Fault Zones are the primary faults capable of generating earthquakes that could affect the City.

Threat The greatest threat posed by any sizable local earthquake is its effect on the City’s underlying soils. Nearly the entirety of the City is considered a liquefaction zone, in which water-saturated or otherwise unstable soils act to magnify seismic shaking and fail during even high-moderate earthquakes. All of the City’s major facilities are built on such soils.

Figure 14. Regional Earthquake Faults Map

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 77 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN San Andreas Fault The San Andreas Fault extends over 600 miles, crossing through more than two-thirds the length of California. The fault is divided into segments that have somewhat distinctive behavior patterns. The southern segment is over 300 miles long. Geologists can demonstrate that at least eight major earthquakes of Richter magnitude 7.0 or larger have occurred along the southern San Andreas Fault in the past 1200 years, with an average spacing in time of 140 years, plus or minus 30 years. The last major earthquake on this segment occurred in 1680. Geologists estimate that the San Andreas may have the potential to generate a maximum credible earthquake of M8.5. Based on the evidence and other geophysical observations, geologists estimate the probability for the recurrence of a similar earthquake at greater than 50% in the next 30 years.

Newport-Inglewood Fault The Newport-Inglewood Fault is considered the second-most-active fault in California. It extends from the Santa Monica Mountains southeastward through the western part of Orange County to the offshore area near Newport Beach. It was the source of the destructive M6.4 Long Beach earthquake in 1933, which caused 120 deaths and considerable property damage. During the past 60 years, numerous other quakes ranging from M3.0 to M5+ have been recorded. The Southern California Earthquake Center (SCEC) reports probable earthquake magnitudes for the Newport-Inglewood fault to be in the range of 6.0 to 7.4.

Elsinore Fault Zone The Elsinore Fault Zone is located in the northeast part of Orange County. This fault follows a general line easterly of the Santa Ana Mountains into Mexico. Elsinore Fault zone’s main trace is about 112 miles long. The last major earthquake on this fault occurred in 1910 (M6.0), and the interval between major ruptures is estimated to be about 250 years. SCEC estimates probable earthquake magnitudes for the main trace of the Elsinore fault to be in the range of 6.5 to 7.5. The Elsinore Fault zone splits into two segments at its northern end: the 25-mile-long Whittier Fault (probable magnitudes between 6.0 and 7.2), and the 25-mile-long Chino Fault (probable magnitudes between 6.0 and 7.0).

San Jacinto Fault Zone The San Jacinto Fault Zone is approximately 30 miles north and east of the county. SCEC has estimated the interval between ruptures on this 130-mile-long fault zone to be between 100 and 300 years per segment. The most recent event (1968, M6.5) occurred on the southern half of the Coyote Creek segment. SCEC reports probable earthquake magnitudes for the San Jacinto fault zone to be in the range of 6.5 to 7.5. 2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 78 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN San Joaquin Hills Thrust Fault The San Joaquin Hills Thrust Fault is a southwest-dipping blind-thrust fault originating near the southern end of the Newport-Inglewood Fault close to Buena Park, at the western margins of the San Joaquin Hills. Rupture of the entire area of this blind thrust fault could generate an earthquake as large as M7.3. A minimum average recurrence interval of approximately 1650 to 3100 years is estimated for moderate-sized earthquakes on this fault.

Puente Hills Fault The Puente Hills Fault is a blind thrust fault that runs from northern Orange County to downtown Los Angeles. Specifically, it runs approximately 25 miles from the La Puente Hills region in the southeast to just south of Griffith Park in the northwest. The fault is referred to as a blind thrust fault due to a lack of superficial ground features normally associated with thrust faults that have recently experienced seismic activity. The fault is considered the source of the 1987 Whittier Narrows earthquake. Studies indicate that the fault has experienced four major earthquakes ranging in magnitude from 7.2 to 7.5 in the past 11,000 years, but that the recurrence interval for these large events is on the order of several thousand years.

A-2.2 FLOOD/STORM The City of Buena Park contains no natural, permanent water features. A number of small man- made lakes exist within the Los Coyotes Country Club and at the Lakeside housing tract at Dale and Malvern. In addition, three major storm-drain channels traverse the City and transport water on occasion: Coyote Creek, Brea Creek, and Fullerton Creek.

The National Flood Insurance Program has designated Buena Park as a city of minimal flood hazard. National Weather Service storm monitoring has historically provided warning times within hours prior to a flooding event. The ability of City employees and contractors to conduct an evacuation, provide sandbagging, and perform other mitigating measures depends on the amount of warning time that the City receives from weather services.

