This document discusses California disaster service workers and the incident command system. It defines California disaster service workers as public employees authorized to assist during emergencies under the California Emergency Services Act. It also describes the standardized emergency management system and national incident management system, which utilize the incident command system to coordinate multi-agency disaster response. The incident command system establishes clear lines of authority and allows different agencies to work together under a common organizational structure.

1. Kelly Hubbard
Water Emergency Response Organization of Orange County
Municipal Water District of Orange County

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3. CALIFORNIA DISASTER SERVICE WORKER
 Who?
 California city, county, or state agency or public district employees
 Authorized by?
 California Emergency Services Act
 Defined in the California Code
 California Government Code 31 00-31 02; Labor Code 3211.92(b)
It is hereby declared that the protection of the health and safety and
preservation of the lives and property of the people of the state from the
effects of natural, manmade, or war-caused emergencies which result in
conditions of disaster or extreme peril to life, property, and resources is of
paramount state importance…in protection of its citizens and resources, all
public employees are hereby declared to be disaster service workers…
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4.  SEMS requires it…
 NIMS recommends it…
 More importantly… it is a Best Management Practice.
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5.  What is the Standardized Emergency Management System
(SEMS)?
 What is the National Incident Management System (NIMS)?
 What is the Incident Command System (ICS)? And how will
staff utilize ICS for an effective emergency response?
 What is your role as an Elected Official?
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7. SEMS:
Senate Bill 1841
Government Code 8607
Year Adopted 1993
NIMS:
Homeland Security
Presidential Directives 8 and
9
Year Adopted 2003
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8.  Same intent to improve coordination between responding
agencies
 NIMS incorporates support from:
 Private Sector
 Non-Government Organizations
 Tribal Governments
 SEMS incorporates organizational levels of response
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9.  Adopt Incident Command System (ICS) as official incident
response system.
 Integrate ICS into emergency operations policies, plans and
procedures.
 Conduct ICS training for responders, supervisors, and
command-level staff.
 Conduct inter-agency ICS oriented exercises.
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10.  A standardized system of management and best practices for
incident management processes, protocols, and procedures for use
by all responders.
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11.  Flow of information and resources
 Coordination between responding agencies
 Rapid mobilization, deployment and resource tracking
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12.  Command and Management
 Preparedness
 Resource Management
 Communications
 Information Technology
 Supporting Technologies
 Ongoing Management and Maintenance
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13.  Life Safety
 Property Protection
 Coordination
 Efficiency
 Mutual Aid
 Reimbursement
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15.  Hands On Response
 MUST use Incident Command System:
 Incident Commander
 Incident Command Post (ICP)
 Unified Command or Area Command
 Request support from the Local EOC
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16. Cities, counties & special
districts:
Manage and coordinate the
overall emergency response
and recovery activities
Implements local
emergency plans & SOPs
Supports field level activity
Requests support from Op
Area
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17.  Orange County and all political
sub-divisions
 Geographical boundary of the county
 Maintains Operational Area EOC
 Coordinates information, resources and priorities
 Makes requests to the State Regional EOC
 Intermediate level of the state emergency services
organization
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18.  OC is in Southern
Region
 Coordinates between
 OA and State
 OA to OA
 Implements state
emergency plan
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Southern Region:
Mutual Aid 1 & 6

19.  Coordinates resources
between regions
 Federal response
coordination
 Communicates with
governor and legislature
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21. 21

22.  Natural Disasters
 Human and Animal Disease
Outbreaks
 Malicious Acts
 Hazardous Materials Incidents
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SEATTLE (Reuters) - Tuesday, April 13 - Washington State Man Arrested for Making Ricin
A Washington state man … has been arrested for making the deadly
poison ricin from castor seeds in his own home, officials said on
Tuesday.
Robert Alberg bought 4.7 pounds of castor seeds by mail and had begun
to process them into ricin when he was arrested last week, the U.S.
Attorney in Seattle said in court papers.
Ricin, a poison with no known antidote…
Robert Alberg sent several letters and e-mails to his family and friends
describing his work, saying he could now poison water supplies and that
he hoped to die on "Federal Death Row," court documents said.
"It's so exciting working with poisons perhaps I'll find a way to end all
life on Earth through some interesting items," Alberg wrote to his sister
in an e-mail last July, according to the complaint.
FBI agents also found a 14-step recipe for making ricin at Alberg's home
along with chemicals and a coffee grinder for processing the castor seeds
into pulp, which was found in jars labeled "caution ricin poison," the
complaint alleges.

