Cypress California Stake
Emergency
Response
Plan
Effective January 2006
Presented by:
Kory Mikesell
Cypress , CA Stake Emergency Preparedness Chairman
Objectives
Identify who will be involved in the Stake’s
emergency response plan.
 Develop the considerations on which the
response will be based.
 Practice this plan so in the time of crises we
will be PREPARED!

Possible Major Emergencies
 Earthquake

Fire
Flood
 Chemical spill / Terrorist incident


Long term Disruption of Services [Water, Electricity]
The Stake Emergency Plan
Has Four Major Sections

Mitigation
Minimizing the impact of an emergency

Preparation
Assembling needed supplies in advance

Reaction
An operational plan

Recovery
Long term physical, spiritual and emotional
support
Mitigation
Hazards and probability of impact
 Church buildings potentially affected
 Locations of special populations
 Critical resource needs
 Ward / Stake and area maps

Preparation
By being prepared we free up resources and
personnel to help in time of trouble.
We need to:
 Teach members self reliance & safety
 Provide information and resources for 72 hour kits.
 Provide opportunities for CPR / First Aid instruction.
 CERT Training (Search and Rescue, Light Fire fighting, Emergency First Aid, Triage)
But What Will Be Your
Response?
What action should you take…
 When…
 At whose direction...

What kind of needs will there be in
a severe emergency or disaster?

Member status
 Care of the elderly
 Search and rescue
 Medical / First Aid
 Crisis Response
 Distribution of resources
 Housing
We should have an organizational
system in place that can incorporate:




The person in charge and their chain of command.
Ward and Stake leadership.
Trained Ward members.
Volunteers.
The reality is, that as a Church leader, in
a truly disastrous situation you may
have …..



Few or no resources
Hundreds of people in need.
Hundreds of volunteers.
 OR …….
ALL OF THE
ABOVE!
How will you
Handle all
of this?
Leadership Emergency Decision Tree
Emergency
In Vicinity
Damage possible
In local area
Distant, No effects possible in area
Continue
checking.
Estimate
situation of
members
not
reporting
All members Accounted for and OK
1. Await further direction from leadership
2. Prepare to support effected area’s
3. Prepare to receive and shelter refugees.
All
Members OK
& accounted
for?
Yes
No
Check
With
Members
First
Reports
Received
No Damage
Local Damage
No Effects observed in the area
Ensure personal and family safety
Check for damage to your home
Check for damage locally
Await further direction
1.
2.
3.
4.
Implement
ICS System
Continue
checking.
Determine
situation of
members
not
reporting
1.
2.
3.
4.
Some members affected
Determine member needs
Determine local resources
Develop response plan
Provide needed support
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Many members affected
Establish a command center
Set up communications network
Establish scope of damage
List priorities
Determine local resources
Develop a response plan
Relay member condition to Area Authority
Control fires
Provide first aid
Evacuate if necessary
INCIDENT COMMAND
SYSTEM 101
Information gathered from
FEMA & the California Office of Emergency Services
Edited and adapted by
Incident Command System
(ICS)
DEFINITION
A nationally used standardized on-scene emergency
management system specifically designed to allow its
user(s) to adopt an integrated organizational structure.
After the Oakland fires, it was recognized that a unified
system of communications, command and control was
needed. Started by the Forest Service and quickly
accepted by other government branches, it had
become the platform for all first responding agencies.
ICS Principles
This will ensure that Church and Emergency
Response personnel are “speaking the same
language”
The same command structure.
 Eliminate “Mormonism’s”
 Allow us to be an asset to the community
rather than a liability.

ICS Principles
Everyone should:
 Know common terminology before an
emergency.
 Make use of common terminology to refer to the
situation.
 Work from the same set of achievable objectives.
ICS Principles
 Emergencies
require certain tasks or functions
to be performed.
 Every incident needs a person in charge.
 No one should direct more than 7 others.
 No one should report to more than 1 person.
Incident Command System
 Method
for managing emergencies
 Most commonly used by:
– First-response agencies [Police, Fire]
– Emergency medical services [EMS]
– Emergency management personnel
[FEMA, Red Cross]
ICS Interaction
Cypress
Stake
FIRE
POLICE
EMS
I
C
S
FEMA
RED
CROSS
Etc.
Objectives
1. Explain how the incident organization expands or contracts to
meet operational needs of the incident or event.
2. Describe the use of Branches, Divisions, and Groups within
the Operations Section and provide supervisory titles associated
with each level.
3. List the essential elements of information involved in transfer
of command.
4. Match organizational positions with appropriate ICS sections.
5. List the individuals you may / may not be able to count on.
Five Primary
Management Areas
Orange Ave.
Crescent Ave.
Unified
Command
Center
Institute of
Religion
Stake
Center
Add’l Location?
Cypress Stake
?
Cypress Stake’s
designated Base of
operations will be
the Institute of
Religion
We may need to
establish a location
North of the 91 or 5
freeways.
?
Why use the Institute of
Religion as the Stake
Command Center?




