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HomeMy WebLinkAboutMINUTES - 03272001 - SD.5 ;TOy BOARD OF SUPERVISORS Contra FROM: MARK DeSAULNIER ;,. . . Costa DATE: MARCH 27, 2001 County SUBJECT: EARTHQUAKE PREPAREDNESS MONTH AND PROGRAM SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATIONS: 1. PROCLAIM April 2001 as "Earthquake Preparedness Month in Contra Costa County." 2. DIRECT the County Administrator, in consultation with the Office of Emergency Services (OES), to reportback to the Board within 45 days the status of: a. all current emergency preparedness programs and activities. b. emergency plans for, and readiness status of, County departments and offices. C. effectiveness of communication to County employees regarding their responsibilities in a state of emergency. d. public information programs that define the basic needs of every household to make it possible to be self-sufficient for the first 72 hours after such an event, including the updating of all existing printed emergency information and the publicizing by OES of the availability of these materials. e. broadcasting of earthquake preparedness information on local cable access channels by Contra Costa Television, working with the IDES. 3. REFER to the.Internal Operations Committee of the Board, review of the County's Earthquake Preparedness Plan for the purpose of identifying actions that might enhance earthquake preparedness planning. CONTINUED ON ATTACHMENT: YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OE BOARD COMMITTEE APPROVE OTHER I SIGNATURE(S): ACTION OF BOARD ON March 27 , 20O1 APPROVE AS RECOMMENDED XX OTHER XX The Board APPROVED the above recommendations set forth above ; and DIRECTED .that- cities which contract with the County be consulted and included in preparedness plans . VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE AND CORRECT COPY OF AN ACTION TAKEN XxUNANIMOUS(ABSENT - - - - -) AND ENTERED ON THE MINUTES OF THE BOARD OF SUPERVISORS ON THE DATE AYES: NOES: SHOWN. ABSENT: ABSTAIN: ATTESTED March 27 , 2001 CONTACT: SUPERVISOR DeSAULNIER(925)646-5763 JOHN SWEETEN,CLERK OF THE BOARD OF SUPERVISORS AND COUNTY ADMINISTRATOR CC: COUNTY ADMINISTRATOR OFFICE OF EMERGENCY SERVICES CONTRA COSTA TELEVISION BY DEPUTY M 1 t Earthquake Preparedness Month March 27, 2001 Mark DeSaulnier Page 2 BACKGROUND Nearly twelve years ago the Bay Area had the ultimate seismic wakeup call from the Loma Prieta Earthquake. Since that time we have watched the deadly impacts from quakes in other parts of the world. Several weeks ago Seattle joined the long list of major disaster areas. Although for decades scientists have looked ahead to the day when earthquake prediction would be a reality, that day is not in sight. We do know that we live in a seismically active area at a seismically active time. It is not a question of "if' but "when" there will be a significant event. It is our responsibility as county leaders to ensure that we have in place the best possible emergency plan for county services to assist our people. The public must know what to expect and how the plan will be implemented. Each Department and Office must have a plan and all County workers must know what will be expected of them. Further, we must encourage and guide individuals, households and institutions to evaluate their ability to deal with the impacts of a major earthquake or other emergency. The positive outcome of the Y2K experience was a heightened of awareness of the need to be self- sufficient. People, as never before, began to think of being prepared. In the hours and days following a crisis or emergency, public services will be devoted to those most in need. Many of us may not fall under that category. We must be able to take care of ourselves, and if possible, offer assistance to others. While we join other jurisdictions in proclaiming April, 2001 as Earthquake Preparedness Month in Contra Costa County we must seek to make our preparedness an ongoing every day strategy. The Office of Emergency Services Presents Board of Supervisors A Report to The Contra Costa County i EmergencyPreparedness / / / Contra Costa CountyfIn Office / / Sheriff Emergency , , , Division • r Office / Emergency I / / / v rV �/�v� / �l•r,r Tam �r4 v Captain Scott Parsons Emergency Services Director Cliff Warrick Office of Emergency Services Mana .a Sy•'�`d' f r ` 1 a TI F :•\ n �- S , Contra Costa County `. Emergency Preparedness z, Program Review .I Office of Emergency Services Captain Scott Parsons, OES Director Cliff Warrick, OES Manager = Overview ❖Mission ❖Organization ❖Threat Assessment ❖Current Programs and Activities ❖Employee and Citizen Preparedness ,'**Summary 1 ti MISSION ❖ The Mission of the Office of Emergency Services is to protect people, property, and the environment, and to provide for continuity of government in Contra Costa County. Preparedness(enabling individuals,governments,communities,and the private sector to respond effectively to emergencies) 4,Mitigation(minimizing the damage caused by various hazards) +Response(issuing warnings,mobilizing response agencies,and coordinating resources and information during emergencies) +Recovery(assisting individuals,governments.,communities,and the private sector to restore public facilities,homes,and businesses after disasters). Organization 40 4S.fty...r ervicea Division ptain .Parsons Senior Clerk Patrida AiresDaparCWS Manager Al Guzman Vacant Office of EmergencyServices Officer of The Day Volunteer Services Mutual Aid Program Program Program Program O.E.S.Manager(1) Lieutenants(5) Sergeant(1) Coordinator(1) Cliff War ick Vacant Jin Cxoltlau Jerry Brady Senior Emergency Planner(4) Chris Wenzel Deputy(1) Eric mhof Afke Nerman Troy Finas Frederick Williamson(90 Day LOA) AllanJohnson Volunteers(700+) Tm Vacant Positions Peter SI-oro Planning Specialist(1) Pat Para(Aacal Lem) Emergency Planner(2) Ray Brunstram Debbie Vanek • 2 Hazards We Face ❖Earthquake Fault Lines Ileo n . on 4 'oc L .