Threat Historically, Orange County has experienced intermittent widespread flooding. Storm drain improvements by the Orange County Flood Control District generally provide relief from the flooding. According to the Flood Insurance Rate Map for Orange County, the projected 100-year flood for Buena Park is contained within Coyote Creek, Brea Creek, and Fullerton Creek storm drain channels. However, like most of Orange County, the projected 500-year flood may result in widespread flooding throughout the entire City.

The Los Angeles County Drainage Area's flood control system manages storm waters nearby to Buena Park. According to the U.S. Army Corps of Engineers, the system does not have sufficient capacity to provide adequate flood protection. A 100-year flood on the main system would inundate about 82 square miles, where over 500,000 people live. Figure 15 (page 80) provides a map of the Buena Park flood zones.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 79 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN

Figure 15. Buena Park Flood Zones

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 80 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN A-2.3 DAM FAILURE Four dams upstream of Buena Park present potential hazards: Prado Dam, Fullerton Dam, Brea Dam, and Carbon Canyon Dam. The failure of any of these dams could cause loss of life, destroy thousands of properties and greatly affect residential, business and tourism in the area.

Brea Dam Brea Dam, located in the northeastern portion of the City of Brea, is an earth-fill dam that was designed to hold 12,000-acre feet of water. If dam waters were to exceed this capacity, portions of Buena Park could be affected.

Carbon Canyon Dam Carbon Canyon Dam (or Carbon Creek Dam) is a dam at the northern edge of the county. The dam is approximately four miles east of the city of Brea and approximately 12 miles north of the city of Santa Ana. The drainage area above the dam is 19.3 square miles and is encompassed entirely within the Puente and Chino Hills. Carbon Canyon Creek flows in a generally southwesterly direction onto the coastal Orange County Plain, joins Coyote Creek, and then flows into the San Gabriel River.

Fullerton Dam Fullerton Dam is a dam located just 1.6 miles from Brea, in Orange County. Fullerton Dam was constructed by the U.S. Army Corps of Engineers in 1941. At normal levels it has a surface area of 1 acre. Also known as Fullerton Reservoir, the Fullerton Dam is of earthen construction and is 46 feet high with a length of 575 feet. Maximum discharge is 3,640 cubic feet per second, with a capacity of 1,342 acre feet.

Prado Dam Prado Dam is located approximately 20 miles east-northeast of Buena Park in Riverside County. The dam was designed in the 1930s, but its functioning capacity was increased in November 1999 following completion of the Seven Oaks Dam. Prado Dam is located approximately 40 miles upstream on the Santa Ana River. During a flood, Seven Oaks Dam will store water destined for Prado Dam for as long as the reservoir pool at Prado Dam is rising. When the flood threat at Prado Dam has passed, Seven Oaks Dam will begin to release its stored flood water at a rate that does not exceed the downstream channel capacity. Working in tandem, the Prado and Seven Oaks Dams provide increased flood protection to Orange County.

Figure 16 (page 82) represents the Prado Dam inundation map.

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Figure 16. Prado Dam Inundation Map

A-2.4 HAZARDOUS MATERIALS Hazardous materials (HAZMAT) are defined as substances that can cause harm to the health of animals or people, or damage the environment, when released in an uncontrolled manner. HAZMAT can be chemical, biological, or radiological, or even naturally occurring substances in a concentration or location that causes harm. Tens of thousands of HAZMAT incidents occur nationwide every year.

A hazardous material spill or release can pose a risk to life, health, or property. In addition to the immediate risk to life safety, public health, and air quality, the potential for water-source contamination and the potential environmental impacts of accidental HAZMAT releases and toxic substances, there is also concern over the long-term public health and environmental impacts that may result from the sustained use of or exposure to certain substances. An incident could result in the evacuation of a few people, a section of a facility, or an entire area.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 82 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Threat There are five primary sources for a hazardous-materials threat to the City: • Freight trains carrying industrial quantities of hazardous materials • Trucks hauling hazardous materials along the two major freeways crossing the City (or down major surface streets) • Businesses using hazardous chemicals in the course of their normal operations • Pipelines under the City’s streets delivering fuel, oil and natural gas, sometimes under pressure • Releases caused or spread by other incidents or disasters, such as floods or earthquakes

For additional information regarding the hazardous materials threat in the City, see the 2015 Buena Park Hazardous Materials Assessment.

The extent of a hazardous material spill may vary from minor impacts requiring minimal cleanup to significant impacts causing injuries and evacuation. Depending on the release’s origin, size, and duration, a HAZMAT spill can have serious effects on air and water quality, public health, plant and animal habitat, and biological resources. Spill clean-up and remediation activities may cost millions of dollars and impacts can last for years. The environmental impacts contribute to short- and long-term effects on economic activities in areas affected by spills.

