HomeMy WebLinkAbout07/26/11"Plenty of people miss their shqre ofhqppiness not becquse they never founc\ it,
but bequse they c\ic\n't stop to enioy it." -Williqm Feqther
AGENDA
HERMOSA BEACH CITY COUNCIL
Tuesday, July 26, 2011 -Council Chambers, City Hall
1315 Valley Drive
6:00p.m.-CLOSED SESSION: See attached Closed Session Agenda
7:00p.m.-REGULAR MEETING
MAYOR
Howard Fishman
MAYOR PROTEM
Jeff Duclos
COUNCIL MEMJ3ERS
Patrick 'Kit' Bobko
Michael DiVirgilio
Peter Tucker
CITY CLERK
Elaine Doerfling
CITY TREASURER
John M. Workman
CITY MANAGER
Stephen R. Burrell
CITY ATTORNEY
Michael Jerikins
All council meetings are open to the public. PLEASE ATIEND.
The Council receives a packet with detailed information and recommendations on nearly every
agenda item.
City Council agendas and staff reports are available for your review on the City's web site
located at www.hermosabch.org.
Complete agenda packets are also available for public inspection in the Police Department, Fire
Department, Public Library and the Office of the City Clerk.
During the meeting, a packet is also available in the
Council Chambers foyer.
Written materials distributed to the City Council within 72 hours of the City Council meeting
are available for public inspection immediately upon distribution in the City Clerk's office at
1315 Valley Drive, Hermosa Beach, California, during normal business hours.
All written communications from the public included in the agenda will be posted with the
agenda on the City's website
To comply with the Americans with Disabilities Act of 1990, Assistive Listening Devices (ALD)
will be available for check out at the meeting.
If you require special assistance to participate in this meeting, you must call or submit your
request in writing to the Office of the City Clerk at (310) 318-0203 at least 48 hours prior to the
meeting.
Your participation in this meeting is in the public domain. Meetings are both cablecast
and streamed live over the Internet. Minutes of this meeting will reflect your participation in
this meeting and are posted on the city's website
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CALL TO ORDER
PLEDGE OF ALLEGIANCE
ROLLCALL
CLOSED SESSION REPORT
ANNOUNCEMENTS
PRESENTATIONS
PRESENTATION OF
CERTIFICATES OF APPRECIATION
TO THE HERMOSA BEACH GREEN TASK FORCE
IN RECOGNITION OF THEIR VALUATION CONTRIBUTIONS
IN ADVANCING SUSTAIN ABILITY
PUBLIC PARTICIPATION: Although the City Council values your comments, the Brown
Act generally prohibits the Council from taking action on any matter not listed on the posted
agenda as a business item.
1. ORAL AND WRITTEN COMMUNICATIONS
This is the time for members of the public to address the City Council on any items within the
Council's jurisdiction not on this agenda, on items on this agenda as to which public comment
will not be taken, or to request the removal of an item from the consent calendar. Comments on
public hearing items are heard only during the public hearing. Members of the audience may
also speak:
1) during discussion of items removed from the Consent Calendar;
2) during Public Hearings; and,
3) during discussion of items appearing under Municipal Matters.
Comments from the public are limited to three minutes per speaker.
The City Council acknowledges receipt of the written communications listed below. No action
will be taken on matters raised in written communications.
The Council may take action to schedule issues raised in oral and written communications for a
future agenda.
Citizens with comments regarding City management or departmental operations are requested to
submit those comments to the City Manager.
NO WRITTEN COMMUNICATIONS
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2. CONSENT CALENDAR: The following more routine matters will be acted upon by
one vote to approve with the majority consent of the City Council. There will be no
separate discussion of these items unless a Council member removes an item from the
Consent Calendar. Items removed will be considered under Agenda Item 4, with public
comment permitted at that time.
(a) Recommendation to approve minutes of the of the Adjourned Regular meeting held
on June 13, 2011.
(b) Recommendation to ratify check register and to approve cancellation of certain
checks as recommended by the Citv Treasurer.
(c) Recommendation to receive and file
1) Tentative Future Agenda Items; and,
2) City Council Directives
(d) Recommendation to receive and file memorandum regarding the June 2011
Revenue and Expenditure Report and Treasurer's Report. Memorandum from
Finance Director Viki Copeland dated July 20, 2011.
(e) Recommendation to receive and file the June 2011 Investment Report.
Memorandum from City Treasurer John Workman dated July 20, 2011.
(f) Recommendation to approve the class specification for Building and Code
Enforcement Official. (Continued from meeting of July 12, 2011) Memorandum from
City Manager Stephen Burrell dated June 30, 2011.
(g) Recommendation to receive and file Project Status Report. Memorandum from
Interim Public Works Director Frank Senteno dated July 19, 2011.
(h) Recommendation to deny the following claims and refer them to the City's Liability
Claims Administrator. Memorandum from City Manager Stephen Burrell dated
July 18, 2011.
Claimant:
Date of Loss:
Date Filed:
Allegation:
Claimant:
Date of Loss:
Date Filed:
Allegation:
Bertagnolli, Timothy
05-17-11
07-5-11
Personal injury
Amerian, Dawn
06-13-11
07-18-11
Property injury
(i) Recommendation to receive and file the action minutes of the Emergency
Preparedness Advisory Commission meeting of May 2, 2011.
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(j) Recommendation to accept donation of a Scott Pak Tracker unit to the Fire
Department from Firefighters Support Services (FFSS). Memorandum from Fire
Chief David Lantzer dated July 18, 2011.
(k) Recommendation to aourove the class specification for Assistant to the City
Manager. Memorandum from City Manager Stephen Burrell dated July 20, 2011.
(1) Recommendation to approve a contract amendment with Vision Internet to provide
e-Notification tool to the new website. Memorandum from Finance Director
Viki Copeland dated July 17, 2011.
(m) Recommendation to authorize the purchase of four (4) 2011 Ford Crown Victoria
Police Interceptors (painted black and white) to replace existing 2005 Ford Crown
Victoria Police Interceptors. Memorandum from Police Chief Greg Savelli dated
July 7, 2011.
(n) Recommendation to receive and file the action minutes of the Planning Commission
meeting of July 19, 2011.
(o) Recommendation to adopt resolution approving final map #70310 for a 4-unit
condominium project at 719-725 21'1 Street. Memorandum from Community
Development Director Ken Robertson dated July 18, 2011.
(p) Recommendation to authorize staff to solicit proposals to select design consultants to
prepare plans, specifications and cost estimates to develop a comprehensive
improvement plan for PCH and Aviation based on the Aesthetics Subcommittee's
Final Report. Memorandum from City Manager Stephen Burrell dated July 18, 2011.
3. CONSENT ORDINANCES
a. ORDINANCE NO. 11-1325 -"AN ORDINANCE OF THE CITY OF
HERMOSA BEACH, CALIFORNIA, APPROVING AN AMENDMENT TO
THE MUNICIPAL CODE TO ADD PROVISIONS FOR REGULATING
PARKING OF OVERSIZED VEHICLES. For adoption. Memorandum from
City Clerk Elaine Doerfling dated July 21, 2011.
4. ITEMS REMOVED FROM THE CONSENT CALENDAR FOR SEPARATE
DISCUSSION
* Public comments on items removed from the Consent Calendar.
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5. PUBLIC HEARINGS-TO COMMENCE AT 7:30P.M.
a. ADOPTION OF METROPOLITAN TRANSIT AUTHORITY (MTA)
LOCAL DEVELOPMENT REPORT AND SELF CERTIFICATION
RESOLUTION CERTIFYING COMPLIANCE WITH THE CONGESTION
MANAGEMENT PROGRAM (CMP) PURSUANT TO GOVERNMENT
CODE SECTION 65089. Memorandum from Community Development
Director Ken Robertson dated July 21, 2011.
RECOMMENDATION: Adopt resolution.
6. MUNICIPAL MATTERS
a. ADOPTION OF A RESOLUTION TO PLACE ON THE BALLOT OF THE
GENERAL ELECTION OF NOVEMBER 8, 2011 A PROPOSED
ORDINANCE ENACTING A COMPREHENSIVE RESTRUCUTURING
AND UPDATE OF THE BUSINESS LICENSE TAX ORDINANCE.
Memorandum from Finance Director Viki Copeland dated July 18, 2011.
RECOMMENDATION: That the City Council adopt a resolution to place on
the ballot of the General Municipal Election of November 8, 2011 a proposed
ordinance enacting a comprehensive restructuring of the business license tax
ordinance.
b. ADOPTION OF A RESOLUTION TO PLACE ON THE BALLOT OF THE
GENERAL MUNICIPAL ELECTION OF NOVEMBER 8, 2011 A
PROPOSED ORDINANCE SUBMITTED BY PETITION RELATING TO
THE CITY'S BUSINESS LICENSE TAX ON RESTAURANTS AND BARS,
AND OTHER PERTINENT RESOLUTIONS CONCERNING THE
PLACEMENT OF ANY AND ALL MEASURES TO BE ON THE
BALLOT. Memorandum from City Clerk Elaine Doerfling dated July 20, 2011.
RECOMMENDATION: That the City Council take the following actions:
• Decide on the filing of written arguments by the City Council against the
measure submitted by petition relating to the business license tax on
restaurants and bars;
• Decide on the filing of written arguments by the City Council in favor and
against the Council-initiated measure relating to the City's business
license tax (if the resolution was adopted this evening to place the measure
on the ballot); and,
• Adopt the attached three resolutions to:
(1) Place on the ballot of the General Municipal Election of November
8, 2011, the measure submitted by initiative petition to modify the
City's business license tax on restaurants and bars;
(2) Set priorities for written arguments and direct the City Attorney to
prepare an impartial analysis for each measure placed on the ballot;
and,
(3) Provide for the filing of rebuttal arguments for the measure(s).
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c. PROPOSED PILOT PROGRAM FOR LOTS A AND B TRASH
ENCLOSURES. Memorandum from Interim Public Works Director
Frank Senteno dated July 19, 2011.
RECOMMENDATION: Receive public comment on the proposed pilot
program for Lots A and B trash enclosure; authorize the implementation of a
porter service to maintain the trash facilities at Lots A and B effective
August 1, 2011 and to include the costs into the participating merchants' monthly
trash collection bill; and, authorize staff to solicit proposals for design of the trash
enclosure.
d. FEE WAIVER FOR PHOTOVOLTAIC SOLAR PROJECTS. (Continued
from meeting of July 12, 2011) Memorandum from Commnnity Development
Director Ken Robertson dated July 5, 2011.
RECOMMENDATION: To extend the fee waiver for all permit costs
associated with a photovoltaic installation, including building and electrical
permit fees, except for building permit fees to upgrade the structure to
accommodate the installation, and review the decision no later than
August 31, 2012.
e. FEE REDUCTION FOR SMALL WIND ENERGY SYSTEMS. (Continued
from meeting of July 12, 2011) Memorandum from Commnnity Development
Director Ken Robertson dated July 5, 2011.
RECOMMENDATION: To waive a portion of Planning and Building permit
fees associated with installation of a small wind energy system, charging only the
contract service fee the City pays for public noticing, other outside agency fees,
any outside contractor fess, and outside plan check fees, except for building
permit fees to upgrade the structure to accommodate the installation, and review
the decision no later than August 31, 2013.
f. CITY INCENTIVES TO ADVANCE SUSTAINABILITY. (Continued from
meeting of July 12, 2011) Memorandum from Commnnity Development Director
Ken Robertson dated July 5, 2011.
RECOMMENDATION: To direct staff to implement the following incentives
and report back to the Council in one year: 1) waive preferential parking permit
fees for 100% electric or 100% CNG vehicles; 2) waive building permit fees for
service upgrades for 100% alternative fuel vehicles (e.g., electric charging, CNG);
3) direct City Manager to formulate and then implement a list of specific
improvements eligible for up to a 50% reduction in building permit fees to
increase energy efficiency or incentivize LEED or Built-It-Green Program
certification, focusing on actions that will make a significant contribution, exceed
code requirements or are early adoption-type behaviors; and, 4) provide priority
permits processing for the above.
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g. PENSION LIABILITY INDEPENDENT ECONOMIC REPORT. (Continued
from meeting of July 12, 2011) Memorandum from City Manager Stephen Burrell
dated July 7, 2011.
RECOMMENDATION: That the City Council review the attached information as
directed by the City Council at their meeting of June 28, 2011. If the City Council is
interested in having the independent economic report done, staff should be directed to
return with a proposal letter and scope of work.
h. CONSIDERATION OF DRAFT GENERAL HOUSING ELEMENT FOR
SUBMITTAL TO STATE DEPARTMENT OF HOUSING AND
COMMUNITY DEVELOPMENT. Memorandum from Community
Development Director Ken Robertson dated July 19, 2011.
RECOMMENDATION: Direct staff to submit the draft Housing Element to the
State Department of Housing and Community Development for tentative certification.
i. DETERMINE WHETHER TO INITIATE AN AMENDMENT TO THE
MUNICIPAL CODE REGARDING OUTDOOR DINING WITHIN THE
PUBLIC RIGHT-OF-WAY IN COMMERCIAL DISTRICTS. Memorandum
from Community Development Director Ken Robertson dated July 21, 2011.
RECOMMENDATION: Direct the Planning Commission to prepare an amendment
to the Municipal Code to allow outdoor dining on the public right-of-way in commercial
districts, excluding Upper Pier Avenue, as a temporary measure during study of a
permanent ordinance.
j. APPROVAL OF EMERGENCY OPERATIONS PLAN. Memorandum from
Fire Chief David Lantzer dated July 20, 2011
RECOMMENDATION: I) Approve a resolution adopting the City of Hermosa
Beach Emergency Operations Plan (EOP); 2) authorize the Mayor to sing Letter of
Promulgation; and, 3) authorize the City Manager to amend and update the EOP as
needed.
k. BEACH RESTROOM IMPROVEMENTS -STATUS OF THE 14TH
STREET RESTROOM. Memorandum from Interim Public Works Director
Frank Senteno dated July 21, 2011.
RECOMMENDATION: Receive and file report on the status of the 14th Street
restroom and provide direction to staff with respect to provided options.
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7. MISCELLANEOUS ITEMS AND REPORTS-CITY MANAGER
a. AB455 PUBLIC EMLOYMENT: LOCAL PUBLIC EMPLOYEE
ORGANIZATIONS-APPOINTMENT OF MEMBERS TO THE CIVIL
SERVICE COMMISSION REQUIRES THAT SO% BE APPOINTED
FROM A LIST SUPPLIED BY LARGEST EMPLOYEE ORGANIZATION.
(Continued from meeting of July 12, 2011) Memorandum from City Manager
Stephen Burrell dated July 7, 2011.
RECOMMENDATION: That the City Council consider urging the Governor to
vetoAB455.
b. APPROVAL PROCESS FOR ISSUING PRESS RELEASES ON BEHALF
OF THE CITY. Memorandum from City Manager Stephen Burrell dated
July 18,2011.
RECOMMENDATION: That the City Council review the approval process for press
releases issued on behalf of the City and make any changes that are appropriate.
8. MISCELLANEOUS ITEMS AND REPORTS -CITY COUNCIL
a. CITY COUNCIL COMMITTEE ASSIGNMENTS. (Continued from meeting
of July 12, 2011) Memorandum from City Clerk Elaine Doerfling dated
July 5, 2011.
RECOMMENDATION: Appoint delegates and alternates to the various
committees, consistent with the policy of maintaining permanent representation
whenever possible, and delete any obsolete temporary subcommittees as
appropriate.
b. RESOLUTION SUPPORTING THE HEALTHY EATING ACTIVE
LIVING CITIES CAMPAIGN. Memorandum from City Manager
Stephen Burrell dated July 21, 2011
RECOMMENDATION: That the City Council consider adopting the attached
resolution that embraces policies that promote healthy eating and an active
lifestyle.
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9. OTHER MATTERS-CITY COUNCIL
Requests from Council members for possible future agenda items. No discussion or
debate of these requests shall be undertaken; the sole action is whether to schedule the
item for consideration on a future agenda. No public comment will be taken.
(a) Request from Mayor Fishman to determine level of interest in a proposal by
Bryan Winters for a pedestrian bridge across Pier Avenue at PierNalley/Ardmore
intersection.
(b) Request from Mayor Pro Tempore Duclos to review the City Treasurer position.
(c) Request from Mayor Pro Tempore Duclos for a review of City policy for sidewalk
cleaning on Pier Avenue.
(d) Request from Councilmember Tucker to review the process for charging for
multiple responses to house parties.
ADJOURNMENT
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AGENDA
CLOSED SESSION MEETING
HERMOSA BEACH CITY COUNCIL
Tuesday, July 26, 2011 -Council Chambers, City Hall
1315 Valley Drive
6:00p.m.
The City Council finds, based on advice from legal counsel, that discussion in open session will
prejudice the position of the City in existing and anticipated litigation.
CALL TO ORDER
1. PUBLIC COMMENT: This time has been set aside for members of the public to
address the City Council on Closed Session items.
2. MINUTES: Approval of minutes of Closed Session meeting held on July 12, 2011.
3. CONFERENCE WITH LEGAL COUNSEL
The City Council finds, based on advice from legal counsel, that discussion in open
session will prejudice the position of the City in the litigation.
Existing Litigation: Government Code Section 54956.9(a)
a) Name of Case: Hermosa Beach Citizens United vs City of Hermosa Beach
Los Angeles County Superior Court Case Number: BS131419
Anticipated Litigation: Government Code Section 54956.9(b)
b) Number of Cases: I
(Letter from William Beverly regarding claim of Thomas Brodie).
4. PUBLIC EMPLOYEE PERFORMANCE EVALUATION
Government Code Section 54957
Title: City Manager
ADJOURNMENT
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AESTHETICS SUB COMMITTEE
FINAL REPORT
I. Introduction
The Hermosa Beach City Council appointed a PCH/AVIATION Blvd. Improvement Committee
on June, 3, 2010.
II. PCH/AVIATION Improvement Committee Mission:
The mission of the Hermosa Beach PCH and Aviation Improvement Committee shall be to
develop collaboration with the City, business, and property owners, Caltrans and public utilities
seeking viable, safe, environmentally friendly and cost effective solutions to improve the
aesthetics and economic well being of these vital transportation and business corridors.
Based on these guiding principles, the committee formed 3 sub committees:
1) Aesthetics
2) Economic Development
3) Infrastructure
III. Organization of the Aesthetics sub committee:
Chairman, George Barks
Members, Andrea Jacobsson, Sam Perrotti, Peter Barks, Michael Flaherty
IV. The Aesthetics Sub Committee makes the following recommendations to the
PCH/AVIATION full committee:
• Approve developing a master plan for PCH/AVIATION
• Approve the following goals:
o Adopt a theme
o Announce the Identity of Hermosa Beach
o Create a pedestrian-friendly environment
o Enhance conditions for local business
• These goals to be realized In an affordable and maintainable manner
• Approve the following elements of the plan:
o Gateway signs
Gateway Signs (Continued)
Street Signs: Signs for Pedestrian Scale
Pedestrian Gateway Signs: Cultivation of City Theme
o Street trees
Beach Phenotype, Drought Tolerant, Low Cost to City
Canary Island Date Palm (pictured left)
Scientific Name: Phoenix Canariensis
Description: Very formal in appearance with a single, large, canopy
of 50 to150 stiffly arched fronds with a spiny, diamond shaped pattern
to the trunk. This is a very slow growing tree and very drought
resistant.
o Medians
Pedestrian Medians:
Pedestrian-friendly
Environment
Bike Lanes: Buffer between Pedestrian Walkways and Street
Pedestrian Crossing: Mitigate Safety Concerns, Raising Automobile
Awareness of Pedestrian Crossing
o Street and pedestrian lights
Creation of Pedestrian-Friendly Environment
o Colored art work panels at all intersections
o New bus benches and trash containers
Bus Stop Benches: Increase Aesthetic Feel of Walkway for Pedestrians
Bus Stop Benches (Continued)
Pedestrian Benches: Enhance Conditions for Local Business
Outdoor Trash Cans:
Groomed Feel for Pedestrians and Local Business
The Aesthetics sub committee asks the PCH/AVIATION full committee to recommend
to the City Council that they hire a landscape architect and a graphic design firm to help
with the aesthetics and asks the full committee to develop a precise plan to accomplish
the above goals and objectives.
Business License Committee Proposal - As Revised by City Council
Rates
# of
Licenses
Current
Revenue
Proposed
Revenue
% of
Total
GENERAL BUSINESS LICENSE $175 227 50,934$ $39,725 4%
AUTO/BOAT/DEALERS/MANUFACTURERS/WHOLESALE fixed rates 31 22,625$ $21,750 2%
Auto/Boat/Dealer/Mfg/Wholesale < $3,000,000 Sales $500 26 6,205$ $13,000
Auto/Boat/Dealer/Mfg/Wholesale > $3,000,000 Sales $1,250 3 3,300$ $3,750
Gas Service Stations $2,500 2 13,120$ $5,000
PROFESSIONAL AND SEMI-PROFESSIONAL SERVICES (FIXED PLACE OF BUSINESS IN CITY)fixed rate plus rate per employee 269 80,618$ $111,025 11%
$350 plus $25 per employee($350*269)+($25*675 employees)269 80,618$ $111,025
LODGING fixed rates per unit 463 113,108$ $123,770 12%
Apartments, Hotels, Motels, Rental of Residential Property, Care Center $35 per unit, owner occupied exempted (3520 units*$35)462 111,968$ $123,200
Trailer and Mobile Home Park $30 per unit, (19 units*$30)1 1,140$ $570
FOOD & BEVERAGE fixed rates 112 100,001$ $148,239 14%
Restaurant without alcohol $250 38 7,258$ $9,500
Restaurant with alcohol closing before 12am $600 44 46,595$ $26,400
Restaurant with alcohol, closing after 12am (3 or less days/week)$2,000 5 7,034$ $10,000
Restaurant with alcohol, closing after 12am (4 days/week)$3,000 0 -$ $0
Restaurant with alcohol, closing after 12am (5 or more days)$5,000 20 37,621$ $100,000
Food and/or beverage with drive-thru operation (Maximum tax - $8,000)$1.00 per $1,000 in gross receipts 3 573$ $2,339
Dance Hall No Fee 2 920$ $0
RETAIL 187 192,264$ $172,371 16%
Retail < $250,000 Sales $175 119 19,807$ $20,825
Retail > $250,000 Sales (Maximum tax - $8,000)$1.00 per $1,000 in gross receipts 49 77,256$ $67,240
Supermarkets, Drug Stores, Liquor Stores, or Off-Sale Liquor Greater of $2,500 or $1.00 per $1,000 in gross receipts 19 95,201$ $99,306
Off-Sale Alcohol Credit $1,500 credit for closing hours at or before 12am 10 ($15,000)
BUILDING CONTRACTORS fixed rate 990 200,209$ $309,375 29%
Contractors $350 495 108,077$ $173,250
Subcontractor $275 495 92,132$ $136,125
MISCELLANEOUS various 490 92,630$ $86,099 8%
Home Occupation $99 per year.293 45,326$ $29,007
Catering/Food Trucks $500 per vehicle per year.3 1,309$ $1,500
Hospital, Animal Hospital, Sanitariums, Mortuary, Rest Homes $1,500 plus $25 per employee ($1,500*3)+($25*47 employees)3 4,811$ $5,675
Massage Therapy & Tattoo/Piercing Studio $750 per year.21 2,511$ $15,750
Service & Delivery Vehicles $175 per vehicle per year.158 33,477$ $27,650
Solicitors/Peddlers $200 per individual per year.7 1,326$ $1,400
Telephone Companies, Utility Companies Without a City Franchise $1.00 per $1,000 in Gross Receipts 1 3,583$ $4,717
Vending Machines, Music, and Amusement Machines $100 per machine per year.4 287$ $400
TOTAL BUSINESS LICENSE FEE 2769 852,388$ $1,012,354 96%
SURCHARGE ON TAXES: UPPER PIER AVENUE (on Pier Avenue between Hermosa Avenue and Pacific Coast Highway)Add 10% 144 8,924$ 1%
SURCHARGE OF TAXES: DOWNTOWN (on Hermosa Avenue west to the Strand between 8th-14th Streets)Add 20%156 26,417$ 3%
SURCHARGE ON TAXES: FOOD AND BEVERAGE (with alcohol outside Downtown and Upper Pier Avenue)Add 5%28 1,860$ 0%
1,049,555$ 100%
1)Reduction in home occupation businesses
2) Businesses with a fixed location within the boundaries of the City are exempt from business license taxation for the first year the business is in operation but must nonetheless file a business license application.
1
2
3
4 Any person who pays a tax based on a false report of gross receipts or carries on any food/beverage business after 12:00 a.m. on nights other than those specified in the license shall pay a penalty of treble the prescribed license tax. Said
penalty shall be collected and the payment thereof shall be enforced in the same manner as other license taxes are collected and payment thereof enforced, and shall be in addition to any other remedy provided for in this Chapter,
including revocation pursuant to Section 5.04.260.
State Licensed Professional, Semi Professional, Stenographer, Tel Services, Agencies, Tel Soliciting Office
Business License Category
Notes:
In determining the number of days open per week for restaurants, the following holidays are exempt: New Year's Eve, Sunday evening prior to Martin Luther King Jr. Day and President's Day, St. Patrick's Day,
Cinco de Mayo, Sunday evening prior to Memorial Day, Independence Day, Sunday evening prior to Labor Day, Thanksgiving Day, Day after Thanksgiving, and Christmas.
Taxes imposed in the Schedule of Taxes on a basis other than a percentage of gross receipts and the maximum tax established for businesses taxed on basis of gross receipts shall be adjusted on an annual basis using the percentage
increase in the cost of living, not to exceed three-percent (3%) as calculated by the US Bureau of Labor Statistics for the Los Angeles-Riverside-Orange County Standard Metropolitan Statistical Area for All Urban Consumers.
No tax refund is available should a restaurant with alcohol reduce the number of days it is open after 12:00 a.m. An increase in the number of days a restaurant is open after 12:00 a.m. will require payment of the additional tax.
Business License Committee Proposal
Updated With City Records
7/12/2011
Current
Revenue
New
Revenue % of Total
GENERAL BUSINESS LICENSE $175 227 50,934$ $39,725 3.75%
AUTO/BOAT/DEALER/MFG/WHOLESALE fixed rates 31 22,625$ $21,750 2.06%
Auto/Boat/Dealer/Mfg/Wholesale < $3,000,000 Sales $500 26 6,205$ $13,000
Auto/Boat/Dealer/Mfg/Wholesale > $3,000,000 Sales $1,250 3 3,300$ $3,750
Gas Service Stations $2,500 2 13,120$ $5,000
SERVICES fixed rate plus rate per employee 269 80,618$ $111,025 10.49%
$350 plus $25 per employee($350*269)+($25*675 employees)269 80,618$ $111,025
LODGING fixed rates per unit 463 113,108$ $123,770 11.69%
Apartments, Hotels, Motels, Rental of Residential Property, Care Center $35 per unit, owner exempted (3520 units*$35)462 111,968$ $123,200
Trailer or Mobile Home Park $30 per unit, owner exempted (19 units*$30)1 1,140$ $570
FOOD & BEVERAGE - All Restaurants Total Cap $8,000 fixed rates 112 100,001$ $157,900 14.92%
Restaurant w/o beer, wine or liquor $250 38 7,258$ $9,500
Restaurant w/ beer, wine or liquor closing before 12am $600 44 46,595$ $26,400
Restaurant w/beer, wine or liquor w/live music or dancing or closing after 12am (3 or less days/week)$2,000 5 7,034$ $10,000
Restaurant w/beer, wine or liquor w/live music or dancing or closing after 12am (4 days/week)$3,000 0 -$ $0
Restaurant w/beer, wine or liquor w/live music or dancing or closing after 12am (5 or more days)$5,000 20 37,621$ $100,000
Food and/or beverage w/drive-thru operation $4,000 3 573$ $12,000
Dance Hall No Fee 2 920$ $0
RETAIL 187 192,264$ $172,371 16.29%
Retail < $250,000 Sales $175 119 19,807$ $20,825
Retail > $250,000 Sales (Total Cap at $8,000)$1.00 per $1000 in gross receipts 49 77,256$ $67,240
Supermarkets, Drug Stores, Liquor Stores, or Off-Sale Liquor Greater of $2500 or $1.00 per $1000 in gross receipts 19 95,201$ $99,306
Liquor Store Credit (all off-sale)$1500 credit for closing hours at or before 12am 10 ($15,000)
CONTRACTORS fixed rate 990 200,209$ $309,375 29.23%
Contractors $350 495 108,077$ $173,250
Subcontractor $275 495 92,132$ $136,125
OTHER various 491 97,605$ $91,074 8.61%
Home Occupation $99 per year.293 45,326$ $29,007
Catering Trucks $500 per vehicle per year.3 1,309$ $1,500
Fiesta Hermosa City Council Contract 1 4,975$ $4,975
Hospital & Mortuary $1500 plus $25 per employee ($1,500*3)+($25*47 employees)3 4,811$ $5,675
Massage & Tattoo $750 per year.21 2,511$ $15,750
Service & Delivery Vehicles $175 per vehicle per year.158 33,477$ $27,650
Solicitors $200 per individual per year.7 1,326$ $1,400
Telephone Company $1.00 per $1000 in Gross Receipts 1 3,583$ $4,717
Vending Machines $100 per machine per year.4 287$ $400
TOTAL BUSINESS LICENSE FEE 2770 *857,363$ $1,026,990 97.04%
UPPER PIER (East of Hermosa Ave, West of Valley Drive)Add 10% 131 4,224$ 0.40%
DOWNTOWN (Hermosa Ave. to Strand (8th-14th)Add 20%156 27,147$ 2.57%
1,058,362$ 100.00%
Notes:
1)Reduction in home occupation businesses
2) First year no business license fee
1 *863,772$
(106,410)$
100,001$ Use Updated 10/11 Restaurants
2 857,363$
3
State License Professional, Semi Professional and Stenographer/Tel Serv/Agnc
In determining the number of days open per week for restaurants, the following holidays are exempt: New Year's Day, Martin Luther King Jr. Day, Washington's/
President's Day, St. Patrick's Day, Cesar Chavez Day, Cinco de Mayo, Memorial Day, Independence Day, Labor Day, Columbus Day, Veteran's Day, Thanksgiving Day,
Day after Thanksgiving, and Christmas.
Restaurants will provide hours of operation to the City upon implementation of the new fees, and then annually thereafter.
Taxes imposed on a basis other than a percentage of gross receipts shall be adjusted on an annual basis using the percentage increase in the cost of living, not to
exceed 3%, as calculated by the US Bureau of Labor Statistics for the Los Angeles-Riverside-Orange County Standard Metropolitan Statistical Area for All Urban Consumers.
09/10 Revenue
Remove Restaurants
New Total
-1-
RESOLUTION NO. 11-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
HERMOSA BEACH, CALIFORNIA ORDERING THE SUBMISSION
TO THE QUALIFIED VOTERS AT THE GENERAL MUNICIPAL
ELECTION ON TUESDAY NOVEMBER 8, 2011 AS CALLED BY
CITY COUNCIL RESOLUTION NO. 11-6750 OF AN ORDINANCE
RELATING TO A COMPREHENSIVE REORGANIZATION AND
UPDATE OF THE CITY’S BUSINESS LICENSE TAX ORDINANCE
Section 1. Recitals
A. Pursuant to Chapter 5.04 of the Hermosa Beach Municipal Code, the City
currently levies a Business Tax on businesses operating in Hermosa Beach. The
tax structure has not been changed since 1988.
B. In late 2010, the City Council established a Business License Tax Review
Committee and charged it with the task of reviewing and analyzing the Business
Tax and making recommendations to the City Council for possible modifications
to the Tax. The Committee met on many occasions over the course of seven
months and took testimony from the public, including both residents and business
owners. The Committee developed a mission statement that emphasized
innovation and creativity in its approach and the goal of revising the Tax to
advance business development and job creation.
C. The Committee approached its task with guided by these principles: The
tax structure should be:
Simple
Competitive with surrounding cities
Capped at a reasonable maximum
Applicable to all businesses
Reduced for high sales tax generating businesses
Easy to administer
D. The Committee presented its report to the City Council at the Council’s
regular meeting of July 12, 2012. The Council accepted the report and desires to
present the Committee’s proposed comprehensive tax restructuring with minor
changes to the electorate for approval consistent with the requirements of
Proposition 218. The proposed tax structure will increase the existing business
tax on some businesses and reduce the tax for others.
-2-
E. The City Council of the City of Hermosa Beach desires to submit to the
voters at the November 8, 2011 election a question relating to approval of a
comprehensive reorganization and update of the City’s Business License Tax
Ordinance based substantially on the report prepared by the Business License Tax
Review Committee.
F. The proposed ordinance attached hereto and incorporated herein by
reference as Attachment “A” (the “Ordinance”) would implement these proposed
revisions to the tax.
G. Under the provisions of the laws relating to general law cities in the State
of California, a General Municipal Election shall be held on November 8, 2011.
Section 2. The City Council of the City of Hermosa Beach does hereby resolve, declare, determine and order as follows:
A. The City Council finds and determines that each of the recitals set forth
above are true and correct.
B. That pursuant to the requirements of the laws of the State of California
relating to general law cities, there is called and ordered to be held in the City of
Hermosa Beach, California, on Tuesday, November 8, 2011, a General Municipal
Election.
C. The City Council proposes to impose the general tax set forth in the
Ordinance, which is attached to this Resolution as Attachment A and incorporated
herein by reference, and will be presented to the voters on November 8, 2011 at
the General Municipal Election.
D. That the City Council, pursuant to its right and authority, by a two-thirds
vote of its membership, does order submitted to the voters at the General
Municipal Election the following question:
Shall an ordinance be adopted as recommended by the Business
License Tax Review Committee and the City Council to simplify,
update and restructure the City’s business license tax ordinance
and offer incentives for new businesses?
YES NO
This question requires the approval of a majority of those casting votes.
-3-
E. That in all particulars not recited in this Resolution, the election shall be
held and conducted as provided in Resolution No. 11-6750 and law for holding
municipal elections.
F. That notice of the time and place of holding the election is given and the
City Clerk is authorized, instructed and directed to give further or additional
notice of the election, in time, form and manner as required by law.
G. In the event that the Ordinance is approved by a majority vote of the
electors casting ballots on November 8, 2011, the business license tax shall be
collected in accordance with the revised rates in the same manner as the tax is
currently collected, as set forth in Hermosa Beach Municipal Code Chapter 5.04
(Business License Tax).
Section 3. Upon the approval of the Ordinance by a majority vote of the electors
voting on the issue and the certification of the results of the November 8, 2011 election
by the City Council in the manner authorized by law, the Mayor and City Clerk are
hereby authorized and directed to attest to the approval of the Business License Tax
amendment by a majority vote of the electors.
Section 4. The City Clerk is hereby directed to file a certified copy of this Resolution with the Los Angeles Board of Supervisors and the Los Angeles County Registrar/Recorder.
Section 5. The City Clerk shall certify to the passage of this Resolution by a two-thirds vote of the City Council and enter it into the book of original Resolutions.