+ 1 Le {{ veelMore n Earthquake Potential -- O�Q a --—:– •8b: s 9 D �r '-r- •5 5 9 ba -��, ted r ;6,3, .::, � .: `. ' •_ _ 809 ds:•`1850:_ � _ _ _: - 6.1 .;%`, - ��� �ppp0� BnK �:0 9e - - - c k.' EARTHCIUAKE MAGNITUDES +?• '�Greater tlian 6.5` .�...,- :�., - ..�'. 6• StID G;Iricrueefrip'queke'odd>t'.�= -7. �.r..::au:`::,r_v�.�:xd:::.•:i::�:�1=::: • 3 Hazards We Face *.**Landslide Areas I le 4 4 OC ` OTIC a e is Le •�� °j �` 6EiD'e f - verfiore • Hazards We Face ❖Wildland Fires I le .a a e oc r ore S • 4 Hazards We Face ****Levee Failures and Flooding Ile .P 4 n R oc s r t ;; Le - verfflore iT Hazards We Face % •**•Hazardous Materials Facilities OCa ,7y '�p•� Le More 4 z� • 5 Hazards We Face ❖Terrorism Ile h i oPICO',L.a Le i y / e vriAore 4. • Current Programs & Activities ❖Planning Efforts +County/Operational Area Emergency Plan Current Plan Is Not Useful and Does Not Comply With State Guidance rlRevised Plan Approximately 85%Complete rt Detailed Hazard Analysis Underway rlDraft EOC Checklists Completed and In Place • 6 Current Programs & Activities ❖Training and Education +Two Key Programs Underway 11 EOC Training -Targets Departments That Have Assigned EOC Roles tt Standardized Emergency Management System (SEMS) Training +State Mandated Hazardous Materials Incident Response Training For First Responders =� Current Programs & Activities ❖Exercises +Assisting and Participating In Exercises With Cities, Special Districts, and Industry 4,Operational Area EOC Exercise Scheduled for Fall 2001 u Training for EOC Staff and Exercise Controllers Will Occur This Summer • 7 Current Programs & Activities ****Operational Area Program +ESA Establishes Each County As An Operational Area. +County Must Manage The Area Program lz OES and The EOC Serve Two Roles -Local Government Level for Unincorporated Areas %Operational Area For Entire County • Current Programs & Activities ❖Operational Area Program (continued) +ISSUE - The County/Operational Area EOC Is Inadequate �1 Current Facility Was Designed and Built Prior to SEMS Operational Area Implementation (ISSUE - Inadequate Communications Between Operational Area Jurisdictions ):I Proposed 800 Megahertz Trunked Radio System Will Improve Capability 4,-ISSUE - The EOC and Department Operations Centers Need Access to GIS Mapping and Information 8 @Emergency Plans and Readines ❖Department Programs +Health Services -Building Inspection Office of The Sheriff 4 Department of Information Technology aLounty Employee Responsibilitie ❖County New Employee Orientation +Includes Information on State Disaster Service Worker Program *OES Is Working With the County Administrators Office, to Add a Personal Preparedness Block to This Program. ❖All Presentations Made By OES Include Disaster Service Worker and Personal Preparedness Information 9 Public Information Programs •o•OES Assigned Staff to Each Sheriff's Area of Command +Staff Works With Each Jurisdiction in That Area -4-Presentations to Community Groups, Special Districts, etc. •o•Information Handouts +Provided By Federal Emergency Mangement Agency, State OES, and Red Cross +Locally Developed Contra Costa Television •°•Ongoing Relationship With CCTV ❖Joint OES/CAER School Preparedness Workshop Videotaped and Being Run v* OES Has Provided FEMA and State OES Produced Video Tapes 10 Summary ❖County Faces Significant Threats ❖Ability of County to Respond and Recover From Disasters Continues to Improve ❖Greatest Challenge - Emergency Operations Center Facility ❖Most Departments Have Active Preparedness Programs In Place 4:•Presentations Are Made to Employees and Public Using Every Means Available Questions? C dii%B y Anoih�er"`+1!oi el .:c'^AWS., : 11 • Table of Contents 1. Introduction 2 2. Threat Assessment 2 Earthquakes: 2 Landslide Areas 4 Wildland Fires 5 Dam and Levee Failures 5 Hazardous Materials Incidents 5 Terrorism Incidents 6 3. Current Emergency Preparedness Programs and Activities 6 Planning: 6 Training/Education: 6 Exercises: 7 Operational Area Program Management: 7 4. Emergency Plans for, and Readiness Status of, County Departments and Offices 8 • Management and Oversight: 9 Examples of Department Programs: 9 5. Effectiveness of Communications to County Employees Regarding Their Responsibilities in a State of Emergency 10 6. Public information programs that define the basic needs of every household to make it possible to be self-sufficient for the first 72 hours after such an event Including the updating of all existing printed emergency information and the publicizing by OES of the availability of these materials 10 7. Broadcasting of earthquake preparedness information on local cable access channels by Contra Costa Television, working with the OES 11 8. Summary 11 • Board Report 1 i • 1. Introduction During the March 27f'Board of Supervisors Meeting, the County Administrator, in consultation with the Office of Emergency Services, was tasked to report back to the Board within 45 days on the status of a. All current emergency preparedness programs and activities b. Emergency plans for, and readiness status of, County departments and offices c. Effectiveness of communications to County employees regarding their responsibilities in a state of emergency d. Public information programs that define the basic needs of every household to make it possible to be self-sufficient for the first 72 hours after such an event. Including the updating of all existing printed emergency information and the publicizing by OES of the availability of these materials e. Broadcasting of earthquake preparedness information on local cable access channels by Contra Costa Television, working with the OES This report responds to those questions, and provides our assessment of the threats we face, the efforts underway to deal with those threats, and the status of preparedness of county government to respond to these events. 