A-2.5 ENERGY OUTAGE / POWER GRID FAILURE Large-scale power outages have short-term and longer-term impacts. For example, security and safety issues at large venues and retail establishments present short-term concerns. If disruptions continually occur, the utility, transportation, healthcare, communications systems and commerce sectors will suffer longer-term impacts.

Threat Any number of events could generate a localized power outage, ranging from weather to traffic accidents. Widespread power outages can occur in California, as seen during the San Diego Gas & Electric blackout in September 2011. The 2012 winter windstorm in the San Gabriel Valley left some Los Angeles and San Bernardino County residents without power for days. These events, while usually short-lived, should be taken into consideration and can have consequences if not addressed.

The electrical grid within the state and surrounding areas was originally designed to minimize cascading outages; however, cost-cutting, neglect, and unaccommodated growth have made power shortages (such as those that occurred in California during the summer of 2001) still possible. There is always potential for a larger event lasting days to weeks, as seen recently in the eastern portion of the U.S.

Energy shortages occur when demand for power exceeds the capacity to produce power. To reduce the potential for a sudden surge of demand exceeding production capabilities, the state has instituted a series of alerts to warn consumers as demand begins to rise. This condition is most likely to occur in the hot summer months between late morning and early evening.

Even more critical and less apparent are the somewhat obscure physical, cyber, logistical, and

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 83 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN geographic interrelationships or interdependencies among the various infrastructures. These include electric power, natural gas/oil, telecommunications, transportation, water/sewer systems, banking/finance, agriculture, and emergency services. These interdependencies can lead to a cascading effect that translates into disruptions in areas or other infrastructures that may not even be closely related.

The other type of infrastructures that might be affected could include lifeline support of homebound medically dependent persons, homeless shelters and their support systems, mail delivery, bus service, school systems, recreational outlets and tourism.

A-2.6 HIGH WINDS AND TORNADOS Severe windstorms can pose a significant risk to property and life in the region by creating conditions that disrupt essential systems such as public utilities, telecommunications, and transportation routes. High winds can and do occasionally cause damage to local homes and businesses.

Santa Ana Winds Most incidents of high wind in Southern California are the result of Santa Ana wind conditions. Santa Ana winds are generally dry, dust-bearing winds that blow from the east or northeast toward the coast, and offshore. These winds commonly develop when a region of high atmospheric pressure builds over the Great Basin, the high, arid plateau that covers most of Nevada and parts of Utah between the Sierra Nevada and the Rocky Mountains. Clockwise circulation around the center of this high-pressure area forces air downslope from the plateau. As the air descends toward the California coast, it warms at a rate of about 5 degrees Fahrenheit per 1,000 feet elevation. Since the air originates in the high deserts of Utah and Nevada, it is originally very low in moisture; as it is heated, it dries out even further. The wind picks up speed as it hits the canyons and passes in the coastal ranges of Southern California, blowing with exceptional speed through Santa Ana Canyon (from where these strong winds derive their name). Forecasters at the National Weather Service usually reserve the use of “Santa Ana” winds for those over 25 knots; as they move through canyons and passes, these winds may reach speeds of 35 knots, with gusts of up to 50 to 60 knots.

Tornadoes Tornados are violently rotating columns of air extending from a thunderstorm to the ground. Thunderstorms most often develop when warm, moist air meets a cold front, often producing strong winds, tornadoes, and hail. Tornadoes can also accompany tropical storms and hurricanes as they move onto land, where they usually occur to the right and ahead of the storm center’s path as it comes onshore. Based on data collected between 1950 and 1991, peak tornado occurrence in California is between January and April. The Tornado History Project2 lists 32 tornadoes in Orange County between 1958 and 2010, including the 16 March 1977 F1 tornado that crossed Buena Park, Fullerton, Placentia and Yorba Linda, causing four injuries.

2 Leitz, Joshua. The Tornado History Project. Accessed from http://www.tornadohistoryproject.com/tornado/ California/Orange. Accessed on September 30, 2015.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 84 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Threat As past events show, windstorms have the potential to impact life, property, utilities, infrastructure and transportation systems in Buena Park, causing damage to trees, power lines, utility poles, road signs, cars, trucks, boats, and building roofs and windows. Structures and facilities can be affected directly by high winds or can be struck by airborne debris. Windstorms can disrupt power to facilities and disrupt land-based communications as well. Trees downed during a windstorm have historically been the major cause of power outages in Southern California. Uprooted trees and downed utility poles can also fall across the public right-of-way, disrupting transportation.

These events can be major hindrances to emergency response and disaster recovery. For example, if transportation routes are compromised by fallen debris and loss of power occurs in the area, emergency response facilities like hospitals, fire stations, and the police station may find it difficult to function effectively. Falling or flying debris, falling trees and downed power lines can also injure or kill motorists and pedestrians. Santa Ana conditions occur multiple times a year, especially in the late fall.

