HomeMy WebLinkAbout04 - Part 1 of Emergency Management PlanCity of Newport Beach
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Prepared by:
Newport Beach Fire Department
3300 Newport Boulevard
Newport Beach, CA 92663
949- 644 -3109
City of Newport Beach
EIII@pgwy ®pmHong Plop BASIC PLAN
PART ONE - BASIC PLAN
TABLE OF CONTENTS
PartOne - Basic Plan .....................................................................................
..............................1
Approval................................................................................................
............................... 2
Chapter1- Introduction ................................................................................
..............................3
Purpose...................................................................................................
............................... 3
City of Newport Beach Emergency Operations Plan ......................
............................... 4
How to use this EOP /Plan Organization ..........................................
............................... 4
PlanningProcess ...................................................................................
............................... 6
Disclosure Exemptions .........................................................................
............................... 6
Laws, Regulations, and Guidelines ....................................................
............................... 6
Relationship to Other Plans/ References ...........................................
............................... 7
Approval and Promulgation ...............................................................
............................... 7
Plan Development and Maintenance .................................................
............................... 8
Administration and Logistics ..............................................................
............................... 8
Emergency Operations Plan Approval ..............................................
.............................11
City Council Approving the Plan .......................................................
.............................12
California Emergency Management Agency Approval ..................
.............................13
DistributionList ....................................................................................
.............................14
RecordOf Changes ...............................................................................
.............................15
Chapter 2— Community Profile & Hazard Assessment ........................
.............................16
Purpose...................................................................................................
.............................16
Authorities and References ..................................................................
.............................16
Profile Of The City Of Newport Beach ...............................................
.............................17
CityOf Newport Beach Map ................................................................
.............................19
Map Of Major City Facilities ..............................................................
............................... 20
City Of Newport Beach Organizational Chart .................................
............................... 21
Emergency Management Program ....................................................
............................... 22
Planning................................................................................................
............................... 22
Training& Exercises ...........................................................................
............................... 22
PublicEducation .................................................................................
............................... 24
PublicExpectations ..............................................................................
............................... 25
City Of Newport Beach Hazard Analysis .........................................
............................... 26
MajorEarthquake ................................................................................
............................... 30
Hazardous Chemical Spill General Information ...........................
............................... 45
Fire, Wildland Fire, And /Or Explosion ............................................
............................... 49
Flood, Storm, Hurricane & Tidal Surge ............................................
............................... 52
Windstorms, Waterspouts & Tornadoes .........................................
............................... 58
Imminent /Actual Dam Failure .........................................................
............................... 61
AircraftAccident .................................................................................
............................... 71
Homeland Security Advisory System ..............................................
............................... 75
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Response To War, Terrorism, Weapons Of Mass Destruction, Nuclear Emergencies
................................................................................................................ ...............................
79
Tsunami................................................................................................ ...............................
80
Outdoor Emergency Siren System ................................................... ...............................
99
Chapter 3 - Response Structure Fundementals ....... ............................... ............................102
PreventionPhase ................................................... ............................... ............................102
PreparednessPhase .............................................. ............................... ............................102
ResponsePhase ...................................................... ............................... ...........................103
RecoveryPhase ...................................................... ............................... ............................106
MitigationPhase .................................................... ............................... ............................106
Emergency Management Response Structure . ............................... ............................109
FederalResponsibility .......................................... ............................... ............................109
Federal Emergency Support Functions (ESF) ... ............................... ............................113
StateResponsibility ............................................... ............................... ............................115
State Regional Mutual Aid Map ......................... ............................... ............................119
Discipline- Specific Mutual Aid Systems ............ ............................... ............................120
Orange County Operational Area Emergency Management Structure ..................128
Map to County of Orange/ Operational Area EOC ........................ ............................130
Chapter4 - EOC Concept of Operatons .................... ............................... ............................134
When Should the EOC be Activated? ................ ............................... ............................134
Newport Beach EOC Layout ............................... ............................... ............................136
Newport Beach Emergency Operations Center Organization ...... ............................137
Department Operations Centers (DOCs) .......... ............................... ............................138
Director Line of Succession .................................. ............................... ............................139
City Incident Commander Designation ............. ............................... ............................140
Responsible Department (by incident type) ..... ............................... ............................140
City Functional Responsibility Matrix ............... ............................... ............................142
Primary EOCs, Alternate EOCs .......................... ............................... ............................144
Emergency Operations Center Activation Levels ............................. ............................145
EOC Incident Action Plans (IAPs) ...................... ............................... ............................146
Chapter 5 - EOC Functionality .................................... ............................... ............................149
ManagementSection ............................................. ............................... ............................149
OperationsSection .................................................. ............................... ...........................150
PlanningSection .................................................... ............................... ............................151
LogisticsSection .................................................... ............................... ............................152
Finance & Administration Section ...................... ............................... ............................153
NIMS /SEMS levels organization chart ............. ............................... ............................158
NIMS /SEMS Coordination/ Communications Links ..................... ............................159
Chapter6 - Recovery Operations ................................ ............................... ............................162
Phasesof Recovery ............................................... ............................... ............................163
SpecialDistricts ..................................................... ............................... ............................163
Recovery Organization ........................................ ............................... ............................164
Recovery Coordination Center ........................... ............................... ............................165
Joint Field Office ( Federal) ................................... ............................... ............................165
Roles and Responsibilities ................................... ............................... ............................167
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City of Newport Beach EOC or Assignment of Recovery Responsibilities Matrix 168
Management Section Recovery Functions ........ ............................... ............................169
Planning Section Recovery Functions ................ ............................... ............................172
Operations Section Recovery Functions ............ ............................... ............................173
Logistics Section Recovery Functions ................ ............................... ............................175
Finance & Administration Section Recovery Functions ................. ............................176
Disaster Assistance Programs ............................. ............................... ............................177
After- Action Reporting ........................................ ............................... ............................180
Part Two - Functional Annexes
Management Section
Director of Emergency Services
Incident Commander
City Hall Services Unit
City Attorney
EOC Manager
Liaison Unit
Public Information Unit
Safety Officer
Operations Section
Care & Shelter Branch
Damage /Safety Assessment Branch
Fire & Rescue Branch
Law Enforcement Branch
Municipal Operations Branch
Public Works Branch
Planning Section
Action Planning Unit
Advance Planning Unit
Situation Analysis Unit
Resource Status Unit
Documentation Unit
Recovery/ Demobilization Unit
Logistics Section
Communications Branch
Info Systems Unit
Supply Branch
Procurement Unit
Facilities Unit
Transportation Unit
Human Resource Branch
Personnel Unit
Volunteers Unit
Finance & Administration Section
Cost Unit
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Time Keeping Unit
Compensation & Claims Unit
Purchasing Unit
Vital Records Unit
Part Three - Attachments
Attachment A
Attachment B
Attachment C
Attachment D
Attachment E
Attachment F
Attachment G
Attachment H
Attachment I
Authorities and References
State of Emergency Orders and Regulations
Newport Beach Municipal Code Ordinance 2.20
Mutual Aid
Continuity of Government
After -action Reports
Americans with Disabilities Act
Orange County Operational Area Agreement
Glossary
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City of Newport Beach
Emergency Operations Plan
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PART ONE - BASIC PLAN
Basic Plan
City of Newport Beach
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APPROVAL
(EOP 3)
Approval date
Officials, Employees, and Citizens of the City of Newport Beach:
The preservation of life, property, and the environment is an inherent responsibility of
local, state, and federal government. The City of Newport Beach has prepared this
Emergency Operations Plan (EOP) to ensure the most effective and economical
allocation of resources. This ensures the maximum benefit and protection to Newport
Beach residents and visitors in times of emergency.
While no plan can prevent death and destruction, good plans carried out by
knowledgeable and well - trained personnel will minimize losses. This plan establishes
an emergency organization, assigns tasks, and specifies policies and general procedures.
The plan also provides for multi- agency and multi- jurisdictional planning efforts
utilizing the Standardized Emergency Management System (SEMS) and the National
Incident Management System (NIMS).
The objective of this plan is to incorporate and coordinate all the facilities and personnel
of the City into an efficient organization, capable of responding to any emergency.
This EOP is an extension of the California Emergency Plan. It will be reviewed and
exercised periodically and revised as necessary to meet changing conditions.
The City Council gives its full support to this plan and urges all officials, employees,
and citizens, to individually and collectively do their share in the total emergency effort
of the City of Newport Beach.
Concurrence with this promulgation letter constitutes the adoption of the EOP by the
City of Newport Beach. This EOP will become effective upon approval by the City
Council.
Mayor, City of Newport Beach
Michael F. Herat
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CHAPTER I - INTRODUCTION
(EOP 1)
Purpose
The purpose of the Emergency Operations Plan (EOP) is to provide guidance for the
City of Newport Beach's response to extraordinary emergency situations associated
with natural disasters, technological incidents, and national security emergencies in or
affecting the City of Newport Beach. It seeks to mitigate the effects of hazards, prepare
for measures to be taken that will preserve life and minimize damage, enhance response
during emergencies, provide necessary assistance, and establish a recovery system in
order to return the city to its normal state of affairs. It provides an overview of the
National Incident Management Systems (NIMS), Standardized Emergency
Management System (SEMS), and the Operational Area concepts. It also identifies
components of the City Emergency Management Organization and describes the
overall responsibilities of Federal, State, Region, Operational Area, and City entities.
This EOP describes the operations of the City of Newport Beach Emergency Operations
Center (EOC), which is the central management entity responsible for directing,
coordinating and supporting the various City departments and other agencies in their
emergency response activities. This plan does not address ordinary day -to -day
emergencies or the established departmental procedures used to cope with such
incidents. Rather, this multi- hazard plan concentrates on management, concepts and
response procedures relative to large -scale disasters. Such disasters pose major threats
to life, the environment and property, and can impact the well being of a large number
of people.
This plan is designed to be read, understood, and exercised prior to an emergency. It
will assist any individual in understanding the City of Newport Beach's emergency
management procedures. However, it is written primarily for (1) City Management
Staff, (2) City Employees, (3) Federal, State and County Governments, (4) Special
Districts who serve City of Newport Beach residents, and (5) Private and volunteer
organizations involved in emergencies. Departments and agencies identified in this
plan will develop and maintain current Standard Operating Procedures (Department
SOPS) detailing how their assigned responsibilities will be performed to support
implementation of this plan.
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CITY OF NEWPORT BEACH EMERGENCY
OPERATIONS PLAN
How to use this EOP/Plan Organization
This plan should provide any reader with a thorough understanding of the emergency
organization and the process of preparing, responding to, and recovering from
disasters. Use of this plan will differ according to the needs of the reader. All personnel
need to be familiar with the plan, although only a few will need all chapters. Most will
focus their attention on the parts of the plan specific to their needs and responsibilities.
The plan provides the basis for developing agency- specific, detailed checklists and
standard operating procedures.
By using this EOP appropriately, City departments and external representatives
supporting the City of Newport Beach EOC should:
• Know what they and other organizations are responsible for doing,
• Know how to perform their functions,
• Avoid inefficiencies, duplications, and oversights in performing functions,
and
• Be able to coordinate effective response and recovery operations across
organizations and jurisdictions.
This EOP is separated into three parts. Each part and its intended purpose is
described below:
Part One - Basic Plan: The Basic Plan consists of the fundamental information that
governs response and recovery operations in Newport Beach. The Basic Plan should be
reviewed and understood by EOC staff and response/ recovery stakeholders well in
advance of an emergency situation. The Basic Plan consists of the following six
chapters:
Introduction - Provides a brief overview of the purpose and authorities of the EOP.
Newport Beach personnel should be familiar with how to use the plan and its links to
other response plans.
Community Profile and Hazard Assessment - Staff should be aware of the dynamics of
the Newport Beach community and how those characteristics might impact
response/ recovery strategies. In addition, they should be aware that potential hazards
exist and what actions can be taken to mitigate hazards and /or their consequences in
case of an emergency.
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Response Structure Fundamentals - The Newport Beach EOC's concept of operations
is built upon proven response concepts and elements such as the Standardized
Emergency Management System (SEMS) and the National Incident Management
System (NIMS), and upon existing response standards related to mutual aid, alerting
and warning, and operational continuity. EOC staff should have a clear understanding
of these concepts and systems as they are inherent to successful response operations.
Before staff members can appropriately execute their responsibilities, they must
understand the underlying systems that govern execution. These concepts should be
read and understood well before an incident occurs.
EOC Concept of Operations - This chapter represents the most significant element of
the Basic Plan. This chapter describes how the response is organized, assigns roles and
responsibilities, and identifies the EOC's operational requirements. In an emergency
situation, this is one chapter that responders should keep open to reference at all times.
EOC Functionality - The Newport Beach EOC is a dynamic environment that offers
many resources, but also poses numerous challenges. This chapter is designed to ensure
the efficiency of the EOC by describing the proper use of tools /resources and tips for
avoiding challenges. This chapter should be read before an emergency, but can serve as
a quick reference during activations as well.
Recovery Operations - This chapter describes the concept of operations for handling
recovery - related activities in Newport Beach. Like the EOC Concept of Operations
chapter, this chapter should be understood by recovery organizations in advance of
their activation, but should be referenced during an emergency.
Part Two - Functional Annexes and Checklists: Part Two contains the functional
annexes found in the Functional Responsibility Matrix on page 144. All annexes are
written by the City Department with primary responsibility, as designated in the
Functional Responsibility Matrix, and the Emergency Services Office. The annexes are
broken down into the five ICS functions: (1) Management (2) Operations, (3) Planning,
(4) Logistics, and (5) Finance and Administration. Annexes include organizational
charts, position assignments, resource lists, and checklists. Position checklists should
be used by EOC personnel during actual emergencies, exercises, and drills. The
checklists are designed to ensure each person assigned to a position in the EOC
accomplishes his or her tasks. These procedures provide further guidance on how to
perform certain functions assigned to the position. The Annexes of this plan are
updated every three years.
Part 3 - Attachments: A variety of attachments have been included with this EOP to
support EOC staff members in performing their functions. In some cases the
attachments are applicable to all positions and tasks; in other cases they provide specific
information to support the execution of a given task.
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Planning Process
This document is the product of a joint planning effort involving all departments of the
City of Newport Beach. Technical advice was obtained from the California Emergency
Management Agency, Region I representatives and FEMA /DHS publications. Much of
the information in the plan came about as the result of the Orange County Emergency
Management Organization (OCEMO) Plan Writing Subcommittee meetings, where
information was shared by all participating cities, Orange County, and other public
agencies. This plan meets all NIMS /SEMS requirements.
Disclosure Exemptions
Portions of this document contain sensitive information pertaining to the deployment,
mobilization, and tactical operations of the City of Newport Beach government in
response to emergencies. Although the vast majority of this plan is available for public
review, certain sensitive portions that include personal privacy information or
information with significant implications on City, State, or National security have been
secluded to attachments that are exempt from public disclosure under the provisions of
the California Public Records Act §6254.
Laws, Regulations, and Guidelines
(EOP 7)
The Basic Plan was developed using the following laws, regulations and agencies as
guidelines.
On the local level, Chapter 2.20 of the Newport Beach Municipal Code describes the
local authorities and responsibilities. Chapter 2.20 of the City's Municipal Code is
included in the Basic Plan as Appendix D. The City Council has appointed the City
Manager as the Director of Emergency Services.
California Senate Bill 1841, the Petris Bill, mandated the formation of the Standardized
Emergency Management System (SEMS) and became operational in 1996. California
led the country in developing a standardized system for responding to major
emergency incidents. This plan also meets all State of California Standardized
Emergency Management System (SEMS) requirements.
The Federal Emergency Management Agency (FEMA), which became a part of the
Department of Homeland Security (DHS) on March 30, 2003, is responsible for ensuring
the establishment and development of policies and programs for emergency
management at the Federal, State and local levels. This includes the development of a
national capability to mitigate, prepare for, respond to and recover from the full range
of emergencies, including natural and technological disasters and national security
emergencies.
On February 28, 2003 the President of the United States signed the Homeland Security
Presidential Directive /HSPD -5. Its purpose is to enhance the ability of the United
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States to manage domestic incidents by establishing a single, comprehensive National
Incident Management System (NIMS).
This plan is an extension of the 2009 California Emergency Plan and the 2008 National
Response Framework (NRF).
Relationship to Other Plans/References (EOP 6)
This EOP is the primary document used by the City of Newport Beach to describe the
conduct of emergency management activities. The EOP provides a conceptual
framework for all other Emergency Operations Planning within the City. Another
document closely related to the EOP is the Emergency Operations Center (EOC)
Activation Plan. The EOC Activation Plan is a document compiled of key personnel
contact numbers and methods, contacts for other governmental agencies, available
contract services, and any other critical contact information needed during an
emergency. The EOC Activation Plan is updated annually and will be maintained as a
document separate from the EOP. The EOC Activation Plan will be collocated with the
EOP in such places as the EOC.
The EOP also contributes to the Orange County's emergency management program by
describing how activities will be conducted within the City limits, and how support will
be requested and provided in the form of mutual aid by the City. When emergencies or
disasters necessitate resource support from federal, state, international, private or non-
profit sources, the EOP will serve as the primary guide to managing those resources.
At the same time, this EOP is not a stand -alone document. As the complexity of an
emergency grows and requires the participation of external organizations or teams with
specialized capabilities, this plan will integrate with the plans of other entities brought
in to support Newport Beach. This plan is designed to be flexible enough that the City's
capabilities can adapt to a changing response environment and to the needs of
supporting organizations. Some of the plans and guidelines that this EOP will
frequently support/ complement include:
National Response Framework (NRF)
California Emergency Operations Plan
California Master Mutual Aid Agreement
California Law Enforcement Mutual Aid Plan
California Fire and Rescue Operations Plan
Emergency Managers Mutual Aid Plan (dated November 1997)
California State Emergency Plan
Orange County Operational Area Emergency Operations Plan
Approval and Promulgation
Prior to issuance, this plan will be reviewed by all City departments and agencies
assigned a primary function in the Functional Responsibility Matrix. The plan was
first submitted to the Cal EMA for review. Upon completion of review by these
agencies, the plan was then submitted to the Newport Beach City Council for approval.
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After concurrence of the City Council, the plan was officially adopted and promulgated.
Every three years the plan will be updated and will be approved by all City department
heads, the City Council, and Cal EMA. Copies of the plan will be forwarded to all
agencies with primary and secondary responsibilities, including each City department.
The City of Newport Beach adopted both SEMS and NIMS by City Council Resolution.
SEMS and NIMS will be followed during all major emergency incidents.
Plan Development and Maintenance
(EOP 35,37)
The Newport Beach City Manager, assisted by the Emergency Services Coordinator
within the Fire Department, is responsible for ensuring necessary changes and revisions
to this plan are prepared, coordinated, published, and distributed. Department
Directors are responsible for the development and maintenance of their respective
segments of this plan and their appropriate supporting standard operating procedures
(SOPs) as stated here and set forth in each Annex. Revisions to the plan will be
forwarded to the Emergency Services Coordinator within the Fire Department and
changes will be made to the original plan.
The EOP will be tested at least once a year in the form of a simulated emergency
exercise in order to provide practical, controlled experience to those responders
identified in the plan.
The EOP will be updated every three years and distributed to the personnel and
agencies listed on the Distribution List in this section. The Emergency Operations
Center (EOC) Activation Plan will be updated and distributed to every person assigned
an EOC position approximately every year.
Administration and Logistics
A. Emergency Authority
1. A summary of existing California legislation pertaining to emergency
management is listed in Appendix A, Authorities and References.
2. Provisions for local emergency powers are found in the California State Code
and local ordinances which include but are not limited to:
a. Declaration of States of Emergency
b. Contracts and Obligations
c. Control of Restricted Areas
d. Liability
B. Agreements and Understandings
Should the City of Newport Beach 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 capabilities. All
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agreements and understanding will be entered into by duly authorized officials and
will be formalized in writing whenever possible.
C. Reports and Records
Required reports will be submitted to the appropriate authorities in accordance with
instructions in annexes to this plan. All records of emergency management
activities will be maintained at the EOC.
D. Relief Assistance
All individual disaster assistance provided by the government will be administered
in accordance with policies set forth by the California Emergency Management
Agency and those Federal agencies providing such assistance.
E. Consumer Protection
Consumer complaints pertaining to alleged unfair or illegal business practices will
be referred to the California Attorney General's Consumer Protection Division.
F. Nondiscrimination
There will be no discrimination on grounds of race, color, religion, nationality, sex,
age, or economic status in the execution of emergency management functions. This
policy applies to all levels of government, contractors, and labor unions.
G. Administration and Insurance Claims
Insurance claims are normally handled on a routine basis by the commercial
insurance companies and adjustment agencies. Complaints should be referred to
the California Insurance Commissioner. Adjusters of private insurance companies
are usually dispatched to a disaster area to assist with claim problems.
H. Management of Manpower (Paid and Volunteer)
Manpower, both paid and volunteer, will be managed by the City Emergency
Management Director.
I. Duplication of Benefits
No person will receive assistance with respect to any loss for which he has received
financial assistance under any other program or for which he/ she has received
insurance or other compensation. This also applies to business concerns or other
entities.
J. Use of Local Firms
When major disaster assistance activities may be carried out by contract or
agreement with private organizations, firms or individuals, preference will be given,
to the extent feasible and practicable, to those organizations, firms and individuals
residing or doing business primarily in the areas affected.
K. Preservation of Historic Properties
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The California Historical Preservation Officer (HPO) will be notified when the
Governor declares that a state of emergency exists as the result of a disaster. The
Director, California Emergency Management Agency, will arrange for the HPO to
identify any existing historic properties within the designated disaster area.
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EMERGENCY OPERATIONS PLAN APPROVAL
(EOP 2)
Having reviewed the foregoing City of Newport Beach Emergency Operations Plan
and approved same, I hereto set my signature. (EOP 2)
Dave iff
Director Emergency Services
City Manager
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JaA. Johnson
Police Chief
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Laura Nt4reiler
& Senior rvices Director
Public Works Director
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Le and Brown
City Clerk
Aaron Harp
City AU ey
Terri L. Cassidy
Human Resources Director
Dana Smith
Tracy Uccrancr
F' a it for
IV I Mark Harmon
dunicipal Operations Director
/ZAV Cynthia Cowell
ibrary Servic irector
Kimberly andt
Community Devel nent Director
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Katie Ei g
Emergency Service ordinator
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CITY COUNCIL APPROVING THE PLAN
(EOP 3)
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CALIFORNIA EMERGENCY MANAGEMENT
AGENCY APPROVAL
EDMUND G. BROWN JR. MIKE DAYTON
GOVERNOR ALTINO SECRETARY
Ca A` UA
CALIFORNIA EMERGENCY
MANAGEMENT AGENCY
May 18, 2011
Katie Eing, Emergency Services Coordinator
Newport Beach Fire Dept.
3300 Newport Blvd
Newport Beach CA 92663
Dear Ms. Eing,
My staff has completed their review of the City of Newport Beach (Orange OA) Emergency
Operations Plan (EOP). I have reviewed the attached staff report and concur with its findings
and recommendations. Accordingly, I have determined that the Newport. Beach (Orange OA)
EOP is acceptable in accordance with the requirements of the Emergency Services Act and the
Standardized Emergency Management System. This plan is also consistent with state guidance
available at the time the plan was developed. This acceptance is contingent upon
implementation of the recommendations in the attached staff report and the adoption of the EOP
by your governing body or their designee.
Following the adoption of your platy please provide us with the following:
• one copy of the adopted plan on a Compact Disc,
• the letter of promulgation,
• the signed Department/Agency Concurrence sheet, and
• any resolutions that pertain to the adoption of your EOP.
Thank you for your planning effort. I encourage you to continue to develop supporting operating
procedures, exercise your plan, and review the plan eve three ears. If you have any questions
or require any assistance, please contact my office at
SiJ�'9"Y/
Jeff Wood, ARM, CBCP -
Deputy Region Administrator
Southern Region
cc: Donna Boston, County Emergency Manager, Orange OA
Master File Cal EMA Southern Region
4671 LIBERTY AVENUE 1-05 ALMIITOS, CALIFORNIA 90720-5158
SOUTHERN REGION
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DISTRIBUTION LIST
(EOP 36)
City Offices
Mayor/ City Council
City Manager
Assistant City Managers
Public Information Manager
City Attorney
City Clerk
City Departments
Administrative Services Department
Community Development Department
Fire Department
Human Resources Department
Library Department
Municipal Operations Department
Police Department
Public Works Department
Recreation & Senior Services Department
Facilities
Balboa Branch Library
Central Library
Mariners Branch Library
Hospital
Hoag Hospital
Volunteer Organization
American Red Cross, Orange County Chapter
Radio Amateur Civil Emergency Service (RACES)
School District
Newport /Mesa Unified School District
Utilities
Irvine Ranch Water District (IRWD)
Mesa Consolidated Water District (MCWD)
Businesses
Corona Del Mar Chamber of Commerce
Irvine Company
Newport Harbor Area Chamber of Commerce
Government Agencies
Orange County Operational Area EOC
Orange County Sheriff's Department -- Harbor Division
State of California, California Emergency Management Agency (CaIEMA), Region I
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RECORD OF CHANGES
(EOP 36)
RECORD OF CHANGES
PART
DATE 1 OR 2 SECTION PLAN NAME PAGES DESCRIPTION
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Emergency Operations Plan BASIC PLAN
CHAPTER 2 -COMMUNITY PROFILE & HAZARD
ASSESSMENT
Purpose
The Basic Plan has been developed to provide a comprehensive (multi -use) emergency
management program for the City of Newport Beach. It seeks to mitigate the effects of
hazards, prepare for measures to be taken which will preserve life and minimize
damage, enhance response during emergencies and provide necessary assistance, and
establish a recovery system in order to return the city to its normal state of affairs. It
provides an overview of operational concepts, identifies components of the City
Emergency Management Organization, and describes the overall responsibilities of
Federal, State, Region, Operational Area, and City entities.
The City of Newport Beach adopted the Standardized Emergency Management System
(SEMS) concept, SB 1841, on November 14,1995, and the National Incident
Management System (NIMS) on March 14, 2006. SEMS, which is consistent with the
concepts and principles of NIMS, incorporates use of:
• The Incident Command System (ICS)
• Multi- Agency /Inter- Agency Coordination System (MACS)
• Mutual Aid
• Operational Area Concept, and
• Operational Area Satellite Information System (OASIS)
The City uses the SEMS /NIMS as its emergency management system in the EOC, the
DOCs, and in the field.
Authorities and References
Response and recovery operations will be conducted as outlined in the "Concept of
Operations" section and in accordance with the enabling legislation, plans, and
agreements listed in Appendix A, "Authorities and References."
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
PROFILE OF THE CITY OF NEWPORT BEACH
Located on the Orange County coast, some 50 miles southeast of Los Angeles, the City
of Newport Beach encompasses Newport Harbor and Upper Newport Bay. These
bodies of water divide the City into three separate geographical areas: a low -lying area
comprised of the Newport /Balboa Peninsula, West Newport, and eight islands; a
higher elevated area to the northwest containing Newport Heights and West Cliff,
which shares a boundary with the City of Costa Mesa; and the East Bluff /Corona del
Mar area, which ranges southeast into low rolling hills. Of the 50.5 square miles inside
its boundaries, only 25 are dry land.
Upper Newport Bay is an estuary receiving drainage from a 150 square mile area of
Orange County, and provides a habitat for at least six threatened species of wildlife.
Coastal bluffs rise from the Upper Bay, as well as the coastline in Corona del Mar and
Newport Coast. East of Newport Bay are coastal hills and canyons that carry drainage
to the Bay and the Pacific Ocean. Additionally, with the annexation of the Newport
Coast area, the City now includes Crystal Cove State Beach, which possesses tide pools
and an urban-wild land interface. The City also holds 1,168 acres of "tidelands" (lands
below water and filled areas that are water - adjacent).
Weather conditions for Newport Beach are consistent with coastal Southern California.
It is a semiarid region experiencing an average of 10 to 12 inches of rainfall during the
winter months, and has warm, dry summers. The threat of severe storms, while not a
major concern, is greatest from September through October when there is the potential
of tropical storms tracking up from Mexican coastal waters.
The permanent residential population is currently at 86,453 but because of the
recreational attractions of the beach and harbor, tourists normally increase this by
another 20,000 to 100,000. Thousands more visit Newport Beach daily to work, dine or
shop. On a summer weekend, a total population of well over 200,000 can be expected.
Of the eight major routes of egress from the city, seven are four -lane, signal - controlled,
surface streets, which lead to adjacent, similarly populated communities. The eighth is
an eight -lane divided freeway, but has limited access for the majority of the population.
These routes are somewhat congested under normal usage; and therefore cannot be
relied upon for a rapid mass evacuation of the population. Additionally, Newport's
roadway continuity is dependent on the integrity of 18 bridges for traffic flow and
island access and egress.
The preponderance of buildings in Newport Beach are single family and multi-
occupancy residences, however there have been over 30 high rise buildings constructed
since the 1960's. The majority of these surround a large shopping center in the eastern
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
portion of the city. Although most buildings within the city are new construction or
have been remodeled, a few still exist from the 1930's. In 1989, the unreinforced
building earthquake retrofit ordinance was adopted and 127 buildings were identified
as requiring earthquake strengthening. As of March 2000, all buildings were either
successfully retrofitted or demolished.