PASSED, APPROVED AND ADOPTED by the City Council of the City of Hermosa
Beach at a regular meeting held this 26th day of July, 2011 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
PRESIDENT of the City Council and MAYOR of the City of Hermosa Beach, California
-4-
ATTEST: APPROVED AS TO FORM:
________________________________ _______________________________
City Clerk City Attorney
1
AN ORDINANCE OF THE CITY OF HERMOSA
BEACH ENACTING A COMPREHENSIVE
RESTRUCTURING AND UPDATE OF THE
BUSINESS LICENSE TAX ORDINANCE
The People of the City of Hermosa Beach hereby ordain as follows:
Section 1. Section 5.04.200 of Title 5, Chapter 5.04 of the Hermosa Beach
Municipal Code is amended in its entirety to read as follows:
Section 5.04.200 Schedule of Business Taxes
A. Taxes.
Every person conducting business in the city shall pay a license tax as provided below.
The amount of the license tax or the method by which it is to be computed is set forth
in the Schedule of Taxes. Businesses with a fixed location within the boundaries of
the City are exempt from business license taxation for the first year the business is in
operation but must nonetheless file a business license application. The City reserves
the right to require documentation of gross receipts from all businesses taxed on a
percentage of gross receipts. Businesses shall be taxed in accordance with the
following categories:
1. General businesses. All businesses not expressly identified elsewhere in this
Section, including but not limited to:
Private detective, watchman service with a fixed place of business in the city or
rendering a service within the city; loan company; and escrow company
Dancing studio, studio of music, music lessons, bridge lessons, art studio, swim
schools and nursery schools
Barbershops, manicuring, facial massage, beauty parlors, cosmetic skin treatment
and establishments where massage services are offered by an individual as an
incidental or accessory service and does not occupy more than 25% of the area of
the establishment. A licensed person shall be considered an employee for this tax
purpose if the employer does in fact withhold and pay federal income tax on said
employee, and in addition thereto, pay to the state, as the laws may be applicable,
unemployment and compensation insurance, and/or there is a contractual
agreement. Otherwise, said licensed person shall be considered an independent
contractor and shall pay the annual license tax for a licensed person
Auto or boat parking or storage lot except when this type of lot is part of and
associated with another business activity
2
Confectionery, candy, popcorn concessions operated in the foyer or lobby of
theaters, places of amusements or public buildings
Advertising by means of searchlight, skylight, klieg light, portable flood light or
any other such lighting device, subject to special permit from Chief of Police
Bench advertising
Checkroom for storage of parcels or wearing apparel
Publishing a newspaper, newspaper agency
Special or seasonal sales, when not in connection with a fixed place of business
Laundry or similar business where the public may leave their wash to be done;
launderette, laundromats or dry cleaning on the premises by individual machines,
where a charge is made through a coin-operated slot or on a flat fee basis;
coin-operated washer and dryer equipment not owned by the proprietor in
apartment houses, hotels, motels and other similar accommodations for dwelling,
sleeping or lodging
Auto wrecking and junk dealers subject to compliance with the requirements of
Chapter 5.60
Trained animal show
Bowling alleys subject to compliance with the requirements of Chapter 5.68
Health and culture establishments
New or used machinery
Selling or offering for sale stocks of machinery, goods, wares or merchandise
advertised as bankrupt, sheriffs, assignee's, trustee's, creditor's, receiver's or
special sale of damaged goods, subject to compliance with the requirements of
Chapter 5.60
Live theaters
Entertainment not in conjunction with a bar or restaurant serving alcoholic
beverages, subject to prior approval of a Conditional Use Permit
Motion picture production not operating from a fixed place of business in the
city, subject to compliance with the permit requirements of Section 12.28.130
Motion picture production
Pawnbrokers, subject to compliance with the requirements of Chapter 5.60
3
Pool and billiard parlors, subject to compliance with the licensing requirements
of Chapter 5.68
Taxicabs and autos for hire, subject to compliance with Chapter 5.72
Tent shows, transient and other theatrical exhibitions of skill, physical and
mental strength or ability, art or science, subject to prior approval of a
Conditional Use Permit or a Special Permit issued pursuant to Section 12.12.070
Processions, parades, etc., in connection with any amusement or other enterprise
operated for profit, subject to prior approval of a Special Permit issued pursuant
to Section 12.12.070
Dating bureaus, compatibility matching services, counseling or advisory services
Motion picture theaters, subject to prior approval of a Conditional Use Permit
2. Auto/Boat Dealers/Manufacturers/Wholesale
Including but not limited to jobbers and secondhand dealers, new or used
Less than $3,000,000 in sales
Greater than $3,000,000 in sales
3. Gasoline service stations
4. Professional and semi-professional services with a fixed place of business in
the City, including but not limited to:
Attorneys, income tax agents, auditors, accountants, architects, engineers, real
estate brokers, chiropodists, dentists, opticians, optometrists, osteopaths,
physicians, surgeons, veterinarians and any other similar professions for which a
State license is required
Public stenographer, telephone services, employment agencies, advertising
agencies, public relations agencies, travel agencies, consultants not qualifying as
professional or semi-professional
Telephone soliciting office
A licensed person shall be considered an employee for this tax purpose if the
employer does in fact withhold and pay federal income tax on said employee, and
in addition thereto, pay to the state, as the laws may be applicable,
unemployment and compensation insurance, and/or there is a contractual
agreement. Otherwise, said licensed person shall be considered an independent
contractor and shall pay the annual license tax for a licensed person, except that a
licensed real estate salesman shall be considered an employee. Unlicensed real
4
estate canvassers shall be taxed to the broker as an employee under this section
and shall further be required to comply with the provisions of Classification F of
this section regulating the licensing of canvassers, solicitors, itinerant merchants,
salesmen and peddlers.
5. Lodging
Apartments, rental of residential property (owner occupied units are
exempt)
Hotels, motels, care centers
Trailer and mobile home parks
6. Food and beverage:
Restaurant without alcohol
Restaurant with alcohol closing before 12:00 a.m.
Restaurant with alcohol, closing after 12:00 a.m. three days or less per
week (specific days must be identified in business tax certificate)
Restaurant with alcohol, closing after 12:00 a.m. four days per week
(specific days must be identified in business tax certificate)
Restaurant with alcohol, closing after 12:00 a.m. five days or more per
week (specific days must be identified in business tax certificate)
Food and/or beverage with drive through operation (maximum tax of
$8,000.00)
The following holidays shall not be counted towards the number of days
per week limitations established above: Sunday evening preceding Martin
Luther King, Jr. Day and Presidents’ Day; St. Patrick’s Day; Cinco de
Mayo; Sunday evening preceding Memorial Day; Independence Day;
Sunday evening preceding Labor Day; Thanksgiving Day; day after
Thanksgiving; Christmas; and New Year’s Eve.
All restaurant categories except restaurant without alcohol are subject to
prior approval of a conditional use permit. No tax refund is available
should a restaurant with alcohol reduce the number of days it is open after
12:00 a.m. An increase in the number of days a restaurant is open after
12:00 a.m. will require payment of the additional tax.
7. Retail
Less than $250,000 in sales
Greater than $250,000 in sales (maximum tax of $8,000)
All retail establishments not expressly listed in another category
5
Supermarkets, drug stores, liquor stores, off-sale alcohol
Off-sale alcohol establishments that close before 12:00 a.m. are eligible
for a $1,500 credit against license tax
8. Building Contractors
Contractors
Subcontractors
Owner builders who build any building or structure for the purpose of sale or as rental units
(three or more units)
Each general building or engineering contractor or owner builder shall furnish the license
collector with a list of all subcontractors on forms furnished by the license collector prior to
obtaining inspection of the work performed by such subcontractors. It shall be the
responsibility of every general building, engineering contractor and owner builder to require
subcontractors under its control or direction to obtain a business license as herein provided and
pay the taxes set forth in the Schedule of Taxes before permitting the subcontractor to begin or
perform services for the general building, engineering contractor or owner builder. Every
person engaged in the business of contracting and/or subcontracting shall be required to have a
city license for doing the type of work authorized before obtaining a city building permit.
9. Miscellaneous businesses
Home occupations, subject to compliance with the regulations set forth in
Section 17.08.020.F
Catering/food trucks, subject to compliance with Sections 10.32.170,
10.32.180, 12.20.230(A), 12.20.300, 12.24.020, 12.28.030(10)
Hospital, animal hospitals, sanitariums, mortuary, rest homes
Massage therapy, subject to compliance with the regulations set forth in
Chapter 5.74 (excluding massage that is less than 25% of business
activity)
Tattoo/piercing studio, subject to compliance with the regulations set forth
in Section 17.26.070
Service and delivery vehicles, including but not limited to:
Trading in, selling, or offering for sale any materials, commodities,
goods, wares or merchandise by means of any vehicle or delivery of
same after order, or any person operating a delivery service for the
6
delivery of any materials, commodities, goods, wares or merchandise by
means of any vehicle, wholesale and retail (except when in connection
with a fixed place of business in the city)
Swimming pool maintenance services
Installation and maintenance of portable toilets
Installation, servicing, maintaining alarm service
Window cleaning, building cleaning, or carpet cleaning
Television, radio repair service, or appliance repair service
Lawn service, gardening service, landscaping service
All other vehicles not specifically enumerated above
Solicitors/peddlers
Telephone companies
Utility companies without a City franchise
Vending machines, music and amusement machines. Every person required
to have a license by the provisions of this chapter shall file with the license
collector a list of all the coin-operated machines placed within the city by or for
such person, giving the exact location, type and number of such machines.
Music and amusement machines: every person engaged in the business
of operating any amusement or music machine, not otherwise
specifically covered by this chapter, whether coin-operated or not,
whether such operation is incidental to some other business being
operated on the premises or whether such operation constitutes an
amusement arcade
Vending machines: every person engaged in the business of operating
any vending machine, vending any service or product, and not
specifically covered by this chapter, where such operation is incidental
to, or in conjunction with, some other business being operated on the
particular premises.
Liability for payment of license fee and confiscation of unlicensed machines:
where a coin-operated machine is subject to the licensing provisions of this
chapter, any person owning or in possession of said machine where located shall
be responsible for the licensing of said machine. No person shall keep or
maintain upon his premises any coin-operated machine for which no license has
7
been obtained and upon which no license or decal has been posted. Where the
person in possession of the premises upon which an unlicensed coin-operated
machine is located refuses to obtain a license for the same on the basis that the
machine is not owned or possessed by him, the license collector or his authorized
deputy or agent shall remove said machine to the city hall and shall place the
same in storage until claimed by the rightful owner thereof. Said machine shall be
delivered to the rightful owner upon payment of moving, storage and accrued
business license charges.
All coin-operated machines located in the city shall have prominently displayed
on them the name, address and telephone number of the owner of said machine.
B. Surcharges on Taxes.
All businesses located on Hermosa Avenue west to the Strand between 8th and 14th
Streets (“Downtown”) shall pay 20% in addition to the rates established in the Schedule
of Taxes.
All businesses on Pier Avenue between Hermosa Avenue and Pacific Coast Highway
(“Upper Pier Avenue”) shall pay 10% in addition to the rates established in the Schedule
of Taxes.
All restaurants with alcohol located outside Downtown and Upper Pier Avenue shall pay
5% in addition to the applicable rates established in the Schedule of Taxes.
Section 2. Section 5.04.230 of Title 5, Chapter 5.04 of the Hermosa Beach
Municipal Code is amended to read as follows:
5.04.230 Annual cost of living adjustment of taxes.
Taxes imposed in the Schedule of Taxes on a basis other than a
percentage of gross receipts and the maximum tax established for businesses taxed on the
basis of gross receipts shall be adjusted on an annual basis using the percentage increase
in the cost of living, not to exceed three percent (3%) as calculated by the United States
Bureau of Statistics for the Los Angeles—Riverside—Orange County Standard
Metropolitan Statistical Area for All Urban Consumers.
Section 3. Title 5, Chapter 5.04 of the Hermosa Beach Municipal Code is amended
by adding a new Section 5.04.255 to read as follows:
5.04.255 Penalty for reporting false information on which tax is based
Any person who pays a tax based on a false report of gross receipts
or carries on any food/beverage business after 12:00 a.m. on nights other than those
8
specified in the license shall pay a penalty of treble the prescribed license tax. Said
penalty shall be collected and the payment hereof shall be enforced in the same manner
as other license taxes are collected and payment thereof enforced, and shall be in
addition to any other remedy provided for in this Chapter, including revocation
pursuant to Section 5.04.260.
Section 4. Severability. If any provision of this ordinance, or the application of any
such provision to any person or circumstances, shall be held invalid, the remainder of
this ordinance to the extent it can be given effect, or the application of those provisions
to persons or circumstances other than those as to which it is held invalid, shall not be
affected thereby, and to this end the provisions of this ordinance are severable. The
people hereby declare that they would have adopted each section, subsection, sentence,
clause, phrase, or portion of this Ordinance, irrespective of the fact that any one or
more sections, subsections, sentences, clauses, phrases, or portions of this Ordinance be
declared invalid or unenforceable.
Section 5. This ballot measure is inconsistent with and intended as an alternative to
the initiative ordinance proposed for the November 8, 2011 municipal election, which
would modify or increase taxes imposed on bar or restaurant establishments. If this
ordinance and the initiative ordinance are both passed by a majority voting thereon then
the one with the most affirmative votes shall prevail concerning imposition of any such
taxes or fees. If the initiative ordinance receives more affirmative votes, any other
taxes proposed by this ordinance that do not conflict with any such ordinance shall be
deemed consistent and valid.
Section 6. Effective Date. This Chapter shall become effective immediately upon
the date that this Ordinance is confirmed and approved by the voters of Hermosa Beach
at the Municipal General Election of November 8, 2011. The tax rates set forth in the
Schedule of Taxes shall be first imposed on issuance of a new license or upon renewal
of an existing license following the effective date.
Section 7. Amendment or Repeal. Sections 5.04.200 and 5.04.230 of the Hermosa
Beach Municipal Code may be repealed or amended by the City Council without a vote
of the people. However, as required by Article XIIIC of the California Constitution,
voter approval is required for any amendment provision that would increase the rate of
any tax levied pursuant to this Ordinance.
Section 8. Schedule of Taxes. Exhibit A attached hereto and incorporated herein
by reference sets forth the tax rates for all businesses operating in the City and is hereby
adopted and approved as the Schedule of Taxes
Exhibit A - Schedule of Taxes
Section Rates
GENERAL BUSINESS LICENSE 1.A.1 $175
Bench advertising
Checkroom for storage of parcels or wearing apparel
Publishing a newspaper, newspaper agency
Special or seasonal sales, when not in connection with a fixed place of business
Auto wrecking and junk dealers subject to compliance with the requirements of Chapter 5.60
Trained animal show
Bowling alleys subject to compliance with the requirements of Chapter 5.68
Health and culture establishments
New or used machinery
Live theaters
Motion picture production
Pawnbrokers, subject to compliance with the requirements of Chapter 5.60
Pool and billiard parlors, subject to compliance with the licensing requirements of Chapter 5.68
Taxicabs and autos for hire, subject to compliance with Chapter 5.72
Dating bureaus, compatability matching services, counseling or advisory services
Motion picture theaters, subject to prior approval of a Conditional Use Permit
Business License Category
Private detective, watchman service with a fixed place of business in the City or rendering a service within the City; loan company; and escrow
company
Dancing studio, studio of music, music lessons, bridge lessons, art studio, swim school and nursery schools
Barbershops, manicuring, facial massage, beauty parlors, cosmetic skin treatment and establishments were massage services are offered by an
individual as an incidental or accessory service and does not occupy more than 25% of the area of the establishment
Auto or boat parking or storage lot except when this type of lot is part of and associated with another business activity
Confectionery, candy, popcorn concessions operated in the foyer or lobby of theaters, places of amusements or public buildings
Advertising by means of searchlight, skylight, klieg light, portable flood ligth or any other such lighting device, subject to special permit from
Chief of Police
Selling or offering for sale stocks of machinery, goods, wares or merchandise advertised as bankrupt, sherrifs, assignee's, trustee's, creditor's,
receiver's or special sale of damaged goods, subject to compliance with the requirements of Chapter 5.60
Tent shows, transient and other theatrical exhibitions of skill, physical and mental strength or ability, art or science, subject to prior approval of a
Conditional Use Permit or Special Permit issued pursuant to Section 12.12.070
Laundry or similar business where the public may leave their wash to be done; launderette, laundromats or dry cleaning on the premises by
individual machines, where a charge is made through a coin-operated slot or on a flat fee basis; coin-operated washer and dryer equipment not
owned by the proprietor in apartment houses, hotels, motels and other similar accommodations for dwelling, sleeping or lodging
Motion picture production not operating from a fixed place of business in the City, subject to compliance with the permit requirements of
Section 12.28.130
Processions, parades, etc., in connection with any amusement or other enterprise operated for profit, subject to prior approval of a Special
Permit issued pursuant to Section 12.12.070
Entertainment not in conjunction with a bar or restaurant serving alcoholic beverages, subject to prior approval of a Conditional Use Permit
Exhibit A - Schedule of Taxes
Section RatesBusiness License Category
AUTO/BOAT/DEALER/MFG/WHOLESALE fixed rates
Auto/Boat/Dealer/Mfg/Wholesale < $3,000,000 Sales 1.A.2 $500
Auto/Boat/Dealer/Mfg/Wholesale > $3,000,000 Sales 1.A.2 $1,250
Gasoline Service Stations 1.A.3 $2,500
1.A.4 fixed rate plus rate per employee
$350 plus $25 per employee
LODGING 1.A.5 fixed rates per unit
Apartments, Hotels, Motels, Rental of Residential Property, Care Centers $35 per unit, owner occupied exempted
Trailer and Mobile Home Park $30 per unit
FOOD & BEVERAGE 1.A.6
Restaurant without alcohol $250
Restaurant with alcohol closing before 12am $600
Restaurant with alcohol, closing after 12am three days or less per week (specific days must be identified in business tax certificate)$2,000
Restaurant with alcohol, closing after 12am four days per week (specific days must be identified in business tax certificate)$3,000
Restaurant with alcohol, closing after 12am five days or more per week (specific days must be identified in business tax certificate)$5,000
Food and/or beverage with drive-thru operation (Maximum tax - $8,000)$1.00 per $1,000 in gross receipts
RETAIL 1.A.7
Retail < $250,000 Sales $175
Retail > $250,000 Sales (Maximum tax - $8,000)$1.00 per $1,000 in gross receipts
All retail establishments not expressly listed in another category
Supermarkets, Drug Stores, Liquor Stores, or Off-Sale Liquor Greater of $2,500 or $1.00 per $1,000 in gross receipts
Off-Sale Alcohol Credit $1,500 credit for closing hours at or before 12am
BUILDING CONTRACTORS 1.A.8 fixed rates
Contractors $350
Subcontractor $275
MISCELLANEOUS 1.A.9
Home occupations, in compliance with the regulations set forth in Section 17.08.020F $99 per year.
Catering/food trucks, subject to compliance with Sections 10.32.170, 10.32.180, 12.20.230(A), 12.20.300, 12.24.020, 12.28.030(10)$500 per vehicle per year.
Hospital, animal hospital, sanitariums, mortuary, rest homes $1,500 plus $25 per employee
$750 per year.
$750 per year.
$175 per vehicle per year.
Solicitors/peddlers $200 per individual per year.
Telephone Companies $1.00 per $1,000 in Gross Receipts
Utility companies without a City franchise $1.00 per $1,000 in Gross Receipts
Vending machines, music and amusement machines $100 per machine per year.
Tattoo piercing studio, in compliance with the regulations set forth in Section 17.26.070
Professional and semi-professional services with a fixed place of business in the City, including but not limited to attorneys, income tax agents,
auditors, accountants, architects, engineers, real estate brokers, chiropodists, dentists, opticians, optometrists, osteopaths, physicians, surgeons,
veterinarians, and any other similar professions for which a State license is required, public stenographer, telephone services, employment
agengies, advertising agencies, public relations agencies, travel agencies, consultants not qualifying as professional or semi-professional,
telephone soliciting office
Massage therapy, in compliance with the regulations set forth in Chapter 5.74 (excluding massage that is less than 25% of business activity).
Services and delivery vehicles including but not limited to swimming pool maintenance services, installation and maintenance of portable toilets,
installation, servicing, maintaining alarm service, window cleaning, building cleaning, or carpet cleaning, television, radio repair service, or
appliance repair service, lawn service, gardening service, landscaping service, all other vehicles not specifically enumerated above
PROFESSIONAL AND SEMI-PROFESSIONAL SERVICES WITH A FIXED PLACE OF BUSINESS IN THE CITY
Exhibit A - Schedule of Taxes
Section RatesBusiness License Category
1.B Add 10%
1.B Add 20%
1.B Add 5%
1) Reduction in home occupation businesses
1
2
3
4
Notes:
In determining the number of days open per week for restaurants, the following holidays are exempt: New Year's Eve, Sunday evening prior to Martin Luther King Jr. Day and President's Day, St. Patrick's Day,
Cinco de Mayo, Sunday evening prior to Memorial Day, Independence Day, Sunday evening prior to Labor Day, Thanksgiving Day, Day after Thanksgiving, and Christmas. (Section 1.A.6)
Taxes imposed in the Schedule of Taxes on a basis other than a percentage of gross receipts and the maximum tax established for businesses taxed on the basis of gross receipts shall be adjusted on an annual basis using the
percentage increase in the cost of living, not to exceed three percent (3%) as calculated by the US Bureau of Labor Statistics for the Los Angeles-Riverside-Orange County Standard Metropolitan Statistical Area for All Urban
Consumers. (Section 2)
No tax refund is available should a restaurant with alcohol reduce the number of days it is open after 12:00 a.m. An increase in the number of days a restaurant is open after 12:00 a.m. will require payment of the additional
tax. (Section 1.A.6)
SURCHARGE ON TAXES: FOOD AND BEVERAGE (with alcohol outside Downtown and Upper Pier Avenue)
SURCHARGE ON TAXES: UPPER PIER AVENUE (on Pier Avenue between Hermosa Avenue and Pacific Coast Highway)
SURCHARGE ON TAXES: DOWNTOWN (on Hermosa Avenue west to the Strand between 8th-14th Streets)
Any person who pays a tax based on a false report of gross receipts or carries on any food/beverage business after 12:00 a.m. on nights other than those specified in the license shall pay a penalty of treble the prescribed
license tax. Said penalty shall be collected and the payment hereof shall be enforced in the same manner as other license taxes are collected and payment thereof enforced, and shall be in addition to any other remedy
provided for in this Chapter, including revocation pursuant to Section 5.04.260 (Section 3)
2) Businesses with a fixed location within the boundaries of the City are exempt from business license taxation for the first year the business is in operation but must nonetheless file a business license application. (Section
1.A)
City of Hermosa Beach
Emergency Operations Plan
Functional Annexes
2011
Table of Contents
MANAGEMENT SECTION...................................................................................................................... 5
Purpose & Overview...............................................................................................................................5
Management Section Staff.....................................................................................................................5
EOC Director.....................................................................................................................................5
EOC Coordinator..............................................................................................................................5
Public Information Officer ...............................................................................................................6
Liaison Officer..................................................................................................................................6
Safety Officer ...................................................................................................................................6
Security Officer ................................................................................................................................6
Agency Representatives...................................................................................................................6
Management Section Checklists
EOC Director.....................................................................................................................................7
EOC Coordinator............................................................................................................................17
Public Information Officer .............................................................................................................23
Liaison Officer................................................................................................................................35
Safety Officer .................................................................................................................................41
Security Officer ..............................................................................................................................47
Agency Representatives.................................................................................................................53
OPERATIONS SECTION ....................................................................................................................... 59
Purpose & Overview.............................................................................................................................59
Objectives.............................................................................................................................................59
Concept of Operations .........................................................................................................................59
Section Activation Procedures .............................................................................................................59
When to Activate...........................................................................................................................59
Where to Report............................................................................................................................60
When to Report .............................................................................................................................60
Operations Section Staff.......................................................................................................................62
Operations Section Chief ...............................................................................................................62
Fire & Rescue Unit Leader..............................................................................................................62
Law Enforcement Unit Leader .......................................................................................................62
Health & Welfare Unit Leader .......................................................................................................62
Construction & Engineering Unit Leader.......................................................................................63
Operations Section Checklists
Operations Section Chief ...............................................................................................................65
Fire & Rescue Unit Leader..............................................................................................................75
Law Enforcement Unit Leader .......................................................................................................83
Health & Welfare Unit Leader .......................................................................................................95 Construction & Engineering Unit Leader.....................................................................................103
PLANNING & INTELLIGENCE SECTION............................................................................................... 111
Purpose & Overview...........................................................................................................................111
Objectives...........................................................................................................................................111
Concept of Operations .......................................................................................................................112
Identification of Risks.........................................................................................................................112
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Section Activation Procedures ...........................................................................................................113
When to Activate.........................................................................................................................113
Where to Report..........................................................................................................................113
When to Report ...........................................................................................................................113
Action Planning...................................................................................................................................113
Incident Action Plans (Field Level)...............................................................................................113
Action Planning at EOC Levels......................................................................................................114
Focus on the EOC Action Plan......................................................................................................115
After‐Action Reports ..........................................................................................................................115
Use of After‐Action Reports.........................................................................................................115
Coordination.......................................................................................................................................116
Planning & Intelligence Section Staff .................................................................................................119
Planning & Intelligence Section Chief..........................................................................................119
Situation Analysis Unit Leader.....................................................................................................119
Advance Planning Unit Leader.....................................................................................................119
Documentation Unit leader.........................................................................................................119
Technical Specialists.....................................................................................................................120
Planning & Intelligence Section Checklists
Planning & Intelligence Section Chief..........................................................................................121
Situation Analysis Unit Leader.....................................................................................................129
Advance Planning Unit Leader.....................................................................................................137
Documentation Unit leader.........................................................................................................143
LOGISTICS SECTION.......................................................................................................................... 151
Purpose & Overview...........................................................................................................................151
Objectives...........................................................................................................................................151
Concept of Operations .......................................................................................................................152
Section Activation Procedures ...........................................................................................................152
When to Activate.........................................................................................................................152
Where to Report..........................................................................................................................152
When to Report ...........................................................................................................................152
Logistics Section Staff.........................................................................................................................155
Logistics Section Chief..................................................................................................................155
Facilities/Resource Tracking Unit.................................................................................................155
Communication/Information Systems Unit.................................................................................155
Transportation Unit .....................................................................................................................155
Personnel/Supply/Procurement Unit..........................................................................................156
Logistics Section Checklists
Logistics Section Chief..................................................................................................................157
Facilities/Resource Tracking Unit Leader.....................................................................................163
Communication/Information Systems Unit Leader.....................................................................171
Transportation Unit Leader .........................................................................................................177
Personnel/Supply/Procurement Unit Leader..............................................................................183
FINANCE & ADMINISTRATION SECTION............................................................................................ 195
Purpose & Overview...........................................................................................................................195
Objectives...........................................................................................................................................195
Concept of Operations .......................................................................................................................196
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Section Activation Procedures ...........................................................................................................197
When to Activate.........................................................................................................................197
Where to Report..........................................................................................................................197
When to Report ...........................................................................................................................198
Finance & Administration Section Staff .............................................................................................201
Finance & Administration Section Chief......................................................................................201
Cost Recovery Unit.......................................................................................................................201
Time Keeping Unit........................................................................................................................201
Compensation & Claims Unit.......................................................................................................202
Cost Accounting Unit ...................................................................................................................202
Purchasing Unit............................................................................................................................202
Finance & Administration Section Checklists
Finance & Administration Section Chief......................................................................................203
Cost Recovery Unit Leader...........................................................................................................211
Time Keeping Unit Leader............................................................................................................217
Compensation & Claims Unit Leader...........................................................................................223
Cost Accounting Unit Leader .......................................................................................................229
Purchasing Unit Leader................................................................................................................235
Management Section
Management Section
Purpose & Overview The Management Section’s purpose is to manage all aspects of the City’s
response and recovery from a major emergency.
Management
Section Staff The City Manager is the EOC Director. The EOC Coordinator (Fire Chief)
works closely with the EOC Director in managing the City response and
recovery from a major emergency. The positions in the Management
Section include:
• EOC Director
• EOC Coordinator
• Public Information Officer
• Liaison Officer
• Safety Officer
• Security Officer
• Agency Representatives
EOC Director The management role is filled by the EOC Director and is the position that is
established at all EOC activations to coordinate EOC operations. The City
Manager will fill this position while serving as the Director of Emergency
Services during an emergency/disaster. The Police Chief shall serve as first
alternate and the Fire Chief shall serve as second alternate to the Director of
Emergency Services. The EOC Director, the General Staff (Section Chiefs),
the EOC Coordinator and others as designated make up the EOC
Management Team. The Team is responsible for advising the EOC Director
on policy matters. They also assist the EOC Director in the development of
overall strategy and tactics to mitigate the incident and rules, regulations,
proclamations and orders. The EOC Director is responsible for the readiness
of the EOC although this is typically delegated to the EOC Coordinator.
The Management Section also includes certain staff required to support the
Management function.
• EOC Coordinator
• Public Information Officer
• Liaison Officer
• Safety Officer
• Security Officer
• Agency Representatives (Optional)
EOC Coordinator The EOC Coordinator facilitates the overall functioning of the EOC,
coordinates with other agencies and SEMS levels, and serves as a resource
to the EOC Director. This position is filled by the Fire Department.
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Management Section
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Public Information
Officer The Public Information Officer (PIO) ensures that information support is
provided on request; that information released is consistent, accurate and
timely and appropriate information is provided to all required agencies and
the media.
The PIO will provide news releases, answer questions the media may have
and arrange for tours or photo opportunities of the incident. The PIO will
coordinate all information releases and media contacts with the EOC
Director (including field response PIOs). The Police Department will fill this
position with support provided by the Fire Department.
Liaison Officer The Liaison Officer serves as the point of contact for Agency Representatives
from assisting organizations and agencies outside our city government
structure. The Liaison Officer aids in coordinating the efforts of these
outside agencies to reduce the risk of their operating independently. This
ensures each agency is doing what it does best and maximizes the
effectiveness of available resources. Any state and/or federal emergency
official should make contact with the Liaison Officer to ensure continuity of
operations. The Liaison Officer also serves as the multi‐agency or inter‐
agency representative for the City of Hermosa Beach to coordinate the
response efforts. Multi‐agency or inter‐agency coordination is defined as
the participation of agencies and disciplines involved at any level of the
SEMS organization working together in a coordinated effort to facilitate
decisions for overall emergency response activities, including the sharing of
critical resources and the prioritization of incidents. The Community
Resources Department will fill this position.
Safety Officer The Safety Officer is responsible for identifying and mitigating safety
hazards and situations of potential City liability during EOC operations and
ensuring a safe working environment in the EOC. The Personnel/Risk
Management Department will fill this position.
Security Officer The Security Officer is responsible for security of all EOC facilities and
personnel access. The Police Department will fill this position.
Agency Representatives
(Optional) Individuals assigned to the EOC from another agency, Agency
Representatives should be able to speak for their respective agencies within
established limits.
Management Section – EOC Director
MANAGEMENT SECTION
EOC DIRECTOR
PRIMARY: City Manager (or anyone with legal authority to act in that position)
ALTERNATE: Chief of Police
SUPERVISOR: City Council
GENERAL DUTIES:
• Serve as the Director of Emergency Services for the City of Hermosa Beach.
• Make executive decisions based on policies of the City Council.
• Develop and issue rules, regulations, proclamations and orders.
• Establish the appropriate level of organization, and continuously monitor the effectiveness of that
organization. Make changes as required.
• Be prepared to form additional branches/groups/units as dictated by the situation.
• Exercise overall management responsibility for the coordination of the response efforts within the
affected area. In conjunction with the General Staff, set priorities for response efforts, and ensure
that all agency actions are accomplished within the priorities established.
• Ensure that multi‐agency or inter‐agency coordination is accomplished effectively within the EOC.
• Refer to Los Angeles County Operational Area Plan
YOUR RESPONSIBILITY:
Overall management of the City of Hermosa Beach’s emergency response and recovery effort. EOC
Director is responsible for the readiness of the EOC although this is typically delegated to the EOC
Coordinator.
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Management Section – EOC Director
MANAGEMENT SECTION: EOC DIRECTOR
Activation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Determine the operational status
and appropriate level of EOC
activation based on situation as
known. Direct Dispatch Center to
initiate EOC Activation.
As appropriate, respond to the
EOC.
Mobilize appropriate personnel for
initial activation of the EOC.
Activate an alternate EOC as
required. When there is damage to
the primary EOC sufficient to
render it unusable, the alternate
facility is the first alternate EOC
location.
Obtain briefing from whatever
sources are available.
Position Start‐Up Actions
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Review your position
responsibilities.
Identify yourself as the EOC
Director by putting on the vest with
your title. Print your name on the
EOC organizational chart next to
your assignment
Direct the implementation of the
Emergency Operations Plan.
Confirm level of EOC activation and
ensure that EOC positions and ICS
field positions are filled as needed.
Notify the Los Angeles County
Operational Area that the City EOC
is activated.
Assign staff to initiate check‐in
procedures.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING OF EACH SHIFT
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Management Section – EOC Director
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that the EOC Organization
and staffing chart is posted and
that arriving team members are
assigned by name.
Ensure that EOC is properly set up
and ready for operations.
Appoint and ensure that Section
Chiefs (General Staff) are in place as
soon as possible and are staffing
their respective sections:
• Operations
• Planning & Intelligence
• Logistics
• Finance & Administration
Ensure that the Management
Section is staffed as soon as
possible at the level needed.
• EOC Coordinator
• Public Information Officer
• Liaison Officer
• Safety Officer
• Security Officer
• Agency Representatives (as
needed)
Request additional personnel to
maintain a 24‐hour operation as
required.
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Management Section – EOC Director
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Brief incoming Section personnel
prior to their assuming their duties.
Briefings should include:
• Current situation assessment.
• Identification of specific job
responsibilities
• Identification of co‐workers
within the job function and/or
geographical assignment.
• Availability of communications.
• Location of work area.
• Identification of eating and
sleeping arrangements as
appropriate.
• Procedural instructions for
obtaining additional supplies,
services and personnel.
• Identification of operational
period work shifts.
Prepare work objectives for Section
staff, brief staff and make staff
assignments.
Open and maintain a position log.
Using activity log, maintain all
required records and
documentation to support the
After‐Action Report and the history
of the emergency/disaster.
Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on duty
and assignments
Precise information is essential to
meet requirements for possible
reimbursement by Cal‐EMA and
FEMA
Ensure that a scribe documents all
Management Section meetings,
General Staff meeting, and policy
decisions.
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Management Section – EOC Director
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that telephone, radio and
data communications with other
facilities are established and tested.
Ensure that all departments
account for personnel and work
assignments.
Confirm the delegation of
authority. Obtain any guidance or
direction as necessary.
Determine appropriate delegation
of purchasing authority to the
Purchasing Unit of the Finance &
Administration Section.
Schedule the first Action Planning
meeting.
Confer with Operations Section
Chief and other General Staff to
determine what representation is
needed at the EOC from other
agencies.
Ensure that the field agency
representatives have been assigned
to other facilities as necessary.
Determine need and establish, if
necessary, a Deputy Director
position for the Operations Section.
Establish the frequency of briefing
sessions.
Based on the situation as known or
forecast, determine likely future
Management Section needs.
Think ahead and anticipate
situations and problems before
they occur.
Request additional resources
through the appropriate
Logistics/Finance & Administration
Section Unit.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Carry out responsibilities of your
Section not currently staffed.
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Management Section – EOC Director
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Make a list of key issues currently
facing your Section to be
accomplished within the next
operational period.
Ensure that all your Section logs
and files are maintained.
Monitor your Section activities and
adjust Section organization as
appropriate.
Resolve problems that arise in
conducting your Section and EOC
responsibilities.