A windstorm also has the potential to displace residents, which may require the City to provide short- or long-term shelters to accommodate these individuals, in addition to providing for other emergency response activities such as cleanup and repair. This has the potential to impact the City economically, as City funds would have to be tapped to respond adequately to the needs of affected members of the community.

A-2.7 TRAIN DERAILMENT Two railroad rights-of-way run in an east-west direction through the City. One is an industrial freight line owned by Southern Pacific Railroad (SPRR) and operated by Union Pacific Railroad. The other is a commercial freight line owned by Burlington Northern-Santa Fe (BNSF), which also subleases the track to Metrolink and Amtrak commuter trains. Each line poses its own type of threat.

Threat Trains following the SPRR freight line may have consists including industrial quantities of flammable, corrosive or otherwise hazardous materials. The derailment of such a train may require the evacuation of a significant part of the City, depending on wind speed and direction.

A Metrolink or Amtrak accident on the BNSF right-of-way will introduce a mass-casualty incident into the heart of the City, the response to which will absorb a huge amount of resources while also generating intense official and news-media interest. Metrolink derailments in Glendale (2005) and Chatsworth (2008) serve as warnings of what Buena Park might experience. In either case, an accident could block or clog a major thoroughfare for hours or days.

A-2.8 URBAN FIRES As the City has no wilderness areas, the major fire threat in Buena Park exists in two different sources: (1) commercial-industrial fires, and (2) large-scale residential fires.

The highest structure in the City is nine stories (Knott’s Berry Farm Hotel), with most of the

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 85 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN City’s buildings being less than three stories. The Planning and Community Development Department governs construction within the city, which follows the Uniform Building, Electrical, Fire and Mechanical Codes.

Due to the large amount of square footage that makes up most industrial and commercial buildings, a fire starting in any type could spread quickly. As with high-rise buildings, most commercial and industrial buildings are equipped with automatic sprinklers. In the event of a system shutdown, fire may spread quickly and grow large in a matter of minutes. Fires of this type may also cause collateral hazardous materials releases that pose a more widespread threat than the fires themselves.

A-2.9 AIRCRAFT INCIDENT The City has no airports within its borders. However, it lies beneath the flight paths and control zones of several nearby airports.

Fullerton Airport (FUL) This municipal general-aviation airport is located adjacent to the City’s northeast boundary. It hosts a single 3,100-foot runway and three helipads, and averages 160 operations per day. The departure or approach paths are usually over Buena Park. At least 121 aircraft have crashed on or near FUL since 1962, killing at least 19 people.

Los Alamitos Joint Forces Training Base (SLI) The Joint Forces Training Base (JTFB) in the nearby city of Los Alamitos contains an airfield accommodating large military cargo planes and jets. It operates one 8,000’ and one 6,000’ all- weather runway. The airfield includes a fully staffed Army Air Traffic Control Tower, crash rescue and fire department, and a jet-fuel farm for aviation refueling. The significance of this airfield has greatly increased over the past few years as other military airfields in the area have shut down.

Los Alamitos Joint Forces Training Base is located in some of the most congested airspace in the United States and can handle most aircraft in the USAF inventory. The airfield often lands C-17s and other military transports, Department of Defense charter airlift, NASA missions, fighter aircraft, and has even hosted Air Force One on numerous occasions, along with the USMC Presidential Helicopter Flight Detachment (HMX-1).

The California National Guard’s 140th Combat Aviation Regiment bases some 25 UH-60 Blackhawks at Los Alamitos. The U.S. Army Reserve’s 652nd Aviation Regiment operates four C-12 Huron turboprop passenger aircraft from the airfield.

The greatest threat posed by SLI operations lies not in the volume of operations, but in their type: high-performance military aircraft, potentially armed helicopters, and cargo aircraft possibly carrying hazardous payloads.

Los Angeles International Airport (LAX) LAX is the sixth-busiest international airport in the world, encompassing four all-weather runways of greater than 9000’ that generate 1600+ operations per day. It ranks among the top five U.S. airports for both passenger and cargo traffic. Aircraft arriving or departing LAX have

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 86 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN the potential to fly over the City. For example, an Aeroméxico flight on approach to LAX crashed into the neighboring city of Cerritos in 1986.

A-2.10 CIVIL UNREST Although not anticipated, a civil unrest incident could impact areas within the City. There are no known established organizations or entities within the City that prominently advocate demonstration or rioting. Large public events in the E-Zone – especially those involving alcohol – have the potential to devolve into drunken riots. There have been demonstrations and pickets at some of the large commercial facilities within the City.