2. Threat Assessment • Contra Costa County is unique in the Bay Area, in that it faces virtually every type of natural and technological disaster known to man. Many of the issues facing the county following an earthquake also apply to other natural and technological disasters. We are providing our overall assessment of each of these threats in order to establish how the activities currently underway directly improve our ability to deal specifically with earthquakes. Earthquakes: The foremost natural disaster problem facing the county is the potential for a major earthquake. Several active fault lines extend through the county. They include the Hayward Fault located in the west end of the county, the Concord/Green Valley Fault located in the north central part of the county, and the Calaveras Fault located in the south central part of the county. The United State Geological Survey (USGS) office r k 1 recently announced y �T t' +�•' I.s •7r r� ,,; �• r _. � � :•' ;,', that Mount Diablo =.... . was formed by a blind thrust fault, which also remains , +d •ass,Ys active. There are • . numerous other Board Report 2 i • active splinter faults located throughout the county. Strong earthquakes on any of the other major fault lines that exist in the greater Bay Area will have an effect on Contra Costa County. It is likely that a mayor earthquake in the Bay Area would cause corollary "disasters"to occur, including the possibility of major fires, dam failures, hazardous materials incidents, and failure of lifeline utilities. Last year,the US ---- Geological Survey 6.e 'a�O�an,s� e�6.+ . .4 e e e:- 8 •' g I Office announced its 6a e� �9 s revised probability s� - g '°� s e'0 9� �+" 5.9 ,yid estimates for a major earthquake in the Bay r . y `.`:.,'^ 06 +o Area. As this graphic I sB ;0. shows, there is a 70 , 6.9 ,� oo Ike percent Percent probabilityof a . j9e9 °�e r 30 to O 6.7 or greater EAi1rHaUAKeMAGNITUDESgreto Z earthquake within the ❑Gieeterthan6. l9 %ro 6 7 jI10� next 30 years. This :❑Il.0 t—.9 graphic also shows the ❑ 55m9 seismic activity in the Increasing quako odds=� Bay Area since 1836. _ It is particularly important to note that following the San Francisco Earthquake of 1906;there was almost no major activity until the 1989 Loma Prieta earthquake. During this"quiet" period, the county experienced explosive growth in industry and population. As a result,the impacts of another seven plus magnitude quake on Contra Costa County today could be catastrophic. The Association of Bay Area Governments (ABAG) has published several studies on the relationship of activity on various faults and their effects on housing and highways. Following a Hayward fault HOUSING IMPACTS OF AN EARTHQUAKE ON THE earthquake, other ENTIRE HAYWARD HAULT counties will experience greater total housing 260.000 losses. However, the competition for the same critical resources willa. o '6°.00° impact all Bay Area jurisdictions. This will 100,0W seriously impact our 50,000ability to manage the �~ -� �' ' problems we 0 � /�7� People Displaced housing P ¢ ® Ll Peak Shelter Populatior a have. G°y �°t���a�a co e° Uninhabitable Units 5°oo�o�a 9a 6a g • Board Report 3 • A Concord/Green Valley earthquake will have the HOUSING CONCORDGREEN VALLEY FAULT UAKE N THE greatest impact on Contra Costa County. Compounding these losses will be major disruptions 30,000 in transportation routes. 41 20,E ABAG estimates over 220 d ` transportation system closures in Contra Costa County 10,000 following a Hayward Fault IO � earthquake, and over 160 0 O , People Displaced following a Concord/Greengds C'Qyea Peak Shelter Populatlor ao 11 �,.,� G�g�° , a� Q Uninhabitable Units Valley fault quake. All Bay P Area toll bridges may be G ya�`�t yaP y vG So son° affected, either directly or due to closures of local roads feeding the bridges. This may significantly impair our ability to obtain support and resources from outside the county. Landslide Areas Large portions of Contra Costa County are subject to landslides, particularly during the rainy season. The red highlighted areas on this map mark the areas prone to landslides. Significant • development has. _...:. occurred in these areas. We have experienced at least one major slide in the west part of the county, = - which destroyed 25 homes. Recent slides have affected only af` few homes and s '� have not generated a disaster declaration. As development continues in these areas, additional losses are likely to occur, with increased cost to the county. Earthquakes in the Bay Area can trigger landslides in these areas, complicating our response and recovery operations. • Board Report 4 • Wildland Fires The Oakland Hills fire demonstrates the potential destruction we could experience. Many areas of Contra Costa County contain similar vegetation, housing development, and road conditions as the area that burned in Oakland. Under similar conditions,we could experience similar losses. The Briones Park area is of particular concern. A rapidly developing fire pushed by "Diablo Winds" could destroy portions of Lafayette and Orinda. Significant fires routinely follow major earthquakes. The damage to the infrastructure (roads, water systems, etc.) will significantly reduce our ability to deal effectively with these fire events. Dam and Levee Failures The eastern portion of Contra Costa County has several areas protected or formed by levees, including Bethel Island and Discovery Bay. In addition, the county contains 27 dams that threaten downstream o ulations. The largest are the San Pablo and Briones. The ossibility of an earthquake i " NAZARU MAP triggered dam ,� DAM INUNDATION AREAS I ■ Briones failure cannot be s„ ® Briones/San Pablo ignored. This Nortn ❑ No/Briones/San Pablo combination of r— ❑ Schapiro/Briones ❑ .Sch/BrionesiSan Pab events would p Schapiro/Anna severely task our ':'..: o Anza emergency n=; NSan Pablo Clearwell ® AnzalBriones/San Pah response `, O San Pablo • ■ San Pablo/Anza capability. �' m Highways o Streets Source:ABAG,1995 This hazard map is generalized from maps dam owners are required to prepare and file with State OES. The map is Intended for planning only.Current version of this map is available " on Internet at ti h .aba .ca. ov Hazardous Materials Incidents The amount and location of hazardous materials facilities and transportation routes in Contra Costa County have a tremendous potential impact on the community. The raw materials and finished products of the chemical industry travel throughout the county via road, rail, and almost 500 miles of underground pipeline. The majority of these facilities and their critical infrastructure are located in the so-called industrial corridor. This portion of the county is also the most susceptible to the effects of"liquefaction" during an earthquake. This increases the likelihood of a hazardous materials incident following an earthquake. • Board Report 5 • Terrorism Incidents At the national level, there is significant concern over the potential for acts of terrorism in the U.S. In addition to a large number of vulnerable industrial facilities, several major corporations have their headquarters located in Contra Costa County. In addition, the current debate over abortion rights has resulted in family planning clinics becoming potential targets. While we have no indication of a current threat directed toward our county's facilities or businesses, basic preparation for these events is underway. The Emergency Services Division cosponsors a Quarterly Law Enforcement Intelligence Group meeting where law enforcement agencies can freely share threat information. We are a co-chair with Emergency Medical Services on the Terrorism Grant Steering Committee. This group includes representatives from fire, law enforcement, emergency medical services, and emergency services. The primary purpose of the group is to determine how to best obligate Federal terrorism grant money. Our current program funds equipment useable by all responders, which will be cached in various parts of the county. Due to our experience and active participation, the state has selected OES, under the Office of the Sheriff, as one of the local government representatives on the States Strategic Committee on Terrorism. 3. Current Emergency Preparedness Programs and Activities • In December 1997, the Office of Emergency Services (OES)was transferred from the County Administrator's Office,to the Office of the Sheriff. The Emergency Services Division was formed in the Support Services Bureau. OES, Volunteer Services, Law Enforcement Mutual Aid, and the Sheriff's Officer of the Day Program were assigned to this Division. This realignment placed volunteer services and mutual aid, two key emergency related activities, under the same leadership as OES, improving overall coordination and management. OES began working in three major areas: Planning, Training/Education, and Exercises. We are also actively working to improve our ability to fulfill our role as the lead agency for the countywide Operational Area Program. Planning.- The lanning:The current Contra Costa County Emergency Plan is outdated,too cumbersome to be useful, and does not comply with the guidance provided by the state. We have nearly completed the first draft of the updated plan. We are updating the detailed hazard analysis portion of the plan, and validating the dam failure portion of the existing plan. Draft checklists, which form an attachment to the plan, have already been placed in the Emergency Operations Center(EOC). As part of this planning effort, we have identified locations in each area of the county where we will preposition sand, sandbags, and tools. These items are on order and will be in place before the storm season. Training/Education: • We are currently working on two major training areas, EOC training and Standardized Emergency Management System (SEMS)training. EOC training targets departments that have Board Report been assigned specific roles in the EOC. They include, but are not limited to, Public Works, Community Development, Building Inspection, Health Services, and General Services. Our current SEMS training is targeting Sheriff personnel who may be called upon to serve in incident command positions. We are exploring ways of providing this training to all county departments. Our next major training program will provide federal and state mandated training on hazardous materials incident response to all county first-responders, including law enforcement and public works personnel. Exercises: OES has actively participated in several city, special district, and industry exercises, including Freedom High School in Oakley City of San Ramon City of Lafayette City of Orinda City of El Cerrito City of Walnut Creek Dow Chemical Rhone Poulanc Chemical Plant Drill CAER Hazardous Materials Drill in Rodeo State-Wide Hospital Drill We are planning a major Operational Area EOC exercise for this fall. Training for EOC staff and exercise controllers will occur over the summer. We are requesting assistance from other • counties and our Region OES staff in Oakland. Volunteer Services Search and Rescue personnel conduct quarterly field exercises, designed to improve their ability to respond to major disasters. The volunteer Air Squadron is developing an airlift exercise designed to test their ability to transport key county personnel into and out of the county following a major disaster. Operational Area Program Management: The California Emergency Services Act establishes each county as an "Operational Area" (Op Area). The Op Area is