Guided economic development has brought many benefits to the City. City leaders are
dedicated to preserving and enhancing the natural beauty along the coastline and
throughout the City. Following the American Trader Oil Spill of 1990, in which 400,000
gallons of crude oil were spilled off the coast of Newport Beach, the environmental
concerns and awareness of the community continued to increase.
The Santa Ana River extends from the San Bernardino Mountains to the ocean at
Newport Beach. The riverbed is normally dry and is used for bicycling and recreation,
but it has also been the site of severe flooding. The riverbed serves as a drainage outlet
for the San Bernardino Mountains.
Other types of emergency situations experienced by the City include: small airplane
crash (2010), flooding from severe winter storms approximately every other year,
seasonal civil disturbances on the beach in the 1990's, fires, minor hazardous materials
spills, tornadoes /water spouts (1991 and 1994), hurricane (1939), earthquakes on the
Newport - Inglewood (1933), San Andreas, and other earthquake faults, and a major oil
spill along the coast (1990).
The Newport Beach City Council has set "Public Safety and Disaster Preparedness' as a
City priority. Commitment to these priorities has been ongoing by the City Council, the
Fire Department and the City Emergency Preparedness Committee.
The City Council has appointed the City Manager as the Director of Emergency Services
per Chapter 2.20 of the Municipal Code. Working for the Director of Emergency
Services is the Fire Chief who is assigned the position of Deputy Director of Emergency
Services. As the Deputy Director, the Fire Chief manages the Emergency Services
Office. The Emergency Services Office handles the day -to -day emergency preparedness
functions including planning, training, exercising, and educating City employees.
The City uses both the Standardized Emergency Management System (SEMS) and the
National Incident Management System (NIMS) approach to emergency management
where City Departments are assigned the responsibilities of: mitigation, preparedness,
response, and recovery issues related to their department. The Emergency Services
Office of the Fire Department trains departments in their EOC duties and coordinates
EOC exercises. Each city department must develop their own Standard Operating
Procedures (Department SOPS), train and exercise their employees, and procure the
equipment and supplies needed to perform the duties assigned to them in the
Functional Responsibility Matrix. (EOP 37)
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
CITY OF NEWPORT BEACH
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
EMERGENCY MANAGEMENT PROGRAM
(EOP 22,38)
Since the Newport Beach City Council has set "Public Safety and Disaster
Preparedness" as a City priority, there has been a strong city -wide commitment to these
priorities. Per the Municipal Code, Chapter 2.20, the Fire Department Emergency
Services Office coordinates the functions of the Emergency Management Program,
including preparedness, planning, training and public education.
Preparedness
The City's Emergency Management Program is
largely based on FEMA's Preparedness Cycle. Pia„
Preparedness is a cyclical process as opposed to
a linear endeavor in which there is a defined
end. When it comes to preparedness there is no Evaluate a Capability ❑rganize.Train
"end state" as risks change, plans need updating, Improve Building a Equip
training for new personnel is required, and
equipment is replaced or upgraded and so on.
The need to prepare will no sooner end than the Exercise
day all risks to the U.S. cease to exist and the U.S.
military no longer requires new resources and state and local law enforcement, public
health, emergency management and fire service agencies are no longer necessary.
Planning
The City coordinates emergency and disaster planning through the City's Emergency
Preparedness Committee (EPC). The EPC brings together every City Department to
address the needs of emergency planning, preparedness and mitigation. The EPC
meets regularly and addresses issues towards the improvement of the City's
preparedness. The EPC also determines changes to the Emergency Operations Plan,
EOC procedures, and organizes EOC exercises.
Training & Exercises
(EOP 38)
Training and exercises form a large part of the City's overall Emergency Management
Program. Training is on an annual rotation, in preparation for regularly scheduled
drills and exercises. All City employees who may participate in emergencies in the
Emergency Operations Center, in Department Operations Centers (DOCs) or at the field
level must receive appropriate SEMS, NIMS, and other specialized training as required
by SEMS regulations, NIMS policy, or their job function, respectively. The Fire
Department Emergency Services Office coordinates the overall training program which
includes Disaster Service Worker awareness, Emergency Operations Plan orientation,
the Standardized Emergency Management System (SEMS), the National Incident
Management System (NIMS), and City response procedures. If a new City employee is
hired, it is up to the individual department director or supervisor to notify the
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
employee of the required training, and to contact the Fire Department Emergency
Services Office to coordinate.
As required by the Department of Homeland Security (DHS), all City employees are
required to complete some level of NIMS training to ensure they understand emergency
management concepts and principles. Many of the training classes are available online
through the FEMA Virtual Campus. Each department shall coordinate the following
training at relevant levels for City employees with the Emergency Services Office.
Entry Level
• FEMA IS -700: NIMS, An Introduction
• ICS -100: Introduction to ICS or equivalent
• ICS -200: Basic ICS; or its equivalent
First Line, Single Resource, Field Supervisors
• IS -700
• ICS -100
• ICS -200
Middle Management: Strike Team Leaders, Division Supervisors, EOC Staff, etc.
• IS -700
• IS -800: National Response Plan
• ICS -100
• ICS -200
• ICS -300: Intermediate ICS
Command and General Staff; Area, Emergency and EOC Managers
• IS -700
• IS -800
• ICS -100
• ICS -200
• ICS -300
• ICS400: Advanced ICS
Department Directors and the Emergency Services Office have the responsibility for
documenting SEMS and NIMS training in the City of Newport Beach. Documentation
of all training programs is maintained in the Emergency Services Office, including
evidence of SEMS and NIMS training.
The Fire Department also coordinates the City Emergency Exercise Program. EOC
Exercises are conducted utilizing the concept and principles of NIMS /SEMS. Exercises
and are held annually, at a minimum, with full -scale exercises occurring every four
years. The typical annual EOC Exercise is a functional exercise with all EOC and
Department Operating Center (DOC) components activated.
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Public Education
The Newport Beach Fire Department offers public education to the community of
Newport Beach through educational presentations, informational brochures, and the
Community Emergency Response Team (CERT) Program. Educational presentations
are available to community groups interested in learning more about emergency
preparedness. Informational brochures are provided at these educational presentations
as well as at all Fire Department special events. The CERT Program is a special
interactive public education program aimed at providing in -depth disaster
preparedness and response training for community members. The CERT program is a
27 hour program, modeled on the Federal Emergency Management Agency CERT
Program, which has been tailored to address the needs of individual Newport Beach
neighborhoods or associations. The CERT Program offers training in disaster
preparedness, disaster medical operations, fire suppression, light search and rescue,
disaster psychology, and team organization (EOP 28)
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
PUBLIC EXPECTATIONS
The potential for many different types of disasters exists within the City of Newport
Beach. Under normal circumstances, few citizens place a high priority on emergency
management. These same citizens, however, expect their local government leaders to
be able to effectively manage a disaster should one occur. The Emergency Services
Office has developed several educational programs targeting various segments of the
population. These programs emphasize self - sufficiency due to the fact that government
agencies cannot care for all persons in times of a disaster. In spite of continued disaster
preparedness education, most citizens routinely expect local government to:
• be able to adequately protect life, property, and the environment
• alert them in advance of a disaster
• quickly and accurately assess the magnitude of an emergency
• keep them informed of the situation with accurate and complete information
• safely evacuate dangerous areas
• relocate citizens to a safe place
• coordinate temporary sheltering and feeding operations
• provide for a rapid restoration of services
• give assistance in the form of recovery services
• mitigate the impact of future emergencies
Planning Assumptions
The following systems may be damaged and temporarily out of service during an
emergency:
• telephone systems
• electrical power
• communications systems including police, fire & marine, and municipal radio
systems
• computers, including computer aided dispatch for Police and Fire Departments
• transportation systems including roads, highways, bridges, and traffic signals
• water systems
• sewer systems
• natural gas
In addition, there may be a shortage of trained and experienced personnel to manage
the disaster. All city personnel should be prepared to operate under adverse
conditions. No matter what type of disaster or conditions of personnel, facilities, and
resources, the City must be prepared to manage the response to the emergency.
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
CITY OF NEWPORT BEACH HAZARD ANALYSIS
(EOP 8)
PLANNING
PRIORITY
RISK
CHANCE OF
OCCURRENCE*
EFFECT **
AVG
#1
Earthquake
8
10
9
#2
Hazardous Materials Event (fixed
location or transportation)
9
8
8.5
#3
Fire and /or Explosion
7
9
8
#4
Flood /Storm (Dam failure,
hurricane, tidal surges)
8
7
7.5
#5
Oil Spill and /or Pipeline Breakage
6
7
6.5
#6
Tornado/ Water Spout
6
6
6
#7
Aircraft Accident
5
6
5.5
#8
Terrorism
4
7
5.5
#9
Energy Shortage
6
4
5
#10
War
3
7
5
#11
Tsunami
3
6
4.5
#12
Riot/ Civil Disturbance
3
5
4
#13
Nuclear Accident
SONGS /SBNWS
1
7
4
Chance of Occurrence and Effect numbers are rated from one to ten (1 to 10). Higher
numbers signify greater chance of occurrence and a greater effect.
* Chance of Occurrence is based on Newport Beach history and probability of occurrence.
** Effect is the worst -case scenario based on the population affected and the geographic
description of the areas most likely to be impacted.
Types of emergencies NOT handled under this plan include:
Type of Emergency
Who will Manage this Type of Emergency
Drought
Municipal Operations
Homeless
Recreation & Senior Services
Hazardous Landfills
Fire Department, Fire Prevention Division
For additional information, see the City of Newport Beach General Plan Hazards Chapter.
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
FEDERAL EMERGENCY MANAGEMENT AGENCY
(FEMA) CALIFORNIA HAZARDS (1 of 3)
Level of Earthquake Hazard
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Page 27 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
FEDERAL EMERGENCY MANAGEMENT AGENCY
(FEMA) CALIFORNIA HAZARDS (2 of 3)
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Page 28 of 180
Inyo Craters
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Long Valley Caldera
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
FEDERAL EMERGENCY MANAGEMENT AGENCY
(FEMA) CALIFORNIA HAZARDS (3 of 3)
Nuclear Generating Stations in California
Sacramento
Proposed
nuclear plant
: • Fresno
Diablo Canyon Nuclear
Power Plant
Los Angeles
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San Onofre Nuclear
Generating Station
City of Newport Beach
Emergency Operations Plan BASIC PLAN
MAJOR EARTHQUAKE
General Situation
The Newport Beach area could be affected by several different earthquake faults
including the Newport- Inglewood, the San Andreas, and the newly discovered San
Joaquin Hills Fault. A major earthquake along any of these faults could result in
substantial casualties and damage resulting in collapsed buildings, damaged roads and
bridges, fires, flooding, and other threats to life and property. Other faults traversing
the Los Angeles Basin, Riverside, San Bernardino, and San Diego Counties could also
affect Newport Beach, though not as severely. There are still many uncharted
earthquake faults throughout California possessing possible impacts for Newport
Beach.
The following information describes various earthquake faults and plots areas of
shaking potential and liquefaction probability. The City is located in the highest
possible seismic risk zone (Zone 4) according to the Uniform Building Code of the
International Conference of Building Officials. The majority of the City is located on an
alluvial flood plain and has a high potential for shaking intensity and ground failure
(liquefaction) damage.
The Newport - Inglewood Fault
The Newport - Inglewood Fault is considered the second most active fault in California.
It runs from the City of Inglewood through Newport Beach where it extends out into
the Pacific Ocean. This fault is capable of producing earthquakes in the range of 6.3 to
7.1 magnitudes. The 1933, 6.5 magnitude Long Beach earthquake occurred on the
Newport - Inglewood Fault, causing 120 deaths and severe damage. Unreinforced
masonry buildings collapsed leaving people trapped beneath the rubble. Schools
collapsed. The Long Beach earthquake epicenter was in the Newport Harbor area of
Newport Beach. Buildings received damage in the City as a result of this earthquake.
The low population and development of the time attributed to decreased damage in the
Newport Beach area. Other faults with the potential to affect Newport Beach include:
the Whittier- Elsinore, El Modina, San Jacinto, Norwalk, Santa Monica - Raymond Hill,
Peralta Uplift, and the newly discovered San Joaquin Hills. These faults, all considered
active, are capable of producing earthquakes in the 4.5 - 7.5 range.
The San Andreas Fault
The San Andreas Fault is located approximately 70 miles northeast of the City. This
fault is capable of producing earthquakes in the magnitude 8+ range. It has been
scientifically determined that major earthquakes on this fault occur approximately
every 145 years. The last major earthquake on the Southern San Andreas Fault occurred
in 1857. The San Andreas is considered one of the most active faults in the world today.
A major (8.3 magnitude) earthquake is expected to occur again within the next 20 years.
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The San Toaquin Hills Fault
The San Joaquin Hills Fault is considered to be an active fault, running parallel to the
coastline. The fault roughly extends from John Wayne Airport at the northeast end to
the I -5 /I -405 freeway connection. Initial research shows the San Joaquin Hills Fault
capable of generating a 7.1 magnitude earthquake. The most important feature, though,
is that the San Joaquin Hills Fault is a thrust fault, meaning that the motion it generates
will be stronger and more violent than the motion caused by any of the other faults
affecting Newport Beach. An earthquake on the San Joaquin Hills Fault is the worst -
case scenario for Newport Beach.
Considering the information above, earthquakes are considered a major threat to the
City. When scientists refer to the San Andreas Fault, it is often called "The Big One." In
1990, the Los Angeles Times Newspaper printed a series of articles on the Newport -
Inglewood Fault and described it as "The Bigger One." Both faults can cause
considerable damage; however, a 7.1 magnitude Newport - Inglewood quake would be
more severe to Newport Beach than an 8.3 on the San Andreas due to its proximity to
the City. The cost estimates of damage for the worst case scenario are four times greater
for the Newport- Inglewood than the San Andreas. Given the recent identification of the
San Joaquin Hills Fault, Newport Beach now will now have to reconsider its label for
"The Bigger One." The San Joaquin Hills Fault has not yet been included in research for
shaking and damage analyses, however a moderate earthquake on this fault would
cause severe damage.
Generally, the areas of the City at the greatest risk sit directly above and close to the
Newport- Inglewood or San Joaquin Hills Fault Zones. Next would be coastal areas
where liquefaction potential is highest. Coastal areas are composed primarily of
alluvial type soils, which is subject to intensive ground shaking and liquefaction. This
area is densely populated and possesses considerable commercial property.
The Newport Harbor area is subject to liquefaction. The City requires the properties in
this area be built on compacted soils, which should lessen the liquefaction potential.
Secondary effects of earthquakes include:
1. Fires - -A high probability of fire following an earthquake results from the number of
broken gas lines typically occurring during shaking. Water mains and lines often
break as well, due to ground movement. The combination of fires and a water
shortage seriously complicates the response to earthquakes and their secondary
affects.
2. Dam Failure - -In addition to the direct affects caused by earth shaking and ground
failure (liquefaction), the City could be impacted by flooding caused by earthquake
induced dam failure of the Prado Dam. However, the probability of dam failure is
low since the Prado Dam is rarely full. Flooding could also result from the failure of
the Big Canyon Reservoir.
3. Hazardous Chemical Spills- -The north end and west side of the City house a large
percentage of the City's industries with large quantities of hazardous chemicals.
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This area would be most affected by hazardous chemical spills and hazardous
chemical fires resulting from earthquakes.
4. Oil Spills & Pipeline Breakage -Oil fields and oil storage tanks can be seen on the
west side of Newport Beach. Although the tanks are diked, a major earthquake
could damage the tanks and dikes causing vast amounts of oil spillage. There are
numerous underground pipelines traversing the City. An earthquake could easily
cause a pipeline breakage, releasing either natural crude oil or refined petroleum
products.
Specific Situation
The information presented below provides detailed estimates of potential earthquake
losses in Newport Beach from an 8.3 magnitude earthquake on the Southern San
Andreas Fault. The data is extracted from the following studies:
U.S. Geological Survey, Metropolitan San Francisco & Los Angeles Earthquake Studies,
1980 assessment.
Special Publication 60, 1982, California Division of Mines and Geology -- Earthquake
Planning Scenario for a Magnitude of 8.3 Earthquake on the San Andreas Fault in the
Southern California Area.
U.S. Geological Survey, Newport- Inglewood Fault Zone, Special Publication 99, 1988.
Casualties
There are many variables affecting the number of casualties following a major
earthquake. Intensity and duration of shaking, liquefaction, and the location of the
population are major elements to be considered. Time of day will affect these numbers
(i.e. during school hours, separated families, freeway traffic, people working in high -
rise buildings, etc). The City, State and Federal levels of government plan and exercise
with these threat considerations in mind.
Long -Term Homeless
Homeless households are those, which, for one reason or another, cannot be allowed to
re- occupy their dwelling units. These persons may require mass sheltering if they
cannot first find temporary shelter with relatives, friends, etc.
Mobile Homes
Damage to mobile homes can create additional homeless caseload problems. There are
over 15 mobile home parks, with a total of 1,200 mobile homes within the City limits.
Many of these are in the areas of greatest shaking potential from earthquakes.
Earthquake damage to mobile homes is expected to be very severe. Generally, only
about ten percent of coaches have any form of seismic tie - downs. The damage to
mobile homes can be both life threatening and create mass care problems. Mobile
homes close to the coast and located on alluvial soils have a greater potential for
damage. Under extended shaking from large earthquakes, mobile homes have a
tendency to move off their pedestals, then drop onto their axles. (Most coaches no
longer have wheels.) When this occurs, rigid utility lines can sever, causing fires. In
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
addition, the pedestals, which originally held the coach up, will penetrate the floor
when the coach falls. This can cause injury and significant damage. Many individuals
living in mobile homes are elderly, making escapes from damaged mobile homes
slower and more difficult.
When there has been extensive damage to mobile home coaches, residents are unable to
go "next door" in the mobile home park because of widespread damage. This situation
then creates an added burden on the City by having to provide for mass care facilities.
If forty percent of the non - seismic protected mobile home coaches were damaged and
unlivable, it would create a homeless population of approximately 728 citizens.
Damage to Vital Public Services, Systems, and Facilities
Hoag Hospital
Hoag Hospital maintains a total of 498 hospital beds and is built on the Newport -
Inglewood Fault Line. Hoag has recently finished a seismic retrofit to strengthen the
main tower. It is possible that a major earthquake in the area could severely damage
Hoag Hospital, impacting the City's ability to treat injured survivors.
Freeway and Roads
The 405 and 55 Freeways are located just north of Newport Beach and the 73 Toll Road
runs through the northern portion of the City, continuing southeast. These freeways
may be closed due to road damage, collapsed overpasses, accidents, etc. This would
make entrance and exit from the north difficult to impossible.
Also the major roads into the City from the north could be in jeopardy from bridge
failure. To the west of Newport Beach, connecting the City to Huntington Beach is
another bridge. Damage to this bridge will impact access to the City from the west.
To the east lies the City of Laguna Beach. East Pacific Coast Highway winds its way up
the coast from Laguna Beach through numerous canyons and washes. Any damage to
this thoroughfare will restrict access from the east.
Pacific Coast Highway runs through the City, sitting on alluvial soil, and is expected to
sustain severe damage in a major earthquake. If the Back Bay Bridge fails, easy access
across town from the east and west will be eliminated.
Communications
Telephone Systems:
Telephone communications can be adversely affected due to overload resulting from
post- earthquake calls from both within and outside the area. Many telephone
instruments are shaken off their hooks during an earthquake. Further complications to
communication capabilities may result from physical damage to equipment from
ground movement, loss of service due to loss of electrical power, and subsequent failure
of some auxiliary power sources.
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Key system failures would likely be located near areas projected to experience intense
ground shaking. It is likely the telephone systems in Newport Beach will have
systematic failures not readily bypassed by alternative traffic routing. The recovery
effort may be delayed because many telephone company employees will have
difficulty- getting access to damaged areas to accomplish repairs.
Radio Systems:
It is clear that emergency radio traffic densities would increase with an area wide
disaster. As alternative methods of communication become available in the incident,
the load on the emergency channels will ease, and communications will improve.
Commercial Broadcasters:
Many radio and TV facilities are expected to be out of operation in Los Angeles /Orange
County for 24 hours due to in -house problems, and /or power supply problems, and /or
transmission line problems. After 24 hours, it can be expected that 50% of the area
facilities will be in operation.
Water Supply and Waste Disposal
The major aqueducts supplying water to our region: Colorado, California, and Los
Angeles aqueducts, are expected to sustain damage causing temporary interruptions in
outside water supply. The numerous major reservoirs in the Southern California region
will provide ample storage to meet demands during the time required for repairs.
However, damage to water transmission lines, local storage reservoirs and pumping
plants, as well as local distribution systems, will affect water availability and pressure.
The absence of electrical power for extended periods will, in some areas, preclude water
deliveries where pumping is necessary, even though conveyance facilities may be
intact. Many areas could be dependent on tanker trucks to provide their basic water
needs. Safe drinking water is always a priority of the City Public Works Water Division
and will be made an even higher priority during a major incident.
Sewage collection systems may sustain widespread damage, particularly in the low -
lying areas. The County's sewage treatment facilities, also located in structurally poor
ground, may be damaged and experience electrical power losses resulting in discharge
of raw sewage into the area.
Electric Power
Damage to power plants and their ancillary facilities in affected areas can be expected to
reduce generating capacity. The potential impact of this reduction in local output is
lessened, however, by the availability of power from other sources outside the affected
area and by the obvious significant reduction in consumer demand that will occur.
Immediate concerns will focus on repairs necessary to restore power to areas of greatest
need. Major restoration problems include repairs necessary to route power through the
major substations, restoration of damaged and collapsed transmission line towers,
reactivation of equipment at local substations, and replacement of fallen poles, burned
transformers, etc.
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It is reasonable to assume that, during some portion of the first 72 -hour period
following the earthquake, virtually all areas may experience some temporary loss of
power. All critical facilities will require standby generating equipment and emergency
fuel supplies. It is assumed all substations in Orange County have a potential for heavy
damage.
Damage to natural gas facilities will consist primarily of: some isolated breaks in the
major transmission lines and innumerable breaks in main lines and individual service
connections within the distribution systems, particularly in the areas of intense ground
shaking and /or ground failure. Multiple leaks in the distribution system will affect a
major portion of Newport Beach, resulting in a loss of service for extended periods.
Sporadic fires should be expected at the sites of a small percentage of ruptures both in
the transmission lines and the distribution system.
Overall Impact
San Andreas
While heavily impacted, the County will not suffer the extent of physical damage or
population vulnerability some of our neighboring counties will incur. The County will
not be as high a priority for application of outside resources as, for example, San
Bernardino and Riverside Counties, Los Angeles, or Ventura Counties. The County
may be called upon to provide resources to more heavily impacted areas in locations
from other areas and serve as a staging and support area for resources moving to more
heavily affected areas. Because of the distance from the fault, shaking would be more
hazardous to large structures than to one to two story houses. The expected long
duration of shaking (two or more minutes) could cause liquefaction.
Newport- Inglewood /San Joaquin Hill Faults
The County will be heavily impacted and will require considerable and immediate
outside assistance. All primary utilities have the potential to be heavily damaged and
there may be major structural damage to buildings, transportation routes, and
communications equipment. Liquefaction is highly probable in widespread areas of the
north and west part of the County and, in addition to the intensive shaking, will
contribute considerably to overall damage. Approximately 80% of the City's
population is within the area expected to experience the highest shaking intensity
(intensity 9).
Property Loss
Specific estimates for Newport Beach have not been developed, but property loss may
be substantial following a major earthquake.
Bed Loss in Hospitals
There are 26 acute care hospitals in Orange County. It should be assumed that hospitals
would sustain damage in a major earthquake, thereby reducing the number of beds and
the number of people emergency personnel can treat.
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Although a percentage of the remaining beds could be made available by discharging
or transferring non - emergency patients, it will probably be necessary to receive an
immediate influx of emergency medical aid (like Federal Disaster Medical Aid Teams or
DMAT) and /or exporting some of the seriously injured to out -of- county facilities,
possibly even out of State.
Emergency Response Actions
All City departments are assigned specific functions as described in the Functional
Responsibility Matrix. Each department will respond to, manage, and request mutual
aid resources/ personnel to respond to their assigned responsibilities.
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MODIFIED MERCALLI INTENSITY SCALE
I. Not felt. Marginal and long - period effects of large earthquakes.
II. Felt by persons at rest, on upper floors, or favorably placed.
III. Felt indoors. Hanging objects swing. Vibration like passing of light trucks.
Duration estimated. May not be recognized as an earthquake.
IV. Hanging objects swing. Vibrations like passing of heavy trucks; or sensation of a
jolt like a heavy ball striking the walls. Standing cars rock. Windows, dishes, doors
rattle. Glasses clink. Crockery clashes. In the upper range of IV, wooden walls and
frames creak.
V. Felt outdoors; direction estimated. Sleepers wakened. Liquids disturbed, some
spilled. Small unstable objects displaced or upset. Doors swing, close, open.
Shutters, pictures move. Pendulum clocks stop, start, change rate.
VI. Felt by all. Many frightened and run outdoors. Persons walk unsteadily.
Windows, dishes, glassware broken. Knickknacks, books, etc., off shelves. Pictures
fall off walls. Furniture moved or overturned. Weak plaster and masonry D
cracked. Small bells ring (church, school). Trees, bushes shaken (visibly, or heard
to rustle).
VII. Difficult to stand. Noticed by drivers. Hanging objects quiver. Furniture broken.
Damage to masonry D, including cracks. Weak chimneys broken at roof line. Fall
of plaster, loose bricks, stones, tiles, (also unbraced architectural ornaments). Some
cracks in masonry C. Waves on ponds; water turbid with mud. Small slides and
cave -ins along sand or gravel banks. Large bells ring. Concrete irrigation ditches
damaged.
VIII. Steering of cars affected. Damage to masonry C; partial collapse. Some damage to
masonry B. Fall of stucco and some masonry walls. Twisting, fall of chimneys,
monuments, towers, elevated tanks. Unbolted frame houses moved on
foundations; loose panel walls thrown out. Decayed piling broken off. Tree
branches broken. Changes in flow or temperature of springs and wells. Cracks in
wet ground and on steep slopes.
IX. General panic. Masonry D destroyed; masonry C heavily damaged, sometimes
with complete collapse; masonry B seriously damaged. (General damage to
foundations.) Frame structures, if not bolted, shifted off foundations. Frames
cracked. Serious damage to reservoirs. Underground pipes broken. Conspicuous
cracks in ground. In alluvial soil areas, sand and mud ejected, earthquake
fountains, sand craters.
X. Most masonry and frame structures destroyed with their foundations. Some well -
built wooden structures and bridges destroyed. Serious damage to dams, dikes,
embankments. Large landslides. Water thrown on banks of canals, rivers, lakes,
etc. Sand and mud shifted horizontally on beaches and flat land. Rails bent
slightly.
XI. Rails bent greatly. Underground pipelines completely out of service.
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XII. Damage nearly total. Large rock masses displaced. Lines of sight and level
distorted. Objects thrown into the air.
Definition of Masonry A, B, C, D:
Masonry A - -Good workmanship, mortar and design; reinforced, especially laterally
and bound together by using steel, concrete, etc.; designed to resist lateral forces.
Masonry B -- Good workmanship and mortar; reinforced, but not designed in detail to
resist lateral forces.
Masonry C-- Ordinary workmanship and mortar; no extreme weaknesses, as in failing
to tie in at corners, but neither reinforced nor designed against horizontal forces.
Masonry D - -Weak materials, such as adobe; poor mortar; low standards of
workmanship; weak horizontally.
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EARTHQUAKE PREDICTION RESPONSE POLICY
Preamble
Earthquake Prediction is an evolving science. There is an emerging capability to
provide predictions, advisories, and warnings. The City of Newport Beach will utilize
this capability in fulfilling its responsibility to protect the lives and property of its
people.
Policy
It is the policy of the City to rely upon earthquake predictions, advisories, and /or
warnings that emanate from the State, through the California Emergency Management
Agency (Cal EMA). It is important that the information upon which the City relies be as
valid as possible. Any prediction that emanates from outside of the State process will, to
the extent possible, be subject to evaluation by the State before the City utilizes such
information.
It is the policy of the City to utilize its emergency operations organization in response to
any official earthquake predictions, advisories, and warnings.
It is the policy of the City to work cooperatively on an operational area and regional
basis. A coordinated regional response is in the best interest of the public. The City will
make every effort to work with political entities within the region to develop a
coordinated response. As the City is ultimately responsible for the safety of its people,
the City reserves the right to act independently when necessary.
It is the policy of the City that community members are appropriately informed
regarding earthquake predictions, advisories, and warnings. An informed populace is
better able to prepare for and to protect itself in any major emergency. It is incumbent
upon the City to provide timely and accurate advisory information using the most
appropriate means.
It is the policy of the City that information shall emanate from a single source - -the
Director of Emergency Services or designee, the Public Information Officer. Information
provided to the public should be presented with a view toward mitigating life
threatening hazards, and the social and economic impacts on the community and
individuals.
It is the policy of the City to conduct continuing programs of education and guidance
for its employees and residents concerning precautions or other actions to be taken
prior to, during, and after an earthquake. Specific instructions would be issued in
anticipation of extreme emergency situations.
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This policy does not impose a duty on the part of the City or its employees to act in
response to any earthquake prediction, advisory, or warning.
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SOUTHERN CALIFORNIA
EARTHQUAKE FAULT MAP
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Map Explanation
-^ Blind thrust fault ramp; red hatchures show surface projection or upper edge
of thrust ramp, the thrust fault ramps are shown from deepest to shallowest by
gray and green shading. respectively.