A-2.11 EPIDEMIC/PANDEMIC An epidemic is a widespread occurrence of an infectious disease in a community at a particular time. A pandemic is an epidemic that has spread through human populations across a large region; for instance, multiple continents, or even worldwide. Both are potential threats to Orange County and Buena Park.

Threat The diseases currently of most concern for potential epidemics or large-scale outbreaks in Orange County include influenza, measles, West Nile Virus (WNV), and also potentially diseases related to the invasive Aedes Aegypti mosquito (associated diseases include chikungunya, dengue, and yellow fever). Outbreaks of these diseases (except WNV and diseases related to the Aedes Aegypti mosquito) have been contained around the world and in the U.S.; however, the possibility of a breakout and spread is a plausible threat to the county.

An influenza pandemic is one of the 21st century’s primary public health concerns. It is likely to occur in “waves” of infection, each lasting approximately 8 to 12 weeks and separated by weeks of inactivity. In total, it could last from 18 months to several years.

An influenza pandemic is likely to affect everyone in Orange County at some point and can greatly impact “business as usual” in all sectors of society and government. A pandemic will place a great strain on existing healthcare resources and may exceed their capacity. Medical personnel, supplies, equipment, and therapies (e.g., vaccination and antivirals) may be in short supply or unavailable; non-clinical responses (e.g., strict adherence to respiratory hygiene, hand washing, self-isolation, and social distancing) will be the most effective strategies to limit transmission. This will make it difficult to pre-treat potentially exposed individuals and will limit treatment options once an illness sets in. If transportation is compromised in the region or country, food and other essentials may be unavailable as well. Outbreaks are expected to occur simultaneously throughout much of the county and the state, which may limit the availability of mutual-aid assistance and resources from other areas.

The Orange County HCA has created a pandemic response plan that includes mass prophylaxis administered in Points of Dispensing (POD) located in various points across the county. Buena Park has established two POD sites to serve its residents and visitors.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 87 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN A-2.12 TERRORISM Terrorism is defined as the act of killing or injuring civilians, or destroying or damaging civilian or government property, in an attempt to promote or achieve some political goal (definition adopted by Gateway Model, United Nations, Spring 1995). Terrorism is a crime wherein the threat of violence is often as effective as the commission of the violent act itself. Terrorism affects us through fear, physical injuries, economic losses, psychological trauma, and erosion of faith in government. • Domestic terrorism involves groups or individuals who are primarily American citizens without foreign direction, whose terrorist activities are directed at elements of our government or population. Examples of domestic terrorist incidents are the 1995 bombing of the Murrah Federal Building in Oklahoma City, or the Earth Liberation Front’s activities in the 1990s and 2000s. • International terrorism involves groups or individuals whose terrorist activities are foreign- based and/or directed by countries or groups outside the United States, whose membership does not include significant numbers of American citizens or residents, or whose activities transcend national boundaries. An example of an international terrorist incident is the 11 September 2001 attack on the World Trade Center and Pentagon.

Threat The probability of a terrorism-related event in Orange County has increased since the 1990s. Orange County is considered a prime target for terrorist activity because of its high economic and social profile. The cities of Orange County host business and recreation centers known throughout the world. Buena Park is home to Knott’s Berry Farm, Buena Park Downtown Mall, large religious establishments, and the headquarters of several large international corporations. Buena Park is also a neighbor to Anaheim, which has a number of potential terrorist targets, including Disneyland.

A-2.13 WEAPON OF MASS DESTRUCTION INCIDENTS Title 18 U.S.C. 921 defines “WMD” as any destructive device containing an explosive, incendiary, or poison gas, bomb, grenade, rocket having a propellant charge of more than four ounces, missile having an explosive or incendiary charge of more than one quarter ounce, mine or device similar to the above; poison gas; any weapon involving an infectious biological organism; or any weapon that is designed to release radiation or radioactivity at a level dangerous to human life. WMDs are generally categorized as chemical, biological, radiological, nuclear, or high explosive.

Threat A WMD incident can be caused by terrorists, transportation accidents, or an act of war by a foreign nation. Of these, the first two are the most likely causes of a WMD incident in Buena Park. The consequences to the United States and the City will depend upon the incident’s nature and result. Several conditions may prevail and require different responses. A WMD attack occurring in the jurisdiction could cause severe casualties, extensive property damage, fires, flooding, and other hazards.

Like earthquakes, WMD incidents can combine several different hazards in a single package: a HAZMAT release, a mass-casualty incident, an epidemic (if the agent released is biological),

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 88 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN fires, local power outages, and perhaps even civil unrest. WMD incidents have both crisis management (law enforcement) and consequence management (emergency response) components, and draw overwhelming official and media attention. A WMD event in Buena Park would place the City in the middle of a worldwide media frenzy as well as a tornado of county, state, and federal agencies, making managing the responders as critical as the managing the incident itself.