comprised of all political jurisdictions with the boundary of each county's borders. Unless another agency agrees, in writing with the county, to manage the Op Area program, it falls on county government to perform this function. One of the key functions of the Op Area during emergencies is to coordinate information and resource requirements between ALL jurisdictions within the county. Therefore,the Office of Emergency Services and County Emergency Operations Center(EOC) are"dual hatted". The EOC serves the unincorporated area directly and, at the same time, the entire county (including all 19 cities) as the Op Area EOC. In order to accomplish both these tasks,the size of the EOC staff will easily exceed 120 people. As a result of our Operational Area tasks, the following issues require attention/action. ISSUE: The County/Op Area Needs a New Emergency Operations Center(EOQ. The current EOC was designed and built prior to implementation of the Standardized • Emergency Management System. Its physical size and communications/ Board Report 7 computer systems were not intended to support the number of staff required to manage the Operational Area role. While significant improvements have been made, the facility remains inadequate for the task When the EOC is activated, we must force our day-to-day staff to vacate their offices in order to use that space for EOC functions. This separation of management staff from the people actually doing the work creates confusion and delays in response. Breakout rooms are needed for the various SEMS EOC functions (Management, Operations, Planning/Intelligence, Logistics, and Finance/Administration)to effectively coordinate response and recovery operations. The current facility does not have adequate feeding and sleeping facilities required for 24-hour operations. One of the key functions of emergency response is dealing with the media. We do not have an adequate media support facility. Finally, in order to support both response staff and media, a significantly larger parking facility is needed. ISSUE: There is no effective communications system between Op Area Jurisdictions. Implementing the 800-Megahertz Trunked Radio System is a major step in solving this problem. Each city and agency communications system was developed individually, without interagency coordination being considered. The various radio nets cannot communicate with each other. This forces the Operational Area EOC to install/maintain equipment on multiple bands. Overcrowded law enforcement frequencies limit the ability of these emergency response personnel to communicate. Implementation of a countywide trunked • radio system will mitigate these problems. It could also provide an emergency command/control "talk channel"that all agencies would have access to, simplifying on-scene coordination and management of emergencies. The 800- megahertz trunked radio system also has the advantage of potential expansion into the 700-megahertz band, which is expected to be available sometime in the next 10 years. ISSUE: The EOC and Department Operations Centers (DOCS) need to make better use of technology. Key emergency response departments have established Department Operations Centers to manage their specific information, resources, and tactical assignments. The quantity of information flowing into the EOC and DOCs cannot be rapidly assessed and displayed. These facilities need access to standardized county Geographic Information System (GIS) maps and information to easily determine the impact of various events on the community. All county departments with emergency response tasks must be able to access the same map information simultaneously in order to ensure coordinated response. 4. Emergency Plans for, and headiness Status of, County Departments and Offices OES has been working with most of the county departments on their emergency plans and programs. We began this effort in preparation for the Y2K rollover. We used this event as a • Board Raport 8 • springboard to other, more general, preparedness activities. The following activities/programs are underway: Management and Oversight: Shortly after OES moved to the Office of the Sheriff, it became clear that the existing oversight committee,the Disaster Council, was not working. The size of the Council made it difficult to develop consensus. In addition, it was rare to have more than a token number of agencies attend meetings. As a result,the Disaster Council was dissolved and two new organizations created; the Emergency Services Policy Board and the Operational Area Council. The Policy Board is chaired by the County Administrator, and is composed of department heads with direct emergency response roles (e.g. Public Works, Community Development, GSD, SO, Health Services, etc.) The Policy Board meets quarterly to establish/approve overall guidance for the emergency preparedness program. Each Policy Board member has been tasked to report on the status of emergency planning and preparation in their departments. This provides an opportunity for the various departments to learn from each other and share resources. The Operational Area Council is chaired by the Emergency Services Director, and is composed of representatives from each of the cities and special districts in the county. Generally these representatives are the emergency managers/coordinators for their jurisdiction. The Council meets quarterly to review and discuss countywide emergency preparedness issues and make recommendations to the Emergency Services Policy Board on significant issues affecting the • entire county. The Policy Board can also send issues to the Council for review and recommendations. The intent is to receive input from the people who actually work the emergency preparedness programs for the jurisdictions. Examples of Department Programs: Several departments