Fault Showing Evidence of Historic Rupture (Active).
Fault Showing Evidence of Holocene Rupture (Active).
Fault Showing Evidence of Quaternary and Late Quatemary Rupture (Potentially Active
'� °tiah Local Active and Potentially Figure
Inlemalima
Project Numher: 2 112 Active Faults 2 -3
Date: March, 2003
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7.8 SAN ANDREAS FAULT
SHAKING INTENSITY MAP
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69INGLEWUOD— NEWPORT FAULT
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CITY OF NEWPORT BEACH LIQUEFACTION ZONES
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6.9 INGLEWOOD- NEWPORT FAULT
DAMAGE TO ORANGE COUNTY SCHOOLS
HAZARDOUS CHEMICAL SPILL
GENERAL INFORMATION
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Chapter 6.95, Section 25502, California Health and Safety Code, and Title 19, California
Code of Regulations, describe the State of California hazardous chemical emergency
planning and community right -to -know program. Counties are required to designate
an agency to implement the provisions of this program. In Newport Beach, the Fire
Department is the agency designated to administer this program. This agency
maintains business plans for businesses in the City that handle a hazardous material in
quantities equal to or greater than 500 pounds, 55 gallons, or 200 cubic feet of gas at
Standard temperature and pressure (STP), or Federal standards of extremely hazardous
substances in excess of threshold planning quantities, at any one time.
As of December 1, 2010, 210 businesses in Newport Beach have filed business plans
with the Newport Beach Fire Department. The preponderance of hazardous materials
contained in this gross inventory consists of numerous petroleum products,
manufacturing, and agricultural chemicals.
The San Diego Freeway (I -405) to the north, the San Joaquin (73) Toll Road to the east,
and Pacific Coast Highway to the south closely border Newport Beach. The six -lane
Costa Mesa Freeway is a primary arterial highway near the west side of the City. Many
other four and six-lane streets provide easy access to the north, northeast, and eastern
portions of the City. Due to the volume of traffic and the nature of the materials
transported, there is a heightened risk of a hazardous material leak or spill in the
Newport Beach area.
In the event of a hazardous material incident in Newport Beach, the Newport Beach
Fire Department will act as lead agency within the City limits, and will provide an
Incident Commander. The Police Department and the Municipal Operations
Department will provide incident support. A request for Hazardous Materials Team
Response from the Orange County Hazardous Materials Response Authority will be
made, if needed, via Fire Department Dispatch. Generally, response at the City level
will be limited to situation analysis, evacuation of the threatened population, incident
stabilization, containment, and coordination of cleanup.
Substances that might be encountered in a hazardous material incident include, but are
not necessarily limited to:
• Flammable gases
• Flammable liquids
• Nonflammable gases
• Corrosives
• Poisons, Class A and B
• Flammable solids
• Oxidizers
• Organic peroxides
• Radioactive materials
• Etiologic agents
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Generalized response procedures for hazardous material incidents are contained in the
Operations Section /Fire & Rescue Annex of this document. Detailed response
procedures are contained in the Newport Beach Fire Department Operations Plan B -4
and in the Orange County/ Cities Hazardous Material Emergency Response Plan.
The complete list of Hazardous Materials Handlers is distributed to the Fire
Department Hazardous Materials Team, the Battalion Chiefs, and in the Reference Book
of the Emergency Operations Center. See the Newport Beach Hazardous Materials
Listings for "High" Hazards are listed below.
The City of Newport Beach has approved the Hazardous Materials Area Plan (HMAP)
to address the planning necessary for hazardous materials emergencies. (EOP 46) The
major objective of this plan is to describe procedures for the effective and efficient
allocation response to a hazardous materials emergency. Further, it is to establish an
emergency organization, assign tasks, specify policy and general procedures, and
provide coordination of planning for all phases of emergency planning for a hazardous
materials emergency. Specifically the HMAP addresses the following:
• Procedures and protocols for emergency personnel, including approach, recognition
and evaluation of releases
• Monitoring and decontamination guidelines
• Pre - incident surveys of business sites
• Procedures to address local, state and federal funding and emergency response
assistance
• Methods to access approved and permitted hazardous waste disposal facilities and
emergency response contractors
• The use of an Integrated Response Management System
• Procedures for notification and coordination with emergency response personnel
• Procedures for utilizing alternative forms of emergency communications
• Listing of specific emergency responsibilities of responding organizations
• Procedures for notifying the Office of Emergency Services
• Specific public safety information requirements
A copy of the HMAP is kept in the City Emergency Operations Center for reference.
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LOCATION OF STORAGE FACILITIES & HANDLERS
OF "ACUTELY HAZARDOUS MATERIALS"
IN THE CITY OF NEWPORT BEACH
(EOP 46)
Per the Cal -ARP Program, updated 12/10
Big Canyon Reservoir
3300 Pacific View
Jazz Semiconductor Inc.
4321 Jamboree Road
Hixson Metal Furnishing
829 Production Place
CNB- Utilities Yard
949 West 16th Street
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FIRE, WILDLAND FIRE, AND /OR EXPLOSION
The Newport Beach Fire Department is responsible for fire suppression within the City
of Newport Beach. The Newport Beach Fire Department constantly monitors the fire
hazard in the City, and has ongoing programs for the investigation and alleviation of
hazardous situations. Newport Beach staffs eight fire stations 24 -hours per day, 365
days per year. Fires, in general, only represent 5% of all calls, with structure fires
occurring less than 2% of the time. This makes fire personnel training and knowledge
that much more valuable and mandatory. There are two distinct fire hazards
represented within the City, Wildland Fires and Structure Fires.
Wildland Fires/Urban Interface
Wildfires are a significant hazard throughout the United States. This hazard has
increased in the last few decades due to encroachment of structures into the wildland
environment, more people recreating in wildland areas, and drought conditions in
some areas. Certain methods can reduce this hazard.
There are two specific ways that residents and fire personnel can reduce the hazard of
fires in the Urban Wildland Interface (UWI).
1) Hazard Reduction: consists of maintenance of existing trees, shrubs, and
ground cover within a 100 -foot set -back zone from a home /structure.
2) Fuel Modification: consists of lessening or eliminating the amount of
combustible fuel around a home/ structure.
The purpose of both of these methods is to reduce the hazard of wildfires by
establishing a defensible space around buildings or structures. A defensible space is
defined as an area that slows the rate and intensity of an advancing fire and gives
firefighters a space to set up to suppress fires, thereby saving the structures. In
Newport Beach, the defensible space for hazard reduction and fuel modification is 100
feet in all directions facing UWI areas.
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WILDFIRE SUSCEPTIBILITY MAP
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Structure Fires
Newport Beach is at an increased risk of structure fires in many areas of the city due to
many factors. There is a small town character of certain areas such as Balboa Peninsula,
Balboa Island, and Corona Del Mar. This character puts these areas of the City at
increased risk for structure fires due to the following reasons:
• Homes are an older vintage (some date back to the 1930's)
• Homes are built using older standards and fire codes
• They are made from non -fire- resistive construction material
• There are few, if any, fire sprinklers or safety systems in place
• Each house is built with three- or four -foot set - backs, where overhangs are
allowed
These factors cause many problems, but two in particular. In these areas, there is an
access problem for both emergency vehicles and firefighters. The streets and houses are
so close together that immediate and rapid access is sometimes impossible. Secondly,
due to these tight quarters, evacuation issues are problematic.
Another issue that puts Newport Beach at a higher risk for structure fires is the
geography. Newport Beach is split by a large bay that divides the city into two regions.
One -third of the fire department resides west of the bay, and two- thirds has been
placed on the east side. If the bridge connecting the two sides of the city were to be
compromised, access and egress would be greatly affected, therefore, effecting fire
department response to emergency situations, including structure fires. Another
geographic concern is the mixture of residential occupancies with commercial
occupancies. These types of occupancies follow different standards and require distinct
firefighting tactics. Lastly relating to geography is the number of high -rise buildings
that Newport Beach possesses. Newport Beach has 30 high -rise buildings, all but three
of which have built -in fire protection systems. These high -rises are hazards due to
evacuation issues and specialized firefighting tactics.
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FLOOD, STORM, HURRICANE & TIDAL SURGE
(EOP 48)
Floods have had significant impacts throughout Newport BeacKs history. In 1938, a 500 -
year flood hit Southern California. The low -lying areas in West Newport adjacent to the
Santa Ana River out -fall suffered from the flooding. As a result of this great flood, the
Santa Ana River channel was built. In 1969, and again in 1983, one hundred -year floods
inflicted damage in the Newport Beach area.
Each year, many low lying areas of Newport Beach face flooding problems because of the
high winter tides brought on by storms. There are areas at and below sea level along the
entire beachfront of the City. Water damage is costly to those unprepared. The primary
responsibility of the local government during widespread flooding is to protect public
safety. Secondary is protection of property such as: highways, streets, bridges, and
structures.
Some winter runoff flooding occurs on an average of every other year in the Orange
County area with severe floods occurring approximately every ten years. Tidal surges
and high tides occur almost every year. Flooding is one of the most common emergencies
affecting Newport Beach, which is why extra effort has been made to prepare for flood
emergencies.
Also associated with flooding is the issue of debris management. With the flooding
resulting from the 1997 -1998 El Nino Storms, a significant amount of debris was washed
into Newport Harbor jeopardizing both property and vessels, and the ability to safely
navigate the harbor. In addition, heavy amounts of debris slid off hillsides, down
tributaries to the ocean, with the resulting debris being washed up upon the coastal
beachfront.
For details specific to flood operations are included in position checklists throughout Part
Two of the Emergency Operations Plan.
Expected Damage to Essential Facilities
Essential facilities include hospitals, fire stations, police stations, and schools. Several of
the educational and government facilities in the City are expected to be at least slightly
damaged as a result of flooding given their location in the flood zones. Specifically,
Fire Station No. 4 is located within the 100 -year flood zone; whereas City Hall, Fire
Station No. 1, Fire Station No. 2 and Newport Beach Elementary School are all located
within the 500 -year flood zone. Furthermore, and equally significant, several of the
essential facilities in the southern and southwestern portion of the City may be cut -off
from the rest of the City by rising flood waters as a result of flooding. Given that
several local schools reported flood damage as a result of the February 6th, 1998 storm
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that brought in about 3 inches of rainfall to the area, these loss estimations may under -
represent the actual losses that could be expected to essential facilities in the City.
Shelter Requirements
Given the number of residential structures located within the 100- and 500 -year flood
zones, a significant storm has the potential to displace residents from their homes due
to the flood and the associated potential evacuation. These individuals may require
accommodation in temporary public shelters.
Roads
During natural hazard events, or any type of emergency or disaster, dependable road
connections are critical for providing emergency services. Roads systems in the City of
Newport Beach are maintained by multiple jurisdictions. Federal, State, county, and
city governments all have a stake in protecting roads from flood damage. Road
networks often traverse floodplains and floodway areas. Transportation agencies
responsible for road maintenance are typically aware of roads at risk from flooding. An
extensive network of residential streets is expected to be impacted by flooding, in
addition to sections of the Coast Highway, and to a lesser extent, the southern
termination of Newport Boulevard, one of the most important arterials in the City
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FLOOD HAZARD AREAS
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LOCAL FLOODING MAP
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DRAINAGE CHANNELS &
PUMPING STATIONS MAP
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SEA LEVEL RISE FLOODING MAP - 50 FEET
(EOP 48)
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WINDSTORMS, WATERSPOUTS & TORNADOES
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. This section discusses the specific
hazards associated with unusual and potentially damaging wind activity based on
historic records and scientific data.
Windstorm Characteristics
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 and high
plateau that covers most of Nevada and parts of Utah, between the Sierra Mountains on
the west and the Rocky Mountains to the east. 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 the 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
Tornadoes 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. Although tornadoes occur in many
parts of the world, they are most common during the spring and summer months in the
Central Plains of the United States, east of the Rocky Mountains. In the spring,
tornadoes often form where warm, moist air from the east meets hot, dry air from the
west (this boundary is called a "dryline "). In the winter and early spring, tornadoes can
also form when strong frontal weather systems originating in the Central states move
eastward. Thunderstorms, and associated tornadoes, can also form at the range front,
where near - ground air is forced to move "upslope" along the ascending mountain
slopes. Tornadoes can also accompany tropical storms and hurricanes as they move on
land, where they usually occur to the right and ahead of the path of the storm center as
it comes onshore. Based on data collected between 1950 and 1991, peak tornado
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occurrence in California is between January and April.
Waterspouts
Weak tornadoes that form over warm water are called waterspouts. Occasionally,
waterspouts can move on land and become tornadoes. Waterspouts along the Southern
California coastline are more often seen in the late fall or winter. Waterspouts have
been reported off San Diego, La Jolla, Oceanside, Point Loma, Laguna Beach, Newport
Beach, Huntington Beach, Long Beach, Santa Monica, Catalina, and Point Mugu.
Funnel clouds are cone - shaped or needle -like clouds that extend downward from the
main cloud base but do not extend to the ground surface. If a funnel cloud touches the
ground, it becomes a tornado; if it touches or moves across water, it is a waterspout.
Vulnerability and Risk
As past events show, windstorms in the City of Newport Beach have the potential to
impact life, property, utilities, infrastructure and transportation systems, causing
damage to trees, power lines, utility poles, road signs, cars, trucks, boats, and building
roofs and windows Structures and facilities can be impacted directly by high winds
and /or can be struck by air -borne debris. Windstorms can disrupt power to facilities
and disrupt land -based communications as well. In fact, historically, trees downed
during a windstorm have been the major cause of power outages in the southern
California area. 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 the hospital, 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. As discussed previously,
windstorms, especially Santa Ana winds, are often also associated with wildfires,
which, if they occur in or near a populated area, can result in enormous losses to
property, in addition to injuries and loss of life.
A windstorm also has the potential to displace residents, which may require the City to
provide short -term and /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 into to respond adequately to the needs of the impacted members of
the community.
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NATIONAL SUMMARY OF TORNADO
Tornado
Definition
National Frequency
Regions at Risk
OCCURRENCES
A small radius cyclonic windstorm
The yearly national average of incidents (taken from 1959-
1988 data) is 783. The average annual frequency per State is
16 with a high for Texas of 132 and less than 3 in 14 States.
Tornadoes are a risk in all States but are more frequent in the
Midwest, Southeast and Southwest. The States of
Mississippi, Kansas, Arkansas, Oklahoma, Illinois, Indiana,
Iowa, Missouri, Nebraska, Texas, Louisiana, Florida,
Georgia, Alabama and South Dakota are at greatest risk. See
Figure 1 for average annual tornado watch frequency from
1999 to 2008.
Figure 1: Average annual tornado watch frequency in the United States by county, 1999 to 2008
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IMMINENT /ACTUAL DAM FAILURE
(EOP 47)
General Situation
Three dams located in the Newport Beach area fall under State jurisdiction: Big Canyon
Reservoir, Bonita Reservoir, and San Joaquin Reservoir (see Map 7 -8). These dams are
owned by the City of Newport Beach, Irvine Ranch Water District and the Irvine Water
Company, respectively. They retain small reservoirs in the San Joaquin Hills.
Portions of Newport Beach are threatened by flooding from Prado Dam, Santiago Creek
Reservoir, Villa Park Reservoir, San Joaquin Reservoir, Big Canyon Reservoir and
Harbor View Reservoir. Bonita Reservoir also has the potential to cause localized
flooding in the City, but inundation limits due to failure of this structure were not
available. If Seven Oaks Dam fails, the flow reportedly will be contained by Prado Dam
Reservoir, and is therefore not expected to impact the City of Newport Beach. The
potential inundation areas for these dams have been plotted on maps.
Dam and reservoir failures can result from a number of natural or manmade causes
such as earthquakes, erosion of the face or foundation, improper sitting, rapidly rising
floodwaters, structural/ design flaws, or terrorist attack.
There are three (3) general types of dams: earth and rock -fill ( Prado), concrete arch or
hydraulic fill, and concrete gravity. Each of these types of dams has different failure
characteristics. The earth and rock -fill dam will fail gradually due to erosion of the
breach. A flood wave will build gradually to a peak and then decline until the reservoir
is empty.
In addition to the above - mentioned characteristics, warning ability is generally
determined by the frequency of inspections for structural integrity, flood wave arrival
time (the time it takes for the flood wave to reach its maximum distance of inundation),
the ability to notify persons downstream, and evacuation possibilities. The existence of
and frequency of updating and exercising site - specific evacuation plans is located in the
Law Enforcement Branch Section.
A dam or reservoir failure will cause loss of life, damage to property, and other ensuing
hazards, as well as the displacement of persons residing in the inundation path.
Damage to electric generating facilities and transmission lines could also impact life
support systems in communities outside the immediate hazard areas.
A catastrophic dam or reservoir failure, depending on size of dam and population
downstream, could exceed the response capability of local communities. Damage
control and disaster relief support would be required from other local governmental
and private organizations and from the State and Federal governments.
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Mass evacuation of the inundation areas is essential to save lives, if warning time
permits. Extensive search and rescue operations may be required to assist trapped or
injured persons. Emergency medical care, food, and temporary shelter will be required
for injured or displaced persons. Identification and burial of many dead persons would
pose difficult problems; public health would be a major concern. Many families would
be separated, particularly if the failure should occur during working hours. The loss of
communications, damage to transportation routes, and the disruption of essential
services could seriously hamper emergency operations.
Governmental assistance will be required and may continue for an extended period. A
considerable amount of effort will be required to remove debris and clear roadways,
demolish unsafe structures, and assist in reestablishing public services and utilities.
City Government will also need to provide continuing care and welfare for the affected
population including temporary housing for displaced persons.
Specific Situation
This plan covers actions to be taken for all types of hazards, including a Prado Dam or
Big Canyon Reservoir failure.
Inundation due to Catastrophic Failure of Water Storage Structures:
Loss of life and damage to structures, roads, and utilities may result from a dam failure.
Economic losses can also result from a lowered tax base and lack of utility profits. These
effects would certainly accompany the failure of one of the major dams in the City of
Newport Beach.
Three dams located in the Newport Beach area fall under State jurisdiction: Big Canyon
Reservoir, Bonita Reservoir, and San Joaquin Reservoir (see Map on page 92). These
darns are owned by the City of Newport Beach, Irvine Ranch Water District and the
Irvine Water Company, respectively. They retain small reservoirs in the San Joaquin
Hills.
Portions of Newport Beach are threatened by flooding from Prado Dam, Santiago Creek
Reservoir, Villa Park Reservoir, San Joaquin Reservoir, Big Canyon Reservoir and
Harbor View Reservoir. Bonita Reservoir also has the potential to cause localized
flooding in the City, but inundation limits due to failure of this structure were not
available. If Seven Oaks Dam fails, the flow reportedly will be contained by Prado Dam
Reservoir, and is therefore not expected to impact the City of Newport Beach. Each of
these reservoirs is described further below.
Prado Dam reservoir straddles the boundary between San Bernardino and Riverside
counties and is located approximately 2 miles west of the city of Corona. This dam is an
earth - filled, concrete - capped structure that was completed in April 1941. The reservoir
covers an area of 6,695 acres and has a spillway capacity of 383,500 acre -feet. Summary
information on this dam and its reservoir are provided on page 62. Should the dam
fail, the projected southwestern limits of the flood inundation path near Newport Beach
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are shown on the following map. If this dam failed catastrophically while full of water,
the inundation area would impact much of Orange County including Newport Beach.
Approximately 110,000 acres of residential, commercial, and agricultural land would be
flooded. By the time floodwaters reached the ocean most areas from Long Beach to
Newport Bay would be inundated. It is estimated that the flood would reach the City
of Newport Beach 21.5 hours after dam failure and cause flooding of West Newport
along the Santa Ana Delhi Channel and San Diego Creek, and in Newport Bay as far
south as Coast Highway. The data provided below will change as the dam is currently
undergoing significant improvements that will greatly increase the level of flood
protection to the communities of Orange County within the Santa Ana river floodplain.
These modifications include raising the crest of the dam from the current 566.0 feet
above mean sea level (NGVD) to 594.4 feet. Completion of these improvements is
expected in the year 2010.
Characteristics of Prado Dam and Reservoir
fyrior to Improvements expected to be completed in 2010)
Name:
Prado
......... ......... .............................
Department of Water Resources No. i
9000 -022
National ID No.
CA10022
Owner:
U.S. Arm Corps of Engineers
..
Year Completed
1941
Latitude; Longitude:
33.89 0; - 117.643°
Crest Elevation:
566.0 feet (being raised to 594.4 feet
Stream:
Santa Ana River
Dam Type: ;
Earth -filled
PaptType
NSA
Crest Length
2,280 feet
Crest Width:
30 feet
....... ......... ......... ............................
Total Freeboard:
23 feet
Height above Streambed i
106 feet
Material Volume:
3,389,000 cubic yards
Storage Capacity
383,500 acre -feet at top of pool
Drainage Area
2,255 sq mi
Reservoir Area:
6,695 acres
Seven Oaks Dam is an earth- and rock - filled dam located in San Bernardino County,
approximately 8 miles northeast of the city of Redlands. Construction of the dam was
completed in November 1999. Seven Oaks Dam was designed to protect San
Bernardino County from flooding and to work in conjunction with Prado dam, which is
located approximately 41 miles downstream. The reservoir has a capacity of 145,600
acre -feet and covers an area of 780 acres when full. Summary information on this dam
and its reservoir are provided on page 63. It is anticipated that the floodwaters
resulting from a Seven Oaks dam failure would be contained by Prado dam and
therefore would not pose a threat to Newport Beach. Seven Oaks Dam is designed to
withstand an 8.0 magnitude earthquake.
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Characteristics of Seven Oaks Dam and Reservoir
Name:
Seven Oaks
Department of Water Resources No_
9001 -324
National ID No. I
CA10324
Owner:
U.S. Army Corps of Engineers
Year Completed_
1999
Latitude; Longitude:
34.116 °; - 117.3°
Crest Elevation:
2610 feet
m
Strea:
Santa Ana River
Dam Type_
Rock
Parapet Ty- pe:------------------------------ - - - - --
No Wall
Crest Length_
2,630 feet
Crest Width:
40 feet
----T-ota----1 -------Freeebboo_'--------------------------------------
ard: I
30 feet
Hei hh
g----------------------------------------
550 feet
---------
Material Volume:
4,000,000 cubic yards
Stora e Ca aci
g -�----t = - - --
145,600 acre-feet
Drainage Area:---
176 sq mi
._ -------------------------------
Reservoir Area:
780 acres
Santiago Creek Reservoir Dam is an earth- filled structure that has a storage capacity of
25,000 acre -feet. It is located 7 miles east of the city of Orange. Santiago Creek is the
largest tributary to the lower Santa Ana River with a drainage basin area greater than
100 square miles. Summary information on this dam and its reservoir is provided
below. The flood inundation path through Newport Beach, should the dam fail, is
shown on the following map.
Characteristics of the Santiago Creek Dam and Reservoir
Name: Santiaa go Creek
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Department of Water Resources 75 -000
No.
National ID No. CA00298
Latitude; Longitude: 33.785 °; - 117.723°
Crest Elevation: 810 feet
Parapet Type: N
No wall
Crest Length: 1
1,425 feet
Crest Width: 2
24 feet
.........................................................
Villa Park Reservoir Dam is located 3.5 miles downstream of Santiago Creek Reservoir
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and 4 miles east of the city of Orange. Villa Park dam is an earth- filled structure that
has a storage capacity of 25,000 acre -feet. Summary information on this dam and its
reservoir is provided below. The flood inundation path through Newport Beach,
should the dam fail, is shown on the following map.
Characteristics of the Villa Park Dam and Reservoir
Name:
Villa Park
Department of Water Resources No
1012 -000 IT
National ID No.
CA00829
Owner
Count of Oran$e----------------------------
Year Completed
1963
Latitude Longitude
.. ........
------------------------------------
33.8150; - 117.7650
Crest Elevation
584 feet
Stream
Santiago Creek
----------- -° �--------------------------------------------------------
Dam Type.
Earth filled
-------------------------------------
Parapet Type
No wall
Crest Len
119 feet
Crest Width:
20 feet
......... ..............................`
Total Freeboard:
------------------------------------
{ 18.3 feet
......... ......... ......... .............................;
Height
------------------------------------
118 feet
-
Material Volume
835, 000ubi-- yazas______
Storage Capacity
_______________________________
15,600 acre-feet
Drama.- e Area:
83.4 sq mi -------------------------------
Reservoir Area:
480 acres
Harbor View Dam is a small earth -filled structure; its reservoir is usually empty and
used primarily for flood control. It is located approximately 700 feet upstream of
Harbor View School and has a storage capacity of 28 acre -feet. Summary information
on this dam and its reservoir is provided below. The flood inundation path through
Newport Beach, should the dam fail while full, is shown on the following map.
Characteristics of the Harbor View Dam and Reservoir
Name:
Harbor View
Department of Water Resources No.
j 1012 -002
National ID No.
CA00830
Owner:
Co unty of OrangE
Year Completed:
1964
Latitude; Longitude:
33.603 °; - 117.865°
Crest Elevation:
190 feet
Stream:
----------- -- - ---
Jasmine Gulch
Dam Type:
Earth- filled
Parapet Tvoe:
No wall
Crest Width: 1 60
Total Freeboard: 20
28 acre -feet
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Drainage Area: 0.39 scpmi
Reservoir Area: 3 acres
San Joaquin Dam is an earth - filled structure with a clay lining and asphalt surfacing. It
is located in Newport Beach approximately half a mile east of Spyglass Hill Road. Its
reservoir has a storage capacity of 3,036 acre -feet and an area of 50 acres; water in the
reservoir is used for reclaimed water purposes. Summary information on this dam and
its reservoir is provided below. The flood inundation path through Newport Beach,
should the dam fail, is shown on the following map.
Characteristics of the San Joaquin Dam and Reservoir
Name:
Department of Water Resources No.
National ID No.
Owner:
Year Completed:
Latitude; Longitu de:
--------------
Crest Elevation:
Stream:
D- --am ---- T---we: - e- -------------------------------------
Crest
Crest
Material Volume:
Draina e Area:
Reservoir Area:
San Joaquin
-- --- - - - - -- ------------------ - - - - --
1029 -000
CA00853
-------------------- -------------------
Irvine Ranch Water District
1966
33.62 °; - 117.8420
476 feet
Tributary to Bonita C_r_ee_k___
Earth- filled
No wall
873 feet
30 -- fe-et ----------------------------------
fe
1,911,000 cubic
----------------- - - - - --
3,036 acre -feet
----------------- - - - - --
0.35 scfmi
50 acres
Bonita Dam is an earth - filled structure located approximately one mile downstream
(north) of San Joaquin Dam on Bonita Creek. Although it has the same reservoir area
(50 acres) as San Joaquin Dam, it has a storage capacity of only 323 acre -feet. Summary
information on this dam and its reservoir is provided below. The flood inundation path
through Newport Beach, should the dam fail, is shown the following map.
Characteristics of the Bonita Dam and Reservoir
Name: j Bonita Canvon
Owner: I The Irvine Comp:
----------------------------------------- - - - - -- --------------- -
Year Completed: — 1938
------- -Ca -
Latitude; Longitude: 33.632 °; - 117.848°
Stream:
I Bonita Creek
- -- - ------------------------------------------
Dam Type-
- - - - -- ---------------- - - - - --
Earth-filled
lied
- - th- -- - --
rype------------------------------------------
- - - - -- -' —No wall
Crest Length:
331 feet
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Crest Width:
20 feet
Total Freeboard:
8 feet
_
Hei t -------
--- �----------------------------------------
- - - - -- 51 feet
- - - - -- -----------------------------------------------------------------
------- --
Material Volume:
000_ cubic_ yards
--- ----
Storage Capacity:
---- _; -43,
- - - - - --
323 acre -feet
- - - - - - - -- ---------------------------------
Dramage Area
--4.2 scpmi--------------------------------------------------
Reservoir Area:
50 acres
Big Canyon Dam is an earth - filled, asphalt -lined structure that provides fire protection
and drinking water to residents of Newport Beach. It has a storage capacity of 600 acre -
feet and is located in a residential area near Pacific View Memorial Park and Lincoln
School. Failure of this structure would reportedly produce a flood wave between 300
and 1,000 feet wide on its course to Newport Bay. The width of the flood zone has
definite side boundaries due to the local topography. The limits of the inundation area,
should this facility fail catastrophically, are shown on the following map. However,
failure is thought unlikely because a seismic analysis of the Big Canyon Dam shows that
it can withstand a maximum magnitude earthquake (M = 7) on the Newport - Inglewood
fault. This earthquake is anticipated to produce very strong ground motions, with a
peak horizontal ground acceleration of 0.91g, in the area of the reservoir (URS, 2001).
Summary information on this dam and its reservoir is provided below.