Anticipate potential situation
changes, such as severe
aftershocks, in all Section and EOC
planning. Develop a backup plan
for all plans and procedures
requiring off‐site communications.
Conduct periodic briefings for your
Section. Ensure that all
organizational elements are aware
of priorities.
Use face‐to‐face communication in
the EOC whenever possible and
document decisions and policy.
Brief your relief at shift change
time. Ensure that in‐progress
activities are identified and follow‐
up requirements are known.
Ensure that all your Section
personnel and equipment time
records and a record of expendable
materials used are provided to the
Time Unit and Cost Analysis Unit of
the Finance & Administration
Section at the end of each
operational period.
Section/Position Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Carry out responsibilities of all
other Sections not currently staffed
Assess situation, work in progress,
resources and estimate incident
duration.
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Management Section – EOC Director
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Set up EOC planning meeting
schedule with all Section Chiefs.
Develop overall strategy with the
Section Chiefs.
Ensure that Sections are carrying
out their principle duties:
• Implementing operational
objectives per the EOC Action
Plan
• Preparing Action Plans and
Status Reports
• Providing adequate facility and
operational support
• Providing administrative and
fiscal record keeping and
support.
Develop and issue appropriate
rules, regulations, proclamations
and orders.
Initiate Emergency Proclamations
as needed
Establish City Hall hours of
operation.
Conduct periodic briefing sessions
with the entire EOC General Staff to
update the overall situation.
Set priorities for restoration of city
services.
Conduct periodic briefing sessions
with the City Council to update the
overall situation.
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Management Section – EOC Director
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Hold Action Planning Meeting of
Section Chiefs, agency
representatives (as required), and
key staff. The activities to be
covered in an Action Planning
Meeting are:
• Provide briefings on current
and forecasted situation and
major reportable incidents
within affected Operational
Area.
• Obtain any additional
information from other sources
on the current situation
assessment.
• Review availability and status of
ordered, en route or staged
resources.
• Establish with staff the next
Operational Period for which
the EOC Action Plan should be
developed.
• Define priority actions to be
accomplished or undertaken
within the next Operational
Period in light of the known
and forecasted situation and
status of available resources.
• Establish assignments for
available and incoming
resources based on current and
forecast situation and
established priorities.
• Determine need for additional
resources. Establish specific
responsibilities for ordering.
• Discuss and resolve any internal
coordination issues.
• Ensure that staff is clear on the
EOC Action Plan. Have
pertinent elements
documented for distribution as
necessary.
• Establish time for next action
planning meeting.
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Management Section – EOC Director
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Approve and authorize the
implementation of the EOC Action
Plan developed and prepared by
the Planning & Intelligence Section
and EOC Management Team.
In conjunction with the Public
Information Officer, coordinate and
conduct news conferences and
review media releases as required.
Establish procedure for information
releases affecting inter‐agency
coordination.
Authorize PIO to release
information to the media and to
access Emergency Alert System
(EAS) as needed through
appropriate channels.
Monitor performance of EOC
personnel for signs of stress or
under‐performance; initiate Critical
Incident Stress Debriefing as
appropriate in coordination with
Personnel Unit of the Finance &
Administration Section.
In conjunction with the Safety
Officer, establish and maintain a
safe working environment.
Ensure that proper security of the
EOC is maintained at all times.
Ensure that the Liaison Officer is
providing for and maintaining
positive and effective inter‐agency
coordination.
Establish and maintain contacts
with adjacent jurisdictions/agencies
and with other organizational levels
as appropriate.
Monitor section level activities to
assure that all appropriate actions
are being taken.
Brief your relief at shift change
time. Ensure that in‐progress
activities are identified and follow‐
up requirements are known.
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Management Section – EOC Director
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Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Authorize deactivation of Sections,
branches or units when they are no
longer required.
Notify Los Angeles County
Operational Area, adjacent facilities
and other EOCs as necessary of
planned time for deactivation.
Ensure that any open actions not
yet completed will be taken care of
after deactivation.
Ensure that all required forms or
reports are completed prior to
deactivation.
Be prepared to provide input to the
After‐Action Report.
Deactivate the EOC and close out
logs when emergency situation no
longer requires activation.
Proclaim termination of the
emergency and proceed with
recovery operations.
Management Section – EOC Coordinator
MANAGEMENT SECTION
EOC COORDINATOR
PRIMARY: Fire Chief
ALTERNATE: Fire Captain
SUPERVISOR: EOC Director
GENERAL DUTIES:
• Coordinate Emergency Operations Center (EOC) internal management systems.
• Liaison with outside public jurisdictions and internal departments.
• Assist and serve as an advisor to the EOC Director and General Staff as needed.
• Provide information and guidance to the EOC Management Team.
• Maintain contact with the Los Angeles County Operational Area EOC Liaison Officer.
• Serve as a Section Chief (temporary assignment) if assigned by the EOC Director.
• Coordinate all visits to the EOC.
• Refer to Los Angeles County Operational Area Plan.
• Work with the Finance & Administration Section to ensure that the City of Hermosa Beach receives
all emergency assistance and disaster recovery costs for which it is eligible.
YOUR RESPONSIBILITY:
Facilitate the overall functioning of the EOC, coordinate with other agencies and SEMS levels and serve
as a resource to the EOC Director.
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Management Section – EOC Coordinator
MANAGEMENT SECTION: EOC COORDINATOR
Start‐Up Actions
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Check‐in upon arrival at the EOC.
Report to the EOC Director.
Receive incident briefing from the
EOC Director.
Determine your personal operating
location and set up as necessary.
Review your position
responsibilities.
Identify yourself as the EOC
Coordinator by putting on the vest
with your title. Print your name on
the EOC organizational chart next
to your assignment.
Clarify any issues regarding your
authority and assignment and what
others in the organization do.
Open and maintain a position log.
Assess emergency impacts and
provide advice to the EOC Director
as to the extent of EOC activation.
Assist the EOC Director in filling
needed workstation assignments.
Provide assistance and information
to Section Chiefs as required
Determine 24‐hour staffing
requirements and request
additional support as required.
Request additional resources
through the appropriate
Logistics/Finance & Administration
Section Unit.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING OF EACH SHIFT
Hermosa Beach EOP – Functional Annexes
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Management Section – EOC Coordinator
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Based on the situation as known or
forecast determine likely future
Branch/Unit needs.
Think ahead and anticipate
situations and problems before
they occur.
Using activity log, maintain all
required records and
documentation to support the
After‐Action Report and the history
of the emergency/disaster.
Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on duty
and assignments.
Precise information is essential to
meet requirements for possible
reimbursement by Cal‐EMA and
FEMA.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Keep up to date on the situation
and resources associated with your
position. Maintain current status
reports and displays.
Keep the EOC Director advised of
your status and activity and on any
problem areas that now need or
will require solutions.
Establish operating procedure with
the Communications/Information
Systems Unit of the Logistics
Section for use of telephone, radio
and data systems. Make any
priorities or special requests
known.
Review situation reports as they are
received. Verify information where
questions exist.
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Management Section – EOC Coordinator
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Anticipate potential situation
changes, such as severe
aftershocks, in all planning.
Develop a backup plan for all plans
and procedures requiring off‐site
communications.
Determine and anticipate support
requirements and forward to your
Section Chief.
Monitor your position activities and
adjust staffing and organization to
meet current needs.
Use face‐to‐face communication in
the EOC whenever possible and
document decisions and policy.
Ensure that your personnel time
records are provided to your
Section Chief at the end of each
operational period.
Brief your relief at shift‐change
time. Ensure that in‐progress
activities are identified and follow‐
up requirements are known.
Position Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Assist the General Staff and the
EOC Director in developing an
overall strategy, including:
• Assess the situation
• Define the problem
• Establish priorities
• Determine the need for
evacuation
• Estimate the incident duration
Advise the EOC Director about
proclamations, emergency
ordinances and other legal
documents required by the City
Council and the EOC Director
Assist the Planning & Intelligence
Section in the development,
continuous updating and execution
of the EOC Action Plan.
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Management Section – EOC Coordinator
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure efficient operating
procedures within the EOC. Assist
any function in addressing any
issues that might arise.
Monitor performance of EOC
personnel for signs of stress or
under‐performance; advise EOC
Director of condition
Ensure that all documentation is
being properly maintained by EOC
personnel.
Facilitate and attend periodic
briefing sessions conducted by the
EOC Director.
Advise the EOC Director of any
issues that need to be addressed
and of any responsibilities that
need to be assigned.
Liaison with other agencies
(Operational Area, State and FEMA)
as assigned. Ensure that all
notifications are made to the Los
Angeles County Operational Area.
As necessary, verify that requests
for assistance have been addressed
or forwarded to the State Regional
EOC.
Ensure that all necessary
communications have been
established.
Coordinate and monitor all EOC
visitations.
Coordinate all EOC functions with
neighboring jurisdictions, the Los
Angeles County Operational Area
and other support and response
organizations.
Assist in shift change issues.
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Management Section – EOC Coordinator
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Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms or
reports are completed prior to your
release and departure.
Be prepared to provide input to the
After‐Action Report.
Determine what follow‐up to your
assignment might be required
before you leave.
Deactivate the EOC Coordinator
position and close out logs when
authorized by the EOC Director.
Leave forwarding phone number
where you can be reached.
Management Section – Public Information Officer (PIO)
MANAGEMENT SECTION
PUBLIC INFORMATION OFFICER (PIO)
PRIMARY: Police Department Public Information Officer
ALTERNATE: Fire Department Public Information Officer
SUPERVISOR: EOC Director
GENERAL DUTIES:
• Serve as the dissemination point for all media releases within the affected area. Other agencies
wishing to release information to the public should coordinate through the Public Information
Officer in the EOC.
• Coordinate as necessary to ensure that the public within the affected area receives complete,
accurate, timely, and consistent information about lifesaving procedures, health preservation
instructions, emergency status and other information, and relief programs and services.
• Review and coordinate all related information releases.
• Maintain a relationship with the media representatives and hold periodic press conferences as
required.
• Refer to Los Angeles County Operational Area Plan
YOUR RESPONSIBILITY:
Ensure that information support is provided on request; that information released is consistent,
accurate, and timely and that appropriate information is provided to all required agencies.
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Management Section – Public Information Officer (PIO)
MANAGEMENT SECTION: PUBLIC INFORMATION OFFICER
Start‐Up Actions
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Check‐in upon arrival at the
EOC.
Report to EOC Director.
Obtain a briefing on the
situation.
Determine your personal
operating location and set up
as necessary.
Review your position
responsibilities.
Identify yourself as the PIO by
putting on the vest with your
title. Print your name on the
EOC organization chart next to
your assignment.
Clarify any issues regarding
your authority and assignment
and what others in the
organization do.
Open and maintain a position
log.
Determine 24‐hour staffing
requirements.
Determine the need for group
or unit establishment. Make
required personnel
assignments as staff arrives at
the EOC.
Request additional resources
through the appropriate
Logistics Section Unit.
Determine and anticipate
support requirements and
forward to your Section Chief.
Monitor your position activities
and adjust staffing and
organization to meet current
needs.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING F EACH SHIFT O0
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Management Section – Public Information Officer (PIO)
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Use face‐to‐face
communication in the EOC
whenever possible and
document decisions and policy.
Ensure that your personnel and
equipment time records and a
record of expendable materials
used are provided to your
Section Chief at the end of each
operational period.
Based on the situation as
known or forecast determine
likely future Unit needs.
Think ahead and anticipate
situations and problems before
they occur.
Using activity log, maintain all
required records and
documentation to support the
After‐Action Report and the
history of the
emergency/disaster.
Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on
duty and assignments
Precise information is essential
to meet requirements for
possible reimbursement by Cal‐
EMA and FEMA.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Keep up to date on the
situation and resources
associated with your Unit.
Maintain current status reports
and displays.
Keep the EOC Director advised
of your status and activity and
on any problem areas that now
need or will require solutions.
Hermosa Beach EOP – Functional Annexes
Page 25 of 238
Management Section – Public Information Officer (PIO)
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Establish operating procedure
with the Communications/
Information & Systems Unit of
the Logistics Section for use of
telephone, radio and data
systems. Make any priorities or
special requests known.
Review situation reports as
they are received. Verify
information where questions
exist.
Anticipate potential situation
changes, such as severe
aftershocks, in all planning.
Develop a backup plan for all
plans and procedures requiring
off‐site communications.
Brief your relief at shift‐change
time. Ensure that in‐progress
activities are identified and
follow‐up requirements are
known.
Position Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Secure guidance from the EOC
Director regarding the release
of available information.
Keep the EOC Director advised
of all unusual requests for
information and of all major
critical or unfavorable media
comments. Provide an
estimate of the impact and
severity and make
recommendations as
appropriate.
Coordinate all media events
with the EOC Director.
Hermosa Beach EOP – Functional Annexes
Page 26 of 238
Management Section – Public Information Officer (PIO)
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all departments,
agencies and response
organizations in the jurisdiction
are aware that they must
coordinate release of
emergency information
through the PIO and that all
press releases must be cleared
with the EOC Director before
releasing information to the
media.
Establish a Media Information
Center at a site away from the
EOC, Command Post and
incident for media use and
dissemination of information.
Provide necessary work space,
materials, telephones and
staffing. Announce location
and safe access routes to any
established Media Information
Center.
Schedule and post times and
locations of news briefings in
the EOC, Media Information
Center and other appropriate
areas.
Prepare and provide approved
information to the media. Post
news releases in the EOC,
Media Information Center and
other appropriate areas.
Develop an information release
program.
Interact with other
branches/units to provide and
obtain information relative to
public information operations.
Coordinate with the Situation
Analysis Unit of the Planning &
Intelligence Section and define
areas of special interest for
public information action.
Identify means for securing the
information as it is developed.
Hermosa Beach EOP – Functional Annexes
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Management Section – Public Information Officer (PIO)
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Maintain an up‐to‐date picture
of the situation for
presentation to media.
Obtain, process, and
summarize information in a
form usable in presentations.
As required, periodically
prepare briefings for the
jurisdiction executives or
elected officials.
Provide periodic briefings and
press releases about the
disaster situation throughout
the affected areas. Refer
media representatives to
incident level PIOs for specific
information.
Respond to information
requests from the EOC Director
and EOC Management Team.
Ensure that a rumor control
function is established as
necessary, and has the means
for identifying false or
erroneous information.
Develop procedure to be used
to squelch such information.
Consider establishing and
staffing a hot line to answer
inquiries from the public.
Prepare, update and distribute
to the public a Disaster
Assistance Information
Directory containing locations
to obtain food, shelter,
supplies, health services, etc.
Prepare a briefing sheet to be
distributed to all employees at
the beginning of each shift so
they can answer questions
from the public, such as shelter
locations, water distribution
sites, etc.
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Management Section – Public Information Officer (PIO)
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Broadcast emergency
information/updates on local
Cable TV either through the
message board or live taping of
Mayor/City Council or EOC
Director.
Arrange for meetings between
media and city officials or
incident personnel.
Provide escort service to the
media and VIPs; arrange for
tours and photo opportunities
when available staff and time
permit. Coordinate VIP tours
with Liaison Officer and City
Council and Legislative Liaison.
Provide sufficient staffing and
telephones to efficiently handle
incoming media and public calls
and to gather status
information.
Assist in making arrangements
with adjacent jurisdictions for
media visits.
Determine which radio and TV
stations are operational.
Determine requirements for
support to the emergency
public information function at
other EOC levels.
Monitor broadcast media, and
use information to develop
follow‐up news releases and
rumor control.
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Management Section – Public Information Officer (PIO)
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
When federal emergency
response teams respond,
coordinate activities through
the Los Angeles County
Operational Area to ensure
coordination of local, state and
federal public information
activities.
Ensure that announcements,
information and materials are
translated and prepared for
special populations (non‐
English speaking; non‐readers;
elderly; the hearing, sight and
mobility impaired; etc.).
Prepare materials that describe
the health risks associated with
each hazard, the appropriate
self‐help or first aid actions and
other appropriate survival
measures.
Prepare instructions for people
who must evacuate from a
high‐risk area, including the
following information for each
threat: evacuation routes;
suggestions on types and
quantities of clothing, food,
medical items, etc. the
evacuees should bring; location
of evacuation centers and
shelters.
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Management Section – Public Information Officer (PIO)
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Issue timely and consistent
advisories and instructions for
life safety, health and
assistance:
• What to do and why.
• What not to do and why.
• Hazardous areas and
structures to stay away
from.
• Evacuation routes,
instructions and
arrangements for persons
without transportation or
special needs (non‐
ambulatory, sight‐impaired,
etc.).
• Location of mass care
shelters, first aid stations,
food and water distribution
points, etc.
• Location where volunteers
can register and be given
assignments.
• Street and freeway
overpass conditions,
congested areas to avoid
and alternate routes to
take.
• Instructions from the
coroner and public health
officials pertaining to dead
bodies, potable water,
human waste and spoiled
food disposal.
• Weather hazards when
appropriate.
• Public information hotline
numbers.
• Status of Local
Proclamation, Governor’s
Proclamation or
Presidential Declaration.
• Local, state and federal
assistance available;
locations and times to
Hermosa Beach EOP – Functional Annexes
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Management Section – Public Information Officer (PIO)
apply.
• Disaster Application Center
(DAC) locations, opening
dates and times.
• How and where people can
obtain information about
relatives/friends in the
emergency/disaster area.
(Coordinate with American
Red Cross on the release of
this information)
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Issue other information
pertaining to the
emergency/disaster (acts of
heroism, historical property
damaged or destroyed, and
prominence of those injured or
killed, other human interest
stories).
Through the Los Angeles
County Operational Area,
coordinate with state, federal
or private sector agencies to
get technical information
(health risks, weather, etc.) for
release to the public and
media.
Ensure file copies are
maintained of all information
released.
Provide copies of all releases to
the EOC Director.
Prepare final news releases and
advise media representatives of
points‐of‐contact for follow‐up
stories.
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms
or reports are completed prior
to your release and departure.
Be prepared to provide input to
the After‐Action Report.
Determine what follow‐up to
your assignment might be
required before you leave.
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Management Section – Public Information Officer (PIO)
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Deactivate the Public
Information Officer position
and close out logs when
authorized by the EOC Director.
Leave forwarding phone
number where you can be
reached.
Hermosa Beach EOP – Functional Annexes
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Management Section – Public Information Officer (PIO)
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Management Section – Liaison Officer
MANAGEMENT SECTION
LIAISON OFFICER
PRIMARY: Community Resources Department Director
ALTERNATE: Recreation Supervisor
SUPERVISOR: EOC Director
GENERAL DUTIES:
• Coordinate with Agency Representatives assigned to the EOC and handle requests from other
agencies for sending liaison personnel to other EOCs.
• Function as a central location for incoming Agency Representatives, provide workspace and arrange
for support as necessary.
• Interact with other sections and branches/units within the EOC to obtain information, assist in
coordination and ensure the proper flow of information.
• Ensure that all developed guidelines, directives, actions plans and appropriate situation information
is disseminated to Agency Representatives.
• Refer to Los Angeles County Operational Area Plan.
YOUR RESPONSIBILITY:
Serve as the point of contact for Agency Representatives from assisting organizations and agencies
outside the city government structure; aid in coordinating the efforts of these outside agencies to
reduce the risk of their operating independently. Any state and/or federal emergency official should
make contact with the field or EOC Liaison Officer to ensure continuity of operations.
Multi‐agency or inter‐agency coordination is defined as the participation of agencies and disciplines
involved at any level of the SEMS organization working together in a coordinated effort to facilitate
decisions for overall emergency response activities, including the sharing of critical resources and the
prioritization of incidents.
Hermosa Beach EOP – Functional Annexes
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Management Section – Liaison Officer
MANAGEMENT SECTION: LIAISON OFFICER
Start‐Up Actions
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Check‐in upon arrival at EOC.
Report to the EOC Director.
Obtain a briefing on the situation.
Determine your personal
operating location and set up as
necessary.
Review your position
responsibilities.
Identify yourself as the Liaison
Officer by putting on the vest
with your title. Print your name
on the EOC organizational chart
next to your assignment.
Clarify any issues regarding your
authority and assignments and
what others in the organization
do.
Open and maintain a position log.
Determine 24‐hour staffing
requirements.
Request additional resources
through the appropriate Logistics
Section Unit.
Based on the situation as known
or forecast determine likely
future Unit needs.
Think ahead and anticipate
situations and problems before
they occur.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING F EACH SHIFT O0
Hermosa Beach EOP – Functional Annexes
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Management Section – Liaison Officer
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Using activity log, maintain all
required records and
documentation to support the
After‐Action Report and the
history of the
emergency/disaster. Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on duty
and assignments
Precise information is essential
to meet requirements for
possible reimbursement by Cal‐
EMA and FEMA.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Keep up to date on the situation
and resources associated with
your position. Maintain current
status reports and displays.
Keep the EOC Director advised of
your status and activity and on
any problem areas that now need
or will require solutions.
Establish operating procedure
with the
Communications/Information
Systems Unit of the Logistics
Section for use of telephone,
radio and data systems. Make
any priorities or special requests
known.
Review situation reports as they
are received. Verify information
where questions exist.
Anticipate potential situation
changes, such as severe
aftershocks, in all planning.
Develop a backup plan for all
plans and procedures requiring
off‐site communications.
Hermosa Beach EOP – Functional Annexes
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Management Section – Liaison Officer
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Determine and anticipate
support requirements and
forward to your Section Chief.
Monitor your position activities
and adjust staffing and
organization to meet current
needs.
Use face‐to‐face communication
in the EOC whenever possible
and document decisions and
policy.
Ensure that your personnel,
equipment time records, and a
record of expendable materials
used are provided to your Section
Chief at the end of each
operational period.
Brief your relief at shift‐change
time. Ensure that in‐progress
activities are identified and
follow‐up requirements are
known.
Position Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Arrange and coordinate VIP tours
with PIO and City Council
member.
Contact all on‐site Agency
Representatives. Make sure:
• They have signed into the
EOC.
• They understand their
assigned function.
• They know their work
location.
• They understand EOC
organization and floor plan
(provide both).
Hermosa Beach EOP – Functional Annexes
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Management Section – Liaison Officer
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Determine if outside liaison is
required with other agencies
such as:
• Local/county/state/federal
agencies
• Schools
• Volunteer organizations
• Private sector organizations
• Utilities not already
represented
Determine status and resource
needs and availability of other
agencies.
Brief Agency Representatives on
current situation, priorities and
EOC Action Plan.
Request Agency Representatives
contact their agency, determine
level of activation of agency
facilities, and obtain any
intelligence or information that
may be useful to the EOC.
Notify and coordinate with
adjacent jurisdictions on facilities
and/or dangerous releases that
may impose risk across
boundaries.
Respond to requests for liaison
personnel from other agencies.
Act as liaison with state or
federal emergency response
officials and appropriate city
personnel.
Determine if there are any
communication problems in
contacting outside agencies.
Provide information to the
Communications/Information
Systems Unit of the Logistics
Section.
Hermosa Beach EOP – Functional Annexes
Page 39 of 238
Management Section – Liaison Officer
Hermosa Beach EOP – Functional Annexes
Page 40 of 238
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Know the working location for
any Agency Representative
assigned directly to a
branch/unit.
Compile list of Agency
Representatives (agency, name,
EOC phone) and make available
to all Section and Unit managers.
Respond to requests from
sections and units for Agency
information. Direct requesters to
appropriate Agency
Representatives.
Provide periodic update briefings
to Agency Representatives as
necessary.
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Release Agency Representatives
no longer required in the EOC
after coordination with the EOC
Director and rest of the General
Staff.
Ensure that all required forms or
reports are completed prior to
your release and departure.
Be prepared to provide input to
After‐Action Report.
Determine what follow‐up to
your assignment might be
required before you leave.
Deactivate the Liaison Officer
position and close out logs when
authorized by the EOC Director.
Leave forwarding phone number
where you can be reached.
Management Section – Safety Officer
Hermosa Beach EOP – Functional Annexes
Page 41 of 238
MANAGEMENT SECTION
SAFETY OFFICER
PRIMARY: Personnel/Risk Management Director
ALTERNATE: Personnel Assistant
SUPERVISOR: EOC Director
GENERAL DUTIES:
• Ensure that all facilities used in support of EOC operations have safe operating conditions.
• Monitor all EOC and related facility activities to ensure that they are being conducted in as safe a
manner as possible under the circumstances that exist.
• Stop or modify all unsafe operations.
• Refer to Los Angeles County Operational Area Plan
YOUR RESPONSIBILITY:
Identify and mitigate safety hazards and situations of potential City liability during EOC operations and
ensure a safe working environment in the EOC.
Management Section – Safety Officer
MANAGEMENT SECTION: SAFETY OFFICER
Start‐Up Actions
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Check‐in upon arrival at the
EOC.
Report to the EOC Director.
Obtain a briefing on the
situation.
Determine your personal
operating location and set up
as necessary.
Review your position
responsibilities.
Identify yourself as the Safety
Officer by putting on the vest
with your title. Print your
name on the EOC organization
chart next to your assignment.
Clarify any issues regarding
your authority and assignment
and what others in the
organization do.
Open and maintain a position
log.
Determine 24‐hour staffing
requirements and request
additional support as required.
Request additional resources
through the appropriate
Logistics Section.
Based on the situation as
known or forecast determine
likely future Unit needs.
Think ahead and anticipate
situations and problems before
they occur.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING F EACH SHIFT O0
Hermosa Beach EOP – Functional Annexes
Page 42 of 238
Management Section – Safety Officer
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Using activity log, maintain all
required records and
documentation to support the
After‐Action Report and the
history of the
emergency/disaster.
Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on
duty and assignments
Precise information is
essential to meet
requirements for possible
reimbursement by Cal‐EMA
and FEMA.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Keep up to date on the
situation and resources
associated with your position.
Maintain current status
reports and displays.
Keep the EOC Director advised
of your status and activity and
on any problem areas that now
need or will require solutions.
Establish operating procedure
with the
Communications/Information
Systems Unit of the Logistics
Section for use of telephone,
radio and data systems. Make
any priorities or special
requests known.
Review situation reports as
they are received. Verify
information where questions
exist.
Hermosa Beach EOP – Functional Annexes
Page 43 of 238
Management Section – Safety Officer
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Anticipate potential situation
changes, such as severe
aftershocks, in all planning.
Develop a backup plan for all
plans and procedures requiring
off‐site communications.
Determine and anticipate
support requirements and
forward to your Section Chief.
Monitor your position
activities and adjust staffing
and organization to meet
current needs.
Use face‐to‐face
communication in the EOC
whenever possible and
document decisions and
policy.
Ensure that your personnel
and equipment time records
and record of expendable
materials used are provided to
your Section Chief at the end
of each operational period.
Brief your relief at shift‐change
time. Ensure that in‐progress
activities are identified and
follow‐up requirements are
known.
Position Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Advise EOC Security Officer of
your function. Secure
information regarding
emergency conditions.
Tour the entire facility area
and determine the scope of
on‐going operations.
Evaluate conditions and advise
the EOC Director of any
conditions and actions which
might result in liability e.g.
oversights, improper response
actions, etc.
Hermosa Beach EOP – Functional Annexes
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Management Section – Safety Officer
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Coordinate with the Personnel
Unit of the Logistics Section to
ensure that training for
personnel includes safety and
hazard awareness and is in
compliance with OSHA
requirements.
Study the facility to learn the
location of all fire
extinguishers; fire hoses and
emergency pull stations.
Be familiar with particularly
hazardous conditions in the
facility.
Ensure that the EOC location is
free from environmental
threats (i.e., air purity, water
potability, etc.).
If the events that caused
activation is an earthquake,
provide guidance regarding
actions to be taken in
preparation for aftershocks.
Coordinate with the Security
Officer to obtain assistance for
any special safety
requirements.
Keep the EOC Director advised
of safety conditions.
Coordinate with Compensation
& Claims Unit of the Finance &
Administration Section on any
personnel injury claims or
records preparation as
necessary for proper case
evaluation and closure.
Hermosa Beach EOP – Functional Annexes
Page 45 of 238
Management Section – Safety Officer
Hermosa Beach EOP – Functional Annexes
Page 46 of 238
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms
or reports are completed prior
to your release and departure.
Be prepared to provide input
to the After‐Action Report.
Determine what follow‐up to
your assignment might be
required before you leave.
Deactivate the Safety Officer
position and close out logs
when authorized by the EOC
Director.
Leave forwarding phone
number where you can be
reached.
Management Section – Security Officer
MANAGEMENT SECTION
SECURITY OFFICER
PRIMARY: Police Officer
ALTERNATE: Police Officer
SUPERVISOR: EOC Director
GENERAL DUTIES:
• Provide twenty‐four hour a day security for EOC facilities.
• Control personnel access to facilities in accordance with policies established by the EOC Director.
• Refer to Los Angeles County Operational Area Plan (Volume Two – Operational Area Annexes)
YOUR RESPONSIBILITY:
Security of all EOC facilities and personnel access.
Hermosa Beach EOP – Functional Annexes
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Management Section – Security Officer
MANAGEMENT SECTION: SECURITY OFFICER
Start‐Up Actions
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Check‐in upon arrival at the
EOC.
Report to EOC Director.
Obtain a briefing on the
situation.
Determine your personal
operating location and set up
as necessary.
Identify yourself as the EOC
Security Officer by putting on
the vest with your title. Print
your name on the EOC
organizational chart next to
your assignment.
Clarify any issues regarding
your authority and assignment
and what others in the EOC
organization do.
Open and maintain a position
log.
Determine 24‐hour staffing
requirements and request
additional support as required.
Request additional resources
through the appropriate
Logistics Section Unit.
Based on the situation as
known or forecast determine
likely future Unit needs.
Think ahead and anticipate
situations and problems before
they occur.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING F EACH SHIFT O0
Hermosa Beach EOP – Functional Annexes
Page 48 of 238
Management Section – Security Officer
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Using activity log, maintain all
required records and
documentation to support the
After‐Action Report and the
history of the
emergency/disaster.
Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on
duty and assignments
Precise information is essential
to meet requirements for
possible reimbursement.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Keep up to date on the
situation and resources
associated with your position.
Maintain current status reports
and displays.
Keep the EOC Director advised
of your status and activity and
on any problem areas that now
need or will require solutions.
Establish operating procedure
with the
Communications/Information
Systems Unit of the Logistics
Section for use of telephone,
radio and data systems. Make
any priorities or special
requests known.
Review situation reports as
they are received. Verify
information where questions
exist.
Anticipate potential situation
changes (aftershocks) in all
planning. Develop backups for
plans and procedures requiring
off‐site communications.
Hermosa Beach EOP – Functional Annexes
Page 49 of 238
Management Section – Security Officer
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Determine and anticipate
support requirements and
forward to your Section Chief.
Monitor your position activities
and adjust staffing and
organization to meet current
needs.
Use face‐to‐face
communication in the EOC
whenever possible and
document decisions and policy.
Ensure that your personnel and
equipment time records and a
record of expendable materials
used are provided to your
Section Chief at the end of each
operational period.
Brief your relief at shift‐change
time. Ensure that in‐progress
activities are identified and
follow‐up requirements are
known.
Position Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Determine current security
requirements and establish
staffing as needed.
Determine needs for special
communications. Make needs
known to the
Communications/Information
Systems Unit of the Logistics
Section.
Establish or relocate security
positions as dictated by the
situation.
Determine needs for special
access facilities. Consider need
for vehicle traffic control plan.
Develop if required.
Assist in any EOC evacuation.
Hermosa Beach EOP – Functional Annexes
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Management Section – Security Officer
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Assist in sealing off any danger
areas. Provide access control
as required.
As requested, provide security
for any EOC critical facilities,
supplies or materials.
Provide executive security as
appropriate or required.
Provide security input and
recommendations as
appropriate to conditions to
EOC Director.
Complete a radio or
communications check with all
on‐duty security personnel.
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms
or reports are completed prior
to your release and departure.
Be prepared to provide input to
After‐Action Report.
Deactivate the Security Officer
position and close out logs
when authorized by the EOC
Director.
Leave forwarding phone
number where you can be
reached.
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Management Section – Security Officer
Hermosa Beach EOP – Functional Annexes
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Management Section – Agency Representatives
MANAGEMENT SECTION
AGENCY REPRESENTATIVES – Assign as Needed
PRIMARY: To be designated by the EOC Director, as needed
ALTERNATE: To be designated by the EOC Director, as needed
SUPERVISOR: Liaison Officer
YOUR RESPONSIBILITY:
As an individual assigned to the EOC from another agency, the Agency Representative should be able to
speak for his/her agency within established limits.
• Refer to Los Angeles County Operational Area Plan
Hermosa Beach EOP – Functional Annexes
Page 53 of 238
Management Section – Agency Representatives
MANAGEMENT SECTION: AGENCY REPRESENTATIVES
Start‐Up Actions
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Check‐in upon arrival at the EOC.
Report to Liaison Officer if that
position has been activated. If
not activated, report to the EOC
Director.
Obtain a briefing on the
situation.
Unpack any kit materials you
may have brought with you and
set up your assigned work
station.
Obtain EOC organization chart,
floor plan and telephone listing.
Review the locations and
general duties of all sections and
branches/units that have been
activated.
Review your position
responsibilities.
Identify yourself as an Agency
Representative by putting on the
vest with your title. Print your
name on the EOC organizational
chart next to your assignment.
Clarify any issues regarding your
authority and assignment and
what others in the organization
do.
Establish communications link(s)
with home agency. If unable to
communicate, notify the
Information & Computer
Systems Branch of the Logistics
Section
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING F EACH SHIFT O0
Hermosa Beach EOP – Functional Annexes
Page 54 of 238
Management Section – Agency Representatives
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
If necessary, clarify your
decision‐making authority with
your agency.
Open and maintain a position
log.
Determine 24‐hour staffing
requirements.
Request additional resources
through the appropriate
Logistics Section Unit.
Based on the situation as known
or forecast determine likely
future Branch/Unit needs.
Think ahead and anticipate
situations and problems before
they occur.
Using activity log, maintain all
required records and
documentation to support After‐
Action Report and the history of
the emergency/disaster.
Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on duty
and assignments
Precise information is essential
to meet requirements for
possible reimbursement by Cal‐
EMA and FEMA.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Keep up to date on the situation
and resources associated with
your position. Maintain current
status reports and displays.
Keep the Liaison Officer advised
of your status and activity and
on any problem areas that now
need or will require solutions
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Management Section – Agency Representatives
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Establish operating procedure
with the Information &
Computer Systems Branch of the
Logistics Section for use of
telephone, radio and data
systems. Make any priorities or
special requests known.
Review situation reports as they
are received. Verify information
where questions exist.
Anticipate potential situation
changes, such as severe
aftershocks, in all planning.
Develop a backup plan for all
plans and procedures requiring
off‐site communications.
Determine and anticipate
support requirements and
forward to your Section Chief.
Monitor your position activities
and adjust staffing and
organization to meet current
needs.
Use face‐to‐face communication
in the EOC whenever possible
and document decisions and
policy.
Ensure that your personnel,
equipment time records, and a
record of expendable materials
used are provided to the Liaison
Officer at the end of each
operational period.
Brief your relief at shift‐change
time. Ensure that in‐progress
activities are identified and
follow‐up requirements are
known.
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Management Section – Agency Representatives
Position Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Obtain current situation briefing
from person you are relieving, or
from the Liaison Officer.
Contact EOC sections or
branches/units appropriate to
your responsibility, and advise
them of your presence and
assigned work location.