have committed significant time and resources to their emergency preparedness program. Building Inspection held an annual emergency preparedness day, where employees received briefings on all aspects of emergency preparedness. The training also ensured that employees knew where the Department fit in the overall county emergency response effort. Building Inspection also funded 3-day emergency kits for each employee. If the employee drives a county vehicle, the pack must remain in the vehicle. If they primarily work out of an office, the kit must remain at their desk. Health Services developed an excellent emergency preparedness training course for their employees. Copies of this Power Point Presentation were made available to other departments so they could modify/use them for their programs. Office of the Sheriff. Sheriff s management level personnel are receiving advanced level Incident Command System training. All field personnel are receiving basic ICS and • hazardous materials incident response training. The addition of a Safety Specialist position will Board Report 9 increase the emphasis on nonstructural earthquake mitigation projects as part of the overall risk management program. A Field Operations Guide(FOG),that standardizes initial field response actions, has been written. This document provides guidance on tactical actions, command post requirements, notifications, and safety items for various incidents. We are working on ways of offering SEMS training countywide. In addition, OES is preparing to present the federal and state mandated hazardous materials First Responder Awareness (FRA), First Responder Operations (FRO), and Incident (IC) courses. The last area we are working on is developing and distributing guidance on how departments can reduce the damage from an earthquake. This program focuses on nonstructural mitigation such as securing tall furniture to the wall, placing straps across open bookshelves, and securing computers and their peripherals to the desk. These low cost actions will help minimize the loss of equipment, and allow departments to return to production in minimum time. 5. Effectiveness of Communications to County Employees Regarding Their Responsibilities in a State of Emergency New county employees attend a newcomer's orientation managed through the County Administrators Office. Part of this program includes an explanation of the California Disaster Service Worker(DSW) program. During this portion of the training, employees are informed that as public employees they are considered Disaster Services Workers. As such, during disasters,they can be assigned to tasks not normally associated with their primary job. OES is • working with the County Administrator's office to add a personal preparedness block to this orientation. This block would cover family emergency plans, emergency kits, and basic survival skills. 6. Public information programs that define the basic needs of every household to make it Possible to be self-sufficient for the first 72 hours after such an event. Including the updating of all existing printed emergency information and the publicizing by OES of the availability of these materials To better meet our Op Area responsibilities to support the jurisdictions in the county, we have divided the county into four areas. We used the existing Office of the Sheriff areas of command. A different member of the OES staff is assigned to work with jurisdictions in these areas. This includes making presentations at community service groups, special districts (including schools), municipal advisory committee's (MACS), citizen advisory panels (CAPs), and neighborhood preparedness groups. Each presentation includes personal preparedness information. OES has developed two handouts (copies attached)that provide information on how to build a family emergency plan and emergency kits for home, office, and vehicles. We also attend various safety fairs throughout the county, speaking to people and providing preparedness materials. We work jointly with the County Crisis Center to ensure that our special needs population requirements are addressed. • Board Report 10 a • Future activities include implementing a telephone information line. The system has been approved and funded. This system will allow citizens to ca1124 hours a day and select the type of information they are interested in. A recorded message will give basic preparedness guidance. If additional information is desired, the caller can leave their name and address and we will mail handout materials to them. We are also investigating use of the World Wide Web to post information. In addition to routine preparedness information, we intend to include up to date information on disaster related road closures, shelter locations, locations where sandbags can be obtained, etc. 7. Broadcasting of earthquake preparedness information on local cable access channels by Contra Costa Television,working with the OES OES has worked extensively with Contra Costa Television on this issue. We recently worked on a Community Awareness and Emergency Response (CHER) sponsored emergency preparedness workshop for school officials. Three sessions were held across the county. Each session included information on earthquake preparedness, school violence issues, and alert/warning programs. CCTV videotaped these presentations, and developed professional video product that they are showing on the cable access channel. OES has also provided federal and state produced videos to CCTV. Finally, the OES Manager recorded a lead-in introduction for video on the aftermath of Loma Prieta. We continue to seek opportunities to use the capabilities of CCTV to get the word out. • 8. Summary Contra Costa County faces a myriad of natural and technological disasters. As the population of the county grows, more people, homes, and