Characteristics of the Big Canyon Dam and Reservoir
Name:
- -----------------------------------------
Big Canyon
Department of Water Resources No_ I
1058 000
Nafional ID No. i
-
------ ------------------------------------------------------
CA00891
Owner: i
------------------------------------------ - - - - -+
City of Newport Beach
Year Completed: -'
— 1959 ------------------------------
Latitude; Longitude:
33.61°;_ 117.857°
Crest Elevation:
- - - --------------------------------------------
308 feet
--- --- ---a -----------------------------------------------'-------------------------------my_!-------------------------
Stream:
Tributary of Big Canyon Creek
Dam Type: --------------------------------------------------------------
Earth -filled
-- Parapet Type------------------------------- - - - - -- -
-No wall
---------------------------------------------------------
Crest Lenf1th:
3824 feet
Crest Width:
-
- - - - ---------------------------------------------
20 feet
--- --------------- ------------------------------- -'
TotalFreeboard:
------------------------------
5.5 feet
Height:
65 feet
l
Materia Voltune_ ;_
- - -Mat -al V --
508, 000_ cubic_ yards _____________________________
Storage Capacity:
600 acre -feet
- - - -- -- - - - - -- --- - - - - -- ----- - - - - --
— Dramage Area ----------- -
-0.04 sdmi
Reservoir Area:
22 acres
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Above Ground Storage Tanks
There are currently no above - ground water tanks in Newport Beach, although at least
one 3.4 million gallon reservoir has been proposed in the Irvine Coast Development
along Pelican Hill Road (The Irvine Company, 1988). Any above - ground storage tanks
proposed and built in the City need to be designed to the most current seismic design
standards for liquid storage tanks. Any future tanks proposed and built in the City
would be vulnerable to damage as a result of ground deformation, strong ground
shaking, and locally, to surface fault rupture. Because the entire City of Newport Beach
is susceptible to strong seismic ground motion, any future water tanks should
incorporate earthquake resistant designs, including flexible pipe joints.
General Emergency Actions
• Alert and assemble EOC personnel and support staff at the EOC.
• Call back needed off -duty safety personnel.
• Determine at what time the water will hit Newport Beach or impending reservoir
failure.
• Activate the system of recording damage and casualty information.
• Screen incoming damage and casualty information and ensure pertinent data is
posted on status boards, maps, or similar records.
• Coordinate requests for mutual aid with agencies in other jurisdictions, if needed.
• Determine if a local emergency should be proclaimed. Determine if a request should
be sent to the Operational Area to ask the Governor to declare a "disaster area."
• Assure all necessary personnel available for emergency operations have been
activated and utilized on a priority basis.
• Establish priorities and coordinate the response and resources of all agencies in the
jurisdiction.
• On a continuing basis, have the Damage /Safety Branch Director provide briefings
evaluating updated damage and casualty information.
• If any facility or area in a jurisdiction is unsupportable by Police and Fire because of
damage, developing fires, dam failure, or other hazards, coordinate evacuation
efforts.
• Consider activating the AlertOC Mass Notification System
• Consider activating the Outdoor Emergency Sirens
Shelter Requirements
Given the number of residential structures located within the 100- and 500 -year flood
zones, a significant storm has the potential to displace residents from their homes due
to the flood and the associated potential evacuation. These individuals may require
accommodation in temporary public shelters.
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DAM FAILURE INUNDATION MAP
(EOP 47)
8•,.
A�,�
ft-
/�
gatf
l�)a{
i r
a
i• i^Ijg�eg
silty
L� -1
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PRADO DAM FAILURE INUNDATION MAP
(EOP 47)
/
_�
' r
II
w,lt-
I
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AIRCRAFT ACCIDENT
Newport Beach lies beneath the arrival traffic pattern of Long Beach Airport and the
standard departure pattern of John Wayne Airport. Traffic patterns for these airfields are
such that the Long Beach traffic is 5000' over the coast on descent and the John Wayne
traffic is climbing. The aircraft departing John Wayne Airport are at a full power take -off
then reducing their climb power setting for noise abatement. They pass over the City at
the reduced power setting beginning at 800' reaching the coast at approximately 2500'
then continuing their full power ascent out over the ocean.
The John Wayne noise abatement departure is known by commercial pilots as one of the
more difficult US airport maneuvers to accomplish.
Highest Probability
The highest probability of an air crash incident is between two (2) light aircraft or
helicopters in a mid -air crash. The probability is higher along the coast because of the
training flights, sightseeing and banner towing taking place over the beach area. Such
an incident would result in moderate ground damage.
Worst Case Scenario
A worst case scenario would be a mid -air collision, at night, between two commercial
airliners over a densely populated area of Newport Beach.
The aspects of the worst case scenario have to do with the amount of damage from the
impact of the crash and the resulting fires from the volatile jet fuel. For example, if the
accident involved a passenger airliner laden with fuel and passengers, the ground
impact would result in a large area being damaged. A major conflagration could result
from burning jet fuel. An even larger area could be affected by falling debris from both
aircraft.
The response requirements would include:
• Rescue of both residents and surviving aircraft passengers
• Medical Aid
• Early perimeter control and security of the impact area and airplane debris and
body parts
• Notification to Control I
• Evacuation of the area
• Fire suppression
• Coroner operations
• Sheltering of displaced victims
• Public information
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• Power restoration
• Mental health for workers, victims, and the general public
• Coordination with Federal, State, and County officials
• Searching for bodies and aircraft debris
• Cleanup
• Demolition
• Utility restoration (water, sewer, gas, and telephone)
• Rebuilding (expediting demolition and building procedures)
• Periodic public outreach and information bulletins
Additionally, with the two aircraft accident scenario, both impact sites could require:
• Incident Command Posts
• Fire suppression personnel
• Mass casualty medical responses
• Evacuations
• Coroner operations
• Public Information
• Extended perimeter/ security control operations
• Cleanup
• Demolition
• Rebuilding
• Public outreach
• Mental health
Complications
This scenario could be further complicated if a Santa Ana wind condition existed which
would make the fire suppression operations more involved. If the aircraft hit an
industrial area with hazardous chemicals, the chemicals would have to be dealt with.
There would be an influx of curious onlookers, increase in air traffic, and an increase of
the media both on the ground and in the air. Communication failures would also
further complicate response
Other Possible Scenarios
Besides a mid -air crash, other possible scenarios include:
• Ocean crash directly off the coast, into the Upper Newport Bay (Back Bay), or on the
beach requiring water rescues
• Helicopter crash
• A crash into a hospital, school, high -rise building, power plant, or aboveground oil
storage tank
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• An incident occurring on the beach (visitors range from 20,000 to 100,000 daily during
peak seasons)
Aircraft accident is listed on the City of Newport Beach Hazard Analysis as having a
low Chance of Occurrence; however, such an incident would be an emergency of
significant magnitude and seriously impact the City's response capabilities. Mutual
Aid would most likely be required for law enforcement, coroner, fire suppression, and
medical operations.
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MAP OF ARRIVAL & DEPARTURE ROUTES
FOR JOHN WAYNE AIRPORT
II8 °00
44 — — — Class D C.M.9
25 - - - Class D floor
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HOMELAND SECURITY ADVISORY SYSTEM
(EOP 48)
National Terrorism Advisory System (NTAS)
In 2011, the National Terrorism Advisory System, or NTAS, replaced the color -coded
Homeland Security Advisory System (HSAS). This new system will more effectively
communicate information about terrorist threats by providing timely, detailed
information to the public, government agencies, first responders, airports and other
transportation hubs, and the private sector.
It recognizes that Americans all share responsibility for the nation's security, and
should always be aware of the heightened risk of terrorist attack in the United States
and what they should do.
NTAS Alerts
After reviewing the available information, the Secretary of Homeland Security will
decide, in coordination with other Federal entities, whether an NTAS Alert should be
issued. NTAS Alerts will only be issued when credible information is available.
These alerts will include a clear statement that there is an elevated threat or imminent
threat. Using available information, the alerts will provide a concise summary of the
potential threat, information about actions being taken to ensure public safety, and
recommended steps that individuals, communities, businesses and governments can
take to help prevent, mitigate or respond to the threat.
The NTAS Alerts will be based on the nature of the threat: in some cases, alerts will be
sent directly to law enforcement or affected areas of the private sector, while in others,
alerts will be issued more broadly to the American people through both official and
media channels.
Elevated Threat Alert
Warns of a credible terrorist threat against the United States.
Imminent Threat Alert
Warns of a credible, specific, and impending terrorist threat against the United States.
NTAS Alerts contain a sunset provision indicating a specific date when the alert
expires - there will not be a constant NTAS Alert or blanket warning that there is an
overarching threat. If threat information changes for an alert, the Secretary of
Homeland Security may announce an updated NTAS Alert. All changes, including the
announcement that cancels an NTAS Alert, will be distributed the same way as the
original alert.
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Sunset Provision
An individual threat alert is issued for a specific time period and then automatically
expires. It may be extended if new information becomes available or the threat evolves.
Recommended City Actions
The items listed in this plan are "recommendations' only. City Officials will determine
exactly what to do when /if an alert is called. Nothing in this Plan is intended to
preempt or modify the prerogatives of Department Directors or the City Manager/
Director of Emergency Services who has ultimate authority.
Threat Alert: I Definition:
Elevated Warns of a credible terrorist threat in the United States
Nature of the threat:
• A threat has been communicated (verbal or written) that indicates a terrorist
incident will occur in the Southern California area, however, the threat has not been
assessed as credible.
• A highly visible and /or controversial activity is scheduled to take place. Such
events may include, but are not limited to:
• High visibility court cases that could generate emotional responses by the public
(e.g., BART Police Officer and OJ Simpson trials).
• Demonstrations (e.g., strikes, picket lines, boycotts, war protests, etc.).
• Significant political, economic, social, or environmental meetings or conventions
(e.g., national political conventions, Olympics, etc.).
Minimum Response Measures:
A. All Departments
1. Employee Measures
a. Review applicable security plans and operational procedures.
b. Be aware of any suspicious activities in or around workplace.
2. Facility Security or Hardening Measures
a. Secure rooms/ areas that are not in use.
b. Conduct periodic checks of areas accessible to the general public for any
suspicious items (including building exteriors).
3. Equipment and Supply Measures
a. Identify any shortages in supplies and equipment that may be needed for
security measures or disaster response.
B. Police Department
1. Implement "All Department" measures noted above.
2. Check availability of personnel and resources.
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3. Review plans of potential target locations.
4. Heighten alert for water storage sites.
C. Fire Department
1. Implement "All Department" measures noted above.
2. Check availability of personnel and resources.
3. Institute vehicle, equipment and facility security measures.
Threat Alert:
Definition:
Imminent
Warns of a credible, specific, and impending terrorist
threat against the United States
Nature of the threat:
■ Attacks have occurred in the County or the Southern California area and the
potential for additional attacks exists.
■ Attacks were carried out in other parts of the United States and there are indications
that the potential exists for such attacks to occur in California.
■ War has broken out somewhere in the world that involves the United States.
Minimum Response Measures:
1. Alert emergency response personnel and any appropriate specially trained
teams.
2. Consider closing public and government buildings. Institute 100% identification
checks in facilities that are not closed.
3. Increase or redirect personnel to address critical emergency needs.
4. Activate EOC with key personnel.
5. Consider canceling large -scale public events if their security cannot be enhanced.
A. All Departments
1. Employee Measures
• Review applicable emergency response procedures.
• Review applicable security plans and procedures.
• Maintain high vigilance for suspicious activity in and around the workplace.
• Increase or redirect personnel to address critical emergency needs.
2. Facility Security or Hardening Measures
• Consider closing all non - critical facilities to public access.
• Limit access to all facilities to one central door.
a. Verify photo ID of everyone entering the facility and have everyone
(employees and public) sign -in and sign -out.
b. Verify nature of visit of people entering the facility.
c. Have all deliveries made to a single receiving area.
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• Secure rooms/ areas that are not in use.
• Conduct continuous checks of all areas of the facility that are not secured.
• Restrict parking near facilities.
3. Equipment and Supply Measures
• Ensure all vehicles and equipment are fueled.
• Identify any shortages in supplies and equipment that may be needed for
security or response operations and procure replacement items.
• Inventory and inspect all specialized equipment. Replace or repair damaged
items.
• Identify any additional items, which may be required for security or response
operations that need to be rented or procured.
B. Emergency Services Office/EOC
1. Notify EOC members and key personnel to remain on standby.
2. Activate the EOC to an activation level in accordance with recommendations and
guidance from the Operational Area and Orange County Intelligence
Assessment Center (OA /OCIAC).
3. Activate WebEOC to track implementation of security measures, to monitor the
situation, for documentation, and for communication with the OA.
4. Provide the public with necessary information that will strengthen their ability to
act appropriately. Coordinate press releases with the OA and the city.
5. Suspend non - essential services.
6. Suspend acceptance of all deliveries at facilities.
7. Consider maintaining a 24 -hour presence at all facilities.
8. Consider sending non - essential personnel home.
9. Consider canceling large -scale public events if their security cannot be enhanced.
10. Review /consider additional hardening/ security measures for facilities.
C. Police Department
1. Implement "All Department" measures noted above.
2. Maximize availability of personnel and resources to ensure necessary coverage
while being able to provide mutual aid if requested.
3. Cancel leaves /vacations
4. Patrol those buildings/ facilities that are identified as potential targets
5. Coordinate necessary security efforts with armed forces and law enforcement
3. Take additional precautions at public events
4. Implement the highest level of security for water storage sites.
E. Fire Department
1. Implement "All Department" measures noted above.
2. Maximize availability of personnel and resources to ensure necessary coverage
while being able to provide mutual aid if requested.
• Cancel leaves/ vacations.
• Call back off -shift personnel, if needed
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3. Stage resources that may be needed for responding to an actual attack or mutual
aid request.
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RESPONSE TO WAR, TERRORISM, WEAPONS OF
MASS DESTRUCTION, NUCLEAR EMERGENCIES
The Federal Bureau of Investigation (FBI) is recognized as the lead investigative agency
in a terrorist incident, as established by Presidential Directives 39 and 62.
General Situation
The possibility of war, terrorist attack, the use of weapons of mass destruction and
nuclear emergencies exists and the potential impact of any of these events could be
major. The consequences to the United States and the City of Newport Beach depend
upon the nature of the attack or the result of an attack somewhere else on the globe.
Several conditions may prevail and require different responses.
An attack occurring in the jurisdiction could cause numerous casualties, extensive
property damage, fires, flooding, and other ensuing hazards. The effects could be
aggravated by the secondary effect of fire. The time of day and season of the year
would also have a profound effect on the number of fatalities, casualties and damage.
Such a detonation would be catastrophic in its affect on the population and could
exceed the response capability of the State and local communities. Damage control and
disaster relief support would be required from other local governments, private
organizations, and the State and Federal governments.
Extensive search and rescue operations may be required to assist trapped or injured
persons. Injured or displaced persons would require emergency medical care, food,
and temporary shelter. Identification and burial of many dead persons would pose
difficult problems and public health would be a major concern. Mass evacuation may
be essential to save lives. Many families would be separated, particularly if the
detonation should occur during working hours and a personal inquiry or locator
system would be essential. Emergency operations could be seriously hampered by the
loss of communications and damage to transportation routes within the disaster area
and by the disruption of public utilities and services.
Extensive Federal assistance could be required and could continue for an extended
period. Response operations would include debris removal, demolition of unsafe
structures, assistance in reestablishing public services and utilities, and providing
continuing care and shelter for the affected population.
In the event of an attack on the United States, the City of Newport Beach may be
subjected to the effects of nuclear weapons detonations. These effects include blast,
thermal and initial radiation, radioactive fallout, and electromagnetic pulse (EOP). This
threat assessment identifies potential targets in the county, and discusses the effects of
nuclear weapons detonations on those targets.
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Nuclear Weapons Effects — General Situation
The effects of the detonation of a thermonuclear device vary with the type of burst
employed, the explosive power or "yield" of the weapon, and the distance from the
point of detonation (ground zero). Generally, bursts are categorized as one of five types
- -high altitude, air, surface, underground, or underwater bursts. It is assumed an attack
on the United States would employ only two possibilities of bursts- -air or surface. In
this regard, it should be noted that air bursts are generally employed against "soft"
targets such as airfields, industrial facilities, and supply depots, while surface bursts are
preferred for "hard" targets such as missile silos and underground command and
control centers. As a rule, airbursts maximize blast damage while minimizing the
generation of radioactive fallout. On the other hand, surface bursts limit damage to a
relatively smaller area while producing significant quantities of radioactive fallout. The
characteristics of both air and surface bursts are presented below:
Airburst -- Detonation altitude below 100,000 feet such that the resulting fireball does not
touch the surface of the earth. For any given distance from ground zero there exists an
optimum burst height that will maximize the effects of blast over - pressure for that
distance. Since the fireball does not touch the surface of the earth, fallout and residual
radiation are essentially limited to the irradiated surviving portions of the weapon casing
and delivery vehicles, unexpended portions of the weapon's fission trigger, and radiation
produced by detonation of the weapon's fission trigger.
Surface Burst -- Detonation altitude such that the fireball touches the surface of the earth.
No significant cratering results unless the burst height is 450 feet or less. Blast over-
pressure damage is concentrated, and, therefore, limited in comparison to that produced
by an airburst. When the fireball touches the surface of the earth, surface debris is pulled
into the fireball and irradiated. This material eventually returns to the earth as
radioactive "fallout."
Thermonuclear Weapon Phenomena
The detonation of a thermonuclear weapon produces five distinct and appreciable
effects -- blast, thermal radiation, initial ionizing radiation, radioactive fallout, and
electromagnetic pulse.
Blast- -Shock wave and attendant high velocity winds producing sudden, dramatic
changes in air pressure. The magnitude of the blast effect, or over - pressure, is measured
in pounds per square inch in excess of normal atmospheric pressure at sea level (14.7
pounds PSI). Generally, the over - pressure destroys or damages structures while the high
velocity wind damages other objects and produces casualties.
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Thermal Radiation - -A burst of intense light and heat, similar to the effects of exposure to a
2- second flash from an enormous sun lamp. This phenomenon can produce flash
blindness up to 13 miles on a clear day, or 53 miles on a clear night. Thermal radiation
can cause skin and retinal burns relatively close to the point of detonation. A one-
megaton explosion can cause first - degree burns at distances of approximately seven
miles, second - degree burns at approximately six miles, and third degree burns at
approximately five miles from ground zero. It should be noted that detonation of a single
thermonuclear weapon could produce more than 10,000 casualties.
Initial Radiation -- Defined as radiation emitted during the first minute after detonation, it
is comprised of gamma rays and neutrons. For large yield weapons, the range of the
initial radiation is less than the lethal blast and thermal radiation affects. However, with
respect to small yield weapons, the initial radiation may be the lethal effect with the
greatest range. This is significant when a terrorist threat involving nuclear weapons is
considered.
Fallout— Produced by surface debris drawn into and irradiated by the fireball, then rising
into the atmosphere and eventually returning to earth. A source of ionizing radiation,
fallout may be deposited miles from the point of detonation and thus affect people
otherwise safe from the other effects of the weapon. The radiation danger associated with
fallout decreases as the radioactive material decays. Decay rates range from several
minutes to several years.
Electromagnetic Pulse -- Intense electric and magnetic fields that can damage non-
protected electronic equipment. This effect is most pronounced in high altitude bursts
(above 100,000 feet). Surface bursts typically produce significant Electromagnetic Pulse
up to the one -PSI over - pressure range, while air bursts produce somewhat less. No
evidence exists suggesting Electromagnetic Pulse produces harmful effects in humans.
Risk Areas and Effects
With respect to the immediate effects of nuclear weapons, exclusive of thermal
radiation and inclusive of fire, risk areas are categorized as very high, high, medium,
and low, depending on the degree of blast over - pressure received. Risk area definitions
are effects likely to be experienced within the boundaries presented below:
Very High - - Subject to receiving blast over - pressure equal to or greater than 10 PSI.
Thermal radiation range 100 cal /cm plus (initial radiation) up to 100 rems plus (surface
blast). Effects likely to be experienced include:
• destruction of most aboveground structures
• winds in excess of 260 MPH
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• extensive debris deposition, hampering ingress and egress
• ignition of exposed, unprotected flammables
• broken water mains
• severe skin burns to exposed, unprotected population
• fatalities
High—Subject to blast overpressure equal to 5 PSI, but less than 10 PSI. Thermal radiation
range 50 -225 cal /cm-- initial radiation up to 100 rems. Effects likely to be experienced
include:
• severe damage to reinforced concrete structures - destruction of wood frame
structures
• winds 160 -280 MPH
• significant debris deposition
• ignition of exposed flammables
• numerous fires
• broken water mains
• severe skin burns to exposed, unprotected population
• approximately 50% fatalities - -40% of the population will experience some degree of
injury
Medium -- Subject to blast over - pressure equal to 2 PSI, but less than 5 PSI. Thermal
radiation range 10 -100 cal /cm-- negligible initial radiation. Effects likely to be experienced
include:
• moderate damage to reinforced structures -- severe damage to wood frame structures
• winds of 70 -169 MPH
• light to moderate debris distribution
• scattered fires
• second and third degree burns to exposed, unprotected population
• 5% fatalities --45% of the population suffering some degree of injury
Low -- Subject to blast over - pressure equal to .5 PSI, but less than 2 PSI. Thermal radiation
range up to 30 cal /cm-- negligible initial radiation. Effects likely to be experienced include:
• moderate to light structural damage to all buildings
• winds to 8 -70 MPH
• light debris deposition
• scattered fires
• second and third degree burns to exposed, unprotected population
• few fatalities - -25% of the population may experience some degree of injury
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Fallout distribution is determined by, among other things, weapon yield, type, and
height of burst, fission - fusion ratio, weather conditions, wind speed and wind direction.
The analysis of potential fallout risk areas is presented in the following sections.
Population Protection
Response activities to an attack threat will consist of in -place protection measures, as
opposed to crisis relocation. Details of the population protection measures to be
implemented in the event of nuclear emergency are contained in the functional annexes
of this plan. Potential targets and risk areas are depicted on the maps accompanying
this section.
Special Situation
Targets
Milit
It is reasonable to assume in a war or terrorist attack, civilian facilities and military
targets, like Orange County and Los Angeles Airports, Seal Beach Naval Weapons
Station, and Long Beach Naval Base could be targets. In reviewing the worst -case
scenario, everything within a radius of ten miles could be destroyed, with significant
portions of the county experiencing destruction such as fallout from an attack.
Local Industry
Facilities considered to be industrial or nuclear targets throughout the County include
military subcontractors, Boeing, Conexant, TRW, UC Irvine, San Onofre Nuclear
Generating Station (SONGS), among others.
Economic and Agriculture
The disruptive effect on industry in the area would certainly produce severe economic
losses on the communities in and around Newport Beach. Depending on the time of
year, crop losses (either due to direct weapon effects or the failure to reach maturation
and harvesting) may be extreme and may result in economic losses as well as lost food
stores. Other areas of the nation, which normally rely on California to supply some of
their food, would also be left without that source.
Damage to Vital Public Services, Systems, and Facilities
Highways
The 405 and 55 Freeways lie to the north and the 73 Freeway cuts through the north end
of Newport Beach. These could be damaged and closed (road damage, collapsed
overpasses).
Orange County Airport
John Wayne Airport could be closed for over 72 hours to several weeks. Practical land
access will not exist due to freeway and highway damage, which will effectively isolate
the airport and nearby facilities. It is expected that AFRC Los Alamitos will be open for
emergency flights after 24 hours.
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Marine Facilities
Marine facilities at the Ports of Long Beach and Los Angeles may be damaged and not
totally operational. The extent of damage and the time to return to operation is
unknown.
Communications
Telephone Communications
Telephone communications will be adversely affected due to overload resulting from
post- attack calls from both within and outside the area. Additionally, many phones will
be off their hooks. This situation will be further complicated by physical damage to
equipment due to blast effects and ground shaking, loss of service due to loss of
electrical power, and subsequent failure of some auxiliary power sources.
Key system facilities are projected to experience intense blast over - pressures and /or
ground shaking. It is unlikely the telephone systems in and to the Newport Beach area
will have systematic failures not readily bypassed by alternative traffic routing. It is
also probable that the recovery effort will be delayed because many telephone company
employees will have difficulty accessing damaged areas to accomplish repairs.
Radio Systems
It is clear that emergency radio traffic densities would increase with a nuclear
emergency. As alternative methods of communication become available in the incident,
the load on the emergency channels will ease, and communications will improve
Nonetheless, after 12 hours, the number of operable units will have declined (because of
exhaustion of emergency power fuel) and because recovery efforts will have restored
some order.
Commercial Broadcasters
All radio and TV facilities are expected to be out of operation in Newport Beach for 24
hours due to in -house problems, and /or power supply problems, and /or transmission
line problems. After 24 hours, 50% of the entire Orange County area facilities are
expected to be in operation.
Water Supply and Waste Disposal
Supply and Filtration Facilities
Several of the major filtration plants might sustain damage, causing temporary
interruptions in water supply. The major reservoirs in the area provide storage to meet
demands during the time required for repairs. However, damage to water transmission
lines, local storage reservoirs, and pumping plants, as well as local distribution systems,
will affect water availability and pressure. The absence of electrical power for extended
periods will, in some areas, preclude water deliveries where pumping is necessary,
even though conveyance facilities may be intact. Many areas could be dependent on
tanker trucks to provide their basic needs.
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Sewage Facilities
Sewage collection systems might sustain widespread damage. The many sewage
treatment facilities also located in structurally poor ground adjacent to the rivers may
be damaged and may experience electrical power losses, resulting in discharge of raw
sewage into the rivers or onto the low -lying areas near the treatment facilities.
Water Treatment Plants
These plants are vulnerable because of their proximity to the surface rupture and its
total dependence on commercial electric power. These plants can be bypassed without
significant impact to the water supply system.
Electric Power
Damage to power plants and their ancillary facilities in affected areas can be expected to
reduce generating capacity by 50 %. However, the potential impact of this reduction in
local output is lessened by the availability of power from other sources outside the
affected area and by the obvious significant reduction in consumer demand that will
occur. Immediate concerns will focus on repairs necessary to restore power to areas of
greatest need. Major restoration problems include repairs necessary to route power
through the major substations, restoration of damaged and collapsed transmission line
towers, reactivation of equipment at local substations, and replacement of fallen poles,
burned transformers, etc.
It is reasonable to assume that during some portion of the first 72 -hour period following
the emergency virtually all areas would experience some temporary loss of power. All
critical facilities will require standby generating equipment and emergency fuel
supplies. It is assumed all substations in the Orange County area and those supplying
power to the City of Newport Beach will be heavily damaged.
Natural Gas
Damage to natural gas facilities will consist primarily of: some isolated breaks in the
major transmission lines and numerous breaks in mains and individual service
connections within the distribution systems, particularly in the areas of intense ground
shaking and /or poor ground nearer the rivers and low lying areas. These many leaks
in the distribution system will affect major portions of the urban areas, resulting in a
loss of service for extended periods. Sporadically distributed fires should be expected
at the sites of a small percentage of ruptures both in the transmission lines and the
distribution system. Transmission pipelines serving the Newport Beach area and
surrounding urban areas are most vulnerable to damage.
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Pipelines
Rupture of pipeline sections may occur.
Casualties
There are a number of variables, which will affect the number of casualties generated by
an attack. For a nuclear blast, bomb yield and type of blast (air or surface) and the
location of the population in relation to ground zero are all major elements that must be
considered.
Emergency Response Actions
Emergency response actions associated with the above situations are presented in the
Radiological Annex of this plan located in Part Two, Operations Section.
Attachments:
• California Nuclear Attack Blast Areas for Civil Defense Planning- -Orange County
Area
• Nuclear Attack Map for California
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CALIFORNIA NUCLEAR BLAST AREAS FOR CIVIL
DEFENSE PLANNING PURPOSES - ORANGE
COUNTY AREA
General Situation
In the event of a nuclear emergency, radioactive fallout will be present in varying
degrees in many areas of the City and County. The geographical extent and specific
intensity of fallout will depend not only on the weight and distribution of the source of
radiation, but also on the design and manner of detonation of the weapons. The
physical composition of the buildings or soil under the weapons' burst, along with the
topography, wind and weather will also serve as determining factors. During various
wind, attack and source combinations, any area of the County could experience a
serious fallout condition. Since there are targets and potential fallout sources to the
west and because the prevailing winds are from west to east, it must be assumed
considerable fallout could be expected from that quarter in an attack or accident.
For planning and operational purposes, the radiation situation in an area will be
classified in three categories:
Negligible (NEGRAD) Fallout radiation level never exceeds 0.5 r/ hr.
Moderate (LORAD) Fallout radiation level is between 0.5 and 50 r /hr.
Severe (HIRAD) Fallout radiation exceeds 50 r/ hr.
Trans - Oceanic Fallout
Prevailing westerly winds could, in the event of a nuclear exchange in Asia, nuclear
detonations in the Pacific Ocean area, or large nuclear accidents upwind of California,
result in fallout or rain -out in California. Radiation intensities could vary greatly but
would probably be limited, creating environmental health issues, rather than a serious
fallout problem.
The Characteristics of Fallout
Fallout from nuclear weapons is comprised of particles of various shapes and sizes. The
larger fallout particles are found predominantly in more hazardous fallout areas, since
they are less affected by winds, tending to fall soon after detonation. These large
particles deposit on areas covered by the initial fallout cloud which may expand more
than 20 miles from the point of detonation for large yield weapons. The finer particles
of fallout tend to be dispersed by the wind and can therefore travel great distances
before being deposited on the ground. Although fallout deposition is often compared
to volcanic ash, the differences are significant -- volcanic ash deposits can be many inches
deep, fallout deposition is more like a thin layer of grit.
Fallout from nuclear weapon detonations emits ionizing radiation which can cause
numerous casualties, lessen survivors' abilities to work, prevent and delay carrying out
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emergency post- attack operations, and deny the use of affected areas and vital facilities
unless effective countermeasures are expediently applied.