More centrally located
Apt to be less affected
Away from chaos
Large greenbelts
Two Ways to Organize Incident
Command
Incident Command
B
A
A
C
Single Command
Unified Command
Ward
Stake
Managing an Incident Using
Unified Command
A
C
B
Unified command
A
B
C
Objectives and Strategy
Incident Action Plan
Hazardous
Materials
Incident
Operations
Section Chief
Div.A
Div.B
Div.C
Five Primary ICS
Management Functions
Logistics
Operations
Command
Planning
Finance/
Administration
Functional Responsibilities
Function
Responsibility
Command
=Overall responsibility
Operations
=Direct tactical actions
Planning
=Prepare action plan- maintain
resource & situation status
Logistics
=Provide support
Finance/Administration
=Cost accounting &
procurements
Span of Control
Ineffective and
possibly dangerous
Effective span
of control
Optimum Span of Control is
One to Five
Supervisor
1
2
3
4
5
Planning
Section Chief
Resources and
Situation Unit
Resources
Unit
Situation
Unit
J. Smith
J. Smith
J. Smith
General Guideline: Do not combine organizational units.
One person may supervise more than one unit.
Higher Ranking Persons
Arriving at an Incident will:
 Assume
Command
 Maintain
Command
 Reassign
Command to a Third Party
Incident Operations Organization
Small Incident
Organization
Large Incident
Organization
Command
Command
Single
Resource
Single
Resource
Sections
Branches
Divisions/Groups
Resources
Multiple layers as needed for span of control
Guidelines in Developing the ICS
Organization

Establish the Incident Command Post

Determine organization needs

Consider needs for Command Staff

Monitor and maintain span of control

Demobilize organizational elements when possible

Avoid combining organizational positions
In ICS, common terminology
is applied to:

Organizational elements

Position titles

Resources

Facilities
ICS Terminology is Used For:
 Organizational
Elements - e.g., Division,
Branch, Unit, etc.
 Position
etc.
Titles - e.g., Officer, Director, Leader,
 Facilities - e.g., Incident command Post,
Staging Area, etc.
 Resources - e.g., Task forces, Strike teams,
etc.
Organization Structure
Managerial
Level
Incident
Command
Operations
Planning
Branch
Branch
Division
Single Resources
Task Forces
Strike Teams
Logistics
Branch
Command
Finance/
Administration
Branch
Section
Chief
Directors
Supervisors
Group
Units within Planning
Logistics
Finance/Administration
Units
Leaders
Resource Management in ICS
Single Resources
Includes personnel and equipment
Task Forces
Combination of
single resources
Strike Team
Combination of same kind
and type
Resource Status
Conditions in ICS
Available
Assigned
Out of
Service
The Use of Task Forces and
Strike Teams:

Maximizes effective use of resources.

Reduces span of control.

Reduces communications traffic.
Unity and Chain of Command
Unity of Command - Have a clear
line of supervision
Chain of Command - Orderly
ranking of management positions in line of
authority
ICS Organization Flexibility
Functions will determine the required
organization.
ICS Command Organization
Incident Commander
(Stake President, Bishop, First on Scene)
Information Officer
Safety Officer
Liaison Officer
Operations
Planning
Logistics
Finance/Admin
Expanded Organization
Incident Commander
Safety Officer
Public Information
Officer
Liaison Officer
Operations
Planning
Logistics
Finance/Admin
Security
Documentation
Supplies
Purchasing
Search & Rescue
Situation Analysis
Staffing
Housing
Member Care
Medical
Communications
Planning
Command
Logistics
Information
Safety
Public
Information
Admin.
Liaison
Functional Responsibilities of the
Incident Commander
Incident Command System
Incident Commander responsibilities:
 Assess the situation.
 Establish objectives.
 Track resource availability.
 Develop and monitor the action plan.
 Ensure proper documentation.
 Appoint additional staff as necessary.
A Written Action Plan is
Needed When:

Two or more jurisdictions are involved.

The incident will overlap an operational
period change.