If relocating to work directly
with a functional branch/unit,
advise Liaison Officer of your
location.
Facilitate requests for support or
information that your agency
can provide.
Keep up to date on the general
status of resources and activity
associated with your agency.
Provide appropriate situation
information to the Situation
Analysis Unit of the Planning &
Intelligence Section.
Represent your agency at
planning meetings as
appropriate. Be prepared to
provide update briefings about
your agency's activities and
priorities at these meetings.
Inform your agency of EOC
priorities/actions of interest.
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Coordinate deactivation with
Liaison Officer. Ensure your
agency's representation is no
longer needed prior to leaving.
Be prepared to provide input to
the After‐Action Report.
Determine what follow‐up to
your assignment might be
required before you leave.
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Management Section – Agency Representatives
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CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Leave forwarding phone number
where you can be reached
Operations Section
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Operations Section
Purpose & Overview The purpose of the Operations Section is to enhance the capability of the
City of Hermosa Beach to respond to emergencies by carrying out
coordinated tactical operations based upon the EOC Action Plan. It is the
policy of this Section that the priorities of responses are to be:
• Protect life and property.
• Carry out objectives of the EOC Action Plan.
• Ensure coordinated incident response.
• Cooperate with other sections of the city’s emergency response team.
The Operations Section’s primary responsibility is to manage the tactical
operation of various response elements involved in the disaster/emergency.
These elements include:
• Fire & Rescue
• Law Enforcement
• Health & Welfare
• Construction & Engineering
Objectives The Operations Section is responsible for coordination of all response
elements applied to the disaster/emergency. The Operations Section
carries out the objectives of the EOC Action Plan and requests additional
resources as needed.
Concept of
Operations The Operations Section will operate under the following policies during a
disaster/emergency as the situation dictates:
• The Standardized Emergency Management System (SEMS) will be
followed.
• All existing city and departmental operating procedures will be adhered
to unless modified by the City Council.
• All on‐duty personnel are expected to remain on duty until properly
relieved of duty. Off‐duty personnel will be expected to return to work
in accordance with departmental SOPs.
• While in a disaster mode, operational periods will be 12 hours for the
duration of the event. Operational periods will normally change at 7:00
a.m. and 7:00p.m. Operational periods should be event driven.
Section Activation
Procedures The EOC Director is authorized to activate the Operations Section.
When to Activate The Operations Section may be activated when the City’s Emergency
Operations Center (EOC) is activated or upon the order of the EOC Director.
Operations Section
Where to Report The Primary EOC is located at 710 Pier Avenue. The Alternate EOC is located
at 1315 Valley Drive (Council Chambers).
When to Report See the EOC Standard Operating Procedures.
EOC Organizational Chart
MANAGEMENT SECTION
EOC Director – City Manager
EOC Coordinator – Fire
Safety Officer – Personnel/Risk Management
Public Information Officer – Police
Security Officer – Police
Liaison Officer – Community Resources
OPERATIONS SECTION
Operations Section Chief – Fire/Police/Public Works
Fire & Rescue – Fire
Law Enforcement – Police
Health & Welfare – Community Resources
Construction & Engineering – Public Works
PLANNING & INTELLIGENCE SECTION
Planning & Intelligence Section Chief – Community Development
Situation Analysis – Community Development
Advance Planning – Community Development
Documentation – City Clerk
LOGISTICS SECTION
Logistics Section Chief – Public Works
Facilities/Resource Tracking – Public Works
Communication/Information Systems – Finance
Transportation – Community Resources
Personnel/Supply/Procurement – Public Works
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FINANCE & ADMINISTRATION SECTION
Compensation & Claims – Personnel/Risk Management
Cost Recovery – Finance
Purchasing – Finance
Time Keeping – Finance
Cost Accounting – Finance
Operations Section
Operations Section Organizational Chart
Operations Section
Operations Section Chief
Fire Department
Fire & Rescue
Fire Department
Law Enforcement
Police Department
Health & Welfare
Community Resources Department
Construction & Engineering
Public Works Department
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Operations Section
Operations Section
Staff The Fire Chief/Police Chief/Public Works Director will fill the position of
Operations Section Chief. The Chief position will be filled by the EOC
Director, based on the nature of the incident. Operations Section Chief will
determine, based on present and projected requirements, the need for
establishing specific and/or specialized branches/units. The following units
may be established as the need arises:
• Fire & Rescue Unit
• Law Enforcement Unit
• Construction & Engineering Unit
• Health & Welfare Unit
The Operations Section Chief may activate additional branches/units as
necessary to fulfill an expanded role.
Operations Section Chief The Operations Section Chief, a member of the EOC Director’s General Staff,
is responsible for coordinating all jurisdictional operations in support of the
emergency response through implementation of the City’s EOC Action Plan
and for coordinating all requests for mutual aid and other operational
resources. The Chief is responsible for:
• Understanding the current situation.
• Predicting probable resource needs.
• Preparing alternative strategies for procurement and resources
management.
Fire & Rescue Unit
Leader The Fire & Rescue Unit Leader is responsible for coordinating personnel,
equipment and resources committed to the fire, field medical, search and
rescue and hazardous materials elements of the incident.
Law Enforcement Unit
Leader The Law Enforcement Unit Leader is responsible for alerting and warning
the public, coordinating evacuations, enforcing laws and emergency orders,
establishing safe traffic routes, ensuring that security is provided at incident
facilities, ensuring access control to damaged areas, ordering and
coordinating appropriate mutual aid resources and assuming responsibility
for the Medical Examiner function in the absence of the Los Angeles County
Coroner.
Health & Welfare Unit
Leader The Health & Welfare Unit Leader manages personnel, equipment and
resources to provide the best patient care possible consistent with the EOC
Action Plan. Coordinate the provision of public health and sanitation
consistent with the EOC Action Plan. If activated, this position works closely
with the County Health Services Department through the Operational Area
EOC.
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Operations Section
Construction &
Engineering Unit Leader The Construction & Engineering Unit Leader is responsible for maintaining
public facilities, surveying utilities and services, as well as restoring those
that are damaged or destroyed; assisting other functions with traffic issues,
search and rescue, transportation, etc. as needed.
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Operations Section
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Operations Section – Operations Section Chief
OPERATIONS SECTION
OPERATIONS SECTION CHIEF
PRIMARY: Fire Chief/Police Chief/Public Works Director
ALTERNATE: Fire Chief/Police Chief/Public Works Director
SUPERVISOR: EOC Director
GENERAL DUTIES:
• Ensure that the Operations Section function is carried out, including the coordination of response for Fire &
Rescue, Law Enforcement, Construction & Engineering, and Health & Welfare.
• Establish and maintain staging areas for incoming resources.
• Develop and ensure that the EOC Action Plan’s operational objectives are carried out.
• Establish the appropriate level of organization within the Section, and continuously monitor the effectiveness
of that organization. Make changes as required.
• Exercise overall responsibility for the coordination of branch/group/unit activities within the Section.
• Report to the EOC Director on all matters pertaining to Section activities.
• Refer to the Los Angeles County Operational Area Plan Annexes:
o Alerting and Warning
o Information Technology
o Safety Assessment
o Management/Situation Analysis
o Emergency Public Information
o Radiological Protection
o Fire and Rescue
o Law Enforcement
o Medical
o Public Health
o Coroner
o Care & Shelter/Human Services
o Evacuation (Movement)
o Urban Search and Rescue
o Construction, Engineering & Recovery
o Supply Procurement
o Personnel
o Transportation Resources
o Utilities
o Finance/Administration
o Hazardous Materials
o Status of County Government
o Initial Recovery
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Operations Section – Operations Section Chief
OPERATIONS SECTION: OPERATIONS SECTION CHIEF
Section Start‐Up Actions
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the EOC Director
Obtain a briefing on the situation.
Set up your Section workstation,
including maps and status boards.
Use your EOC Section materials
and on‐site supplies.
Review your position
responsibilities.
Identify yourself as the Operations
Section Chief by putting on the
vest with your title. Print your
name on the Section Chief EOC
organization chart next to your
assignment.
Clarify any issues you may have
regarding your authority and
assignment and what others in the
organization do.
Review organization in place at the
EOC. Know where to go for
information or support.
Determine if other Section staffs
are at the EOC.
Confirm that all key Operations
Section personnel or alternates
are in the EOC or have been
notified. Recall the required staff
members necessary for the
emergency.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING F EACH SHIFT O0
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Operations Section – Operations Section Chief
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Activate organizational elements
within your Section as needed and
designate leaders for each
element or combination of
elements:
• Fire & Rescue Unit
• Law Enforcement Unit
• Construction & Engineering
Unit
• Health & Welfare Unit
Assign staff to assist Advance
Planning Unit in the Planning &
Intelligence Section.
Brief incoming Section personnel
prior to their assuming their
duties. Briefings should include:
• Current situation assessment.
• Identification of specific job
responsibilities.
• Identification of co‐workers
within the job function and/or
geographical assignment.
• Availability of
communications.
• Location of work area.
• Identification of eating and
sleeping arrangements as
appropriate.
• Procedural instructions for
obtaining additional supplies,
services and personnel.
• Identification of operational
period work shifts.
Inform the EOC Director and
General Staff when your Section is
fully operational.
Open and maintain Section logs.
Request additional personnel for
the Section to maintain a 24‐hour
operation as required.
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Operations Section – Operations Section Chief
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Using activity log, maintain all
required records and
documentation to support the
After‐Action Report and the
history of the emergency/disaster.
Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on duty
and assignments
Precise information is essential to
meet requirements for possible
reimbursement by the Cal‐EMA
and FEMA.
Review responsibilities of units in
your Section. Develop plan for
carrying out all responsibilities.
Prepare work objectives for
Section staff and make staff
assignments.
From the Situation Analysis Unit of
the Planning & Intelligence
Section, obtain and review major
incident reports and additional
field operational information that
may pertain to or affect your
Section operations. Provide
information to appropriate
branches/units.
Based on the situation as known
or forecast, determine likely future
Operations Section needs.
Think ahead and anticipate
situations and problems before
they occur.
Request additional resources
through the Logistics Section or
established ordering procedures,
as needed.
Meet with other Section Chiefs.
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Operations Section – Operations Section Chief
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Carry out responsibilities of the
Operations Section branches/units
that are not currently staffed.
Evaluate the need for Critical
Incident Stress Debriefing for all
affected personnel, victims and
bystanders. Arrange debriefings
through the Personnel Unit of the
Logistics Section.
Make a list of key issues currently
facing your Section to be
accomplished within the next
operational period.
Keep up to date on situation and
resources associated with your
Section. Maintain current status
and displays at all times.
Brief the EOC Director on major
problem areas that need or will
require solutions.
Provide situation and resources
information to the Situation
Analysis Unit of the Planning &
Intelligence Section on a periodic
basis or as the situation requires.
Determine status of transportation
system into and within the
affected area in coordination with
the Transportation Unit of the
Logistics Section. Find out present
priorities and estimated times for
restoration of the disaster route
system. Provide information to
appropriate Units.
Ensure that your Section logs and
files are maintained.
Monitor your Section activities and
adjust Section organization as
appropriate.
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Operations Section – Operations Section Chief
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Establish operating procedure with
the Communication & Information
Systems Unit of the Logistics
Section for use of telephone, data
and radio systems. Make any
priorities or special requests
known.
Ensure internal coordination
between unit leaders.
Update status information with
other sections as appropriate.
Resolve problems that arise in
conducting your Section
responsibilities.
Anticipate potential situation
changes, such as severe
aftershocks, in all Section
planning. Develop a backup plan
for all plans and procedures
requiring off‐site communications.
Conduct periodic briefings for your
Section. Ensure that all
organizational elements are aware
of priorities.
Use face‐to‐face communication in
the EOC whenever possible and
document decisions and policy.
Make sure that all contacts with
the media are fully coordinated
first with the Public Information
Officer (PIO).
Participate in the EOC Director’s
Action Planning Meetings.
Ensure that all your Section
personnel and equipment time
records and record of expendable
materials used are provided to the
Time Keeping and Cost Accounting
Units of the Finance &
Administration Section at the end
of each operational period.
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Operations Section – Operations Section Chief
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Brief your relief at shift change
time. Ensure that in‐progress
activities are identified and follow‐
up requirements are known.
Section Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Establish field communications
with affected areas.
Evaluate the field conditions
associated with the
disaster/emergency and
coordinate with the Situation
Analysis Unit of the Planning&
Intelligence Section.
Determine the need to evacuate
and issue evacuation orders.
Determine the need for In‐Place
Sheltering and issue notification
orders.
In coordination with the Situation
Analysis Unit of the Planning &
Intelligence Section, designate
primary and alternate evacuation
routes for each incident.
Display on maps the primary and
alternate evacuation routes, which
have been determined for the
incident.
Identify, establish and maintain
staging areas for Operations‐
related equipment and personnel.
Direct Operations Unit Leaders to
maintain up‐to‐date Incident
Charts, Incident Reports and Unit
specific maps. Ensure that only
ACTIVE, ESSENTIAL information is
depicted on the charts and maps.
All Unit related items of interest
should be recorded on an Incident
Report.
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Operations Section – Operations Section Chief
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Provide copies of the daily
Incident Report to the
Documentation Unit of the
Planning & Intelligence Section at
end of each operational period.
Coordinate the activities of all
departments and agencies
involved in the operations.
Determine resources committed
and resource needs
Provide all relevant emergency
information to the Public
Information Officer.
Conduct periodic Operations
Section briefings and work to
reach consensus for forthcoming
operational periods.
Work closely with the Planning &
Intelligence Section Chief in the
development of the EOC Action
Plan.
Work closely with each Unit
Leader to ensure Operations
Section objectives as defined in
the current EOC Action Plan are
being addressed.
Ensure that intelligence
information from Unit Leaders are
made available to the Planning &
Intelligence Section.
Ensure that unusual weather
occurrences within the jurisdiction
are reported to the National
Weather Service (NWS).
Receive, evaluate and disseminate
information relative to the
Operations of the
disaster/emergency.
Coordinate with the Supply &
Procurement Unit and the
Facilities Unit of the Logistics
Section on animal care issues.
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Operations Section – Operations Section Chief
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all fiscal and
administrative requirements are
coordinated through the Finance
& Administration Section, i.e.,
notification of any emergency
expenditure.
Review suggested list of resources
to be released and initiate
recommendations for their
release. Notify the Resource
Tracking Unit of the Logistics
Section.
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Authorize deactivation of
organizational elements within
your Section when they are no
longer required.
Ensure that any open actions are
handled by your Section or
transferred to other EOC elements
as appropriate.
Ensure that any required forms or
reports are completed prior to
your release and departure.
Be prepared to provide input to
the After‐Action Report.
Deactivate your Section and close
out logs when authorized by the
EOC Director.
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Operations Section – Operations Section Chief
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Operations Section – Fire & Rescue Unit Leader
OPERATIONS SECTION
FIRE & RESCUE UNIT LEADER
PRIMARY: Assistant Fire Chief
ALTERNATE: Fire Captain
SUPERVISOR: Operations Section Chief
GENERAL DUTIES:
• Coordinate the prevention, control and suppression of fires and hazardous materials incidents.
• Coordinate the provision of emergency medical care.
• Coordinate all search and rescue operations.
• Implement that portion of the EOC Action Plan appropriate to the Fire & Rescue Unit.
• Refer to Los Angeles County Operational Area Plan Annexes.
YOUR RESPONSIBILITY:
Coordinate personnel, equipment and resources committed to the fire, field medical, search and rescue
and hazardous materials elements of the incident.
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Operations Section – Fire & Rescue Unit Leader
OPERATIONS SECTION: FIRE & RESCUE UNIT LEADER
Branch/Unit Start‐Up Actions
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the Operations Section
Chief and obtain a briefing.
Determine your personal
operating location and set up as
necessary.
Review your position
responsibilities.
Obtain a briefing from the field
Incident Command Post(s) or
DOC, if activated, prior to
assuming EOC assignment and
brief the Operations Section
Chief.
Identify yourself as the Fire &
Rescue Unit Leader by putting on
the vest with your title. Print
your name on the EOC
organization chart next to your
assignment.
Ensure that all required supplies
are available and equipment is
working properly (phones, radios,
forms, lists, maps, etc.).
Ascertain if all key Fire
Department personnel are in the
EOC or have been notified.
Clarify any issues regarding your
authority and assignment and
what others in the organization
do.
Activate elements of your Unit,
establish work area, assign duties
and ensure Unit journal/log is
opened.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING F EACH SHIFT O0
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Operations Section – Fire & Rescue Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all on‐duty Fire
personnel have been alerted and
notified of the current situation.
Ensure that all off‐duty Fire
personnel have been notified of
call‐back status (when they
should report), in accordance
with current department
emergency procedures.
Ensure that all Fire personnel
have completed status check on
equipment, facilities and
operational capabilities.
Ensure that field units begin
safety/damage assessment
survey of critical facilities and
report status information to the
Planning & Intelligence Section
through the Operations Section.
Determine 24‐hour staffing
requirement and request
additional support as required.
Request additional resources
through the Logistics Section or
established ordering procedures,
as needed
Ensure that all your incoming
Unit personnel are fully briefed.
Based on the situation as known
or forecast, determine likely
future Unit needs.
Think ahead and anticipate
situations and problems before
they occur.
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Operations Section – Fire & Rescue Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Using activity log, maintain all
required records and
documentation to support the
After‐Action Report and the
history of the
emergency/disaster. Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on duty
and assignments
Precise information is essential
to meet requirements for
possible reimbursement by Cal‐
EMA and FEMA.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Develop a plan for your Unit
operations and support of field
operations as requested. Assign
specific responsibilities.
Keep up to date on the situation
and resources associated with
your Unit. Maintain current
status reports and displays.
Ensure that field units are
conducting a safety/damage
assessment.
Obtain regular briefings from
field command post(s).
Direct field units to report
pertinent information (casualties,
damage observations, evacuation
status, chemical exposures, etc.)
to the appropriate EOC Unit.
Keep the Operations Section
Chief advised of your Unit status
and activity and on any problem
areas that now need or will
require solutions.
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Operations Section – Fire & Rescue Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Provide periodic situation or
status reports to your Section
Chief for updating information to
the Planning & Intelligence
Section.
Establish operating procedure
with the
Communications/Information
Systems Unit of the Logistics
Section for use of telephone,
radio and data systems. Make
any priorities or special requests
known.
Review situation reports as they
are received. Verify information
where questions exist.
Anticipate potential situation
changes, such as severe
aftershocks, in all Unit planning.
Develop a backup plan for all
plans and procedures requiring
off‐site communications.
Determine and anticipate your
support needs and forward to
your Section Chief.
Conduct periodic briefings for
your Unit, including priorities.
Monitor your Unit activities and
adjust staffing and organization
as appropriate to meet current
needs.
Use face‐to‐face communication
in the EOC whenever possible
and document decisions and
policy.
Refer all media contacts to your
Section Chief.
Be prepared to participate in the
EOC Director’s action planning
meetings and policy decisions if
requested.
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Operations Section – Fire & Rescue Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all your Unit
personnel and equipment time
records and record of expendable
materials used are provided to
your Section Chief at the end of
each operational period.
Brief your relief at shift‐change
time. Ensure that in‐progress
activities are identified and
follow‐up requirements are
known.
Branch Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Assess the impact of the disaster
on the Fire Department
operational capacity.
Set Fire Department priorities
based on the nature and severity
of the disaster.
Attend planning meetings at the
request of the Operations Section
Chief.
Assist in the preparation of the
EOC Action Plan.
Estimate need for fire mutual aid.
Report to the Operations Section
Chief when:
• EOC Action Plan needs
modification.
• Additional resources are
needed or surplus resources
are available.
• Significant events occur.
Request mutual aid resources
through proper channels when
approved by the Operations
Section Chief.
• Order all fire resources
through the Operational Area
Fire & Rescue Coordinator.
• Order all other resources
through the Logistics Section
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Operations Section – Fire & Rescue Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Report to the Operational Area
Fire & Rescue Coordinator on
major problems, actions taken
and resources available or
needed.
Alert all emergency responders to
the dangers associated with
hazardous materials and fire.
Provide emergency medical care
and transportation to appropriate
facilities.
Assist in dissemination of warning
to the public.
Provide fire protection and safety
assessment of shelters.
Provide support for
decontamination operations.
Check with the other Operations
Section Units for a briefing on the
status of the emergency.
Coordinate with the Supply &
Procurement Unit and Facilities
Unit in Logistics Section for
feeding and shelter of Fire
personnel.
Determine if current and
forecasted weather conditions
will complicate large and intense
fires, hazardous material
releases, major medical incidents
and/or other potential problems.
Review and approve accident and
medical reports originating within
the Fire & Rescue Unit.
Resolve logistical problems
reported by the field units.
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms or
reports are completed prior to
your release and departure.
Be prepared to provide input to
the After‐Action Report.
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Operations Section – Fire & Rescue Unit Leader
Hermosa Beach EOP – Functional Annexes
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CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Determine what follow‐up to
your assignment might be
required before you leave.
Deactivate the Fire & Rescue Unit
position and close out logs when
authorized by the Operations
Section Chief or EOC Director.
Leave forwarding phone number
where you can be reached.
Operations Section – Law Enforcement Unit Leader
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OPERATIONS SECTION
LAW ENFORCEMENT UNIT LEADER
PRIMARY: Police Chief
ALTERNATE: Police Captain, Field Operations
SUPERVISOR: Operations Section Chief
GENERAL DUTIES:
• Coordinate movement and evacuation operations during the disaster.
• Alert and notify the public of the pending or existing emergency.
• Activate any public warning systems.
• Coordinate all law enforcement and traffic control operations during the disaster.
• Ensure the provision of security at incident facilities.
• Coordinate incoming law enforcement mutual aid resources during the emergency.
• Coordinate and assume responsibility as necessary for Medical Examiner Operations.
• Refer to Los Angeles County Operational Area Plan.
YOUR RESPONSIBILITY:
Alert and warn the public, coordinate evacuations, enforce laws and emergency orders, establish safe
traffic routes, ensure that security is provided at incident facilities, ensure access control to damaged
areas, order and coordinate appropriate mutual aid resources and assume responsibility for the
Coroner function in the absence of the Los Angeles County Coroner. Necessary units or groups may be
activated as needed to carry out these functions.
Operations Section – Law Enforcement Unit Leader
OPERATIONS SECTION: LAW ENFORCEMENT UNIT LEADER
Unit Start‐Up Actions
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the
EOC.
Report to the Operations
Section Chief and obtain a
briefing.
Determine your personal
operating location and set up
as necessary.
Review your position
responsibilities.
Obtain a briefing from the field
Incident Command Post(s) prior
to assuming EOC assignment
and brief the Operations
Section Chief.
Identify yourself as the Law
Enforcement Unit Leader by
putting on the vest with your
title. Print your name on the
EOC organization chart next to
your assignment.
Clarify any issues regarding
your authority and assignment
and what others in the
organization do.
Activate elements of your
Branch, establish work area,
assign duties and ensure
Branch journal/log is opened.
Determine 24‐hour staffing
requirement and request
additional support as required.
Request additional resources
through the Logistics Section or
established ordering
procedures, as needed.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING F EACH SHIFT O0
Hermosa Beach EOP – Functional Annexes
Page 84 of 238
Operations Section – Law Enforcement Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all your incoming
Branch personnel are fully
briefed.
Based on the situation as
known or forecast, determine
likely future Unit needs.
Think ahead and anticipate
situations and problems before
they occur.
Using activity log, maintain all
required records and
documentation to support the
After‐Action Report and the
history of the
emergency/disaster.
Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on
duty and assignments.
Precise information is essential
to meet requirements for
possible reimbursement by Cal‐
EMA and FEMA.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Develop a plan for your Unit
operations and support of field
operations as requested.
Assign specific responsibilities.
Keep up to date on the
situation and resources
associated with your Unit.
Maintain current status reports
and displays.
Obtain regular briefings from
field command post(s).
Ensure that field units are
conducting a safety/damage
assessment.
Hermosa Beach EOP – Functional Annexes
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Operations Section – Law Enforcement Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Keep the Operations Section
Chief advised of your Unit
status and activity and on any
problem areas that now need
or will require solutions.
Provide periodic situation or
status reports to your Section
Chief for updating information
to the Planning & Intelligence
Section.
Establish operating procedure
with the
Communications/Information
Systems Unit of the Logistics
Section for use of telephone,
radio and data systems. Make
any priorities or special
requests known.
Review situation reports as
they are received. Verify
information where questions
exist.
Anticipate potential situation
changes, such as severe
aftershocks, in all Unit
planning. Develop a backup
plan for all plans and
procedures requiring off‐site
communications.
Determine and anticipate your
support needs and forward to
your Section Chief.
Conduct periodic briefings for
your Unit. Ensure they are
aware of priorities.
Monitor your Unit activities and
adjust staffing and organization
as appropriate to meet current
needs.
Use face‐to‐face
communication in the EOC
whenever possible and
document decisions and policy
Hermosa Beach EOP – Functional Annexes
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Operations Section – Law Enforcement Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Refer all media contacts to your
Section Chief.
Be prepared to participate in
the EOC Director’s action
planning meetings and policy
decisions if requested.
Ensure that all your Unit
personnel and equipment time
records and record of
expendable materials used are
provided to your Section Chief
at the end of each operational
period.
Brief your relief at shift‐change
time. Ensure that in‐progress
activities are identified and
follow‐up requirements are
known.
Unit Operational Duties
Unit Operational Duties are organized into categories: Mobilization, Initial Response,
Alerting/Warning, Evacuation, Security, Other, and Additional Actions in Response to Hazardous
Materials, Air Crash, or Flooding/Dam Failure.
Mobilization
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all on‐duty Law
Enforcement and Public Safety
personnel have been alerted
and notified of the current
situation.
Ensure that all off‐duty Law
Enforcement and Public Safety
personnel have been notified of
call‐back status, (when they
should report) in accordance
with current department
emergency procedures.
Ensure that Law Enforcement
and Public Safety personnel
have completed status checks
on equipment, facilities, and
operational capabilities.
Hermosa Beach EOP – Functional Annexes
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Operations Section – Law Enforcement Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Alter normal patrol procedures
to accommodate the
emergency situation.
Initial Response
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that field units begin
safety/damage assessment
survey of critical facilities and
report status information to the
Planning & Intelligence Section
through the Operations
Section.
Notify Los Angeles County
Sheriff’s Station of status.
Coordinate with the
appropriate units of the
Logistics Section for supplies,
equipment, personnel, and
transportation for field
operations.
Establish a multi‐purpose
staging area as required.
Direct field units to report
pertinent information
(casualties, damage
observations, evacuation
status, chemical exposure, etc.)
to the appropriate EOC Unit.
Designate area to be warned
and/or evacuated.
Develop the warning/
evacuation message to be
delivered. At a minimum the
message should include:
• Nature of the emergency
and exact threat to public
• Threat areas
• Time available for
evacuation
• Evacuation routes
• Location of evacuee
assistance center
• Radio stations carrying
instructions and details
Hermosa Beach EOP – Functional Annexes
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Operations Section – Law Enforcement Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Coordinate all emergency
warning and messages with the
EOC Director and the PIO.
Consider following
dissemination methods:
• Notifying police units to use
loudspeakers and sirens to
announce warning
messages.
• Determining if helicopters
are available and/or
appropriate for announcing
warnings
• Using cable TV, local radio
stations or local low‐power
radio stations to deliver
warning or emergency
messages upon approval of
the EOC Director.
• Using the Emergency Alert
System (EAS) for local radio
and television delivery of
warnings
Using explorers, volunteers,
reserves and other city
personnel as necessary to help
with warnings. Request
through the Personnel Unit in
the Logistics Section.
Ensure that dispatch notifies
special facilities requiring
warning and/or notification (i.e.
hospitals, schools, government
facilities, special industries,
etc.)
Hermosa Beach EOP – Functional Annexes
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Operations Section – Law Enforcement Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Warn all non‐English speaking;
hearing, visually or mobility
impaired persons; and other
special needs population of the
emergency situation/hazard by:
• Using bilingual employees
whenever possible.
• Translating all warnings,
written and spoken, into
appropriate languages.
• Contacting media outlets
(radio/television) that serve
the languages you need.
• Utilizing TDD machines and
9‐1‐1 translation services to
contact the deaf.
• Using pre‐identified lists of
disabled and hearing
impaired persons for
individual contact.
Check vacated areas to ensure
that all people have received
warnings.
Evacuation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Implement the evacuation
portion of the EOC Action Plan.
Establish emergency traffic
routes in coordination with the
Construction & Engineering
Unit, utilizing the Operational
Area Law Enforcement
Coordinator.
Coordinate with the
Construction & Engineering
Unit to determine capacity and
safety of evacuation routes and
time to complete evacuation.
Ensure that evacuation routes
do not pass through hazard
zones.
Hermosa Beach EOP – Functional Annexes
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Operations Section – Law Enforcement Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Identify alternate evacuation
routes where necessary.
Through field unit requests,
identify persons/facilities that
have special evacuation
requirements; i.e. disabled,
hospitalized, elderly,
institutionalized, incarcerated
etc. Check status. Evacuate if
necessary. Coordinate with the
Transportation Unit of the
Logistics Section for
transportation.
Consider use of city vehicles if
threat is imminent. Coordinate
use of city vehicles (trucks,
vans, etc.) with the
Transportation Unit of the
Logistics Section. Encourage
the use of private vehicles if
possible.
Establish evacuation assembly
points.
Coordinate the evacuation of
hazardous areas with
neighboring jurisdictions and
other affected agencies.
Coordinate with Health &
Welfare Unit of the Operations
Section to open evacuation
centers.
Establish traffic control points
and provide traffic control for
evacuation and perimeter
control for affected areas.
Place towing services on stand‐
by to assist disabled vehicles on
evacuation routes.
Monitor status of warning and
evacuation processes.
Coordinate with the
Construction & Engineering
Unit to obtain necessary
barricades and signs.
Hermosa Beach EOP – Functional Annexes
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Operations Section – Law Enforcement Unit Leader
Security
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Enforce curfew and other
emergency orders, as identified
in the EOC Action Plan.
Request mutual aid assistance
through the Los Angeles County
Sheriff.
Coordinate security in the
affected areas to protect public
and private property.
Coordinate security for critical
facilities and resources.
Coordinate with the
Construction & Engineering
Unit for street closures and
board up of buildings.
Coordinate law enforcement
and crowd control services at
mass care and evacuation
centers.
Provide information to the PIO
on matters relative to public
safety.
Ensure that detained inmates
are protected from potential
hazards. Ensure adequate
security, and relocate if
necessary.
Consider vehicle security and
parking issues at incident
facilities and coordinate
security if necessary.
Develop procedures for safe re‐
entry into evacuated areas.
Hermosa Beach EOP – Functional Annexes
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Operations Section – Law Enforcement Unit Leader
Other
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Coordinate with appropriate
animal care agencies and the
Facilities Unit and the Supply &
Procurement Unit of the
Logistics Section. Take required
animal control measures as
necessary.
If requested, assist the Medical
Examiner with removal and
disposition of the dead.
Additional Actions in Response to Hazardous Materials Incidents
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Insure that all personnel remain
upwind or upstream of the
incident site. This may require
repositioning of personnel and
equipment as conditions
change.
Notify appropriate local, state,
and federal hazard response
agencies.
Consider wind direction and
other weather conditions.
Contact the Situation Analysis
Unit of the Planning &
Intelligence Section for
updates.
Assist with the needs at the
Unified Command Post as
requested.
Assist in efforts to identify
spilled substances, including
locating shipping papers and
placards, and contacting as
required: County Department
of Environmental Health, Cal‐
EMA, shipper, manufacturer,
CHEMTREC, etc.
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Operations Section – Law Enforcement Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 94 of 238
Additional Actions In Response to a Major Air Crash
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Notify the Federal Aviation
Administration or appropriate
military command.
Request temporary flight
restrictions.
Additional Actions In Response to Flooding and/or Dam Failure
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Notify all units in and near
inundation areas of flood
arrival time.
Direct mobile units to warn
public to move to higher
ground immediately. Continue
warning as long as needed.
Coordinate with PIO to notify
radio stations to broadcast
warnings.
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms
or reports are completed prior
to your release and departure.
Be prepared to provide input to
the After‐Action Report.
Determine what follow‐up to
your assignment might be
required before you leave.
Deactivate the Law
Enforcement Unit position and
close out logs when authorized
by the Operations Section Chief
or EOC Director.
Leave forwarding phone
number where you can be
reached.
Operations Section – Health & Welfare Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 95 of 238
OPERATIONS SECTION
HEALTH & WELFARE UNIT LEADER
PRIMARY: Community Resources Director
ALTERNATE: Recreation Supervisor
SUPERVISOR: Operations Section Chief
In the event of a major disaster, there may be an extended period of time before Los Angeles County
multi‐casualty services can be provided. As resources allow, the Health & Welfare Unit will coordinate
the appropriate actions until the County responds.
The Los Angeles County Health Services in coordination with the private hospitals designated as
Casualty Collection Points (CCP) sites is responsible for assigning medical staff to CCPs.
GENERAL DUTIES:
• Monitor and coordinate all tactical operations of triage, emergency medical care and treatment
of the sick and injured resulting from the incident.
• Assess medical casualties and needs.
• Coordinate resources and communication with medical/health care facilities and transportation
companies for the evacuation and continual patient care consistent with the EOC Action Plan.
• Coordinate preventive health services and other health‐related activities and advise on general
sanitation matters.
• Refer to Los Angeles County Operational Area Annexes.
YOUR RESPONSIBILITY:
Manage personnel, equipment and resources to provide the best patient care possible consistent with
the EOC Action Plan. Coordinate the provision of public health and sanitation consistent with the EOC
Action Plan.
Operations Section – Health & Welfare Unit Leader
OPERATIONS SECTION: HEALTH & WELFARE UNIT LEADER
Unit Start‐Up Actions
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the Operations Section
Chief and obtain a briefing.
Determine your personal operating
location and set up as necessary.
Review your position
responsibilities.
Obtain a briefing from the field
Incident Command Post(s), if
activated, prior to assuming EOC
assignment and brief the
Operations Section Chief.
Identify yourself as the Health &
Welfare Unit Leader by putting on
the vest with your title. Print your
name on the EOC organization
chart next to your assignment.
Ensure that all required supplies
are available and equipment is
working properly (phones, radios,
forms, lists, maps, etc.).
Clarify any issues regarding your
authority and assignment and what
others in the organization do.
Activate elements of your Unit,
establish work area, assign duties
and ensure Unit journal/log is
opened.
Ensure that a status check on
equipment, facilities and
operational capabilities has been
completed.
Ensure that field units begin
safety/damage assessment survey
of critical facilities and report status
information to the Planning &
Intelligence Section through the
Operations Section.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING F EACH SHIFT O0
Hermosa Beach EOP – Functional Annexes
Page 96 of 238
Operations Section – Health & Welfare Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Determine 24‐hour staffing
requirement and request additional
support as required.
Request additional resources
through the Logistics Section or
established ordering procedures, as
needed.
Ensure that all your incoming Unit
personnel are fully briefed.
Based on the situation as known or
forecast, determine likely future
Unit needs.
Think ahead and anticipate
situations and problems before
they occur.
Using activity log, maintain all
required records and
documentation to support the
After‐Action Report and the history
of the emergency/disaster.
Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on duty
and assignments
Precise information is essential to
meet requirements for possible
reimbursement by Cal‐EMA and
FEMA.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Develop a plan for your Unit
operations and support of field
operations as requested. Assign
specific responsibilities.
Keep up to date on the situation
and resources associated with your
Unit. Maintain current status
reports and displays.