Special Situation
The City of Newport Beach is located in the south portion of the alluvial plain
dominated by the possible target of Los Angeles to the north of the same plain.
Targeting data (TR -82) indicates existing potential targets north and south of the
County. These targets may include locations that on any given day would be guarded
from fallout by the prevailing ocean breezes, but changeable weather patterns could
negatively impact Newport Beach.
The City of Los Angeles is also a target area and, if attacked directly, Newport Beach
would be subjected to direct effects and fallout. In an attack on the City, direct effects
could cause serious damage. If ground bursts were used, other parts of the County
would survive but could be subjected to very heavy fallout, requiring shelters with high
protective factors to provide adequate protection for survivors.
Emergency Response Actions
Emergency response actions associated with the above situation are presented in Part
Two of this Plan.
According to Federal authorities, Newport Beach is located in a high -risk area with
respect to the direct effects of nuclear weapons during an attack on the United States.
However, in the event of a nuclear attack, no community can be considered safe from
the effects of resultant radioactive fallout.
Population protection measures to be employed in the event of a nuclear attack include:
• In -place sheltering using designated fallout shelters contained in the National
Facility Survey List (See Radiological Annex)
• Upgrading shelters on the National Facility Survey List to a radiation Protection
Factor (PF) of 40
• Construction of home fallout shelters
• Construction and use of expedient fallout shelters
• Spontaneous evacuation
(SOURCENAPB -90, FEMA)
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FEMA NUCLEAR MAP OF CALIFORNIA
(EOP 48)
i
i
•, t
Nuclear Attack
Black Ring (0-5 to 2 psi): Up to
'
25 percent casualties- Light
damage to commercial -type
• Redd'
buildings, severe damage to
I
small residences
:l ." .
�t
Grey Area (2 to $psi): 50
percmt casualties. Moderate
damage to commercial -type
buildings, severe damage to
...........
small small residences.
t to
White Area (5 psi or more): Few
, survivors. Severe damage to
, •. 4 , /
'•_; total destruction of buildings.
0
0 50 100
t�
Miles
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1101
Springs
._
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SAN ONOFRE NUCLEAR GENERATING STATION
(SONGS)
(EOP 48)
County of Orange Nuclear Power Plant Emergency Plan Parr One, The Basic Plan
SECTION III - PLANNING BASIS
A. EMERGENCY PLANNING ZONES
1. Federal - Defined Emergency Planning Zones
Newport Beach is not Nuclear Regulatory Commission and Federal Emergency Management Agency
(NRC /FEMA) define a 10 -mile radius for the plume exposure pathway as the Emergency
in the 10 -mile radius Planning Zone [EPZ) and a 50 -mile radius limit for the Ingestion Pathway Zone (IPZ). Plans
for the plume exposure must be developed for these zones.
pathway. 2. county - Defined Emergency Planning Zone EPZ)
The County of Orange recognizes the Nuclear Regulatory Commission and Federal
Newport Beach is not in Emergency Management Agency (NRC/FEMA) defined (EPZ) for planning purposes. The
the County - Defined SONGS EPZ is the area of land that extends approximately fourteen (14) miles from the
utility site. Due to jurisdictional boundaries and topographical considerations, the
Emergency Planning Emergency Planning Zone radius has been expanded to include the complete
Zones of 14 miles. jurisdictional area of the Cities of Dana Point, San Clemente, and San Juan Capistrano, as
well as San Onofre State Beach, Doheny Beach State Park and San Clemente State Park
and San Mateo Campground. In the event of an accident at SONGS, this area is
considered to be more at risk than the area outside of the EPZ because it is nearest to
SONGS. Planning, procedures, and protective actions described herein are primarily
concerned with this area. (Attachment 2 Illustrates the EPZ.)
3.
Public Education Zone (PEZ)
Newport Beach is not in
The Public Education Zone (PEZ) consists of the jurisdictions outside but immediately
the Public Education
adjacent to the Emergency Planning Zone. Within Orange County, the PEZ encompasses
the Cities and communities of Laguna Beach, Laguna Hills, Laguna Niguel, Laguna Woods,
Zone.
Lake Forest, Aliso Viejo, and Mission Viejo. The PEZ was established to ensure that the
public would be informed in advance of how they would be notified of an emergency and
what protective actions, if any, should be taken. The only protective action which the
public in this zone may be asked to take is sheltering. Evacuation is not considered a
necessary protective action in the PEZ because the distance from San Onofre reduces any
hazard beyond the Emergency Planning Zone significantly. (Attachment 3 illustrates the
PEZ.)
4. Ingestion Pathway Zone (IPZ)
The SONGS IPZ is the area around the plant where radioactive material released to the
Newport Beach is in the environment could be potentially ingested by the population. The principle exposure
Ingestion Pathway Zone. from this pathway would be from the ingestion of contaminated foods or water. This
zone extends out from San Onofre for a distance of 50 miles and includes all of Orange
County and portions of Los Angeles, San Bernardino and Riverside Counties.
11
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SONGS PUBLIC EDUCATION ZONE
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INGESTION PATHWAY ZONE FOR SONGS
MVERSME
)• i ` `� IIP I"tF �, f�a �!�'f}` f� id1NP PzmxI fo,,"
1 t k iT 191 �jF1 I t�°i. r.a 1 ✓..�ifrc` ,.' 1� �P`"y .' -
il
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—
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TSUNAMI
(EOP 48)
Tsunami (pronounced soo- NAH -mee) often erroneously called tidal waves, are an
infrequent yet serious hazard in the Pacific. A tsunami is a series of traveling ocean
waves of great length and long period, generated by disturbances associated with
earthquakes in oceanic and coastal regions. As the tsunami crosses the deep ocean, its
length from crest to crest may be a hundred miles or more, its height from trough to
crest only a few feet. It cannot be felt aboard ships in deep water and cannot be seen
from the air. In deep water, tsunami waves may reach speeds exceeding 600 miles per
hour. As the tsunami enters the shoaling water of coastlines in its path, the velocity
diminishes and wave height increases. It is in these shallow waters that tsunamis
become a threat to life and property, for they can crest to heights for more than 10 feet
and strike with deviating force.
The City of Newport Beach has been designated as a TsunamiReady City by the
National Weather Service (NWS). In order to become a TsunamiReady City, Newport
Beach created a specific Tsunami Response Plan which is an Annex to the EOP.
Identified and placed signage on designated evacuation routes, installed an Outdoor
Emergency Warning Siren System in the tsunami inundation area, and conducted a
public education campaign.
Notable Tsunamis in the Newport Beach Area:
In the Pacific Basin, most tsunamis originate in six principal regions, all of which have
prominent submarine trenches. Of the six regions, only two have produced major
tsunami damage along the California coastline in historical times. These are the
Aleutian (Gulf of Alaska) region and the region off Chile, in South America. Southern
California is generally protected from tsunamis by the Channel Islands, which deflect
east- and northeast - trending waves, and by Point Arguello, which deflects waves
coming in from the continental area of Alaska. Tsunamis generated by local
earthquakes or landslides have historically posed only a minor, localized risk to
Southern California. However, the record also shows that the highest sea waves
recorded in the Southern California area were caused by a locally generated tsunami,
the 1812 Santa Barbara event.
Although the historical record for Southern California is short, over 30 tsunamis have
been recorded in Southern California since the early 1800s. Given that instrumented
tidal measurements in Southern California were first made in 1854, wave heights for
pre -1854 events are estimated based on historical accounts.
Most records are for the San Diego and Los Angeles areas, with only a few events
actually mentioned in the Orange County area. Most of the recorded tsunamis
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produced only small waves between 0.15 and 0.3 m (0.5 - 1 ft) high that did not cause
any damage, but six are known to have caused damage in the Southern California area.
Santa Barbara Tsunami of 1812:
A strong earthquake in the Santa Barbara area on December 21st, 1812 produced a
tsunami that caused damage in Santa Barbara and Ventura counties and was reported
along the coast of Southern California. However, the tsunami of 1812 occurred before
the Newport Beach area was settled, so there are no data specific to Newport Beach for
this event. The most likely source for the earthquake is a fault zone in the Santa Barbara
Channel, although onshore faults east of Santa Barbara cannot be ruled out.
Tsunami of January 1927:
A magnitude 5.7 earthquake followed by several aftershocks occurred in the Imperial
Valley, at the border between the United States and Mexico, on January 1, 1927.
According to Montandon (1928), sea waves in San Pedro destroyed a seawall or
embankment causing about three million dollars in damage (Lander and Lockridge,
1989). However, since the Imperial Valley is far from the coast, and the earthquake was
moderate in size, it is doubtful that these two events are related, unless the earthquake
triggered a submarine landslide.
Possible Tsunami of 1934:
On August 21, 1934 large destructive waves were reported along the coast of Southern
California from Malibu to Laguna Beach. The true source of the waves is not known,
however several causative events have been suggested. Although official records show
no large earthquakes in the area on the day of the waves, a small, magnitude 3 tremor
was reported in the Balboa region before the waves struck. Submarine landsliding,
volcanic activity, and unusual meteorological conditions (rogue waves ?) have also been
suggested as possible explanations for the waves. A runup of 270 m (886 ft) inland, 3 m
(9.8 ft) above mean high tide level was recorded at Newport Beach, which flooded part
of the City to a depth of one meter (3.3 ft). Four people were injured near the channel
entrance to Newport Bay, at the western pier. Many houses were destroyed, including a
two -story home in Balboa that was detached from its foundation. Part of the pavement
on Balboa Peninsula was washed away, temporarily isolating the residents of this area
from the mainland. Thousands of tons of debris were tossed onshore. The waves also
flooded a moorage in Balboa Island and collapsed part of the breakwater in Long Beach
(Lander and Lockridge,1989).
Aleutian Island Tsunami of 1957:
A magnitude 8.3 earthquake in the Aleutian Islands on March 9,1957 generated a small
tsunami in the San Diego area that damaged two ships in San Diego Harbor and caused
minor damage at La Jolla (McMulloch, 1985; Iida et al., 1967; Salsman, 1959; Joy, 1968).
A wave height of up to one meter (3.3 ft) was reported at Shelter Island, off the San
Diego coast, although the tide gauge there recorded only a 0.2 m (0.7 ft) wave. No
reports of damage were recorded in the City of Newport Beach.
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Chilean Tsunami of 1960:
On May 22, 1960, a moment magnitude 9.4 earthquake off the coast of Chile produced a
tsunami that damaged coastal communities in Southern California between Santa
Barbara and San Diego. A wave height of 1.4 m (4.6 ft) was recorded in Santa Monica
and the tidal gauge in San Diego was carried away by the tsunami waves (Lander and
Lockridge, 1989). Significant damage was recorded in the Los Angeles and Long Beach
Harbors, where 30 small craft were sunk and over 300 were set adrift. Over 340 boat
slips, valued at $300,000, were also damaged in the area. At Santa Monica, eight small
boats were swept away and a runup of 91 m (300 ft) flooded a parking lot along the
Pacific Coast Highway. Damage of $20,000 was reported in the Santa Barbara area. At
San Diego, two passenger ferries were knocked off course by the waves; the first ferry
was pushed against a dock in Coronado, destroying 80 m (260 ft) of the dock, and the
second was rammed into a flotilla of anchored destroyers. The waves also rammed a
100 -ton dredge into the Mission Bay Bridge, knocking out a 21 m (70 ft) section and
sinking a barge at Seaforth Landing (Lander and Lockridge, 1989; Iida et al., 1967;
Talley and Cloud, 1962; Joy, 1968).
Good Friday Earthquake Tsunami of 1964:
On March 28, 1964 a moment magnitude 9.2 earthquake in the Gulf of Alaska produced
the largest and most damaging tsunami to ever hit the West Coast. The tsunami killed
16 people in northern California and Oregon and caused $8,000,000 in damage in
California. Although damage was primarily focused in coastal areas north of San
Francisco, Southern California experienced hundreds of thousands of dollars in losses.
A wave height of 1 m (3.3 ft) was recorded in Santa Monica. In Los Angeles Harbor, the
wave damaged six small -boat slips, pilings, and the Union Oil Company fuel dock. It
also scoured the harbor sides, causing, all tolled, $175,000 to $275,000 in damage. The
tsunami also destroyed eight docks in the Long Beach Harbor at a loss of $100,000
(Spaeth and Berkman, 1972). Minor damage was also reported elsewhere along the
Southern California coast.
Tsunami Warning System
The tsunami warning system in the United States is a function of the National Oceanic
and Atmospheric Administrations (NOAA) National Weather Service. Development
of the tsunami warning system resulted from the disastrous waves generated in Alaska
in April 1946, which surprised Hawaii and the West Coast, taking a heavy toll in life
and property. The Pacific Tsunami Warning Center was established at Ewa Beach,
Hawaii in August 1948. The disastrous 1964 tsunami resulted in the development of a
regional warning system in Alaska. The Alaska Tsunami Warning Center (ATWC) is in
Palmer, Alaska. This facility is the nerve center for an elaborate telemetry network of
remote seismic stations in Alaska, Washington, California, Colorado, and other
locations. Tide data are also transmitted directly to the ATWC from eight Alaskan
locations. Tide data from Canada, Washington, Oregon, and California are available
via telephone, teletype, and computer readout.
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Watch and Warning
When a large earthquake occurs near the coast in the North Pacific, seismologists at the
Alaska Tsunami Warning Center rapidly determine its location (epicenter) and
magnitude. If the earthquake is considered to be great enough to generate a tsunami,
the Center will issue an immediate TSUNAMI WARNING for the area near the
epicenter. This warning is issued through state emergency services offices, Coast
Guard, military, FAA, National Weather Service and other agencies. A TSUNAMI
WATCH is issued to the rest of Alaska, Canada, and West Coast states alerting the
public to the possible threat of tsunami.
If a tsunami is detected by tide stations near the epicenter, the WARNING is expanded
to the entire coastline. If no wave was generated, the WARNING will be canceled.
Although this will occasionally cause a warning to be issued when no wave is
generated, the alternative is unthinkable to wait until the wave strikes a community to
issue a warning.
Local Tsunamis
Tsunamis can be categorized as Local and Pacific -wide. Typically a Pacific -wide
tsunami is generated by major vertical, ocean bottom movement in offshore deep
trenches. A Local tsunami can be a component of the Pacific -wide tsunami in the area
of the earthquake or a wave that is confined to the area of generation within a bay or
harbor and caused by movement of the bay itself or landslides. The Local tsunami may
be the most serious threat as it strikes suddenly, sometimes before the earthquake
shaking stops.
Therefore, it is imperative that those people near shore who feel a strong earthquake
should be moved to higher ground immediately. A strong quake is one lasting 30
seconds or longer and causes difficulty in standing. The Alaska Tsunami Warning
Center will begin issuing its WARNING to the West Coast in approximately 25
minutes, but that is not quick enough for a local tsunami; so, when in doubt, areas
should be evacuated.
A tsunami threat to the City of Newport Beach is considered low to moderate. A United
States Government study reports that:
• Local earthquakes will not generate a tsunami, in this area. Tsunamis are due to
large offshore earthquakes and ocean landslides. Dangerous tsunamis would most
likely originate in the Aleutian and Chilean trenches. Newport Beach has
southwestern facing beaches and is vulnerable to tsunamis or tidal surges from the
south and west.
• Predicted wave heights, exclusive of tide and storm generated wave heights are:
For a 100 year occurrence For a 500 year occurrence
4.0 feet minimum 6.8 feet minimum
6.6 feet average 11.4 feet average
9.2 feet maximum 16.0 feet maximum
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Definitions
Tsunami Watch - -an earthquake has occurred in the Pacific Basin that "could" cause a tsunami in our
area.
Tsunami Warning- -an earthquake has occurred and a tsunami is spreading across the Pacific Ocean
which may impact our area. Usually an estimated time of arrival will accompany the warning.
Newport Beach Tsunami Primary Danger Areas in Priority Order
1. All beach and pier areas
2. Newport Harbor area
3. All areas just inland of Coast Highway to the bluffs
4. All Back Bay waterfront residences
5. West Newport from the Santa Ana River jetty to Superior
Suggested evacuation sites for a tsunami incident include:
• Newport Harbor High School, 600 Irvine Ave.
• Corona del Mar High School, 2101 Eastbluff Dr.
See Tsunami Evacuation Map for Newport Beach, on page 100
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Outdoor Emergency Siren System
Newport Beach has strategically installed three Outdoor Emergency Notification Sirens.
The sirens are located at West Jetty Party /The Wedge, within Veterans Memorial Park
at 15th Street & Bay Avenue, and West Newport Park, near 60th Street and Seashore
Drive. The sirens may be activated for a tsunami or ANY impending emergency and
are not specific to any one type of emergency. The Police Watch Commander is
responsible for activating the siren system. The system is designed to alert residents to
tune to their local EAS radio stations. On the last Friday of each month, at noon, the
system is tested citywide. Residents have been instructed to turn their televisions to
channel 3 or their radios to 107.9 FM /KWVE and await further instructions. This is the
City's primary warning system to notify a large number of individuals quickly
Outdoor Emergency Siren Coverage Map
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TSUNAMI INUNDATION MAP FOR NEWPORT
BEACH
I
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TSUNAMI EVACUATION MAP FOR NEWPORT
BEACH
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CHAPTER 3 - RESPONSE STRUCTURE
FUNDEMENTALS
This plan addresses the spectrum of response contingencies, ranging from relatively
minor incidents to large -scale disasters. Some emergencies will be preceded by a
buildup or warning period, providing sufficient time to warn the public and implement
mitigation measures designed to reduce loss of life, property damage, and effects on the
environment. Other emergencies occur with little or no advance warning, thus
requiring immediate activation of the EOP and efficient, coordinated mobilization and
deployment of resources. All departments and agencies of the City must be prepared to
promptly and effectively respond to any emergency and take all appropriate actions,
including requesting and providing mutual aid.
Emergency management activities during peacetime and national security emergencies
are often associated with the five National Governor's Association (NGA) and National
Fire Protection Association (NFPA) defined phases:
• Prevention Phase
• Preparedness Phase
• Response Phase
• Recovery Phase
• Mitigation Phase
Prevention Phase
The prevention phase includes activities, tasks, programs, and systems intended to
avoid or intervene in order to stop an incident from occurring. Prevention can apply
both to human- caused incidents (such as terrorism, vandalism, sabotage, or human
error) as well as to naturally occurring incidents. Prevention of human - caused
incidents can include applying intelligence and other information to a range of activities
that includes such countermeasures as:
• Deterrence operations
• Heightened inspections
• Improved surveillance and security operations
• Investigations to determine the nature and source of the threat
• Law enforcement operations directed at deterrence, preemption, interdiction,
or disruption
Preparedness Phase
The preparedness phase involves activities that are undertaken in advance of an
emergency or disaster. These activities ensure operational capabilities and effective
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responses to a disaster. Disaster plans are developed and revised to guide disaster
response and increase available resources. Planning activities include developing
hazard analyses, training response personnel, and improving public information and
communications systems.
Preparedness activities are part of the implementation of the Emergency Services Act
(ESA), the Master Mutual Aid Agreement (MMAA), and the State Emergency Plan.
Preparedness activities fall into two basic areas: readiness and capability.
Readiness activities shape the framework and create the basis of knowledge necessary
to complete a task or mission. Readiness activities might include, but are not limited to:
• Implementing hazard mitigation projects
• Developing hazard analyses
• Developing and maintaining emergency plans and procedures
• Conducting general and specialized training
• Conducting exercises
• Developing mutual aid agreements
• Improving emergency public education and warning systems
Capability activities involve the procurement of items or tools necessary to complete the
task(s) or mission(s). Capability activities include:
• Assessment of the City and its resources
• Comparison and analysis of anticipated resource requirements against
available resources
• Identification of local sources to meet anticipated resource "shortfalls'
• Installation of new radio systems with more channels and frequencies
• Purchasing new response apparatus, vehicles, personal protective equipment,
etc.
• Hiring more responders
Response Phase
The response phase includes increased readiness, initial response, and extended
response activities.
Increased Readiness
Upon receipt of a warning or the observation that an emergency situation is imminent
or likely to occur, Newport Beach will initiate actions to increase its readiness. Increased
readiness activities may include, but are not limited to, the following:
• Briefing the City Manager and other key officials or employees of Newport
Beach
• Reviewing and updating the EOP and Department SOPS
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• Increasing public information efforts
• Accelerating training of permanent and temporary employees, as well as
volunteers
• Inspecting critical facilities and equipment, including testing warning and
communications systems
• Recruiting additional staff and disaster service workers
• Warning at -risk elements of the population
• Conducting precautionary evacuations in the potentially impacted area(s)
• Mobilizing personnel and pre - positioning resources and equipment
• Contacting County, State and Federal agencies that may be involved in field
activities
Events that may trigger increased readiness activities include, but are not limited to:
• Issuance of a credible long -term earthquake prediction
• Receipt of a flood advisory or another special weather statement
• Receipt of a tsunami warning or watch
• Receipt of a potential reservoir or dam failure advisory
• Conditions conducive to fires, such as the combination of high heat, strong
winds, and low humidity
• An expansive hazardous materials incident
• A rapidly- deteriorating international situation that could lead to an attack
upon the United States
• Information or circumstances indicating the potential for acts of violence or
civil disturbance
• Change in the Homeland Security Advisory System (HSAS) level
Initial Response
The City's initial response activities are primarily performed at the field response level.
Emphasis is placed on saving lives, and minimizing the effects of the emergency or
disaster.
Examples of initial response activities include, but are not limited to:
• Making all necessary notifications, including those to City Departments and
personnel, EOC personnel, American Red Cross (ARC), other involved
agencies, and the Operational Area
• Disseminating warnings, emergency public information, and instructions to
the citizens of Newport Beach
• Activating Department Operations Centers (DOCs)
• Conducting evacuations and /or rescue operations
• Caring for displaced persons and treating the injured
• Conducting initial damage assessments and surveys
• Assessing the need for mutual aid assistance
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• Restricting movement of traffic /people and unnecessary access to affected
areas
• Developing and implementing Incident Action Plans (IAPs) (e.g., field, DOC,
EOC, etc.)
Extended Response
The City's extended response activities are primarily conducted in the Emergency
Operations Center (EOC). Extended emergency operations involve the coordination
and management of personnel and resources to mitigate an emergency and facilitate the
transition to recovery operations.
Examples of extended response activities include, but are not limited to:
• Preparing detailed damage assessments
• Coordinating mass care facilities
• Coordinating and /or operating decedent operations in conjunction with the
county
• Procuring required resources to sustain operations
• Documenting situation status
• Protecting, controlling, and allocating vital resources
• Restoring vital utility services
• Tracking resource allocation
• Conducting advance planning activities
• Documenting expenditures
• Developing and implementing Incident Action Plans (e.g., field, DOC, EOC,
etc.) for extended operations
• Disseminating emergency public information
• Proclaiming a local emergency
• Coordinating with County, State and Federal agencies working within the
county
• Establish a Local Assistance Center (LAC)
When City resources are committed and additional resources are required, requests
for Mutual Aid will be initiated through the proper channels of to the Orange
County Operational Area.
Cal EMA may activate the State Operations Center (SOC) in Sacramento. The mission
of the SOC is coordination and support of operations in affected areas. The SOC may
be supported by activation of the State Region I EOC (called the REOC) at the Los
Alamitos Armed Reserve Center, or an alternate location. The Cal EMA Director will
assist the Governor in direction and coordination of response activities of State
agencies, as well as coordinate and support response and recovery activities
conducted by local government.
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Depending on the severity of the emergency, a Local Emergency may be proclaimed.
In this case, the City EOC will be activated and the Operational Area EOC (OAEOC)
and Cal EMA will be advised. The Cal EMA Director may request a Gubernatorial
Declaration of a State of Emergency. Should a State of Emergency be proclaimed,
State agencies will, to the extent possible, respond to requests for assistance.
(EOP 26)
In the event that the Governor requests and receives a Presidential Declaration of an
Emergency or a Major Disaster under the provisions of Public Law 93 -288, a State
Coordinating Officer (SCO) will be appointed. In conjunction with a Federal
Coordinating Officer (FCO), the SCO will coordinate State and Federal efforts in
support of the City and County operations. For more detailed information on
emergency proclamations, see Attachment A Authorities and References in the Basic
Three.
Recovery Phase
Recovery activities involve the restoration of services to the public and returning the
affected area(s) to pre- emergency conditions. Recovery activities may be both short -
term and long -term, ranging from restoration of essential utilities such as water and
power, to mitigation measures designed to prevent future occurrences of a given threat.
The Recovery Operations Chapter describes in detail the roles and responsibilities of
each level of government following a disaster. Examples of recovery activities include,
but are not limited to:
• Restoring utilities and infrastructure
• Applying for State and Federal assistance programs
• Conducting hazard mitigation analyses
• Identifying residual hazards
• Determining and recovering costs associated with response and recovery
Mitigation Phase
Mitigation efforts occur both before and after emergencies or disasters. Post - disaster
mitigation is actually part of the recovery process. The City recently completed a
Natural Hazard Mitigation Plan. The Plan was approved by FEMA in March of 2009.
Having a FEMA approved plan makes the City eligible for pre and post disaster
funding. The Plan is the result of a collaborative effort between various City
Departments, Earth Consultants International, Hoag Hospital, local citizens, and
regional and state organizations. The Plan identifies the hazards that have occurred or
may occur in the City, and provides mitigation strategies, or action items, designed to
save lives and reduce the destruction of property. It describes and analyzes several
issues of concern to the City, including earthquakes, floods, tsunamis, wildfires, strong
winds, and unstable slopes. Furthermore, the Plan provides resources and information,
in addition to action items and programs, to assist the City in reducing risk and
preventing loss from future natural hazard events.
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Mitigation efforts include, but are not limited to:
• Amending local ordinances and statutes, such as zoning ordinances, building
codes, and other enforcement codes
• Initiating structural retrofitting measures
• Assessing tax levees or abatements
• Emphasizing public education and awareness
• Assessing and altering land use planning
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RESPONSE PHASE SEQUENCE OF EVENTS
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EMERGENCY MANAGEMENT
RESPONSE STRUCTURE
Federal Responsibility
Department of Homeland Security
The creation of the Department of Homeland Security
(DHS) effective March 31, 2003, was a significant
transformation of the U.S. government. In the
aftermath of terrorist attacks of September 11, 2001, the
President consolidated 22 previously disparate
domestic agencies into one department to protect the
nation against threats to the homeland.
Federal Emergency Management Agency (FEMA)
FEMA is one of the divisions of the Department of
Homeland Security. The FEMA Director will oversee
domestic terrorism and disaster preparedness. To
coordinate the federal efforts, FEMA recommends and
the President appoints a Federal Coordinating Officer
(FCO) for each state affected by a disaster. The FCO
and the state response team set up a Recovery Field
Office (RFO) near the disaster scene or use a Tele-
Registration system. It is from there that the federal
and state personnel work together to carry out
response and recovery operations.
State Response
Cal EMA
California Emergency Plan
SEMS and RIMS
County Response
OC Sheriff Emergency Mgmt. Bureau
OC /OA Emergency Plan
JIMS
City Response
Emergency Services Office
City of Newport Beach
National Incident Management System (NIMS) \1 «nergency Operations Plan
The NIMS provides standard command and management structures that apply to
response activities. This system provides a consistent, nationwide template to enable
Federal, State, and Local governments, the private sector and Non - Governmental
Organizations (NGO) to work together to prepare for, prevent, respond to, recover from,
and mitigate the effects of incidents regardless of cause, size, location, or complexity. This
consistency provides the foundation for utilization of the NIMS for all incidents, ranging
from daily occurrences to incidents requiring a coordinated Federal response.
NIMS and its concepts and policies were adopted by City Resolution 2006 -21.
National Response Framework
The National Response Framework is comprised of the core document, the Emergency
Support function (ESF), Support, and Incident Annexes, and the Partner Guides. The core
document describes the doctrine that guides our national response, roles and
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responsibilities, response actions, response organizations and the planning requirements
to achieve an effective national response to any incident that occurs.
The term "response" as used in the National Response Framework includes immediate
actions to save lives, protect property and environment, and meet basic human needs.
Response also includes the execution of emergency plans and actions to support short -
term recovery. The Framework is always in effect, and elements can be implemented as
needed on a flexible, scalable basis to improve response.
Federal and State Interface
Emergency Management Assistance Compact (EMAC)
California is a member of the interstate Emergency Management Assistance Compact
(EMAC), a congressionally ratified organization that provides form, structure and
procedures for rendering emergency assistance between states. After a state of
emergency declaration, California can request and receive reimbursable assistance
through EMAC from other member states quickly and efficiently without issues of
liability. The Secretary of Cal EMA and the states' EMAC Coordinator are responsible
for facilitating requests for assistance pursuant to EMAC.
EMAC offers the following benefits:
• EMAC assistance may be more readily available than other resources
• EMAC allows for a quick response to disasters using the unique human
resources and expertise possessed by member states.
• EMAC offers state -to -state assistance during governor - declared states of
emergency: EMAC offers a responsive and straightforward system for states to
send personnel and equipment to help disaster relief efforts in other states. When
resources are overwhelmed, EMAC helps to fill the shortfalls.
• EMAC establishes a firm legal foundation: Once the conditions for providing
assistance to a requesting state have been set, the terms constitute a legally
binding contractual agreement that makes affected states responsible for
reimbursement. Responding states can rest assured that sending aid will not be a
financial or legal burden, and personnel sent are protected under workers
compensation and liability provisions. The EMAC legislation solves the
problems of liability and responsibilities of cost and allows for credentials to be
honored across state lines.