businesses will be threatened by these events. The economic impact of a major disaster on the county will also increase. As development projects are considered, approving officials must ensure that appropriate mitigation techniques are incorporated at the design phase. While a major earthquake is generally considered to be the most damaging and life-threatening event we face, we cannot ignore landslides, wildfires, and hazardous materials releases. As we plan for and respond to these somewhat smaller events, all responders have an opportunity to test their training, plans, and equipment. As a result,the emergency response capability of the county is continuously improving. Since the Office of Emergency Services transferred to the Office of the Sheriff, staff size has grown, including the addition of a professional civilian emergency manager. This increased staff has allowed OES to actively work with county departments, cities, and special districts to improve the Operational Area's overall response capability. The OES staff is focusing on assisting with planning, training, and exercises. County department preparation continues to improve. The Emergency Services Policy Board provides the avenue for sharing ideas and programs between departments. County employee training is ongoing. Efforts are underway to offer more technical training to first responders across the county. In addition, OES has a commitment to provide current and accurate information to the public. This includes • preparedness information before a disaster occurs, and situation information when a disaster Board Report 1 1 • occurs. We have established an active partnership with Contra Costa County Television, improving our ability to get the preparedness message to the public. Some of the most needed improvements require long-term effort and investment. These include: • Obtaining a state-of-the-art Emergency Operations Center capable of handling a staff of at least 120 people, 24-hours a day for several weeks. • Upgrade the Operational Area communications infrastructure to improve emergency communications between various EOCs, and between responders in the field by implementing systems such as the 800-megahertz radio system. • Implementation and integration(into the EOC and DOC's) of a countywide Geographical Information System(GIS) system. • • Board Report 12 • STATUS OF EMERGENCY PREPAREDNESS PLANS AGRICULTURE Agricultural Department's Emergency Management and Contingency Plan includes procedures for medical, fire, evacuation, earthquakes, flood, toxic gas clouds, bomb threats, demonstrations as well as hazardous materials incidents. The plan was recently revised in March,2001. ASSESSOR'S OFFICE The Assessor's Management Emergency Plan addresses the issues of access to records,forms and supplies and the deployment of staff. Responsibilities: a. to access pre disaster property values for determining estimates of loss in applying for state and federal assistance b. to assist individuals in filing for disaster relief c. to reassess damaged property AUDITORICONTROLLER • The office has both Safety and Emergency Plans. One of the most critical elements of the Emergency Plan is ensuring the readiness to continue its primary operational functions. It is critical that the business-continuation plan focuses on supporting the ongoing operation of the county's mission-critical systems (finance, property tax and payroll) during an emergency. The office is working with staff from DOIT to assess the appropriateness and effectiveness of our back-up plans and revise if necessary. BUILDING INSPECTION Employees are aware of their role during the aftermath of a major event and have undergone training in their functional areas. Inspection and engineering staff perform inspections to determine stability and safety of structures. Each of the department's 48 vehicles is equipped with a microwave radio, exclusively for use after an emergency. This is in addition to each inspection/engineering/management staff being provided with pagers, cell phones and emergency kits. The department has: fire extinguishers,safety kits, a stockpile of food, batteries,water,etc. a recently updated Emergency Action Plan and Disaster Recovery Plan trained staff on this issue of violence in the workplace and buzzers at all front counters to alert staff of potentially violent situations • CALIFORNIA HIGH WA Y PA TR OL • The California Highway Patrol has an Emergency Operations Plan and an Emergency Action Plan to facilitate the accomplishment of our responsibilities during emergencies. These plans are to guide in the Mission to ensure safety and provide service to the public as they utilize the highway transportation system and to assist local government during emergencies when requested. COMMUNITY DEVELOPMENT During the past six months, all Departmental responding personnel have received training in the Operations Center from Emergency Services staff. Training will be extended to the Building Inspection Department personnel who will be integrated in the Plans section. Following this training, the department has requested a tabletop exercise with staff of Building Inspection to ensure a clear understanding of the roles and responsibilities and SEMS span of control in the operational unit. COUNTY COUNSEL The office maintains a written Emergency Management Plan that sets forth • emergency preparedness checklist and guidelines for responding to emergencies and for the continuation of work through an emergency. The office participates in regular evacuation exercises at 651 Pine Street and two floor wardens regularly attend meetings on emergency preparedness. DEPARTMENT OF INFO TECHNOLOGY DOIT has developed a complete information technology disaster recovery and .operational business resumption plan. Attempting to develop an on-line version for