Obtain regular briefings from field
command post(s).
Hermosa Beach EOP – Functional Annexes
Page 97 of 238
Operations Section – Health & Welfare Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Direct field units to report pertinent
information (casualties, damage
observations, evacuation status,
chemical exposures, etc.) to the
appropriate EOC Unit.
Keep the Operations Section Chief
advised of your Unit status and
activity and on any problem areas
that now need or will require
solutions.
Provide periodic situation or status
reports to your Section Chief.
Establish operating procedure with
the Communications/Information
Systems Unit of the Logistics
Section for use of telephone, radio
and data systems. Make any
priorities or special requests
known.
Review situation reports as they are
received. Verify information where
questions exist.
Anticipate potential situation
changes, such as severe
aftershocks, in all Unit planning.
Develop a backup plan for all plans
and procedures requiring off‐site
communications.
Determine and anticipate your
support needs and forward to your
Section Chief.
Conduct periodic briefings for your
Unit. Ensure they are aware of
priorities.
Monitor your Unit activities and
adjust staffing and organization as
appropriate to meet current needs.
Use face‐to‐face communication in
the EOC whenever possible and
document decisions and policy.
Refer all media contacts to your
Section Chief.
Hermosa Beach EOP – Functional Annexes
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Operations Section – Health & Welfare Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Be prepared to participate in the
EOC Director’s action planning
meetings and policy decisions if
requested.
Ensure that all your Unit personnel
time records and record of
expendable materials used are
provided to your Section Chief at
the end of each operational period.
Brief your relief at shift‐change
time. Ensure that in‐progress
activities are identified and follow‐
up requirements are known.
Unit Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Access County medical/health
response by contacting the Los
Angeles County Operational Area.
Arrange for emergency medical
support and hospital care for
disaster victims during and after an
incident.
Determine number and location of
casualties that require
hospitalization
Identify hospitals, nursing homes
and other facilities that could be
expanded into emergency
treatment centers for disaster
victims and inform the Los Angeles
County OAEOC.
In the event of an evacuation,
coordinate with the Law
Enforcement Unit to reduce the
patient population in hospitals,
nursing homes and other care
facilities.
Provide continued medical care for
patients who cannot be moved
when hospitals, nursing homes and
other health care facilities are
evacuated.
Hermosa Beach EOP – Functional Annexes
Page 99 of 238
Operations Section – Health & Welfare Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Coordinate with Construction &
Engineering Unit to provide on‐site
assistance with hazardous materials
operations at the request of team
leaders.
In conjunction with the Health &
Welfare Unit in the Operations
Section, establish and staff medical
care stations at shelter facilities.
Establish and operate first aid
stations for emergency workers as
appropriate to the incident.
Coordinate with the Personnel Unit
of the Logistics Section to obtain
additional health/medical
personnel.
In conjunction with the
Transportation Unit of the Logistics
Section, coordinate transportation
and care of injured persons to
treatment areas.
Provide information on the disaster
routes established within the EOC
Action Plan to local hospitals,
health care facilities, ambulance
companies, etc.
Provide to the PIO the locations of
shelters, first aid facilities, Casualty
Collection Points (CCPs), public
health hazards and mitigation
procedures and other information
for press release.
In conjunction with the Situation
Analysis Unit of the Planning &
Intelligence Section, establish a
patient tracking system.
Protect sources of potable water
and sanitary sewage systems from
effects of potential hazards.
Identify sources of contamination
dangerous to the health of the
community and post as needed.
Hermosa Beach EOP – Functional Annexes
Page 100 of 238
Operations Section – Health & Welfare Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Coordinate inspection of health
hazards in damaged buildings.
Coordinate with the Los Angeles
County Operational Area in
developing procedures to distribute
medications to shelters or
treatment areas as needed.
Coordinate with the Los Angeles
County Operational Area in
appropriate disease prevention
measures, i.e., inoculation, water
purification, pest control,
inspection of foodstuffs and other
consumable’s, etc.
Additional Actions in Response to Flooding and/or Dam Failure
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Identify facilities subject to flooding
and prepare to move people from
facilities.
Additional Actions in Response to Hazardous Material Incidents
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Identify patients and notify
hospitals if contaminated or
exposed patients are involved.
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms or
reports are completed prior to your
release and departure.
Be prepared to provide input to the
After‐Action Report.
Determine what follow‐up to your
assignment might be required
before you leave.
Deactivate the Health & Welfare
Unit Leader position and close out
logs when authorized by the
Operations Section Chief or EOC
Director.
Leave forwarding phone number
where you can be reached.
Hermosa Beach EOP – Functional Annexes
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Operations Section – Health & Welfare Unit Leader
Hermosa Beach EOP – Functional Annexes
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Operations Section – Construction & Engineering Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 103 of 238
OPERATIONS SECTION
CONSTRUCTION & ENGINEERING UNIT LEADER
PRIMARY: Public Works Director
ALTERNATE: Associate Engineer
SUPERVISOR: Operations Section Chief
GENERAL DUTIES:
• Receive and process all field resource requests for Public Works resources. Coordinate those
requests internally and externally as necessary to make sure there are no duplicate orders.
• Coordinate with the Logistics Section on the acquisition of all resources and support supplies,
materials and equipment.
• Determine the need for and location of general staging areas for unassigned resources. Coordinate
with the Facilities Unit of the Logistics Section and participate in any action planning meetings
pertaining to the establishment of additional locations.
• Prioritize the allocation of resources to individual incidents. Monitor resource assignments. Make
adjustments to assignments based on requirements.
• Refer to Los Angeles County Operational Area Annexes.
YOUR RESPONSIBILITY:
Coordinate all public works operations; maintain public facilities, surviving utilities and services, as well
as restore those that are damaged or destroyed; assist other functions with traffic issues, search and
rescue, transportation, etc. as needed.
Operations Section – Construction & Engineering Unit Leader
OPERATIONS ANNEX: CONSTRUCTION & ENGINEERING UNIT LEADER
Unit Start‐Up Actions
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the Operations Section
Chief and obtain a briefing.
Determine your personal operating
location and set up as necessary.
Review your position
responsibilities.
Obtain a briefing from the field
Incident Command Post(s), if
activated, prior to assuming EOC
assignment and brief the
Operations Section Chief.
Identify yourself as the
Construction & Engineering Unit
Leader by putting on the vest with
your title. Print your name on the
EOC organization chart next to your
assignment.
Ensure that all required supplies
are available and equipment is
working properly (phones, radios,
forms, lists, maps, etc.).
Ascertain if all key Public Works
Department personnel are in the
EOC or have been notified.
Clarify any issues regarding your
authority and assignment and the
jobs of others.
Activate elements of your Unit,
establish work area, assign duties
and ensure Unit journal/log is
opened.
Ensure that all on‐duty Public
Works personnel have been alerted
and notified of the current
situation.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING F EACH SHIFT O0
Hermosa Beach EOP – Functional Annexes
Page 104 of 238
Operations Section – Construction & Engineering Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all off‐duty Public
Works personnel have been
notified of call‐back status (when
they should report), in accordance
with current department
emergency procedures.
Ensure that all Public Works
personnel have completed status
check on equipment, facilities and
operational capabilities.
Ensure that field units begin
safety/damage assessment survey
of critical facilities and report
status information to the Planning
& Intelligence Section through the
Operations Section.
Determine 24‐hour staffing
requirement and request additional
support as required.
Request additional resources
through the Logistics Section or
established ordering procedures, as
needed.
Ensure that all your incoming Unit
personnel are fully briefed.
Based on the situation as known or
forecast, determine likely future
Unit needs.
Think ahead and anticipate
situations and problems before
they occur.
Hermosa Beach EOP – Functional Annexes
Page 105 of 238
Operations Section – Construction & Engineering Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Using activity log, maintain all
required records and
documentation to support the
After‐Action Report and the history
of the emergency/disaster.
Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on duty
and assignments
Precise information is essential to
meet requirements for possible
reimbursement by Cal‐EMA and
FEMA.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Develop a plan for your Unit
operations and support of field
operations as requested. Assign
specific responsibilities.
Keep up to date on the situation
and resources associated with your
Unit. Maintain current status
reports and displays.
Ensure that field units are
conducting a safety/damage
assessment.
Obtain regular briefings from field
command post(s).
Direct field units to report
pertinent information (casualties,
damage observations, evacuation
status, chemical exposures, etc.) to
the appropriate EOC Unit.
Keep the Operations Section Chief
advised of your Unit status and
activity and on any problem areas
that now need or will require
solutions.
Hermosa Beach EOP – Functional Annexes
Page 106 of 238
Operations Section – Construction & Engineering Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Provide periodic situation or status
reports to your Section Chief for
updating information to the
Planning & Intelligence Section.
Establish operating procedure with
the Communications/Information
Systems Unit of the Logistics
Section for use of telephone, radio
and data systems. Make any
priorities or special requests
known.
Review situation reports as they
are received. Verify information
where questions exist.
Anticipate potential situation
changes, such as severe
aftershocks, in all Unit planning.
Develop a backup plan for all plans
and procedures requiring off‐site
communications.
Determine and anticipate your
support needs and forward to your
Section Chief.
Conduct periodic briefings for your
Unit. Ensure they are aware of
priorities.
Monitor your Unit activities and
adjust staffing and organization as
appropriate to meet current needs.
Use face‐to‐face communication in
the EOC whenever possible and
document decisions and policy.
Refer all media contacts to your
Section Chief.
Be prepared to participate in the
EOC Director’s action planning
meetings and policy decisions if
requested.
Ensure that all your Unit personnel
and equipment time records and
record of expendable materials
used are provided to your Section
Chief at the end of each
operational period.
Hermosa Beach EOP – Functional Annexes
Page 107 of 238
Operations Section – Construction & Engineering Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Brief your relief at shift‐change
time. Ensure that in‐progress
activities are identified and follow‐
up requirements are known.
Branch Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Receive and process all requests for
Public Works resources.
Maintain back‐up power in the
EOC.
Assure that all emergency
equipment has been moved from
unsafe areas.
Mobilize personnel, heavy
equipment and vehicles to
designated general staging areas.
Obtain resources through the
Logistics Section, utilizing mutual
aid process when appropriate.
Allocate available resources based
on requests and EOC priorities.
Determine priorities for identifying,
inspecting and designating
hazardous structures to be
demolished.
Ensure that sources of potable
water and sanitary sewage systems
are available and protected from
potential hazards.
Develop priorities and coordinate
with utility companies for
restoration of utilities to critical
and essential facilities.
Hermosa Beach EOP – Functional Annexes
Page 108 of 238
Operations Section – Construction & Engineering Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
In coordination with the Los
Angeles County Department of
Public Works, determine status of
the Disaster Routes and other
transportation routes into and
within the affected area.
Determine present priorities and
estimated times for restoration.
Clear and reopen Disaster Routes
on a priority basis.
Coordinate with the Law
Enforcement Unit to ensure the
safety of evacuation routes
following a devastating event.
Coordinate with the Supply &
Procurement Unit of the Logistics
Section for sanitation service
during an emergency.
Support clean‐up and recovery
operations during disaster events.
Clear debris from waterways to
prevent flooding. Drain flooded
areas, as needed.
Develop a debris removal plan to
facilitate city clean‐up operations,
which addresses:
• Identification of agencies that
could assist with the
coordination of the debris
removal process
• Identification of and
cooperation with landfills
(consider fee waivers,
modification of landfill
operating hours, and public
concerns)
• Cooperation with various waste
management regulatory
agencies to address associated
debris removal problems.
• Identification and
establishment of debris
collection sites.
• Evaluation of potential
recycling of debris.
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Operations Section – Construction & Engineering Unit Leader
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• Prioritization and completion of
the debris removal process.
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms or
reports are completed prior to your
release and departure.
Be prepared to provide input to the
After‐Action Report.
Determine what follow‐up to your
assignment might be required
before you leave.
Deactivate the Construction &
Engineering Unit Leader position
and close out logs when authorized
by the Operations Section Chief or
EOC Director.
Planning & Intelligence Section
Planning & Intelligence Section
Purpose & Overview The purpose of the Planning & Intelligence Section is to enhance the
capability of the City of Hermosa Beach to respond to emergencies by
planning application and coordination of available resources. It is the policy
of this section that the priorities of responses are to be:
• Protect life and property.
• Provide planning and direction for the emergency operations and
optimize the management of resources.
• Provide support to the other sections of the City’s emergency response
team.
• At the earliest possible opportunity restore essential services and
systems.
The Planning & Intelligence Section’s primary responsibility is to collect,
evaluate, display and disseminate incident information and status of
resources. This Section functions as the primary support for decision‐
making to the overall emergency organization. This Section also maintains
damage assessment estimates, develops plans necessary to cope with
changing field events, and conducts safety inspections to establish
occupancy standards. During a disaster/emergency, other department
heads will advise the Planning & Intelligence Section Chief on various
courses of action from their departmental level perspective.
Objectives The Planning & Intelligence Section ensures that damage/safety assessment
information is compiled, assembled and reported in an expeditious manner
to the various EOC sections, City departments and the Los Angeles County
Operational Area.
The Planning & Intelligence Section is also responsible for the detailed
recording (Documentation Unit) of the entire response effort and the
preservation of these records during and following the disaster. The
Planning & Intelligence Section will accomplish the following specific
objectives during a disaster/emergency:
• Collect initial situation and damage/safety assessment information.
• Display situation and operational information in the Emergency
Operations Center (EOC) using maps and visual aids.
• Disseminate intelligence information to the EOC Director, EOC
Coordinator, Public Information Officer, General Staff and the Los
Angeles County Operational Area.
• Conduct mapping and recording operations.
• Prepare summary damage/safety assessment reports for dissemination
to other sections, City departments, Cal‐EMA, FEMA and the Los
Angeles County Operational Area.
• Prepare required reports identifying the extent of damage and financial
losses.
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Planning & Intelligence Section
• Determine the City’s post‐event condition.
• Provide Planning & Intelligence support to other sections.
• Ensure accurate recording and documentation of the incident.
• Prepare the City’s EOC Action Plan.
• Prepare the City’s After‐Action Report.
• Prepare a post‐disaster Recovery Plan.
• Maintain proper and accurate documentation of all actions taken to
ensure that all required records are preserved for future use and Cal‐
EMA and FEMA filing requirements.
• Acquire technical experts for special interest topics or special technical
knowledge subjects.
Concept of
Operations The Planning & Intelligence Section will operate under the following policies
during a disaster/emergency as the situation dictates:
• The Standardized Emergency Management System (SEMS) will be
followed.
• All existing City and departmental operating procedures will be adhered
to unless modified by the City Council or EOC Director. All on‐duty
personnel are expected to remain on duty until properly relieved of
duty. Off‐duty personnel will be expected to return to work in
accordance with City of Hermosa Beach Emergency Operations Center
SOP.
• While in a disaster mode, operational periods will be 12 hours for the
duration of the event. Operational periods will normally change at 7:00
a.m. and 7:00 p.m. Operational periods should be event driven.
Identification of
Risks As part of the City’s General Plan, the Public Safety Element identifies safety
risks throughout the City related to goals, objectives and implementing
policies and action programs for:
• Geology and seismic safety
• Flood hazards
• Fire and Emergency Medical Services
• Disaster preparedness
• Hazardous materials
• Crime hazards
• Airport hazards
• Oil spills
• Electro‐magnetic fields
The Hazard Analysis contained in Emergency Operations Plan identifies the
following hazards and their associated vulnerabilities and impacts:
• Earthquake
• Transportation accident – air and shipping
• Flood – coastal and urban
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Planning & Intelligence Section
• Severe weather – windstorms and tropical storms
• Water tower failure
• Fire – urban conflagration
• Terrorism
Section Activation
Procedures The EOC Director is authorized to activate the Planning & Intelligence
Section.
When to Activate The Planning & Intelligence Section may be activated when the City’s
Emergency Operations Center (EOC) is activated or upon the order of the
EOC Director.
Where to Report The EOC is located at 710 Pier Avenue. The Alternate EOC is located at 540
Pier Avenue.
When to Report See the EOC Standard Operating Procedures.
Action Planning Action Plans are an essential part of SEMS at all levels. Action Planning is an
effective management tool involving two essential items:
• A process to identify objectives, priorities and assignments related to
emergency response or recovery actions.
• Plans which document the priorities, objectives, tasks and personnel
assignments associated with meeting the objectives.
There are two kinds of action plans—Incident Action Plans and EOC Action
Plans. EOC Action Plans (known as action plans) should focus on
jurisdictional related issues. The format and content for Action Plans at the
incident level and at EOC levels will vary. The process for developing Action
Plans is quite similar for all SEMS levels.
Incident Action Plans
(Field Level) At the field level, Action Plans developed for use at incidents are called
Incident Action Plans (IAP). Incident Action Plans are required for each
operational period (an operational period is the length of time scheduled for
the execution of a given set of operational actions as specified in the IAP).
Incident Action Plans may be either verbal or written.
Written Incident Action Plans are recommended for:
• Any multi‐agency and multi‐jurisdictional incident.
• Complex incidents.
• Long‐term incidents when operational periods would span across shift
changes.
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Planning & Intelligence Section
Special forms are used within ICS to record information for written Incident
Action Plans. These forms should be used whenever possible. The format
for an Incident Action Plan will generally include the following elements:
• Incident objectives and priorities (overall, what do we want to
achieve?).
• Primary and alternative strategies (as appropriate) to achieve incident
objectives (what are the ways in which we can achieve the objectives;
how do the strategies compare in safety, speed, environmental impact,
cost, etc.; is current resource availability a limiting or dictating factor in
strategy selection?)
• Tactics appropriate to the selected strategy (given a selected strategy,
what are the specific tactics necessary to implement the strategy?)
• The kinds and number of resources to be assigned (determined by the
tactics to be used).
• The operations organization necessary for the selected strategy and
tactics (can include describing the incident geographically or
functionally).
• Overall support organization including logistical, planning and
finance/administration functions.
• A communications plan.
• Safety messages.
• Other supporting documentation needed (e.g. an incident map showing
access, key facilities, etc.; a medical support plan, etc.)
Action Planning at
EOC Levels Action planning at all EOC levels, like that of the field level, is based around
the use of an operational period. The length of the operational period for
the EOC is determined by first establishing a set of objectives and priority
actions that need to be performed and then establishing a reasonable time
frame for accomplishing those actions. Generally, the actions requiring the
longest time period will define the length of the operational period.
Typically, operational periods at the beginning of an emergency are short,
sometimes only a few hours. As the emergency progresses, operational
periods may be longer, but should not exceed twenty‐four hours.
Operational periods should not be confused with staffing patterns or shift
change periods. They may be the same, but need not be.
The initial EOC Action Plan may be a verbal plan put together in the first
hour after EOC activation. The EOC Director in concert with the General
Staff usually does it. Once the EOC is fully activated, EOC Action Plans
should be written.
EOC Action Plans should not be complex or create a time‐consuming
process. The format may vary somewhat within the several EOC SEMS
levels, but the EOC Action Plan should generally cover the following
elements:
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Planning & Intelligence Section
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• Listing of objectives to be accomplished (should be measurable).
• Statement of current priorities related to objectives.
• Statement of strategy to achieve the objectives (identify if there is more
than one way to accomplish the objective, and which way is preferred).
• Assignments and actions necessary to implement the strategy.
• Operational period designation, the time frame necessary to accomplish
the actions.
• Organizational elements to be activated to support the assignments
(also, later EOC Action Plans may list organizational elements that will
be activated during or at the end of the period).
• Logistical or other technical support required.
Focus of the EOC
Action Plan The primary focus of the EOC Action Plan should be on jurisdictional issues.
The plan sets overall objectives for the jurisdiction and may establish the
priorities as determined by the jurisdictional authority. It can also include
mission assignments to departments, provide policy and cost constraints,
inter‐agency considerations, etc. Properly prepared, the EOC Action Plan
becomes an essential input to developing departmental action plans.
After‐Action Reports The completion of After‐Action Reports is part of the required SEMS
reporting process. The Emergency Services Act, Section 8607(f) mandates
that the State Office of Emergency Services (CAL‐EMA) in cooperation with
involved state and local agencies, complete an After‐Action Report within
120 days after each declared disaster.
Section 2450(a) of the SEMS Regulations states: “Any city, city and county,
or county declaring a local emergency for which the governor proclaims a
state of emergency, and any state agency responding to that emergency
shall complete and transmit an After‐Action Report to CAL‐EMA within
ninety (90) days of the close of the incident period as specified in the
California Code of Regulations, section 2900(j).”
Use of After‐Action
Reports After‐Action Reports are made available to all interested public safety and
emergency management organizations and serve the following important
functions:
• A source for documentation of response activities.
• Identification of problems/successes during emergency operations.
• Analysis of the effectiveness of the components of SEMS.
• Describe and define a plan of action for implementation of
improvements.
The SEMS approach to the use of After‐Action Reports emphasizes the
improvement of emergency management at all levels. The After‐Action
Report provides a vehicle for not only documenting system improvements,
Planning & Intelligence Section
but also can, if desired; provide a work plan for how these improvements
can be implemented.
It may be useful to coordinate the After‐Action Report process when
multiple agencies/jurisdictions are involved in the same emergency.
Jurisdictions are encouraged to work together in the development of After‐
Action Reports when appropriate and feasible. For example, an operational
area may take the lead in coordinating the development of an After‐Action
Report that involves several jurisdictions. If appropriate, jurisdictional
reports may become part of an overall operational area report.
Coordination Coordination is required in passing on information to and cooperating with
other units and elements of the emergency organization. The dissemination
of information, establishment of priorities and distribution of resources
cannot be done by any one person, and probably not by any one agency or
department; a concerted effort on the part of many individuals in many
agencies or departments will be required.
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Planning & Intelligence Section
CHART 1 ‐ HERMOSA BEACH EMERGENCY MANAGEMENT ORGANIZATION
MANAGEMENT SECTION
EOC Director – City Manager
EOC Coordinator – Fire
Safety Officer – Personnel/Risk Management
Public Information Officer – Police
Security Officer – Police
Liaison Officer – Community Resources
OPERATIONS SECTION
Operations Section Chief – Fire/Police/Public Works
Fire & Rescue – Fire
Law Enforcement – Police
Health & Welfare – Community Resources
Construction & Engineering – Public Works
PLANNING & INTELLIGENCE SECTION
Planning & Intelligence Section Chief – Community Development
Situation Analysis – Community Development
Advance Planning – Community Development
Documentation – City Clerk
LOGISTICS SECTION
Logistics Section Chief – Public Works
Facilities/Resource Tracking – Public Works
Communication/Information Systems – Finance
Transportation – Community Resources
Personnel/Supply/Procurement – Public Works
FINANCE & ADMINISTRATION SECTION
Compensation & Claims – Personnel/Risk Management
Cost Recovery – Finance
Purchasing – Finance
Time Keeping – Finance
Cost Accounting – Finance
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Planning & Intelligence Section
CHART 2 ‐ PLANNING & INTELLIGENCE SECTION ORGANIZATION
Planning & Intelligence Section
Planning & Intelligence Section
Chief
Community Development
Situation Analysis Unit Leader
Community Development
Advance Planning Unit Leader
Community Development
Documentation Unit Leader
City Clerk
Technical Specialist
As Needed
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Planning & Intelligence Section
Planning & Intelligence
Section Staff The Community Development Director will fill the position of Planning &
Intelligence Section Chief. The Planning Director shall serve as first
alternate to the Planning & Intelligence Section Chief. The EOC Director also
may designate the Chief.
The Planning & Intelligence Section Chief will determine, based on present
and projected requirements, the need for establishing specific and/or
specialized branches/units. The following may be established as the need
arises:
• Situation Analysis Unit Leader
• Advance Plans Unit Leader
• Documentation Unit Leader
• Technical Specialists
The Planning & Intelligence Section Chief may activate additional
branches/units as necessary to fulfill an expanded role.
Planning & Intelligence
Section Chief The Planning & Intelligence Section Chief, a member of the EOC Director’s
General Staff, is responsible for the collection, evaluation, forecasting,
dissemination and use of information about the development of the
incident and status of resources. Information is needed to:
• Understand the current situation.
• Predict probable course of incident events.
• Prepare alternative strategies for the incident.
Situation Analysis
Unit Leader The Situation Analysis Unit is responsible for the collection and organization
of incident status and situation information. The Unit is also responsible for
the evaluation, analysis and display of information for use by EOC staff.
Advance Planning
Unit Leader The Advance Planning Unit is responsible for developing reports and
recommendations for future time periods and for preparing reports and
briefings for use in strategy and/or planning meetings. The primary
responsibility for this position is to coordinate the development of the EOC
Action Plan.
Documentation Unit
Leader The Documentation Unit is responsible for compiling and distributing the
City’s Action Plans and After‐Action Reports; maintaining accurate and
complete incident files; establishing and operating an EOC Message Center;
providing copying services to EOC personnel and preserving incident files for
legal, analytical and historical purposes. This position is also responsible for
preparing a Demobilization Plan for the EOC based on a review of all
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Planning & Intelligence Section
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pertinent planning documents, and status reports. The process of
demobilization involves closing down processes and positions no longer
necessary to the effective functioning of the EOC.
Technical Specialists Technical Specialists are advisors with special skills needed to support a field
or function not addressed elsewhere or by any other discipline. Technical
Specialists (which may or may not be an employee of a public or private
agency) may report to the Planning & Intelligence Section Chief; may
function within an existing unit such as the Situation Analysis Unit; form a
separate unit if required or be reassigned to other parts of the organization,
i.e. Operations, Logistics, or Finance & Administration.
Planning & Intelligence Section – Planning & Intelligence Section Chief
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PLANNING & INTELLIGENCE SECTION
PLANNING & INTELLIGENCE SECTION CHIEF
PRIMARY: Community Development Director
ALTERNATE: Senior Planner
SUPERVISOR: EOC Director
GENERAL DUTIES:
• Ensure that the Planning & Intelligence function is performed consistent with SEMS Guidelines,
including:
o Preparing periodic situation reports.
o Initiating and documenting the City’s Action Plan and After‐Action Report.
o Advance planning.
o Recovery planning.
o Providing Geographic Information Services and other technical support services to the various
organizational elements within the EOC.
• Establish the appropriate level of organization within the Section, and continuously monitor the
effectiveness of that organization. Make changes as required.
• Be prepared to form additional branches/groups/units as dictated by the situation.
• Exercise overall responsibility for the coordination of branch/group/unit activities within the
Section.
• Report to the EOC Director on all matters pertaining to Section activities.
• Refer to Los Angeles County Operational Area Plan.
YOUR RESPONSIBILITY:
Collect, evaluate, forecast, formulate, disseminate and use of information about the development of the
incident and status of resources.
Planning & Intelligence Section – Planning & Intelligence Section Chief
PLANNING AND INTELLIGENCE SECTION: PLANNING & INTELLIGENCE SECTION CHIEF
Section Start‐Up Activation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the EOC Director.
Obtain a briefing on the situation.
Set up your Section workstation,
including maps and status boards.
Use your EOC Section materials and
on‐site supplies.
Review your position responsibilities
Identify yourself as the Planning &
Intelligence Section Chief by putting
on the vest with your title. Print
your name on the EOC organization
chart next to your assignment.
Clarify any issues you may have
regarding your authority and
assignment and what others in the
organization do.
Review organization in place at the
EOC. Know where to go for
information or support.
Determine if other Section staff is at
the EOC.
Confirm that all key Planning &
Intelligence Section personnel or
alternates are in the EOC or have
been notified. Recall the required
staff members necessary for the
emergency.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING OF EACH SHIFT
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Planning & Intelligence Section – Planning & Intelligence Section Chief
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Activate organizational elements
within your Section as needed and
designate leaders for each element
or combination of elements:
• Situation Analysis Unit
• Advance Plans Unit
• Technical Specialists
• Documentation Unit
• Demobilization Unit
Request additional personnel for the
Section to maintain a 24‐hour
operation as required.
Brief incoming Section personnel
prior to their assuming their duties.
Briefings should include:
• Current situation assessment
• Identification of specific job
responsibilities.
• Identification of co‐workers
within the job function and/or
geographical assignment.
• Availability of communications.
• Location of work area.
• Identification of eating and
sleeping arrangements as
appropriate.
• Procedural instructions for
obtaining additional supplies,
services and personnel.
• Identification of operational
period work shifts.
Inform the EOC Director and General
Staff when your Section is fully
operational.
Open and maintain Section logs.
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Planning & Intelligence Section – Planning & Intelligence Section Chief
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Using activity log, maintain all
required records and documentation
to support the After‐Action Report
and the history of the
emergency/disaster. Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on duty and
assignments
Precise information is essential to
meet requirements for possible
reimbursement by the Cal‐EMA and
FEMA.
Review responsibilities of the units
in your Section. Develop plan for
carrying out all responsibilities.
Prepare work objectives for Section
staff and make staff assignments.
Meet with other activated Section
Chiefs.
Review major incident reports and
additional field operational
information that may pertain to or
affect Section operations.
Obtain and review major incident
reports and other reports from
adjacent areas that have arrived at
the EOC.
Direct the Situation Analysis Unit
Leader to initiate collection and
display of significant disaster events.
Direct the Documentation Unit
Leader to initiate collection and
display of disaster information.
Based on the situation as known or
forecast, determine likely future
Planning & Intelligence Section
needs.
Think ahead and anticipate
situations and problems before they
occur.
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Planning & Intelligence Section – Planning & Intelligence Section Chief
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Request additional resources
through the appropriate Logistics
Section Unit, as needed
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Carry out responsibilities of the
Planning & Intelligence Section
branches/units that are not
currently staffed.
Evaluate the need for Critical
Incident Stress Debriefing for all
affected personnel, victims and
bystanders. Arrange debriefings
through the Personnel Unit of the
Finance & Administration Section.
Make a list of key issues currently
facing your Section to be
accomplished within the next
operational period.
Keep up to date on situation and
resources associated with your
Section. Maintain current status and
displays at all times.
Brief the EOC Director on major
problem areas that need or will
require solutions.
Establish operating procedure with
the Communications/Information
Systems Unit of the Logistics Section
for use of telephone, data and radio
systems. Make any priorities or
special requests known.
Determine status of transportation
system into and within the affected
area in coordination with the
Transportation Unit of the Logistics
Section. Find out present priorities
and estimated times for restoration
of the disaster route system.
Provide information to appropriate
Units.
Ensure that your Section logs and
files are maintained.
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Planning & Intelligence Section – Planning & Intelligence Section Chief
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Monitor your Section activities and
adjust Section organization as
appropriate.
Ensure internal coordination
between unit leaders.
Update status information with
other Sections as appropriate.
Resolve problems that arise in
conducting your Section
responsibilities.
Anticipate potential situation
changes, such as severe aftershocks,
in all Section planning. Develop a
backup plan for all plans and
procedures requiring off‐site
communications.
Use face‐to‐face communication in
the EOC whenever possible and
document decisions and policy.
Conduct periodic briefings for your
Section. Ensure that all
organizational elements are aware
of priorities.
Make sure that all contacts with the
media are fully coordinated first
with the Public Information Officer
(PIO).
Participate in the EOC Director’s
Action Planning meetings.
Ensure that all your Section
personnel and equipment time
records and record of expendable
materials used are provided to the
Time Keeping and Cost Analysis
Units of the Finance &
Administration Section at the end of
each operational period.
Brief your relief at shift change time.
Ensure that in‐progress activities are
identified and follow‐up
requirements are known.
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Planning & Intelligence Section – Planning & Intelligence Section Chief
Section Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Assess the impact of the
disaster/emergency on the City of
Hermosa Beach, including the initial
damage/safety assessment by field
units.
Develop situation analysis
information on the impact of the
emergency from the following
sources:
• Hermosa Beach Fire Department
• Hermosa Beach Police
Department
• Hermosa Beach Public Works
Department
• Hermosa Beach Community
Resources Department
• Hermosa Beach Unified School
District
• American Red Cross, local
chapter
• Media (Radio and Television)
Ensure that pertinent
disaster/emergency information is
disseminated through appropriate
channels to response personnel, City
EOC section staff, City departments,
and Los Angeles County Operational
Area. Also ensure that the public is
kept informed.
Review and approve Incident
Reports, Reconnaissance, City Status
and damage/safety assessment
reports for transmission by the
Situation Analysis Unit to the Los
Angeles County Operational Area.
Working with the EOC Management
Team and the Documentation Unit,
prepare an EOC Action Plan to
identify priorities and objectives.
Assemble information on alternative
strategies.
Identify the need for use of special
resources.
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Planning & Intelligence Section – Planning & Intelligence Section Chief
Hermosa Beach EOP – Functional Annexes
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CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Initiate the EOC Action Plan
development for the current and
forthcoming operational periods.
Direct the coordination of periodic
disaster and strategy plans briefings
to the EOC Director and General
Staff, including analysis and forecast
of incident potential
Ensure coordination of collection
and dissemination of disaster
information and intelligence with
other sections.
Begin planning for recovery.
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Authorize deactivation of
organizational elements within your
Section when they are no longer
required.
Ensure that any open actions are
handled by your Section or
transferred to other EOC elements
as appropriate.
Ensure that any required forms or
reports are completed prior to your
release and departure.
Be prepared to provide input to the
After‐Action Report.
Deactivate your Section and close
out logs when authorized by the EOC
Director.
Leave forwarding phone number
where you can be reached.
Planning & Intelligence Section – Situation Analysis Unit Leader
PLANNING & INTELLIGENCE SECTION
SITUATION ANALYSIS UNIT LEADER
PRIMARY: Senior Planner
ALTERNATE: Planning Associate
SUPERVISOR: Planning & Intelligence Section Chief
GENERAL DUTIES:
• Collect, organize and analyze situation information from EOC sources.
• Provide current situation assessments based on analysis of information received from a variety of
sources and reports.
• Develop situation reports for dissemination to Planning & Intelligence Section Chief, EOC Director
and other section Chiefs to initiate the action planning process.
• Transmit approved reports to the Los Angeles County Operational Area.
• Develop and maintain current maps and other displays (locations and types of incidents).
• Assess, verify and prioritize situation information into situation intelligence briefings and situation
status reports.
• Seek from any verifiable source available information that may be useful in the development of
current situation assessments of the affected area.
• Evaluate the content of all incoming field situation and major incident reports. Provide incoming
intelligence information directly to appropriate EOC Sections, summarize and provide current
information on central maps and displays.
• Monitor and ensure the orderly flow of disaster intelligence information within the EOC.
• Refer to Los Angeles County Operational Area Plan.
YOUR RESPONSIBILITY:
Collect and organize incident status and situation information and evaluate, analyze and display
information for use by EOC staff.
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Planning & Intelligence Section – Situation Analysis Unit Leader
PLANNING AND INTELLIGENCE UNIT: SITUATION ANALYSIS UNIT LEADER
Unit Start‐Up Actions
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the Planning &
Intelligence Section Chief.
Obtain a briefing on the situation.
Determine your personal operating
location and set up as necessary.
Review your position
responsibilities.
Identify yourself as the Situation
Analysis Unit Leader by putting on
the vest with your title. Print your
name on the EOC organization
chart next to your assignment.
Clarify any issues regarding your
authority and assignment and what
others in the organization do.
Activate elements of your Unit,
establish work area, assign duties
and ensure Unit journal/log is
opened.
Determine 24‐hour staffing
requirement and request additional
support as required.
Request additional resources
through the appropriate Logistics
Section Units, as needed.
Ensure that all your incoming Unit
personnel are fully briefed.
Based on the situation as known or
forecast, determine likely future
Unit needs.