• EMAC provides fast and flexible assistance: EMAC allows states to ask for
whatever assistance they need for any type of emergency, from earthquakes to
acts of terrorism. EMAC's simple procedures help states dispense with
bureaucratic wrangling.
• EMAC can move resources such as medical provisions that other compacts can't
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More information on EMAC can be accessed at http:/ /www.emacweb.org/
Master Mutual Aid Agreement of 1950
• When the City of Newport Beach exceeds its resources (or anticipates exceeding its
resources), they will work through the Orange County Operational Area EOC to
request mutual aid.
• When the Orange County Operational Area (OC /OA) exceeds it resources, it will
work through Cal EMA, Region One to request addition resources.
• When Cal EMA, Region One exceeds its resources it works through the State EOC.
Stafford Act
When the State of California and all its political subdivisions have exceeded their
capability to support local government's response, the Governor may request a
Presidential Declaration of an Emergency or Major Disaster under the provisions of the
Stafford Act and seek assistance and support from the Federal Government. FEMA, a
component of the U.S. Department of Homeland Security (DHS) is responsible for
coordinating the Federal response to meet the needs of California, Orange County and
the City of Newport Beach. In addition, the President has assigned supplemental
emergency preparedness and operating responsibilities to other Federal Agencies by
executive order where appropriate.
In preparation for the Governor requesting the President to declare an emergency or
major disaster, Cal EMA should request a FEMA /Cal EMA Joint Preliminary Damage
Assess (PDA), estimate the types and extent of Federal disaster assistant requested,
consult with FEMA Regional Administrator, and advise the FEMA Regional
Administrator if the Governor requests or intent to request a declaration by the
President. The Local Emergency Declaration, State of Emergency Declaration,
description of how the emergency caused needs that exceed State Government and local
capabilities, State Government and local resources committed description, preliminary
estimates of supplemental Federal assistance required, and certification of compliance
with cost - sharing requirements of the Stafford Act must be submitted with the
Governor's written request for Federal assistance.
After the Presidential Declaration is made, the Governor, members of Congress, and
Federal Departments or agencies are directly notified. The Governor and the FEMA
Regional Administrator execute a FEMA -State agreement, which outlines how Federal
aid under the Stafford Act is to be made available, records the areas within California
that are eligible for assistance, specifies any division of costs among Federal, State and
Local governments, and stipulates the period officially acknowledged as the duration of
the major disaster or emergency.
The FEMA Director appoints an appropriate FEMA or other official as the Federal
Coordinating Officer (FCO) that will formulate an initial appraisal, direct all Federal
disaster assistance programs, coordinate with private relief organizations (with their
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consent), and establish temporary Joint Field Office (JFO) within the affected area to
coordinate the relief and recovery effort with the State Government.
The Federal response to emergencies and major disasters is outlined in the National
Response Framework (NRF). The NRF describes the activation of the Federal system
for coordinating with California and deploying resources necessary to support the
response under unified command. Upon the occurrence of, or in anticipation of, an
emergency that potentially requires Federal support beyond the local Federal
jurisdiction, FEMA initially activates its Regional Response Coordination Centers
(RRCC) in Oakland and deploys a liaison to the State EOC or SOC. Depending on the
magnitude of the emergency, FEMA and DHS may activate the nationwide system for
movement of Federal resources and, working with other Federal agencies, begin
deploying those resources to Federal facilities in the vicinity of the affected area in
anticipation of State Government's request for assistance.
As described in the NRF, the Federal Government organizes the resources and
capabilities of many Federal Agencies, as well as those of certain private- sector and
Non - Governmental Organizations (NGOs), under fifteen Emergency Support Functions
(ESFs). To better deal with the federal government, Emergency Managers need to
understand the 15 Emergency Support Function (ESF). See next page for a description of
each ESF and who from the federal government has been assigned each ESF Coordinator.
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
FEDERAL EMERGENCY SUPPORT FUNCTIONS (ESF)
ESF #1 — Transportation
ESF Coordinator: Department of Transportation
• Aviation /airspace management and control
• Transportation safety
• Restoration and recovery of transportation infrastructure
• Movement restrictions
• Damage and impact assessment
ESF #2 — Communications
ESF Coordinator: DHS National Communications System)
• Coordination with telecommunications and information technology industries
• Restoration and repair of telecommunications infrastructure
• Protection, restoration, and sustainment of national cyber and information
technology resources
• Oversight of communications within the Federal incident management and
response structures
ESF #3 — Public Works and Engineering
ESF Coordinator: Department of Defense (U.S. Army Corps of Engineers)
• Infrastructure protection and emergency repair
• Infrastructure restoration
• Engineering services and construction management
• Emergency contracting support for life- saving and life- sustaining services
ESF #4 — Firefighting
ESF Coordinator: Department of Agriculture (U.S. Forest Service)
• Coordination of Federal firefighting activities
• Support to wildland, rural, and urban firefighting operations
ESF #5 — Emergency Management
ESF Coordinator: DHS (FEMA)
• Coordination of incident management and response efforts
• Issuance of mission assignments
• Resource and human capital
• Incident action planning
• Financial management
ESF #6 — Mass Care, Emergency Assistance, Housing, and Human Services
ESF Coordinator: DHS (FEMA)
• Mass care
• Emergency assistance
• Disaster housing
• Human services
ESF #7 — Logistics Management and Resource Support
ESF Coordinator: General Services Administration and DHS (FEMA)
• Comprehensive, national incident logistics planning, management, and
sustainment capability
• Resource support (facility space, office equipment and supplies, contracting
services, etc.)
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
FEDERAL EMERGENCY SUPPORT FUNCTIONS (ESF)
ESF #8 - Public Health and Medical Services
ESF Coordinator: Department of Health and Human Services
• Public health
• Medical
• Mental health services
• Mass fatality management
ESF #9 - Search and Rescue
ESF Coordinator: DHS FEMA)
• Life - saving assistance
• Search and rescue operations
ESF #10 - Oil and Hazardous Materials Response
ESF Coordinator: Environmental Protection Agency
• Oil and hazardous materials (chemical, biological, radiological, etc.) response
• Environmental short- and long -term cleanup
ESF #i1 - Agriculture and Natural Resources
ESF Coordinator: Department of Agriculture
• Nutrition assistance
• Animal and plant disease and pest response
• Food safety and security
• Natural and cultural resources and historic properties protection
• Safety and well -being of household pets
ESF #12 - Energy
ESF Coordinator: Department of Energy
• Energy infrastructure assessment, repair, and restoration
• Energy industry utilities coordination
• Energy forecast
ESF #13 - Public Safety and Security
ESF Coordinator: Department of Justice
• Facility and resource security
• Security planning and technical resource assistance
• Public safety and security support
• Support to access, traffic, and crowd control
ESF #14 - Long -Term Community Recovery
ESF Coordinator: DHS (FEMA)
• Social and economic community impact assessment
• Long -term community recovery assistance to States, tribes, local governments,
and the private sector
• Analysis and review of mitigation program implementation
ESF #15 - External Affairs
ESF Coordinator: DHS
• Emergency public information and protective action guidance
• Media and community relations
• Congressional and international affairs
• Tribal and insular affairs
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
EMERGENCY MANAGEMENT
RESPONSE STRUCTURE
State Responsibility
Statewide Emergency Management System
The Statewide Emergency Management System is
comprised of the field level, Local Governments,
Operational Areas, Cal EMA Mutual Aid Regions,
and State agencies. Within this context, the local
jurisdictions are responsible for directing and
coordinating emergency response and recovery
operations within their respective jurisdictions,
while the other agencies serve primarily as support
elements.
Standardized Emergency Management System
(SEMS)
SEMS is principles for coordinating State and Local
emergency response in California. SEMS provides
for a multiple level emergency response
organization and is intended to facilitate the flow of
emergency information and resources within and
between the organization levels.
The City of Newport Beach has adopted SEMS by
Resolution 96 -97 and will participate in the Orange
County Operational Area. SEMS is an integrated
management system which provides for five
emergency response levels. These levels as they reh
Federal Response
FEMA
National Response Framework
NIMS
County Response
OC Sheriff Emergency Mgmt. Bureau
OC /OA Emergency Plan
JIMS
City Response
Emergency Management Office
City of Newport Beach
Emergency Operations Plan
ite to Newport Beach are:
SEMS Levels
City Coordinating; Response Level
1. Field Level
Field Units /Field Command Post(s)
2. Local Government Level
Newport Beach EOC and DOCs
3. Operational Area Level
Orange County Operational Area EOC
4. Regional Level
Southern Region EOC located at Los Alamitos
Joint Forces Training Base (REOC)
5. State Level
State of California EOC (SOC)
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Emergency Operations Plan BASIC PLAN
SEMS also incorporates the use of five basic components:
1. Incident Command System (ICS)
2. Multi- Agency Coordination System (MACS)
3. Master Mutual Aid Agreement
4. Operational Area (OA)
5. Operational Area Satellite Information System (OASIS)
The following is a description of the five basic components:
1. Incident Command System (ICS) was developed initially as part of the FIRESCOPE
program during the 1970's, by an inter- agency working group representing local,
State, and Federal fire services in Southern California. ICS was adopted by the fire
services in California as the standard response system for all hazards. It was also
adopted nationally by the Federal land management agencies as the standard for
response to all wild land fires. A national generic version of ICS has been developed
and is being used in SEMS /NIMS. Newport Beach has been using ICS in Fire
Department field operations since the 1970's. NIMS, like SEMS, is based on the
Incident Command System (ICS). The City of Newport Beach uses the ICS for both
major emergency situations and large planned events such as the Fourth of July. The
City incorporates NIMS and ICS concepts and principles into all appropriate incidents,
training and exercises including the following principles:
o Flexibility
o Scalability
o Standardization
o Interoperability & Compatibility
o Resource Management
o Incident Command
o Multiagency Coordination
o Public Information
Under ICS, a Unified Command concept may be utilized where two or more agencies
will work together to command an incident. This concept is often utilized for Fire and
Police to jointly share responsibility; when an emergency crosses two or more city
boundaries and each city assigns a member of the Unified Command; when two or
more counties are involved; when different levels of government are involved (for
example City, County and State agencies) and whenever needed to better manage an
emergency.
2. Multi- Agency Coordination System (MACS) as it applies to SEMS /NIMS is actually
inter- agency coordination and means the participation of agencies and disciplines
involved at any level of the SEMS /NIMS organization. These agencies work together
in a coordinated effort to facilitate decisions for overall emergency response, sharing
critical resources, and prioritizing incidents.
3. Master Mutual Aid Agreement was initially signed in California in 1950 and was an
agreement among cities, counties, and the State to join together in a comprehensive
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
program to provide voluntary services, personnel, and facilities when local resources
were inadequate to handle an emergency. The Master Mutual Aid Agreement now
contains discipline- specific mutual aid systems that function on a State -wide basis.
4. Operational Areas (OA) consists of a county government and all political
subdivisions located within county areas. The governing bodies of each county and
the political subdivisions within the county may organize and structure their
individual OAs. Orange County (OC) is the lead agency for the Orange County OA
(OC /OA) which consists of 120+ public agencies which include: the County, 34 Cities,
9 Sanitation Districts, 6 Sanitary Districts, 33 Education/ School Districts, 19 Waste and
Irrigation Districts, 5 Community Service Districts, the OCTA, the Vector Control
District, the Cemetery District, 2 Parks Districts, 2 Library Districts, and the Storm
District. The OC /OA's purpose is the coordination of resources and information and
to act as a link in the system of communications and coordination between the State's
Regional EOC (REOC), the EOCs of individual OC jurisdictions, and special districts.
5. Operational Area Satellite Information System (OASIS) is a satellite -based
communications system with a high frequency radio backup. OASIS provides the
capability to rapidly transfer a wide variety of information reports between agencies
using the system. In SEMS /NIMS, OASIS can be viewed as both a communications
network and an information dissemination system, linking three of the five emergency
response levels: the OA, REOC, and State EOC (the SOC). OASIS includes a satellite
system in each OA, linked to selected State, Federal, and Local agencies. The
information- processing component of OASIS contains forms that provide a rapid and
accurate means of transferring information between locations on the OASIS network.
The OC /OA EOC has an OASIS connection with three OASIS lines on the EOC side
(Command Center has one and Operations Center has two) and two on the Control
One side.
There are five functions within SEMS /NIMS (from ICS) which will be used by the City of
Newport Beach both in the field and in the EOC. They are:
• Management/Command Section (Management Section) is responsible for overall
emergency policy and coordination through the joint efforts of governmental agencies
and private organizations. It is called Command Section at the field level and
Management Section at the EOC level.
Operations Section is responsible for coordinating all jurisdictional operations in
support of the response to the emergency through implementation of the
organizational level's Incident Action Plan.
• Planning Section is responsible for collecting, evaluating, and disseminating
information, developing the organizational level's Incident Action Plan in
coordination with the other functions, and maintaining documentation.
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Emergency Operations Plan BASIC PLAN
Logistics Section is responsible for providing facilities, services, personnel,
equipment, and materials.
Finance/Administration Section (Finance Section) is responsible for financial
activities and administrative aspects not assigned to other functions.
State of California Emergency Management System
The State of California integrates all levels of emergency management in the methodology
of its emergency management system, including the Field Level, Local Governments,
Operational Areas, Cal EMA Mutual Aid Regions, and State agencies. Within this
context, the local jurisdictions are responsible for directing and coordinating emergency
response and recovery operations within their respective jurisdictions, while the other
agencies serve primarily as support elements.
Mutual Aid Regions (Refer to State Mutual Aid Map) (EOP 26)
The State of California is currently divided into six Mutual Aid Regions (three
Administrative Regions). Cal EMA Regional Managers and their respective staffs
constitute the Regional Emergency Management Organization. Their stated mission is
to coordinate and support local emergency management activities at the request of the
Operational Area Coordinator. The Cal EMA Regional Administrator will assume the
position of Regional EOC Director (REOC Director). The Cal EMA Region I Manager
and REOC I are located at:
California Emergency Management Agency, Southern Region
Los Alamitos Armed Forces Reserve Center
Building 283
Los Alamitos, CA 90720 -5001
Cal EMA Warning Center is located in Sacramento
- (24 Hour #)
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
STATE REGIONAL MUTUAL AID MAP
(EOP 26)
Exhibit 10 -1 — Mutual Aid Regions
Region 1 Mutual
Law Enforcement
July 1, 2009
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Page 119 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
DISCIPLINE - SPECIFIC MUTUAL AID SYSTEMS
(EOP 26)
Other Systems
SvS LEVE Emerge Fire &Rescue Law as Developed
LEVEL Services es System Enforcement (or under
System development)
REGIONAL
CaIEMA
Regional
Administrator
Fire &Rescue Law Functional
Coordinator Enforcement Coordinator
Coordinator
CaIEMA
Secretary
Chief, Fire &
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Coordinator
Coordinator
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Coordinator
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LOCAL Management
GOVERNMENT Staff
Resource Requests
Information Flow & coordination
Law Functional
Fire Chief Enforcement Coordinator
Coordinator
10.6.6.FLOW OF MUTUAL AID AND OTHER RESOURCE REQUESTS
Exhibit 10 -3 —Flow ofRequests and Resources depicts the resource management process for
the state under SEMS. In this model, the affected local government has the ability to access all
stakeholders at all levels of the system.
See Attachment D, Mutual Aid in Part -Three for more detailed information.
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Page 120 of 180
Law
PERATIONAL
M
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10.6.6.FLOW OF MUTUAL AID AND OTHER RESOURCE REQUESTS
Exhibit 10 -3 —Flow ofRequests and Resources depicts the resource management process for
the state under SEMS. In this model, the affected local government has the ability to access all
stakeholders at all levels of the system.
See Attachment D, Mutual Aid in Part -Three for more detailed information.
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
CALIFORNIA STATE AGENCY EMERGENCY
RESPONSE MATRIX
PART 1 OF 7
Exhibit 13 -2 — State Agency Responsibilities Matrix
This matrix below summarizes state agency and department roles as either Primary or Support in
relation to each of the California Emergency Functions (CA -EF).
1= Lead M= Co-Lead S= Support
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Page 121 of 180
CALIFORNIA
FUNCTIONS
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Basic Plan
Page 121 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
CALIFORNIA STATE AGENCY EMERGENCY
RESPONSE MATRIX
PART 2 OF 7
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Basic Plan
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
CALIFORNIA STATE AGENCY EMERGENCY
RESPONSE MATRIX
PART 3 OF 7
AGENCIES
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City of Newport Beach
Emergency Operations Plan BASIC PLAN
CALIFORNIA STATE AGENCY EMERGENCY
RESPONSE MATRIX
PART 4 OF 7
AGENCIES 11
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Emergency Operations Plan BASIC PLAN
CALIFORNIA STATE AGENCY EMERGENCY
RESPONSE MATRIX
PART 5 OF 7
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Emergency Operations Plan BASIC PLAN
CALIFORNIA STATE AGENCY EMERGENCY
RESPONSE MATRIX
PART 6 OF 7
AGENCIES
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Basic Plan
Page 126 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
CALIFORNIA STATE AGENCY EMERGENCY
RESPONSE MATRIX
PART 7 OF 7
Basic Plan
Page 127 of 180
AND,
CALIFORNIA
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Basic Plan
Page 127 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
ORANGE COUNTY OPERATIONAL AREA
EMERGENCY MANAGEMENT STRUCTURE
Section 8605 of the California Emergency Services Act designates each county area as
an Operational Area. The Operational Area (OA) is made up of the county
government, local governments and special districts, located within the county area.
During a State of Emergency, a State of War Emergency, and Local Emergency,
Operational Areas are required to coordinate resources, priorities, and information
and serve as a coordination/ communication link to the State mutual aid system. As of
December 1, 1996, per SB 1841, the utilization of the Operational Area during
emergencies is now mandatory for local governments who wish to receive financial
reimbursement for personnel- related response costs. The City of Newport Beach
signed the Orange County Operational Area (OCOA) Agreement (with exceptions) on
November 14, 1995 agreeing to participate in SEMS and the OC OA. The Orange
County EOC will serve as the OCOA EOC. An Orange County Operational Area
Emergency Plan has been written and is in place.
Orange County Operational Area EOC
The OCOA EOC is located at 26454 Santiago Canyon Road, in Silverado, California.
Communication with the OAEOC is the responsibility of the City. The phone and FAX
numbers for the OAEOC are:
Phone: Fax
Activation of the OA EOC is required by SEMS, Title 19 California Code of
Regulations Section 2409 (f) under the following conditions:
1. On request If a jurisdiction within the OCOA activates its EOC and requests
activation of the OA to support its emergency operations.
2. Two City Local Emergency If two or more cities within the OCOA have declared
or proclaimed a local emergency.
3. County and City Local Emergency The County and one or more cities have
declared or proclaimed a local emergency.
4. Request for Governor's Proclamation A City, or a City and the County, or the
County has requested a Governor's proclamation of a state of emergency, as
defined in Government Code Section 8558 (b).
5. State of Emer engy The Governor proclaims a state of emergency for the County
or two or more cities within the OCOA.
6. Request for Outside Resources The OCOA is requesting resources from outside its
boundaries, except those resources used in normal day -to -day operations obtained
through existing agreements providing for the exchange or furnishing of certain
types of activities and services on a reimbursable exchange or other basis as
provided for under the Master Mutual Aid Agreement.
Basic Plan
Page 128 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
7. Request for Operational Area Resources The OCOA has received resource requests
from outside its boundaries, except those resources used in normal day -to -day
operations, obtained through existing agreements, providing for the exchange or
furnishing of certain types of facilities and services on a reimbursable, exchange, or
other basis as provided for under the Master Mutual Aid Agreement.
Activation Levels of the OA EOC
• Activation Level One. Activation of the OAEOC at a minimum level with County
emergency management staff to prepare the OAEOC and to notify the OA
Emergency Organization and coordinate information among the members of the
OA and with regional state officials as required by SEMS.
• Activation Level Two. This shall mean partial activation of the OAEOC, staffed
by the OA Coordinator, or alternate, County emergency management personnel,
and personnel from County agencies/ departments and other personnel selected to
meet the functional needs of the OA Emergency Organization during times of
emergency.
• Activation Level Three. This shall mean full activation of the OAEOC, including
all personnel as indicated at Level Two, plus the Executive Board, who shall serve
as the policy group to advise the OA Coordinator on the use of resources in
response to the disaster, establish policies, rules, and regulations regarding the
disaster and the subsequent recovery operations, and to prioritize resources to
effectively mitigate the disaster.
County of Orange/Operational Area EOC
2644 Santiago Canyon Road
Silverado, CA 92676
- (EOC)
- (Emer enc Mana ement Division)
Rumor Control
24 Hour Notification #
Control One Watch Commander
Basic Plan
Page 129 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
MAP TO COUNTY OF ORANGE/OPERATIONAL
AREA EOC
Office Phone:
Going east on Chapman Avenue, as you cross over Jamboree, the street name changes to Santiago
Canyon Road. Continue on Santiago Canyon Road crossing over the toll roads, passing all 'on" and 'off"
ramps for loll roads. After you pass the last signal for the 241 bfP'ramp, the road narrows and you will see
a sign that says "right lane must turn right ": get into that lane. Turn right on the EOC Road Bridge going
over the 241 toll road. At the end of the bridge you will see a sign that says "Private Road No Public
Access ". Continue to the left around the small hill to the call box at the lower gate. Push the button and
identify whom you are meeting at the facility. The distance from Jamboree to the EOC Road Bridge is
approximately 2 miles.
PLEASE NOTE:
The road to Loma Ridge Facility is narrow. Watch for opposing traffic.
Use caution and control vehicle speed.
Basic Plan
Page 130 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
ORANGE COUNTY EMERGENCY
RESPONSIBILITY MATRIX, PART 1 OF 2
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Basic Plan
Page 131 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
ORANGE COUNTY EMERGENCY
RESPONSIBILITY MATRIX, PART 2 OF 2
Basic Plan
Page 132 of 180
Operations
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Basic Plan
Page 132 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
City of Newport Beach Emergency Management Structure
The City of Newport Beach emergency management organization is comprised of:
American Red Cross
AT &T
Community Development Department
Certified Disaster Service Worker Volunteers
City Attorney's Office
City Clerk's Office
City Council
City Manager's Office
County of Orange
Federal Government, Federal Emergency Management Agency (FEMA)
Finance Department
Fire Department
Hoag Hospital
Municipal Operations Department
Newport Harbor Area Chamber of Commerce
Newport/ Mesa Unified School District
Orange County Sanitation District
Orange County Sheriff's Department -- Harbor Division
Police Department
Public Works Department
Radio Amateur Civil Emergency Services (RACES) Volunteers
Recreation & Senior Services Department
Southern California Edison
State of California, Emergency Management Agency (Cal EMA)
The Gas Company
US Coast Guard
Basic Plan
Page 133 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
CHAPTER 4 - EOC CONCEPT OF OPERATONS
(EOP 14)
Purpose of the Emergency Operations Center (EOC)
When a major emergency or disaster strikes centralized emergency management is
necessary. When the EOC is activated, representatives from City departments will
report to the EOC. Together they will be able to centralize city authorities,
simultaneously coordinate department activities, and liaison with different levels of
government. The EOC allows for face -to -face coordination among personnel who must
set priorities for use of resources and evaluate the need to request mutual aid. The
following functions are performed in the City's EOC:
• Receive and disseminate notifications of warnings (Police Department Watch
Commander does this on off -duty hours.)
• Coordinate emergency operations between city departments, different levels of
government, utility companies, school districts, non - profit organizations, elected
and governmental officials, media, and public and private organizations. (all EOC
Sections)
• Establish policies and determine whether to proclaim a Local Emergency
(Management Section)
• Prioritize emergency response and the allocation of resources by setting strategy
and carrying out coordinated tactical operations (Operations Section)
Collect intelligence from, and disseminate information to, the various EOC
representatives, Department Operations Centers (DOCs), Operational Area, State
and Federal agencies (Plans Section)
Coordinate the logistical support of resources (Logistics Section)
Track costs of personnel, equipment, material, and damage to City sites (Finance
Section)
• Coordinate the recovery of the city (Plans Section/ Recovery Unit)
When Should the EOC be Activated?
1. An impending or declared State of War emergency exists.
2. An earthquake causing widespread damage occurs.
3. There is an uncontrolled release or failure of Prado Dam, tidal threat, tsunami or
other flooding condition.
4. Any emergency situation has occurred or will occur that is of such a magnitude that
it will require a large commitment of resources from two or more city departments
over an extended period of time to control or mitigate. Incidents may include: fire,
flood, hazardous materials spill, tornado, tsunami, major traffic accident, airplane
crash, civil disturbance, terrorism, weapons of mass destruction, epidemic, and
Basic Plan
Page 134 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
release at San Onofre Nuclear Generating Station, accident at Seal Beach Naval
Weapons Station or other unknown cause.
Who can activate the EOC? (EOP 41)
The following individuals or their appointed representatives are authorized to
activate the EOC:
• City Manager (Director of Emergency Services)
• Assistant City Administrator (Assistant Director of Emergency Services)
• Fire Chief (Deputy Director) or on -duty Battalion Chief
• Police Chief or on -duty Watch Commander
• Public Works Director
• Administrative Services Director
• Municipal Operations Director
• Planning Director
• Recreation & Senior Services
• Emergency Services Manager
How do we activate the EOC? (EOP 20)
Initiate the Emergency Alerting Process by contacting the Police Dispatch Center. This
alerting process and phone numbers are detailed in Section II. Call Police Dispatch
at:
Police Dispatch - or 9 -1 -1
Give Police Dispatch the following information:
"We are activating the EOC." State the following:
• Type of emergency
• Location of emergency
• Who should respond _
■
■
Any special precautions responders should take
On whose authority the EOC is being activated _
"Respond to the EOC immediately."
Police Dispatch activates the AlertOC Mass Notification System to notify key EOC
personnel who in turn recall their department personnel. All EOC personnel should
keep the EOC Activation Plan that includes their department phone number rosters
with them at all times.
Basic Plan
Page 135 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
NEWPORT BEACH EOC LAYOUT
(EOP 14)
Blue W L. — =Ciy N..
Qenpe D.I. U.-- Pdic. NeF .
Basic Plan
Page 136 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
NEWPORT BEACH EMERGENCY OPERATIONS
CENTER ORGANIZATION
Director of Emergency
Services
Plo I City A=
Liam City H
EOCer Incident Safe Officer
Commander
(Incident Specific)
Operations Section
Fire & Rescue
Law Enforcement
Branch
Branch
Fire DOC
Pdice DOC
Municipal
Damage /Safety
aerations Branch
Assessment
-
Branch
ieneral Services
Damage /Safely
DOC
Assessment
-
Public Property Unit
Utilities DOC
Damage/Safety
Assessment
-
Pmate Property Unit
Public Heath
auilding DOC
Unit
Public Works
Care & Shelter
Branch
Branch
Public Works
DOC
Care & Shelter
Unit
Planning Section
Action Planning
Unit
Advance
Planning Unit
Situation
Analysis Unit
Unit
Documentation
Unit
Technical
Services Unit
Recovery/
Demobilization
Basic Plan
Page 137 of 180
Logistics Section
Communication
Branch
Into Systems
Unit
Supply Branch
Procurement
Unit
Tmnspa tatim
Unit
Facilities Unit
S
Policy Group
City Manager
Asst. City Manager
City Attorney
Fire Chief
Amin Svcs Dir.
Police Chief
Municipal Ops Dir.
Public Works Dk.
Affected Dept Heads
nance
Purchasing Unit
Compensation 8
Claims Unit
Cost Unit
Time Keeping
Unit
Vital Records
Unit
City of Newport Beach
Emergency Operations Plan BASIC PLAN
DEPARTMENT OPERATIONS CENTERS (DOCS)
(LOP 25)
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BDOC:
Building Department Operations Center
FDOC:
Fire Department Operations Center
GSDOC:
General Services Department Operations Center
PDOC:
Police Department Operations Center
PWDOC:
Public Works Department Operations Center
UDOC:
Utilities Department Operations Center
Recreation and Senior Services does not operate with a Department Operations Center. In
the event a shelter is opened, an EOC activation will immediately follow due to the Inter -
Agency coordination required for the Care and Shelter function.
Basic Plan
Page 138 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
DIRECTOR LINE OF SUCCESSION
Director of Emergency Services
The following individuals are the only persons authorized to activate the City's
Emergency Operations Plan and act as the Director of Emergency Services.
Director
City Manager
First Alternate
Assistant City Manager
Second Alternate
Fire Chief
Third Alternate
Police Chief
Fourth Alternate
Public Works Director
Fifth Alternate
Municipal Operations Director
Sixth Alternate
Administration Services Director
Seventh Alternate
Community Development Director
Eighth Alternate
Recreation & Senior Services Director
Tenth Alternate
Emergency Services Coordinator
Legal authorities for the position of Director of Emergency Services are outlined in the
Municipal Code chapter 2.20.060.
Basic Plan
Page 139 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
CITY INCIDENT COMMANDER DESIGNATION
(EOP 22)
The following is the normal means for designating the City Incident Commander.
However, the Director of Emergency Services may appoint a different City Incident
Commander at his /her discretion.