each county department through the county's Information Security Advisory Com m ittee. Components include an operational recovery services contract for off-site continuation of IT processing following a declared disaster, complete infrastructure redundancy and back-up for the County's Enterprise Data Center complex on Douglas Drive. EMPLOYMENT AND HUMAN SER VICE DEPARTMENT The department has a recently revised Emergency Management Plan, which includes the role of staff at the activated EOC, recovery priorities, protocol and • resource information. A Statement of Understanding between the American Red Cross (ARC) is near completion, which outlines responsibilities for Mass Care and , r . Shelter. EHSD staff will be trained by ARC to work as shelter staff. A meeting of • representatives from OES, EHSD, ARC and the California Department of Social Service will take place in May, 2001 to discuss Care and Shelter issues in the county. Managers in each facility have Nextel wireless phones and have been trained to use the"walkie-talkie" feature. CCC FIRE PROTECTION DISTRICT The Fire District is constantly in the process of re-evaluating and upgrading its infrastructure to better serve the public. The Communications Center is being remodeled to handle the increased demands. All Operations computers are equipped with universal power supply(UPS) All fire stations apparatus room doors are wired into emergency generators and have manual override to facilitate opening the door. The District Standard Operating Procedures(SOP)are in place for the following emergency responses, Earthquake,Heavy Rescue, Structural Collapse Rescue,Confined Space Rescue and Water Rescue. GENERAL SERVICES DEPARTMENT Developed a Disaster Plan that provides direction for personnel and assures the continuance of essential operations and provides required support to the EOC • during an emergency. The plan covers employee reporting requirements, emergency callback, location of disaster barrels and steps to be followed in formation of the Department's Operation Center. Employees have been trained on advance preparation at home. The Disaster Plan and disaster barrels are updated on a quarterly basis and training provided on an annual basis. HEALTH SERVICES DEPARTMENT Health Services has a department-wide emergency program managed by a full-time planner. Elements of the program include: - A Health Officer on-call system providing 24 hour/7-day availability through Sheriffs dispatch. - A Departmental SEMS-compliant Emergency Plan - Emergency plans for each HS division - A designated Emergency Management Team which meets quarterly supported by a"work group" which meets monthly - Periodic disaster exercises - A designated Departmental Operating Center(DOC)and sub-centers with radio and/or direct line communications between the DOC and County EOC, its sub- centers and acute care hospitals and county health centers. - A countywide Multi-casualty Plan for EMS response • - An orientation program for new employees. Senior staff have participated in the California Specialized Training Institute • disaster management training and earthquake management course. County Health Services is designated the Regional Disaster Medical/Health Coordinator for OES Northern California Coastal Region. Health Services personnel have played a lead role in organizing a Bay Area Disaster Medical Assistant Team (DMAT) which consists of physicians, nurses, paramedics and other health professionals who volunteer their time to train for disaster response under the auspices of the U.S.Public Health Service. HOUSING AUTHORITY The Housing Authority's Emergency Action Plan establishes procedures for employees and tenants to minimize danger from the effects of fire, earthquake, explosion or other emergency situations. This policy is being updated and the office has taken steps to coordinate with OES. LIBRARY The Library completed an assessment of emergency kits at 23 locations and replaced water and batteries. One of the emergency procedures was highlighted • each Monday as a "6-Minute Training" exercise on the Library's Home page was implemented after an All Staff Training Day. Staff are CPR certified and the emergency callout list was updated. PUBLIC WORKS The program includes preparing every employee for emergency duties including home emergency training and refresher classes plus their role as disaster service workers. Table-top exercises are conducted at least once a year and the next exercise is planned between August and October, 2001. Coordination with General Services and OES to update resource lists. Coordinate with Service Chiefs for support services. Every three months, emergency equipment and supplies are updated and restocked. Presently coordinating with General Services to procure the supplies. PROBATION The Probation Department distributes an Emergency Action Plan of general procedures to ensure the safety of employees and the general public. This plan • describes procedures in the event of emergencies such as fire, earthquake, bomb threat and public disturbance. • RISK MANAGEMENT The Risk Management emergency response plan is currently being updated and should be completed in the near future. Currently waiting for cost estimates for earthquake kits which will support the division. The department has secured a CD- Rom put together by the State of California and the Public Agency Risk Managers Association for earthquake mitigation. A request has been made for printing of the document which will then be distributed to the CAO, department heads and OES. • • '� o nco �CD rD o �� n �. � � trJo o o o ° �" tb O O O O CDv' 0C ar DD US n " � a- � 0, m oEn b r Q• cn Ht cr CL 0 0 ooa� 00 00 0 0 o z o c A no r ' u d y a. o 41 p C E, N w £' O ��' CD �. cr, "' . �. as p ;� cD a. Cp �p O (D p la. 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