Think ahead and anticipate
situations and problems before
they occur.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING OF EACH SHIFT 0
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Planning & Intelligence Section – Situation Analysis Unit Leader
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Using activity log, maintain all
required records and
documentation to support the
After‐Action Report and the history
of the emergency/disaster.
Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on duty
and assignments
Precise information is essential to
meet requirements for possible
reimbursement by Cal‐EMA and
FEMA.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Develop a plan for your Unit
operations and support of field
operations as requested. Assign
specific responsibilities.
Keep up to date on the situation
and resources associated with your
Unit. Maintain current status
reports and displays.
Keep the Planning & Intelligence
Section Chief advised of your Unit
status and activity and on any
problem areas that now need or
will require solutions.
Provide periodic situation or status
reports to your Section Chief.
Establish operating procedure with
the Communications/Information
Systems Unit of the Logistics
Section for use of telephone, radio
and data systems. Make any
priorities or special requests
known.
Review situation reports as they are
received. Verify information where
questions exist.
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Planning & Intelligence Section – Situation Analysis Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Anticipate potential situation
changes, such as severe
aftershocks, in all Unit planning.
Develop a backup plan for all plans
and procedures requiring off‐site
communications.
Determine and anticipate your
support needs and forward to your
Section Chief.
Conduct periodic briefings for your
Unit. Ensure they are aware of
priorities.
Monitor your Unit activities and
adjust staffing and organization as
appropriate to meet current needs.
Use face‐to‐face communication in
the EOC whenever possible and
document decisions and policy.
Refer all media contacts to your
Section Chief.
Be prepared to participate in the
EOC Director’s action planning
meetings and policy decisions if
requested.
Ensure that all your Unit personnel
and equipment time records and
record of expendable materials
used are provided to your Section
Chief at the end of each operational
period. (Volume Two ‐ Forms.)
Brief your relief at shift‐change
time. Ensure that in‐progress
activities are identified and follow‐
up requirements are known.
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Planning & Intelligence Section – Situation Analysis Unit Leader
Unit Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Direct the collection, organization
and display of status of disaster
events according to the format that
the Documentation Unit is utilizing,
including:
• Location and nature of the
disaster/emergency.
• Special hazards.
• Number of injured persons.
• Number of deceased persons.
• Road closures and disaster
routes.
• Structural property damage
(estimated dollar value).
• Personal property damage
(estimated dollar value).
• City of Hermosa Beach
resources committed to the
disaster/emergency.
• City of Hermosa Beach
resources available.
• Assistance provided by outside
agencies and resources
committed.
• Shelters, type, location and
number of people that can be
accommodated.
Prepare and maintain EOC displays.
Post to the significant events log
casualty information, health
concerns, property damage, fire
status, size of risk area, scope of
the hazard to the public, number of
evacuees, etc.
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Planning & Intelligence Section – Situation Analysis Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Develop sources of information and
assist the Planning & Intelligence
Section Chief in collecting,
organizing and analyzing data from
the following:
• Management Section
• Operations Section
• Logistics Section
• Finance & Administration
Section
Provide for an authentication
process in case of conflicting status
reports on events.
Meet with the Planning &
Intelligence Section Chief and the
EOC Director to determine needs
for planning meetings and
briefings. Determine if there are
any special information needs.
Meet with the PIO to determine
best methods for exchanging
information and providing the PIO
with Situation Analysis Unit
information.
Provide information to the PIO for
use in developing media and other
briefings.
Establish and maintain an open file
of situation reports and major
incident reports for review by other
sections/units
Determine weather conditions,
current and upcoming. Keep up‐to‐
date weather information posted.
Identify potential problem areas
along evacuation routes; i.e.,
weight restrictions, narrow bridges,
road sections susceptible to
secondary effects of an incident,
etc.
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Planning & Intelligence Section – Situation Analysis Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
In coordination with the Operations
Section, estimate the number of
people who will require
transportation out of the risk areas.
Coordinate with the Transportation
Unit of the Logistics Section on
transportation methods.
Provide resource and situation
status information in response to
specific requests.
Prepare an evaluation of the
disaster situation and a forecast on
the potential course of the disaster
event(s) at periodic intervals or
upon request of the Planning &
Intelligence Section Chief.
Prepare required Operational Area
reports. Obtain approval from the
Planning & Intelligence Section
Chief and transmit to the Los
Angeles County Operational Area.
Prepare written situation reports at
periodic intervals at the direction of
the Planning & Intelligence Section
Chief.
Assist at planning meetings as
required. Provide technical
assistance.
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms or
reports are completed prior to your
release and departure.
Be prepared to provide input to the
After‐Action Report.
Determine what follow‐up to your
assignment might be required
before you leave.
Deactivate the Situation Analysis
Unit position and close out logs
when authorized by the Planning &
Intelligence Section Chief or EOC
Director.
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Planning & Intelligence Section – Situation Analysis Unit Leader
Hermosa Beach EOP – Functional Annexes
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CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Leave forwarding phone number
where you can be reached.
Planning & Intelligence Section – Advance Planning Unit Leader
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PLANNING AND INTELLIGENCE SECTION
ADVANCE PLANNING UNIT LEADER
PRIMARY: Assistant Planner
ALTERNATE: Code Enforcement Officer
SUPERVISOR: Planning & Intelligence Section Chief
GENERAL DUTIES:
• Develop issues and requirements related to a time period, normally 36 to 72 hours in advance.
• Prepare special reports and briefings as necessary for use in strategy and/or planning meetings.
• Monitor action planning activity to determine the shift in operational objectives from response to
recovery.
• Refer to Los Angeles County Operational Area Plan.
YOUR RESPONSIBILITY:
Develop reports and recommendations for future time periods and prepare reports and briefings for use
in strategy and/or planning meetings.
Planning & Intelligence Section – Advance Planning Unit Leader
PLANNING AND INTELLIGENCE UNIT: ADVANCE PLANNING UNIT LEADER
Unit Start‐Up Actions
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the Planning &
Intelligence Section Chief.
Obtain a briefing on the
situation.
Determine your personal
operating location and set up as
necessary.
Review your position
responsibilities.
Identify yourself as the Advance
Planning Unit Leader by putting
on the vest with your title. Print
your name on the EOC
organization chart next to your
assignment.
Clarify any issues regarding your
authority and assignment and
what others in the organization
do.
Activate elements of your Unit,
establish work area, assign
duties and ensure Unit
journal/log is opened.
Determine 24‐hour staffing
requirement and request
additional support as required.
Request additional resources
through the appropriate
Logistics Section Units, as
needed.
Ensure that all your incoming
Unit personnel are fully briefed.
Based on the situation as known
or forecast, determine likely
future Unit needs.
Think ahead and anticipate
situations and problems before
they occur.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING OF EACH SHIFT 0
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Planning & Intelligence Section – Advance Planning Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Using activity log, maintain all
required records and
documentation to support the
After‐Action Report and the
history of the
emergency/disaster. Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on duty
and assignments
Precise information is essential
to meet requirements for
possible reimbursement by Cal‐
EMA and FEMA.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Develop a plan for your Unit
operations and support of field
operations as requested. Assign
specific responsibilities.
Keep up to date on the situation
and resources associated with
your Unit. Maintain current
status reports and displays.
Keep the Planning & Intelligence
Section Chief advised of your
Unit status and activity and on
any problem areas that now
need or will require solutions.
Provide periodic situation or
status reports to your Section
Chief.
Establish operating procedure
with the
Communications/Information
Systems Unit of the Logistics
Section for use of telephone,
radio and data systems. Make
any priorities or special requests
known.
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Planning & Intelligence Section – Advance Planning Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Review situation reports as they
are received. Verify information
where questions exist.
Anticipate potential situation
changes, such as severe
aftershocks, in all Unit planning.
Develop a backup plan for all
plans and procedures requiring
off‐site communications.
Determine and anticipate your
support needs and forward to
your Section Chief.
Conduct periodic briefings for
your Unit. Ensure they are
aware of priorities.
Monitor your Unit activities and
adjust staffing and organization
as appropriate to meet current
needs.
Use face‐to‐face communication
in the EOC whenever possible
and document decisions and
policy.
Refer all media contacts to your
Section Chief.
Be prepared to participate in the
EOC Director’s action planning
meetings and policy decisions if
requested.
Ensure that all your Unit
personnel and equipment time
records and record of
expendable materials used are
provided to your Section Chief at
the end of each operational
period.
Brief your relief at shift‐change
time. Ensure that in‐progress
activities are identified and
follow‐up requirements are
known.
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Planning & Intelligence Section – Advance Planning Unit Leader
Unit Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Obtain current briefing on the
operational situation from the
Situation Analysis Unit.
Determine best estimate of
duration of the situation from
available information.
Determine current priorities and
policies from the Planning &
Intelligence Section Chief and
EOC Director.
In coordination with other EOC
sections, develop written
forecasts for future time periods
as requested. These should
include any or all of the
following:
• Best estimate of likely
situation in 36 to 72 hours
given current direction and
policy
• Determine top priorities for
actions and resources.
• Identify any recommended
changes to EOC policy,
organization or procedures
to better address the
possible situation
• Identify any issues and
constraints that should be
addressed now in light of
the probable situation in 36‐
72 hours.
Provide reports to the Planning
& Intelligence Section Chief
and/or EOC Director and others
as directed.
Develop specific
recommendations on areas and
issues, which will require
continuing and/or expanded City
involvement.
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Planning & Intelligence Section – Advance Planning Unit Leader
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CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Periodically evaluate the
operational situation and assist
the Planning & Intelligence
Section staff in making
recommendations on priority
response and recovery actions.
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms or
reports are completed prior to
your release and departure.
Be prepared to provide input to
the After‐Action Report.
Determine what follow‐up to
your assignment might be
required before you leave.
Deactivate the Advance Plans
Unit Leader position and close
out logs when authorized by the
Planning & Intelligence Section
Chief or EOC Director.
Leave forwarding phone number
where you can be reached
Planning & Intelligence Section – Documentation Unit Leader
PLANNING AND INTELLIGENCE SECTION
DOCUMENTATION UNIT LEADER
PRIMARY: City Clerk
ALTERNATE: Deputy City Clerk
SUPERVISOR: Planning & Intelligence Section Chief
GENERAL DUTIES:
• Maintain an accurate and complete record of significant disaster events.
• Establish and operate the EOC Message Center.
• Assist other parts of the EOC organization in setting up and maintaining files, journals and special
reports.
• Collect and organize all written forms, logs, journals and reports at completion of each shift from
all sections.
• Compile, copy and distribute the EOC Action Plans as directed by the Section Chiefs.
• Compile, copy and distribute the After‐Action Report with input from other sections/units.
• Develop a Demobilization Plan for the EOC based on a review of all pertinent planning documents,
and status reports.
• Refer to Los Angeles County Operational Area Plan.
YOUR RESPONSIBILITY:
Compile and distribute the City’s EOC Action Plans and After‐Action Reports; maintain accurate and
complete incident files; establish and operate an EOC Message Center; provide copying services to
EOC personnel and preserve incident files for legal, analytical and historical purposes. This position is
also responsible for demobilization of the EOC. The process of demobilization involves closing down
processes and positions no longer required for effective EOC operations.
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Planning & Intelligence Section – Documentation Unit Leader
PLANNING AND INTELLIGENCE UNIT: DOCUMENTATION UNIT LEADER
Unit Start‐Up Actions
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the Planning &
Intelligence Section Chief
Obtain a briefing on the situation.
Determine your personal
operating location and set up as
necessary.
Review your position
responsibilities.
Identify yourself as the
Documentation Unit Leader by
putting on the vest with your title.
Print your name on the EOC
organization chart next to your
assignment.
Clarify any issues regarding your
authority and assignment and
what others in the organization
do.
Activate elements of your Unit,
establish work area, assign duties
and ensure Unit journal/log is
opened.
Determine 24‐hour staffing
requirement and request
additional support as required.
Request additional resources
through the appropriate Logistics
Section Unit, as needed. Obtain
necessary equipment and
supplies (forms, paper, pens,
date/time stamp, copy machine,
computer, software, etc.).
Ensure that all your incoming
Unit personnel are fully briefed.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING OF EACH SHIFT 0
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Planning & Intelligence Section – Documentation Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Based on the situation as known
or forecast, determine likely
future Unit needs.
Think ahead and anticipate
situations and problems before
they occur.
Using activity log, maintain all
required records and
documentation to support the
After‐Action Report and the
history of the
emergency/disaster. Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on duty
and assignments
Precise information is essential
to meet requirements for
possible reimbursement by Cal‐
EMA and FEMA.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Develop a plan for your Unit
operations and support of field
operations as requested. Assign
specific responsibilities.
Keep up to date on the situation
and resources associated with
your Unit. Maintain current
status reports and displays.
Keep the Planning & Intelligence
Section Chief advised of your Unit
status and activity and on any
problem areas that now need or
will require solutions.
Provide periodic situation or
status reports to your Section
Chief.
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Planning & Intelligence Section – Documentation Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Establish operating procedure
with the Communications/
Information Systems Unit of the
Logistics Section for use of
telephone, radio and data
systems. Make any priorities or
special requests known.
Review situation reports as they
are received. Verify information
where questions exist.
Anticipate potential situation
changes, such as severe
aftershocks, in all Unit planning.
Develop a backup plan for all
plans and procedures requiring
off‐site communications.
Determine and anticipate your
support needs and forward to
your Section Chief.
Conduct periodic briefings for
your Unit. Ensure they are aware
of priorities.
Monitor your Unit activities and
adjust staffing and organization
as appropriate to meet current
needs.
Use face‐to‐face communication
in the EOC whenever possible
and document decisions and
policy.
Refer all media contacts to your
Section Chief.
Be prepared to participate in the
EOC Director’s action planning
meetings and policy decisions if
requested.
Ensure that all your Unit
personnel and equipment time
records and record of expendable
materials used are provided to
your Section Chief at the end of
each operational period.
Hermosa Beach EOP – Functional Annexes
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Planning & Intelligence Section – Documentation Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Brief your relief at shift‐change
time. Ensure that in‐progress
activities are identified and
follow‐up requirements are
known
Unit Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Meet with the Planning &
Intelligence Section Chief to
determine what EOC materials
should be maintained for official
records.
Contact other EOC Sections and
Units and inform them of the
requirement to maintain official
records. Assist them as necessary
in setting up a file records
system.
Coordinate documentation with
the Situation Analysis Unit.
Following planning meetings,
assist in the preparation of any
written action plans or
procedures.
Review EOC personnel roster to
determine size and scope of any
demobilization efforts.
Meet individually with the
General staff to determine their
need for assistance in any
Demobilization Planning.
Advise Planning & Intelligence
Section Coordinator on the need
for a formal written
Demobilization Plan.
If a Demobilization Plan is
required, develop the plan using
detailed specific responsibilities,
release priorities and procedures.
Establish with each Section
Coordinator which
units/personnel should be
demobilized first.
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Planning & Intelligence Section – Documentation Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that the EOC Action Plans
and After‐Action Report are
compiled, approved, copied and
distributed to EOC Sections and
Units.
Ensure distribution and use of
message center forms to capture
a written record of actions
requiring application of
resources, requests for resources
or other directions/information
requiring use of the message
center form.
Ensure the development of a
filing system to collect, log and
compile copies of message center
forms according to procedures
approved by the Planning &
Intelligence Section Chief.
Identify and establish a “runner”
support system for collecting,
duplicating journals, logs and
message center forms
throughout the EOC.
Establish copying service and
respond to authorized copying
requests.
Establish a system for collecting
all section and unit journal/logs
at completion of each operational
period.
Periodically collect, maintain and
store messages, records, reports,
logs, journals and forms
submitted by all sections and
units for the official record.
Prepare an overview of the
documented disaster events at
periodic intervals or upon request
from the Planning & Intelligence
Section Chief.
Establish time tables for
deactivating or downsizing units.
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Planning & Intelligence Section – Documentation Unit Leader
Hermosa Beach EOP – Functional Annexes
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CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Determine if any special needs
exist for personnel
demobilization (e.g.
transportation).
Develop a checkout procedure if
necessary, to ensure all
deactivated personnel have
cleared their operating position.
Submit any formalized
Demobilization Plan to the
Planning/Intelligence Section
Coordinator for approval.
Meet with each assigned Agency
Representative and Technical
Specialist to determine what
assistance may be required for
their demobilization from the
EOC.
Monitor the implementation of
the Demobilization Plan and be
prepared to handle any
demobilization issues as they
occur.
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms or
reports are completed prior to
your release and departure
Be prepared to provide input to
the After‐Action Report.
Determine what follow‐up to
your assignment might be
required before you leave.
Deactivate the Documentation
Unit Leader position and close
out logs when authorized by the
Planning & Intelligence Section
Chief or EOC Director.
Leave forwarding phone number
where you can be reached.
Planning & Intelligence Section – Documentation Unit Leader
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Logistics Section
Logistics Section
Purpose & Overview The purpose of the Logistics Section is to enhance the capability of the City
of Hermosa Beach to respond to emergencies by establishing logistics
protocols in managing personnel and equipment. It is the policy of this
section that the priorities of responses are to be:
• Protect life and property.
• Processing purchase orders and contracts in coordination with Finance
& Administration Section.
• Resources management and tracking.
• Obtaining all materials and supplies to support emergency operations in
the field and in the EOC.
• Provide operational and logistical support for emergency response
personnel and optimize the utilization of resources.
• Provide support to the other sections of the City’s emergency response
team.
• Support the restoration of essential services and systems.
The Logistics Section’s primary responsibility is to ensure the acquisition,
transportation and mobilization of resources to support the response effort
at the disaster sites, public shelters, EOC, etc. This Section provides all
necessary personnel, supplies and equipment procurement support.
Methods for obtaining and using facilities, equipment, supplies, services and
other resources to support emergency response at all operational sites
during emergency/disaster conditions will be the same as that used during
normal operations unless authorized by the EOC Director or emergency
orders of the City Council.
Objectives The Logistics Section ensures that all other sections are supported for the
duration of the incident. Any personnel, equipment, supplies or services
required by the other sections will be ordered through the Logistics Section.
The Logistics Section will accomplish the following specific objectives during
a disaster/emergency:
• Collect information from other sections to determine needs and
prepare for expected operations.
• Coordinate provision of logistical support with the EOC Director.
• Prepare required reports identifying the activities performed by the
Logistics Section.
• Determine the City’s logistical support needs and plan for both
immediate and long‐term requirements.
• Maintain proper and accurate documentation of all actions taken and all
items procured to ensure that all required records are preserved for
future use and Cal‐EMA and FEMA filing requirements.
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Logistics Section
Concept of
Operations The Logistics Section will operate under the following policies during a
disaster/emergency as the situation dictates:
• The Standardized Emergency Management System (SEMS) will be
followed.
• All existing City and departmental operating procedures will be adhered
to unless modified by the City Council or EOC Director.
• All on‐duty personnel are expected to remain on duty until properly
relieved of duty.
• While in a disaster mode, operational periods will be 12 hours for the
duration of the event. Operational periods will normally change at
7:00am and 7:00pm. Operational periods should be event driven.
• Available and accessible resources from neighboring jurisdictions, the
private sector and volunteer organizations will be accessed through the
City’s own resources and private sector resources. Non‐fire and non‐
law mutual aid will be accessed through the Los Angeles County
Operational Area.
Section Activation
Procedures The EOC Director is authorized to activate the Logistics Section.
When to Activate The Logistics Section may be activated when the City’s Emergency
Operations Center (EOC) is activated or upon the order of the EOC Director.
Where to Report The Primary EOC is located at 710 Pier Avenue. The Alternate EOC is located
at 1315 Valley Drive (City Council Chambers).
When to Report See the EOC Standard Operating Procedures.
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Logistics Section
Chart 1 – Hermosa Beach Emergency Organization
Compensation & Claims Unit Leader
Personnel/Risk Management
OPERATIONS SECTION
Operations Section Chief – Fire/Police/Public Works
Fire & Rescue – Fire
Law Enforcement – Police
Health & Welfare – Community Resources
Construction & Engineering – Public Works
PLANNING & INTELLIGENCE SECTION
Planning & Intelligence Section Chief – Community Development
Situation Analysis – Community Development
Advance Planning – Community Development
Documentation – City Clerk
LOGISTICS SECTION
Logistics Section Chief – Public Works
Facilities/Resource Tracking – Public Works
Communication/Information Systems – IT (contracted)
Transportation – Community Resources
Personnel/Supply/Procurement – Public Works
FINANCE & ADMINISTRATION SECTION
Compensation & Claims – Personnel/Risk Management
Cost Recovery – Finance
Purchasing – Finance
Time Keeping – Finance
Cost Accounting – Finance
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Logistics Section
Chart 2 – Logistics Section Organization
Logistics Section
Logistics Section Chief
Public Works
Facilities/Resource Tracking Unit Leader
Public Works
Communication/Information Systems Unit
Leader
Finance
Transportation Unit Leader
Community Resources
Personnel/Supply/Procurement Unit Leader
Public Works
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Logistics Section
Logistics Section
Staff The Public Works Director will fill the position of Logistics Section Chief. The
Public Works Supervisor will serve as first alternate to the Logistics Section
Chief. The EOC Director also may designate the Chief.
The Logistics Section Chief will determine, based on present and projected
requirements, the need for establishing specific and/or specialized units.
The following units may be established as the need arises:
• Facilities/Resource Tracking Unit
• Communication/Information Systems
• Transportation Unit
• Personnel/Supply/Procurement Unit
The Logistics Section Chief may activate additional units as necessary to
fulfill an expanded role.
Logistics Section Chief The Logistics Section Chief, a member of the EOC Director’s General Staff, is
responsible for supporting the response effort and the acquisition,
transportation and mobilization of resources. Information is needed to:
• Understand the current situation.
• Predict probable resource needs.
• Prepare alternative strategies for procurement and resources
management.
Facilities/Resource
Tracking Unit The Resource Status Unit is responsible for maintaining detailed tracking
records of resources allocation and use (resources already in place,
resources requested but not yet on scene and estimates of future resource
needs); for maintaining logs and invoices to support the documentation
process and for resources information displays in the EOC. It cooperates
closely with the Operations Section (to determine resources currently in
place and resources needed) and with the Planning & Intelligence Section
(to provide resources information to the EOC Action Plan). This position is
also responsible for ensuring that adequate facilities are provided for the
response effort, including securing access to the facility and providing staff,
furniture, supplies and materials necessary to configure the facility in a
manner adequate to accomplish the mission.
Communication/Information
Systems Unit The Information & Computer Systems Unit is responsible for managing all
radio, data, and telephone needs of the EOC staff.
Transportation Unit The Transportation Unit is responsible for transportation of emergency
personnel, equipment and supplies and for coordinating the Disaster Route
Priority Plan.
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Logistics Section
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Personnel/Supply/
Procurement Unit The Supply/Procurement Unit is responsible for obtaining all non‐fire and
non‐law enforcement mutual aid materials, equipment and supplies to
support emergency operations and arranging for delivery of those
resources. This position is also responsible for attending to personnel
resources as requested in support of the EOC and Field Operations. The
Unit is also responsible for identifying, recruiting and registering volunteers
as required.
Logistics Section – Logistics Section Chief
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LOGISTICS SECTION
LOGISTICS SECTION CHIEF
PRIMARY: Public Works Director
ALTERNATE: Public Works Supervisor
SUPERVISOR: EOC Director
GENERAL DUTIES:
• Ensure the logistics function is carried out consistent with SEMS guidelines, including:
Managing all radio, data and telephone needs of the EOC.
Coordinating transportation needs, issues, and the Disaster Route Priority Plan.
Coordinating management of facilities used during disaster response and recovery.
Coordinating care and shelter needs.
• Establish the appropriate level of organization within the Section, and continuously monitor the
effectiveness of that organization. Make changes as required.
• Be prepared to form additional branches/units as dictated by the situation.
• Exercise overall responsibility for the coordination of branch/unit activities within the Section.
• Coordinate the provision of logistical support for the EOC.
• Report to the EOC Director on all matters pertaining to Section activities.
• Refer to Los Angeles County Operational Area Plan.
YOUR RESPONSIBILITY:
Support the response effort and oversee the acquisition, transportation and mobilization of resources.
Logistics Section – Logistics Section Chief
LOGISTICS SECTION: LOGISTICS SECTION CHIEF
Section Start‐Up Actions
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the EOC Director.
Obtain a briefing on the situation.
Set up your Section workstation,
including maps and status boards.
Use your EOC Section materials and
on‐site supplies.
Review your position responsibilities.
Identify yourself as the Logistics
Section Chief by putting on the vest
with your title. Print your name on
the EOC organization chart next to
your assignment.
Clarify any issues you may have
regarding your authority and
assignment and what others in the
organization do.
Review organization in place at the
EOC. Know where to go for
information or support.
Determine if other Section staff is at
the EOC.
Confirm that all key Logistics Section
personnel or alternates are in the
EOC or have been notified. Recall the
required staff members necessary for
the emergency.
Activate organizational elements
within your Section as needed and
designate leaders for each element or
combination of elements:
• Facilities/Resource Tracking Unit
• Communication/Information
Systems Unit
• Transportation Unit
• Personnel/Supply/Procurement
Unit
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING F EACH SHIFT O0
Hermosa Beach EOP – Functional Annexes
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Logistics Section – Logistics Section Chief
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Request additional personnel for the
Section to maintain a 24‐hour
operation as required.
Brief incoming Section personnel
prior to their assuming their duties.
Briefings should include:
• Current situation assessment.
• Identification of specific job
responsibilities.
• Identification of co‐workers
within the job function and/or
geographical assignment.
• Availability of communications.
• Location of work area.
• Identification of eating and
sleeping arrangements as
appropriate.
• Procedural instructions for
obtaining additional supplies,
services and personnel.
• Identification of operational
period work shifts.
Inform the EOC Director and General
Staff when your Section is fully
operational.
Open and maintain Section logs.
Using activity log, maintain all
required records and documentation
to support the After‐Action Report
and the history of the
emergency/disaster. Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on duty and
assignments
Precise information is essential to
meet requirements for possible
reimbursement by Cal‐EMA and
FEMA.
Review responsibilities of units in
your Section. Develop plan for
carrying out all responsibilities.
Hermosa Beach EOP – Functional Annexes
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Logistics Section – Logistics Section Chief
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Prepare work objectives for Section
staff and make staff assignments.
Meet with other activated Section
Chiefs.
From Planning & Intelligence Section
Chief, obtain and review major
incident reports and additional field
operational information that may
pertain to or affect your Section
operations. Provide information to
appropriate units
Based on the situation as known or
forecast, determine likely future
Logistics Section needs.
Think ahead and anticipate situations
and problems before they occur.
Request additional resources through
the appropriate Logistics Section
Units, as needed.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Carry out responsibilities of the
Logistics Section branches/units that
are not currently staffed.
Evaluate the need for Critical Incident
Stress Debriefing for all affected
personnel, victims and bystanders.
Arrange debriefings through the
Personnel/Supply/Procurement Unit.
Make a list of key issues currently
facing your Section to be
accomplished within the next
operational period.
Keep up to date on situation and
resources associated with your
Section. Maintain current status and
displays at all times.
Brief the EOC Director on major
problem areas that need or will
require solutions.
Provide situation and resources
information to the Situation Analysis
Unit of the Planning & Intelligence
Section on a periodic basis or as the
situation requires.
Hermosa Beach EOP – Functional Annexes
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Logistics Section – Logistics Section Chief
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Provide briefing to the General Staff
on operating procedure for use of
telephone, data and radio systems.
From Planning & Intelligence Section
and field sources, determine status of
transportation system into and within
the affected area. Find out present
priorities and estimated times for
restoration of the disaster route
system. Provide information to other
Sections
Ensure that your Section logs and files
are maintained.
Monitor your Section activities and
adjust Section organization as
appropriate.
Ensure internal coordination between
unit leaders.
Update status information with other
sections as appropriate.
Anticipate potential situation
changes, such as severe aftershocks,
in all Section planning. Develop a
backup plan for all plans and
procedures requiring off‐site
communications.
Conduct periodic briefings for your
Section. Ensure that all
organizational elements are aware of
priorities.
Use face‐to‐face communication in
the EOC whenever possible and
document decisions and policy.
Make sure that all contacts with the
media are fully coordinated first with
the Public Information Officer (PIO).
Participate in the EOC Director’s
Action Planning meetings.
Ensure that all your Section personnel
and equipment time records and a
record of expendable materials used
are provided to the Time Keeping
Unit and Cost Accounting Unit of the
Finance & Administration Section at
the end of each operational period.
Hermosa Beach EOP – Functional Annexes
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Logistics Section – Logistics Section Chief
Hermosa Beach EOP – Functional Annexes
Page 162 of 238
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Brief your relief at shift change time.
Ensure that in‐progress activities are
identified and follow‐up
requirements are known.
Section Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Meet with Finance & Administration
Section Chief and review financial and
administration support needs and
procedures. Determine level of
purchasing authority to be delegated
to Logistics Section
Following action planning meetings,
ensure that orders for additional
resources necessary to meet known
or expected demands have been
placed and are being coordinated
within the EOC and field units.
Keep the Los Angeles County
Operational Area Logistics Chief
apprized of overall situation and
status of resource.
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Authorize deactivation of
organizational elements within your
Section when they are no longer
required.
Ensure that any open actions are
handled by your Section or
transferred to other EOC elements as
appropriate.
Ensure that any required forms or
reports are completed prior to your
release and departure.
Be prepared to provide input to the
After‐Action Report.
Deactivate your Section and close out
logs when authorized by the EOC
Director.
Leave forwarding phone number
where you can be reached
Logistics Section – Facilities/Resource Tracking Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 163 of 238
LOGISTICS SECTION
FACILITIES/RESOURCE TRACKING UNIT LEADER
PRIMARY: Associate Engineer
ALTERNATE: Associate Engineer
SUPERVISOR: Logistics Section Chief
GENERAL DUTIES:
• Prepare and maintain displays, charts and lists which track and reflect the current status and
location of controlled resources, transportation and support vehicles.
• Establish a resources reporting system for field and EOC units.
• Prepare and process resource status change information.
• Provide information to assist the Situation Analysis and Documentation Units of the Planning &
Intelligence Section in strategy planning and briefing presentations.
• Coordinate and oversee the management of and support to the EOC and other essential facilities
and sites used during disaster operations.
• Coordinate with other EOC branches/units for support required for facilities.
• Support activities for restoration of disrupted services and utilities to facilities.
• Coordinate with Finance & Administration Section on any claims or fiscal matters relating to
facilities’ operations
• Close out each facility when no longer needed.
• Refer to Los Angeles County Operational Area Plan.
YOUR RESPONSIBILITY:
Maintain detailed tracking records of resources allocation and use (resources already in place, resources
requested but not yet on scene and estimates of future resource needs); logs and invoices to support
the documentation process and resources information displays in the EOC. Cooperate closely with the
Operations Section (to determine resources currently in place and resources needed) and with the
Planning & Intelligence Section (to provide resources information to the EOC Action Plan). Ensure that
adequate facilities are provided for the response effort, including security access to the facility and
providing staff, furniture, supplies and materials necessary to configure the facility in a manner
adequate to accomplish the mission.
Logistics Section – Facilities/Resource Tracking Unit Leader
LOGISTICS SECTION: FACILITIES/RESOURCE TRACKING UNIT LEADER
Unit Start‐Up Actions
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the Logistics Section Chief.
Obtain a briefing on the situation.
Determine your personal operating
location and set up as necessary.
Review your position
responsibilities.
Identify yourself as the
Facilities/Resource Tracking Unit
Leader by putting on the vest with
your title. Print your name on the
EOC organization chart next to your
assignment.
Clarify any issues regarding your
authority and assignment and what
others in the organization do.
Activate elements of your Unit,
establish work area, assign duties
and ensure Unit journal/log is
opened.
Determine 24‐hour staffing
requirement and request additional
support as required.
Request additional resources
through the appropriate Logistics
Section Units, as needed.
Ensure that all your incoming Unit
personnel are fully briefed.
Based on the situation as known or
forecast, determine likely future
Unit needs.
Think ahead and anticipate
situations and problems before they
occur.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING OF EACH SHIFT 0
Hermosa Beach EOP – Functional Annexes
Page 164 of 238
Logistics Section – Facilities/Resource Tracking Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Using activity log, maintain all
required records and documentation
to support the After‐Action Report
and the history of the
emergency/disaster. Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on duty and
assignments
Precise information is essential to
meet requirements for possible
reimbursement by Cal‐EMA and
FEMA.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Develop a plan for your Unit
operations and support of field
operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and
resources associated with your Unit.
Maintain current status reports and
displays.
Keep the Section Chief advised of
your Unit status and activity and on
any problem areas that now need or
will require solutions.
Provide periodic situation or status
reports to your Section Chief.
Review situation reports as they are
received. Verify information where
questions exist.
Anticipate potential situation
changes, such as severe aftershocks,
in all Unit planning. Develop a
backup plan for all plans and
procedures requiring off‐site
communications.
Determine and anticipate your
support needs and forward to your
Section Chief.
Hermosa Beach EOP – Functional Annexes
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Logistics Section – Facilities/Resource Tracking Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Use face‐to‐face communication in
the EOC whenever possible and
document decisions and policy.
Conduct periodic briefings for your
Unit. Ensure they are aware of
priorities.
Monitor your Unit activities and
adjust staffing and organization as
appropriate to meet current needs.
Use face‐to‐face communication in
the EOC whenever possible and
document decisions and policy.
Refer all media contacts to your
Section Chief.
Be prepared to participate in the
EOC Director’s action planning
meetings and policy decisions if
requested.
Ensure that all your Unit personnel
and equipment time records and a
record of expendable materials used
are provided to your Unit Leader at
the end of each operational period.
Brief your relief at shift‐change time.
Ensure that in‐progress activities are
identified and follow‐up
requirements are known.
Unit Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Use face‐to‐face communication in
the EOC whenever possible and
document decisions and policy.
Develop a system to track resources
deployed for disaster response.
Establish a reporting procedure for
resources at specified locations.
Direct the collection, organization
and display status of incident
resources to include allocation,
deployment and staging areas.
Maintain a master list of all
resources reported.
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Logistics Section – Facilities/Resource Tracking Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Provide for an authentication system
in case of conflicting resources
status reports.
Provide a resources overview and
summary information to the
Situation Analysis Unit of the
Planning & Intelligence Section as
requested and written status reports
on resources allocations as
requested by the Section Chiefs.
Assist in strategy planning based on
the evaluation of the resources
allocation, resources enroute and
projected resources shortfalls.
Ensure that the Operations Section
staff does not overlook available
resources.
Make recommendations to the
Logistics Section Chief of resources
that are not deployed or should be
deactivated.
Maintain information in the Unit
regarding:
• Facilities opened and operating.
• Facility managers.
• Supplies and equipment at the
various locations.
• Specific operations and
capabilities of each location.
As the requirement for emergency‐
use facilities is identified, coordinate
the acquisition of required space to
include any use permit, agreement
or restriction negotiations required.
In coordination with the Operations
Section, provide support to facilities
used for disaster response and
recovery operations; i.e., staging
areas, shelters, etc.
Identify communications
requirements to the
Communication/Information
Systems Unit.
Hermosa Beach EOP – Functional Annexes
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Logistics Section – Facilities/Resource Tracking Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Identify equipment, material and
supply needs to the Procurement
Unit of the Finance & Administration
Section.
Identify personnel needs to the
Personnel Unit of the Finance &
Administration Section.
Identify transportation requirements
to the Transportation Unit.
Coordinate evacuation schedules
and identify locations involved.