Responsible Department (by incident type)
Fire, Police, or Municipal Operations
Fire Department
Earthquake
Fire /Explosion
Hazardous Materials Spill
Pollution
Radiological/ Nuclear Incident
Oil Spill /Pipeline Breakage
Santa Ana Winds /High Winds
Epidemic /Pandemic
Environmental Disaster
Police Department
Tsunami
Civil Disturbance /Riot
Bomb Threat
Threat of Terrorism
Major Traffic Accident
Power Outage /Stage III Shortage
Violence in Workplace /School /City
Homeland Security Alert RED Level
War
Unified Command
Aircraft Accident: Police and Fire Unified Command (UC) - Operations Chief /Fire
Flood /Storm /Tornado /Dam Failure: Fire and Municipal Operations UC -
Operations Chief /Fire
Terrorism /WMD: Fire and Police UC - Operations Chief/ Fire
Agriculture or Vector: Fire and Municipal Operations UC - Operations Chief/ Fire
Basic Plan
Page 140 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
Lead For Each Department
Fire Dept. Police Dept. Municipal Operations Dew
Responsible Party: Fire Chief Police Chief Director
First Alternate: Deputy Chief Police Captain Support Deputy Director
Second Alternate: Fire Marshal Police Captain Det Operations Manager
Basic Plan
Page 141 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
CITY FUNCTIONAL RESPONSIBILITY MATRIX
Part 1 of 2
P = Primary Function S = Support Function
FUNCTION
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P
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Incident Commander
P
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City Attorney
P
Citv Hall Services Unit
S
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Liason Officer
S
P
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Public Information Officer
P
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Safety Officer
P
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EOC Manager
P
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OPERATIONS SECTION
P
P
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Law Enforcement Branch
P
Law Enforcement Unit
P
Alerting & Warning Unit
I
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Coroner Unit
S
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Evacuation Control Unit
S
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Animal Control Unit
P
Fire & Rescue Branch
P
Fire Operations Unit
P
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Fire Tactical Unit
P
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DarnaggZSafety Assessment Branch
P
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Public Property Unit
P
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Private Property Unit
P
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Public Works Branch
P
Public Infrastructure Unit
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Bridge Inspection Unit
S
P
Basic Plan
Page 142 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
CITY FUNCTIONAL RESPONSIBILITY MATRIX
Part 2 of 2
P = Primary Function S = Support Function
FUNCTION
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Streets & Sanitation Unit
P
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Public Health Unit
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City Water & Outside Utilities Unit
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Care & Shelter Branch
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Care & Shelter Unit
P
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PLANNING SECTION
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Advance Planning Unit
S
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Sit Stat /Damn e Assessment Unit
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Documentation Unit
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Technical Services Unit
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Demobilization /Recover y Unit
P
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LOGISTICS SECTION
P
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Communications Branch
P
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Supplies/Facilities Unit
P
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Resource Status Unit
S
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Transportation Unit
P
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Personnel Unit
S
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FINANCE & ADMIN SECTION
P
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Purchasing Unit
P
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S
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Cost Recovery Unit
P
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Time Keeping Unit
P
Vital Records Unit
S
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Basic Plan
Page 143 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
PRIMARY EOCS, ALTERNATE EOCS
(EOP 13)
Primary
Emergency Operations Center (EOC)
Police Department Auditorium
Phone
The EOC is activated, and exercised regularly for both mock drills and live incidents. It
is a non - dedicated facility. The facility is stocked with:
• Radios - Police, Fire and the County EOC (Police Dispatch)
• Amateur radios (RACES Radio Room)
• Live Time Television capability (Amateur Television ATV - from the police
helicopter or from the ground)
• 15 phones (on two different systems)
• A generator (two -week diesel fuel supply)
• Fax
• Restrooms
• Emergency Operations Plans
• Maps and GIS
• Checklists for all EOC positions
■ WebEOC software
• 7 Laptops
FIRST ALTERNATE
Center Library
1000 Avocado
Phone
The Library has not been activated or exercised. The set up time for this facility is one hour.
SECOND ALTERNATE
Fire Station #7/ Training Center Phone
20401 Acacia Street -
THIRD ALTERNATE
Ci Yard Phone
592 Superior Avenue -
FOURTH ALTERNATE
PD Tactical Command Vehicle Phone
870 Santa Barbara -
Basic Plan
Page 144 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
EMERGENCY OPERATIONS CENTER ACTIVATION
LEVELS
The following Levels of Activation are consistent with the County of Orange, the
Orange County Operational Area, and the State of California. The EOC Staffing Levels
are for Newport Beach only. Department Operations Centers (DOCs) are activated at
the department director's discretion.
Monitoring Level
A minor incident characterized by adequate local response capability and sufficient
resources to favorably resolve the situation.
Typically, the EOC will be activated to a monitoring staffing level to include Emergency
Services employees and one rep from Police, Fire and Municipal Operations. Lifeguards
will be included if the threat includes the beach area.
Level I
A minor to moderate incident characterized by adequate local response capability and
sufficient resources to favorably resolve the situation. A Local Emergency may or may
not be proclaimed. The EOC may or may not be activated.
Typically the EOC will be activated to a monitoring level, as above, with the addition of
selective department staffing.
Level II
A moderate to severe emergency characterized by a possible need for Mutual Aid to
ensure a favorable resolution of the situation. In most cases, a Local Emergency will be
proclaimed. A State Of Emergency may be proclaimed. Activation of the EOC may
occur. Activation of the Fire Operations Center (FDOC), Police Department Operations
Center (PDOC), Public Works Department Operations Center (PWDOC), Building
Department Operations Center (BDOC), General Services Department Operations Center
(GSDOC), and Utilities Department Operations Center (UDOC) may occur, as needed.
Typically the EOC will be activated at a selective department staffing to a full EOC
staffing level.
Level III
A major disaster exemplified by depletion of resources and Mutual Aid response
capability area wide, necessitating extensive Statewide and Federal assistance. Generally,
a Local Emergency and State of Emergency will be proclaimed. A Presidential
Declaration may or may not be proclaimed.
Typically the EOC will be activated at full staffing levels
Basic Plan
Page 145 of 180
City of Newport Beach
Emergency Operations Plan BASIC PLAN
EOC Incident Action Plans (IAPs)
Using EOC Incident Action Plans (IAPs) will provide specific direction to EOC
personnel by providing them with knowledge of the objectives to be achieved and the
steps required for achievement. EOC IAPs not only provide direction, but also serve to
provide a basis for measuring achievement of objectives and overall system
performance. EOC action planning is an important management tool that involves a
process for identifying priorities and objectives for emergency response or recovery
efforts. EOC action planning also provides documentation of the priorities, objectives,
associated tasks, and the personnel assigned to perform the tasks.
The EOC IAP may or may not be the overall action plan for the entire incident. For
example, if an Area Command is established at another facility and it develops an IAP
for the entire response, then the Newport Beach EOC may develop its own EOC IAP
that only addresses its portion of and obligations under the Area Command's IAP.
There may also be incidents when the on -scene Incident Command Post (ICP) develops
an IAP and the EOC again develops one relevant to its mission and role in support of
the ICP plan. In other cases, the EOC IAP will serve as the primary response policy.
Newport Beach follows the NIMS incident planning process and standards. The EOC
IAP is a living document prepared based on the best available information at the time of
the planning meeting. EOC IAPs are developed for a specified operational period that
may range from a few hours to 24 hours. The operational period is determined by first
establishing a set of priority actions that need to be performed. A reasonable time
frame is then established for accomplishing those actions. The EOC IAPs need not be
complex, but should be sufficiently detailed to guide EOC elements in implementing
the priority actions. The format of the EOC IAP will depend upon the time since the
incident occurred and the magnitude of impact. For the initial response, the format
may be limited to a well - prepared outline for an oral briefing. For most incidents that
will span multiple operational periods, the plan will be developed in writing according
to ICS procedures.
The EOC action planning process should involve the Director of Emergency Services
(DES) and General Staff along with other appropriate EOC elements, school district
representatives, and other agency representatives as needed. The Planning Section is
responsible for development of the EOC IAP and for facilitation of EOC action planning
meetings. Planning meetings will not be delayed in anticipation of future information.
During the planning meeting, the DES, Section Chiefs, and Policy Group /other
representatives (when appropriate) will develop the plan collectively. The planning
process will begin upon the activation of the City EOC and will consist of the following
steps:
1. Gathering, recording, analyzing, and displaying situation and resource
information in a manner that ensures a clear picture of the magnitude,
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complexity, and potential impact of the incident (Planning Section with input
from General Staff).
2. Gathering information to support incident planning and decision - making
(General Staff).
3. Conducting a briefing on situation and resource status (Planning Section).
4. Formulating and prioritizing measurable incident objectives that conform to the
legal obligations and management objectives of all affected agencies, and
identifying appropriate strategies (DES with consultation from General Staff and
others).
5. Identifying reasonable alternative strategies that will accomplish overall incident
objectives to determine the most appropriate strategy for the situation at hand
(DES with consultation from General Staff and others).
6. Consider the needs of citizens, including the disabled and /or those with special
needs, in developing response strategies.
1. Development of evaluation criteria to include public health and safety factors,
estimated costs, and various environmental, legal, and political
considerations (DES with consultation from General Staff and others).
2. Plotting control lines and division boundaries (Operations Section).
3. Determining the tactical direction and the specific resource, reserves, and
support requirements for implementing the selected strategy for one
operational period. (Operations Section).
4. Specifying resources needed by Division or Group (Operations Section,
Planning Section).
5. Specifying facilities to support operations (Operations Section, Planning
Section, and Logistics Section).
6. Placing resource, facility, and overhead personnel orders (Logistics Section).
7. Assessing communications, medical, and traffic plan requirements (Planning
Section, Logistics Section).
8. Drafting and approving the EOC IAP (DES, Planning Section, and Operations
Section).
9. Distributing the approved EOC IAP to all applicable responders for
implementation (Planning Section).
10. Comparing planned progress with actual progress (General Staff).
11. Tracking deviations that occur from the EOC IAP and emerging information
to include in the first step of the process for modifying the current plan or
developing the plan for the subsequent operational period (General Staff).
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The planning process should provide the following:
• Current information that accurately describes the incident situation and
resource status
• Predictions of the probable course of events
• Alternative strategies to attain critical incident objectives
• An accurate, realistic EOC IAP for the next operational period
IAP Preparation and Approval
Planning
Meeting
Tactics
Meeting
Initial Unified 1
)mmand Meeting!
I
___
Incident 1
Briefing
201
c
Initial 1
I
Response and I
Assessment
I m
Im
-------------- - - -:
I C
Notifications
--------------- -
Incident
Occurs 1
I
Operations
On- Going Briefing
Field
Operations
Execute Plan
and Initiate
Planning for the next
1JC A=_sess Operational Period
Objectives Prcgress
Meeting
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CHAPTER 5 - EOC FUNCTIONALITY
(EOP 10, 39)
Functions and Responsibilities
Response and recovery functions, as well as specific guidelines for accomplishing these
functions are contained in the Functional Plans in Part Two of this document.
Responsibilities for discharging the duties associated with these functions are depicted in
the Functional Responsibility Matrix. A synopsis of each functional plan and who is
assigned primary responsibility follows:
The following positions are located in the EOC
MANAGEMENT SECTION
(EOP 24, 40)
Director of Emergency Services/Management- (City Manager's Office)
Provides for the overall management and policy direction of mitigation, preparedness,
response, and recovery operations; leads Policy Group. It includes a checklist for the
position of Director of Emergency Services.
City Incident Commander- (Fire, Police, Municipal Operations, and Public Works
Departments)
Provides for the management of the overall Emergency Management Organization,
implements policy direction; leads EOC. It includes a checklist for the position of City
Incident Commander.
City Attorney- (City Attorney's Office) (EOP 27)
Provides for the legal advice to the Director of Emergency Services in all legal matters
relative to the emergency and assists in the preparation of legal documents including
resolutions proclaiming a Local Emergency and emergency ordinances. It includes a
checklist for the position of City Attorney,
Public Information- (City Manager's Office)
Provides guidance for the information, alerts, and warnings to the public. Updates
media, public, and outside organizations on the situation. It includes checklists for the
PIO and Support Staff.
Liaison- (Fire Department)
Discusses the role of the Liaison in coordinating with responding Agency Representatives,
different levels of government and elected officials. It includes checklists for the Liaison.
Safety Officer- (Fire Department)
Provides for safety for the emergency response organization in the EOC; coordinates with
Field Safety Officers. It includes a checklist for the EOC position of Safety Officer.
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EOC Manager- (Fire Department)
Provides for the coordination of the EOC facility; facilitates communication; guides
responders through responsibilities; advised DES and IC on emergency response
procedures; initiates Planning to begin recovery procedures. It includes a checklist for the
position of EOC Manager.
City Hall Services- (City Manager's Office)
Maintains City Hall services during disaster operations; anticipates recovery needs of
residents and businesses; provides information to the public based on the Public
Information Officer's approved releases; provide a positive public image combined
with a high level of customer service
OPERATIONS SECTION
(EOP 41)
Operations Section - (Fire Department)
Provides for the strategy and coordination of tactical operations based upon the EOC
Incident Action Plan (IAP), ensuring a coordinated incident response by all branches of
the Operations Section. It includes a checklist for the position of Operations Section Chief.
Fire and Rescue Branch - (Fire Department)
Provides for fire suppression; hazardous material incident response; medical operations;
urban search & rescue; heavy rescue; radiological protection. Maintains lists of available
accessible resources from neighboring jurisdictions, other government agencies, and
volunteer and private sector. Maintains critical resources required or technical
assessment. It includes checklists for the positions of Fire & Rescue Branch Director Fire &
Rescue Department Operations Center Director, and Fire Tactical Officer.
Law Enforcement Branch- (Police Department)
Provides for the enforcement of laws, orders, and regulations; traffic, access, and
perimeter control; alerting & warning; evacuation; protection of incarcerated persons;
security for critical facilities; coroner operations. It includes checklists for Police Branch
Director, Police Department Operations Center Director, Police Tactical, Police and EOC Security
Officer.
Damage/Safety Assessment Branch- (Community Development Department)
Inspection of Essential Service Facilities; assist in search and rescue operations; estimate
total dollar damage within the City; inspect the City at large for structural hazards. It
includes checklists for Damage /Safety Assessment Branch Director, Building Department
Operations Center Director, Public Property Unit, and Private Property Unit.
Public Works Branch- (Public Works Department)
Traffic signal coordination, closes off unsafe areas; bridge inspection, repairs
infrastructure damage or manages contracts for repair. It includes checklists for Public
Works Branch Director and Public Works Department Operations Center Director.
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Municipal Operations Branch- (Municipal Operations Department)
Debris removal; assist in heavy rescue operations; assists fire service personnel and law
enforcement in execution of access and perimeter control and hazardous material incident
operations; manages all infrastructure problems; closes off unsafe areas; inspections and
advisory services related to sanitation matters, public health related activities, safe
drinking water for the public coordinates with utility companies. It includes checklists for
Municipal Operations Branch Director, Municipal Operations Deputy Branch Director, General
Services Department Operations Center Director, Utilities Department Operations Center
Director, and Public Health Unit leader.
Care & Shelter Branch - (Recreation & Senior Services Department and American Red
Cross)
Organizes the sheltering, feeding, and crises counseling needs of the community. It
includes a checklist for the Health & Welfare Branch Director, and Care & Shelter Unit Leader.
PLANNING SECTION
(EOP 42)
Planning Section- (Community Development Department)
Manages the Situation Status, Damage Assessment, Recovery, Technical Specialist(s) and
Documentation operations of the EOC, relative to the collection and collation of disaster
intelligence and damage assessment figures and Operational Area reporting process.
Provides for Policy Group briefings, creation of the EOC Action Plan, and incorporating
recovery needs into the planning process. It includes a checklist for Planning Section Chief
and the Technical Specialist Unit.
Action Planning Unit (Police Department)
Develops the Incident Action Plan (IAP). The IAP includes the overall incident objectives
and strategies established by the Incident Commander. The IAP also addresses tactical
objectives and support activated for one operational period, generally 12 to 24 hours. It
includes the checklist for the Action Planning Unit.
Advance Planning Unit- (Community Development Departments)
Responsible for gathering, analyzing, evaluating, displaying, forecasting and
disseminating the advance plan to the Planning Section. The Advance Planning Unit could
change their role at the end of a major incident and assume the functions of the Recovery
Unit. It includes checklist for Advance Planning Unit Leader.
Situation Analysis Unit- (Community Development Departments)
Collects and processes information on incidents, situations, and status. It Includes
checklists for the Situation Analysis Unit Leader and Display Processors.
Resource Status Unit (Community Development Department)
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Obtains current resource status from the Operations Branches and/or DOCs, establish
and maintains a resource status display. Establish communications with Field Staging
Managers. It includes a checklist for Resource Status Unit Leader.
Demobilization Unit/Recovery Unit- (Community Development Department)
Develops a plan at the onset of the disaster for the City to recover from the incident.
May serve as the Incident Commander when all life saving operations are complete.
Includes checklists for Recovery Unit Leader and Demobilization Unit Leader.
Documentation Unit- (City Clerk Department)
Responsible for creating and maintaining the necessary records documenting all disaster
response and recovery activities. It includes checklists for Documentation Unit Leader and
Computer Documentation/Message Runner.
Technical Services Unit- (Conditional on Incident Type)
Uses special skills/ knowledge in advising the Planning Section of incident specific
information. May be required to brief the Policy Group, conduct training for
responders, and provide media interviews.
LOGISTICS SECTION
(EOP 43)
Logistics- (Administrative Services Department)
Manages the Resource Status, Supplies, Communications, Human Resources,
Transportation Resources, and Volunteers. It includes a checklist for Logistics Section Chief.
Supplies/Procurement, Transportation & Facilities Unit- (Administrative Services and
Police Departments)
Provides operational concepts, policies, and procedures regarding the procurement and
allocation of materials; facilities coordination; provides logistical support for
response /recovery operations. Coordinates the sources and methods for obtaining and
using facilities, equipment supplies, services, and other resources to support emergency
response at all operational sites. Maintains City inventory list in EOC. Includes a checklist
for the Supply/Procurement Unit Leader.
Communications Branch- (Administrative Services Department)
Maintaining Federal, State, Operational Area, County, and City communications systems,
as well as amateur radio; coordinates RACES operations. It includes checklist for
Communications Branch Director, Telecommunications Unit Leader, and Information Systems
Unit Leader.
Personnel Unit - (Human Resources)
Coordinates requests for personnel between Departments, for the EOC, DOCs, and Field
Operations. It includes checklist for Personnel Unit Leader.
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Resource Status Unit- (Administrative Services Department, Library Services
Department)
Provides for the preparation, processing and updating resource status information;
preparing and maintaining displays, charts, lists reflecting current status and location of
tactical resources, transportation and support vehicles; and maintaining a file of check -in
lists of resources assigned to an incident. It Includes a checklist for Resources Status Unit
Leader.
FINANCE & ADMINISTRATION SECTION
(EOP 44)
Finance & Administration- (Administrative Services Department)
Recommend financial policies to Policy Group and carries out agreed upon policies;
manages the financial claims process working with Cal EMA and FEMA. Includes
checklists for: Finance & Administration Section Chief, Cost Unit Leader, Timekeeping Unit
Leader, Compensation & Claims Unit Leader, and City Hall Services Unit Leader.
Compensation & Claims Unit - (Human Resources Department)
Accepts, as agent for the City of Newport Beach, claims resulting from an emergency;
collects information for all forms required by Workers' Compensation and local
agencies; maintains a file of injuries and illnesses associated with the personnel activity
at the EOC; provides investigative support in areas of claims presented to the City of
Newport Beach in the area of: Workers' Compensation, property damage, and liability.
Cost Unit- (Administrative Services Department)
Provides all cost analysis activity associated with EOC operation; documents
information for reimbursement from the State and Federal governments; obtains and
records all cost data for the emergency; ensures the proper identification of all
equipment and personnel requiring payment; coordinates documentation of costs with
other sections and departments; analyzes and prepares estimates of EOC costs;
coordinates cost recovery with disaster assistance agencies.
Purchasing Unit- (Administrative Services Department)
Procures, rents, and contracts for needed resources to meet the needs of the emergency.
Includes a checklist for the Purchasing Unit Leader.
Timekeeping Unit- (Administrative Services Department)
Tracks, records, and reports staff time for all personnel/ volunteers working at the
emergency; establishes and maintains a file for all personnel working at the emergency;
ensures daily personnel time recording documents are prepared and are in compliance
with specific City, Cal EMA, and FEMA time recording policies; tracks, records, and
reports equipment use and time.
Vital Records Unit- (City Clerk's Office)
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Provides for pre- event, event, and recovery of the City's vital records (including both
hard copy and computer records). Includes a checklist for the position of Vital Records
Unit Leader.
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ENTITIES WHO SUPPORT THE EOC
(EOP 12)
Volunteer Organizations
RACES (Radio Amateur Civil Emergency Service) - The City's Police Department
coordinates a group of approximately 35 trained, volunteer amateur radio operators
each with their own communications equipment who respond to the City in
emergencies and provide auxiliary communications for City Departments with field
responsibilities. These volunteers are the primary communications link to all public
and private schools. They can be dispatched to facilities, as needed, to provide
communications support. RACES can be assigned to shelters, assist in employee
emergency family notification, and be sent to assist other jurisdictions on mutual aid
responses.
Community Emergency Response Teams (CERT)- A program developed by the Fire
Department to train neighborhoods, schools and businesses throughout Newport Beach
in disaster preparedness and emergency response skills. CERT Volunteers will manage
their own response, search for and rescue trapped victims, treat minor injuries,
transport the seriously injured, extinguish small fires, shut off leaking utilities, cordon
off hazardous areas, and assist City personnel, whenever possible.
American Red Cross- The American Red Cross operates under a Federal Mandate to
provide care and shelter to displaced victims in a disaster. They are the first non -City
volunteer group to be called and provide the primary sheltering operations. City forces
will suppor t the American Red Cross and in fact some City employees have been
trained as American Red Cross Volunteers.
Salvation Army, Church Groups, and other Volunteer Groups - The City will contact
other groups as needed. These groups provide many services to heavily impacted areas
in a disaster, including care and shelter. They may provide for emotional comfort, as
well as physical comfort. They may also assist in managing donated goods.
Hospitals
Hoag Hospital- Hoag Hospital is a paramedic receiving hospital located at 1 Hoag Rd.
The hospital has space for 400 beds. Hoag maintains a disaster plan, training in
Hospital ICS, and emergency response equipment. (California's Title 22, Sections 72551
and 25553 require hospitals to have disaster plans along with the Joint Commission on
the Accreditation of Hospitals.)
School Districts
All schools in California must have disaster plans and a system to care for students for
up to 72 hours following an emergency per SB 2786, the Katz Bill of 1984. The City
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Emergency Services Office has programs to train schools on disaster preparedness and
how to manage an emergency until public safety personnel arrive and take control of
the situation. The City has classes available to Newport Beach school personnel free of
charge; i.e., Disaster Preparedness for Schools, CPR, First Aid, Search & Rescue, Care &
Shelter, and Fire Extinguisher Use. Schools are a Fire Department community education
target group and the Emergency Services Office has placed a high priority in educating
and training school personnel.
Newport -Mesa Unified School District ( NMUSD) NMUSD has grades K -12; is
responsible for approximately 10,000 students, and has two (2) high schools located
within Newport Beach: Newport Harbor and Corona del Mar. The Superintendent's
Office and the transportation and warehouse yards are located at 2985 Bear St., Costa
Mesa. NMUSD has a disaster plan, communications from schools to the district,
practices drills, and has emergency supplies. RACES provides emergency
communications from the district headquarters to the City EOC. Both high schools are
among possible locations to be used as public shelters. Some of the intermediate
schools in the district may also be designated as shelters for Newport Beach residents.
Private Schools There are 5 private schools located within Newport Beach. Each has
been requested to provide amateur radio operators to communicate with the City EOC.
Preschools There are over 10 preschools located throughout the City not including
home pre - schools and day -care businesses.
Utilities
Water/ Wastewater Water and wastewater services throughout the City are provided
by the City of Newport Beach, CMSD, MCWD, and IRWD. When the EOC is activated,
a City water representative will respond to the Utilities DOC to coordinate restoration
of water services.
Costa Mesa Sanitary District- 24 hour phone number - (CMPD
Communications)
The Gas Company- 24 hour emergency phone number -. When the EOC is
activated, the Gas Company is coordinated by the Operations Section, Construction &
Engineering Branch.
Irvine Ranch Water District (IRWD)- 24 hour phone number
Mesa Consolidated -24 hour phone number - (CMPD Communications)
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Orange County Sanitation District- 24 hour emergency phone number -.
When the EOC is activated, the Sanitation District is coordinated by the Operations
Section, Municipal Operations Branch.
AT &T - 24 hour phone number is -. When the EOC is activated, AT &T will
be coordinated by the Logistics Section/Telecommunications Unit.
Verizon - 24 Hour phone number is
Southern California Edison- 24 hour emergency phone number is -. When
the EOC is activated, SCE is coordinated by the Operations Section, Municipal Operations
Branch.
Continuity of Government
The California Emergency Services Act, as well as the Constitution of California,
provides the authority for State and Local government to reconstitute itself in the event
incumbents are unable to serve. For details on Continuity of Government, see
Attachment F. (EOP 17)
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NIMS /SEMS LEVELS ORGANIZATION CHART
(EOP 21)
OPERATIONS
SECTION
E & SHELTER1 I FIRE & RESCUE
BRANCH I I BRANCH
STATE OF CALIFORNIA
(SOC)
REGION 1
(REOC)
ORANGECOUNTY
OPERATIONAL AREA
(OC OAEOC)
CITY OF NEWPORT
BEACH
(EOC)
PLANNING
SECTION
LAW
ENFORCEMENT
BRANCH
LOGISTICS
SECTION
MUNICIPAL
OPERATIONS
BRANCH
FINANCE &
ADMINISTRATION
SECTION
PUBLIC WORKS DAMAGE
BRANCH ASSESSMENT
BRANCH
A series of forms have been developed by the Operational Area to report status of each
function involved in a disaster. The list of forms, when each should be sent to the Operational
Area, who at the EOC is responsible to send the form and who the form should be sent to are
listed on the summary sheet in the Planning Section, Enclosure 1. These forms are to be faxed
or e- mailed to the Operational Area EOC. If the fax or e-mail is not operational, the following
page lists other SEMS Coordination/ Communication Links.
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NIMS /SEMS COORDINATION /COMMUNICATIONS
LINKS
(EOP 21,23)
NIMS /SEMS Coordination Links
I. Field Level to the Newport Beach EOC Operations Section
A. Fire & Rescue Branch
* The Fire Department has a Fire Department Operations Center
(FDOC) which is activated for major incidents to coordinate fire
and lifeguard resources. It is located in Fire Station #3 at 868 Santa
Barbara Dr. All fire radios operate on 800 MHz frequency.
* When the FDOC is activated, phones are used to contact the EOC.
* Fire Department field personnel and field units have radios able to
communicate with the Fire Dispatch Center and with the FDOC.
* Cellular phones are available to fire personnel including: Fire Chief,
BC's, Backup BC, all fire apparatus, all Lifeguard Watch
Commanders and Division Supervisors, PIO, Emergency Services
Coordinator, and Support Staff.
* Fax machines are located in the EOC, FDOC and Fire and
Lifeguard Dispatch Centers.
* The Fire Department can communicate with County
Communications by radio or phone.
B. Police Branch
* During major police incidents, the Police Department activates its
Police Department Operations Center (PDOC) to coordinate
resources. It is located in Police Headquarters at 870 Santa Barbara
Dr.
* Police Department field personnel have hand -held and vehicle
radios from the field units to the Police Dispatch Center and to the
PDOC. The Police Dispatch Center is located in the Police
Headquarters.
* The EOC is located in the same building as the Police Dispatch
Center and PDOC.
* Police helicopter personnel can communicate with both the Police
Dispatch Center and the Fire Dispatch Center.
* Selected Police Department personnel are assigned cellular phones
including: Police Chief, Vice Detectives, Support Staff, and
Narcotics Detectives.
* Police can communicate with County Communications by radio,
phone, or California Law Enforcement Telecommunications System
(CLETS).
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C. Public Works Branch
• The Public Works Department Operations Center is located at 3300
Newport Blvd.
• Public Works field units have radios, which are on the local
government municipal frequency. This department has many
Nextel Cellular Phones possessing radio features, as well.
D. Municipal Operations Branch
• This Branch is staffed by two different Department Operations
Centers (DOC) which coordinate their resources. The General
Services DOC is located at 592 Superior. Public Works is located at
3300 Newport Blvd. The Utilities DOC is located at 949 W. 16th
Street.
• All field units have radios, which are on the local government
municipal frequency. They also have cellular phones.
• Fax machines are located in the EOC and all DOCs.
E. Care & Shelter Branch
• This branch is coordinated by the Recreation & Senior Services
Department and will be managed in cooperation with the
American Red Cross, Public Works, Newport -Mesa Unified School
District, and Public Health, if needed.
• During an incident requiring the activation of a shelter, the EOC
will automatically activate to assist in the management of the
incident. Recreation & Senior Services does not maintain a DOC,
and will conduct coordination at shelter sites and the EOC.
• Recreation & Senior Services can communicate with other City
departments by cellular phone.
• RACES will be used as backup communications for shelter
operations.
F. Logistics Section/Communications UniVRACES
• The Administrative Services Department manages the Logistics
branch. Communications are coordinated out of this branch, and
Logistics will rely mainly on cell phones.