24.  Terrorist Threats or Attacks
 National Special Security Events
 Planned events
 Human Error
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26.  Incident of National Significance
 No request required, federal assets available, and no funding
available
 Emergency Declaration
 Declared by the President, federal support and potential funding
for life/safety response
 Major Disaster Declaration
 Declared by the president, activates disaster programs, and
recovery support.
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4/22/92 – Explosion Rip Mexican City, 200 dead, 600 injured - Clark Staten,
EMT-P , Emergency Net News SVC
At least nine separate explosions were heard, starting at
approximately 10:30 a.m. local time. They were said to have
ripped a jagged trench that runs for more than 1 mile. The
expanded trench was said to be contiguous with the city sewer
system, and the open holes thought to be at least 6 meters deep
and 3 meters across. In several locations, much larger craters
of 50 meters in diameter are evident.
News Source Unknown
Damage costs were est. at 75 million U.S. dollars. The sewer
explosion was traced to the installation of a water pipe, by a
contractor several years before the explosion, that leaked
water on a gasoline line laying underneath. The subsequent
corrosion of the gasoline pipeline, in turn, caused leakage of
gasoline into the sewers.

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95% of all
incidents
95% of all
incidents
Typically,
Types 1 & 2
are incidents
of national
significance.
Typically,
Types 1 & 2
are incidents
of national
significance.

29.  Impacts to life, property, and the economy
 Community and responder safety
 Potential hazardous materials
 Weather and other environmental influences
 Likelihood of cascading events
 Potential crime scene (including terrorism)
 Political sensitivity and media relations
 Area involved, jurisdictional boundaries
 Availability of resources
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30.  Life Safety
 Incident Stabilization
 Property/ Environmental Conservation
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31.  Standardization
 On-scene
 All-hazard
 Adaptable
 Integrated Organizational Structure
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32.  Utilizing best practices to ensure:
 The safety of responders and others.
 The achievement of tactical objectives.
 The efficient use of resources.
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33.  To manage all types of incidents:
 Fires, hazmat, earthquakes, acts of terrorism
 Parades, celebrations and concerts
 Private sector emergency programs
 Works well for:
 Small, large and complex incidents
 Single or multiple agency or jurisdiction incidents
 Wide-area search and rescue
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34.  Meets the needs of incidents of any kind or size.
 Allows personnel from a variety of agencies to meld rapidly into a
common management structure.
 Provides logistical and administrative support to operational staff.
 Is cost effective by avoiding duplication of efforts.
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36.  Differs from the day-to-day, administrative organizational
structures and positions.
 Unique ICS position titles and organizational structures are
designed to avoid confusion during response.
 Rank may change during deployment.
 A “chief” may not hold that title when deployed under an ICS
structure.
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37.  Chain of command is an orderly line of authority within the ranks of
the incident management organization.
 Unity of command means that every individual has a designated
supervisor to whom he or she reports at the scene of the incident.
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Authority

38.  Provides overall leadership
 Takes policy direction from the Executive/Senior Official
 Delegates authority
 Ensures incident safety
 Establishes communications with other responding agencies
 Establishes incident objectives
 Oversees the Incident Action Plan
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39.  Elected Officials delegate authority to the designated
Emergency Operations Manager
 The EOC Manager delegates authority to the Incident
Command in the Field
 The Incident Commander has direct tactical and operational
responsibility for conducting incident management activities.
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Management: Overall
responsibility for the
incident. Sets objectives.
Operations: Develops the
tactical organization and
directs all resources to
carry out the Incident
Action Plan.
Planning: Develops
the Incident Action
Plan to accomplish
the objectives.
Finance/Admin:
Monitors costs
related to the
incident. Provides
overall fiscal
guidance.
Logistics: Provides
resources and all
other services
needed to support
the incident.

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Incident Command PostIncident Command Post:: Performs primary tactical-level, on-scene
incident command functions. The Incident Commander is located
at an Incident Command Post at the incident scene.
Local Emergency OperationsLocal Emergency Operations
CenterCenter:: Coordinates information
and resources to support local
incident management activities.
Area CommandArea Command:: Oversees the
management of multiple
incidents. Area Command may
be Unified, and works directly
with Incident Commanders.
Local
Emergency
Ops Center
(EOC)
Local
Emergency
Ops Center
(EOC)
Area
Command
Area
Command
Incident
Command
Post
Incident
Command
Post
Incident
Command
Post
Incident
Command
Post
Incident
Command
Post
Incident
Command
Post

42.  Mobilization
 Assessment of Damage
 All Hands on Deck
 Management by Objectives
 Measurable, Attainable
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43.  Incident Action Plan
 Who, What, When, and Where
 Resource Management
 Recovery
 Restoration of Normal Services
 Demobilization
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44.  The development and use of a common communications plan
 The interoperability of communication equipment,
procedures, and systems
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45.  Mutual aid systems form key links when local resources are
inadequate
 Mutual aid agreements help to facilitate the timely delivery of
assistance during incidents.
 Voluntary & Reciprocal
 Aid verses Assistance
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46.  American Red Cross & Salvation Army
 Water Agency Response Network (WARN)
 Orange County Emergency Management Organization
(OCEMO)
 California Master Mutual Aid Agreement
 Law Enforcement
 Fire Department
 WEROC
 Public Works
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47.  Interstate Civil Defense Compact
 Emergency Management Assistance Compact (EMAC)
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48.  Temporary by nature
 Not all costs are covered
 Documentation will save you
 Does not provide for previously unmet needs
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49.  Open Purchase Orders/Payment Options
 Contractors are impacted too!
 Business Continuity Plans
 Contract emergency event clauses
 What number are you on their list?
 After hours contact information
 Know what resources exist!