Identify security requirements to the
Law Enforcement Unit of the
Operations Section.
Monitor the actions at each facility
activated and provide additional
support requested in accordance
with Unit capabilities and priorities
established.
Account for personnel, equipment,
supplies and materials provided to
each facility.
Coordinate the receipt of incoming
resources to facilities.
Ensure that operational capabilities
are maintained at facilities.
Oversee the distribution of utilities,
fuel, water, food, other consumables
and essential supplies to all disaster
operation facilities.
Ensure that basic sanitation and
health needs at mass care facilities
(toilets, showers, etc.) are met.
Ensure that access and other related
assistance for residential care and
special needs persons are provided
in facilities.
Provide facilities for sheltering
essential workers, employees’
families and volunteers.
Be prepared to provide facilities for
animal boarding as required.
Hermosa Beach EOP – Functional Annexes
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Logistics Section – Facilities/Resource Tracking Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Coordinate water resources for
consumption, sanitation and
firefighting at all facilities.
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms or
reports are completed prior to your
release and departure.
Be prepared to provide input to the
After‐Action Report.
Determine what follow‐up to your
assignment might be required
before you leave.
Deactivate the Facilities/Resource
Tracking Unit Leader position and
close out logs when authorized by
the Logistics Section Chief or EOC
Director.
Leave forwarding phone number
where you can be reached.
Hermosa Beach EOP – Functional Annexes
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Logistics Section – Facilities/Resource Tracking Unit Leader
Hermosa Beach EOP – Functional Annexes
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Logistics Section – Communications/Information Systems Unit Leader
Hermosa Beach EOP – Functional Annexes
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LOGISTICS SECTION
COMMUNICATION/INFORMATION SYSTEMS UNIT LEADER
PRIMARY: Information Technology (contracted)
ALTERNATE: Information Technology (contracted)
SUPERVISOR: Logistics Section Chief
GENERAL DUTIES:
• Notify support agencies and oversee the installation, activation and maintenance of all radio, data
and telephone communications services inside of the EOC and between the EOC and outside
agencies.
• Determine the appropriate placement of all radio transmitting equipment brought to the EOC to
support operations. Approve all radio frequencies to minimize interference conditions.
• Provide necessary communication system operators, and ensure effective continuous 24‐hour
operation of all communications services.
• Make special assignment of radio, data and telephone services as directed by the EOC Director.
YOUR RESPONSIBILITY:
Manage all radio, data, and telephone needs of the EOC staff.
Logistics Section – Communications/Information Systems Unit Leader
LOGISTICS SECTION: COMMUNICATION/INFORMATION SYSTEMS UNIT LEADER
Unit Start‐Up Actions
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the Logistics Section
Chief.
Obtain a briefing on the situation.
Determine your personal operating
location and set up as necessary.
Review your position
responsibilities.
Identify yourself as the
Communication/Information
Systems Unit Leader by putting on
the vest with your title. Print your
name on the EOC organization
chart next to your assignment.
Clarify any issues regarding your
authority and assignment and what
others in the organization do.
Activate elements of your Unit,
establish work area, assign duties
and ensure Unit journal/log is
opened.
Determine 24‐hour staffing
requirement and request additional
support as required.
Request additional resources
through the appropriate Logistics
Section Units, as needed.
Ensure that all your incoming Unit
personnel are fully briefed.
Based on the situation as known or
forecast, determine likely future
Unit needs.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING OF EACH SHIFT
Hermosa Beach EOP – Functional Annexes
Page 172 of 238
Logistics Section – Communications/Information Systems Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Think ahead and anticipate
situations and problems before
they occur.
Using activity log, maintain all
required records and
documentation to support the
After‐Action Report and the history
of the emergency/disaster.
Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on duty
and assignments
Precise information is essential to
meet requirements for possible
reimbursement by Cal‐EMA and
FEMA.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Develop a plan for your Unit
operations and support of field
operations as requested. Assign
specific responsibilities.
Keep up to date on the situation
and resources associated with your
Unit. Maintain current status
reports and displays.
Keep the Logistics Section Chief
advised of your Unit status and
activity and on any problem areas
that now need or will require
solutions.
Provide periodic situation or status
reports to your Section Chief for
updating information to the
Planning & Intelligence Section.
Establish operating procedure for
use of telephone, radio and data
systems and provide to other units.
Review situation reports as they are
received. Verify information where
questions exist.
Hermosa Beach EOP – Functional Annexes
Page 173 of 238
Logistics Section – Communications/Information Systems Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Anticipate potential situation
changes, such as severe
aftershocks, in all Unit planning.
Develop a backup plan for all plans
and procedures requiring off‐site
communications.
Determine and anticipate your
support needs and forward to your
Section Chief.
Conduct periodic briefings for your
Unit. Ensure they are aware of
priorities.
Monitor your Unit activities and
adjust staffing and organization as
appropriate to meet current needs.
Use face‐to‐face communication in
the EOC whenever possible and
document decisions and policy.
Refer all media contacts to your
Section Chief.
Be prepared to participate in the
EOC Director’s action planning
meetings and policy decisions if
requested.
Ensure that all your Unit personnel
and equipment time records and a
record of expendable materials
used are provided to your Section
Chief at the end of each operational
period.
Brief your relief at shift‐change
time. Ensure that in‐progress
activities are identified and follow‐
up requirements are known.
Unit Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Coordinate with all sections and
units on operating procedures for
use of telephone, data and radio
systems. Receive any priorities or
special requests.
Hermosa Beach EOP – Functional Annexes
Page 174 of 238
Logistics Section – Communications/Information Systems Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Monitor operational effectiveness
of EOC communications systems.
Obtain additional communications
capability as needed.
Coordinate frequency and network
activities with Los Angeles County
Operational Area.
Provide communications briefings
as requested at action planning
meetings.
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms or
reports are completed prior to your
release and departure.
Be prepared to provide input to the
After‐Action Report.
Determine what follow‐up to your
assignment might be required
before you leave.
Deactivate the
Communication/Information
Systems Unit Leader position and
close out logs when authorized by
the Logistics Section Chief or EOC
Director.
Leave forwarding phone number
where you can be reached.
Hermosa Beach EOP – Functional Annexes
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Logistics Section – Communications/Information Systems Unit Leader
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Logistics Section – Transportation Unit Leader
LOGISTICS SECTION
TRANSPORTATION UNIT LEADER
PRIMARY: Community Resources Director
ALTERNATE: Recreation Supervisor
SUPERVISOR: Logistics Section Chief
GENERAL DUTIES:
• Coordinate the transportation of emergency personnel and resources within the City by all
available means.
• Coordinate all public transportation resources.
YOUR RESPONSIBILITY:
Transportation of emergency personnel, equipment and supplies and coordinate the Disaster Route
Priority Plan.
Hermosa Beach EOP – Functional Annexes
Page 177 of 238
Logistics Section – Transportation Unit Leader
LOGISTICS SECTION: TRANSPORTATION UNIT
Unit Start‐Up Actions
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the Logistics Section
Chief.
Obtain a briefing on the situation.
Determine your personal
operating location and set up as
necessary.
Review your position
responsibilities.
Identify yourself as the
Transportation Unit Leader by
putting on the vest with your title.
Print your name on the EOC
organization chart next to your
assignment.
Clarify any issues regarding your
authority and assignment and
what others in the organization
do.
Activate elements of your Unit,
establish work area, assign duties
and ensure Unit journal/log is
opened.
Determine 24‐hour staffing
requirement and request
additional support as required.
Request additional resources
through the appropriate
Logistics/Finance &
Administration Unit, as needed.
Ensure that all your incoming
Unit personnel are fully briefed.
Based on the situation as known
or forecast, determine likely
future Unit needs.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING F EACH SHIFT O0
Hermosa Beach EOP – Functional Annexes
Page 178 of 238
Logistics Section – Transportation Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Think ahead and anticipate
situations and problems before
they occur.
Using activity log, maintain all
required records and
documentation to support the
After‐Action Report and the
history of the
emergency/disaster. Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
Precise information is essential
to meet requirements for
possible reimbursement by Cal‐
EMA and FEMA.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Develop a plan for your Unit
operations and support of field
operations as requested. Assign
specific responsibilities.
Keep up to date on the situation
and resources associated with
your Unit. Maintain current
status reports and displays.
Keep the Logistics Section Chief
advised of your Unit status and
activity and on any problem areas
that now need or will require
solutions.
Provide periodic situation or
status reports to your Section
Chief for updating information to
the Planning & Intelligence
Section.
Review situation reports as they
are received. Verify information
where questions exist.
Hermosa Beach EOP – Functional Annexes
Page 179 of 238
Logistics Section – Transportation Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Anticipate potential situation
changes, such as severe
aftershocks, in all Unit planning.
Develop a backup plan for all
plans and procedures requiring
off‐site communications.
Determine and anticipate your
support needs and forward to
your Section Chief.
Conduct periodic briefings for
your Unit. Ensure they are aware
of priorities.
Monitor your Unit activities and
adjust staffing and organization
as appropriate to meet current
needs.
Use face‐to‐face communication
in the EOC whenever possible
and document decisions and
policy
Refer all media contacts to your
Section Chief.
Be prepared to participate in the
EOC Director’s action planning
meetings and policy decisions if
requested.
Ensure that all your Unit
personnel and equipment time
records and a record of
expendable materials used are
provided to your Section Chief at
the end of each operational
period.
Brief your relief at shift‐change
time. Ensure that in‐progress
activities are identified and
follow‐up requirements are
known.
Hermosa Beach EOP – Functional Annexes
Page 180 of 238
Logistics Section – Transportation Unit Leader
Unit Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Coordinate with the Planning &
Intelligence and Operations
Sections to determine which
disaster routes are available for
emergency use.
Coordinate use of disaster routes
with the Operations Section.
Coordinate with other sections
and branches/groups/units to
identify transportation priorities.
Establish a transportation plan
for movement of:
• Personnel, supplies and
equipment to the EOC, field
units, shelters and Casualty
Collection Points (CCPs).
• Individuals to medical
facilities.
• Emergency workers and
volunteers to and from risk
area.
Coordinate with the Operations
Section on the movement of
disabled and elderly persons.
Coordinate transportation of
animals as required.
Coordinate with local
transportation agencies and
schools to establish availability of
resources for use in evacuations
and other operations as needed.
As reports are received from field
units and EOC sections and as
sufficient information develops,
analyze the situation and
anticipate transportation
requirements.
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms or
reports are completed prior to
your release and departure.
Hermosa Beach EOP – Functional Annexes
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Logistics Section – Transportation Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 182 of 238
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Be prepared to provide input to
the After‐Action Report.
Determine what follow‐up to
your assignment might be
required before you leave.
Deactivate the Transportation
Unit Leader position and close
out logs when authorized by the
Logistics Section Chief or EOC
Director.
Leave forwarding phone number
where you can be reached.
Logistics Section – Personnel/Supply/Procurement Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 183 of 238
LOGISTICS SECTION
PERSONNEL/SUPPLY/PROCUREMENT UNIT LEADER
PRIMARY: Administrative Assistant (Public Works)
ALTERNATE: Clerk Typist (Public Works)
SUPERVISOR: Logistics Section Chief
GENERAL DUTIES:
• Coordinate and oversee the procurement, allocation and distribution of resources not normally
obtained through existing mutual aid sources, such as food, potable water, sanitation services,
petroleum fuels, heavy and special equipment and other supplies and consumables.
• Determine the appropriate supply houses, vendors or contractors who can supply the item, product
or commodity if City stocks do not exist.
• Purchase items within limits of delegated authority from Finance & Administration Section.
Coordinate with the Finance & Administration Section on actions necessary to purchase or contract
for items exceeding delegated authority.
• Support activities for restoration of disrupted services and utilities.
• Coordinate all personnel support requests received at or within the EOC, including any category of
personnel support requested from the EOC functional elements or from City response elements in
the field.
• Identify sources and maintain an inventory of personnel support and volunteer resources. Request
personnel resources from those agencies as needed.
• Ensure that all Disaster Service Workers and volunteers are registered and integrated into the
emergency response system.
• Assign personnel within the EOC as needs are identified.
• Coordinate Emergency Management Mutual Aid (EMMA) as necessary through the Los Angeles
County Operational Area.
• Refer to Los Angeles County Operational Area Plan.
YOUR RESPONSIBILITY:
Obtain all non‐fire and non‐law enforcement mutual aid materials, equipment and supplies to support
emergency operations and arrange for delivery of those resources. Also obtain, coordinate and allocate
all non‐fire and non‐law enforcement mutual aid personnel support requests received; register
volunteers as Disaster Services Workers and manage EOC personnel issues and requests.
PROCUREMENT POLICY:
The procurement of resources will follow the priority outlined below:
1. Resources within the City inventory (City‐owned).
2. Other sources that may be obtained without direct cost to the City.
3. Resources that may be leased/purchased within spending authorizations.
Logistics Section – Personnel/Supply/Procurement Unit Leader
LOGISTICS SECTION: PERSONNEL/SUPPLY/PROCUREMENT UNIT LEADER
Unit Start‐Up Actions
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the Logistics Section
Chief.
Obtain a briefing on the situation.
Determine your personal operating
location and set up as necessary.
Review your position
responsibilities.
Identify yourself as the
Personnel/Supply/Procurement
Unit Leader by putting on the vest
with your title. Print your name on
the EOC organization chart next to
your assignment.
Clarify any issues regarding your
authority and assignment and what
others in the organization do.
Activate elements of your Unit,
establish work area, assign duties
and ensure Unit journal/log is
opened.
Determine 24‐hour staffing
requirement and request additional
support as required.
Ensure that all your incoming Unit
personnel are fully briefed.
Based on the situation as known or
forecast, determine likely future
Unit needs.
Think ahead and anticipate
situations and problems before
they occur.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT 0
Hermosa Beach EOP – Functional Annexes
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Logistics Section – Personnel/Supply/Procurement Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Using activity log, maintain all
required records and
documentation to support the
After‐Action Report and the history
of the emergency/disaster.
Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on duty
and assignments
Precise information is essential to
meet requirements for possible
reimbursement by Cal‐EMA and
FEMA.
General Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Develop a plan for your Unit
operations and support of field
operations as requested. Assign
specific responsibilities.
Keep up to date on the situation
and resources associated with your
Unit. Maintain current status
reports and displays.
Keep the Logistics Section Chief
advised of your Unit status and
activity and on any problem areas
that now need or will require
solutions.
Provide periodic situation or status
reports to your Section Chief for
updating information to the
Planning & Intelligence Section.
Establish operating procedure with
the Communications/Information
Systems Unit Leader for use of
telephone, radio and data systems.
Make any priorities or special
requests known.
Hermosa Beach EOP – Functional Annexes
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Logistics Section – Personnel/Supply/Procurement Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Review situation reports as they are
received. Verify information where
questions exist.
Anticipate potential situation
changes, such as severe
aftershocks, in all Unit planning.
Develop a backup plan for all plans
and procedures requiring off‐site
communications.
Determine and anticipate your
support needs and forward to your
Section Chief.
Conduct periodic briefings for your
Unit. Ensure they are aware of
priorities.
Monitor your Unit activities and
adjust staffing and organization as
appropriate to meet current needs.
Use face‐to‐face communication in
the EOC whenever possible and
document decisions and policy.
Refer all media contacts to your
Section Chief.
Be prepared to participate in the
EOC Director’s action planning
meetings and policy decisions if
requested.
Ensure that all your Unit personnel
and equipment time records and
record of expendable materials
used are provided to your Section
Chief at the end of each operational
period.
Brief your relief at shift‐change
time. Ensure that in‐progress
activities are identified and follow‐
up requirements are known.
Hermosa Beach EOP – Functional Annexes
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Logistics Section – Personnel/Supply/Procurement Unit Leader
Unit Operational Duties
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Meet and coordinate activities with
Section Chief and determine
purchasing authority to be
delegated to Supply/Procurement
Unit. Review emergency
purchasing and contracting
procedures.
Review, verify and process requests
from all Sections for resources.
Maintain information regarding:
• Resources readily available
• Resources requests
• Status of shipments
• Priority resource requirements
• Shortfalls
Coordinate with other
branches/units as appropriate on
resources requests received from
operations forces to ensure there is
no duplication of effort or
requisition.
Determine if needed resources are
available from City stocks, mutual
aid sources or other sources.
Arrange for delivery if available.
Determine availability and cost of
resources from private vendors.
Issue purchase orders for needed
items within dollar limits of
authority delegated to Unit.
Notify Section Chief of
procurement needs that exceed
delegated authority. Obtain
needed authorizations and
paperwork.
If contracts are needed for
procuring resources, request that
the Purchasing Unit Leader of the
Finance & Administration Section
develop necessary agreements.
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Logistics Section – Personnel/Supply/Procurement Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Arrange for delivery of procured
resources. Coordinate with
Transportation and Facilities Units
of the Logistics Section.
Identify to the Logistics Section
Chief any significant resource
request(s), which cannot be met
through local action. Suggest
alternative methods for solving the
problem.
Establish contact with the
appropriate Operations Section
Units and Red Cross
representative(s) and discuss the
food and potable water situation
with regard to mass care shelters
and mass feeding locations.
Coordinate actions.
Establish a plan for field and EOC
feeding operations. Coordinate
with Operations Section to avoid
duplication.
Be prepared to provide veterinary
care and feeding of animals.
Assemble resource documents,
which will allow for agency, vendor
and contractor contacts; e.g.,
telephone listings, procurement
catalogs, directories and supply
locations.
Continually update
communications availability
information with the
Communication/Information
Systems Unit. Revise contact
methods with suppliers as
improved communications become
available.
Hermosa Beach EOP – Functional Annexes
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Logistics Section – Personnel/Supply/Procurement Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Review the situation reports as
they are received.
Determine/anticipate support
requirements. Verify information
where questions exist.
Begin disaster documentation and
record tracking of disaster‐related
requests for expenditures of
equipment, supplies, personnel,
funds, etc.
Provide updated reports on
resource status to Resource
Tracking Unit.
Identify and maintain a list of
available and accessible equipment
and supplies to support response
and recovery efforts.
Arrange for storage, maintenance
and replenishment of replacement
of equipment and materials.
Provide and coordinate with
Operations Section the allocation
and distribution of utilities, fuel,
water, food, other consumables
and essential supplies to all disaster
operation facilities, including mass
care shelters.
Procure and arrange for basic
sanitation and health needs at mass
care and other facilities (toilets,
showers, etc.) as requested by
Operations Section.
Support activities for restoration of
utilities to critical facilities.
Procure and coordinate water
resources for consumption,
sanitation and firefighting.
Coordinate resources with relief
agencies (American Red Cross, etc.)
Obtain and coordinate necessary
medical supplies and equipment for
special needs persons.
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Logistics Section – Personnel/Supply/Procurement Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Obtain necessary protective
respiratory devices, clothing,
equipment and antidotes for
personnel performing assigned
tasks in hazardous, nuclear,
biological or chemical
environments.
Ensure the management of
donated goods.
Identify supply sources to augment
and/or satisfy expanded medical
needs during emergency
operations.
In coordination with Operations
Section and the Operational Area,
maintain essential medical supplies
in designated Casualty Collection
Points (CCPs).
Receive and process all incoming
requests for personnel support.
Identify number of personnel,
special qualifications or training,
location where needed and person
to report to upon arrival. Secure an
estimated time of arrival for relay
back to the requesting agency.
Develop a system for tracking
personnel/volunteers processed by
the Unit. Maintain sign in/out logs.
Control must be established for the
accountability of personnel used in
the response effort.
Personnel/volunteers relieved from
assignments will be processed
through the Personnel Unit in the
Logistics Section.
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Logistics Section – Personnel/Supply/Procurement Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Maintain information regarding:
• Personnel/volunteers
processed.
• Personnel/volunteers allocated
and assigned by
agency/location.
• Personnel/volunteers on
standby.
Special personnel requests by
category not filled.
Ensure training of assigned
response staff and volunteers to
perform emergency functions.
Coordinate with Safety Officer to
ensure that training for personnel
includes safety and hazard
awareness and is in compliance
with OSHA requirements.
Obtain crisis counseling for
emergency workers.
Coordinate feeding, shelter and
care of personnel, employees’
families and volunteers with the
Supply/Procurement Unit and the
Facilities Unit of the Logistics
Section.
Establish a plan for childcare for
City employees as needed.
Coordinate with Facilities Unit of
the Logistics Section for suitable
facilities.
Assist and support employees and
their families who are also disaster
victims.
Develop a plan for communicating
with those agencies having
personnel resources capable of
meeting special needs.
Coordinate with the Los Angeles
County Operational Area for
additional personnel needs.
Ensure the recruitment,
registration, mobilization and
assignment of volunteers.
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Logistics Section – Personnel/Supply/Procurement Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Establish Disaster Service Worker
and Volunteer registration and
interview locations. Assign staff to
accomplish these functions.
Issue ID cards to Disaster Service
Workers.
Coordinate transportation of
personnel and volunteers with the
Transportation Unit of the Logistics
Section.
If the need for a call for volunteers
is anticipated, coordinate with the
PIO and provide the specific
content of any broadcast item
desired.
Keep the PIO advised of the
volunteer situation. If the system is
saturated with volunteers, advise
the PIO of that condition and take
steps to reduce or redirect the
response.
Obtain health/medical personnel,
e.g., nurses’ aides, paramedics, Red
Cross personnel and other trained
volunteers to meet health/medical
needs.
Request technical expertise
resources not available within the
jurisdiction (hazardous materials,
environmental impact, structural
analysis, geo‐technical information,
etc.) through established channels,
mutual aid channels or the Los
Angeles County Operational Area.
Deactivation
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms or
reports are completed prior to your
release and departure.
Be prepared to provide input to the
After‐Action Report.
Determine what follow‐up to your
assignment might be required
before you leave.
Hermosa Beach EOP – Functional Annexes
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Logistics Section – Personnel/Supply/Procurement Unit Leader
CHECKLIST ACTION ACTION TAKEN DATE/TIME COMMENTS
Deactivate the Supply/Procurement
Unit Leader position and close out
logs when authorized by the
Logistics Section Chief or EOC
Director.
Leave forwarding phone number
where you can be reached.
Hermosa Beach EOP – Functional Annexes
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Logistics Section – Personnel/Supply/Procurement Unit Leader
Hermosa Beach EOP – Functional Annexes
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THIS PAGE INTENTIONALLY LEFT BLANK
Finance & Administration Section
Finance & Administration Section
Purpose & Overview The purpose of the Finance & Administration Section is to enhance the
capability of the City of Hermosa Beach to respond to emergencies by
providing financial support and coordination to City emergency operations
and coordinating the recovery of costs as allowed by Federal and State law.
It is the policy of this section that the priorities are to be:
• Protect life and property.
• Provide continuity of financial support to the City and community.
• Cooperate with the other sections of the City’s emergency response
team.
• Documentation of City costs and recovery of those costs as allowable.
• Maintain a positive image for the City in its dealings with the
community.
The Finance & Administration Section’s primary responsibility is to maintain
to the greatest extent possible the financial systems necessary to keep the
City functioning during a disaster/emergency. These systems include:
• Payroll
• Payments
• Revenue collection
• Claim processing
• Cost recovery
The Section also supervises the negotiation and administration of vendor
and supply contracts and procedures.
The extent of the disaster/emergency will determine the extent to
which the Finance & Administration Section will mobilize. In a low-
level emergency, only part of the Section will mobilize. In a
widespread disaster that damages communications and systems, the
entire section will mobilize.
Objectives The Finance & Administration Section acts in a support role in all
disasters/emergencies to ensure that all required records are preserved for
future use and Cal‐EMA and FEMA filing requirements through maintenance
of proper and accurate documentation of all actions taken. Depending on
the type of emergency, the Fire, Police or Public Works departments will
have the principal role in directing the City's overall response efforts. To
carry out its responsibilities, the Finance & Administration Section will
accomplish the following objectives during a disaster/emergency:
For all disasters/emergencies:
1. Notify the other sections and City departments that the Disaster
Accounting System is to be used for the disaster/emergency.
Hermosa Beach EOP – Functional Annexes
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Finance & Administration Section
2. Determine if the City’s bank can continue handling financial
transactions.
3. Maintain, as best possible, the financial continuity of the City (payroll,
payments and revenue collection).
4. Disseminate information about the Disaster Accounting System to other
sections and departments as necessary.
5. Upon declaration of a disaster by the State and/or Federal Governments
coordinate with disaster agencies to initiate the recovery process of City
costs.
6. Coordinate with the other sections and departments the collection and
documentation of costs pertaining to the disaster/emergency.
7. Coordinate with the disaster assistance agencies for the required
inspections, documentation, audits and other necessary work in order
to recover costs.
For disasters/emergencies where the City’s computer systems and bank
are accessible and usable:
1. Inform the other sections and City departments that the payroll and
payments processing will be handled on a “business‐as‐usual” basis
except that the Disaster Accounting System will be used for
disaster/emergency‐related costs.
2. Continue with objectives 5 through 8 above.
For disasters/emergencies where the City's computer systems and/or
bank are either inaccessible or unusable for a short period of time (i.e.,
less than one week):
1. Inform the other sections and City departments that payroll and
payments will be on hold for a short time and that processing will
continue on a normal basis as of a specified date.
2. Continue with objectives 4 through 8 above.
For disasters/emergencies where the City’s computer and/or bank
systems are either inaccessible or unusable for an extended period of time
(i.e., one week or more):
1. Inform the other sections and City departments that disaster accounting
procedures will be necessary for the next payroll and all critical
payments.
2. Activate other Finance & Administration Section Units as necessary.
3. Continue with objectives 4 through 8 above.
Concept of
Operations The Finance & Administration Section will operate under the following
policies during a disaster/emergency as the situation dictates:
• The Standardized Emergency Management System (SEMS) will be
followed.
• All existing City and departmental fiscal operating procedures will be
adhered to unless modified by City Council or EOC Director.
Hermosa Beach EOP – Functional Annexes
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Finance & Administration Section
• For disasters/emergencies that leave the accounting systems accessible
and usable, normal working hours will be retained for all but the
Recovery Unit. This unit will function on the schedule determined
necessary to perform its objectives.
• For disasters/emergencies that render the accounting systems either
inaccessible or unusable for any period of time, appropriate personnel
in the activated units will be on an operational period determined by
the Finance & Administration Section Chief. This may be a period of 12
hours. If so, then these periods will normally change at 7:00 a.m. and
7:00 p.m.
Section Activation
Procedures The EOC Director is authorized to activate the Finance & Administration
Section for response to a disaster/emergency.
When to Activate The Finance & Administration Section will be activated whenever the EOC
Director determines that the City of Hermosa Beach is involved or may soon
be involved in a disaster/emergency that will require a Finance &
Administration response. The Finance & Administration Section’s Cost
Recovery Unit may continue to function when the EOC is not activated.
In all cases the Cost Recovery Unit will be activated. Other units will be
activated only as conditions necessitate. Invariably, these other conditions
will mean that the EOC will also be activated.
The Finance & Administration Section Chief will activate the various units of
the Finance & Administration Section as the disaster/emergency situation
develops. All units may be placed on an alert basis when there is warning of
an impending or developing disaster/emergency.
In the event of a major, widespread disaster/emergency that disrupts
normal communication channels, all units in the Finance & Administration
Section are to assume activation and are to report to their assigned
emergency location.
Where to Report The location to which Finance & Administration Section personnel will
report depends on whether their unit is activated and the severity of the
disaster/emergency. These conditions are:
• Level One — EOC not activated: All personnel will report to their
normal worksite. The Finance & Administration Section Chief as
necessary will give instructions.
• Level One — EOC not activated — Non‐business hours — City Hall
closed: All personnel to be contacted and instructed as to reporting
location.
• Level Two/Three — EOC activated but normal communications and
accounting systems accessible and usable: Finance & Administration
Section Chief and the Public Assistance Unit Leader report to their
Hermosa Beach EOP – Functional Annexes
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Finance & Administration Section
assigned emergency location and communicate with other units as
necessary. Other units report to normal worksite unless instructed
otherwise.
• Level Two/Three — EOC activated but normal communications and
accounting systems either inaccessible and/or unusable: All Finance &
Administration Section Units report to their assigned emergency
location.
When to Report See the EOC Standard Operating Procedures.
Hermosa Beach EOP – Functional Annexes
Page 198 of 238
Finance & Administration Section
Chart 1 – Hermosa Beach Emergency Management Organization
MANAGEMENT SECTION
EOC Director – City Manager
EOC Coordinator – Fire
Safety Officer – Personnel/Risk Management
Public Information Officer – Police
Security Officer – Police
Liaison Officer – Community Resources
OPERATIONS SECTION
Operations Section Chief – Fire/Police/Public Works
Fire & Rescue – Fire
Law Enforcement – Police
Health & Welfare – Community Resources
Construction & Engineering – Public Works
PLANNING & INTELLIGENCE SECTION
Planning & Intelligence Section Chief – Community Development
Situation Analysis – Community Development
Advance Planning – Community Development
Documentation – City Clerk
LOGISTICS SECTION
Logistics Section Chief – Public Works
Facilities/Resource Tracking – Public Works
Communication/Information Systems – Finance
Transportation – Community Resources
Personnel/Supply/Procurement – Public Works
FINANCE & ADMINISTRATION SECTION
Finance & Administration Section Chief – Finance
Compensation & Claims – Personnel/Risk Management
Cost Recovery – Finance
Purchasing – Finance
Time Keeping – Finance
Cost Accounting – Finance
Hermosa Beach EOP – Functional Annexes
Page 199 of 238
Finance & Administration Section
Hermosa Beach EOP – Functional Annexes
Page 200 of 238
Chart 2 – Finance & Administration Section Organization
Finance & Administration Section
Finance & Administration Section Chief
Finance
Compensation & Claims Unit Leader
Personnel/Risk Management
Cost Recovery Unit Leader
Finance
Purchasing Unit Leader
Finance
Time Keeping Unit Leader
Finance
Cost Accounting Unit Leader
Finance
Finance & Administration Section
Hermosa Beach EOP – Functional Annexes
Page 201 of 238
Finance & Administration
Section r will fill the position of Finance & Administration
nel/Risk Management Director shall serve as first
ate Finance & Administration Section Chief. The EOC Director also
may designate the Chief.
The Finance & Administration Section Chief will determine, based on
present and projected re establishing specific
and/or specialized branches/groups certain functional areas, such
as procurement, a functional unit need not be established if only one
person would work in the unit. In that case, the normal procurement officer
would be assigned rather than designating a unit. The following may be
established as the need arises:
• Compensation & Claims Unit Leader
• Recovery Unit Leader
• Purchasing Unit Leader
• Time Keeping Unit Leader
• Cost Accounting Unit
The Finance & Administration Section Chief may activate additional
branches/units to fulfill an expanded role if necessary.
Finance & Administration
Section Chief The Finance & Administra financial support,
response and recovery for the disaster/emergency; ensures that the payroll
and revenue collection process continues and activates the Disaster
Accounting System.
Cost Recovery
Unit Leader The Cost Recovery Uni the onset of any
disaster/emergency and the Disaster
Accounting System and procedures e and document costs relating
to a disaster/emergency in coordination with other sections and
departments. The Unit also acts as liaison with the disaster assistance
agencies and coordinates the recovery of costs as allowed by law.
Maintenance of records in such a manner that will pass audit is also an
extremely important task of this Unit. Accurate and timely documentation
is essential to financial recov
Time Keeping
Unit Leader The Time Keeping Unit is responsible for tracking hours worked by paid
personnel, volunteers, contract labor, mutual aid and all others and
ensuring that daily personnel time recording documents are prepared and
compliance to agency’s time policy is being met. The Time Unit is
responsible for ensuring that time and equipment use records identify
scope of work and site‐specific work location consistent with initial
S cto
n Chief. The Person
taff The Finance Dire
Sectio
altern
quirements, the need for
/units. In
tion Section Chief supervises the
t should be activated at
is respo maintainingnsible for
to captur
ery.
Finance & Administration Section
Hermosa Beach EOP – Functional Annexes
Page 202 of 238
/damage assessment records, sites and Project Worksheets (PWs) and
and posted according to existing policy.
Compensation &
Unit Leader
n of physical injuries and property damage
osa Beach arising out of an
ng all forms required by worker’s
d local agencies, maintaining a file of injuries
the incident and for providing investigative
checks upon settlement of claims.
Unit Leader analysis data for
the incident to help the planning and recovery efforts. The Unit must
nsure that all pieces of equipment and personnel that require payment are
will planning
cost estimates of resources used. The Unit must
maintain accurate information on the actual costs for the use of all assigned
Purchasing Unit Leader
safety
Damage Survey Reports (DSRs).
Personnel time and equipment use records should be collected and
processed for each operational period as necessary. Records must be
erified, checked for accuracyv
Excess hours worked must also be determined and separate logs
maintained. Time and equipment use records must be compiled in
appropriate format for cost recovery purposes.
Claims
The Compensation & Claims Unit is responsible for managing the
investigation and compensatio
claims involving the City of Herm
ding completiemergency/disaster, inclu
compensations programs an
and illnesses associated with
support of claims and for issuing
ost Accounting C
The Cost Accounting Unit is responsible for providing cost
e
properly identified; obtain and record all cost data; analyze and prepare
estimates of incident costs and maintain accurate records of incident costs.
The Cost Accounting Unit be increasingly tasked to support the
function in terms of
resources.
The Purchasing Unit is responsible for coordinating vendor contracts not
previously addressed by existing approved vendor lists and coordinating
with Supply/Procurement Unit on all matters involving the need to exceed
established purchase order limits.
Finance & Administration Section – Finance & Administration Section Chief
Hermosa Beach EOP – Functional Annexes
Page 203 of 238
S
FINANCE & ADMINISTRATION SECTION
FINANCE & ADMINISTRATION ECTION CHIEF
PRIMARY: Finance Director
Management Director
SUPERVISOR: EOC Director
ALTERNATE: Personnel/Risk
GENERAL DUTIES:
Ensure that the Finance & Administration function is performed consistent with SEMS Guidelines,
enting a Disa
Maintaining financi
Tracking and record
Processing worker’s
Handling travel and
teers as Disaster Services Workers.
Providing administra
• Supervise the Finance &
• Establish the appropria
effectiveness of that org changes as required.
Be prepared to form additional branches/units as dictated by the situation.
• Ensure that the Section
the EOC Action Plan.
• Keep the EOC Director u evelopments.
• Refer to Los Angeles County Operational Area Plan.
•
including:
Implem ster Accounting System.
al records of the emergency.
ing of all agency staff time.
compensation claims received at the EOC.
expense claims.
Managing personnel issues and registering volun
tive support to the EOC.
Administration Section staff.
te level of organization within the Section, and continuously monitor the
anization. Make
•
• Exercise overall responsibility for the coordination of branch/unit activities within the Section.
is supporting other EOC sections consistent with priorities established in
pdated on all significant financial d
YOUR RESPONSIBILITY:
Supervise the financial support, response and recovery for the disaster/emergency; manage the
personnel, materials, and supplies required for an effective response; ensure that the payroll and
revenue collection process continues and activate the Disaster Accounting System.
Finance & Administration Section – Finance & Administration Section Chief
Hermosa Beach EOP – Functional Annexes
Page 204 of 238
Finance & Adm Section Chief inistration Section: Finance & Administration
Section Start‐Up Actions
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the EOC Director.
Obtain a briefing on the situation.
Set up your Section work station,
cluding maps and status boards.
your EOC Section materials and
in
Use
on‐site supplies.
Review your position responsibilities.
Identify yourself as the Finance &
Administration Section Chief by
putting on the vest with your title.