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2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 90 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN ATTACHMENT 3: CONTINUITY OF GOVERNMENT A major disaster, nuclear attack or other national security emergency could result in great loss of life and property; including the death or injury of key government officials, the partial or complete destruction of established seats of government, and the destruction of public and private records essential to continued operations of government and industry.

In the aftermath of a disaster or attack, during the reconstruction period, law and order must be preserved and, as much as possible, government services must be maintained. It is essential that local government continues to function. California Government Code and the State of California Constitution provide authority for the continuity and preservation of State and local government. See Preservation of Local Government/Succession of Local Officials below.

All levels of government are responsible for providing continuity of effective leadership and authority, direction of emergency operations, and management of recovery.

A-3.1 PRESERVATION OF LOCAL GOVERNMENTS/SUCCESSION OF LOCAL OFFICIALS An overview of the legal authorities for succession of local government is outlined in CESA Article 15. An overview of Article 15 can be found in Figure 17 (page 92).

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 91 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Figure 17. Legal Basis - Succession of Local Government ARTICLE 15 OF THE CALIFORNIA EMERGENCY SERVICES ACT

§8637 – Authorizes political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety.

§8638 – Authorizes governing bodies to designate and appoint three standby officers for each member of the governing body and for the chief executive, if not a member of the governing body. Standby officers may be residents or officers of a political subdivision other than that to which they are appointed. Standby officers take the same oath as regular officers and are designated Number 1, 2, or 3 as the case may be.

§8642 – Authorizes local governing bodies to convene as soon as possible whenever a State of War Emergency, State of Emergency, or Local Emergency exists, and at a place not necessarily within the political subdivision.

§8643 – Describes the duties of a governing body during emergencies as follows: • Ascertain the damage to the jurisdiction and its personnel and property. • Reconstitute itself and any subdivisions. • Perform functions in preserving law and order and furnishing local services.

§8644 – Establishes a method for reconstituting the governing body. It authorizes that, should all members, including all standbys be unavailable, temporary officers shall be appointed as follows: • By the chairman of the board of the county in which the political subdivision is located, or • By the chairman of the board of any other county within 150 miles (nearest and most populated down to farthest and least populated), or • By the mayor of any city within 150 miles (nearest and most populated down to farthest and least populated).

A-3.2 PRESERVATION OF VITAL RECORDS Every level of government, to include the departmental, division, etc. levels, should protect its vital records. Vital records are those records essential to the continued functioning or reconstitution of an organization during and after an emergency and also those records essential to protecting the legal and financial rights of that organization and of the individuals directly affected by its activities.

Three types of records considered essential are those required to: • Protect the rights and interests of individuals. Examples include vital statistics, land and tax records, license registers and articles of incorporation. • Conduct emergency response and recovery operations. Records of this type include utility system maps, locations of emergency supplies and equipment, the City’s emergency management-related plans (e.g., EOP, Continuity Plan, Hazard Mitigation Plan, etc.) and personnel rosters (regular and auxiliary). • Reestablish normal governmental functions. Such records and documentation may include, but are not limited to: the City charter (which functions as the City’s “constitution”), statutes and ordinances, court records, official proceedings and financial records.

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“Vital records” may be comprised of, but are not limited to, information systems and applications, electronic and hardcopy documents, references, and records.

Record depositories should be located well away from potential danger zones and housed in facilities designed to withstand blast, fire, water, and other destructive forces. Such action ensures that: • The rights and interests of individuals, corporations, other entities, and governments are preserved. • Records will be available during emergency operations and later, for reestablishing normal governmental activities.

In Buena Park, the City Clerk is the designated custodian of vital records. This position maintains a list of such records and their locations. Classes of vital records and storage locations are identified in the City of Buena Park Continuity Plan.

References • Continuity of Government in California (Article IV, Section 21 of the State Constitution). • Preservation of Local Government (Article 15 of the California Emergency Services Act). • Temporary Seat of State Government (Section 450, Title 1, Division 3, Chapter 1 of the Government Code). • Temporary County Seats (Section 23600, Title 3, Division 1, Chapter 4, Article 1 of the Government Code). • Member of the Legislature (Section 9004, Title 2, Division 2, Part 1, Chapter 1.5, Article 1 of the Government Code). • Legislative Session after War or Enemy-Caused Disaster (Sections 9035-9038, Title 2, Division 2, Part 1, Chapter 1.5, Article 2.5 of the Government Code). • Succession to the Office of Governor (Article V, Section 10 of the State Constitution). • Succession to the Office of Governor (Sections 12058-12063, Title 2, Division 3, Part 2, Chapter 1, Articles 5.5 and 6 of the Government Code). • Succession to Constitutional Offices (Sections 12700-12704, Title 2, Division 3, Part 2, Chapter 7 of the Government Code). • Preservation of State Records (Sections 14745-14750, Title 2, Division 3, Part 5.5, Chapter 5, Articles 2 and 3 of the Government Code). • City of Buena Park Continuity Plan.