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Your Agency
Neighboring Agencies
State OES - Resources from 58 counties
Op Area - County Resources & 144 entities
Region - Resources from 12 counties
Federal (Depts., Military, States)

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How can you organize for
incidents that cross jurisdictional
boundaries or exceed individual
agency responsibility?

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Multiagency Coordination (MAC) System
On-Scene Command
Dispatch State/National
Resource
Coordination
Centers
Emergency Ops Centers
(Coordination Entities/ Groups)
Multiagency Coordination

55.  Provide support to Incident Command
 Resources, alerts, communications, transportation
 Coordinate different levels of responders
 Local, State, and Federal
 Identify and resolve resource shortages and issues
 Gather and coordinate information
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56.  Enables responding
agencies to manage an
incident together
 Establishes common
incident objectives and
strategies
 Joint decisions within a
single command structure
 Maintains unity of command
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Agency 1
Incident
Commander
Agency 2
Incident
Commander
Agency 3
Incident
Commander

57.  Multiple incidents that are each being handled by an Incident
Command System organization; or
 A very large incident that has multiple incident management
teams assigned to it.
 Coordination
 Efficiency
 Area Expertise
 Prioritization of Resources
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58.  Determining Factors
 Type of Incident
 Jurisdiction
 Legal Mandates
 Degree of Resource Commitment
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59.  In Charge of the Incident
 Part of a Unified Command
 Part of Operations
 Part of Logistics
 Other duties / responsibilities
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O p e r a t io n s P la n n in g - In t e l L o g is t ic s F in a n c e - A d m in
In c id e n t
C o m m a n d

60.  The Public Information
Officer (PIO):
 Represents and advises the
Agency
 Manages media and public
inquiries.
 Elected Officials MUST
coordinate messages with
the PIO
 The Joint Information
Center (JIC):
 Critical emergency
information.
 Crisis communications.
 Public affairs functions.
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61.  What did we set out to do?
 What actually happened?
 Why did it happen?
 What are we going to do better next time?
 Are there lessons learned that should be shared?
 What followup is needed?
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64.  Provide support in the form of RESOURCES !
 Ensure the development of PLANS !
 Prioritize Pre-Emergency MITIGATION !
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65.  Budgetary Support for Training
 Support / Participate in Exercises
 Ensure Organizational Readiness
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66.  Ensure clear policy direction for EOC Managers
 Delegation of Authority
 Policy Limitations
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67.  Preparedness Actions
 Designation of Director of Emergency Services
 Emergency Proclamation, Declaration, and Ratification
 Finance and Purchasing Powers
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68.  Provide Policy Direction
 Delegate Authority
 Empower your staff to implement your policies
 Ensure adequate staffing and resources
 Be a Community Leader
 Political Liaison
 Keep the public informed
 Representative to your constituents
 Media Spokesperson
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69.  Elected Official’s Role
 Policy
 Mission
 Direction
 Authority
 Incident Commander’s Role
 Manages the incident at the
scene.
 Keeps you informed on all
important matters
pertaining to the incident.
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Chain of Command MUST be followed to maintain the
unity of command and safety of responders.

70.  Where:
 Emergency Operations Center
 Policy Room
 Incident Command Post (ICP)
OR
 Stay Home
 What do you do?
 Check-in
 Receive a Briefing
 Review Policy
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71. 7 Reasons as presented by EG&G

72. Reason #1:
Not Understanding the Scope of Emergency Management
Reason #2:
Lack of Management Participation and Support of Planning and
Training Efforts
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74. Reason #4:
Complexity of Emergency Plans and Response Procedures
Reason #5:
Lacking Maintenance of Emergency Programs
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76. “Don’t confuse a plan with execution. A plan is good intentions.
You don’t win with good intentions.” – Lt General Russel
Honore – Commander, Joint Task Force Katrina
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78.  Personal Preparedness
 California Disaster Service Worker
 Train, Plan, then Train again
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79.  Field Operations
 Emergency Operations Center
 Chain of Command
 Management by Objectives
 Multi-Agency Coordination
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80.  Mostly at the local level
 Mutual Aid Agreements
 Private Sector Coordination
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81.  Pre-Disaster Support
 Clear Policy Direction
 Trust Your Staff
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82.  Houghton Mifflin
 Disaster
 An occurrence causing widespread destruction and distress;
 A grave misfortune.
 Catastrophe
 A great, often sudden calamity.
 A complete failure;
 A sudden violent change in the earth's surface;
 OC has NOT been tested
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83. Kelly Hubbard
(714) 593-5010 Office
Khubbard@mwdoc.com