Print your name on the EOC
organization chart next to your
assignment.
Clarify any issues you may have
regarding your authority and
assignment and what others in the
organization do.
Review organization in place at the
EOC. Know where to go for
information or support.
Determine if other Section staff is at
the EOC.
Confirm that all key Finance &
Administration Section personnel or
alt rnates are in the EOC or have
e n notified. Recall the required
e
e
taff members necessary for the
b
s
emergency.
Activate organizational elements as
Cost Recovery Unit
Purchasing Unit
Time Keeping Unit
• Cost Accounting Unit
needed and designate leaders for
each or combination of elements.
• Compensation and Claims Unit
•
•
•
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING OF EACH SHIFT 0
Finance & Administration Section – Finance & Administration Section Chief
Hermosa Beach EOP – Functional Annexes
Page 205 of 238
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Request additional personn
Section to maintain 4‐hour
operation as required.
el for the
a 2
Brief incoming Section personnel prior
their assuming their duties.
sho
• Current situation assessment.
• Iden
to
Briefings uld include:
tification of specific job
responsibilities.
ers • Identification of co‐work
within the job function and/or
geographical assignment.
• Availability of communications.
• Location of work area.
• Identification of eating and
sleeping arrangements as
appropriate.
• Procedural instructions for
obtaining additional supplies,
services and personnel.
• Identification of operational
period work shifts.
Inform the EOC Director and Gen
Staff when your Section is fully
operational.
eral
Open and maintain Section logs.
Using activity log, maintain all
required records and documentation
to support the After‐Action Report
onnel, time on duty and
and the history of the
emergency/disaster. Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC pers
assignments
Precise information is essential to
meet requirements for possible
mrei bursement from Cal‐EMA and
FEMA.
Review responsibilities of Units in
plan for
r
your Section. Develop
car ying out all responsibilities.
Finance & Administration Section – Finance & Administration Section Chief
Hermosa Beach EOP – Functional Annexes
Page 206 of 238
ACTION TAKEN DATE/TIME COMMENTS CHECKLIST ACTIONS
Prepare work objectives for Sec
staff and make staff ass
tion
ignments.
Meet with other activated Section
Chiefs.
From the Planning & Intelligence
onal
rmation that
tion
Section Chief, obtain and review
major incident reports and additi
field operational info
may pertain to or affect your Sec
operations. Provide information to
appropriate units.
Based on the situation as known or
forecast, determine likely future
n
Finance & Administration Sectio
needs.
Think ahead and anticipate situations
.
and problems before they occur
Request additional resources throu
the appropriate Logistics/Fin
gh
ance &
nee
Administration Section Unit, as
ded.
General Operational Duties
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Carry out responsibilities of the
rently
Finance & Administration Section
branches/units that are not cur
staffed.
Evaluate the need for Critical Incide
Stress Debriefing for al
personnel, victims and bystanders
nt
l affected
.
ugh the
/Procurement Unit
Arrange debriefings thro
Personnel/Supply
of the Logistics Section.
Make a list of key issues currently
to be
ope d.
facing your Section
accomplished within the next
rational perio
Keep up to date on situation and
resources associated with your
Section. Maintain current status and
displays
at all times.
Brief the EOC Director on major
problem areas that need or will
require solutions.
Finance & Administration Section – Finance & Administration Section Chief
Hermosa Beach EOP – Functional Annexes
Page 207 of 238
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Provide situation and resources
information to the Planning &
Intelligence Section on a periodic
basis or as the situation requires.
Establish operating procedure wit
the Communication/Information
Systems Unit of the Logistics Section
for use of telephone, data and radi
systems. Make any priorities or
special requests known.
h
o
Determine status of transportation
Find out present priorities
system into and within the affected
area in coordination with the
Transportation Unit of the Logistics
Section.
and estimated times for restoration of
the disaster route system. Provide
information to appropriate Units.
Ensure that your Section logs and file
are maintained.
s
Monitor your Section activities and
adjust Section organization as
appropri
ate.
Ensure internal coordination bet
unit leaders.
ween
Update status information with other
sections as appropriate.
Resolve problems that arise in
conducting your Section
responsibilities.
Anticipate potential situation
changes, such as severe aftershocks,
in all Section planning. Develop a
backup plan for all plans and
procedures requiring off‐site
communications.
Conduct periodic briefings for your
onal
.
Section. Ensure that all organizati
elements are aware of priorities
Use face‐to‐face communication in
the EOC whenever possible and
document decisions and policy.
Finance & Administration Section – Finance & Administration Section Chief
Hermosa Beach EOP – Functional Annexes
Page 208 of 238
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Make sure that all contacts with
media are fully coordinated firs
the Public Information Officer (PIO
the
t with
).
Participate in the EOC Director’s
action planning meetings.
Brief your relief at shift change tim
Ensure that in‐progress activities are
identified and follow‐up requirement
are known.
e.
s
Section Operational Duties
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Authorize use of the Disaster
Accounting System.
Ensure that the payroll process
continues.
Ensure that the revenue collection
process continues.
Collect your Section personnel and
rials used and
e end
tional period.
equipment time records and record of
expendable mate
provide copies to the Time Keeping
and Cost Accounting Units at th
of each opera
Ensure that all personnel and
equipment time records and record of
ons and
and
the end of
period.
expendable materials used are
received from other Secti
submitted to the Time Keeping
Cost Accounting Units at
each operational
Manage the donations of mon
received during and following an
emergency from individual citizens
and volunteer groups.
ey
Coordinate with the Cost Acco
Unit to make recom
unting
mendations for
cost savings to the General Staff.
Meet with assisting and cooperating
agency representatives as required.
Provide input in all planning sessions
on finance and cost analysis matt
ers.
Ensure that all obligation documents
initiated during the
emergency/disaster are properly
prepared and completed.
Finance & Administration Section – Finance & Administration Section Chief
Hermosa Beach EOP – Functional Annexes
Page 209 of 238
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Keep the General Staff apprized of
overall financial situation.
Deactivation
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Authorize deactivation of
organizational elements within your
Section when they are no longer
required.
Ensure that any open actions are
handled by your Section or
transferr nts as
ed to other EOC eleme
appropriate.
Ensure that any required forms or
our
departure.
reports are completed prior to y
release and
Be prepared to provide input to the
After‐Action Report
.
Deactivate the Finance &
Administration Section Chief position
and close out logs when authoriz
the EOC Director.
ed by
Leave forwarding phone number
where you can be reached.
Finance & Administration Section – Finance & Administration Section Chief
Hermosa Beach EOP – Functional Annexes
Page 210 of 238
THIS PAGE INTENTIONALLY LEFT BLANK
Finance & Administration Section – Cost Recovery Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 211 of 238
FINANCE & ADMINISTRATION SECTION
COST RECOVERY UNIT LEADER
PRIMARY: Accounting Supervisor (Finance)
ALTERNATE: Administrative Assistant (Finance)
SUPERVISOR: Finance & Administration Section Chief
GENERAL DUTIES:
• Document information for reimbursement from the state and federal governments.
• Activate and maintain Disaster Accounting System.
• Coordinate documentation of costs with other sections and departments.
• Coordinate cost recovery with disaster assistance agencies.
• Refer to Los Angeles County Operational Plan.
YOUR RESPONSIBILITY:
Maintain the Disaster Accounting System and procedures to capture and document costs relating to a
disaster/emergency in coordination with other sections and departments; act as liaison with the
disaster assistance agencies and coordinate the recovery of costs as allowed by law and maintain
records in such a manner that will pass audit. The Cost Recovery Unit should be activated at the onset
of any disaster/emergency. Accurate and timely documentation is essential to financial recovery.
Finance & Administration Section – Cost Recovery Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 212 of 238
Finance & Administration Section: Cost Recovery Unit Leader
Section Start Up Actions
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the Finance &
Administration Section Chief.
Obtain a briefing on the situation.
Determine your personal
operating location an
d set up as
ce
ne ssary.
Review your position
responsibilities.
Identify yourself as the Cost
Re overy Unit Leader by putting
on he vest with your title. Print
c
t
u
signment.
yo r name on the EOC
organization chart next to your
as
Clarify any issues regarding your
authority and assignment and
hat others in the organization
w
do.
Activate elements of your Unit,
establish work area, assign duties
and ensure Unit journal/log is
opened.
Determine 24‐hour staffing
requirement and request
additional support as required.
Request additional resources
rough the appropriate
gistics/Finance &
Administration Section Unit, as
needed.
th
Lo
Ensure that all your incoming
Unit personnel are fully briefed.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING OF EACH SHIFT 0
Finance & Administration Section – Cost Recovery Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 213 of 238
CHECKLIST ACTIONS COMMENTS ACTION TAKEN DATE/TIME
Based on the situation a nown
or forecast, determine li ly
future Unit needs
s k
ke
Think ahead and ant
situations and problems before
they o
icipate
ccur.
Using activity log, maintain all
required records and
documentation to support the
es received
ification and
irements for
After‐Action Report and the
history of the
emergency/disaster. Document:
• Messag
• Action taken
• Decision just
documentation
• Requests filled
• EOC personnel, time on duty
and assignments
Precise information is essential
to meet requ
possible reimbursement from
Cal‐EMA and FEMA.
General Operational Duties
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Develop a plan for your Unit
operations and support of field
operations as requested. Assig
specific re
n
sponsibilities.
Keep up to date on the situa
and resources associated with
your Unit. Maintain current
tion
status reports and displays.
Keep the Finance &
Administration Secti
advised of your Unit status and
activity a
on Chief
nd on any problem areas
that now need or will require
solutions.
Provide periodic situation or
status reports to your Section
Chief for updating information to
the Planning & Intelligence
Section.
Finance & Administration Section – Cost Recovery Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 214 of 238
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Establish operating procedure
with the Communication/
Information Systems Branch of
of
ke any priorities or
the Logistics Section for use
telephone, radio and data
systems. Ma
special requests known.
Review situation repor
are received. Verify information
where questions exist.
ts as they
Anticipate pote
changes, such as severe
ntial situation
lanning.
plan for all
g
ons.
aftershocks, in all Unit p
Develop a backup
plans and procedures requirin
off‐site communicati
Determine and anticipate your
y u
support needs and forward to
o r Section Chief.
Conduct periodic briefings for
your Unit. Ensure they are
of priorities.
aware
Monitor your Unit activities and
adjust staffing and organization
as app nt
ropriate to meet curre
needs.
Use face‐to‐face communication
in the EOC whenever possible
and document decisions
and
policy.
Refer all media contacts to your
Section Chief.
Be prepared to participate in the
planning
if
EOC Director’s action
meetings and policy decisions
requested.
Ensure that all your Unit
personnel and equipment time
records an
d record of expendable
o
f
materials used are provided t
your Section Chief at the end o
each operational period.
Finance & Administration Section – Cost Recovery Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 215 of 238
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Brief your relief at shift‐change
time. Ensure that in‐progre
activities are identified and
follow‐up requirements are
known.
ss
Unit Operational Duties
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Activate and maintain the
Disaster Accounting System and
procedures to capture and
document costs relating to a
disaster/emergency in
coordination with other sections
and departments.
Inform all sections and
departments that the Disaster
.
Accounting System is to be used
Coordinate cost documentation
and make decisions
on costs
codes and items to be tracked by
the Disaster Accounting System.
Act as liaison with the disaster
assistance agencies and
coordinate the recovery of costs
as allowed by law.
Prepare all required state and
ble
federal documentation as
necessary to recover all allowa
disaster costs.
Coordinate with the
lligence Section.
Documentation Unit of the
Planning & Inte
Provide analyses, summaries and
estimates of costs for the Finan
& Administration Section Chief,
EOC Directo
ce
r and the Los Angeles
as County Operational Area
required.
Work with EOC sections and
appropriate departments to
collect all required
documentation.
Receive and allocate payments.
Organize and prepare records for
final audit.
Finance & Administration Section – Cost Recovery Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 216 of 238
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Prepar s e recommendations a
necessary.
Deactivation
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required form
reports are
s or
completed prior to
your release and departure.
Be pre t to pared to provide inpu
the After‐Action Report.
Determine what follow‐up to
your assignment might be
required before you leave.
Deactivate the Cost Recovery
Unit Leader position and close
out logs when auth
orized by the
n Section
Finance & Administratio
Chief or EOC Director.
Leave forwarding phone number
where you can be reached.
Finance & Administration Section – Time Keeping Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 217 of 238
FINANCE & ADMINISTRATION
TIM LEADER
nistration Section Chief
E KEEPING UNIT
PRIMARY: Senior Account Clerk
ALTERNATE: Senior Account Clerk
SUPERVISOR: Finance & Admi
GENERAL DUTIES:
• Track, record and report staff
• Establish and maint
time for all personnel/volunteers working at the emergency/disaster.
ain a file for all personnel working at the emergency/disaster.
nel time recording documents are prepared and are in compliance with
specific City, CAL‐EMA and FEMA time recording policies.
• Track, record and report equipment use and time.
• Refer to Los Angeles County Operational Area Plan.
• Ensure that daily person
YOUR RESPONSIBILITY:
Track hours worked by paid personnel, volunteers, contract labor, mutual aid and all others and ensure
that daily personnel time recording documents are prepared and compliance to agency’s time policy is
being met. Ensure that time and equipment use records identify scope of work and site‐specific work
location consistent with initial safety/damage assessment records, sites and Project Worksheets and
Damage Survey Reports (DSRs).
Personnel time and equipment use records should be collected and processed for each operational
period as necessary. Records must be verified, checked for accuracy and posted according to existing
policy. Excess hours worked must also be determined and separate logs maintained. Time and
equipment use records must be compiled in appropriate format for cost recovery purposes.
Finance & Administration Section – Time Keeping Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 218 of 238
INISTRATION SECTION: TIME KEEPING UNIT LEADER FINANCE & ADM
Unit Start‐Up Actions
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the Finance &
Administration Section Chief.
Obtain a briefing on the situation.
Determine your personal operating
cation and set up as necessary.
lo
Review your position
responsibilities.
Identify yourself as the Time
Keeping Unit Leader by putting on
nam
hart next to your assignment.
the vest with your title. Print your
e on the EOC organization
c
Clarify any issues regarding your
authority and assignment and what
others in the organization do.
Activate elements of your Unit,
stablish work area, assign duties
log is
pened.
e
and ensure Unit journal/
o
Determine 24‐hour staffing
requirement and request additional
support as required.
Request additional resources
through the appropriate
Logistics/Finance & Administration
Section Units, as needed.
Ensure that all your incoming Unit
personnel are fully briefed.
Based on the situation as known or
forecast, determine likely future
nit needs. U
Think ahead and anticipate
tuations and problems before
ey occur.
si
th
R TART‐UP AND EAD ENTIRE CHECKLIST AT S
AT BEGINNING OF EACH SHIFT 0
Finance & Administration Section – Time Keeping Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 219 of 238
CHECKLIST ACTIONS COMMENTS ACTION TAKEN DATE/TIME
Using activity log, maintain all
quired records and
ocumentation to support the
After‐Action Report and the history
of the emergenc
Document:
• Me
and
essential to
ts for possible
nd
re
d
y/disaster.
ssages received
• Action taken
• Decision justification
documentation
• Requests filled
• EOC personnel, time on duty
and assignments
Precise information is
meet requiremen
reimbursement by Cal‐EMA a
FEMA.
General Operational Duties
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Develop a plan for your Unit
operations and support of field
operations as requested. Assign
specific responsibilities.
Keep up to date on the situation
and resources associated with your
Unit. Maintain current status
reports an
d displays.
Keep the Finance & Administ
Section Chief advised of your Unit
status and activity and
ration
on any
or problem areas that now need
will require solutions.
Provide periodic situation or status
reports to your Section Chief for
on.
updating information to the
Planning & Intelligence Secti
Establish operating procedure with
the Communication/Information
Systems Unit of the Logistics
, radio
special requests
known.
Section for use of telephone
and data systems. Make any
priorities or
Finance & Administration Section – Time Keeping Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 220 of 238
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Review situation reports as the
received. Verify inform
questions exist.
y are
ation where
Anticipate potential situation
changes, such as severe
aftershocks, in all Unit planning.
all plans
quiring off‐site
Develop a backup plan for
and procedures re
communications.
Determine and anticipate your
to your
support needs and forward
Section Chief.
Con for your duct periodic briefings
Unit. Ensure they are aware of
priorities.
Monitor your Unit activities and
adjust staffing and organization as
appropriate to meet current needs.
Use fac ion in
d
e‐to‐face communicat
the EOC whenever possible an
document decisions and policy.
Refer all media contacts to your
Section Chief.
Be prepared to participate in the
EOC Director’s action planning
meetings and policy decisions if
requested.
Ensure that all your Unit personnel
and equipment time records and
record of expendable materials
used are provided to your Section
Chief at the end of eac
h operational
period.
Brief your relief at shift‐change
time. Ensure that in‐progress
activities are identified and follow
‐
up requirements are known.
Unit Operational Duties—Personnel Time Recorder
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Determine specific requirements
for the time recording function.
Initiate, gather, or update a ti
report fr
me
om all applicable personnel
assigned to the emergency/disaster
for each operational period.
Finance & Administration Section – Time Keeping Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 221 of 238
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Ensure that all records identify
scope of work and site‐specific
work location.
Post personnel travel and work
hours, assignment to a sp
incident (location by address whe
possible), transfers, promotions,
specific pay provisions, and
termination’s to pe
ecific
n
rsonnel time
documents.
Ensure that daily personnel time
recording documents are accurate
and prepared in compliance with
City policy.
Ensure that all employee
ed
identification information is verifi
to be correct on the time report.
Ensure that time reports are signed.
Maintain separate logs for overtime
hours.
Establish and maintain a file for
employee time records within the
first operationa
l period for each
person.
Maintain records security.
Close out time documents prior to
personnel le
aving emergency
assignment.
Keep records on each shift.
Coordinate with the
Personnel/Supply/Procurement
Unit of the Logistics Section.
Operational Duties—Equipment Time Recorder
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Assist sections and units in
establishing a system for collecting
equipment time reports.
Ensure that all records id
scope o c
entify
f work and site‐specifi
work location.
Establish and maintain a file of time
d
reports on owned, rented, donate
and mutual aid equipment
(including charges for fuel, parts,
services and operators).
Finance & Administration Section – Time Keeping Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 222 of 238
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Maintai n records security.
Deactivation
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms or
our
reports are completed prior to y
release and departure.
Be prepared to provide input to the
After‐Action Report.
Determine what follow‐up to
assignment might be required
before you le
your
ave.
Deactivate the Time Keeping Unit
Leader position and close out logs
when authorized by the Finance &
Administrati
on Section Chief or EOC
Director.
Leave forwarding phone number
where you can be reached.
Finance & Administration Section – Compensation & Claims Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 223 of 238
FINANCE & A N SECTION
MPENSATION & CLAIMS UNIT
isk Management Director
el Assistant
istration Section Chief
DMINISTRATIO
CO
PRIMARY: Personnel/R
LEADER
ALTERNATE: Personn
SUPERVISOR: Finance & Admin
GENERAL DUTIES:
• Accept as agent for the City of He
rmosa Beach claims resulting from an emergency/disaster.
ms required by Workers Compensation and local
• Maintain a file of injuries and illness associated with the personnel activity at the EOC and
maintains a file of written witness statements on injuries.
• Manage and direct all compensation for injury specialists and claims specialists assigned to the
emergency/disaster.
• Provide investigative support in areas of claims for bodily injury and property damage
compensation presented to the City of Hermosa Beach.
• Collects information for all for
agencies.
YOUR RESPONSIBILITY:
Manage the investigation and compensation of physical injuries and property damage claims involving
the City of Hermosa Beach arising out of an emergency/disaster, including completing all forms
required by worker’s compensations programs and local agencies, maintaining a file of injuries and
illnesses associated with the incident, providing investigative support of claims and issuing checks upon
settlement of claims.
Finance & Administration Section – Compensation & Claims Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 224 of 238
Finance & Administration Section: Compensation & Claims Unit Leader
Unit Start‐Up Actions
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the Finance &
dministration Section Chief.
A
Obtain a briefing on the situation.
Determine your pers
cation and set up as
onal operating
necessary.
lo
Review your position
responsibilities.
Identify yourself as the
o pensation & Claims Unit Leader
C m
p
e
rga
by utting on the vest with your
titl . Print your name on the EOC
nization chart next to your o
assignment.
Cla ify any issues regarding your
ority and assignment
r
uth and what a
others in the organization do.
Ac vate elements of your Unit,
blish work area, assign duties
ti
sta
nd ensure Unit journal/log is
e
a
opened.
Determine 24‐hour staffing
requirement and request additional
support as required.
Request additional resources
through the appropriate
Logistics/Finance & Administration
Section Units, as needed.
E
p
nsure that all your incoming Unit
ersonnel are fully briefed.
Based on the situation as known or
forecast, determine likely future
Unit needs.
Think ahead and anticipate
situations and problems before
they occur.
READ ENTIRE CHECKLIST AT START‐UP AND
AT BEGINNING OF EACH SHIFT 0
Finance & Administration Section – Compensation & Claims Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 225 of 238
CHECKLIST ACTIONS COMMENTS ACTION TAKEN DATE/TIME
Using activity log, maintain all
required records and
documentation to support the
After‐ Action R
of the emergency/disaster
Document:
essential to
possible
eport and the history
.
• Messages received
•Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on duty
and assignments
Precise information is
meet requirements for
reimbursement by Cal‐EMA and
FEMA.
General Operational Duties
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Develop a plan for your Unit
operations and support of field
operations as requested. Assign
specific responsibilities.
Keep up to date on the situation
and resources associated with you
Unit. Maintain current status
reports and displays.
r
Keep the Finance & Administ
Section Chief advised of your Unit
status and activity and on any
problem areas that no
ration
or w need
will require solutions.
Provide periodic situation or status
reports to your Section Chief for
updating information to the
Planning & Intelligence Section.
Establish operating procedure with
the Communication/Information
Systems Unit of the Logistics
Section for use of telephone
and data systems. Make any
priorities or special requests
known.
, radio
Finance & Administration Section – Compensation & Claims Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 226 of 238
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Review situation reports as the
received. Verify inform
questions exist.
y are
ation where
Anticipate potential situation
changes, such as severe
aftershocks, in all Unit planning.
all plans
quiring off‐site
Develop a backup plan for
and procedures re
communications.
Determine and anticipate your
to your
support needs and forward
Section Chief.
Con for your duct periodic briefings
Unit. Ensure they are aware of
priorities.
Monitor your Unit activities and
adjust staffing and organization as
appropriate to meet current needs.
Use fac ion in
d
e‐to‐face communicat
the EOC whenever possible an
document decisions and policy.
Refer all media contacts to your
Section Chief.
Be prepared to participate in the
EOC Director’s action planning
meetings and policy decisions
requested.
if
Ensure that all your Unit personnel
and equipment time records and
record of expendable materials
used are provided to your Section
Chief at the end of eac
h operational
period.
Brief your relief at shift‐change
time. Ensure that in‐progress
activities are identified and follow
‐
up requirements are known.
Unit Operational Duties
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Coordinate with the Safety Officer,
Liaison Officer, Agency Reps o
Management Section, Person
Supply/P
f
nel/
rocurement Unit of
Logistics Section and ICS Field Level
Comp & Claims Unit Leader.
Finance & Administration Section – Compensation & Claims Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 227 of 238
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Maintai n a log of all injuries
occurring during the
disaster/emergency.
Develop and maintain a log of
potential and existing claims.
Prepare claims relative to
to City property and notify and file
the claims with insurers.
damage
Periodically review all logs and
forms produced by Unit to ensure:
pliance with City of
• Work is complete
• Entries are accurate and timely
Work is in com
Hermosa Beach requirements and
policies.
Determine if there is a need for
Compensation‐for‐Injury and
Claims Specialists and order
personnel as needed.
Ensure that all Compensation‐for‐
Injury and Claims logs and forms
are complete and routed to the
‐
.
appropriate department for post
EOC processing
Ensure the investigation of all
accidents, if possible.
Ensure that the
Personnel/Supply/Procurement
at
Unit of the Logistics Section
completes claims for any injured
personnel or volunteers working
the emergency.
Provide report of injuries and
coordinate with the Safety Officer
for mitigation of hazards.
Obtain all witness statements
pertaining to claims and review for
completeness.
Deactivation
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms or
reports are completed prior to your
release and departure.
Be prepared to provide input
After‐Action Report.
to the
Finance & Administration Section – Compensation & Claims Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 228 of 238
ACTION TAKEN DATE/TIME COMMENTS CHECKLIST ACTIONS
Determine what follo
assignment might be required
w‐up to your
before you leave.
Deactivate the Compensation &
tion
Claims Unit Leader position and
close out logs when authorized by
the Finance & Administra
Section Chief or EOC Director.
Leave forwarding phone number
where you can be reached.
Finance & Administration Section – Cost Accounting Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 229 of 238
FINANCE & ADMINISTRATION
COST ACCOUNTING UNIT LEADER
inistrator
lerk
rati Section Chief
PRIMARY: Citation Records Adm
ALTERNATE: Senior Account C
SUPERVISOR: Finance & Administ
on
GENERAL DUTIES:
• Provide all cost analysis activity associated with EOC operation.
• Obtain and record all cost data for the emergency/disaster.
• Ensure the proper identification of all equipment and personnel requiring payment.
• Analyze and prepare estimates of EOC costs.
• Maintain accurate record of EOC costs.
• Refer to Los Angeles County Operational Area Plan: Annex A – Emergency Management; Annex N
– Damage Assessment & Recovery.
YOUR RESPONSIBILITY:
Provide cost analysis data for the incident to help the planning and recovery efforts. Ensure that all
pieces of equipment and personnel that require payment are properly identified; obtain and record all
cost data; analyze and prepare estimates of incident costs and maintain accurate records of incident
costs.
The Cost Accounting Unit will be increasingly tasked to support the planning function in terms of cost
estimates of resources used. The unit must maintain accurate information on the actual costs for the
use of all assigned resources.
Finance & Administration Section – Cost Accounting Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 230 of 238
Finance & Administration Section: Cost Accounting Unit Leader
Unit Start‐Up Actions
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the Finance &
Administration Section Chief.
Obtain a briefing on the situation.
Determine your personal operating
location and set up as necessary.
Review your position responsibilities.
Identify yourself as the Cost
e vest with your title. Print your
xt to your assignment.
Accounting Unit Leader by putting on
th
name on the EOC organization chart
en
Clarify any issues regarding your
ority and assignment and what
auth
thers in the organization do. o
Activate elements of your Unit,
n duties and
nsure Unit journal/log is opened.
establish work area, assig
e
Determine 24‐hour staffing
requirement and request additional
support as required.
Request additional resources through
e appropriate Logistics/Finance &
th
Administration Section Unit, as
needed.
Ensure that all your incoming Unit
ersonnel are fully briefed.
p
Based on the situation as known or
recast, determine likely future Unit
eeds.
fo
n
Think ahead and anticipate situations
nd problems before they occur.
a
REA UP AND D ENTIRE CHECKLIST AT START‐
AT BEGINNING OF EACH SHIFT 0
Finance & Administration Section – Cost Accounting Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 231 of 238
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Using activity log, maintain all required
records and documentation to support
the After‐Action Report and the
history of the emergency/disa
Document:
• Messages receive
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC ty and
to
ster.
d
personnel, time on du
nments. assig
•Precise information is essential
meet requirements for possible
reimbursement by Cal‐EMA and
FEMA.
General Operational Duties
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Develop a plan for your Unit
operations and support of field
operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and
resources associated with your Uni
Maintain current status reports and
displays.
t.
Keep the Finance & Administrat
Section Chief advised of your Unit
status and activity and on any problem
areas that now need or will require
ion
solutions.
Provide periodic situation or status
reports to your Section Chief for
updating information to the Planning
& Intelligence Section.
Establish operating procedure w
Commun
ith the
ication/Information Systems
of
stems.
ts
Unit of the Logistics Section for use
telephone, radio and data sy
Make any priorities or special reques
known.
Review situation reports as they are
received. Verify information where
questions exist.
Finance & Administration Section – Cost Accounting Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 232 of 238
ACTION TAKEN DATE/TIME COMMENTS CHECKLIST ACTIONS
Anticipate potential situation changes,
such as severe aftershocks, in all
planning. Develop a backup plan for
all plans and
Unit
procedures requiring off‐
site communications.
Determine and anticipate your
your
support needs and forward to
Section Chief.
Conduct periodic briefings for your
Unit, including EOC priorities.
Monitor your Unit activities and adjust
app
staffing and organization as
ropriate to meet current needs.
Use e
EOC er possible and document
decisions and policy.
face‐to‐face communication in th
whenev
Refer all r media contacts to you
Section Chief.
Be prepared to participate in the
Director’s action planning meetin
and policy decisions if req
EOC
gs
uested.
Ensure that all your Unit personnel
time records are provided to your
Section Chief at the end of each
operational period.
Brief your relief at shift‐change time
Ensure that in‐progress activities ar
identified and follow‐up requirements
are known.
.
e
Unit Operational Duties
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Collect and record all cost data.
Maintain a fiscal record of all
expenditures related to the
emergency/disaster.
Prepare and provide periodic cost
summaries for the Finance &
Administration Section Chief and the
EOC Director.
Maintain cumulative
emergency/disaster cost records.
Ensure that all financial obligation
documents are accurately prepared.
Prepare resources‐use cost estimates.
Finance & Administration Section – Cost Accounting Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 233 of 238
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Maintain accurate information on the
actual cost for the use of all assigned
resources.
With the Time Keeping Unit, ensure
that all pieces of equipment under
el are
contract and dedicated personn
properly identified.
Ensure that all EOC sections maintain
ms.
proper supporting records and
documentation to support clai
Make recommendations for cost
savings to the Finance &
Administration Section Chief.
Deactivation
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms or
ur
parture.
reports are completed prior to yo
release and de
Be prepared to provide input to the
After‐Action Report.
Determine what follow‐up to your
e
assignment might be required befor
you leave.
Deactivate the Cost Accounting U
Leader position and
nit
close out logs
when authorized by the Finance &
Administration Section Chief or EOC
Director.
Leave forwarding phone number
where you can be reached.
Finance & Administration Section – Cost Accounting Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 234 of 238
THIS PAGE INTENTIONALLY LEFT BLANK
Finance & Administration Section – Purchasing Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 235 of 238
FINANCE & ADMINISTRATION
PURCHASING UNIT LEADER
PRIMARY: Finance Cashier
ALTERNATE: Finance Cashier
SUPERVISOR: Finance & Administration Section Chief
GENERAL DUTIES:
• Coordinate vendor contracts not previously addressed by existing approved vendor lists.
• Coordinate with Supply/Procurement Unit on all matters involving the need to exceed established
purchase order limits.
• Supervise the Purchasing Unit.
YOUR RESPONSIBILITY:
The Purchasing Unit is responsible for coordinating vendor contracts not previously addressed by
existing approved vendor lists and coordinating with Supply/Procurement Unit on all matters involving
the need to exceed established purchase order limits.
Finance & Administration Section – Purchasing Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 236 of 238
Finance & Administration Section: Cost Accounting Unit Leader
Unit Start‐Up Actions
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Check in upon arrival at the EOC.
Report to the Finance &
Administration Section Chief.
Obtain a briefing on the situation.
Determine your personal operating
location and set up as necessary.
Review your position responsibilities.
Identify yourself as the Purchasing
Unit Leader by putting on the vest with
your title. Print your name on the EOC
organization chart next to your
ssignment. a
Cl ify any issues regarding your
authority and assignment and what
ar
thers in the organization do.
o
Activate elements of your
establish work area, assig
Unit,
n duties and
ensure Unit journal/log is opened.
Determine 24‐hour staffing
requirement and request additional
support as required.
Request additional resources through
appropriate Logistics/Finance &
tion Section Unit, as
eeded.
the
Administra
n
Ensure that all your incoming Unit
personnel are fully briefed.
Based on the situation as known or
forecast, determine likely future Unit
needs.
Think ahead and anticipate situations
and problems before they occur.
Finance & Administration Section – Purchasing Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 237 of 238
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Using activity log, maintain all required
records and docum
the After‐Action Report and the
history of ter.
and
entation to support
the emergency/disas
Document:
• Messages received
• Action taken
• Decision justification and
documentation
• Requests filled
• EOC personnel, time on duty and
assignments.
• Precise information is essential to
meet requirements for possible
reimbursement by Cal‐EMA
FEMA.
General Operational Duties
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Develop a plan for your Unit
operations and support of field
operations as requested. Assign
specific responsibilities.
Keep up to date on the situa
resources associated with your Unit.
Maintain current stat
tion and
us reports and
displays.
Keep the Finance & Administration
Section Chief advised of your Un
status an
it
d activity and on any problem
areas that now need or will require
solutions.
Provide periodic situation or status
reports to your Section Chief for
updating information to the Planning
& Intelligence Section.
Establish operating procedure with the
Communication/Information Systems
Unit of the Logistics Section for use of
telephone, radio and data systems.
Make any priorities or special requests
known.
Review situation reports as they are
received. Verify information where
questions exist.
Finance & Administration Section – Purchasing Unit Leader
Hermosa Beach EOP – Functional Annexes
Page 238 of 238
ACTION TAKEN DATE/TIME COMMENTS CHECKLIST ACTIONS
Prepare and sign contracts as needed;
obtain concurrence from the
Finance/Administration Section Chief.
Ensure that all contracts identify the
fic site
scope of work and speci
locations.
Negotiate rental rates not alre
established, or purch
ady
ase price with
.
vendors as required
Admonish vendors as necessary,
arding unethicaregl business practices,
for
dur
such as inflating prices or rental rates
their merchandise or equipment
ing disasters.
Fina greements and contracts,
as required.
lize all a
Verify co blished
ements.
sts data in the pre‐esta
vendor contracts and/or agre
In coordination with the Logistic
Section, ensure that the Purchasin
Unit processes purchase
s
g
orders and
.
develops contracts in a timely manner
Keep the Finance/Administration
Section Chief informed of all
significant issues involving the
Purchasing Unit.
Deactivation
CHECKLIST ACTIONS ACTION TAKEN DATE/TIME COMMENTS
Ensure that all required forms or
reports are completed prior to your
release and departure.
Be prepared to provide input to th
After‐Action Report.
e
Determine what follow‐up to your
assignment might be required before
you leave.
Deactivate Purchasing Unit Leader
position and close out logs when
authorized by the Finance & Admin
Section Chief or EOC Director.
Leave forwarding phone number
where you can be reached.
2010 2011 YTD-2010 YTD-2011
Murder 0 0 0 0
Sex Crimes 0 0 3 2Robbery1095
Assault 5 8 35 38
Burglary 5 12 52 62Theft3240195189
Auto Theft 3 1 10 9
D.U.I.19 18 97 152
Adult 46 57 321 381
Juvenile 3 4 10 4
Misdemeanor 63 72 475 472
Traffic 192 152 1,075 880Parking4661548126,626 34011
Animal Contro 0 7 7 37
Fatal 0 0 0 0
Injury 3 6 35 40Non Injury 13 22 89 79
315 297 1,624 1,619
Police 2,302 1,925 12,702 11,203
Parking 172 172 889 947Animal Contro 88 122 468 463
74 57 381 354
Citations
Traffic Accident Reports
Disturbance Calls
Vehicle Impounds
Respectfully Submitted to: City Manager Steve Burrell
Approved By: Chief G. Savelli
Hermosa Beach Police Department
Monthly Report
Calls for Service
Prepared By: A. Janulewicz
Jun-11
Persons Arrested