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2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 94 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN ATTACHMENT 4: MUTUAL AID The foundation of California's emergency planning and response is a statewide mutual aid system, designed to ensure that adequate resources, facilities, and other support services are provided to jurisdictions whenever their own resource capabilities are exceeded or overwhelmed during any incident.

The basis for the system is the California Disaster and Civil Defense Master Mutual Aid Agreement, as provided for in the California Emergency Services Act. The Civil Defense Master Mutual Aid Agreement was developed in 1950 and adopted by California's incorporated cities and by all 58 counties. It created a formal structure, in which each jurisdiction retains control of its own personnel and facilities, but can give and receive help whenever it is needed. State government, on the other hand, is obligated to provide available resources to assist local jurisdictions in emergencies. SEMS includes mutual aid as an essential element in responding to disasters and emergencies.

Through this system, each local jurisdiction relies first on its own resources, then calls for assistance: • City to city, • City to county, • County to county, and, • County to the regional office of OES, which relays unmet requests to the State.

To facilitate the coordination and flow of mutual aid, the state has been divided into six Cal OES Mutual Aid Regions, and three Administrative Regions. Through this mutual aid system, Cal OES can receive a constant flow of information from every geographic and organizational area of the state. This includes direct notification from a state agency or department, or from a local government official that a disaster exists or is imminent. In some cases, it also includes information that makes it possible to anticipate an emergency and mitigate its effects by accelerated preparations, or perhaps prevent an incident from developing to disaster proportions.

To further facilitate the mutual aid process, particularly during day-to-day emergencies involving public safety agencies, Fire and Rescue, and Law Enforcement Coordinators have been selected and function at the Operational Area (countywide), Mutual Aid Region (two or more counties), and at the state level. It is expected that during a catastrophic event, such as an earthquake, Coordinators will be assigned at all levels for other essential services (e.g., medical, care and shelter, rescue).

The City of Buena Park is located within OES Mutual Aid Region I, and the OES Southern Administrative Region. The Southern Administrative Region contains two of the six Mutual Aid Regions, which are managed through the Cal OES Southern Regional Operations Center (REOC) (see Figure 19, page 101). The primary mission of the Southern Region's emergency management organization is to support Operational Area response and recovery operations and to coordinate non-law and non-fire Mutual Aid Regional response and recovery operations through the REOC).

The following Mutual Aid Region designations apply to Buena Park: 2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 95 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN • OES Mutual Aid Region I • Law Enforcement Mutual Aid Region I, which encompasses Orange and Los Angeles Counties. (Note: Region 1-A adds Ventura, Santa Barbara and San Luis Obispo Counties). • Fire and Rescue Division Mutual Aid Region I, which includes Orange, Los Angeles, Ventura, Santa Barbara, and San Luis Obispo Counties.

A.4-1 RESPONSIBILITIES Local Jurisdictions Local jurisdictions are responsible for: • Developing and maintaining current emergency plans that are compatible with the California Master Mutual Aid Agreement and the plans of neighboring jurisdictions, and are designed to apply local resources to the emergency requirements of the immediate community or its neighbors. • Maintaining liaison with the appropriate Cal OES Mutual Aid Region Office and neighboring jurisdictions. • Identifying Multi-purpose Staging Areas to provide rally points for incoming mutual aid and/or a staging area for support and recovery activities. • Responding to requests for mutual aid. • Dispatching situation reports to the appropriate Operational Area Coordinator and/or Cal OES Mutual Aid Region as the emergency develops and as changes in the emergency dictate. • Requesting assistance from neighboring jurisdictions, and/or the OA, as necessary and feasible. • Receiving and employing resources as may be provided by neighboring jurisdictions, state, federal, and private agencies. • Carrying out emergency regulations issued by the Governor.

Operational Area The OA is responsible for: • Coordinating intra-county mutual aid. • Maintaining liaison with the appropriate Cal OES Mutual Aid Region Coordinator, the local jurisdictions within the county, and neighboring jurisdictions. • Identifying MSAs to provide rally points for incoming mutual aid and/or staging areas for support and recovery activities. • Channeling local mutual aid requests which cannot be satisfied from within the county to the appropriate Cal OES Mutual Aid Region Coordinator. • Dispatching reports to the appropriate OES Mutual Aid Region Coordinator as the emergency develops and as changes in the emergency dictate. • Receiving and employing resources provided by other counties, state, federal, and private agencies. • Carrying out emergency regulations issued by the Governor.