• RACES will be used as a backup for Operations Sections Branches
who have communications system failures.
II. City of Newport Beach EOC to O erational Area EOC
* Telephones at the OA EOC
• Fax at the OA EOC
• EOC- to -EOC Radio System (located in Police Dispatch, communication
from city to city and city to county)
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*
*
*
Amateur Radio Frequencies used :bbRACEES,Primary VHF Repeater L
* Primary VHF Simplex
* Secondary Simplex
* Primary UHF Repeater PL
* Primary UHF Simplex
Amateur radio - packet system
Fire Department and Police Department radios can communicate with OC
Communications as part of the 800MHz system.
III. Operational Area EOC to Southern Region REOC
1. Telephones 3. OASIS
2. Fax 4. Amateur Radio
IV. Southern Region REOC to State SOC
1. Telephones 3. OASIS
2. Fax 4. Amateur Radio
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CHAPTER 6 - RECOVERY OPERATIONS
(EOP 29)
Introduction
Recovery refers to those measures undertaken by an entity following a disaster that will
return all systems (utilities, roads, government offices, etc.) to normal levels of service.
A successful recovery starts at the moment of impact. There is no clearly defined
separation between response and recovery. The tasks are different from response, but
they should be carried out simultaneously. Establishing a recovery organization prior
to a disaster has proven effective in enabling a smooth and speedy recovery.
Emergency response personnel are to continue using SEMS /NIMS principles and
procedures during recovery.
Recovery operations differ significantly from emergency response activities, which are
greater in the SEMS /NIMS Operations and Logistics functions. Recovery activities see
much more activity in the Finance/ Administration and Planning functions and less in
the other SEMS functions. The Orange County Operational Area (OA) also plays a
different role in recovery than in response. The OA may act as an information and
coordination point for its constituent jurisdiction; however, each local jurisdiction
works directly with state and federal recovery programs rather than having to go
through the OA. The organizational goal is no longer life saving, it is now recovery.
Recovery priorities include:
• Financial recovery
• Rebuilding and construction
• Business recovery
• Recovery of public facilities and services
• Temporary /permanent housing issues
The City's Emergency Operations Center (EOC) will be activated to manage the
disaster/ emergency and will continue operations into the recovery phase. It is possible,
based on the size and length of the recovery period that operations may shift to a
Recovery Coordination Center. Even though response efforts may take priority over
recovery efforts, a representative from the Community Development Department will
be assigned to lead the Advanced Planning Unit during the height of response
operations. In that role, that individual will begin assessing the situation to identify
recovery priorities and straw -man strategies for consideration.
When all life saving and immediate property protection operations are complete, the
Director of Emergency Services will determine who will act as the lead for all recovery
operations. The organizational structure will remain largely intact as described in
coming sections; however, it will be altered to some degree to reflect its new mission.
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For the sake of planning, it is assumed that the DES will appoint the Planning Director
as the Incident Commander.
The Planning IC will set recovery priorities and staff a Recovery Team, which may or
may not include the Emergency Response Organization participants from the response
phase. The priorities for this Section will be as follows:
• Re- establish essential public services.
• Permanently restore City property.
• Coordinate services to assist in the restoration of private property.
• Coordinate services to provide temporary housing, if appropriate.
• Assist in removing barriers to the recovery of the affected population.
• Assist in removing barriers to business recovery including economic
development, redevelopment, and new development.
• Identify residual hazards.
• Plan to mitigate future hazards.
• Make recommendations on City infrastructure restoration priorities.
• Coordinate cleanup and debris removal operations.
• Facilitate the rebuilding process and expedite the permit process.
• Recover costs associated with response and recovery efforts.
• Aggressively identify all damages, and seek financial reimbursement from
FEMA, State Cal EMA, and other organizations as appropriate.
• Assist departments in identifying all funding sources made available
through legislation and disaster grants.
Phases of Recovery
Short -term
Short -term recovery is associated with periods ranging from a few days to
approximately six months after a disaster. Activities include rapid damage assessment,
debris removal, temporary relocation of residents and businesses, immediate
restoration of services, temporary financial relief to disaster victims, immediate
abatement of extreme hazards, and crisis counseling to disaster victims. The restoration
of infrastructure is also one of the highest priorities because it impacts many other
elements of the recovery. In particular, focus should be placed on the restoration of:
• Electric power
• Communications
• Water and sewer
• Facilities designated as critical or essential to the City
• High impact areas and special districts, schools, and hospitals
• Economic and social systems of the community
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Since these restoration activities will have been initiated during the response phase,
continued coordination into the recovery phase is necessary to follow- though with
high priority areas for service resumption.
Mid -Term (six months to two years)
hi the mid -term phase of recovery the most vital services have been restored, but life
may not be characterized as "back to normal." This period, which ranges from months
to two years, may be characterized by the following:
• Large numbers of displaced persons may still be living in temporary housing.
• Businesses are once again open, but they may be operating from temporary
facilities.
• Transportation arteries may be open, but they are not fully restored.
• Government, private and non - profit sectors, and individuals may have
applied for grants and loans but have not received the money.
Behavioral health services become paramount during this time since disaster victims
experience the stresses related to coping with the ongoing disaster effects.
Long -Term (two to ten years or longer)
Long term recovery and reconstruction takes many months to many years to
accomplish. Tasks may involve the following:
• Reconstruction of damaged buildings
• Permanent re- establishment of public, private, and non - profit services
• Economic rebound
• Long -range planning for hazard mitigation and land use
• Treatment of physical and psychological injuries
Long -term recovery for severely traumatized victims may involve bringing those
individuals into the county mental health system for care. Additional long -term
considerations include updating plans based on lessons learned and conducting post -
incident assessments.
Recovery Organization
In the aftermath of a disaster, all departments will be responsible for carrying out some
portion of the recovery and reconstruction duties and assisting in the preparation of the
City's Recovery and Reconstruction Plan. Some departments may even be expected to
defer some of their normal day -to -day operations in order to devote personnel and
equipment to carrying out functions during the initial phase of recovery.
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Any City department, whether or not it has been assigned specific recovery role, may
be called upon to provide recovery assistance to other departments. Some departments
may be designated to coordinate or assist in coordinating recovery functions between
departments and /or outside agencies. All departments will be expected to comply
immediately with reasonable requests for assistance from the Recovery IC. In the event
that a request will impede the ability of the department to fulfill its normal primary and
non - deferrable mission, the Recovery IC will inform the Director of Emergency
Services. The final decision to divert a department's resources from its normal primary
and non - deferrable mission to recovery support activities will be made by the Director
of Emergency Services.
Recovery Coordination Center
Since recovery operations may go on for years, it is not always advantageous to have
recovery operations based from the City EOC since the EOC may be needed to support
new emergency response operations. Instead, the Director of Emergency Services, in
consultation with the Policy Group and Recovery IC, may select to move recovery
operations to another facility, which will be designated as the Recovery Coordination
Center (RCC).
Additional consideration should be given to co- locating the RCC with a facility to
provide service to the public. This "one stop' opportunity for citizens may address
temporary housing, demolition permits, building permits, federal grants, tax relief,
American Red Cross services, etc. FEMA refers to this type of facility as a Disaster
Recovery Center (DRC). Prior to renting or assigning the facility, coordination with Cal
EMA and FEMA is recommended. The RCC should be a facility that is available to
support the potential long -term needs of the recovery operation. It should be
convenient to City personnel, have appropriate security and capabilities, and be
accessible to citizens should it be used as a service center to support constituents.
Joint Field Office (Federal)
Following a Presidential Declaration of a Disaster or Emergency, a Joint Field Office
(JFO) will be established in the proximity of the disaster area. If applicable, the
Recovery IC and RCC staff will coordinate closely with the Federal Coordinating
Officer (FCO) and JFO staff to recover and rebuild the community. The JFO provides
the direction and coordination point for federal assistance.
Typical functions of the JFO include:
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• Management - Coordination of the overall federal assistance programs for
individual and public assistance, as well as any existing emergency work.
• Public Information - Overall direction of public news releases on the progress of
the emergency recovery actions, public notices on obtaining assistance,
problems, and other pertinent information.
• Liaison - Provides coordination and cooperation with other federal, state, and
local agencies.
• Operations - Responsible for damage survey teams, outreach activities, and
program implementation (i.e. public assistance, individual assistance, and hazard
mitigation).
• Logistics - Provides materials and resources to perform the tasks associated with
recovery.
• Finance/ Administration - Tracks and monitors federal costs, approves
purchases, and audits activities as needed.
• Plans/ Intelligence - Develops federal action plans, identifies priorities, potential
problems, and documents the overall recovery actions.
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Roles and Responsibilities
(EOP 30)
Director of Emergency
Services
Policy Group
City Manager
Asst. City Manager
City Attorney
Fire Chief
Admin Svcs Dir.
Police Chief
Municipal Ops Dir.
Public Works Dir.
Affected Dept Heads
Operations Section Planning Section Logistics Section Finance & Admin
Section
Law Enforcement Municipal Public Works Care & Shelter
Bmnch Operations Bmnch Branch Branch
The Recovery organization is required to communicate and interact with all
departments on recovery planning and will be responsible for forming the task force,
which will prepare the City's Recovery and Reconstruction Plan. This function will be
activated at the initial stages of a disaster response through the Advanced Planning
Unit under the Planning Section. Additional recovery activities will be coordinated
through the Cost Recovery /Cal EMA & FEMA Filing Unit under the Finance and
Administration Section. This Unit will start the process of collecting the required
documentation for future Cal EMA and FEMA reimbursement filings. Following a
transition to recovery operations, the recovery organization, as identified above, will be
responsible for short- and long -term recovery planning, redevelopment, and economic
recovery efforts.
The recovery organization and the Recovery IC are responsible for the dissemination of
information, the establishment of recovery priorities, and distribution of resources. A
concerted effort on the part of many individuals in many departments will be required
to coordinate and implement recovery operations. During a transition to recovery,
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Recovery Operations L
Incident Commander
Supgonino Agencies/
Organizations
American Red Cross
Businesses
CA DES
FEMA
Hospitals
Liaison Public Information
Officer Officer
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Operational Area
School Districts
Others
EOClRCC
Manager
Operations Section Planning Section Logistics Section Finance & Admin
Section
Law Enforcement Municipal Public Works Care & Shelter
Bmnch Operations Bmnch Branch Branch
The Recovery organization is required to communicate and interact with all
departments on recovery planning and will be responsible for forming the task force,
which will prepare the City's Recovery and Reconstruction Plan. This function will be
activated at the initial stages of a disaster response through the Advanced Planning
Unit under the Planning Section. Additional recovery activities will be coordinated
through the Cost Recovery /Cal EMA & FEMA Filing Unit under the Finance and
Administration Section. This Unit will start the process of collecting the required
documentation for future Cal EMA and FEMA reimbursement filings. Following a
transition to recovery operations, the recovery organization, as identified above, will be
responsible for short- and long -term recovery planning, redevelopment, and economic
recovery efforts.
The recovery organization and the Recovery IC are responsible for the dissemination of
information, the establishment of recovery priorities, and distribution of resources. A
concerted effort on the part of many individuals in many departments will be required
to coordinate and implement recovery operations. During a transition to recovery,
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unneeded EOC public safety personnel will be relieved from the Operations Section,
while staff from departments with recovery responsibilities, such as community
development, planning, public works, and finance are added.
If the recovery organization must work full time, the DES and Recovery IC must
consider how it will maintain day -to -day workloads for disaster and normal City
functions. City personnel will be working long hours coordinating the recovery process.
Many have responsibilities during the response phase and the recovery phase. To keep
staff from "burnout," maximum work hours per day and /or week may need to be set.
Exhausted, over - worked personnel should not make decisions. It may be determined
that additional personnel must be hired during the recovery phase. Refer to FEMA
Public Assistance Program for reimbursement opportunities.
City of Newport Beach EOC or Assignment of Recovery Responsibilities Matrix
(EOP)
*Alternate departments are only identified if they are a different department than the one tasked with
primary responsibility.
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Management Section Recovery Functions
Positions /Organizational Elements
Director of Emergency Services
Recovery operations will be directed by the City Manager, or designee, who serves as
the Director of Emergency Services (DES). The Director of Emergency Services has the
authority to direct all emergency management activity and is responsible for the City's
overall emergency management policy and coordination.
Responsibilities:
• Exercises overall management responsibility for the coordination of the recovery
efforts within the affected area.
• Ensures that all agency actions are accomplished within the priorities
established.
• Makes executive decisions based on policies of the City Council.
• Keeps the City Council apprised of recovery operations.
• Develops and issues rules, regulations, proclamations, and orders.
• Establishes the appropriate level of organization and staffing necessary to
support operations and continuously monitor the effectiveness of that
organization.
• Obtains support for the City of Newport Beach and provides support to other
jurisdictions as required.
• Ensures that multi- agency or inter- agency coordination is accomplished
effectively.
Policy Group
Responsibilities:
• Establishes basic policies which govern the manner and means in which the
City will recover from a disaster.
• Provides support to the Director of Emergency Services (DES).
• Acts as an advisor and furnishes the Recovery Operations Manager with
critical data to support recovery priorities and implementation.
• Assists in making executive decisions based on policies of the City Council.
• Assists the DES in the development of rules, regulations, proclamations and
orders.
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Recovery Incident Commander (IC)
Responsibilities
• Responsible for all Recovery Operations.
• Coordinates redevelopment and economic recovery.
• Helps identify priorities for recovery.
• Directs resources to priority recovery projects.
• Ensures the City receives all emergency assistance and disaster recovery
financial reimbursement for which it is eligible.
• Ensures the City is prepared to participate jointly with FEMA, State Cal EMA,
Orange County Operational Area, and non - profit organizations to expedite
disaster assistance for individuals, families, businesses, public entities, and
others entitled to disaster assistance.
• Monitors and ensures that required and /or approved mitigation measures
are carried out.
• Exchanges information with other local, county, state, and federal recovery
centers.
• Takes advantage of disaster - caused opportunities to correct past poor land
use practices, while ensuring legal safeguards for property owners and the
jurisdiction are observed.
• Manages short -term and long -term housing shortages.
• Assists public agencies, residents, and business owners in applying for Cal
EMA /FEMA funds.
• Informs and briefs elected officials.
• Serves as the lead for recovery- related policy decisions.
Legislative Liaison
The Legislative Liaison is a part of the management staff and may be a singular
person or group that establishes and maintains personal contact with the elected
officials representing the impacted area at the county/state /federal levels.
Responsibilities
• Ensures that a link has been established between the City of Newport Beach
and the legislative body to pass on information and requests.
• Lobbies for the filling of requests when the established request charnels are
overloaded and not responsive.
• Communicates local needs to Newport Beach's legislative officers and
establishes a continued link between the jurisdiction and all other potential
entities as needed.
• Identifies issues that should be forwarded to the proper political entities to
ensure efficient recovery.
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• Works closely with the DES to ensure proper support from all legislative
entities.
Public Information Office
Provides for the release of public information, and updates the media, public,
and outside organizations on recovery efforts.
Responsibilities
• Formulates and releases recovery - related information.
• Coordinates media relations with the Council/ City Officials.
Serves as the dissemination point for all media releases.
• Coordinates as necessary to ensure that the public within the affected area
receives complete, accurate, timely, and consistent information about
recovery status and relief programs and services.
• Reviews and coordinates all related information releases, including
dissemination of recovery information to city departments, to keep
employees apprised of the situation.
• Maintains a relationship with media representatives and holds periodic press
conferences as required.
• Establishes and directs or participates in the Joint Information Center as
necessary.
Liaison Officer
Responsibilities
• Acts as a point of contact for the following types of agencies/ external
organizations:
• American Red Cross
• Businesses
• California Cal EMA
• FEMA
• Hospitals
• OC Health Care Agency
• Orange County Operational Area
• Salvation Army
• School Districts
• Other Acts as a point of contact that City departments can use for
recovery- related information.
• Advises the Recovery Operations Manager and DES regarding
emergency management issues, proper requesting, and recording
procedures.
• Coordinates with agency representatives assigned to the RCC.
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• Functions as a central point of contact for incoming agency
representatives, provides workspace, and arranges for support as
necessary.
• Interacts with other sections and branches /groups /units within the
RCC to obtain information to assist in coordination and ensure the
proper flow of information.
Emergency Operations Center (EOC) or Recovery Manager
Responsibilities
• Ensures physical set -up for and staffing of support staff in the City EOC
or RCC (whichever is activated for recovery).
• Directs and coordinates EOC /RCC support staff /personnel.
• Interacts with other sections and branches /groups /units within the
EOC /RCC to obtain information to assist in coordination and ensure the
proper flow of information.
• Ensures that the EOC /RCC remains administratively functional by
coordinating facility needs such as feeding, cleaning, and equipment
requests.
• Coordinates the servicing of or repairs to equipment, systems, and
software.
• Restocks supplies.
Planning Section (Functional Area)
The Planning Section performs perhaps one of the most critical functions in
recovery operations - establishing the long -term recovery strategy for the City.
Among other planning activities, the Planning Section will work with the DES,
Recovery IC, the Policy Group, and other affected stakeholders in determining
how to approach Newport Beach's future.
Planning Section Recovery Functions
Planning Section Chief
Responsibilities
• Facilitates development of the Recovery and Reconstruction Plan to
include considerations for:
• Revenue losses and curtailed programs
• Progressive legislation packages based on changing needs, recovery
time frames, etc.
• Capital projects: Curtail? - Hold? - Expand? - Implications?
• Bonds (use, limitations, access, etc.)
• Special interest groups (developers, historic preservation, etc.)
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• Mitigation plans to qualify for federal relief dollars
• Short and long -range medical and mental health issues
• Environmental use and zoning ordinances
• Expedited loan assistance process
• Demolition policies
• Interim housing, long -term housing, and low income housing
• Public hearings and appeals processes, etc.
• Infrastructure, utilities
• New development opportunities and redevelopment
• Business resumption
• Government cash flow
• Coordinated public information systems, public service
announcements, and hot lines, etc.
• Legal and political issues
• Implementation activities
• Maintains information on the status/ availability of resources that may be
needed to carry out the primary recovery mission.
• Provides recovery briefings/ written reports to the Director of Emergency
Services, City Council, and other officials.
• Develops an official/ detailed assessment of all damages.
• Provides documentation of SEMS compliance for disaster assistance.
• Provides after- action reports consistent with SEMS requirements (See
Attachment G - After Action Report Instructions).
• Provides direction in land use and zoning issues.
• Develops alternative building regulations and code enforcement.
• Reviews and revises the general plan.
• Develops recovery situation reports.
• Documents recovery operations.
• Creates mitigation plans.
Operations Section Recovery Functions
During recovery, the Operations Section is responsible for implementing
recovery strategies by leading or assisting in the rebuilding of infrastructure,
provision of human services, and other operations (for which Newport Beach has
direct responsibility) to restore the jurisdiction to normal day -to -day operations.
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Operations Section Chief
Responsibilities
• Implements the Recovery and Reconstruction Plan.
• Manages, coordinates, or assists organizations in implementing efforts to
support recovery.
• Implements executive decisions with respect to priorities and recovery
plans.
• Participates in development of the Recovery Plan.
• Supervises the Operations Section in accordance with the Recovery Plan.
• Directs the preparation of department operational plans.
• Determines the need for resources, as required by recovery efforts.
• Requests mutual aid and other necessary resources.
• Notifies the Planning Section of the status of deployed and available
resources.
Law Enforcement Branch
Responsibilities
• Ensures the security of damaged or temporary critical/ essential facilities.
• Ensures civil order is maintained in light of the disaster situation.
• Takes overall responsibility for all law enforcement activities needed to
support recovery operations.
• Mobilizes, deploys, and organizes resources for law enforcement, traffic
control, and perimeter control operations.
• Surveys the City and reports an assessment of damage to the EOC /RCC.
• Provides security for all City facilities, operations, and evacuated areas as
needed.
• Notifies the Planning Section of the status of deployed and available
resources.
Municipal Operations Branch
Responsibilities
• Removes debris.
• Coordinates route clearance priority and restoration.
• Provides public and private building safety inspections.
• Coordinates restoration of medical facilities and services.
• Coordinates restoration of government facility functions.
• Secures and closes off unsafe areas.
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• Conducts damage assessment inspections and reports on impact to public
facilities.
• Coordinates repairs of infrastructure damage.
• Demolishes hazardous structures.
• Provides corrective measures to sanitation services.
• Assists in vector control.
• Rebuilds, repairs, and /or returns the City's electrical system to full
operational capacity.
• Rebuilds, repairs, and /or returns the City's water system to full
operational capacity.
• Maintains, restores, or establishes electric power and water services to
meet the requirements of recovery functions and the essential needs of the
community in accordance with the Recovery and Restoration Plan.
• Provides for the management and procurement of all required utilities:
power, water, gas, and telephone.
• Coordinates with outside vendors, providers, and contractors as necessary
(i.e., Southern California Edison, Southern California Gas Company,
AT&T, etc.).
• Maintains the status of utility systems during long -term recovery.
• Notifies the Planning Section of the status of deployed and available
KOW6I11OWli I
Care and Shelter Branch
Responsibilities
• Facilitates assistance to affected residents in addressing economic and
psycho- social concerns.
• Attempts to restore families and the community to pre- disaster
conditions.
• Arranges crisis counselors for the community, as needed.
• Gathers information about victim assistance programs.
• Accomplishes objectives of the Recovery and Reconstruction Plan.
• Notifies the Planning Section of the status of deployed and available
resources.
Logistics Section Recovery Functions
The Logistics Section is responsible for obtaining the resources necessary to carry out
recovery operations.
Logistic Section Chief
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Responsibilities
• Provides support for the recovery/ replenishing of all government
operations (e.g., fire, law enforcement, etc.).
• Prioritizes and coordinates the use and distribution of recovery resources
not already managed by other City departments.
• Finds/ allocates office space for departments in need.
• Provides recovery supplies and equipment.
• Provides vehicles and support personnel as needed.
• Supports the Care and Shelter Branch in addressing sheltering and
housing shortage issues.
Finance & Administration Section Recovery Functions
The Finance/ Administration Section handles all of the jurisdictions recovery -
related financial transactions.
Finance Section Chief
Responsibilities
• Brings parties together (along with the Emergency Services Coordinator)
to facilitate the FEMA /Cal EMA claim process.
• Activates and maintains a Disaster Accounting System.
• Coordinates documentation of costs with other sections and departments.
• Acts as a liaison with disaster assistance agencies and coordinates the
recovery of costs as allowed by law.
• Files reimbursement claims for costs associated with response and
recovery operations.
• Collects and secures all required financial accounting data for expected
audits.
• Files required disaster assistance applications with state and federal
agencies.
• Handles the Cal EMA and /or FEMA audits.
• Manages public finances.
• Prepares and maintains the budget.
• Develops and maintains contracts.
• Processes accounting and claims.
• Collects taxes.
• Manages insurance settlements.
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DISASTER ASSISTANCE PROGRAMS
(EOP 34)
Disaster assistance is divided into two forms: individual and public assistance.
Individual assistance consists of services provided to individuals and businesses. Public
assistance provides assistance to government entities and certain non - profit
organizations. Both of these programs are only available after a presidential disaster
declaration. They will be managed jointly by Cal EMA and the Federal Emergency
Management Agency (FEMA), and coordinated with the City's Emergency Services
Coordinator.
Individual Assistance
Individual assistance is money or direct assistance to individuals, families, and
businesses in an area where property has been damaged or destroyed and whose losses
are not covered by insurance. It is meant to help with critical expenses that cannot be
covered in other ways. This assistance is not intended to restore damaged property to
its condition before the disaster.
Some housing assistance funds are available through the Individuals and Households
Program, however most disaster assistance from the Federal government is in the form
of loans administered by the Small Business Administration.
The followin FEMA and SBA Programs are available by calling the FEMA registration
line ( TTY users contact TRS for a connection) or online at
http://www.fema.gov/assistance/register:
Individual Assistance Housing Program
• Temporary Housing (a place to live for a limited period of time): Money is available to
rent a different place to live, or to move to a government provided housing unit
when rental properties are not available.
• Repair: Money is available to homeowners to repair damage from the disaster to
their primary residence that is not covered by insurance. The goal is to make the
damaged home safe, sanitary, and functional.
• Replacement: Money is available to homeowners to replace their home destroyed in
the disaster that is not covered by insurance. The goal is to help the homeowner
with the cost of replacing their destroyed home.
Other than Housing Needs: Money is available for necessary expenses and serious needs
caused by the disaster. This includes disaster - related medical and dental costs, disaster -
related funeral and burial costs, clothing, household items (room furnishings,
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appliances), tools (specialized or protective clothing and equipment) required for
citizens' jobs, necessary educational materials (computers, school books, supplies), fuels
for primary heat sources (heating oil, gas, firewood),clean -up items (wet/ dry vacuum,
air purifier, dehumidifier), repair to disaster damaged vehicles, moving and storage
expenses related to the disaster (moving and storing property to avoid additional
disaster damage while disaster - related repairs are being made to the home), other
necessary expenses, or serious needs as determined by FEMA.
Small Business Administration (SBA Loans)
The U.S. Small Business Administration (SBA) can make federally subsidized loans to
repair or replace homes, personal property or businesses that sustained damages not
covered by insurance. The Small Business Administration can provide three types of
disaster loans to qualified homeowners and businesses:
• Home disaster loans to homeowners and renters to repair or replace disaster - related
damages to home or personal property.
• Business physical disaster loans to business owners to repair or replace disaster -
damaged property, including inventory, and supplies.
• Economic injury disaster loans, which provide capital to small businesses and to small
agricultural cooperatives to assist them through the disaster recovery period.
Legal Services
FEMA, through an agreement with the Young Lawyers Division of the American Bar
Association, provides free legal assistance to disaster victims.
Crisis Counseling
The Crisis Counseling Assistance and Training Program (CCP) is designed to provide
supplemental funding to States for short -term crisis counseling services to people
affected in presidentially declared disasters.
Disaster Unemployment Assistance
The Disaster Unemployment Assistance (DUA) program provides unemployment
benefits and re- employment services to individuals who have become unemployed
because of major disasters.
Non - profit Charitable Organization
Volunteer and charitable organizations such as the American Red Cross and the
Salvation Army are available to provide physical and psychological support. The
American Red Cross provides shelter, food, clothing, and temporary housing. The
Salvation Army provides food, clothing, and spiritual support.
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Public Assistance
The objective of the FEMA Public Assistance (PA) Grant Program is to provide
assistance to States, local governments (Newport Beach), and certain nonprofit
organizations through supplemental federal disaster grant assistance for the cost of
emergency operations and the repair, replacement, or restoration of disaster - damaged
publicly owned facilities and the facilities of certain Private Nonprofit (PNP)
organizations. This is a cost -share program where the federal share of assistance is not
less than 75% of the eligible cost for the emergency measures and permanent
restoration. The grantee (the State of California) determines how the non - federal share
(up to 25 %) is split with the subgrantees (eligible applicants- Newport Beach).
The state cost share is authorized through the State- Natural Disaster Assistance Act
(NDAA). NDAA is available to counties, cities, and special districts to repair disaster -
related damages to public buildings, levees, flood control works, channels, irrigation
works, city streets, county roads, bridges, and other public works, except facilities used
solely for recreational purposes. This program offers up to 75% of the eligible cost to
repair, restore, reconstruct, or replace public property on facilities, to cover direct and
indirect costs of grant administration with the Cal EMA Director's concurrence, and to
cover the cost of overtime and supplies used for response.
DES and Recover IC should note that a condition for implementation of NDAA is the
declaration of a local state of emergency and the Cal EMA Director's concurrence.
There are also requirements for a state and federal disaster declaration.
The RCC will be responsible for gathering information and submitting claims for
reimbursement to Cal EMA and FEMA. A post- disaster applicant's briefing will occur,
sponsored by Cal EMA and FEMA, to describe the program, eligibility rules, and filing
procedures and deadlines. Participation in these activities by a number of the RCC staff
is critical to take full advantage of the program and minimize appeal proceedings later
on. For the most current information about public assistance program eligibility and
rules, refer to Cal EMA and FEMA guidance.
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AFTER - ACTION REPORTING
(EOP 33)
Standardized Emergency Management System (SEMS) regulations require any city, city
and county, or county declaring a local emergency for which the governor proclaims a
state of emergency to complete and transmit an after- action report to Cal EMA within
90 days of the close of the incident period.
The after - action report will provide, at a minimum, response actions taken, applications
of SEMS, suggested modifications to SEMS, necessary mediations to plans and
procedures, identified training needs, and recovery activities to date.
The after- action report will serve as a source for documenting Newport Beach's
response activities and identifying areas of concern and success. It will also be utilized
to develop and describe a work plan for implementing improvements.
The after - action report will be a composite document for all SEMS levels and will
provide a broad perspective on the incident, reference more detailed documents, and
address all areas specified in regulations. It will be coordinated with, but not
encompass, hazard mitigation. Hazard mitigation efforts may be included in the
"recovery actions to date" portion of the after -action report.
The Emergency Services Coordinator will be responsible for the completion and
distribution of the Newport Beach after -action report, including sending it to the
Governor's Southern Region Office of Emergency Management Agency within the
required 90 day period.
Data for the after - action report will be collected from a questionnaire. Documents
developed during the disaster response and initial recovery phases will be used, and
interviews with emergency personnel will occur as needed. The most recent After -
Action Report Instructions and Report Forms are found in Attachment G.
Basic Plan
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