Partial or full activation of the ICS
organization.
Incident Management by Objectives
Achieving the
tactical goals
Achieve
The
Goal
Perform tactical actions
Select an appropriate strategy
Establish achievable incident objectives
Understand Stake policy, plan and direction
The Command Staff
Safety
Officer
Liaison
Officer
Information
Officer
Information Officer
 One
per incident
 Central
point for information
dissemination to Stake / Area
Authorities, Church HQ, media
etc.
Safety Officer
 One
per incident
 Anticipate,
detect, and correct
unsafe situations
 Has
emergency authority to
stop unsafe acts
Liaison Officer

Contact point for representatives of
assisting and cooperating agencies

Assisting agency - provides tactical or
service resources (Police, Fire, EMS)

Cooperating agency - provides support
other than tactical or service resources,
e.g., Red Cross, Bishops Storehouse, other
Stakes. Etc.
Reasons to Transfer Command

A more qualified person assumes
command.

A jurisdictional or agency change in
command is legally required or makes good
management sense.

Normal turnover of personnel on long or
extended incidents.
Staging
Member
Care
Operations
Security
Search
&
Rescue
Medical
Functional Responsibilities of the
Operations Chief
Functional Groups
Operations
Section Chief
Medical
Group
Search
Group
Security
Group
Operations Section

Directs and coordinates all incident tactical operations

Organization develops as required

Organization can consist of:



Single Resources, Task Forces, and Strike teams
Staging Areas
Divisions, Groups, Branches
Staging Area

Locations to place available resources

Several staging areas may be used

Manager reports to IC or Operations
Section Chief

Resources are available on 3-minute
notice

May be relocated
Analysis
Documentation
Action
Plans
Planning
Intelligence
Recovery
Functional Responsibilities of
Planning Chief
Planning Section

Maintain resource status

Maintain situation status

Prepare Incident Action Plan

Provide documentation service

Prepare Demobilization plan

Provide technical specialists
Planning Section...
may be organized into four positions:

Resources Unit
What items are needed

Situation Unit
Where we are

Documentation Unit
What resources we have in use

Demobilization Unit
Normalization and Clean up
Supplies
Transportation
Staffing
Logistics
Communications
Shelter
Functional Responsibilities of the
Logistics Chief
Primary
Logistics
Section
Units

Communications Unit

Medical Unit

Food Unit Unit

Supply Unit

Facilities Unit

Ground Support Unit
Logistics Section

Provides services and support to
the incident or event

Six principal activities

Two-branch structure if needed
Logistics Branch Structure
Logistics
Section
Service
Branch



Communications
Medical
Food
Support
Branch



Supply
Facilities
Ground Support
Communications Networks That
May be Required

Within each Ward

Between buildings

Stake wide

Stake to Stake

Stake to Bishops Storehouse

Stake to Area Authorities
Funding
Purchasing
Action
Plans
Planning
Costs
Shelter
Functional Responsibilities of
Administration Chief
Administration
Section



$
Procurement Unit
Equipment and supplies
Housing
On-sight, temporary, long term relocation
Cost Unit
Collect cost information, provide cost estimates
Finance/
Administration
Section  Monitors incident costs
$

Maintains Financial records

Administers procurement contracts

Performs time recording
What do you have?
What resources would you need to be
self-sufficient for 72 hours?
 Tools
 Medical supplies
 Food / Water
 Tarps and blankets
What do you need?
Where will you get these supplies?
 Stockpile in advance?
 Member donations?
 Procure from local stores?
 Bishops Storehouse?
In An Emergency, Who
Should We Count On?
 Stake
Presidency
 Stake Leadership
[High Council, YM/YW Presidencies, Stake Radio Response team, etc.]
 Ward
Bishoprics
 Ward Leadership
[Ward Council, and their Presidencies]
 Ward
Emergency Preparation Specialists
Who Should We Count On?
Cont.
Who else in our Stake / Ward, has special
talents / skills that should be included?
 Health
Care Practitioners
 Logistics specialists
 Communications specialists
 Individuals trained in Emergency Response
 Individuals trained in CPR / First Aid
 CERT Team members
Who you may not be
able to count on.
Who in our Stake / Ward has special responsibilities
that may not be available to you?
 Doctors,
Nurses
 Police Personnel
 School Teachers, Aides and Supervisors
 Public Safety officers
 Anyone who may be more than 10 miles from
home at the time of the incident!
Activity: ICS Wedding
Planning
1.
2.
3.
Brainstorm about all the activities
that occur around a wedding.
Use ICS to make personnel
assignments for the activities.
Fill out blank ICS structure
Each member of the Stake leadership &
Ward council should study this plan
and thoroughly understand it.
You may have to rely on your memory
of its details, if in an emergency if you
are required to place it into operation!
Dates To Remember
March 4th – Stake Conference
• Preparation Displays
March 11th – Table Top Disaster
• CSC 9:00 am
May 20th – Community Disaster Exercise
• Full implementation of the Stake plan
• Each Building 9:00 am
Questions ?
Closing Remarks
&
Prayer
Thank You
for
Attending