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 96 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Cal OES Mutual Aid Region Cal OES Mutual Aid Region is responsible for: • Coordinating inter-county mutual aid. • Maintaining liaison with appropriate state, federal, and local emergency response agencies located within the Region. • Providing planning guidance and assistance to local jurisdictions. • Responding to mutual aid requests submitted by jurisdictions and/or Operational Area Coordinators. • Receiving, evaluating, and disseminating information on emergency operations. • Providing the State Director, OES, with situation reports and, as appropriate, recommending courses of action.

California Governor’s Office of Emergency Services Cal OES is responsible for: • Performing executive functions assigned by the Governor. • Coordinating the extraordinary emergency activities of all state agencies. • Receiving, evaluating, and disseminating information on emergency operations. • Preparing emergency proclamations and orders for the Governor and disseminating to all concerned. • Receiving, processing, evaluating, and acting on requests for mutual aid. • Coordinating the application of state mutual aid resources and services. • Receiving, processing, and transmitting requests for federal assistance. • Directing the receipt, allocation, and integration of resources supplied by federal agencies and/or other states. • Maintaining liaison with appropriate state, federal, and private agencies. • Coordinating emergency operations with bordering states.

Other State Agencies Other State Agencies may provide mutual aid assistance to local jurisdictions based on capabilities and available resources.

Interstate The Emergency Management Assistance Compact (EMAC) defines the interstate mutual aid system. EMAC is a congressionally ratified mutual aid compact that legally establishes a national system to facilitate resource flow across state lines during an emergency or disaster. In 1996, EMAC was ratified as Public Law 104-321, making EMAC the first national disaster compact to be ratified by Congress since the Civil Defense Act of 1950. Through EMAC (which is administered through the National Emergency Management Association), assistance can be offered during governor-declared states of emergency through a system that allows states to send personnel, equipment, services, and commodities to help disaster relief efforts in other states. EMAC covers all hazards, and may also be used to support special events, so long as they are governor-declared emergencies by the requesting State.

Figure 18 (page 100) provides a notional diagram of how the mutual aid system works including 2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 97 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN coordination and information flow.

A-4.2 POLICIES AND PROCEDURES Buena Park-Specific Policies and Procedures The City of Buena Park requests all mutual aid (except fire) through the Orange County Sheriff Department EOC (Station EOC activated) or on-duty Watch Commander (Station EOC not activated). The Orange County Operational Area then requests law, public works, emergency managers or other mutual aid through its regular channels. Mutual aid for fire response is requested by the Orange County Fire Authority through the designated Regional Fire Coordinator. During local emergencies, fire mutual aid will be requested by the Fire Authority Incident Commander or their liaison.

If mutual aid is not available due to a lack of communications, lack of an existing system or the City of Buena Park has been so devastated that managers are not sure of what steps to take, a request for Operational Area support will be made to the Operational Area. • The Operational Area will inform the requesting City of Buena Park the status of the request and also provide updated information to the EOC in a periodic Situation Report. • Existing mutual aid agreements and financial protocols will be followed.

General Mutual Aid System Policies and Procedures • Mutual aid resources will be provided and utilized in accordance with the California Master Mutual Aid Agreement and supporting separate agreements. • During a proclaimed emergency, inter-jurisdictional mutual aid will be coordinated at the appropriate Operational Area or Mutual Aid Regional level whenever the available resources are: o Subject to state or federal control o Subject to military control o Located outside the requesting jurisdiction o Allocated on a priority basis • Due to the variety of radio communications systems, local agencies should coordinate, where possible, with incoming mutual aid forces to provide an interoperable communications plan. • Requests for and coordination of mutual aid support will normally be accomplished through established channels (cities to Operational Areas, to Mutual Aid Regions, to State). Requests should include, as applicable: o Number of personnel needed o Type and amount of equipment o Reporting time and location o Authority to whom they are to report o Access routes o Estimated duration of operations

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 98 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN A-4.3 REFERENCES Mutual aid assistance may be provided under one or more of the following authorities: • State of California Fire and Rescue Emergency Plan • State of California Law Enforcement Mutual Aid Plan • Local Mutual Aid Agreements • Federal Disaster Relief Act of 1974. (Public Law 93-288) (Provides federal support to state and local disaster activities.) • State of California Emergency Management Mutual Aid Plan

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 99 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN A-4.4 MUTUAL AID DIAGRAMS AND MAPS

Figure 18. Mutual Aid Channels

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 100 Changes in green EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN

Figure 19. California Mutual Aid and Administrative Region Map

2016 Emergency Operations Plan | Basic Plan | Rev 2 – November 2019 Page 101 Changes in green